Stalins aims for the transformation of the Russian economy Essay Example for Free

Stalins aims for the transformation of the Russian economy Essay To what extent did Stalin succeed in achieving his aims for the transformation of the Russian economy? Under the NEP, Russia had managed to recover from seven years of warfare, but by the late 1920s Russia had still not been able to develop its economy beyond the level of 1914 and its agriculture was still very backward. Stalin felt that under the NEP, the Russian economy was underperforming and he felt he had to change this as he wanted to modernise Russia and move it forwards to a truly Socialist society. Stalin wanted to transform Russian economy in order for Russia to be a socialist society there had to be more workers than peasants and the country had to be at industrially advanced. This would mean that the Russian economy, which relied heavily on agriculture, would have to be changed and modernised industries would have to be developed and Russia would have to become an industrialised country. In 1929 in the Great Turn, Stalin introduced the collectivisation of agriculture; this set of policies, along with the Five Year Plans, created the framework for what became known as the Soviet centrally planned economy and transformed the Soviet economy. Stalin, through collectivisation and industrialisation, managed to transform the Russian economy. One of Stalins aims for the transformation of the economy was to build up heavy industry and increase the industrial output of the Soviet Union through the Five Year Plans, and to catch up with the industrialised West. Stalins policy of industrialisation was based on central planning the state produced three consecutive Five Year Plans that set production and output targets for all areas of industry, with emphasis on building up heavy industry and creating new industry. In order to provide capital to finance industrialisation, Stalin introduced collectivisation, which modernised Russias agricultural system. These Five Year Plans broadly achieved Stalins aim. There was a huge increase in the productivity and output of heavy industry. Whole new industries were developed in Russia, like the chemical factories, tractor and machine tool plants. Many new factories were built, whole new industrial centres like Magnitogorsk were created and cities grew rapidly. Russia was gripped by gigantomania there was an emphasis on large-scale projects like the Dniepostroi Dam. Communications improved, the transport links in Russia were better than before and electricity became available to the masses. Russia had managed to industrialise and catch up with the West at a time when much of the Western world was suffering from an economic depression. However, the goods produced were often of a poor quality, as quantity was more important than quality for Stalin. There was also a great deal of wastage, raw materials were wasted and the production of goods was often inefficient. The Five Year Plans often had unrealistic production targets which factories struggled to meet. Another of Stalins aims was to modernise agriculture and increase productivity through collectivisation. He believed that the peasant-based farming methods used were inefficient and large collectivised state farms would vastly increase production. Stalin needed to carry out the collectivisation of agriculture to finance industrialisation and feed the workers in the cities. Large, collective farms were created, where peasants worked to increase production of grain. This was, to some extent, a success all agriculture was collective by 1941. By 1939, Russia had reached the same levels of production as 1928 with less peasants working on the farms. Also, farming was modernised, there was increased use of machinery and tractors on the collective farms, which made the work easier. However, the human cost of collectivisation was great. In 1932, there was a Great Famine, which was caused by a drop in production in the early 1930s this affected the Soviet Union badly, especially Ukraine where 5 million people died. By 1941, Russia had only just regained the production levels of 1928; there was no increase in production. Also, animals were not used efficiently, and in this sense the Russian farms were still quite backwards. Stalins final aim to transform the economy was to transform Russia into a truly Socialist economy, by turning peasants into workers and introducing central planning into the system. In order for Russia to be a truly Socialist society, there would have to be a greater number of workers than peasants a Socialist economy would be more focused on industry rather than agriculture. This would mean developing industry, so the number of workers would exceed the number of peasants. This would also mean eliminating the privileged classes such as the Kulaks, who were better off than ordinary peasants. Kulaks that refused to join collective farms and co-operate with the state were either exiled or sent to forced-labour camps. Stalin also aimed to get rid of the last vestiges of Capitalism this would mean getting rid of the NEP and replacing it with central planning. However, the Russian economy did not become truly Socialist. Wage differentials and bonuses created a privileged class among the workers. The working and living conditions for Russians were still very poor. The system relied heavily on force, in order for the transformation of the Soviet economy to take place. In conclusion, Stalin did partly succeed in achieving his aims for the transformation of the Russian economy. Stalin managed to industrialise and modernise Russia, many new key industries developed and Russia no longer relied solely on agriculture for its economy. The new, collective farms were more efficient than the old farms, the same amounts were produced with less peasants. By the 1940s, there were more workers than peasants and, generally, Russia was a more Socialist society. However, there were limits on this there was still a small privileged class, and working and living conditions in the Soviet Union were poor. Also, the transformation of the Soviet economy came at a human cost, and many people died as a result of the Great Famine and dangerous working conditions in factories.

