Thesis Statement Essays - Ambrose Bierce, Fabulists, Chickamauga

Thesis Statement Ambrose Bierce's "Chickamauga" is representative of his typical subject matter, theme, and style. Outline I. Introduction II. Biographical Sketch A. Military experiences B. Effect of the loss of his wife and eldest son III. Bierce's subject matter IV. Bierce's themes A. Supernatural themes B. Military themes V. Bierce's style of writing VI. Bierce's subject matter in "Chickamauga" A. Civil War B. Supernatural VII. Bierce's theme in "Chickamauga" VIII. Bierce's style in "Chickamauga" A. Shifting points of view B. Adult and child perspectives IX. Conclusion Ambrose Bierce's "Chickamauga" is representative of his typical subject matter, theme, and style. His subject matter often deals with the Civil War and its horrors. Having served in several battles during the Civil War, Bierce strives to display, through his writings, the true devastation which comes as a result of wars. His theme, although sometimes macabre, emphasizes the reality of warfare. Again, Bierce is relying on his own war experiences in order to have his audience empathize with his characters. Ambrose Bierce's style of writing includes shifting of views from one character to another. With his own unique subject matter, theme, and style, Bierce develops stories which interest readers from generation to generation. Ambrose Bierce was born in 1842 (May 368). At the age of 19, Ambrose Bierce joined the 9th Indiana Volunteers, in 1861, for the United States of America (Appelbaum iii). He was in several of the bloodiest battles of the Civil War (Appelbaum iii). Bierce was at Chickamauga, where 34,000 men lost their lives (Appelbaum iii). During battles, he risked his own life several times to rescue his fallen comrades (Appelbaum iii). Once, at Kennesaw Mountain in northern Georgia, he himself was seriously wounded (Appelbaum iii). Bierce recovered, though, and he went on to write many stories dealing with the Civil War. The battles he participated in and the things he saw in those battles gave him inspiration for his stories (Hall 87). Ambrose Bierce used his experiences in the Civil War to understand and to convey to other people through his writing that war is not glorious--it is horrible. Even though Bierce wrote more supernatural stories, he is better known for his Civil War short stories (Hall 87). Of a total of ninety-three short stories, fifty-three were supernatural (Gullette). Bierce was able to write convincing stories with less than one thousand words (Gullette). Many of his writings are less than three thousand words (Gullette). Some of his short stories had a Civil War and a supernatural aspect to them. "Chickamauga" is an example of one of these stories. Sharan K. Hall described Ambrose Bierce's stories as having "an attraction for death in its more bizarre forms, featuring depictions of mental deterioration, uncanny manifestations, and expressing the horror of existence in a meaningless universe" (87). Many of Bierce's stories shock the reader, and the stories tell about a nightmarish reality (May 37 0). James K. Folsom described Ambrose Bierce's writing like this: Many people think Ambrose Bierce is obsessed with death; incapable of compassion. A less moralistic and biographical reevaluation of Bierce's work, however, reveals his intellectual fascination with the effect of the supernatural on the human imagination. (222) Alan Gullette suggested that maybe the reason Bierce is so dark and talks about such morbid things is because the separation from his wife and the suicide of his eldest son made him bitter. Gullette suggested that maybe this bitterness strengthened the effect of his pen and darkened his satire and morbid fiction to an extent perhaps no other author has achieved. In fact, Bierce earned the nickname of "Bitter Bierce" (Probst 466). Even though Bierce wrote short stories that dealt with supernatural themes, he is better known for his military themes (Folsom 225). The reason is that Bierce was once in the United States Army during the Civil War, and he was familiar with the armed forces (Folsom 225). In Bierce's military stories, the theme is an antiwar one (May 369). His writings center on warfare and the cruel joke it plays on humanity (Probst 466). Ambrose Bierce wants to destroy the view of many people that war is a place to gain glory. Bierce wants to replace this viewpoint with the images of people dying and what war is really like. War is horrible, and it is a place where people die. Ambrose Bierce uses point of view

Cultural Relativism Definition and Examples

Cultural Relativism Definition and Examples Cultural relativism refers to the idea that the values, knowledge, and behavior of people must be understood within their own cultural context. This is one of the most fundamental concepts in sociology, as it recognizes and affirms the connections between the greater social structure and trends and the everyday lives of individual people. Origins and Overview The concept of cultural relativism as we know and use it today was established as an analytic tool by German-American  anthropologist Franz Boas in the early 20th century. In the context of early social science, cultural relativism became an important tool for pushing back on the ethnocentrism that often tarnished research at that time, which was mostly conducted by white, wealthy, Western men, and often focused on people of color, foreign indigenous populations, and persons of lower economic class than the researcher. Ethnocentrism is the practice of viewing and judging someone elses culture based on the values and beliefs of ones own. From this standpoint, we might frame other cultures as weird, exotic, intriguing, and even as problems to be solved. In contrast, when we recognize that the many cultures of the world have their own beliefs, values, and practices that have developed in particular historical, political, social, material, and ecological contexts  and that it makes sense that they would differ from our own and that none are necessarily right or wrong or good or bad, then we are engaging the concept of cultural relativism. Examples Cultural relativism explains why, for example, what constitutes breakfast varies widely from place to place. What is considered a typical breakfast in Turkey, as illustrated in the above image, is quite different from what is considered a typical breakfast in the U.S. or Japan. While it might seem strange to eat fish soup or stewed vegetables for breakfast in the U.S., in other places, this is perfectly normal. Conversely, our tendency toward sugary cereals and milk  or preference for egg sandwiches loaded with bacon and cheese would seem quite bizarre to other cultures. Similarly, but perhaps of more consequence, rules that regulate nudity in public vary widely around the world. In the U.S., we tend to frame nudity in general as an inherently sexual thing, and so when people are nude in public, people may interpret this as a sexual signal. But in many other places around the world, being nude or partially nude in public is a normal part of life, be it at swimming pools, beaches, in parks, or even throughout the course of daily life (see many indigenous cultures around the world). In these cases, being nude or partially nude is not framed as sexual but as the appropriate bodily state for engaging in a given activity. In other cases, like many cultures where Islam is the predominant faith, a more thorough coverage of the body is expected than in other cultures. Due in large part to ethnocentrism, this has become a highly politicized and volatile practice in todays world. Why Recognizing Cultural Relativism Matters By acknowledging  cultural relativism, we can recognize that our culture shapes what we consider to be beautiful, ugly, appealing, disgusting, virtuous, funny, and abhorrent. It shapes what we consider to be good and bad art, music, and film, as well as  what we consider to be tasteful or tacky consumer goods. The work of sociologist Pierre Bourdieu features ample discussion of these phenomena, and the consequences of them. This varies not just in terms of national cultures but within a large society like the U.S. and also by cultures and subcultures organized by class, race, sexuality, region, religion, and ethnicity, among others.

Top Resume Trends for 2017

Top Resume Trends for 2017 2017 offers great opportunities for all job seekers both actively searching, and for those passively looking for new job opportunities. The average job search can take around six months, so if you want to change jobs this year, it’s definitely time to get serious about the process. The more work you do now on your resume and application package, the less work you’ll have to do later- and the more flexibility you’ll have if a great opportunity suddenly comes along. Resumes and job searches don’t change too drastically year-to-year†¦meaning, you likely won’t need to suddenly learn how to make a hologram resume for your next job. What does change is the following areas:TechnologySkill trendsEconomic realities and available jobsThe last one, well, there’s only so much you can do about that. Unless you are the Chairperson of the Federal Reserve, or in a similarly major position of power in the economic sector, it’s unlikely that youâ⠂¬â„¢ll be able to sway how much leeway companies will have to bring on new talent and fill existing openings. It’s still an important factor to keep in mind when you think about your near-future job hunt, though- knowing the general health of the economy and how your industry is doing in particular can help you decide when it’s time to get out there and look for a new job, or hold back and see if things are brighter in a few months. If you need a new job regardless of the economy or how many openings there are in your field, it’s still important to know what’s going on.The other two (technology and skills trends) are areas you can seize upon to get your resume ready for 2017 and beyond.To get a quick start,  you can also download free templates from our Resume Library to get started on your resume creation.What to Include for Your 2017 ResumeSocial Media DominanceEvery person is a brand these days, and that trend will continue to grow stronger in 2017. Make sure yours is in great shape as you look ahead to the next year. Your resume should include links to your career-relevant social media profiles, like LinkedIn, or Twitter if you use it to talk about things related to your field. You can slip those right into the header, where you put your contact information.Jesse Myname21 Jump StreetNew York, NY 88888JesseM@emaildomain.comLinkedIn: www.linkedin.com/JesseMynameTwitter: www.twitter.com/JesseMynameThoughtsIf you use your accounts primarily for personal stuff, don’t include them on your resume. And if you really don’t want hiring managers or recruiters poking through the Facebook page you’ve had since you were young and making incredibly questionable choices in friends and photo ops, make sure those accounts are set to private. Even if you don’t provide direct links, you can assume that people will do a Google search on your name, and you don’t want any preventable issues to come back and haunt your 2017 professional self.In addition to any social media cleanup, you can start building up your professional social media presence. If you don’t have active social media accounts, start them! Create a Twitter feed, and start following movers and shakers in your field. If you don’t feel comfortable creating your own content yet, you can still retweet others or post links to interesting (and- again- work-appropriate) links. If you have accounts but have let them fall by the wayside (of which I plead guilty), there’s no time like the present to get them back up and running with current content and an updated profile. It’s all about increasing your visibility as a solid professional voice.Your Vast Tech KnowledgeThese days, there’s an online tool or an app for just about everything. Know what apps and programs are hot in your field right now, but also keep an eye on trends that are just starting, or just picking up speed. Blogs are a good resource for trends, and in addition to any blogs or publications that are specific to your industry, places like Forbes and U.S. News are handy resources for what’s happening now, and what’s coming along soon.Once you know the tech that’s most relevant to your field, you can get more familiar with them and then add them to your resume. Technological skills and mastery are hard skills, and should get their own section on your resume. You’ll want to include bullets for all of the systems or programs you’ve worked with, as well as any apps.Evidence of Emotional IntelligenceOne trend that’s been emerging in hiring, and will continue to grow, is the hunt for emotional intelligence. Remember, companies aren’t just hiring people to do a job- they’re also hiring a colleague. Emotional intelligence is kind of the web of soft skills/people skills that you bring to the table. It’s important to employers because they’re looking for a team member, which means they have a vested interest in finding candidates who not only have the skills and experience to do the job well, but also to work with other team members, clients, etc.So how do you demonstrate your emotional intelligence on your resume? When listing your skills as bullet points, provide a brief example of how you put that skill into play. For example:Management skills – Led a multi-city team of sales reps to an 8% increase in overall sales.Communication skills – Messaged quarterly revenue reporting to internal stakeholders and clients.Team-building skills – Hosted on-site training sessions for new hires, and spearheaded the creation of an in-house mentoring program.Your resume won’t provide too much space for stories, so keep the bullets short and to the point. You can come prepared with more anecdotes and examples of your soft skills once you have an interview.To get a quick start, access our Resume Library to download resume templates to help you create the perfect resume.What NOT to Include for Your 2017 ResumeToo Many Bells and WhistlesYou might be hearing all sorts of things about how everyone is going to have a video resume soon, or a fancy graphic resume. Those may be moving somewhat ahead of the holographic resume I mentioned earlier, but at this point you really don’t need to worry about fancy formats. Unless you’re a graphic designer, there’s really no need to go out and cute-ify your resume.And right now video resumes are best for actors and reality show auditioners. Unless you fall into either of those categories, the classic resume document is best. But the good news is that you can play around with styling and templatesAn Objective/Summary StatementThe simple objective or summary statement (a one-liner outlining your experience/goals and their application to the job at hand) is actually a pretty controversial debate.  There’s no hard and fast rule with this one, but if your leaner, meaner resume for 2017 looks better without, you shouldn’t feel obligated to include that statement. Just make sure that your bullet points are very strong, and convey the specific message you want the reader to get.ReferencesThe days of appending a list of names and contact information to your resume are gone, my friend. It’s pretty well understood by potential employers that if you get to the next level (interview, background check, or other vetting) that you’ll pony up the names of people who will vouch for your awesomeness. There’s no real need to provide that up front, unless the company or job description specifically asks for it. You also don’t need to include a line about references being â€Å"available upon request.† It’s kind of redundant, and it takes up valuable space on your resume. So take that line, and add another concrete skill or experience bullet that further illustrates how great you are for t his job.As you get ready for your 2017 resume, the main thing to keep in mind is that you want to expand your horizons with new skills, and show that you’re plugged into changes and shifts in your own industry. Those come faster than ever these days, so the more you can show your nimbleness with new skills and social media, the better you’re positioning yourself for a very successful career year.Example resume templates for different jobs:How to Write a Perfect Customer Service Resume (Examples Included)How to Write a Perfect Administrative Assistant Resume (Examples Included)How to Write a Perfect Retail Resume (Examples Included)How to Write a Perfect Teaching Resume (Examples Included)How to Write a Perfect Human Resources Resume (Examples Included)How to Write a Perfect Food Service Resume (Examples Included)How to Write a Perfect Construction Resume (Examples Included)How to Write a Perfect Internship Resume (Examples Included)How to Write a Perfect Receptionist R esume (Examples Included)For more resume templates, access our Resume Library.

