Path to Veterinary Technician Essay

Every person lives to bring self-satisfaction to their life- to find a purpose. Sometimes that self-satisfaction comes from leadership jobs such as being a politician, and sometimes that feeling comes from humanitarian jobs like being a psychologist. However, that incredible feeling of self-satisfaction can also come from careers that don’t directly involve helping people, but involve helping animals. For some, that career might be to become a veterinary technician. It takes effort for one to achieve a dream and obtain that self-satisfaction, and understanding the road one must take to become a veterinary technician is just as important as understanding the road one takes after achieving it, because new and exciting paths open up after that goal is reached. What exactly does being a veterinary technician entail? Think of a nurse, but rather than assisting a doctor and helping human patients, they assist veterinarians and tend to animals. That being said, a veterinary technician must enjoy being around animals and have a desire to help those in need. A veterinary technician will usually perform clinical work, such as blood tests, urinalysis, they can expose and develop x-rays, assist in a variety of diagnostic tests and more while under supervision of a licensed veterinarian. The typical patients helped by a veterinary technician are cats and dogs, but in reality, a veterinary technician can tend to any type of animal. According to VeterinaryTechnican. com, many veterinary technicians work in a clinical setting such as an animal hospital or private veterinarian’s office. Additionally, many of them work in zoos, aquariums, and research facilities (2012). A veterinary technician can also become a specialist with additional schooling to perform procedures such as anesthesia, surgery, dental work, behavioral training and more. The Bureau of Labor Statistics claims that while many veterinary technicians find satisfaction from their job, it is also an occupation that can prove to be physically and emotionally demanding, as well as dangerous. Their statistics show that full-time veterinary technicians experienced a work-related injury and illness rate that was much higher than the national average (2011). Reasons for this can be because the veterinary technician is vulnerable to being bitten, scratched, and lunged at by an animal, as well as being exposed to viruses that they animals might be carrying. When someone considers careers, one of the first things that will come to mind is the required education. Questions such as, â€Å"How many years of schooling do I need? † and â€Å"What schools are the best options for me? † need to be explored fully before making a decision. The path to becoming a veterinary technician begins with high school courses, such as Biology, Math, and Science. For continued education, there are several colleges that offer veterinary technology programs that are accredited by the American Veterinary Medical Association (AVMA). A veterinary technician program must be accredited by the AVMA in order for the student to become a veterinary technician. Typically, AVMA courses take around two years to finish, granting the student an associate’s degree. Some colleges have created AVMA accredited courses that take about four years to complete, which will reward a bachelor’s degree upon completion. VeterinaryTechnician. com states that after the student receives their degree, the student must pass a state-administered licensing exam, after which the student can start working with veterinary technicians as a trainee (2012). Naturally, the time spent being a trainee depends on the amount of hands-on experience that the student had prior to becoming one. Now that the expectations for college have been set, a person must figure out how to finance their continued education. Being able to finance college in order to get the career started is one of the most frustrating and difficult things in the United States. College normally costs thousands of dollars and often leads to a lifetime of debt. What the majority of students do not know, however, is that there are scholarships for just about anything that can pay for most or all of the schooling! NCVTSA. org says that several awards are available from the National Association of Veterinary Technicians, but there are also private awards available (n. d. ). One of the top scholarships for this cause is the American Kennel Club and Hartz Veterinary Technician Scholarship Program. This particular scholarship is available to full-time students who attend an AVMA accredited college. In order to be considered for the scholarship, the student must be a student member of the National Association of Veterinary Technicians (NAVTA). Another good scholarship is called the American Kennel Club Veterinary Technician Student Scholarship, where several scholarships are given each year totaling to $25,000. The student must also be a NAVTA member to qualify, and the application requirements include a brief essay explaining their interests, education, research and work experience, as well as recent college transcripts submitted by April each year. Those are only two of the several veterinary technician scholarships available. Especially in this economy, an additional concern that a person might have before they begin their career is how stable the job market is and how well the job pays. No one would want to spend multiple years and waste thousands of dollars on schooling to realize that it is nearly impossible be hired into the career that they signed up for. However, there is good news for veterinary technicians. According to the Bureau of Labor Statistics, the job outlook will increase by 36% by the year 2018, which is much faster than the average for all occupations. Pet owners are becoming more affluent and are more willing to pay for advanced veterinary care because many of them consider their pet to be part of the family. The Bureau further stated that there are relatively few veterinary technician graduates each year, and fewer than 3,800 students move onward to become veterinary technicians. Thus, the market is not overflowing with recent graduates trying to become employed. While the job market may be stable for veterinary technicians, the career does not pay a substantial amount. A standard licensed veterinary technician earns from $31,000 to $35,000 a year. If a veterinary technician decided to further their education and become a specialist, depending on the specialty that they would focus on, they can earn a much higher income. For example, a veterinary technician anesthesia specialist earns, on average, $48,000 a year. Like many aspirations to feel self-satisfied, becoming a veterinary technician will take time, dedication and work to obtain. It may not require as much schooling as a psychologist and it may not pay as well as a politician, but earning that feeling of self-satisfaction is what counts in a career. Understanding the road to self satisfaction is just as important as understanding the road taken after the goal is reached, because life as a veterinary technician never stays the same and offers so many different paths to choose from.