And The Band Played On Essay -- AIDS Disease Health Spread Essays

And the Band Played On The movie, And the Band Played On, discusses the origin of the AIDS virus and how it spontaneously spread across the world. It used the Ebola disease to foreshadow the forth coming of another serious disease. The world was not prepared to handle such a contagious plague. Doctors around the world assumed that the first cases of the HIV virus to be just an abnormality of a certain disease, their carelessness of this matter was the start to the spread of this disease. Throughout this movie, it illustrates different points, such as the beginning of HIV, the misconceptions it gave, and the panic it aroused amongst doctors and the common people. The AIDS epidemic did not have to happen. It was caused by the negligence from doctors that did not think the matter was a concern. It started out when one patient had the disease, and the doctors concluded that it was a mutated version of a disease. But it turned out that that was the first patient to suffer the HIV virus. If this situation was taken as an important matter, they could have taken that patient to a special institute so that the patient would not be capable of transmitting the disease. For the other patients who also contracted the virus, they could have also taken them to a special institute. Even when the government knew that there was a serious disease that was going to spread, they did not do anything about it. The reason for this is because they needed scientific evidence that the virus was...

The War That Never Ends(Veterans)

The War that Never Ends- Soldiers suffering with Post Traumatic stress disorder The impact of deployment and especially war-zone experiences on the well-being of military personnel and veterans continues to receive growing attention. The military operation in Iraq and Afghanistan continues to raise important questions about the effect of the experience on the mental health of members of the military services who have been deployed there (Hoge et al. ,2004). Combat exposure has been linked to an array of negative health consequences, most notably posttraumatic stress disorder (PTSD).According to the DSM-IV-TR, PTSD is an anxiety disorder that can develop in a person after a traumatic experience in which â€Å"the person [has] experienced, witnessed, or [been] confronted with an event or events that involved actual or threatened death or serious injury, or a threat to the physical integrity of [one]self or others. According to the Surgeon General, of those individuals experiencing ext reme traumatic events, nine percent develop PTSD. Approximately 50% of those cases will return to a normal mental health state in less than a year.After one year, women were twice as likely to continue with symptoms of traumatic stress. Sometimes dubbed emotional mental health disorders such as acute stress, depression, anxiety and posttraumatic stress disorder (PTSD) are common by products of military combat (Soldiers’ Mental Health, 2007). During the current U. S. -led war on terrorism a campaign initiated following Sept. 11, 2001, attacks against U. S. – tens of thousands of soldiers deployed to Afghanistan and Iraq have been diagnosed with such conditions (Soldiers’ Mental Health, 2007). While some military veterans seek medical treatment after they return to the U.S. , many do not, beginning what often becomes a life long battle with mental illness (Soldiers’ Mental Health, 2007). Furthermore, the individual's â€Å"response involved intense fear, h elplessness, or horror. † The individual must also experience at least one symptom of intensive recollections, at least three symptoms of avoidance/numbing, and at least two symptoms of hyper arousal. Symptoms of hyper-arousal include sleep problems, irritability, concentration problems, hyper-vigilance, and exaggerated startle response. All symptoms must be present for one month or longer.In order for PTSD to be diagnosed as a disorder, â€Å"clinically significant distress or impairment in social, occupational, or other important areas of fractioning† must be present. PTSD received official recognition and a separate diagnostic heading with the DSM-III publication in 1980. However, the symptoms of PTSD have been recognized for centuries. During the Civil War, generals noted that the troops were suffering from â€Å"irritable heart† or â€Å"effort syndrome,† in World War I the diagnosis was â€Å"shell shock,† and in World War II it was called â⠂¬Å"battle fatigue† or â€Å"combat exhaustion.In modem engagements such as Operation Iraqi Freedom (OIF) and Operation Enduring Freedom (OEF), symptoms of PTSD are denoted â€Å"acute stress,† perhaps in an effort to reduce stigma among deployed troops. Whatever its appellation, it is deemed a â€Å"signature wound† of the Iraq and Afghanistan engagement veterans. Therefore, military personnel are among the most at-risk populations for exposure to traumatic events and the development of PTSD. Ethnic minority Veterans may be more likely to disclose problems or engage in treatment when paired with a clinician of the same race (Loo, 2007).Despite study differences, the trend suggests that being an ethnic minority may cause one to be more â€Å"at risk† for PTSD (Loo, 2007). The National Vietnam Veterans Readjustment Study found differences among Hispanic, African American, and White Vietnam theater Veterans in terms of readjustment after military service (L oo, 2007). Both Hispanic and African American male Vietnam theater Veterans had higher rates of PTSD than Whites (Loo, 2007). Rates of current PTSD in the 1990 study were 28% among Hispanics, 21% among African Americans, and 14% among Whites (Loo, 2007).African Americans had greater exposure to war stresses and had more predisposing factors than Whites, which appeared to account for their higher rate of PTSD (Loo, 2007). The difference in rates of