Contract Essay Example | Topics and Well Written Essays - 2000 words

Contract - Essay Example For example, in the case of Gibson v Manchester City Council7, the words â€Å"may be prepared to sell† constituted an invitation to treat and not a distinct offer. Indeed, the Gibson decision challenged the traditional view for formation of contractual agreement. In this case, Lord Denning asserted that when considering whether there is a binding contractual agreement, it could be argued that â€Å"there is no need to look for strict offer and acceptance. You should look at the correspondence as a whole and at the conduct of the parties and see therefore whether the parties have come to an agreement on everything that was material8†. However, there has been some uncertainty in this area of law as evidenced by the case of Carlil v Carbolic Smoke Ball Limited9. In this case, the defendant was the proprietor of a medical substance and placed and advert in the Pall Mall Gazette promising to pay $100 to anyone who used the carbolic smoke ball for two weeks and who for a limited time after contracted the flu virus. Carbolic Smoke Ball Limited argued that the advert did not constitute an offer but was rather an invitation to treat. The Court of Appeal rejected this argument and held that there was a legally enforceable contract. The advertisement constituted an offer to the whole world and was capable of amounting to an offer of a unilateral contract without the requirement for acceptance. The Carlil decision had far reaching implications for contract law, with some commentators arguing that there is no difference between an â€Å"invitation to treat† and a contractual â€Å"offer†10. However the facts of the current scenario indicate that Owen’s letter was a distinct offer to sell the car to Andrew for  £30,000 and the central issue in contention is whether Andrew accepted Owen’s offer to create a binding contract. Valid acceptance in law follows a

US and Saudi Stock Markets Essay Example | Topics and Well Written Essays - 1750 words

US and Saudi Stock Markets - Essay Example The Saudi stock market is the largest stock market in the Middle East. It is not only the largest stock market in the Middle East, it is also considered to bigger than the combination of the stock markets of all other gulf countries (Hankir and Baltaji, 2015). As a stock market there are great opportunities that are offered by the Saudi Stock market. However, until recently only citizens of Saudi Arabia and other gulf countries were allowed to trade in the stock market of the country. The people of other GCC countries were allowed to trade in the Saudi stock market subject to the restrictions that are imposed by the respective GCC country. Till recently the people from non-GCC countries were allowed to enter only through the closed investment funds. NYSE is considered as the largest and the most powerful stock exchange in the world. The rising power of the stock exchange was in line with the rise of the economic power of the United States. There are two major stock exchanges in the United States. The other stock exchange in the United States is NASDAQ which has the most number of companies listed in the country. However, by means of market capitalization, NYSE is larger than the combination of the NASDAQ, Tokyo and London. The merger of NYSE and Euronext has increased the appeal of the stock exchange on a global scale. It is found that the stock market in the United States is the most important in the world and has the capability to influence all the stock markets across the world.

Extended Marketing Mix Essay Example for Free

Extended Marketing Mix Essay Launched on 3rd of October 2009 by the McLaren’s Group which has been a name with great passion towards improvement of motor sports in Sri Lanka, Speed  Drome (Pvt) Ltd. is every Pro/Go-karters heaven on earth. Located amidst green pasture in close proximity to the parliament complex and Buddhadasa play ground in Battaramulla, Speedrome is a fully equipped and professionally fitted race track which includes 19 go-karts, computerized timing and scoring systems, professionally trained staff, designated spectator areas and air-conditioned VIP gallery, all for the sake of providing their customers with the best experience that they can offer. Go-karting may be Speed Dromes main product but they haven’t stopped there as far as the entertainment aspect is concerned, with a sports bar and a luxurious lounge. These two additional services are provided for customers to host parties or any corporate events. Speed Drome also has taken an initiative in providing a swimming pool to cater to discerning corporate executives and high profile lifestyles. As for the little kids, Speed Drome has taken the liberty of creating a kiddies race track as well. To put it simply, Speed Drome aims to be not only an attraction for Pro/Go-kart lovers everywhere but also to provide the entire family with leisure activities and entertainment. Speed Drome has gained much popularity ever since its launch, with an exhibition kart race in which the participation of Yoshitha Rajapaksa, Aravinda De Silva the former cricketer who is a keen fan of motor cars along with the lady racer S.A. Lakshika and Jackson Anthony were noted. Karting championships such as Speed Drome All Island Karting Championship Rounds 1-3 show off exactly what Speed Drome is all about as many professional formula one drivers take part in these competitions exhibiting the real skill involved in Go/Pro-karting, while attracting even more potential customers and leading to other karting championships. Finally the major plus point for Speed Drome is the fact that it is the one and only Go/Pro-Karting facility in Sri Lanka as yet and with its added assets Speed Dromes future seems very fruitful with all the necessary standards being maintained. The Extended Marketing mix 1. Product In a service organization, the product is referred to the service being delivered to the consumer which is intangible, inseparable, variable and perishable. The speed Drome (Pvt) Ltd. (Appendix 1) offers a variety of  services which can be explained in terms of entertainment, leisure and experience. Their main focus is on providing their customers with the experience of real Pro-Kart racing (Appendix 2) and in addition to that other entertainment and leisure services are also provided such as the Kiddies track, (Appendix 3) the sports bar (Appendix 4) and the swimming pool (Appendix 5) along with the Luxurious Lounge (Appendix 6). The nature of the service in terms of: Intangibility: True services are intangible. Therefore when you leave Speed Drome there is only one memory or the experience that remains, which is riding a pro-kart at the only available place in Sri Lanka. Some elements are tangible such as the karts used, the swim pool etc., but the core benefit of the purchase is not, and that is the sheer experience of riding a pro-kart and feeling its speed. Inseparability: The service provided by Speed Drome is inseparable as the physical presence of a customer is essential in this service. However, with the help of its physical resources the overall service takes place when only the consumer that is the person interested in riding a pro-kart meets the service provider. Perishability: Karting or any other service provided by the company must be consumed when offered. It cannot be produced now for consumption at a later stage / time nor can they be held or stocked because the value of this service exists at the point when it is required. Variability: This service is highly variable because Speed Drome is the only service provider for kart racing in Sri Lanka currently. It has its very own standardized quality which cannot be competed with another form of entertainment service, as it provides a unique and an incomparable experience. The above mentioned characteristics define the services they provide which attract youngsters and veteran drivers alike. 2. Price Pricing is one of the most important marketing mix decisions and it is the only marketing mix variable that generates revenues. Speed Drome (Pvt) Ltd. is a profit and cost oriented organization. Their main objectives are to: * Maximize their profits, * Achieve a target return on investment, * Recover investment costs over a particular time period And to, * Generate volume so as to drive down costs. Speed Drome doesn’t pursue the status quo or sales oriented objectives as it is the only organization specializes in this certain industry in Sri Lanka. Due to the same reason Speed Drome follows the price skimming strategy. Their prices for all the services are relatively high (even though they don’t have competitors in the same industry) compared to the other entertainment forms in the market. This is due to the service quality, image and to prevent competitors enter the market easily. The following are the current prices attached to the services being provided by Speed Drome: * Pro-Karting/ Go-Karting (10 minutes) Rs. 750 * Happy Hours Karting (every Tuesday 3pm-8pm) Rs. 500 * Swimming pool charges (unlimited) per person Rs. 450 * Membership Benefits: * Membership free Rs.15000 * Rs. 750 tickets for Rs.500 * Kart trainer amount Rs.1500 for Rs.1000 * Members can use pool free, additional guest with members charged only Rs. 250 each * 10% discount for corporate package with fully use of pool and entertainment area. Additionally the race fees, special event fees and training programme fees are charged. 3. Place The place part of the marketing mix is where the customer receives the service or where the service is located. Speed Drome is Located in close proximity to the Parliament Complex and Bhuddhadasa Play Ground, in Battaramulla. It has situated itself around major cities such as Colombo, Rajagiriya, Nugegoda and Pitakotte which are all highly residential areas have all been thought out very carefully by Speed Drome management prior to construction. This is to boost their target market which is basically the upper class of community because although the cost for riding a Go-Kart (which is something very rare to do in Sri Lanka) seems reasonable as far as the cost for maintaining the Karts and equipment needed go, Unfortunately  though for the majority of Sri Lankan’s the price to pay for such an experience is highly unreasonable. The area in which the Arena (or facility) has been built on is extremely large and compliments the Track very well and to add to this the lush scenery surrounding the Speed Drome gives this track a unique feel to it. Speed Dome’s location has one more major benefit which is that it’s just a drive away not only from the cities surrounding it but also from other major cities in the district like Colombo and Dehiwala etc. Over all the decision to build Speed Drome where it is an extremely well thought and strategic move which has shown and is yet to keep bringing in results. 4. Promotion Promotions have become a critical factor in the service marketing mix. Services are easy to be duplicated and hence it is generally the brand which sets a service apart from its counterpart. As mentioned under the topic ‘Place’ Speed Drome’s marketing mix carters to a selected segment, which is known as Niche marketing. Its service is all about providing entertainment for those who desire the ‘need for speed’. What better way to communicate about this sheer experience which can be gained at only one place in Sri Lanka other than promoting the service? The obvious competitive advantages Speed Drome possesses are: * Service Differentiation The only facility that provides karting experience in Sri Lanka. * Image Differentiation Karts which are only available at Speed Drome in Sri Lanka and the unique logo itself distinguish the service provided. How Speed Drome gets through to the customer The main objective of Speed Drome is to make the potential customers well aware about their new service. Hence the following methods are mainly used to promote their service- * Weekly offered special karting hours * ‘Happy Hours’ Every Tuesday from 3pm-8pm (Rs.750 tickets at Rs.500) (Appendix 7) * Karting competitions * Thank God its Race Day Competition (Appendix 8) * All Island Karting Championship (Appendix 9,10) * Exhibition kart races of celebrities (Appendix 11) * Publications * News Paper advertisements Ex: Daily Mirror, Sunday Times, Sunday Observer * Magazines Ex: Things to do in Colombo, Esteem, Hi etc. * Online Advertising * Social network groups Ex: The official Facebook Group with latest updates. Twitter etc.