A Game of Thrones Chapter Forty-eight

Jon Jon was breaking his fast on applecakes and blood sausage when Samwell Tarly plopped himself down on the bench. â€Å"I've been summoned to the sept,† Sam said in an excited whisper. â€Å"They're passing me out of training. I'm to be made a brother with the rest of you. Can you believe it?† â€Å"No, truly?† â€Å"Truly. I'm to assist Maester Aemon with the library and the birds. He needs someone who can read and write letters.† â€Å"You'll do well at that,† Jon said, smiling. Sam glanced about anxiously. â€Å"Is it time to go? I shouldn't be late, they might change their minds.† He was fairly bouncing as they crossed the weed-strewn courtyard. The day was warm and sunny. Rivulets of water trickled down the sides of the Wall, so the ice seemed to sparkle and shine. Inside the sept, the great crystal caught the morning light as it streamed through the south-facing window and spread it in a rainbow on the altar. Pyp's mouth dropped open when he caught sight of Sam, and Toad poked Grenn in the ribs, but no one dared say a word. Septon Celladar was swinging a censer, filling the air with fragrant incense that reminded Jon of Lady Stark's little sept in Winterfell. For once the septon seemed sober. The high officers arrived in a body; Maester Aemon leaning on Clydas, Ser Alliser cold-eyed and grim, Lord Commander Mormont resplendent in a black wool doublet with silvered bearclaw fastenings. Behind them came the senior members of the three orders: red-faced Bowen Marsh the Lord Steward, First Builder Othell Yarwyck, and Ser Jaremy Rykker, who commanded the rangers in the absence of Benjen Stark. Mormont stood before the altar, the rainbow shining on his broad bald head. â€Å"You came to us outlaws,† he began, â€Å"poachers, rapers, debtors, killers, and thieves. You came to us children. You came to us alone, in chains, with neither friends nor honor. You came to us rich, and you came to us poor. Some of you bear the names of proud houses. Others have only bastards' names, or no names at all. It makes no matter. All that is past now. On the Wall, we are all one house. â€Å"At evenfall, as the sun sets and we face the gathering night, you shall take your vows. From that moment, you will be a Sworn Brother of the Night's Watch. Your crimes will be washed away, your debts forgiven. So too you must wash away your former loyalties, put aside your grudges, forget old wrongs and old loves alike. Here you begin anew. â€Å"A man of the Night's Watch lives his life for the realm. Not for a king, nor a lord, nor the honor of this house or that house, neither for gold nor glory nor a woman's love, but for the realm, and all the people in it. A man of the Night's Watch takes no wife and fathers no sons. Our wife is duty. Our mistress is honor. And you are the only sons we shall ever know. â€Å"You have learned the words of the vow. Think carefully before you say them, for once you have taken the black, there is no turning back. The penalty for desertion is death.† The Old Bear paused for a moment before he said, â€Å"Are there any among you who wish to leave our company? If so, go now, and no one shall think the less of you.† No one moved. â€Å"Well and good,† said Mormont. â€Å"You may take your vows here at evenfall, before Septon Celladar and the first of your order. Do any of you keep to the old gods?† Jon stood. â€Å"I do, my lord.† â€Å"I expect you will want to say your words before a heart tree, as your uncle did,† Mormont said. â€Å"Yes, my lord,† Jon said. The gods of the sept had nothing to do with him; the blood of the First Men flowed in the veins of the Starks. He heard Grenn whispering behind him. â€Å"There's no godswood here. Is there? I never saw a godswood.† â€Å"You wouldn't see a herd of aurochs until they trampled you into the snow,† Pyp whispered back. â€Å"I would so,† Grenn insisted. â€Å"I'd see them a long way off.† Mormont himself confirmed Grenn's doubts. â€Å"Castle Black has no need of a godswood. Beyond the Wall the haunted forest stands as it stood in the Dawn Age, long before the Andals brought the Seven across the narrow sea. You will find a grove of weirwoods half a league from this spot, and mayhap your gods as well.† â€Å"My lord.† The voice made Jon glance back in surprise. Samwell Tarly was on his feet. The fat boy wiped his sweaty palms against his tunic. â€Å"Might I . . . might I go as well? To say my words at this heart tree?† â€Å"Does House Tarly keep the old gods too?† Mormont asked. â€Å"No, my lord,† Sam replied in a thin, nervous voice. The high officers frightened him, Jon knew, the Old Bear most of all. â€Å"I was named in the light of the Seven at the sept on Horn Hill, as my father was, and his father, and all the Tarlys for a thousand years.† â€Å"Why would you forsake the gods of your father and your House?† wondered Ser Jaremy Rykker. â€Å"The Night's Watch is my House now,† Sam said. â€Å"The Seven have never answered my prayers. Perhaps the old gods will.† â€Å"As you wish, boy,† Mormont said. Sam took his seat again, as did Jon. â€Å"We have placed each of you in an order, as befits our need and your own strengths and skills.† Bowen Marsh stepped forward and handed him a paper. The Lord Commander unrolled it and began to read. â€Å"Haider, to the builders,† he began. Haider gave a stiff nod of approval. â€Å"Grenn, to the rangers. Albett, to the builders. Pypar, to the rangers.† Pyp looked over at Jon and wiggled his ears. â€Å"Samwell, to the stewards.† Sam sagged with relief, mopping at his brow with,a scrap of silk. â€Å"Matthar, to the rangers. Dareon, to the stewards. Todder, to the rangers. Jon, to the stewards.† The stewards? For a moment Jon could not believe what he had heard. Mormont must have read it wrong. He started to rise, to open his mouth, to tell them there had been a mistake . . . and then he saw Ser Alliser studying him, eyes shiny as two flakes of obsidian, and he knew. The Old Bear rolled up the paper. â€Å"Your firsts will instruct you in your duties. May all the gods preserve you, brothers.† The Lord Commander favored them with a half bow, and took his leave. Ser Alliser went with him, a thin smile on his face. Jon had never seen the master-at-arms took quite so happy. â€Å"Rangers with me,† Ser Jaremy Rykker called when they were gone. Pyp was staring at Jon as he got slowly to his feet. His ears were red. Grenn, grinning broadly, did not seem to realize that anything was amiss. Matt and Toad fell in beside them, and they followed Ser Jaremy from the sept. â€Å"Builders,† announced lantern-jawed Othell Yarwyck. Haider and Albett trailed out after him. Jon looked around him in sick disbelief. Maester Aemon's blind eyes were raised toward the light he could not see. The septon was arranging crystals on the altar. Only Sam and Darcon remained on the benches; a fat boy, a singer . . . and him. Lord Steward Bowen Marsh rubbed his plump hands together. â€Å"Samwell, you will assist Maester Aemon in the rookery and library. Chett is going to the kennels, to help with the hounds. You shall have his cell, so as to be close to the maester night and day. I trust you will take good care of him. He is very old and very precious to us. â€Å"Dareon, I am told that you sang at many a high lord's table and shared their meat and mead. We are sending you to Eastwatch. It may be your palate will be some help to Cotter Pyke when merchant galleys come trading. We are paying too dear for salt beef and pickled fish, and the quality of the olive oil we're getting has been frightful, Present yourself to Borcas when you arrive, he will keep you busy between ships.