How to Calculate Density - Worked Example Problem

How to Calculate Density Problem Density is the measurement of the amount of mass per unit of volume. In order to calculate density, you need to know the mass and volume of the item. The mass is usually the easy part while volume can be tricky. Simple shaped objects are usually given in homework problems such as using a cube, brick or sphere. The formula for density is: density mass/volume This example problem shows the steps needed to calculate the density of an object and a liquid when given the mass and volume. Key Takeaways: How to Calculate Density Density is how much matter is contained within a volume. A dense object weighs more than a less dense object that is the same size. An object less dense than water will float on it; one with greater density will sink.The density equation is density equals mass per unit volume or D M / V.The key to solving for density is to report the proper mass and volume units. If you are asked to give density in different units from the mass and volume, you will need to convert them. Question 1: What is the density of a cube of sugar weighing 11.2 grams measuring 2 cm on a side? Step 1: Find the mass and volume of the sugar cube. Mass 11.2 gramsVolume cube with 2 cm sides. Volume of a cube (length of side)3Volume (2 cm)3Volume 8 cm3 Step 2: Plug your variables into the density formula. density mass/volumedensity 11.2 grams/8 cm3density 1.4 grams/cm3 Answer 1: The sugar cube has a density of 1.4 grams/cm3. Question 2: A solution of water and salt contains 25 grams of salt in 250 mL of water. What is the density of the salt water? (Use density of water 1 g/mL) Step 1:  Find the mass and volume of the salt water. This time, there are two masses. The mass of the salt and the mass of the water are both needed to find the mass of the salt water. The mass of the salt is given, but the only the volume of water is given. Weve also been given the density of water, so we can calculate the mass of the water. densitywater masswater/volumewater solve for masswater, masswater densitywater ·volumewatermasswater 1 g/mL  · 250 mLmasswater 250 grams Now we have enough to find the mass of the salt water. masstotal masssalt masswatermasstotal 25 g 250 gmasstotal 275 g Volume of the salt water is 250 mL. Step 2: Plug your values into the density formula. density mass/volumedensity 275 g/250 mLdensity 1.1 g/mL Answer 2: The salt water has a density of 1.1 grams/mL. Finding Volume by Displacement If youre given a regular solid object, you can measure its dimensions and calculate its volume. Unfortunately, the volume of few objects in the real world can be measured this easily! Sometimes you need to calculate volume by displacement. How do you measure displacement? Say you have a metal toy soldier. You can tell it is heavy enough to sink in water, but you cant use a ruler to measure its dimensions. To measure the toys volume, fill a graduated cylinder about half way with water. Record the volume. Add the toy. Make sure to displace any air bubbles that may stick to it. Record the new volume measurement. The volume of the toy soldier is the final volume minus the initial volume. You can measure the mass of the (dry) toy and then calculate density. Tips for Density Calculations In some cases, the mass will be given to you. If not, youll need to obtain it yourself by weighing the object. When obtaining mass, be aware of how accurate and precise the measurement will be. The same goes for measuring volume. Obviously, youll get a more precise measurement using a graduated cylinder than using a beaker, however, you may not need such a close measurement. The significant figures reported in the density calculation are those of your least precise measurement. So, if your mass is 22 kg, reporting a volume measurement to the nearest microliter is unnecessary. Another important concept to keep in mind is whether your answer makes sense. If an object seems heavy for its size, it should have a high density value. How high? Keep in mind the density of water is about 1  g/cm ³. Objects less dense than this float in water, while those that are more dense sink in water. If an object sinks in water, your density value better be greater than 1! More Homework Help Need more examples of help with related problems? Worked Example Problems: Browse different types of chemistry problems.Density Worked Example Problem: Practice calculating density.Mass of Liquids From Density Example Problem: Use density to solve for mass of a liquid.