PTSD between Hispanics and Whites remained even after controlling for the fact that Hispanics had greater exposure to war stresses (Loo, 2007). Rates of PTSD among American Indian Vietnam Veterans ranged from 22% to 25% (depending on the tribe) (Loo, 2007). American Indians were exposed to greater war zone stresses (e. g. atrocities, violence, and combat) than Whites, including psychological conflict resulting from identification with the enemy (Loo, 2007). Differences in PTSD rates between American Indians and Whites disappeared after con trolling for the greater war zone stresses experienced by American Indians (Loo, 2007). Unfortunately, there continues to be an ongoing supply of combat- traumatized soldiers to study. As noted by Coleman (2006), war is a disease that kills and maims, not just by tearing apart soldiers’ bodies, but also by ravaging their minds.As the United States continues a military presence in Iraq and Afghanistan, it is also coming to grips with one of the products of war at home: a new generation of troubled veterans. Hoge, Auchterlonie, and Milliken (2006) emphasize that research with active duty personnel in Iraq and Afghanistan suggests that this new generation of veterans has high levels of PTSD and related mental health symptoms. Studies are demonstrating that troops who serve in current conflicts are experiencing PTSD and other mental health problems on a scale not seen since the war in Vietnam (Robinson, 2004).PTSD prevalence is widely disputed in medical literature, particularly its predominance among military personnel. However, â€Å"approximately 8% of the [general] population meets criteria for PTSD during their lifetime. PTSD Stressors in the general public are often the result of a traumatic event (violent crime, accident, etc. ). With regard to military personnel, the range of estimates is wide—†PTSD is the most prevalent mental health disorder among deployed service members, and affects roughly 5 to 15% of service members, depending on who is assessed and when they are assessed. From October 2001 to April 2008, approximately 1. 4 million U. S. troops had been deployed in OEF/OIF engagements. As of October 2009, more than 2 million men and women had shouldered the deployments, with 793,000 of them deploying more than once. Nearly 40% of OEF/OIF veterans had multiple deployments, and multiple â€Å"combat† exposures. Even at the low end, a 5% incidence of PTSD among deployed veterans would equal 100,000 OEF/OIF veterans with PTSD. However, this 5% is questionable on broader assessment, and most likely an underestimate. Using Veterans Affairs (VA) data, 23% of OEF/OIF veterans seen at the VA received a preliminary diagnosis of possible PTSD.Further analysis of the same data shows that only half of these PTSD patients had approved PTSD claims. Therefore, about 50% of OEF/OIF veteran patients receiving treatment for PTSD from the VA were not receiving compensation, and hence are likely undercounted as victims of PTSD. In addition, since approximately 40% of service members are still active on active duty, considering active duty military PTSD cases is also instinctive. Surveys of deployed Army soldiers and Marines show between 14% and 17% met screening criteria for PTSD while they were deployed between 2003 and 2006.This data lends additional support to the proposition that the estimate of 5% prevalence of PTSD is empirically low. The United States has incurred massive human and financial expenditures through i ts involvement in Iraq. It is estimated that total spending on the Iraq war will cost the United States up to $3 trillion to fund current military operations along with the expenses of paying the long-term disability costs of injured military personnel, death benefits sent to the families of those killed in Iraq, and interest fees paid by the United States Treasury to borrow money to fund current expenditures (Bilmes ; Stiglitz, 2008).The National Center for PTSD embraces the customary treatment strategy for PTSD as being symptom logically based. As such, individuals diagnosed with depression and anxiety receives pharmacologic treatment, in addition to the use of cognitive behavior therapy to help individuals with cognitive deficits (Summerall, 2008). Cognitive behavior therapy usually includes education regarding the stress response and relaxation techniques in efforts to enable the individual to exercise control over the extreme physical reaction to PTSD triggers and engage comple tely in therapy, overcoming avoidance symptoms.Case management, psychosocial rehabilitation, pharmacotherapy, and psychotherapy are all viable components and options regarding treatment and care provision for individuals who have incurred PTSD (Kennedy et al. , 2007). When it comes to medication management, special attention should be paid to possible drug interactions in individuals diagnosed with PTSD. These individuals may be taking medications for various symptoms such as pain, insomnia, and dizziness, in addition to surgery-associated anesthesia and antibiotics.Fluid changes resulting from procedural treatment of burns, amputations, wounds or internal organ injuries can dramatically affect the action and interaction of drugs. Moreover, individuals with PTSD may be hypersensitive to medicinal effects and corresponding side effect. Medications have proved helpful to treat depression, seizures, and agitation among persons with PTSD (Perna, Rouselle, ; Brennan, 2003).However, antip sychotic medications should be used with caution given their potential to increase negative neurobehavioral symptoms (Rosenthal ; Ricker, 2000). Impaired recall and attentiveness resulting from PTSD can also complicate medication management, as an individual may have difficulty accurately following dosage recommendations (Kennedy et al. , 2007). Furthermore, New Treatment Modalities recognize the need to meet the unique