Nurses Dealing with Cases of Women who are Victims of Domestic Coursework

Nurses Dealing with Cases of Women who are Victims of Domestic Violence - Coursework Example as a nurse, one is expected to uphold utmost professionalism. He or she is expected to follow the ethical standards as prescribed under the Nurses and Midwifery Council code of professional ethics. A registered nurse must respect the patient as an individual, obtain consent before giving treatment, uphold the confidentiality of information, maintain professional knowledge and competence, be always trustworthy and must act with the end goal of identifying and minimizing risk on the patient (NMC 2002). On the other hand, the nurse has a legal obligation towards his or her patient. According to the case of Donoghue v. Stevenson (1932)1, where there is an established proximity of relationship between two people where the duty of care exists, the person who owes the duty of care towards another but failed to fulfill such duty, that person shall be liable for the breach such duty of care. According to the case of Bolam v Friern Hospital Management Committee (1957)2, where the healthcare pr ofession failed to perform acts which are expected of his or her profession, he or she shall be deemed in breach of such duty of care. In the more recent case of Bolitho v City & Hackney Health Authority (1997)3, the Court ruled that the delivery of the duties and responsibilities of the healthcare professional should be able to stand of up to logical analysis, where the action should be examined in the context where it would be the right thing to do on such a given circumstance. Accordingly, there are four elements that must be satisfied before a suit can be successfully brought against a nurse or a healthcare professional, namely, the existence of the duty of care, the failure to perform such duty, that damage resulted from the failure of the health professional to perform the duty and that such damage which resulted from the negligent act is foreseeable and is a direct consequence from such negligent act (Horwitz, B. 1998). In the case of Barnett v. Kensington and Chelsea Hospita l Management Committee (1969)4, the liability of the healthcare professional is established where the damaged that the patient could suffer due to the negligence is foreseeable and is the direct result of the breach of a duty of care.

Classical Conditioning Essay Example for Free

Classical Conditioning Essay Classical conditioning is an association between two stimuli; It is what proceeds the response. The two stimuli in my experiment was the ringing of the bell and the on and off of the light switch performed in a dark room. During my experiment I rang the bell and then immediately turned off the lights. I remained in the dark for fifteen seconds then turned the light back on. I left the light on for fifteen seconds, and would monitor my pupils in the mirror then ring the bell and would simultaneously turned off the light again. After doing this several times, I rang the bell one last time but did not turn off the lights. Then I immediately looked into the mirror to monitor my pupils. I noticed that the pupils dilated. The unconditional response (UR) is that my pupils would dilate when the room became dark which I had no control. The conditioned response (CR) is that the bell stimulated the pupils to dilate. Prier to this time, the ringing of the bell had no effect on the dilation of my pupils. Therefore, the classical conditioning programmed my pupils to dilate upon the ringing of the bell and controlling the light stimuli. I repeated the same experiment but this time I did not ring the bell at all to see if the time would have a response. Every fifteen seconds I would turn the lights either on or off. The results were negative. In conclusion, indeed it took two stimuli, the ringing of the bell and the lights to provoke a response.