† Marsh turned his smile on Jon. â€Å"Lord Commander Mormont has requested you for his personal steward, Jon. You'll sleep in a cell beneath his chambers, in the Lord Commander's tower.† â€Å"And what will my duties be?† Jon asked sharply. â€Å"Will I serve the Lord Commander's meals, help him fasten his clothes, fetch hot water for his bath?† â€Å"Certainly.† Marsh frowned at Jon's tone. â€Å"And you will run his messages, keep a fire burning in his chambers, change his sheets and blankets daily, and do all else that the Lord Commander might require of you.† â€Å"Do you take me for a servant?† â€Å"No,† Maester Aemon said, from the back of the sept. Clydas helped him stand. â€Å"We took you for a man of the Night's Watch . . . but perhaps we were wrong in that.† It was all Jon could do to stop himself from walking out. Was he supposed to churn butter and sew doublets like a girl for the rest of his days? â€Å"May I go?† he asked stiffly. â€Å"As you wish,† Bowen Marsh responded. Dareon and Sam left with him. They descended to the yard in silence. Outside, Jon looked up at the Wall shining in the sun, the melting ice creeping down its side in a hundred thin fingers. Jon's rage was such that he would have smashed it all in an instant, and the world be damned. â€Å"Jon,† Samwell Tarly said excitedly. â€Å"Wait. Don't you see what they're doing?† Jon turned on him in a fury. â€Å"I see Ser Alliser's bloody hand, that's all I see. He wanted to shame me, and he has.† Dareon gave him a look. â€Å"The stewards are fine for the likes of you and me, Sam, but not for Lord Snow.† â€Å"I'm a better swordsman and a better rider than any of you,† Jon blazed back. â€Å"It's not fair!† â€Å"Fair?† Dareon sneered. â€Å"The girl was waiting for me, naked as the day she was born. She pulled me through the window, and you talk to me of fair?† He walked off. â€Å"There is no shame in being a steward,† Sam said. â€Å"Do you think I want to spend the rest of my life washing an old man's smallclothes?† â€Å"The old man is Lord Commander of the Night's Watch,† Sam reminded him. â€Å"You'll be with him day and night. Yes, you'll pour his wine and see that his bed linen is fresh, but you'll also take his letters, attend him at meetings, squire for him in battle. You'll be as close to him as his shadow. You'll know everything, be a part of everything . . . and the Lord Steward said Mormont asked for you himself! â€Å"When I was little, my father used to insist that I attend him in the audience chamber whenever he held court. When he rode to Highgarden to bend his knee to Lord Tyrell, he made me come. Later, though, he started to take Dickon and leave me at home, and he no longer cared whether I sat through his audiences, so long as Dickon was there. He wanted his heir at his side, don't you see? To watch and listen and learn from all he did. I'll wager that's why Lord Mormont requested you, Jon. What else could it be? He wants to groom you for command!† Jon was taken aback. It was true, Lord Eddard had often made Robb part of his councils back at Winterfell. Could Sam be right? Even a bastard could rise high in the Night's Watch, they said. â€Å"I never asked for this,† he said stubbornly. â€Å"None of us are here for asking,† Sam reminded him. And suddenly Jon Snow was ashamed. Craven or not, Samwell Tarly had found the courage to accept his fate like a man. On the Wall, a man gets only what he earns, Benjen Stark had said the last night Jon had seen him alive. You're no ranger, Jon, only a green boy with the smell of summer still on you. He'd heard it said that bastards grow up faster than other children; on the Wall, you grew up or you died. Jon let out a deep sigh. â€Å"You have the right of it. I was acting the boy.† â€Å"Then you'll stay and say your words with me?† â€Å"The old gods will be expecting us.† He made himself smile. They set out late that afternoon. The Wall had no gates as such, neither here at Castle Black nor anywhere along its three hundred miles. They led their horses down a narrow tunnel cut through the ice, cold dark walls pressing in around them as the passage twisted and turned. Three times their way was blocked by iron bars, and they had to stop while Bowen Marsh drew out his keys and unlocked the massive chains that secured them. Jon could sense the vast weight pressing down on him as he waited behind the Lord Steward. The air was colder than a tomb, and more still. He felt a strange relief when they reemerged into the afternoon light on the north side of the Wall. Sam blinked at the sudden glare and looked around apprehensively. â€Å"The wildlings . . . they wouldn't . . . they'd never dare come this close to the Wall. Would they?† â€Å"They never have.† Jon climbed into his saddle. When Bowen Marsh and their ranger escort had mounted, Jon put two fingers in his mouth and whistled. Ghost came loping out of the tunnel. The Lord Steward's garron whickered and backed away from the direwolf. â€Å"Do you mean to take that beast?† â€Å"Yes, my lord,† Jon said. Ghost's head lifted. He seemed to taste the air. In the blink of an eye he was off, racing across the broad, weed-choked field to vanish in the trees. Once they had entered the forest, they were in a different world. Jon had often hunted with his father and Jory and his brother Robb. He knew the wolfswood around Winterfell as well as any man. The haunted forest was much the same, and yet the feel of it was very different. Perhaps it was all in the knowing. They had ridden past the end of the world; somehow that changed everything. Every shadow seemed darker, every sound more ominous. The trees pressed close and shut out the light of the setting sun. A thin crust of snow cracked beneath the hooves of their horses, with a sound like breaking bones. When the wind set the leaves to rustling, it was like a chilly finger tracing a path up Jon's spine. The Wall was at their backs, and only the gods knew what lay ahead. The sun was sinking below the trees when they reached their destination, a small clearing in the deep of the wood where nine weirwoods grew in a rough circle. Jon drew in a breath, and he saw Sam Tarly staring. Even in the wolfswood, you never found more than two or three of the white trees growing together; a grove of nine was unheard of. The forest floor was carpeted with fallen leaves, bloodred on top, black rot beneath. The wide smooth trunks were bone pale, and nine faces stared inward. The dried sap that crusted in the eyes was red and hard as ruby. Bowen Marsh commanded them to leave their horses outside the circle. â€Å"This is a sacred place, we will not defile it.† When they entered the grove, Samwell Tarly turned slowly looking at each face in turn. No two were quite alike. â€Å"They're watching us,† he whispered. â€Å"The old gods.