needs of military personnel with PTSD, the United States Government is exploring a variety of new treatment models.For example, the Office of Naval Research funded a $4 million project in 2005 to study the efficacy of virtual reality treatments for PTSD, which is being tested in universities and military installations across the United States (Bergfeld, 2006). This treatment involves the person experiencing virtual reality situations (i. e. , guiding them through a military compound in Fallujah or going on patrol through homes of Iraq citizens). The therapist monitor s the veteran’s responses (e. g. , breathing, sweating) and then teaches the veteran how to remain calm and composed through the use of meditation.The hope is that that the client can generalize this skill to prospective high stress situations in the real world (Bergfeld), ultimately leading to a reduction in the occurrence of PTSD symptoms. PTSD can make somebody hard to be with; living with someone who is easily startled, has nightmares, and often avoids social situations can take a toll on the most caring family (U. S. Department of Veteran Affairs, 2010). Family member may feel hurt, alienate, or discouraged because your loved one has not been able to overcome the effects of the trauma (U.S. Department of Veteran Affairs, 2010). Social support is extremely important for preventing and helping with PTSD, it is important for family members to take care of themselves both for their own good and t help the person dealing with PTSD (U. S. Department of Veteran Affairs, 2010). Veterans with PTSD and their families can access several other resources associated with rehabilitative assistance. Active duty service members and their families are eligible to utilize health care services through Tricare, or Triwest depending on geographic region.Services are available on base from military providers, as well as through private care providers who require a co-payment. Also available to active duty members is Military OneSource, which provides a maximum of six free counseling sessions for service members and their families. Military OneSource has licensed counselors available 24 hours a day, seven days a week, and also serves as informational resources, addressing topics such as relocation and finances (Fairweather ; Garcia, 2007). Veterans with PTSD often have other types of problems (U. S. Department of Veterans Affairs, 2010).They might have other stress, medical or mental health problems. Sometimes PTSD is overlooked when other problems seem very pressing (U. S. Department of Veterans Affairs, 2010). In Addition, a number of community organizations have been established to assist veterans and their families with adjustments to daily living brought about by combat incurred injuries such as PTSD. Swords to Plowshares, Veterans for America, and Veterans and Families exemplify groups that offer a wide range of information, resources and services (Fairweather ; Garcia, 2007).The Marine Corps Community Services, The Coming Home Project, Operation First Response are some of the Internet-based health, family, employment and education, and benefit, advocacy, and general resources to meet the needs of veterans with PTSD and their families compiled from research (Fairweather and Garcia (2007, Yeoman, 2008). According to the U. S. Department of Veterans Affairs (VA), the VA provides nearly 200 specialized PTSD treatment programs referral is usually needed (U. S. Department of Veteran Affairs, 2010).Each PTSD program offers education, evaluation, and treatment, some of the program services include: One to one mental assessment and testing, medicines, one to one psychotherapy and also family therapy, and group therapy which covers topics such as anger and stress, combat support, partners or groups for Veterans of special conflicts (U. S. Department of Veteran Affairs, 2010). The VA also offers specialized outpatient PTSD programs (SOPPs) and specialized intensive PTSD programs (SIPPs).Congress has in fact passed some notable legislation aimed directly at improving mental health care and quality of life for combat veterans (Wilcox-Fogel, 2012). The  Caregivers and Veterans Omnibus Health Services Act of 2010  provides financial support for family members of injured veterans who are now responsible for caring for their loved ones who have returned with lifelong disabilities (Wilcox-Fogel, 2012). The VOW to Hire Heroes Act  provides tax credits for businesses hiring veterans and is an important step in working to lower the al armingly high veteran’s unemployment rate (Wilcox-Fogel, 2012).The  COMBAT PTSD Act  has died in two previous sessions of Congress and remains in committee in the current legislative session (Wilcox-Fogel, 2012). As it stands today, a veteran must be deemed to have had â€Å"combat with the enemy† to be entitled to compensation for mental health conditions (Wilcox-Fogel, 2012). What constitutes â€Å"combat with the enemy† is extremely vague, making it difficult for some veterans suffering from PTSD to have their injury recognized by the VA (Wilcox-Fogel, 2012).The COMBAT PTSD Act would broaden the definition to include all veterans who served in a theater of combat operation during a time of war (Wilcox-Fogel, 2012). Civilian clinics and their physicians, who are responsible for treating combat stress-related injuries for the  millions of veterans  who receive care outside of the VA system, would benefit greatly from additional training (Wilcox-Fogel, 2 012). The inclusion of cognitive behavioral therapy in treatments covered by TRICARE for veterans diagnosed with TBI would improve the affordability of crucial rehabilitative care for thousands of veterans (Wilcox-Fogel, 2012).Reference Page Loo, C. (2007) PTSD Among Ethnic Minority Veterans retrieved from www. ptds. va. gov â€Å"Soldiers' Mental Health. †Ã‚  Issues ; Controversies On File:  n. pag. Issues ; Controversies. Facts On File News Services, 11 May 2007. Web. 6 Nov. 2012. http://www. 2facts. com/article/i1200260 U. S. Department of Veteran Affairs (2010) PTSD Programs in the U. S. Department of Veterans Affairs. U. S. Department of Veterans Affairs Retrieved from www. ptsd. va. gov Wilcox-Fogel, N. (2012) Despite combat PTSD Act, congress is falling short in providing for veterans with PTSD retrieved from www. policymic. com