Strategies of Performance Management in the Workplace

Strategies of Performance Management in the Workplace Human Resource Management (HRM) is a function in an organization that focuses on recruitment and management, providing direction for the people who work in the organization. HRM can be performed by line managers as well. HRM is a function that deals with issues within the organization related with its workers such as hiring; matching available human resources to jobs, appraisal; performance management, rewards; the reward system is one of the most under-utilized and mishandled managerial tools for driving organizational performance, organization development; developing high quality employees, employee issues; compensation, safety, benefits, wellness, employee motivation, training, communication and administration. The overall purpose of human resource management is to ensure that the organization is able to increase its success through its employees. As Ulrich and Lake (1990) say: ‘HRM systems can be the source of organizational capabilities that allow firms to learn and capitalize on new opportunities. HRM is expected to bring more efficiency in some areas which is shown in below. Organizational effectiveness: ‘Distinctive human resource practices shape the core competencies that determine how firms compete Capelli and Crocker-Hefter (1996). This drastic research has shown that such practices can make a significant impact on company performance. HRM strategies aim to supports the practices in the company for improving effectiveness by developing methods in such areas as knowledge management, talent management and generally creating a perfect place for workers. Human capital management: The human capital of an organization consists on the people who work in that company and on whom the company depends. Bontis et al (1999) defined human capital management as; human capital represents the human factor in the organization; the combined intelligence, skills and expertise that give the organization its distinctive character. The human elements of the organization are those that are capable of learning, changing, innovating and proving the creative thrust which if properly motivated can ensure the long-term survival of the organization. Knowledge Management: ‘Knowledge management is any process or practice of creating, acquiring, capturing, sharing and using knowledge, whenever it resides to enhance learning and performance in organizations (Scarborough et al, 1999). HRM enables supporting the developments of an organization specifically the knowledge and skills which are the practices of organizational processes. Reward Management: HRM aims to enhance the motivation, job engagement and commitment by introducing the employees that they are valued and rewarded for their work performances and achievements also the levels of their skills and competences that they reach. Employee Relations: The aim is in employee interactions to create a great work climate which increases the productivity and harmonious within the organization. HRM also supports enhancing through partnerships between management and employees and their trade unions. A common substance within the HRM literature in recent years has been designed to achieve high levels of employee flexibility, commitment and performance. Human resource practices are located in a much more direct relationship with organizational policy making and performance issues than traditional approaches to personnel management (Bach and Sisson, 2000). More and more, the management of change is seen like permanent function of businesses to improve the effectiveness and maintain organizations adaptable to the competitive market. Many organizations strategically employ the change to improve the effectiveness of organization. But to bring the successful change of the condition of competition of today requires pensive planning, the effective communication and the acceptance of the employees. In this context there has been discussion about the alleged strategic contribution of HRM to the actual processes of change. This is dominated by the accounts of positivist which treat the organization while a concrete entity and practices as regards HRM as being relatively easily definable and measurable (Delaney and Huselid, 1996). Changes are occurring today that are requiring human resource managers to play an increasingly central role in managing companies. These changes or trends include globalization, changes in the nature of work, and technology. This research allows for a wider understanding of the role of HRM in change processes. A great number of questions were identified as having the negative impact on effective change management. Some of the principal topics are identified below, which cover the questions of organization and individual resistance to the change. Various initiatives of change are not always undertaken as an element of a broader logical change plan, for example by considering linkages between the strategy, the structure and the questions of systems. Consequently a change which considers a new structure but does not establish the fact that they must present new systems to support such a structure is less to succeed. The lack of effective disciplines and project management of programs can lead to ice-skating in synchronizations, in the achievement of the wished results, by making sure that the projects deliver as envisaged. The insufficient and relevant training, for example in the project management, change management qualifications, leadership qualifications can all carry out negatively on the effectiveness of any initiative of change. The poor communication was related to the questions surrounding the effectiveness in carrying out the effective change in various ways. For example, the imposed change can lead to a greater resi stance of the employees. In conclusion, the lack of effective leadership was identified like effective inhibitor of change. The resistance to change can be defined as an individual or groups beginning in the acts to block or disturb an attempt to present the change. Resistance itself can take many forms different from the mining subtle of the change initiatives, refusal of