Racial Prejudices :: essays research papers

Racial Prejudice What is prejudice? - set of learned beliefs and values that lead a person to be biased against other members of other groups. -prejudices are convenient(bequem,brauchbar,passend) and inaccurate. ----> people are not seen as individuals, biased people label other people to special groups -prejudice is mostly based on inaccurate information about people Prejudice originates from three common parts(these parts make up a prejudiced belief): 1.Generalisations -a very broad , simple statement about a group of people -here is perhaps an appropiate point to provide an example:"All catholics" or when the word "they" figures strongly -key words for generalisations are "all" and "they" --->generalisations are also very inaccurate , because we are not justified in saying that all members of these group or race share the same characteristic features. G. are unfair descriptions of people and they are mostly based on very incomplete information. Having met one member from a different group with an extraordinary behaviour ,we often assume that all mebers of this group show this same extraordinary behaviour. 2.Stereotyping -exaggerated,often negative image of a particular group of people -a stereotyp often contains a grain of truth , but this grain of truth is combined with an exaggerated and undue image of this group. Ethnocentricity -there are two types of prejudices: 1.prejudice against all outsiders-->your group is the only right and proper,all other groups are excludud,other groups are portrayed as being strange and inferior. 2.prejudice against specific groups----> you are able to cope with some other groups,but you disapprove a special group of their religion-->that's why you have a prejudice against this particular group.But this kind of prejudice does not express that your religion is the best and that all other religions are worser than your own one.You are only biased against this particular religion. ---->prejudice against all other groups is called ethnocentricity Prejudice and discrimination Discrimination: -Speaking of Discrimination against a special group we mean the combination of prejudice with actions - In this sense the word "discriminating" means that we are treating a group in a negative way. -the effect of people are discriminated against:loss in terms of money ,housing,education -the forms of Discrimination: 1.verbal abuse(anti-locution)--->through specific terms--->undermines their confidence-feeling of "I am not desired in this society" 2.Discrimination in jobs--->Refusal of jobs to a group-->disadvantage in terms of jobs,income,personal decline. 3.Attack on property-->destruction of cars-->Expulsion because there is a lack of physical security 4.Physical attack---->Assaults on group members;stabs;deaths--->further lack of security;anger;frustration;formation of self-defence groups 5.Genocide--->mass murder of all--->extermination of whole families and cultural groups Racial prejudice or racism -always aimed at special groups -racism bases on the belief that