Rhode Island Colleges and Universities Pursuing Online and Campus Based Education in Rhode Island 2019

Thanks to a diverse array of local industries, students are finding lucrative careers throughout the Ocean State of Rhode Island. Colleges and universities are training students and working professionals for career advancement in service, trade, finance, manufacturing, health, and tourism. Advanced technology has allowed Rhode Island universities and colleges to offer some of the most flexible degree programs in the nation. Rhode Island Colleges and Universities Prepare Students to Compete in the Local Job Market Although Rhode Island is the smallest state by area, it offers a large variety of career options. Rhode Island university graduates enter the workforce prepared to compete for positions with prominent local employers, including: CVS headquartered in Rhode Island. Textron headquartered in Rhode Island. FM Global headquartered in Rhode Island. Hasbro headquartered in Rhode Island. American Power Conversion headquartered in Rhode Island. Nortek headquartered in Rhode Island. Amica Mutual Insurance headquartered in Rhode Island. GTECH Corporation headquartered in Rhode Island. .u74eaad31c4934a9e7aa42dbbfcc416c2 { padding:0px; margin: 0; padding-top:1em!important; padding-bottom:1em!important; width:100%; display: block; font-weight:bold; background-color:#eaeaea; border:0!important; border-left:4px solid #34495E!important; box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -moz-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -o-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -webkit-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); text-decoration:none; } .u74eaad31c4934a9e7aa42dbbfcc416c2:active, .u74eaad31c4934a9e7aa42dbbfcc416c2:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; text-decoration:none; } .u74eaad31c4934a9e7aa42dbbfcc416c2 { transition: background-color 250ms; webkit-transition: background-color 250ms; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; } .u74eaad31c4934a9e7aa42dbbfcc416c2 .ctaText { font-weight:bold; color:inherit; text-decoration:none; font-size: 16px; } .u74eaad31c4934a9e7aa42dbbfcc416c2 .post Title { color:#000000; text-decoration: underline!important; font-size: 16px; } .u74eaad31c4934a9e7aa42dbbfcc416c2:hover .postTitle { text-decoration: underline!important; } READ Career Opportunities With a Criminal Justice DegreeRhode Island Economy Offers Best Opportunities to Graduates of Rhode Island Universities and Colleges Working professionals who make the most money and have the best career opportunities in Rhode Island tend to be graduates with an associate degree, bachelor degree, or advanced degree. Rhode Island college graduates are finding success in a local economy that boasts: The September, 2017 Rhode Island unemployment rate was 5.6%. 548,800 people are employed in Rhode Island. The 2016 2017 Rhode Island median household income was $49,511, approximately $3,000 above the national average. Working Professionals find Flexible Degree Programs at Rhode Island Colleges and Universities Whether pursuing campus-based or online education, working professionals have access to flexible degree programs in major cities, like Providence, and throughout Rhode Island. College students are now maintaining work and personal commitments while pursuing unique degree programs from Rhode Island schools, such as: .ub74e442c85e68178cb72a9aa21f7cf4b { padding:0px; margin: 0; padding-top:1em!important; padding-bottom:1em!important; width:100%; display: block; font-weight:bold; background-color:#eaeaea; border:0!important; border-left:4px solid #34495E!important; box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -moz-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -o-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); -webkit-box-shadow: 0 1px 2px rgba(0, 0, 0, 0.17); text-decoration:none; } .ub74e442c85e68178cb72a9aa21f7cf4b:active, .ub74e442c85e68178cb72a9aa21f7cf4b:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; text-decoration:none; } .ub74e442c85e68178cb72a9aa21f7cf4b { transition: background-color 250ms; webkit-transition: background-color 250ms; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; } .ub74e442c85e68178cb72a9aa21f7cf4b .ctaText { font-weight:bold; color:inherit; text-decoration:none; font-size: 16px; } .ub74e442c85e68178cb72a9aa21f7cf4b .post Title { color:#000000; text-decoration: underline!important; font-size: 16px; } .ub74e442c85e68178cb72a9aa21f7cf4b:hover .postTitle { text-decoration: underline!important; } READ A Day in the Life of an Online Masters Degree StudentKaplan University: Rhode Island Online Degree Programs. University of Phoenix: Rhode Island Online Degree Programs. ITT Technical University: Rhode Island Online Degree Programs. Capella University: Rhode Island Online Degree Programs. American InterContinental University: Rhode Island Online Degree Programs. More information about earning a degree through Rhode Island colleges and universities is available through College-Pages.com, the leading education and career resource website. Prospective students will also find access to informative articles on making education and career decisions in the state of Rhode Island. 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Rfid And Its Impact On Global Supply Chain Management