information to active resistance (via strikes). The resistance to change can be considered along various dimensions: Passive versus active, direct versus indirect, individual versus collective, behavioural versus verbal or attitudinal, minor versus major. Similarly two broad types of resistance can be considered: Resistance to the introduction of a particular reward system and to the content of change (for example to a specific change in technology) Resistance to the process of the change: This relates to the manner that a change is presented rather than the object of the change intrinsically. For example, management restructure work, without pre-consultation of the affected employees. Management need to be aware of these various criteria to ensure they respond suitably. Stated reasons for resistance are: Shock of new, loss of control, inconvenience, uncertainty, competence fears, and threat to status. It is important to try to diagnose the cause of the resistance of the employees which this will help to determine the centre of the effort in trying to remove/reduce the issue. In practice, the management of diversity comprises forced and voluntary actions. For example, there are many legally forced measurements that the employers must take to the minimum to reduce discrimination at the time of recruitment. But while such forced actions can reduce the more obvious barriers of diversity, by mixing a various labour in a closely bound community and productive also require other stages. Such a control program of diversity usually means to begin from top, as follows. Provide Strong Leadership: The companies with exemplary reputations in the diversity of management typically have CEOs who support the advantages of diversity. For example, they take the strong positions on recommending the need for and the advantages of a diverse workforce, and act as models of role for the behaviour of pro-diversity of exemplification, as by promoting even-handedly employees. Assess the Situation: The control program of diversity itself starts typically with the company evaluating the progress achieved running with regard to diversity. In particular, how much various we are, and are there diversity-related questions which we must address? The common tools here include the equal and metric use of hiring and conservation, investigations of attitude of the employees, evaluations of management and employees, and focus groups (Patricia Digh, 1999). Provide Diversity Training and Education: To assume the evaluation indicates questions the needs for company to address, a certain type of program of change is in rule. This frequently implies a certain type of the staff training and program of education, for example by having employees discuss with the expert trainers the values of diversity and the types of the behaviours and damages which can undermine it (Robert Grossman, 2000). The formation of diversity often aims sensitizing all the employees with the need for evaluating differences and for creating the self-esteem, and at building generally more without jolt an operation and a hospital environment for the various labour of the company Change Culture and Management Systems: To reinforce the formation, the needs for management also to reinforce the words of the formation with contracts. In the best of the cases, combine the training schemes with other concrete stages aimed by changing the values of the organization, the culture, and the systems of management. For example, change the plan of allowance to motivate directors points for the attitudes investigation of the employees conflict in intergroup to improve their attitude survey scores. Evaluate the Diversity Management Program: For example, do the surveys of employee attitude now show any improvements in employees manners to the diversity? By creating control programs of diversity, do not be unaware of the obvious questions. For example, the immigrants being exerted in their mother languages can facilitate to learn and ensure conformity the subjects such as rules of safety and policies of harassing, and thus relieve their entry in your labour (Carol Hastings, 2002). The resistance of supervisor is another issue. One of the large British retailer found in their study that typical diversity prescriptions like â€Å"recognize and respond to individual differences† conflicted with the supervisors tendency to treat people even-handedly in the organization (Foster and Harris, 2005). Does it pay to invest the time and the resources of the employer by widening the diversity, and setting its employees to work together more harmoniously? The blatant answer would be ‘yes. IBM created several minority task forces focusing on group such as woman and Native Americans. In ensuring a decade or more, the task forces have expended IBMs multicultural markets. For example, somebody decided to focus on expanding IBMs market amongst multicultural and woman-owned business. As a result of that, this market has grown from $10 million to more than $300 million in revenue in just 3 years (David Thomas, 2004). Longo Toyota in El Monte, California, built its competitive strategy on diversity (Richard Orlando 1995). In regard to 60-person sales- force that can speak more than 20 languages, Longos employees provide a great rivalry advantage for serving a progressively diverse customer base. The human resources department of Longo accordingly has much to do with strategic success of Longo (J. T. Childs Jr., 2005). A survey of 113 MBA job seekers showed that women and ethnic minorities have seen diversity management to be important when accepting job offers (Eddy Ng and Bu rke, 2005). Furthermore, a recent study showed that â€Å"few positive or negative direct effects of diversity on performance,† so presenting an effective diversity program seems to be key point (Thomas Kochen et al 2003). How one can it indicate if the diversity initiatives are effective? There are some questions of good direction to ask: Are there women and minorities reporting directly to the senior executive? Do the women and the minorities have a fair equal opportunity to access for the international tasks? Do the women and the minorities have an equitable part of the tasks of