† â€Å"Yes.† Jon knelt, and Sam knelt beside him. They said the words together, as the last light faded in the west and grey day became black night. â€Å"Hear my words, and bear witness to my vow,† they recited, their voices filling the twilit grove. â€Å"Night gathers, and now my watch begins. It shall not end until my death. I shall take no wife, hold no lands, father no children. I shall wear no crowns and win no glory. I shall live and die at my post. I am the sword in the darkness. I am the watcher on the walls. I am the fire that burns against the cold, the light that brings the dawn, the horn that wakes the sleepers, the shield that guards the realms of men. I pledge my life and honor to the Night's Watch, for this night and all the nights to come.† The woods fell silent. â€Å"You knelt as boys,† Bowen Marsh intoned solemnly. â€Å"Rise now as men of the Night's Watch.† Jon held out a hand to pull Sam back to his feet. The rangers gathered round to offer smiles and congratulations, all but the gnarled old forester Dywen. â€Å"Best we be starting back, m'lord,† he said to Bowen Marsh. â€Å"Dark's falling, and there's something in the smell o' the night that I mislike.† And suddenly Ghost was back, stalking softly between two weirwoods. White fur and red eyes, Jon realized, disquieted. Like the trees . . . The wolf had something in his jaws. Something black. â€Å"What's he got there?† asked Bowen Marsh, frowning. â€Å"To me, Ghost.† Jon knelt. â€Å"Bring it here.† The direwolf trotted to him. Jon heard Samwell Tarly's sharp intake of breath. â€Å"Gods be good,† Dywen muttered. â€Å"That's a hand.†

USC Acceptance Rate, SAT/ACT Scores, GPA

The University of Southern California (USC) is a private research university with an acceptance rate of 13%. Located in the University Park neighborhood southwest of downtown Los Angeles, USC offers over 150 undergraduate majors with programs in the Dornsife College of Letters, Arts and Sciences and Marshall School of Business drawing the greatest number of students. USC has strong research programs and is a member of the Association of American Universities, and for excellence in the liberal arts and sciences, USC has a chapter of the prestigious Phi Beta Kappa Honor Society. Academics are supported by an 8-to-1 student to faculty ratio. In athletics, the USC Trojans compete in the Pac 12 Conference. Considering applying to this highly selective school? Here are the USC admissions statistics you should know. Acceptance Rate During the 2017-18 admissions cycle, USC had an acceptance rate of 13%. This means that for every 100 students who applied, 13 students were admitted, making USCs admissions process highly competitive. Admissions Statistics (2017-18) Number of Applicants 64,352 Percent Admitted 13% Percent Admitted Who Enrolled (Yield) 41% SAT Scores and Requirements USC requires that all applicants submit either SAT or ACT scores. During the 2017-18 admissions cycle, 61% of admitted students submitted SAT scores. SAT Range (Admitted Students) Section 25th Percentile 75th Percentile ERW 660 740 Math 690 790 ERW=Evidence-Based Reading and Writing This admissions data tells us that most of USCs admitted students fall within the top 20% nationally on the SAT. For the evidence-based reading and writing section, 50% of students admitted to USC scored between 660 and 740, while 25% scored below 660 and 25% scored above 740. On the math section, 50% of admitted students scored between 690 and 790, while 25% scored below 690 and 25% scored above 790. Applicants with a composite SAT score of 1530 or higher will have particularly competitive chances at USC. Requirements USC does not require the SAT writing section or SAT Subject tests. Note that USC 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 USC requires that all applicants submit either SAT or ACT scores. During the 2017-18 admissions cycle, 52% of admitted students submitted ACT scores. ACT Range (Admitted Students) Section 25th Percentile 75th Percentile English 32 35 Math 28 34 Composite 30 34 This admissions data tells us that most of USCs admitted students fall within the top 7% nationally on the ACT. The middle 50% of students admitted to USC received a composite ACT score between 30 and 34, while 25% scored above 34 and 25% scored below 30. Requirements USC does not require the ACT writing section. Note that USC does not superscore ACT results; your highest combined score from a single test administration will be considered. GPA In 2018, the middle 50% of University of Southern Californias incoming class had high school GPAs between 3.7 and 3.97. 25% had a GPA above 3.97, and 25% had a GPA below 3.7. These results suggest that most successful applicants to USC have primarily A and B grades. Self-Reported GPA/SAT/ACT Graph University of Southern California Applicants Self-Reported GPA/SAT/ACT Graph. Data courtesy of Cappex. The admissions data in the graph is self-reported by applicants to the University of Southern California. 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 University of Southern California has a highly competitive admissions pool with a low acceptance and high average SAT/ACT scores. However, USC has a holistic admissions process involving other factors beyond your grades and test scores. Strong application essays, and glowing letters of recommendation can strengthen your application, as can participation in meaningful extracurricular activities a rigorous course schedule. USC has additional application requirements for particular majors; applicants are encouraged to review the specific requirements for their intended major. In the graph above, the blue and green dots representing accepted students are concentrated in the upper right corner. The majority of students who get accepted to the University of Southern California have A averages, SAT scores (ERWM) above 1200, and ACT composite scores above 25. Higher test scores will improve your chances measurably, for over 75% of admitted students reported an ACT composite score of 30 or higher and a combined SAT score around 1300. But even if your grades and scores are on target for USC, you have no guarantee of admission. There are a lot of red dots hidden beneath the blue and green on the graph. Also keep in mind that a few students get accepted with scores a little below the average range. These are typically students with a special talent or unique personal circumstances. USC Mission Statement Complete mission statement available on the USC website. The central mission of the University of Southern California is the development of human beings and society as a whole through the cultivation and enrichment of the human mind and spirit. The principal means by which our mission is accomplished are teaching, research, artistic creation, professional practice and selected forms of public service. All admissions data has been sourced from the National Center for Education Statistics and University of Southern Californias Undergraduate Admissions Office.

Essay about The Virtrues of Benjamin Franklin and...