The Riz-Carlton Applicaiton Summary

1999 Application Summary THE RITZ-CARLTON ® HOTEL COMPANY, L. L. C. Copyright  © 2000 by THE RITZ-CARLTON ® HOTEL COMPANY, L. L. C. – All Rights Reserved THE RITZ-CARLTON ® HOTEL COMPANY, L. L. C. at a Glance Products and Services: The Ritz-Carlton Hotel Company, L. L. C. develops and operates luxury hotels for others. The hotels are designed and identified to appeal to and suit the requirements of its principal customers who consist of: (1) Meeting Event Planners and (2) Independent Business and Leisure Travelers. President & COO: Horst Schulze Headquarters: 3414 Peachtree Road, N. E. Suite 300 Atlanta, Georgia 30326Operations: One Central Reservations Office Seven International Sales Offices (ISO’s) 24 Hotels and Resorts in North America Two Hotels in Europe Eight Hotels and Resorts in Asia Two Hotels in Australia 30 Hotels under Development Customer Base: Over 800,000 Customers World-wide 1999 Revenue: $1. 5 Billion. A 40% increase over the previous five year s. Employees: 17,000 World-wide, known as The Ladies and Gentlemen of The Ritz-Carlton History: Established in 1983, the former owner, W. B. Johnson Properties, acquired the exclusive North American rights to the Ritz-Carlton trademark, the foremost ame in luxury hotels. This status was largely due to the legendary Caesar Ritz who developed and operated two of the world’s best hotels in Paris and London. The hotels achieved such fame in the marketplace that they attained what is often referred to as â€Å"The Ritz Mystique†. In 1995, The Ritz-Carlton was jointly acquired by Marriott International Inc. to achieve their strategy of entering the luxury hotel segment of the industry; the takeover/merger occurred in 1997. Copyright  © 2000 by THE RITZ-CARLTON ® HOTEL COMPANY, L. L. C. – All Rights Reserved The Ritz-Carlton Hotel Company, L. L. C. 999 Application Summary Overview A History of Managing for Performance Excellence in the Hotel Industry Most hotels re mained profitable despite these quality deficiencies because competitors had similar problems. Previously, in tiny hotels and inns, the innkeeper directed activities in the organization personally, including â€Å"managing for quality†. As hotels grew in size, the volume of activity outgrew the capacity of the innkeeper to manage by personal direction – it became necessary to delegate. Ritz-Carlton Returns to the Fundamentals: Upper Management Participation Then came 1983 and Horst Schulze. More Summary of Devil at My HeelsThe pace quickened with a lengthy procession of new Ritz-Carlton Hotels under development. Faced with this challenge, Horst Schulze and his team decided to personally take charge of managing for quality because they realized managing for quality could not be delegated! Apprentices were trained in the craft and qualified by examination to become craftsmen. The innkeeper – the master – then delegated much of the managing for quality to the craftsmen, subject to inspection and audit by the master. Many of our standards go back 100 years to this era of Caesar Ritz and the legendary Chef August Escoffier.The upper management participation of Horst Schulze and his team ranged across a broad spectrum, but most significant activities consisted of: As we entered the 20th century, the size of a hotel and its organization sharply increased. The resulting large hotels required functional departments. The innkeeper – now a general manager â₠¬â€œ delegated to each functional department head the responsibility for quality, for performing the function correctly. †¢ Defining the traits of all company products which are set out in The Credo. For a full explanation of The Credo, see Figure 1 on page 2. With the emergence and growth of technology, hotel roducts and processes became increasingly complex. To deal with these new complexities the hotel industry adopted the principle of separating planning from doing. Planning of the various departments was delegated to division and department heads (e. g. Food & Beverage managers, Rooms Executives, Purchasing Directors, etc. ). This left the job of executing the plans to the first-line supervisors and the workforce. The separation of planning from execution had four major consequences. †¢ Translating The Credo into basic standards to clarify the quality responsibilities for our Ladies and Gentlemen; the ost important of which include: (1) anticipating the wishes and nee ds of the guests (2) resolving their problems and (3) genuinely caring conduct towards guests and each other. 1. A factory concept emerged in which people were assigned one task rather than a single craftsman performing the entire sequence of tasks. In this factory approach, if task #11 was causing a problem for task #24, it wasn’t identified until it reached the customer, and even then the problem likely continued. 2. A dramatic rise in productivity. 3. The segregation of divisions and departments. 4. A further distancing of upper managers from the job of anaging for quality. †¢ Aggressively instilling a passion for excellence. †¢ Personally training the Ladies and Gentlemen of a new Ritz-Carlton on The Credo and Basic Standards, commonly referred to as The Gold Standards, which are shown on page 2 as Figure 1. Another Major Change, A Comprehensive Structure By 1989 Horst Schulze realized that a more comprehensive structure was necessary for the Ritz-Carlton to opt imize its performance. He selected the Malcolm Baldrige National Quality Award Criteria. Through the use of this assessment tool and the resulting feedback reports,The Ritz-Carlton developed a â€Å"Roadmap† to business excellence (see pages 3-4) which has attained significantly higher performance levels. A major ingredient of this approach was involving people in the planning of the work that affects them. The progressive removal of upper management from managing for quality produced negative effects on quality. Typically, performance either fell short of customer need or the cost to meet the need became excessive. In addition, the hotels accumulated huge chronic costs as a result of poor quality. 1 THREE STEPS OF SERVICE 1 A warm and sincere greeting. Use the guest name, if nd when possible. 2 Anticipation and compliance with guest needs. â€Å"We Are At The Ritz-Carlton, our Ladies and Gentlemen are the most important resource in our service commitment to our guests. Ladi es and By applying the principles of trust, honesty, respect, integrity and commitment, we nurture and maximize talent to the benefit of each individual and the company. Gentlemen Serving Ladies and The Ritz-Carlton fosters a work environment where diversity is valued, quality of life is enhanced, individual aspirations are fulfilled, and The Ritz-Carlton mystique is strengthened. Gentlemen† THE RITZ-CARLTON ® CREDOThe Ritz-Carlton Hotel is a place where the genuine care and comfort of our guests is our highest mission. We pledge to provide the finest personal service and facilities for our guests who will always enjoy a warm, relaxed yet refined ambience. The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our guests.  © 2000, The Ritz-Carlton Hotel Company, L. L. C. All Rights Reserved 2 The Ritz-Carlton ® Basics 1. The Credo is the principal belief of our Company. It must be known, owned and energ ized by all. 2. Our Motto is: â€Å"We are Ladies andGentlemen serving Ladies and Gentlemen. † As service professionals, we treat our guests and each other with respect and dignity. 3. The Three Steps of Service are the foundation of Ritz-Carlton hospitality. These steps must be used in every interaction to ensure satisfaction, retention and loyalty. 4. The Employee Promise is the basis for our Ritz-Carlton work environment. It will be honored by all employees. 5. All employees will successfully complete annual training certification for their position. 6. Company Objectives are communicated to all employees. It is everyone’s responsibility to support them. 7.To create pride and joy in the workplace, all employees have the right to be involved in the planning of the work that affects them. 8. Each employee will continuously identify defects (M. R. B. I. V. ) throughout the Hotel. 9. It is the responsibility of each employee to create a work environment of teamwork and lateral service so that the needs of our guests and each other are met. 10. Each employee is empowered. For example, when a guest has a problem or needs something special, you should break away from your regular duties to address and resolve the issue. 11. Uncompromising levels of cleanliness are the responsibility of every employee. 2. To provide the finest personal service for our guests, each employee is responsible for identifying and recording individual guest preferences. 13. Never lose a guest. Instant guest pacif ication is the responsibility of each employee. Whoever receives a complaint will own it, resolve it to the guest’s satisfaction and record it. 14. â€Å"Smile – We are on stage. † Always maintain positive eye contact. Use the proper vocabulary with our guests and each other. (Use words like – â€Å"Good Morning,† â€Å"Certainly,† â€Å"I’ll be happy to† and â€Å"My pleasure. †) 15. Be an ambassador of your Hotel in a n d o u t s i d e o f t h e wo r k p l a c e .Always speak positively. Communicate any concerns to the appropriate person. 16. Escort guests rather than pointing out directions to another area of the Hotel. 17. Use Ritz-Carlton telephone etiquette. Answer within three rings with a â€Å"smile. † Use the guest’s name when possible. When necessary, ask the caller â€Å"May I place you on hold? † Do not screen calls. Eliminate call transfers whenever possible. Adhere to voice mail standards. 18. Take pride in and care of your pers o n a l a p p e a r a n c e . E v e r yo n e i s responsible for conveying a professional image by adhering to RitzCarlton clothing and grooming standards. 19.Think safety first. Each employee is responsible for creating a safe, secure and accident free environment for all guests and each other. Be aware of all fire and safety emergency procedures and report any security risks immediately. 20. P r o t e c t i n g t h e a s s e t s o f a R i t z Carlton hotel is the responsibility of every employee. Conserve energy, properly maintain our Hotels and protect the environment.  © 2000, The Ritz-Carlton Hotel Company, L. L. C. All Rights Reserved Figure 1 The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary 3 Fond farewell. Give them a warm good-bye and use their names, if and when possible.THE EMPLOYEE PROMISE The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary The Ritz-Carlton Chronology of Performance Excellence Genesis 1890’s Caesar Ritz defines Standards for a Luxury Hotel Apprentice Programs, Inspection/Audit by the Master 1900 General Manager Concept Delegation of Quality to Functional Managers Managers Plan / Workers Do 1980 1983 Extensive Participation of Horst Schulze in the Management of Quality †¢ The Credo †¢ Basic Standards for The Ladies and Gentlemen †¢ A Passion for Excellence 1988 1989 MBNQA Audits and Feedback Business Excellence Roadma p (Figure 3) Involving People in the Planning f the Work that Affects Them 1999 100% Employee Pride & Joy Zero Customer Difficulties 100% Customer Loyalty Figure 2 2003 3 The Ritz-Carlton Business Excellence Roadmap Deployment â€Å"Do† Results â€Å"Check† Improvement â€Å"Act† A Passion for Excellence Senior Leaders â€Å"Start-Up† new hotels Performance Evaluations Development / Training Plans Distribution of â€Å"The Pyramid† Leadership Center Daily Reinforcement of The Gold Standards 1. Leadership Approach â€Å"Plan† The Seven Pyramid Decisions MBNQA Developmental Job Assignments Basic Empowerment Process Divide/Subdivide Objectives Select Process Owners Actual versus Planned performance comparedQuarterly by Upper Managers at the corporate and hotel level Act on the Differences Evaluate / Improve Planning Process Develop Processes Provide Necessary Resources Daily Operations review by the workforce 4 3. Customer and Market Focus Mark et Research that concentrates on the quality of the hotel facility and operations 6P’s Concept Operation of the â€Å"CLASS† Database Daily Hotel Measurement †¢ SQI †¢ RevPAR by Market Segment Evaluate / Improve Annually Standard Performance Measurement Monthly Measurement †¢ Advance Bookings †¢ Customer Satisfaction †¢ RevPAR †¢ P&L 4. Information and Analysis Selecting Performance Measurements for: Upper Managers †¢ Daily Operations Individual Process Owners select Performance Measurements for: †¢ Upper Managers †¢ Daily Operations Comparative Benchmarking Share/Replicate Best Practice Performance, On-Going Figure 3 Statistically Trained Employees, Consulting Specialists Continuous Improvement The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Fact-based Strategic Objectives Fact-based Key Process Identification 2. Strategic Planning The Ritz-Carlton Business Excellence Roadmap MBNQA 5. Human Resources Devel opment and Management Approach â€Å"Plan† Results â€Å"Check† Improvement â€Å"Act† Employee Education, Training andDevelopment Q. S. P. Site Visits by Senior H. R. Leaders Day 21/365 Training Certification Review Performance Appraisal Evaluations Analysis of Employee Surveys Analysis of Employee Surveys 6. Process Management Manage Key Production and Support Processes Incorporate changing Customer requirements P. Q. I. 5 S. Q. I. Major changes that require project management The GreenBook Process Audits Incremental Day-to-Day Improvements Actual versus Planned Performance compared quarterly by Senior Leaders at the corporate and hotel level Continuously and Forever Improve Process Owners Modify Processes for each new hotel 7. BusinessResults Strategic Objectives define long-term targets Lead People Manage Processes Tactical Processes set annual targets Standard Performance Measures Daily Operations Review by the workforce Figure 3 (continued) The Ritz-Carlto n Hotel Company, L. L. C. 1999 Application Summary Jobs are designed so our people: †¢ Know what to do †¢ Know how well they are doing †¢ Can regulate the process or their own personal conduct Deployment â€Å"Do† The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Leadership as The Gold Standards, Figure 1, page 2. These standards consist of: (1) The Credo (2) The Basics (3) Three Steps ofService (4) Motto and most recently, (5) The Employee Promise. These standards have had a long life with only The Basics changing with business conditions. Our Senior Leaders continue the strong excellencedriven leadership that began in 1983 and resulted in us becoming a recipient of the 1992 Malcolm Baldrige National Quality Award. In the years following the award they actually increased their involvement in both the improvement and operation of our structured approach to business excellence. A summary of this business excellence roadmap is shown in Figure 3, p age 4. Collectively, these standards have an incredible empowering effect on TheRitz-Carlton Ladies and Gentlemen to think and act independently with innovation for both the benefit of the customer and our organization. Approach â€Å"Plan† Since The Credo stresses â€Å"providing the f inest and anticipating the unfulf illed wishes of our guests,† The Ritz-Carlton Ladies and Gentlemen continually learn and innovate. The Three Steps of Service, combined with our basic empowerment process shown below in Figure 1. 