work which are their traditional stepping-stones to the successful careers within the company? Does the employer take measurements (including evaluations of execution directed by development and to provide developmental occasions) which ensure the female and of the minority candidates will be in the drain of the professional life development in the company? Are the rates of sales turnover for directors for female and minority same or they are lower than those for the white male directors (Bill Leonard, 2002)? Even for a company with several hundreds of employees, to maintain such metric is expensive. The director of HR therefore may want to count on various automated solutions. One of those packages â€Å"Measuring Diversity Results† provides to directors of HR several diversity-related options of software aimed amplifying the exactitude of information at the disposal of the director, and reducing the costs to gather it and compile. In the other packages in suppliers diversity management which let the director more easily calculate: the cost by hiring of diversity; an index of profile of labour; numerical impact of the voluntary sales turnover among the various groups of the employees; effectiveness of the initiatives of diversity of the supplier of the company [employment]; current measurements of diversity; and the things such as direct as a replacement cost direct per hiring. The concept of the reengineering again traces its origins with the developed theories of management for the purpose of reengineering is to maximising all the processes to best-in-class. Frederick Taylor suggested in the 1880s, managers use such reengineering methods for discovering the best processes to carry out work, and these processes are reengineered to optimize the productivity. BPR shows the classical thought that the tasks were conducted with only one way. In Taylors time, technology was not enough high for big companies to create processes in a cross-functional or cross-departmental attitude. Specialization was the method of the last cry to improve the effectiveness given technology of time. (Lloyd, Tom, 1994) In the 1900s, Henri Fayol inspired the concept of reengineering: To lead the company towards its objectives while seeking to derive the optimum advantage from all the resources available. Although the technological resources of our age changed, the concept is always held. Meanwhile, the other business engineer, Lyndall Urwick stated It is not enough to hold people accountable for certain activities, it is also essential to delegate to them the necessary authority to discharge that responsibility. (Lloyd, Tom, Giant, Clay, 1994) This remonstrance announces the idea of the enabling of workman who is central with the reengineering. Nowadays, some of the successful business corporations around the world seem to be hit upon a great solution: Business Process Reengineering. However, it may be highly likely to fail in reengineering process unless the demonstration of how to reengineer the human resource in conjunction with reengineering processes is made clearly. In order to collision these tendencies, the top management must provide a perpetual information flow throughout the organization according to reengineering successes and expectations, and revised the job evaluation system to impress on the new values of team work and co-operation. When speaking about processes importance as most of the companies have their charts, they must also be dealing with what is called process road map for a picture to show how the work will be going through the company. This picture will provide some tools and methodologies to identify the companys actual business process and also which can be used to be a road map when implementing a reengineering process of products and business enterprise service functions. It can be a critical link that reengineering team of the companies can apply for a better understanding and sharply develop the companies business processes and bottom-line efficiency. The processes that they are taken mapped and identified, deciding on what needs to be reengineered, and in what operation million pounds will be invested important questions. Companies are not willing to take up disagreeable task of reengineering all the processes at the same time. Usually company decisions based on three criteria: Feasibility: wha t are the processes that have the highest possibility to be successful in reengineering process? Importance: what are the most accurate and efficient terms based on customer satisfaction? Dysfunction: what processes are not functioning as it is expected (Hammer,M., Champy.J, 1993)? If you fail to plan, you plan to fail (http://www.ecademy.com). Both processes Planning and Preparation are essential factors for any implementation to success it as well as reengineering process requires these factors. Before starting for reengineering, the question must be asked if BPR is necessary. When there is a significant need for the reengineering process, the confirmation of this need indicates the starting of the Preparation activity. This activity starts with the improvement of the executive consensus on the importance of the reengineering and the bond between the business goals and the projects of reengineering. A mandate for the change is produced and a cross-functional calculus team is established with a plan for the process of the reengineering. While training the cross-functional calculus team, measurements should be taken to make sure that the company continues to function in the absence of several principal players. Because the typical projects of BPR comprise the c o-operation cross-functional calculus and the crucial changes with the status quo, it is difficult to lead planning for the changes of organization without strategic direction starting from the top. The impact of the environmental changes which are used the impulse for the effort as reengineering must also be considered by establishing directives for the project of reengineering. Another factor that is important to consider while establishing the strategic goals for the effort of reengineering process is to include/understand the hopes of your customers and where your existing process is