The Autobiography of Benjamin Franklin seem to prove to everyone how articulate, intelligent and sophisticated this man was. He wrote about the trials he underwent to become the writer he is known as today. He even was so intelligent he sought out to publish in his autobiography what virtues would have you â€Å"arriving at the door of moral perfection† (90). He wanted to show everyone that becoming perfect wasnt as arduous as everyone had thought. Benjamin Franklin was true Renaissance Man born at a different time period, Non-Religious and he indeed was being a sharp-witted mind that believed slavery was inhumane. Benjamin Franklin’s three personality traits that he exhibits are exhibited in Frederick Douglass. The first trait these two men†¦show more content†¦Douglass thought to be a true Christian, you must treat others right and have proper morals and virtues to life by. They both just thought Religion should not be mixed with who you were. That you should always be a good person regardless of what you believed in. The third trait these two men exhibited was these men persistent in what they believed in. They both believed in Justice. This in fact was one of Franklin’s virtues. â€Å"Wrong none by doing injuries, or omitting the benefits that are your duty...†(93). In other words he was saying that you should never do bad to others no matter the case. This may have been Benjamin’s strongest trait because he was a stubborn man. He was a firm believer in treating everyone fair. Frederick had the same trait where he thought treating people unfairly (especially black/slaves/women) was injustice to humanity. He did fight against these barbaric judicial powers an d fought for civil rights. Frederick was also stubborn as well. For the rest of these mens’ lives they did live with these traits and are well known now a days for them. In brief, these men had strong characteristics but shared these traits the most. But unique and alike in the same way, they help build America’s Political and Social standards in their lifetime. Benjamin was a man known for his many talents and Frederick Douglass was a man known as a great

The Struggle for Power and Control Between Bartleby and...

The Struggle for Power and Control between Bartleby and the Lawyer In Bartleby, the Scrivener: A Story of Wall-Street â€Å"Imprimis: I am a man who, from his youth upwards, has been filled with a profound conviction that the easiest way of life is best†- Melville Melville intends something less black and white with more gray shading. Melville uses dramatic irony and grim humor in â€Å"Bartleby, the Scrivener: A Story of Wall Street. This is to show the reader how the Lawyer assumes he is a safe, successful and powerful man with extensive control in his polite society until he hires a man named Bartleby. This relationship is slowly revealed to be quite a conundrum for the Lawyer and the reader. Melville shows how the Lawyer†¦show more content†¦But no.† (p. 4). The lawyer felt it had detrimental consequences on Turkey. He was awed that a coat made Turkey behave above his station in life and he doesn’t help Turkey again. The Lawyer reacts in an uncustomary way toward Bartleby response of â€Å"I would prefer not to† (p.6) do the work that is required of him. â€Å"With another man I should have flown outright into a dreadful fashion, scorned all further words, and thrust him ignominiously from my presence †¦ (p.7) so the Lawyer admits to not following his normal reaction to someone being insolent and Bartleby’s behavior of calm demeanor confuses and shakes the Lawyer to his core. He tries to regain power and â€Å"I begin to reason with him† (p.7) similarly like with Turkey but he gets no where with Bartleby. â€Å"You decided, then, not to comply with my request- a request made according to common usage and common sense?†(p.7) This is the beginning of many power struggles that Bartleby and Lawyer has and the Lawyer will lose. The Lawyer continues to try to maintain control over Bartleby and his perplexing behaviors. He uses the other employees which the Lawyer assumes are of Bartleby’s intellectual level to persuade him to fulfill his request. â€Å"Blind obedience from all employees is presumed; but in Bartleby’s special case a reasonableShow MoreRelated Comparing Power in Cask of Amontillado, Rappaccinis Daughter, and Bartleby844 Words   |  4 PagesPower in Poes Cask of Amontillado, Hawthornes Rappaccinis Daughter, Melvilles Bartleby the Scrivener, Phelps Angel over the Right Shoulder and Childs The Quadroon In Poes The Cask of Amontillado Montressor seeks his revenge (for an imagined offense) on Fortunado. He manipulates Fortunado into beliving that he is a friend and that they are going through the crypt. He uses Fortunados weak point --his love of alcohol-- against him. He creates the illusion of concern by insisting thatRead MoreBartleby, The Scrivener : A Story Of Wall Street1407 Words   |  6 Pagescasts a spot light on social awareness versus self- independence and nonconformity. 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Research Method Proposal Report

Question: Write a report on "Research Method Proposal". Answer: Introduction Globalization has resulted in the global interlinking of economies, which (Ibrahim and Al Falasi, 2014) attributed to up surged technological advancements that have heightened competition in the current business environment. Gregory (2002) further noted that with the up surging acknowledgment that growth in global trade, as enabled by advancements in communications, technology, and transport facilitation has led to the increased competition of global markets. Raymond (1989); Steven and Gregory (2002) indicated that the more pronounce economic globalization becomes, the more tied is the ability of organizations to effectively compete in the global marketplace. This ability will solely lay on these organizations quality of their resources, specifically the human resources. Numerous organizations depend on their human resources for their expertise to identify and adopt innovations and technologies; thereby bringing in competitive advantages in the marketplace (Reiche, 2007). In this marketplace, retaining staff is thus an indispensable ingredient for organizational performance and productivity. Nonetheless, retaining staff is not only an organizational challenge but also a global concern. Organizational top-level managers are persistently hampered with challenges or retaining their valuable and skilled staff. More evidently, this has been a major concern for managers to lower their organizations high turnovers at the expense of increasing changing and demanding marketplace (Arthur, 1994; Tayeb, 1997; Buck and Watson, 2002; Debrah and Budhwar, 2004; Budhwar and Mellahi,2007; Sam and Chipunza, 2009). Indeed, there exist challenges in retaining staff, which often result in the vital component of organizational abilities to warrant sustained competence and competitiveness (Barney, 1991; Woods, Heck, and Sciarini, 1998; Price, 2004; Sinangli, 2004; Holland, Sheehan and De Cieri, 2007). The challenges, amongst other aspects, are importantly associated with the organizational culture, leadership models, structural support, and remuneration schemes in the organization (Pamella, 2003). These challenges are further compelled by the situation that high skilled staff ostensibly leave their jobs for prospects of higher financial recompenses, and better-working situations. Further, these employees according to Zheng and Lamond (2010) are at times preyed by larger organizations such as corporates, and multi-nationals, which are able to offer better and more benefits. This is purely evident in UAE, which is an economic hub for the Middle East and has not been an exception to the dynamic global economy (Wouter and Peter, 2007). While as, organizations are designing and re-strategizing to curb these challenges, they are also identifying the need to maintain committed, skilled, and talented workforces, which will meaningfully add to the prosperity and accomplishments of the organization. But, these organizations