2 promotes innovative, quick personal service. Our Senior Leaders have a passion for excellence, largely because of: (1) the performance expectations of Horst Schulze (2) our Gold Standards and (3) the Pride and Joy of chieving excellence. The seven specific decisions made by our Senior Leaders, collectively, to set direction for business excellence are shown below: 1. 2. 3. 4. 5. 6. 7. Deployment â€Å"DO† The specific actions taken by our Senior Leader s to deploy our leadership approach consist of three major processes: 10 Year Vision 5 Year Mission 3 Year Objectives 1 Year Tactics Strategy Methods Foundation 1. Since 1984, all members of Senior Leadership have personally ensured that each new hotel’s goods and services are characteristic of The Ritz-Carlton on opening day. Since six to seven hotels open each year, our leaders pend at least six to seven weeks working with our Ladies and Gentlemen (using a combination of hands-on behavior modeling and reinforcement) during the seven day countdown to opening. This includes the President and COO who personally demonstrates the guest/employee interface image and facilitates the first vision statement The process for providing our Senior Leaders with the necessary data and analysis to make these key decisions is explained fully in the Strategic Planning section. It is worth mentioning that our Senior Leaders personally established our foundation, which is now referred toThe Bas ic Empowerment Process Three Steps of Service 1 Warm Welcome 2 Anticipation and Compliance with Guest Needs Employee Senses Guest Wish or Need Employee Breaks Away from Routine Duties Employee Applies Immediate Positive Action Determine Guest Reaction If Satisfied If Dissatisfied 3 Fond Farewell Document the Incident Employee Returns to Routine Duties Figure 1. 2 6 Guest Memory System Escalate the Complaint The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Results â€Å"Check† session for each newly formed department. During these formative sessions which all employees must attend, thePresident and COO personally interacts with every new employee both individually and in a group setting. His in-depth knowledge of hotel operations and enthusiasm for The Gold Standards are an inspiration for all concerned. Leadership effectiveness is evaluated (1) On key questions of our semi-annual employee satisfaction results (these questions reveal if the respective leader h as gained the full support of the Ladies and Gentlemen regarding our Gold Standards). (2) Through audits on public responsibility (i. e. Life Safety Systems, Security Systems, Food Preparation and Alcoholic Beverage Service, Environmental Stewardship). . The results of the seven specific decisions from the annual strategic planning process are arranged in a â€Å"Pyramid Concept† and distributed throughout the organization. The 2000 Pyramid is shown in Figure 1. 3. Improvement â€Å"Act† Gaps in leadership effectiveness are ad3. The Gold Standards are reinforced daily dressed with development/training plans. For in a variety of forums which include: (1) widespread deficiencies, the corporate human lectures at new employee orientation (2) resource function develops/improves courses, developmental training (3) daily line-up processes or facilities.As a result, we have 10 YEAR VISION meeting (4) administration of both posdeveloped a leadership center at Corporate To be Th e itive and negative reinforcement (5) Headquarters. In addition, we make exPremier Worldwide mission statements displayed (6) distensive use of developmental job assignProvider of Luxury tribution of Credo Cards (7) The ments. Credo as first topic of internal Travel and Hospitality Prodmeetings and (8) peer pressure. ucts and Services 5 YEAR MISSION Product and Profit Dominance OBJECTIVES T h e V i t a l – Fe w O b j e c t i v e s TACTICS Key Production and Business ProcessesSTRATEGY C u s t o m e r a n d M a r k e t Fo c u s S t r a t e g y w i t h Action Plans METHOD TQM – Application of Quality Sciences  · M a l c o l m B a l d r i g e N a t i o n a l Q u a l i t y Aw a r d C r i t e r i a  · T h e G r e e n B o o k – 2 nd E d i t i o n FOUNDATION Va l u e s a n d P h i l o s o p h y – T h e G o l d S t a n d a r d s Credo  · Motto Three Steps of Service  · Basics  · Employee Promise Copyright  © 2000 by THE RITZ-CARLTON HOTEL COMPANY, L. L. C. – All Rights Reserved Figure 1. 3 7 The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Strategic Planning Planning ProcessAt The Ritz-Carlton, Strategic Development is the process that enables Senior Leaders to make specific decisions that set direction for Business Excellence. 1 Macro Environment Analysis Confirm/Modify Vision, Mission, Strategy, Methods, Foundation Approach â€Å"Plan† A description of the three major components of our planning process, including the pre-work known as the Macro Environment Analysis, is show in Figure 2. 1. Macro-Environment Analysis This extensive analysis is done to understand the current state (and expected future state) of the Macro Environment in which we operate our company.The key result of the analysis is a projection of the future state of The Ritz-Carlton relative to competitors and the expectations of hotel owners in primary performance areas. Subsequently, gaps are identified. 2 Select RITZ-CARLTON Str ategic Mandates 3 Develop RITZ-CARLTON â€Å"VitalFew† Objectives and Targets March—June Figure 2. 1 Step 1 March – June Using the Macro Environment Analysis, Senior Leaders confirm the 10 Year Vision, 5 Year Mission, Strategy, Methods and Foundation or make changes. Step 2 March – June Deployment Process 5 1 Reinforce Pyramid Concept/ Plans/Budget Develop Production Processes 6Using the Macro Environment Analysis, strategic mandates are identified along with gaps in performance. Step 3 March – June The strategic mandates and the gaps identified in the Macro Environment Analysis are used to create the Vital-Few Objectives for the next three years. The Objectives are designed to address the projected gaps identified in the Macro Environment Analysis and to maintain or enlarge The Ritz-Carlton advantage over competitors where these advantages exist. VitalFew Objectives are separated into multiple categories for two purposes: (1) respond to the Strate gic Mandates and (2) represent all who are ffected by The Ritz-Carlton. The output of this step becomes our Pyramid (Figure 1. 3, page 7). Communicate Pyramid Concept to the Ladies and Gentlemen 2 Deploy Support Processes 7 Execute Plans 8 3 Develop Preliminary Plans / Budgets for L. L. C. and Hotels Daily Line-Up Reinforcement on-going throughout the year 9 Evaluate/Improve Planning Process 4 Finalize RITZ-CARLTON Pyramid Plan, Budgets for L. L. C. and Hotels Conduct Monthly Reviews of Plan at all levels. Collect information for the next cycle. October—February July—September Figure 2. 2 8 The Ritz-Carlton Hotel Company, L. L. C. 999 Application Summary Deployment â€Å"DO† Activities that have been agreed upon are then tied into our financial planning and budget process. The specific actions by Senior Leaders to deploy the Vital-Few Objectives are shown in Figure 2. 2. Steps 5 – 7 October – February Step 5 occurs during our semi-annual General Ma nagers meeting which sets in motion steps 6 and 7. Step 1 July – September Key Production processes are identified by three criteria: (1) work that ranks very important to customers (2) work that is rising in importance to customers and (3) work that is poor in comparison to competitors.These processes must then be developed and deployed. This is done by process owners at the corporate level. For a discussion of these processes and how they are developed see Section 6, Process Management. Step 8 On-Going Throughout the Year Every day, in every work area, on every shift, a brief line-up meeting is held. During these formative sessions, the Pyramid Concept is deployed, The Gold Standards are reinforced and good ideas are shared. Step 9 Annually Step 2 July – September Each year the Vice-President of Quality is responsible for evaluating and improving the Strategic Planning Process.Benchmarking other Baldrige recipients is used extensively for continuous improvement. Supp ort processes are deployed to the support functions of the organization. These processes indirectly affect our products and enable us to reach our Vital-Few Objectives. These processes are also developed/deployed by corporate process owners at the corporate office. Results â€Å"Checks† Monthly performance reviews of the the Strategic Plan are conducted by the upper managers at the corporate and hotel level. The framework of a typical review is shown in Figure 2. , which focuses on the pre-established performance indicators of the Vital-Few Objectives as well as key processes. This information allows us to easily make improvements and benchmarking comparisons which are discussed in Category 4. Steps 3 – 4 July – September To bring out into the open the resources required to reach our Vital-Few Objectives, we involve the Ladies and Gentlemen of The Ritz-Carlton. First, we communicate the measures and targets of our Vital-Few Objectives to lower levels of the orga nization. The lower levels then identify the deeds, that if done, will collectively meet the objectives.The lower levels also â€Å"submit the bill† to perform these deeds. Focus Indicators What’s Reviewed Employee Pride & Joy †¢ Key Survey Questions †¢ Turnover Actual versus Plan / Trends Customer Loyalty †¢ Overall Customer Satisfaction †¢ Customer Difficulties Revpar / P&L †¢ Advance Bookings †¢ Market / Business Performance Actual versus Plan / Foremost Competitor, Trends Actual versus Plan / Industry Trends Key Processes †¢ Key Production and Actual versus Support Processes Plan / Trends Figure 2. 3 Process Owner †¢ Human Resource Director †¢ Operations Director †¢ Quality Director †¢ Marketing Director †¢ Finance Director Functional Leaders 9 The quarterly performance reviews are translated into opportunities for improvement and innovation. These decisions are determined by process owners with assistance from the special organization of Directors of Quality. Widespread understanding and involvement of findings and actions are deployed to lower levels through: (1) the traditional hierarchy (2) process owners and teams and (3) Commitment to Quality newsletters. Another form of improvement is the evaluation of the Strategic Planning Process. The Vice-President of Quality is responsible for developing, benchmarking and improving his process. The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Customer and Market Focus A particularly noteworthy tool that we use is CLASS (an automated â€Å"memory system† that links returning guests to their preferences). The practice of remembering regular guests creates lasting relationships, which is a major competitive advantage for us. The types of information stored in the CLASS database are given in Figure 3. 2 . At The Ritz-Carlton, customer and market focus concentrates on the information needed for hotel development and ope ration explained in Section 6, Process Management.Approach â€Å"Plan† In addition, we utilize other information technology: (1) DFS (2) Product Quality Indicators (PQI) and (3) Service Quality Indicators (SQI), explained in the next Section, Information and Analysis. The many needs and sources of this information (i. e. market research) are summarized in Figure 3. 1. Needs and Sources of Market Research at The Ritz-Carlton Needs for Market / Customer Information Brought to our Attention Readily Available but Requires Analysis Determination of Market Segments †¢ Sales and Marketing function ranks potential and current customers by volume, geography and profit Analysis of â€Å"CLASS† database Identifying Potential Customers Relative Priorities of Customers †¢ â€Å"Automated Memory System† that links returning guests to their preferences Widespread Customer Dissatisfaction Competitive Quality Status Opportunities for Improving RevPAR through Quality â € ¢ Alliances with Travel Partners (Airlines, Credit Card Companies, Convention Bureaus, etc. ) †¢ Same as above †¢ Focus Groups †¢ Customer Satisfaction results †¢ Use of Information Technology †¢ DFS Demand Forecast Individual Dissatisfaction of Customers Must be created by a Special Study †¢ Complaints, Claims, ClientAlerts, Feedback from the Salesforce, Summarized in the SQI/PQI †¢ Pareto analysis of the SQI and PQI †¢ Ratings from Customers, Star Report, Salesforce reports †¢ Summary of above analysis †¢ Summary of above †¢ Criteria, Rating and Awards from Travel Industry publications †¢ Pareto analysis to identify major causes of customer dissatisfaction Figure 3. 1 10 †¢ Interviews with customers †¢ World-Class customer and employee satisfaction data †¢ Special psychological studies to understand: 1. What Customers mean, not what they say 2. How to appeal to the customer in the language they most und erstandThe Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Deployment â€Å"DO† to remember returning guests and generate essential preference and schedule information to all concerned. In this way, the Ladies and Gentlemen of The Ritz-Carlton and our suppliers understand what is â€Å"new or different† about each individual customer or event. The specific actions taken by our Sales and Marketing Leaders to deploy our Market Research conclusions consist of four major processes: (1) The 6 P’s Concept (2) Operation of the CLASS database (3) Complaint Resolution Process and (4) Standard Performance Measurements.Standard Measurements The Six P’s Concept The major components of our Sales and Marketing Performance Management System are shown in Figure 3. 