missing to answer these requirements. Having an identification of the objectives led by customer, the mission or the report/ratio of vision is formulated. The vision which company believes and wants to carry out when made a well defined vision will support the resolution of a company by the effort of the process of reengineering. The company believes in a vision and wants to achieve its success in t he future and in additional the company can resolve the stress through operations of sustaining the reengineering process. Training programs for the workers must be included within the preparation phase in order to clarify the job clearance to let workers to understand their duty to harmonize with the reengineering process of the company. Performance review is also a vital part to be monitored of the company whilst implementing a reengineering process. There are two important things which have to be monitored; first is the action progress and the results. The action progress is measured while seeing how much more peoples feeling informed, how much more engagement the management shows and at which point the teams of change are accepted from the broader point of view for the organization. This can be carried out by leading investigations of survey attitude. As monitoring the results, the monitoring should include measurements such as attitudes of the employees, perceptions of customer , answer of supplier etc. The communication is reinforced in all the organization, the measurement continuous is launched, reviewing teams execution against the well defined targets is made and a loop of feedback which placed to the top of 5 where the process re-analysed that re-organized and re-mapped. Therefore the improvement of this efficiency is made sure by a system of execution track and an application of the qualifications of the problems resolution. â€Å"The human resources function can help the organization develop the capability to weather the changes that will continue to be part of the organizational landscape. It can help with the ongoing learning processes required to assess the impact of change and enable the organization to make corrections and enhancements to the change. It can help the organization develop a new psychological contract and ways to give employees a stake in the changes that are occurring and in the performance of the organization (Mohrman and Lawler 1998).† Human resource activities that are involved when implementing reengineering process as follows: The formation is ineffective if the trainee misses of capacity or motivation to draw benefit from it. In terms of capacity, the trainee needs inter alia qualifications required for reading, writing and mathematics and needed the base of knowledge and intelligence, level of education. The effective selection of the employees is obviously important here. Some employers use miniature work training to introduce it for the new potential trainees. Sample tasks from training program of the firm involved by it to support ensure who will or not will carry on the training program (Wexley, Latham, 2002). The employer can have several measurements to increase the motivation of the trainee to learn. The municipalities functioning undertaking programs of education know that there is often more efficiently to obtain the attention of a student only by presenting in form graphs a filmed automatic accident. In other words, start the formation by making the material meaningful. For example, show why it is important, provide an overall picture of the material, and employ the familiar examples to illustrate the key points. Presenting opportunities to practice, and letting the trainee make errors also improve the motivation and the study (Wexley, Latham, 2002). Feedback including/understanding periodic evaluations of execution and criticisms verbal more frequent is also important. Performance management means taking an integrated, goal oriented approach to assigning, training, assessing and rewarding employees performance. Taking a performance management approach to training means that the training effort must make sense in terms of what the company wants each employee to contribute to achieving the companys goals. These emphases on strategic, performance management oriented training help explain why training is booming. Companies spent about $826 per employee for training in one recent year and offered each about 28 hours of training (American Salesman, Jan 2004). Training has a fairly impressive record of influencing organizational effectiveness, scoring higher than appraisal and feedback and feedback and just below goal setting in its effect on productivity (Bulletinto, 2002). One survey found that ‘establishing a linkage between learning and organizational performance was the number one pressing issue facing training professionals (DeViney, Sugrue, 2004). Training experts today increasingly use the phrase ‘work place learning and performance in lieu of training to underscore trainings dual aims dual aims of employee learning and organizational performance (Brenda Sugrue, 2005). Since several studies on a large scale showed that HRM is a critical conductive in the financial execution of an organization, it is imperative so that the HR and other chiefs include/understand critical nature and the greatest importance of arrangement the effectiveness of all the activities of HR by creating the value for the organization. It is only by the measurement of HRM that one can really articulate the advantages of the strategies of HR by carrying out the marketing strategy of the organization and in the process increase the credibility of the profession of HR. The profession of HR is at the joint where the measurement of HRs efforts is not simply a nice thing to make, but should be an integral part of the HR departments efforts. There will be people who would resist naturally this important aspect of HR, but by giving particular lessons, while forming, and the practice, the expertise will be developed and by finally improving their execution and the effectiveness of the function of HR. It is only by such efforts that HR can validate that is a strategic associate and a department with value added in the organization.