10 Jobs That Pay More Than $80k And How To Get Them

10 Jobs That Pay More Than $80k And How To Get Them You want to choose a career that will challenge you and nurture your strengths, as well as fulfilling you in the long term. But a great salary doesn’t hurt either, right? Check out a few of these top paying jobs and see if they might be right for you. Some don’t even require you to have a college degree! 1. Information Security Architect: $114kThis job requires a great deal of experience and qualifications, but if you can line yourself up for it, you can make great money. Look to get certified in A+, Net+, and Security+. If you have the hands-on experience and the expertise to do this job (vetting security, working with firewalls, streamlining processes and solutions), then you could be all set.2. Systems Admin: $83kThe typical medial salary for this position is a bit lower, but the more experience you have, the higher up the pay scale you will be. It’s also in great demand. So if you are a whiz at technology, this job might be for you.3. Art Director: $95kAre yo u super talented and into art but people keep asking you how you plan to pay the bills? Go into art direction, creating the style and image of a publication, theatrical production, ad campaign, even window display! You’ll need to be able to design and follow a budget, as well as lead a team, but if you have the talent, training, creativity, and the eye, you’ll do great.4. Lawyer: $130kThis is one of those instantly respected positions. No one will ever give you trouble at a cocktail party again. You’ll have to go to law school and go into a lot of debt, but if it suits you, you’ll be almost guaranteed a competitive salary- depending on your specialization.5. Sales Manager: $116kYou’ll have to sell a lot to be a sales manager, but once you’re at that level, you won’t be doing as much of the actual selling. Instead you’ll be establishing territories, setting goals, and guiding a team that does the selling. If you’ve got fi ve years of sales experience under your belt, this might be something you could think about. It’s good steady work at good steady pay- with less travel.6. IT Manager: $125kTechnology is such an integral part of today’s workforce and world. IT Managers are generally very well paid because they keep technology running for the companies they work at. They are the lifeline when things go wrong!7. Business Operations Manager: $119kKeep your company running- by negotiating contracts, hiring new talent, building and leading teams, and making strategy decisions. The growth for this field is projected to be 7% through 2024. Look for jobs on the east coast, in Connecticut, New York, and New Jersey.8. Financial Manager: $134kOversee the money in your company, control the checkbook, make profit projections, manage cash flow, and coordinate accounting. It’s a very detail-oriented and highly confidential position, requiring great skill with numbers, but the pay is undeniably good.9. Marketing Manager: $116kConduct research and use it to shape a successful advertising campaign. Design skills won’t hurt you here, and neither will leadership and team-building skills. Live in your own personal Mad Men for a living.10. Supply Chain Manager: $81kThis job tends to lead to high satisfaction and high pay- the high end can net you up to $123k. You’ll have to work your way up to this position, which will require a lot of dedication, sweat and time, but particularly if you don’t have a college degree, it’s an excellent option.

STRATEGIC MANAGEMENT Case Study Example | Topics and Well Written Essays - 4000 words

STRATEGIC MANAGEMENT - Case Study Example The trend is such that the businesses and consumers expect to communicate with each other instantaneously. Information Technology has brought huge increase in the level of productivity in the last few decades. There has been a union between the telephony sector and IT, which was driven by altering the voice traffic from the analogue signal to a digital packet. The union is indistinguishable from the rest of the data packets, which travel via the computer network (Graduate Prospects Ltd., 2013). The sector has encountered a number of problems, in the recent past and the biggest of them is the economy. The conditions of the sector can be enumerated through examples, so that a clear picture of the same is obtained. The economy of United States (US) has been in an inflationary path. After elections, the technology sector has encountered a huge decline. The scenario in Europe has been the same. The Euro collapse had decreased the demand in European consumer technology. When the European Union countries experience an increase in commodity prices and tax hike, the US export, availability of credit and corporate profitability are bound to suffer. So, all these factors have affected the sector to a large extent. Despite the euro crisis, European demand for consumable technology has not hampered and technological companies are seen to invest in more and more new products that are invented by them. The technology sector demands for huge cash in dollars and euro, so that the sector co ntinues to flourish in the future. The vital part of the technology sector is insurance coverage, which is designed in order to maintain same pace with potential growth of the individual business (Private Sector Development, 2009). The mobile segment of the technology market had encountered drastic changes, along with potential growth, in the past few years. It is also expected to enjoy further growth in the future. According to certain

Amiri Baraka (LeRoi Jones) Essay Example | Topics and Well Written Essays - 500 words

Amiri Baraka (LeRoi Jones) - Essay Example Even after retirement, he remained active and productive. The assassination of Malcolm X became the turning point of his life where he changed his name to Amiri Baraka and dissolved his marriage to Hettie Cohen. He became a leader of Newark’s African-American community. Amiri Baraka was well known for his writing. He used his popularity as a way of defending the weak from social injustices (Koolish, 2001). Through poems, plays, fiction, and essays, he showed his leadership by condemning oppression and racial injustice of the African American community in the United States (Epstein, 2006). Through his works and words, Baraka was able to he was able to promote drama created by African American playwrights and performed for the African American audience that showed African American issues (Baraka, 1995). For example, his two plays The Toilet and The Slave which were both written in the year 1962 showed his mistrust and hostility towards the white society. His award winning production, Dutchman, showed the damage that America inflicts on African men (Baraka, 2000). In 1960s racial discrimination against African Americans was still high. Many black leaders started to rethink their goals, while dome embraced more militant ideologies of self-defense and separatism (Lie, 2006). The struggle for civil rights was high aimed at drawing the attention of the nation to the brutality and injustice that African Americans faced. Even though the economic situation was good in the country, many blacks lived under poverty which was evident in many black urban neighborhoods. Leadership is the ability of a person to lead a group of people or a team to achieve specific task (Northouse, 2012). After studying Amiri Baraka, it is clear that leadership is an in built quality. It can also be attained through an individual’s experience which inspires the leader (OSullivan, 2009). Leadership cannot be learnt by simply reading about it but it is something that someone gets