3. Since these measures both precede and lag the operation they are both forward-looking and reaction based. After we gain a full understanding of our market segments, customers and their relative priorities, we develop and distribute, internally, a 6P’s Concept. The concept consists of: (1) Problem or need of the Customer (2) Product (what is it) (3) Promises (what it can do for the customer) (4) Personal Advantage (what can the customer do because of it) 5) Positioning (the benefit of it versus the competition) and (6) Price/Value (what customers must give up in time or money to get it). These concepts lay the groundwork for process design. Subject Advance Bookings The 6P’s concept typically creates a vision of wellbeing, which results from the purchase of Ritz-Carlton products – genuine care, comfort and prestige. By disseminating this information into the marketplace, we reinforce an aura of competence. Service Quality Indicators (SQI) measure The Gold Standards Revenue Per Available Room (RevPAR) Customer Satisfaction Determination The P&L StatementFigure 3. 3 Operation of the CLASS Database Precede / Lag Operations Precedes up to several years Lags by One Day Results â€Å"Check† A major challenge faced by The Ritz-Carlton is to remember each of its 800,000 plus customers. In response, a special organization exists in each of our hotels called Guest Recognition. This special function uses the CLASS database Lags by One Day Lags by 45 Days Lags by 40 Days The effectiveness of our Customer and Market Focus is evaluated through reviews of our standard performance measures daily, monthly and annually. Daily reviews at hotels consist of SQI and RevPAR y market segment and performance. †¢ †¢ †¢ †¢ †¢ Likes/Dislikes Previous Difficulties Family Interests Personal Interests Preferred Credit Cards Recency/ Frequency of Use †¢ By Hotel †¢ All Hotels Lifetime †¢ Usage †¢ Amount of Purchase Monthly reviews at all levels consist of Advance Books, Customer Satisfaction, RevPAR by Market Segment and the P&L Statement. Knowledge of Individual Customers, Stored in CLASS Database Annual revie ws at the corporate level are contained in our Strategic Planning Pre-Work, Macro Environment Analysis. Improvement â€Å"Act† The daily and monthly reviews identify performance gaps to be corrected.The extensive analysis of the Macro Environment Analysis drives confirmation or changes in marketing strategy, objectives and plans. Figure 3. 2 11 The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Information and Analysis The PQI are our Product Quality Indicators, which consist of the 10 most serious defects that can occur in the development phase of a new Ritz-Carlton Hotel, listed in Figure 4. 4. Approach â€Å"Plan† Two basic types of measurements are used at The Ritz-Carlton: (1) organizational measurements for upper managers at both the corporate and hotel levels and (2) operational (i. . process) measurements for planning, assessing and improving daily operations. A further distinction in our measurement is whether it provides information before, dur ing or after operations (Figure 4. 1–4. 3). PQI Defects 1. Sub-Standard Management Contract 2. Missing / Wrong Concepts 3. Late Feasibility Study 4. Wrong / Late Schematic Design 5. Detailed Design Changes 6. High-Risk Facility Suppliers 7. Late Construction Days 8. Missing / Inadequate Key Production and Support Processes 9. Inadequate Pre-Sales Results 10. Inadequate Caring Mindset of Employees Figure 4. 4Before Operations Measures Subject MacroEnvironment Analysis Unit of Measure Summaries of Performance, Money, Ratios, Indexes New Hotel Development Defect Points (i. e. PQI) Daily Variable Demand Production/Hours worked ratio Use Annual Input for Senior Leaders to reset organizational and operational measures Measures for Senior Leaders to plan, assess and improve each new hotel development Plan daily operations and pricing Since our customer requirements extend beyond the functional to the sensory (which are difficult to measure), we rely on The Gold Standards to measure quality during operations.Most of these measures are used by line level employees. We can do this effectively since the workforce is selected, trained, certified, reinforced and rewarded through our Gold Standards, This qualifies them to design the appropriate sensory measurements that allow them to assess their work and take appropriate actions. Figure 4. 1 The SQI are our Service Quality Indicators, which consist of the 10 most serious defects that can occur during the regular operation of a Ritz-Carlton hotel. The seriousness of each defect is weighted by a point value listed in Figure 4. 5. During Operations Measures SubjectThe Gold Standards Unit of Measure Taste, Sight, Smell, Sound, Touch Use Operational measures for the individual Employee to Plan, Assess and Improve their Work SQI Defects 1. Missing Guest Preferences 2. Unresolved Difficulties 3. Inadequate Guestroom Housekeeping 4. Abandoned Reservation Calls 5. Guestroom Changes 6. Inoperable Guestroom Equipment 7. Unread y Guestroom 8. Inappropriate Hotel Appearance 9. Meeting Event Difficulties 10. Inadequate Food/Beverage 11. Missing/Damaged Guest Property / Accidents 12. Invoice Adjustment Figure 4. 5 Figure 4. 2 After Operations Measures Unit of Measure OrganizationalPerformance Indicators, Money, 1–5 Scale, Percentages Key Production Weighted Defect Points (SQI) and Support Production/Hours Processes worked ratio Revenue per Available Room Figure 4. 3 Subject Vital-Few Objectives Use Improve Organizational Performance Improve Daily Operations Points 10 50 1 5 5 5 10 5 5 1 50 3 The total number of occurrences is multiplied by the weight, totaled and divided by the number of working days applicable to obtain an average daily point value. The average daily point value is disseminated to the workforce daily. Improve Pricing Policies 12 The Ritz-Carlton Hotel Company, L. L.C. 1999 Application Summary Comparative Benchmarking process owners to each metric associated with key production and sup port processes. There are three types of comparative data at The Ritz-Carlton: (1) comparisons to industry and our foremost competitor (2) benchmarks outside our industry and (3) benchmarks inside our company. Since we began formal benchmarking in the 1980’s, we have found this highly useful as it has pushed us over the years to even higher target levels of performance and roadmaps to get there. Figure 4. 6 details the sources of this data and the types of information that are analyzed.Since these process owners are heavily involved in designing the architecture of the data and information that they review, rarely do they see a fact or figure presented in a way they don’t understand. Results â€Å"Check† Since we place such a strong emphasis on fact-based decision making, reliability of the data is critical. We rely on our highly trained Ladies and Gentlemen (including statistically trained at all levels) to insure data and information reliability. At the corpor ate level, we assign individual process owners to assure data can withstand scrutiny and provide background information.We also retain third-party specialists to provide independent reviews of information analysis and processes. Deployment â€Å"DO† The specific actions taken by Senior Leaders to deploy the information and analysis approach is based on the concept of individual process owners. Individual Process Owners Improvement â€Å"Act† Our Senior Leaders and Hotel Guidance Teams have the high level organizational performance data they need because we assign individual owners to each metric associated with the Vital-Few Objectives. In addition, our Vice-President of Quality keeps our performance measurements current with business needs.Whenever our process owners and consulting specialists indicate a change of plan is needed, the plans are rewritten, rebudgeted and reapproved. Our Ladies and Gentlemen, on a daily basis, identify and implement improvements in perfo rmance measurement as expected in our culture and facilitated through the training and performance management programs outlined in Category 5. Our Ladies and Gentlemen have the operational performance data they need daily because we assign individual Sources of Comparative Data Internal Source External Information Source Each Hotel’s measurements in the areas RCHC of employee satisfaction, customerInformation, Analysis System satisfaction, RevPAR and operational performance are compared Information Ritz-Carlton Marketing and Finance RCHC functions compare us against our Information, Analysis System competitors in the area of market and business performance Process Champions Operations, Human Resources, Baldrige Award Marketing and Finance leaders drive Winners best practices and processes both up and down the organization Annually, the VP of Quality studies comparative data and best practices Regional VP Meeting These periodic meetings focus on review Kaznova of performance t o plan ConsultantsWorld-class benchmarks New Hotel Start-Up When Ritz-Carlton managers are assigned as trainers in a new hotel, they learn and share best practices Travel Publications, AAA, Mobil Criteria to identify industry trends and performance Best Practice Sharing Any â€Å"new idea† implemented is shared Mayflower company-wide via E-mail. Results and Group Improvements are communicated in the daily Commitment to Quality newsletter Travel Industry Criteria and Publications Figure 4. 6 13 The VP of Human Resources compares us to America’s most-admired companies (i. e. Fortune 500 and Baldrige winners) in the area of Employee SatisfactionThe Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Human Resource Approach Human Resource Focus Skilled and Empowered Work Force Operating with Pride and Joy Our human resource approach is summarized in Figure 5. 1, which is the well-established model that underpins and aligns our various human resource philosophies and programs. Ritz-Carlton Work Environment Approach â€Å"Plan† Ritz-Carlton Human Resources Fundamentals Our Senior Leaders decided to increase both the meaning and satisfaction our people derive from their work. This approach consists of three basic components: (1) ourLadies and Gentlemen know what they are supposed to do (2) they know how well they are doing and (3) they have the authority to make changes in the process under their authority or their own personal conduct. †¢ Quality Selection Process †¢ Orientation †¢ Training Certification †¢ Line-up and daily training †¢ Communication †¢ Personal and professional development †¢ Work/life issue management †¢ Job Enlargement †¢ Career progression †¢ Performance measurement †¢ Legal compliance †¢ Employee Rights †¢ Issue Resolution Process †¢ Reward and Recognition Know What They are Supposed To Do At Ritz-Carlton our Ladies and Gentlemen know hat they are supposed to: (1) learn and use The Gold Standards (2) master the procedures of their job (i. e. Training Certification) and (3) generate ideas to improve products, services and processes. Know How Well They Are Doing Figure 5. 1 We keep our Ladies and Gentlemen informed on how well they are doing in many forms. They receive coaching from managers and peers on individual tasks throughout the day. Our education and training is designed to keep individuals up to date with business needs. The Corporate Director of Training and Development and the Hotel Directors of Training and Development have the responsibility to make ure that training stays current with business needs. To do this, they work with Human Resource and Quality Executives who input organization and job performance training requirements or revise existing ones. The flow of this process is shown in Figure 5. 2. Key developmental training needs are addressed through a core of courses that all employees receive. Daily, th ey receive information from the SQI report. Finally, they receive semi-annual performance appraisals on their general performance. The Authority to Make Changes The ability of our Ladies and Gentlemen to regulate ow work gets done is assured through Basic Standards set out in The Credo Card, â€Å"People have the right to be involved in the planning of the work that affects them†. All employees (regardless of their level in the company) receive the same mandatory two day orientation process, which includes classroom type training on The Gold Standards and The GreenBook (page 16). Deployment â€Å"DO† As shown in Figure 5. 2, we use input from employees and their supervisors in determining educational needs primarily via a review and analysis of our performance appraisal documents.The Hotel Director of Training and Development and the Quality Trainers also receive and consider direct feedback from Ritz-Carlton personnel. When training is designed, it is piloted and appr oved in a fashion similar to the new product and service development process described in Category 3. Participants in the pilot provide direct, candid feedback to the designers and instructors. The specific actions taken to deploy our approach range across a broad spectrum, but most significant activities consist of: (1) The Quality Selection process and (2) Employee Education, Training and Development.Our President and COO started as a waiter’s apprentice in Europe, and many of our executives started as front line personnel in Ritz-Carlton Hotels and were promoted as they rotated jobs. Therefore, training receives the highest attention in our company. 14 The Ritz-Carlton Hotel Company, L. L. C. 1999 Application Summary Departmental Trainer Evaluate Student Reaction/Needs Managers/Training Director Evaluate Performance appraisals/training results Vice-President, Quality Determine Organizational Performance Excellence Requirements Vice President, Human Resources Determine Orga nizationalDevelopmental Training Requirements Corp Director of Training and Development The Ritz-Carlton Design of Courses Confirm/Modify existing processes/Facilities Develop/Improve Courses/Processes/Facilities Project Team Codeveloped with supplier of new equipment/ Technology Outsource Figure 5. 2 â€Å"themes† of each job. The graph also contains comparative data which consists of industry and Ritz-Carlton norms. Although job induction training is classroom delivered by the Director of Training and Development and the General Manager, most training delivery is on-the-job. This onsists of: (1) daily line-up (2) self-study documents (3) developmental assignments and (4) training certification. Most training is evaluated through examinations, while other methods include audits, performance reviews and appraisals. Day 21 21 days after orientation, each orientation class reunites for a day of evaluation and debriefing. A similar session occurs on or near day 365. Approximatel y 80% of the training received by The Ritz-Carlton Ladies and Gentlemen is from in-house sources which allows us to have direct control over the method of training delivery and evaluation.