personal essay- The Girl In Pink :: essays research papers

It's seven o'clock and Megan's alarm has just gone off. Up out of bed and into the closet she goes to find her wardrobe for the morning. The closet door opens to sunlight shining through the open blinds inside the large walk-in closet. To the left and right are haning masses of pink clothes, dresses, jeans, and, in one corner, a couple of employee tee shirts for the movie theare and some black work pants. Se carefully selects her favorite pink halter top, a lighter pink jacket, and a denim skirt. "Time to meet my public," she says to herself. She treks down the stairs, passing me. I just woke up. "Why are you up so early sister?" "Class," I reply. "Oh." Time for breakfast. "Mom, will you make me some eggs? Sunny side up?," Megan asks with a toss of her hair. "Sure hon." The family computer is turned on and Megan thinks to herself, "Which cute boys have emailed me today?" "Seth wrote to me, mom!" Mom smiles, "are you going to write back?" "Are you crazy! If I write back this soon, Ill look desterate and needy. I'll do it this weekend." She starts responding to some of her girlfriends' emails, a quick one or two lines each, and then moves on. A plate of eggs and toast and a glass of orange juice is set at her seat at the dining room table. Without closing anything on the computer, she prances over to pick at her breakfast. Half way through, she stops eating and goes toweigh herself. I pass her again in the hallway. "Are you going in the bathroom?" E ask. "Yes." Great. Well, I guess I'm done inthere now. She doesn't run any water or anything. It just seems to have slipped her mind that she has a huge murror in her room, too. Half an hour later, Megan emerges from the bathrom with perfect hair and flawless make up to compliment her outfit.

Mamoni Raisom Goswami Essay

From a stepping stone to a Milestone Popularly known as Mamoni Raisom Goswami, Indira Goswami was an Assamese poet, editor, writer, professor and scholar who was also known as Mamoni Baideo. She was the pole star of Assamese Literature. The only second Assamese recipient of the â€Å"Jnanpith Award†, Mamoni Baideo was born on 14 November 1942 in Guwahati. Mamoni Raisom Goswami was born to Umakanta Goswami and Ambika Devi, who were very much attached to Sattra life of the Ekasarana Dharma. She was married to Madhevan Raisom Ayengar who died in a car accident after 18 months of their marriage. She studied at Latashil Primary School, Guwahati; Pine Mount School, Shillong; and Tarini Charan Girls’ School, Guwahati and completed Intermediate Arts from Handique Girls’ College, Guwahati. She majored in Assamese literature at Cotton College in Guwahati and secured a Master’s degree from Gauhati University in the same field of study. Mamoni Raisom Goswami suffered from depression since her childhood. Even in the opening pages of her autobiography, â€Å"The unfinished Autobiography†, there is a mention of her inclination to jump into the Crinoline Falls located near their house in Shillong. Repeated suicide attempts marred her youth. After sudden death of her husband, she started taking heavy dose of sleeping tablets. After she was brought back to Assam, she joined the Sainik School, Goalpara. After working at the Sainik School in Goalpara, Assam, she was persuaded by her teacher Upendra Chandra Lekharu to come to Vrindavan, Uttar Pradesh, and pursue research for peace of mind. Her expressions as a widow as well as an researcher finds life in her novel, â€Å"Nilakantha Braja† (The Blue necked braja). This novel is all about the radhaswamis of Vrindavan who lived in utter poverty and sexual exploitation in everyday life. One of the main issues which the novel revolves around is the lives of the widows for whom companionship beyond the walls of the ashram becomes impossible. The novel exposed the uglier face of Vrindavan- the city of Lord Krishna. Although the novel invited criticism of Mamoni Baideo from the conservative sections of the society, it still remains a classic in modern Indian Literature. This is the first novel to be written on this subject. The novel was based on Baideo’s research on the place as well as real-life experience of living in the place for several years. In Vrindavan, she mostly involved herself in studying the Ramayana. A massive volume of Tulsidas’s Ramayana bought there at just eleven rupees was a great source of inspiration in her research. After relocating to Delhi, India, to become Head of Assamese Department at the University of Delhi, the most glorious phases of her life begins. While at the university, she wrote most of her greatest works. Several short stories, including Hridoy, Nangoth Sohor, Borofor Rani, used Delhi as the background. Her two classics — Pages Stained With Blood and The Moth Eaten Howdah of a Tusker— were also written during this period. The other books completed while she lived in Delhi were Ahiron,The Rusted Sword, Uday Bhanu, Dasharathi’s Steps and The Man from Chinnamasta. At the peak of her literary career she wrote the controversial novel The Man