may be inadequate in establishing reforms and initiatives that will help hold their workforce (Tayeb, 1997; Buck and Watson, 2002; Debrah and Budhwar, 2004; Budhwar and Mellahi, 2007). Statement of the Problem Every organization needs to continually recognize the critical role of HRM practices prior to departure of their top level management, middle-level personnel, and lower-level employees. Nonetheless, in place of such recognition, it is worrisome that in spite of the programs, incentives, policies and support availed at establishing new and revamping existent public organizations, these organizations have continually failed to adopt effective HRM practices and performed below the expectation in UAE (Dubai Economic Development Department, 2013). For these organizations to thrive they must have a people (Human Resource) that are a source of immense support of the development of the public sectors objectives and mandate. Public sectors organizations are increasingly recognizing the significant asset that comes with the human resource and one that could enhance sustainable competitive advantage. Nonetheless, they fail to realize the prominence of effective management of human resources in enhancing the organizational well-being. Dole and Schroeder (2014) note that from this failure, they are not able to invest sufficient resources in enhancing their capacity in needed human resource competencies. The inadequate focus on the management of the human resource is observed as contributing to organizational conflicts and failing shareholder expectations (Sousa-Poza, 2015). It also stands between performance and failure in numerous public organizations in UAE, particularly, in the Dubai Emirate and other developing emirates. Thus, impeding the sustainable performance of the public organizations (Scott-Findlay and Estabrooks, 2016). Resultantly, there emerge the higher turnover rates standing at 47.6% for UAEs public sector (Dubai Economic Development Department, 2013) According to Zheng and Lamond (2010), every time is a hiring period for organizations as they seek to refill left positions in their organizations. The resultant cost of recruiting new employees to fill vacant positions in organizations is exceptionally very high; more occasionally it is underestimated owing to unforeseen and/or unreported costs and implications for staff turnover (Buck and Watson, 2007). Abbasi and Holman (2016) further indicated that the higher incidences of turnovers bring with them more than the visible monetary costs. Turnover incidences also demotivate and demoralize the employees left behind; as well as they adversely lower the morale for the workplace. Moreover, in addition to the costs of hiring new staff, organizations are also worst hit as new recruitments every now and then have negative influences on their performance and productivity. Statistically, the departure of committed, skilled, and talented workforces is far too alarming (Abubakar, 2014). For in stance, one particular organization in the public sector and based in Dubai recorded a 10.2% turnover rate alone in 2011; in 2013, another organization witnessed up to 14% (Alnimir, 2015). The departures included resignations and absconds. Reasonably, the Alnimir (2015) attributed these departures to poor and unfair performance appraisal, performance evaluations, low remunerations, no promotion or motivation schemes, unfavorable organizational cultures, and deplorable working conditions In the contemporary business environment, staff seems to be less committed to their respective employers. Because the employer may fail to warrant the longevity or stability of their staffs corporate career paths, or job securities, the traditional contract of staff loyalty in exchange for security and/ or tenure and fair work has eroded away in the recent past (Overman, 2014). Seemingly, the contemporary trends are directed towards establishing career portfolios (Handy, 2015), because the workforce is continually recognizing that they role and efforts are what is now need to achieve employment resilience, develop skills, capabilities, and flexibility required to meet the constantly changing employer requirements. Additionally, Beck (2013) attributes these shifts to the emerging emphasis on professional and/or portfolio growth as opposed to organizational loyalty (Levine, 2012). The resultant unstable markets have favored non-market organizations, thereby leading to the decline in jo b stabilities and decreasing incidences of long-term employments in most organizations. As a result, the emergent job insecurity/ instability and the reduced employee commitment have resulted in inequalities in both employment and incomes (Darwish, 2013). Owing to the above description, the UAE workforce is countered with a need of change, which in history was unprecedented. Moreover, with the aspects of empowerment coming up combined with the unfavorable working conditions (longer working hours, less leisure time, little or no leaves or work-offs, inadequate remuneration) and necessity of risk-taking escalate employees risk of burnout. Indeed, these may well explain why public organizations employees have had their values discernibly shifting (Whitener, 2014), and why highly skilled staff believe their greatest opportunities lay with reassigning from one organization to another (Margo Vanover, 2014). As such, addressing the root causes of the departure of employees is far the most crucial element for HRM, as this would also adequately curb the higher incidences of turnover. Previous researchers (Buck and Watson, 2007; Levine, 2012; Darwish, 2013; Dole and Schroeder, 2014; Whitener, 2014; Alnimir, 2015) have indicated the prospect of enhancing job satisfaction, enabling work-life balances, and organizational committeemen with organizations ability to holding their workforces. Vehemently, this study will review this prospect through evaluating the contribution these aspects and other HRM practices to the public organizations capacity to effectively retain their staff. Literature Empirical Review The literature will embed the very recent and related research on HRM practices with respect to staff retention, job satisfaction, organizational commitment and turnover. Firstly, the literature will present the background of HRM practices as applied in the UAE. It will emphasize on the manner in which staff is handled, managed and developed. Further, the literature will address the concerns of staff retention and turnover, their commitment to organizations, and job satisfaction. Indeed, the literature will relate the available theories and empirical findings with HRM practices. HRM Practices in UAE The UAE has witnessed a notable difference between staff and workplace opportunities and workplace conditions for private and public organizations. A larger proportion of the workforce prefers securing employment in the public sector. Reasonably, the public sector is believed to provide better remunerations, established job tenure/ stability/ or security, and better workplace conditions, and better working hours as compared to the private sector (Godwin, 2006; Mellahi, 2007; Dubai Economic Development Department, 2013). The Dubai Economic Development Department (2013) also noted that over 75% of UAEs workforce is engaged in the public sector. Abdelkarim (2015) observed that the evident preference of the public sector by UAEs labor force was not an issue of concern. The numerous government organizations, bodies, departments and agencies always offered more jobs than the private sector. UAE has a small population of about 900,000 people (Economist Intelligence Unit, 2013). But, in the recent past hiring in the public sector has saturated already (Government of UAE, 2012) leading to the decreased number of employment opportunities. At present UAE is hampered with grave challenges, which would potentially affect the countrys economy and by extension the labor market. The situation of decreased jobs in the public sector has compelled the government to initiate schemes where it could help its citizens