Social Exchange Theory

Reaction Paper #2 The Social Exchange Theory was very interesting for me to research as I was not familiar with it before this class. I learned about the basic parts of the theory, how it can pertain to marriage and divorce, and how it can help me in parenting. Self-interest is the main focus of this particular theory and can be described as a utilitarian way of thinking. After more research, I learned that utilitarian thinking in family studies is concerned with achieving outcomes that are most valued (White & Klein, 2008). Within this theory, the actors are most concerned with rewards and costs. Rewards are considered anything that is perceived as beneficial to the person’s interest, and the costs are just the inverse of the rewards. As a past math teacher, this was analytically easy for me to understand, but seemed very selfish to me. To me, someone who based their relationships and choices on this theory did it for their own personal profit and maximization. Even if there are no rewards, the actors will make whatever choices are necessary to minimize the costs (Chibucos & Leite, 2005). I did not fully accept and understand the social exchange theory until I read the additional assigned readings. One of these articles was written by Susan Sprecher. She completed a longitudinal study on the social exchange theory within dating couples (Chibucos & Leite, 2005). As I examined her findings, I realized that most individuals make choices based on rewards and costs, and I sometimes refer to them as pros and cons of a decision. It did not seem so selfish, but more of a well thought out plan. I also realized that I had made choices as described by the social exchange theory many times in my life, specifically concerning my long-term relationships. I chose to get married in 1990 because the benefits outweighed the costs of marriage. Yes, I even made a list. The benefits included companionship of the one I loved and trusted, the option to start a family and have children, and begin building lifelong relationship with the person that I had chosen to grown old with. I knew there were going to be costs to a marriage, but as a young adult, I did not realize all of them. The costs, in my mind, included a loss of independence, putting our money together, accountability, and maybe some contention. It seemed to me that my benefits were greater than any costs, and I was willing and excited to make my vows. As time went on, children began arriving into our home. It seemed that as the stresses of family life increased, so did our marital contention. Somewhere during our fifth year of marriage, I made a list of the benefits and costs, or pros and cons as it seemed at the time, as to whether or not to continue my marriage. The benefits were about the same, but the costs were increasing annually. Finances were very tight, my husband chose to spend a lot of time away from home, anger problems were escalating, and being a mother of two children was hard without help from my husband. Nonetheless, the benefits seemed to outweigh the costs, because I knew divorce would be more costly. By the eighteenth year of our marriage, my marriage had taken a terrible turn. A private investigator informed me that my husband was living with a 22-year-old and had been for over three months. I had five children, relied solely on my husband’s salary for support, and did not want the identity of being â€Å"divorced. † But I think the devastation of discovering his romantic relationship, the length of his infidelity, and the fact that he made no attempts to resolve matters, made my benefits and costs equation easy to solve. My benefits were to teach my daughters that this was unacceptable behavior and should never be tolerated and to teach my sons that there are dire consequences to such choices as a husband. I almost felt that my agency had been taken away as I had to choose to divorce my husband. Now three years later, I can examine that divorce equation and see that I made the best choice for my family, and that without even realizing it, I was using the social exchange theory to resolve a great issue in my life. This theory is more easily seen within large issues to me, what about my everyday parenting? I have watched for the past few weeks how I can help my children within these guidelines. With some careful thought, I helped one of our children decide the best place to sit on the school bus. If he chose one seat, he could sit with more popular kids, but he stood a higher chance of getting in trouble for misconduct. If he chose a less desirable seat, he could stay out of trouble and befriend a new student who recently moved into town, therefore, making a new friend. With some discussion, he was able to analyze on his own which seat would be more beneficial to him. Another time I was able to use this knowledge within parenting was in helping my daughter with her math teacher. My daughter dislikes math anyway, and sees no longterm reason to learn it. She was assigned a specific teacher at school and was not doing especially well, per her grades. My daughter disliked the teacher stating that she was too strict and assigned too much homework. Her friends told her that she did not need the specific math class to graduate and encouraged her to change classes. Using the social exchange theory, we not only discussed the importance of math, but how learning to get along with this math teacher could greatly benefit her grades. We encouraged her to talk to her teacher about her difficulties and to request some clarifications about specific concepts. My daughter chose to try it out because during our discussion she could see the benefits, although, she was not completely convinced. She went to her teacher, worked out some differences, and her grades reflect the benefits. I now more fully appreciate the opportunity I have had to research, analyze, and give a presentation on the social exchange theory. It increased my knowledge and gave me the opportunity to reflect on some past decisions I have made in my life. I can see that this theory is not applicable to all choices, but it is helpful to know that it is an option when dealing with difficult decisions pertaining to relationships. I can see why some would consider it reductionist (Piercy class notes, September 29, 2011). I think I would feel that a therapist was not taking my personal issues seriously if they were reduced to just costs or benefits. With this in mind, a marriage and family therapist might not want to use this framework when working with major relationship issues. When the social exchange theory was further explained in class, I was able to grasp the thought of being under benefitted and over benefitted in a relationship (Piercy class notes, September 29, 2011). I do not think that any relationship is ever equal, but if we think about how and/or if each person involved benefits, we can help each person better relate to one another. This might be a better way that a therapist could use this theory in a counseling setting. As Dr. Piercy said, â€Å"Satisfaction and commitment are more important than equity† (Piercy class notes, September 29, 2011).