from Chinnamasta, a critique of the thousand-years-old tradition of animal sacrifice in the famous Hindu Shakti temple to Kamakhya, a mother goddess, in Assam. Goswami reported that there was even threat to her life after writing the novel. In this novel she quotes scriptures to authenticate the argument she puts forward in the novel — to worship the Mother Goddess with flowers rather than blood. She said in an interview, â€Å"When the novel was serialized in a popular magazine, I was threatened with dire consequences. Shortly after this, a local newspaper, Sadin, carried an appeal about animal sacrifice, which resulted in quite an uproar—the editor was gheraoed and a tantrik warned me. But when the appeal was published, the response was overwhelmingly in favour of banning animal sacrifice. I also had to contend with rejection from a publisher who was initially keen and had promised me a huge advance, but who later backtracked, offering instead to publish any other book of mine. But the rest, as they say, is history and Chinnamastar Manuhto went on to become a runaway bestseller! † Mamoni Baideo was the winner of the Sahitya Akademi Award (1983), the Jnanpith Award (2001) and Principal Prince Claus Laureate (2008). A celebrated writer of contemporary Indian literature, many of her works have been translated into English from her native Assamese which include The Moth Eaten Howdah of the Tusker, Pages Stained With Blood and The Man from Chinnamasta. She was also well known for her attempts to structure social change, both through her writings and through her role as mediator between the armed militant group United Liberation Front of Asom and the Government of India. Her involvement led to the formation of the People’s Consultative Group, a peace committee. She referred to herself as an â€Å"observer† of the peace process rather than as a mediator or initiator. Her work has been performed on stage and in film. The film Adajya is based on her novel won international awards. Words from the Mist is a film made on her life directed by Jahnu Barua. Very dear to the hearts of every Indian, baideo’s death on 29 November 2011 has created a vacuum in the Indian Literature. She died in the Gauhati Medical College and Hopital (GMCH) due to multiple organ failure after spending many days in the intensive care unit (ICU). No one in the world would be able to replace her in the hearts of each and every Assamese person. Mamoni Baideo will always remain in our hearts forever just like the everlasting footprint on wet cement.

Review of Chart of Accounts †Philippines Essay

Review of Chart of Accounts – Philippines Questions and Suggested Answers 1. In China GAAP, the bonds or stocks purchased are categorized as â€Å"Held-for-trading† or â€Å"Available for sale† or â€Å"Long term investment†, based on the purpose of purchase. Does Philippine GAAP have similar categorization? Philippine client want to separate the marketable securities to current or non-current, it means short or long term, right? Answer: The Philippine Financial Reporting Standards (PFRS) [based from International Financial Reporting Standards (IFRS)] classifies â€Å"Investment in Bonds† and â€Å"Investments in Stocks† as financial assets. For this purpose, investments in bonds or stocks are classified as: ? Trading securities (debt or equity securities) o o ? ? â€Å"Financial assets at fair value through profit or loss† by requirement â€Å"Financial assets at fair value through profit or loss† by designation Available-for-sale securities (debt or equity securities) Held-to-maturity securities (debt securities only) These investments are classified as either current (short-tem) or noncurrent (long-term) assets. The account name â€Å"Long-term investment† is not among the financial assets classification in PFRS. Current investments are investments that are by their very nature are readily realizable and are intended to be held for not more than one year. Debt Trading securities Available-forsale v v Equity v v Current v Noncurrent Current or Noncurrent v – Maybe classified as current or noncurrent depending on whether they are intended to be held within one year or for more than one year v Held-tomaturity v 2 For instance, trading securities are normally classified as current assets because these investments are expected to be realized within twelve (12) of the balance sheet date. Noncurrent financial assets are investments other than current investments. This residual definition means that the noncurrent investments are intended to be held for more than one year or are not expected to be realized within twelve months after the end of the reporting period. Trading Securities or Held-for-trading Securities The first category of financial assets under PAS 39 is called â€Å"financial assets at fair value through profit or loss†. This category includes two types of financial assets, they are: A. Financial assets that are held for trading or popularly known as â€Å"trading securities

Comparison Between Macbeth and Banquo’s Response