RFID and its impact on global supply chain management By Harshraj Mehta GMAY14CMM010 24th September, 2014 Table of contents: †¢ Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦3 †¢ Importance in supply chain management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..3 †¢ Obstacles and difficulties in implementing RFID in supply chain†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.6 †¢ Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..6 †¢ Bibliography†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..7 Introduction: RFID or Radio-frequency identification is a technology used to track objects using electromagnetic fields that transfer data. RFID chips are incorporated into small tags, that are then attached to objects that requiring tagging and tracking. As stated by Mark Roberti (2005), RFID has come a long way since being invented in 1935, from being used in the radar system during the world war to being developed into a more passive RFID system by the Germans and then into more advanced roles of anti-theft systems used by many companies in the form of electronic article surveillance tags. This system went on to be used in more advanced uses such as unlocking doors without keys, tracking nuclear materials, automated toll payments, tracking cattle for agricultural use, contactless cards for payment systems and anti-theft systems in cars. Later by 1990s, IBM developed ultra-high frequency RFID system. This system made its way into supply chain management for the purpose of tracking them, thanks t o two professors David Brock and Sanjay Sarma whoShow MoreRelatedWhat is Supply Chain Management? 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The Iliad, Odyssey, And Epic Of Gilgamesh - 1466 Words

The Iliad, Odyssey, and Epic of Gilgamesh all demonstrate the transformational process of their respective epic heroes through their strengths and weaknesses. Epic heroes such as Achilles, Odysseus, and Gilgamesh all possessed superior qualities that separated them from other individuals. Although their incredible abilities may support the societal perception of strong leadership, their weaknesses caused these characters to hold vices that went against the cultural expectations of what a strong leader should be. Furthermore, they all shared similar experiences in terms of undergoing a difficult situation and changing their approach in an effort for redemption. This paper will be examining the virtues of these epic heroes and the†¦show more content†¦Hector’s pride caused him to be clouded with negative thoughts in his quest for revenge as he brutally slaughtered the Trojans and excessively tortured Hector. Nevertheless, Priam’s sorrow causes Achilles to empathi ze since he could imagine what it would be like if his father had to go through a similar situation like Priam. This change of heart causes Achilles to forgo hatred in exchange for compassion. Although Achilles shows flaws in his character, his heroism even in the brink of death along with this transformative change as a person demonstrates the cultural expectations of strong leadership in terms of taking physical and emotional qualities into strong consideration. In the Odyssey, Odysseus exemplified strong leadership and outstanding noble qualities. Like Achilles, Odysseus carried some flaws at the beginning of the story. A strong case can be made that his biggest flaw as a character was pride as it caused him unnecessary risks that only delayed his journey and possibly endangered his men. This is evidently shown when Odysseus and his crew wander around in Polyphemos cave. 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Human Resource Management for the Events Sector

Question: Describe about human resource management for the events sector, the staffing requirements of the royal ascot event and human resource management challenges. Answer: Introduction: Human Resource Management for the Events Sector In this report will discuss and identify the challenges related to the staffing of the human resource management. This report will also help in establishing a good understanding regarding the issues related to the staffing and the human resources by an organisation during the events. The objective of the report is to understand the event management and the way it systematically plans and organise the events with the managing resources. The challenges will also be mentioned, which the event management faces such as the training, recruitment and the contractual issues (Stone and Deadrick, 2015). The report will discuss about the Royal Ascot events and the challenges which the human resources face while the staffing requirement regarding the qualifications and the numbers. The wide range of the objectives and goals, are to be established, and achieved with the perfect strategic workforce plan during the process of the event management. The objective of the report is to reduce such uncer tainty which normally occurs while achieving the objectives and goals of the event. The human resource management plays a significant role in the organisation of the event, as these events are the unique and the temporary endeavours having some specific objective which is completed within the given time and budget and also requires coordination of the different areas. The staffing requirements of the Royal Ascot Event: The staffing requirement for the ascot event is similarly diverse as the event itself. Such adequate staffs are to be recruited as per the number of the guests which are to be anticipated in the Event of the Royal Ascot. Such required staffs are to be employed, which is capable of handling the multiple tasks of a successful event. The event of Royal Ascot was founded by the Queen Anne in the year 1711. The Royal Ascot is considered as one of the major event in the social calendar of the British. Hence, for such a great event the staffing requirement is to be done with best. The staffing encompasses of the individuals such as the drivers, coat-checkers, servers, special