seize appropriate employment in the private sector (Dubai Economic Development Department, 2013). But, the shift of employees from the private sector into the public sector in UAE has had its unique difficulties and issues. For instance, the public sectors employment is primarily tied to cultural alignments, which dictate the jobs appropriate for citizens (job seekers). As observed by Mellahi (2007) and Al-Ali (2014), the conditions for the job, any associated social interactions, and systems for reporting are afflicted to the cultural status of that employee. This is much different from what happens in other cultures of the world (Al-Oraimi, 2004; Metcalfe, 2009). Additionally, a range of aspects has contributed to the establishment of the workplace in the UAE. Usually, the role of government in UAE is quite vicious and significant. Government develops its citizenry, giving rise to numerous institutions committed to developing and handling human resources (Abubakar, 2014). Secondly, UAE thrives on a market economy that has helped develop, nurture, and promote the countrys human resources. Thirdly, the UAE labor market is characterized by evident competition between the organizations, which pursue to meet their clientele demands and preferences; thereby compelling these organizations to develop and adopt new, appropriate, efficient and innovative approaches of HRM (Abubakar, 2014). Fourthly, as described in the background, UAE has not being spared by globalization and its rapid developments, particularly for communications and technologies, which have facilitated modern and efficient HRM. Markedly, the work values as depicted in the UAE labor force are significantly different from those depicted by the West, Europe, and Africa. They are evidently conformed to local culture (Al-Oraimi, 2004). For instance, kin and tribal associations thrive intensely and influence the hierarchies of numerous organizations. McSweeney (2015) one of the contemporary theorists argue that this distinct national cultural feature has had a notable influence on the behavior of the institutions employees. The employees behavior immensely draws from the Islamic religion and traditional Arabic norms (Bjerke and Al-Meer, 2011). Staff Turnover in the United Arab Emirates Around the globe, organizations are continually competing for larger proportions of the market share. Nonetheless, this relies on staff loyalty and ensuring lower staff turnover incidences coupled with a culture of hard work, accountability, superior quality, in addition to growing productivity (Al-Kahtani, 2013). For organizations in UAE, it will be vital to explore both the public and private sectors. Despite that the labor force received minimum benefits in the public sector, these scantily satisfy their remunerations needs. The private sector, on the other hand, offers high remunerations; however job insecurity is quite high (Al-Kahtani, 2013). For these concerns, staff turnover incidences occur more often in the private sector as compared with the public sector. Turnover rates also differ amongst industries and sub-sectors. For instance, they occur differently for either the service or manufacturing industries. Organizations, employers and business managements as posted by Al-Or aimi (2004) have failed to adequately emphasize the concern of turnover, thereby ostensibly not realizing the adverse consequences, especially on their performance and productivity. Bayt (2012) conducted a study on the factors affecting employee motivation in UAE. The study findings indicated that 11% of the countrys employed labor force was anticipating to move within organizations, 30% persistently were searching for better employment opportunities, 29% were determined on departing from their current organizations. Additionally, the study also illustrated the factors affecting staff turnover. They were employee attitudes and individual factors (Kyndt et al., 2009; Bayt, 2012); work appraisal and evaluations (Bayt, 2012; Kuvaas, 2013); inadequate recognition and motivation schemes (Bayt, 2012; Poon, 2016); insufficient professional and personal development (Bayt, 2012; Shaw, Duffy and Stark, 2013); inadequate and ineffective communication (Apker et al., 2009; Bayt, 2012) and increased turnover by organizations (Bayt, 2012; Heneman and Judge, 2015). Indeed, these statistics showed a poor situation of the UAEs workplace. It should be addressed through efficient p olicy and practice initiatives.| Theoretical Review Systems Theory Lincoln (1985) perceived management of an organization through the systems theory. He noted that an organization, just as a system, will exist and operate in a system entailing a range of components associated to pursue an identified goal. If a single component fails or is inadequate, the entire system is incapacitated too. Essentially, through the system theory, such a system will possess integrals such as inputs/ resources (capital, human, financial, marketing), processes (strategizing, planning, operations, control), outputs (goods, services), and lastly aftermaths (organizational productivity, consumer/ stakeholder well-being). Ideally, the systems theory describes management as procedural and pursuing organizational succession in all spheres (Harris and Fitzpatrick, 2009; Lincoln, 1985). As such, an organization must align entirely all its wits, resources, and strategies for the system to prosper. Notably, the study identifies these aspects as staff retention, organizational com mitment, and job satisfaction as being integral components that must be systematically aligned through a continued planning and enriched practice. Chaos Theor Auxiliary, the chaos theorists articulate that with continued operationalization, a system will gradually generate complexity and devaluation, and in the process, will be more unpredictable (Byrne, 1999). Inherently, there will be a growing need to support the system, including replacement, restructuring and improved infrastructure. With the chaos theory, the complexity will grow to an un-tolerable level, thus, will elicit breakdown, splitting, collaboration with other complex systems, or entire collapse. In the presence of effective planning and management, Katz (2000) noted that effective management is a feasible tool when curbing the uncertainty of what managerial or planning practices are to be applied in organizational operations and when to apply them. Such practice calls for a repetitive managerial and planning procedure (Byrne, 1999) when tackling turnover. The theory described the fundamentality of efficiently handling the human capital and the eventual performance. Clearly, the chaos theory illustrates that successional and efficient HRM coupled with other policies interchanges with organizational practices as progressed by Santorin (2004). Objectives of the Study The study set to evaluate the contribution of human resource practices on UAEs public organizations capacity to retain their employees.To achieve this the study also had to; 1. Evaluate how organizational culture and HRM practices influence staff retention in UAEs public organizations 2. Assess the challenge facing UAEs public organizations with respect to the incidence of higher turnover rates 3. Determine how organizational commitment, employment satisfaction, and organizational leadership practice influence staff retention in public organizations of UAEResearch QuestionsThe following research questions will guide the research; 1. What is the contribution of HRM practices to public organizations in maintaining a committed, skilled, and talented workforce 2. What issues and/or challenges face public organizations, thereby influencing their departures 3. Is there any contribution of effective HRM practices to attaining organizational commitment and employment satisfaction The study settled on the Dubai Emirate. Reasonably, this study area has shown remarkable advancement in technology, use of internet and associated technologies (Alrawi and Sabry, 2009). The emirate has recently attained notable economic growth (Wouter and Peter, 2007). It