Health Provider and Faith Diversity Essay Example

Health Provider and Faith Diversity Essay Example Health Provider and Faith Diversity Essay Health Provider and Faith Diversity Essay Health Care Provider and Faith Diversity Health Care Provider and Faith Diversity Delia Stoica Grand Canyon University: HLT-310V February 4, 2012 Abstract The following paper describes three different religions: Judaism, Islam and Hinduism. It will detail the spiritual perspective on healing that all three of the faiths have. A description of what is important to their healing and what is important for the healthcare provider to know in caring for people of these faiths. Also there will be a summary of how these faiths differ from Christianity. Introduction The United States is known as a â€Å"melting pot†. This is due to all the different nationalities and faiths that are seen in our country. As healthcare providers we are faced with trying to understand all the different cultures we encounter on a daily basis in a hospital setting. There are many different faiths, some are well known such as Christianity and some are not quite so known such as Hinduism. Different faiths have different rules and regulations that they follow. Knowing all the intricate ins and outs of every religion is going to be impossible, but that should not stop someone from trying to learn all they can regarding the patients they are caring for. Everyone has probably heard of Judaism, Islam and Hinduism, but that does not mean that a nurse or physician would know all the things that would be different in regards to caring for patients of these different faiths. Hinduism Hinduism is the third largest religion in the world. There are six major philosophies in the Hindu religion. One of the major one is Vedanta. Vedanta teaches that â€Å" that mans real nature is divine, and that the aim of human life is to realize divinity through selfless work, devotion to God, control of the inner forces, and discrimination between the real and the unreal. It recognizes that Truth is one and accepts all religions, properly understood, as valid means of realizing the truth (Guidelines, 2002)†. Hindus believe that the body is just a vehicle for the soul, and that when the body dies the soul transfers to another body until it can finally get to be united with God. They recognize that death is a natural part of life and the true self does not die when the body dies. There are a lot of things that the religion accepts which are part of the Western medical practices. Seeking medical attention is something that Hindus will do, but they believe that Western medicines tends to overmedicate their patients, especially with antibiotics which could make them hesitant to start an aggressive treatment plan. Some people of this religion may practice Ayurvedo or homeopathy to cure some problems. This religion allows for blood transfusions and organ transplantation/donations. There is no rule against performing an autopsy if needed. Because this religion practices modesty, women may prefer to be examined by a physician of the same sex. Hindus are very social and family oriented. It is important that the family be involved in the treatment and care of the patient. Women of the Hindu religion wear a red dot on their forehead to symbolize that they are married, some also wear necklaces, bracelets or toe-rings, which are not to be taken off, this is something that needs to be considered if there is a need for a procedure such as an MRI that requires all metals to be removed. Men of this faith wear a â€Å"sacred thread† which is never supposed to be removed. Many Hindus are strict vegetarians and will not eat beef or beef products, if at all possible they should be allowed to bring food from home unless there is a dietary restriction. In situations where there is an end-of-life issue, family needs to be very involved. Hindus do not believe in artificially prolonging life and may prefer to die at home. Because Hindus practice cremation and it needs to be done within 24 hours of death it is critical that all the paperwork is in order quickly. Judaism Judaism is one of the oldest religions still around today. There are Orthodox and non-Orthodox Jewish followers. Orthodox Jews strictly follow all traditional laws of the religion. The faith holds medical practitioners in high regards and even may break some rules if medical experts believe that it may be life saving. Most Jewish people observe the Sabbath, which is from sundown on Friday to sundown on Saturday, in which they are not allowed to work. In this regard a Jewish patient would not be able to write, use the button for a PCA pump, drive or even turn on a light switch. As healthcare ractitioners we need to keep that in mind when caring for patients during this time. The food they eat is â€Å"kosher† foods, which means that there are special ways of preparing beef. Pork, fish and gelatin are not allowed and neither is beef and milk together. Care needs to be taken with preparation of these foods for these patients, as healthcare providers we need to keep in mind that this is not just an issue of them being picky but an extreme ly important part of their religion. Men in this religion may wear yarmulkes â€Å"skull caps† during prayer and some may wear it all the time (Handbook, 2000). We need to make allowances for up to 10 people in the room during prayer. When dealing with end-of-life issues there are deep debates regarding withholding or withdrawing of life-saving therapy and families may want to consult a rabbi before making any decisions. The Jewish faith requires that burials happen quickly after death and autopsies at not permitted unless required by law. There is a requirement that a family member or representative of the family remain with the body at all times after death until burial, and also that amputated limbs be available for burial. Islam The Islamic religion is slowly becoming one of the largest religions out there. People who follow the Islamic religion are known as Muslims. Islam believes are â€Å" that all events, including health events, are the will of God, Muslim patients may be more likely to display acceptance of difficult circumstances and be compliant with the instructions of health care providers (Healthcare Providers, 2010)†. It is believed that the preservation of life overrides all guidelines, rules and restrictions. This faith requires extreme modesty and for men all body parts between the naval and knees need to be covered, for woman all but the face, hands and feet should be covered at all times when in the presence of anyone outside their family. Muslims are required to pray five times a day on a prayer mat facing Mecca. Patients that are ill can be excused from prayer if it is medically deemed that it is detrimental to their health. Patients are required by their faith to perform ablution with water before prayers and after urination and defecation. Islamic rule is that you use your left hand for dirty and right hand for clean duties. Muslims will prefer to use their right hand to eat and as a healthcare provider if you are feeding a Muslim patient it is preferred that you also use your right hand. Islam has a very strict rule regarding consumption of certain foods. Foods that are not permitted include pork, or pork derivatives and alcohol or alcohol containing foods. This could be a problem when giving certain medication that contains pork or alcohol. Providers should be aware of the medication given to a patient that is Muslim in order for them to follow the halal diet. Islam sees death as a natural part of life. They do not require treatment to be provided if it will only prolong a terminal illness. During end-of-life care, families may want to pray with the patient at bedside. This religion forbids autopsies, unless required by law. In the Islamic faith, burial needs to happen as soon as possible after death. The body should be washed by a family member or representative of the family and not by hospital staff, the body also needs to be covered by a sheet and face Mecca if at all possible. Comparing and Contrasting The previous religions discussed all have certain rules that need to be followed when it comes to dealing with healthcare. Christianity in general does not put any restrictions on healthcare providers. Certain Christian faiths such as Jehovah’s Witnesses do not allow blood transfusions because they feel it is not part of their body. The three religions discussed feel that anything that can be done to safe the person should be done and that life is important. Interestingly enough Hinduism, Judaism and Islamic faiths all have restrictions on food that they deem unclean. The only Christian faiths that have restrictions on food are Catholics and Orthodox Christians, which do not eat meat during Passover. There are many differences between Christianity and other faiths and not too many similarities when it comes to healthcare. Conclusion In doing the research for this paper, there have been a lot of good points brought up in regards to taking care of patients that are of a different faith than myself. It is extremely important to me as a person and as a nurse to know who my patients are and what their beliefs and faiths are. In order to be able to take care of a patient, physically and emotionally we need to know the restrictions that we may face in our everyday dealings with them. Working in a hospital that sees an enormous amount of people from all over the world it is important to keep religion and culture in mind when providing care. Being able to do research and finding all the rules and requirements is a great educational tool to use and will make your patients more apt to trust you if they see that you understand where they are coming from. References Bennion, R. (2000). Handbook on cultural, spiritual and religious beliefs. South Devon Healthcare. Retrieved February 3, 2012 from www. e-radiography. net/nickspdf/Handbook%20on%20beliefs. pdf Guidelines for health care providers interacting with patients of the Hindu religion and their families. (2002). Metropolitan Chicago Healthcare Council. Retrieved February 3, 2012 from info. kyha. com/documents/CG-Hindu. pdf Healthcare providers handbook on Muslim patients. (2010). Queensland Health and Islamic Council of Queensland. Retrieved February 3, 2012 from health. qld. gov. au/multicultural/health_workers/hbook-muslim.

Cute Love Quotes

Cute Love Quotes Love quotes can be both romantic and sad. However, the ones that always make me smile are the cute love quotes. These charming quotes never fail to grab my attention. Use the following cute love quotes to bring a smile to the face of your beloved and show how much you care. American ProverbYou have to kiss a lot of toads before you find a handsome prince.TalmudWhere love is, no room is too small.Jean-Francois de la HarpeWe never forget those who make us blush.AnonymousYou know when you have found your prince because you not only have a smile on your face but in your heart as well.​Joseph BarthMarriage is our last, best chance to grow up.Joanne WoodwardSexiness wears thin after a while and beauty fades, but to be married to a man who makes you laugh every day, ah, now thats a real treat.Erich SegalTrue love comes quietly, without banners or flashing lights. If you hear bells, get your ears checked.Pearl BaileyWhat the world really needs is more love and less paperwork.Mark TwainAfter all these years, I see that I was mistaken about Eve in the beginning; it is better to live outside the Garden with her than inside it without her.Lisa HoffmanLove is like pi: natural, irrational, and very important.AnonymousLove is when you wake up thinking of no one else but, that person!Robert FulghumWhen we find someone whose weirdness is compatible with ours, we join up with them and fall into mutually satisfying weirdness and call it love true love.J. D. SalingerThats the thing about girls. Every time they do something pretty, even if theyre not much to look at, or even if theyre sort of stupid, you fall half in love with them, and then you never know where the hell you are.Zora Neale HurstonLove, I find, is like singing. Everybody can do enough to satisfy themselves, though it may not impress the neighbors as being very much.Sacha GuitryI am in favor of preserving the French habit of kissing the hands of ladies. After all, one must start somewhere.Guy de MaupassantA legal kiss is never as good as a stolen one.Michael LeunigLove one another and you will be happy. Its as simple and as difficult as that.

Casual analysis Essay Example | Topics and Well Written Essays - 1000 words

Casual analysis - Essay Example Although scientists want to make us believe that embryos are not humans, they have done studies to demonstrate that development of humans starts from fertilization to adulthood. This depicts that though embryos may not be rational, they represent a stage through which all humans must pass and without which no human would be in existence (Family Research Council Web). Human embryonic stem cell research is a controversial issue not just in United States in all nations where scientists have attempted to seek government funding for the research. President Bush banned federal funding on stem cell research involving human embryo. However, irrespective of the controversies surrounding the human embryonic stem cell research, President Obama lifted the ban allowing research in human embryonic stem cell to be funded by federal government. This paper argues that the lifting of the ban on embryonic stem cell research was erroneous since embryonic stem cell research will result in negative effect s. Additionally, the paper will demonstrate how federal funding, state funding, and debates on the media have encouraged continuance of embryonic stem cell research irrespective of the several negative impacts associated with the research. Human embryonic stem cell research is a research that involves manipulation of stem cell extracted from an embryo. For the cells to be extracted, the embryo must be destroyed. Jamie Thomson initiated the embryonic stem cell research in 1998. The research involves removal of embryonic cells from an embryo and culturing them in the laboratory for research on human diseases (â€Å"The Witherspoon Council on Ethics and the Integrity of Science† 129-133). The cells are preferred by scientists due to their great capacity to develop into different body cells. Since its start, embryonic stem cell research has aggravated serious controversies in the political, ethical, and religious arenas. However, stem cell research is wide and it involves use of adult stem cells as well as embryonic stem cells. The use of adult stem cells is not controversial since it does not involve dehumanizing acts. The main controversy is that the embryonic stem cell research involves sacrificing of human life, which is unethical since the embryos used for the research do not survive (Family Research Council Web; James 8-9; Robertson 193-195). Every scientific study is required to follow certain ethical principles. One such principle is that it should work towards raising the human dignity. In case of embryonic stem cell research, there is great disregard for human life. The argument that an embryo cannot be considered a human has already been disapproved by cloning, which has shown that life begins at conception. Therefore, treating embryos that are below fourteen days old as non-humans is unethical. The pre-embryo and post embryo distinctions used by embryonic stem cell researchers to validate their practices is not justifiable (â€Å"The Witherspoo n Council on Ethics and the Integrity of Science† 132-135). The stem cell research is surrounded by many ethical questions. The main ethical question regards the morality of destroying human embryos that have the potential of developing into independent beings. Although supporters of this research argue that the embryos used for research are not obtained from the human uterus but produced in the laboratories, the research is still unethical. Creating life to destroy it is erroneous (Family Research