assistants, and agents, related to the customer information, ticket takers and the attendants related to the valet parking. The staff role also relies on the event and the variety of the services provided to the guest for the pleasant experience in the event of the Royal Ascot. The Royal ascot requires staffing coordinators who will be responsible for providing the VIPs facility to the guest facility at the event. The Key for a successful event is to hire the right people with the right skills. The planning of the event can be turned into disaster with the insufficiency of the talent. The staffing should also have a strong communication, verbal and written communication skills for the happening event. The focus of the staff in the event of the Royal Ascot is to provide the best customer service as recognised by name the customer should be treated royally (Welbourne, 2009). The Royal Ascot is considered as the great event not because of its racing buzz or the show elegance, but the combination of the great customer services which is to be provided at the event by the Royal Scott. Human resource management challenges: The task of the human resource management is one of the major tasks and also the success of the event depends upon the performance of the staff members at the time of the event. The human resources face the challenges of the distinctiveness and uniqueness, which is to be achieved by the event. The human resources face the challenge of meeting and identifying the training requirement of the staff for every event as the staffing requirement differs in every event of the Royal Ascot. The human resources also have to identify the appropriate skills and knowledge which is required by the staff for the event management. The human resource management of the Royal Ascot also faces the challenges of the requirement of the short term staff for some of the specialised events and can approach the temporary hiring, volunteer recruiting or the agency staff or the on the contractual services (de Gama, McKenna and Peticca-Harris, 2012). In some case of the events of the Royal Ascot there was only two percent of the entire event staff, whereas in the event 51 percent is the contractors, forty seven percent are the volunteer within the majority of the workforce. It is the responsibility of the human resource management to hire such an event manager who manages the coordination between the supplier and the organisers. The Staffing sometimes faces the emotional and a physical issue, the staff of the Royal Ascot sometimes has to work in the dusty and hot conditions after doing the several jobs. The staffing in the Royal Ascot also faces the issues of the sunburns, wild animals and dehydration and also the not mentioned logistics challenges that keep the staff busy for the 24 hours. It is the duty of the human resource management to ensure the safe and healthy environment for its workers (D'Cruz, Noronha and Beale, 2014). Running an event is not only a complex, but also a difficult task which is to be influenced by many factors. The successful event has to follow a proper plan and issues related to the health and safeties are to be managed for the successful event. Hence, many of the challenges are to be faced by the Human resource management during the event management of the Royal Ascot related to the induction, recruitment and training of the staff (Guenter, Hetty van Emmerik and Schreurs, 2014). Its been a huge event many objectives are to be achieved by the human resources with the given time frame is one of the major challenges for the HR management. Strategies for HRM professionals: For a successful event the human resource management has to keep its staff engaged in the services of the event and also to communicate with the staff regularly and also make them aware of the situations of the events (Friedman and Edwards, n.d.). The Human resource must also challenge to build the confidence with thin the staff and make them prepared to deceiver the excellent services to the guests of the event. The human resources for a successful event have to recruit such suitable candidates which favour the growth and competitiveness of the successful event. For the better performance of the staff the Human resources has to identify and meet the training requirements of the existing staff. Motivation shall be the key component of the HR management process. Motivation is something which actually commits the human beings to perform regularly a task or course of action, keeps him energetic and also enthusiastic to carry on a particular work. Itenablespeople to achievethe aimed goals,though the concerned goals may or may not of their own. Thequality as well as the capacity or the ability so as to motivate the other people and to perform fundamentally a task is concerned with the exceptional skills which are rarely found among the people. Withoutproper and appropriate motivation, the salaried staff or the employees or the volunteers may lack the basic enthusiasm level to perform a task or to complete the aimed jobs with appropriate or required quality service (Hamori, 2007). The Hertzbergs theory clearly discusses about the fact that the eventmanagers cannodoubtly motivate as well as keep the employees working with full zeal and enthusiasm with the following important facts: Proper instituting of the processes of the recognizing the achievement of the staff and the well performing staff. Always trusting andempowering the employees so that they may take the self responsibility to ensure the required outcome as far as their individual responsibility is concerned (Dr.P.Krishnakumar and B.Elakiya, 2012). Ensure is providing equal and appropriate opportunities for the staff to grow in their skills, expertise and experiences. It further also suggests that the event managers are necessarily required to be always conscious of the