significantly depicts the current dynamic global marketplace. Organizations operating and based in Dubai Emirate have persistently being predisposed to the up surging global flaws in HRM practices and associated concerns. As a result of the increasing globalization and its consequential implications for industry and markets.Dubai has seen the growing migration of both international and national labor, declining levels of maintaining staff, higher incidences of staff turnovers, and conflicts arising amid organizational cultures at the workplace (Iqbal Anjum, 2008). Evaluating HRM practices in Dubai emirate is vital for the present study. The study area has various organizations in the public sector, which depict the resultant differences in HRM practices. The differences are often misconstrued, misunderstood, and habitually under-researched. Thereby, this research is necessary for providing novel empirical findings and inferences, especially relevant to the ability of organizations to ensure job satisfaction, thus, the resultant reduced employee turnover.Further, the present study will have both a theoretical and practical significance. It will advance the understanding and knowledge of how essential it is for public organizations in UAE, especially Dubai Emirate to retain their committed, skilled, and talented workforce. The outcomes of the study may contribute a vital component for scholars, practitioners, and policymakers. Especially, in designing strategies and aligning efforts in enhancing reduced turnover rates, organizational commitment, redesigning working conditions, and employment satisfaction amongst the workforce. Research Limitations The research will be limited to government workplaces, targeting few volunteering public organizations in Dubai Emirate. It will also be limited to investigating only the subject matter HRM practices and their influence on an organizations capacity to retain its staff. Expected Research Outcomes The research anticipates finding distinct relationships between the above-mentioned variables with employee retention. Further, it is expected that from the findings the study will make inferences and recommendations for best HRM practice, policy implications and areas for further research focus.Further, it is expected that the researchs theoretical and practice implications will describe the current state of the labor market and provide a practical benchmark to organizational managers and policy makers in the public sector. The inferences made will help these key stakeholders identify and initiate measures, which will enable the organizations workplace to avail a more pleasant experience for its employees; thereby reduce the turnover rates for these public organizations. Moreover, the outcomes are purposed to better apprise policy on such aspects as skills promotion, employee recruitment, efficient and sustainable hiring and retaining processes and eventual institutional development for the public sector. | References Abbasi, S. Hollman, K. (2016). Turnover: The Real Bottom Line.Public Personnel Management,29(3), 333-342. Abdelkarim, A. (2015).Skills and training in the UAE: The need for and the dimensions of institutional intervention. Dubai: Tanmia. Abubakar, M. (2014).Managing human resource in the Middle East: Human resource management in the United Arab Emirates. London: Taylor Francis Ltd. Ahmad, A., Halim Abdul Majid, A., Lazim Mohd Zin, M. (2015). The Measurement of the Effectiveness of Leadership Styles for Organizational Commitment in Pakistan.Asian Social Science. Al Ali, J. (2014). Emiratisation: drawing UAE nationals into their surging economy.International Journal of Sociology and Social Policy,28(9/10), 365-379.

World Cup Soccer and US Essays - International Sport, FIFA, Stadium

The World Cup is a highly sought after event the world over. The sport of soccer is ultimately without doubt the number one sport recognized in the World, from major industrialized countries to third world countries on each continent. All countries industrialized or not, view the World Cup as a vital and significant event that can promote greatness through out its own country also bringing it worldwide recognition around the World. However, every country big or small must face and answer to the numerous economical, political, social, environmental variables associated with the task of holding a World Cup event. Along side all the countries vying for the opportunity to host a modern day World Cup, is the United States. Despite all of the strength and economical diversity the United States possess, one significant variable that hampers the United States in the eyes of FIFA officials is the absents of major soccer following with in the United States that even many of the less develop c ountries have . Despite some of the popularity variable flaws, which ultimately could be considered a disadvantage, the United States does support and bolster many of the invaluable necessities to be able support and produce an outstanding bid to host a future World Cup. This paper will detail the vital necessities needed by the United States such as economical standing, social significance, and environmental concerns determining the advantage or disadvantage of biding and holding a World Cup event, as well as, what common research practices are utilized in the process of research. The number of vital variables a country must meet in hosting a World Cup is significant, arguably, none more so than the impact and significance of economic ability and stability of a country. The United States has hosted its share of international events like the Olympics and Winter Olympics and World Cup events. One vast advantage that I believe the United States has over many of the other countries is the economical backbone to support these types of events that other countries may not posses. The economical feasibility of hosting or biding for the World cup is vital. The cost of bidding and staging the event must be taken into account given that staging cost include both operational and capital cost. Another major variable for economic strength is having the governmental backing and support. It is established that bids for major sporting events are deemed to have more credibility and potential to succeed with full backing and support from the government of any host nation. I believe the U.S government has an excellent track record in promoting financial guarantees, and active involvement in the promoting bid. As in the present day, the U.S government (including President Obama) and many other significant government figures are promoting the future bid for hosting the 2018 World Cup. As mention prior, the track record of government support for international events is a positive notion to consider. (HM Treasury) notes that ample consideration given to any country is deemed positive by FIFA and other sporting confederations. The realistic nature for any country is the fact that not all economic gains will be positive. The U.S is no different. The major theme of every country wanting to host a major sporting event is to ultimately boost economical growth. Many countries highlight the substantial economic benefits, in addition to the unquantifiable intangible benefits, derived from hosting a major sporting event. (HM Tres) However, research says that there is no possible way for any country, hosting any major event to be one hundred percent efficient in expected revenue generation. As mentioned, present day news release are stating that the U.S could turn a $3 billion profit for hosting a future World Cup event. By most economic view points, this is impossible. This 3 billion may be a targeted estimation but all reality economic research states that much less than this will be met. HM states, that assessing the benefits to the economy, particular attention should be given to the substitution and displac ement effects that are sometimes ignored. For the U.S, research has shown that for several of the major international sporting events the economical impact has provided long term growth in the region