Macbeth and Banquo’s reaction to the prophecy told to them by the witch’s gave way for two opposing opinions on both the validity and manifesting of the prophecy. Although their opinions throughout the unveiling of the prophecy were opposing throughout, at all times they both rendered the prophecy in contrastive ways, whether they contemplated on its benefit or hindrance towards their gleaming future. â€Å"All hail, Macbeth, that shalt be king hereafter! † Great fear was shown on Macbeth’s face suggesting he was very hesitant toward the idea of him becoming King.However Banquo was much more optimistic about the words of the witch’s, questioning Macbeth, â€Å"why do you start and seem to fear things that do sound so fair? † Macbeth is still in shock which gives time for Banquo to question the witch’s about his future. He became quite intrigued by what the witch’s had told Macbeth so he could not withhold the opportunity to be a cquainted with his children’s faith and discover â€Å"which grain will grow and which will not†. Banquo seemed to be quite optimistic in his willingness to indulge in the witch’s prophecies. Stay you imperfect speakers, tell me more! † This portrays to us that Macbeth has now become fond of the prophecy and is thirsts to know more about his future. As Macbeth continues to cry out for the witch’s return after their abrupt disappearing, he cries out â€Å"Would they had stayed! † It now becomes apparent that Macbeth is engulfed in what the witches have told both him and Banquo. Suddenly Banquo begins to revisit the whole situation and begins to speculate if the entire ordeal actually occurred. â€Å" Or have we eaten on the insane root that takes the reason prisoner? he continues to question the possibility that they could be hallucinating. This is the beginning of Banquo’s now hesitance towards indulging in the witch’s propheci es, and Macbeth’s now apparent obsession with the witch’s prophecy. Macbeth attempts to persuade Banquo by regurgitating the witch’s prophecy and reminding Banquo that his children â€Å"shall be kings†. And what better could Banquo have replied to Macbeth with to continue to hold Macbeth prisoner to the prophecy other than â€Å"You shall be king†.It is now seen that the tides have shifted, and Macbeth is now very much engulfed in the prophecy, as Macbeth discovers that a portion of the prophecy has been fulfilled with the title ‘Thane of Cawdor’ being placed unto him. As Macbeth continues to be animated about the possibility of the entire prophecy being fulfilled, Banquo becomes hesitant towards the prophecy. It is this speech by Banquo that defines his reasons for being so cautious in his reaction to the prophecy. â€Å"oftentimes to win us to our harm the instruments of darkness tell us truths, win us with honest trifles, to betra y’s in deepest consequence. This speech portrays Banquo’s new found reluctance towards the witch’s forecast of the future. He now sees what Macbeth is blind too, the possibility of knowledge becoming more harmful to the men rather than helpful in Macbeth’s want for more, particularly pertaining to him becoming King. As Macbeth begins to weigh the prophecy against logic and the now present, he accepts the fact that if â€Å"two truths are told, as happy prologues to the swelling act of the imperial theme. Macbeth is now beginning to assume that if portions of the prophecy are being fulfilled as the witch’s had said, it is only a matter of time before he shall become king. As Macbeth continues to be engulfed by what will be his future downfall, he assumes that all of his new found fortune â€Å"Cannot be ill, cannot be good†. Macbeth begins to wonder if the prophecy is so good, then why is it now that he is considering killing Duncan in order to receive the throne.And sadly he is willing to do whatever he believes it takes to become, completely being unaware to the fact that he did not have to intervene in order for him to become Thane of Cawdor as the witch’s had prophesised. â€Å"Come what come may† Macbeth says, proposing that he is willing to kill Duncan if necessary. It was clear that before scrutinizing the prophecy Banquo was much aroused by the witches’ foretelling of the future, but after close examination he became tentative towards him possibly becoming a victim of the new found knowledge.Sadly it is very apparent that Macbeth is now engulfed in his plans to becoming King using any means necessary. What makes it so unfortunate is that he doesn’t realize it, â€Å" Think upon what hath chanced, and at more time, the interim having weighed it, let us speak our free hearts to each other â€Å", he says this not realizing that his mind is already made up on the fact that he will sto p at nothing to gain the crown.Banquo’s hesitance towards the witches is well justified in the fact that witches seldom inform us completely on the future, leaving us to pursue and conclude the fantasy with our devilish wishes. Both Banquo and Macbeth share their reasons in an attempt to justify their reaction towards the witch’s speech, but it is apparent that Macbeth is engulfed by greed and his wishes to become King.