most hygiene factors which can for sure act as the demotivators among them. It also includes the attitudes of the supervisors or the path showers, and the working conditions like the time taken for the meals/coffee and other kinds of refreshment break plus hours of their continuing work. The main status of the job as compared to otherjob segments such as the comparison of the wastemanagement officers segment with that of the segment of the work of the publicity coordinator. The theory of the Hertzberg and the Maslow, provide the job managers with some important understanding of the work-related things or the factors which initiates the motivation, it also focuses appropriate attention on the significance of the needs of the staff and the satisfaction level of the employees working under them. Mr. Goldblatt (2011, p.141) has mentioned the employees as the lifeblood of so many of the events in the absence of which all the concerned events is not at all possible or it may be a stupid thinking of having completed them as per satisfaction level of the company without their wholehearted efforts (Pudelko, Reiche and Carr, 2014). The Volunteers or the honest workers commit their precious skills, time and their effort for the aim of the benefit of an event irrespective to the financial compensation. For the reason of being an effective recruit, retaining and also rewarding the employees for the ultimate benefit of the company is of vital importance. The employees feel to get something in return for their efforts being made for the profit earning motive of the company, if they are not properly handled they may switch and move to any other organisations and the concerned company may lose their expertise and their grip upon their retention level. Monga in the year (2006) has develope d a significant model with the below mentioned five dimensions of the motivation to the volunteer: Affiliatory motivations: This motivational concept basically deals with the event as well as its content. The Volunteers feel attached and affiliated to the events purpose and activities and also like to give their best and contribute to the success of the aimed targets (Stone and Deadrick, 2015). Altruistic motivations: It is a benevolent want or desire so as to help others, and in return to give it to the society and also to contribute to the betterment of the society as a whole. Instrumentalist motivations: Reasons for the volunteering are very much connected with the likings as well as the expectations of some personal benefits. It could be career and skills enhancement, etc. Other kinds of personal rewards are also a part of the souvenirs and the freeentry to the event (Welbourne, 2009). Egoistic motivations: These kinds of motivations are very self-centred, intangible and intrinsic by nature. They can also derive enhanced quality of self-esteem and thus at last expect thefulfilling experiences. Solitary motivations: A person with the solitary further motives the volunteer as is stimulated by the opportunities for the social relationships so asto foster the interpersonal community cohesion and relationships. Conclusion: The HR Management in the events of the company or the industry deserves very careful attention refer the challenging and special context. Thus the fluctuating as well as the pulsating demand for the wants of human labour, there are many of the events which are staffed with some kinds of short-term personnel in special kinds of the work arrangements. (Chen, 2009) There might be a possibility that some may not be straight way employed by the organised event for the organization and some may not be employed, it is the prime duty of the HR Management to line up with all these kinds of people behind a common goal to perform for the fulfilment of the company goals. Thus, it is prompt requirement to establish and employ a transformational style of the leadership that seems to be appropriate for inspiring, unifying, and motivating a diverse team. Thus the industry is required to clearly appoint, administer and control the employees in a manner which creates their energy level to new heights and also motivates them to be a part of the same company for long. References Chen, W. (2009). Business Risks, Business Strategies, HRM and De-Globalization.Asian Social Science, 5(1). D'Cruz, P., Noronha, E. and Beale, D. (2014). The workplace bullying-organizational change interface: emerging challenges for human resource management.The International Journal of Human Resource Management, 25(10), pp.1434-1459. de Gama, N., McKenna, S. and Peticca-Harris, A. (2012). Ethics and HRM: Theoretical and Conceptual Analysis.J Bus Ethics, 111(1), pp.97-108. Dr.P.Krishnakumar, D. and B.Elakiya, B. (2012). The Benefits and Challenges of Human Resource Audit.IJSR, 3(6), pp.213-214. Friedman, B. and Edwards, A. (n.d.). Using Current Events Articles to Facilitate Learning Human Resource Management.SSRN Electronic Journal. Guenter, H., Hetty van Emmerik, I. and Schreurs, B. (2014). The negative effects of delays in information exchange: Looking at workplace relationships from an affective events perspective.Human Resource Management Review, 24(4), pp.283-298. Hamori, M. (2007). Career success after stigmatizing organizational events.Human Resource Management, 46(4), pp.493-511. Hamori, M. (2007). Career success after stigmatizing organizational events.Human Resource Management, 46(4), pp.493-511. Pudelko, M., Reiche, B. and Carr, C. (2014). Recent developments and emerging challenges in international human resource management.The International Journal of Human Resource Management, 26(2), pp.127-135. Stone, D. and Deadrick, D. (2015). Challenges and opportunities affecting the future of human resource management.Human Resource Management Review, 25(2), pp.139-145. Welbourne, T. (2009). HRM for HR professionals (or HR for HR).Human Resource Management, 48(5), pp.675-676.