Perinatal Factors and Schizophrenia Essay Example for Free

Perinatal Factors and Schizophrenia Essay In considering the various statistical tests, the studies have based their analysis on the total population and basically by looking at the factors that encourage the occurrence of Schizophrenia among the offspring following from the effect of these factors on the parents. That is, the factors that are likely to affect the genetic composition that is inherited by the offspring in causing schizophrenia. Various statistical tests were used that include logistic regression, Poisson regression and Mantel-Haenszel test. Systematic review was also used in the case where raw data was not used, and was done by the reviewing of the previous studies. The value of the calculated statistics The factors that were considered in the various studies are statistically significant in explaining the factors that cause schizophrenia depending on the varied populations that the studies used. The factors that are identifiable as being a cause for schizophrenia include; children who are born by the mothers who were exposed to some severe life experiences and more especially the death of a close relative during the first trimester ( Ali K, Kathryn, Roseanne, Marianne, Roger and Philip, 2008). This situation increases the possibility of the the offspring developing schizophrenia. The other factor that encourage the developing of schizophrenia among the offspring is the tendency for the parents to expose themselves to analgesics. The effect of the analgesics in encouraging the development of schizophrenia is independent of either male or female parent exposure to analgesics. The treatments offered to the mother during pregnancy also increase the possibility for schizophrenia to develop among the offspring. The other factor that is identifiable as a cause for schizophrenia among the offspring is when the mothers had a psychotic disorder during their adult life, more especially the mothers who had preeclampsia during their adult life. The place and time of birth also has an influence in causing schizophrenia among the children. The children who are born in urban areas and in some months of the years are at risk of developing schizophrenia compared to the ones born in the rural areas and in the months of the years other than March and early December. The obstetrical complications during pregnant and the infections by influenza virus are also among the factors that lead to the development of schizophrenia among the offspring. Significance to nursing practice The factors identifiable as the cause for schizophrenia are very important in the nursing practice. The nurses are able to provide advice to the mothers on the various practices that they are expected to adapt in protecting their offspring from developing of schizophrenia. Therefore, it will be a preventive measure other than curative. Following the nature of schizophrenia, it is better to prevent than providing a cure, hence significant to the nursing practice. Discussion Interpretation of the results. On analyzing all the articles, it is identifiable that all the studies had focused on the causes of schizophrenia among the offspring following the various factors that surrounded the parents, that is, both the male and the female parents. Therefore, schizophrenia is perceived as being a genetic complication that is transmitted from the parents to their offspring. Implications The main cause for schizophrenia is the genetic distortion that occurs within the parents following some factors, which is later evident in the offspring. Therefore, schizophrenia is an hereditary complication. Study Limitations The information used in some other studies was never complete, that is some information were missing for some objects used in the study. The strengths and the weaknesses of the Study. The studies provide a mixed reaction following the various factors that are considered as a cause for schizophrenia and they have not given the genetic mechanisms that are involved in occurrence schizophrenia, otherwise, they have used an inductive approach. Summary The cause for schizophrenia is attributed to the factors that affect parents of an offspring and more especially during pregnancy. The factors affect the genetic structure that is later reflected in the characteristics of the offspring.

Personal Narrative- Finding Christ Essay -- Personal Narrative, essay

The turmoil of life brought me down many hard paths from which I never fully recovered, until I met Jesus Christ. I could see that I was ending up in the wrong place, and I did not know how to get out of it. I had not been faithful to what was in my heart. I knew I was missing something. I knew I was missing Christ. The summer before I entered high school was filled with memories that I will never forget. I met a woman named Jennifer on the last day of my eighth-grade year. She was the Campus Life Minister for my school. She was concerned with where my life was going. Jennifer had seen me before at the school and she knew that I had a lot of trouble in my life. I was a student who made good grades, but I did not really care about anything. Jennifer pulled me aside one day and asked me if I knew about Jesus Christ. I told her that I did. I was raised a Catholic and I had been taught that Jesus Christ was the Son of God. Jennifer told me that there was more to God than just Him being the Son. She asked if she could meet with me and tell me more. At that point I was really que... Personal Narrative- Finding Christ Essay -- Personal Narrative, essay The turmoil of life brought me down many hard paths from which I never fully recovered, until I met Jesus Christ. I could see that I was ending up in the wrong place, and I did not know how to get out of it. I had not been faithful to what was in my heart. I knew I was missing something. I knew I was missing Christ. The summer before I entered high school was filled with memories that I will never forget. I met a woman named Jennifer on the last day of my eighth-grade year. She was the Campus Life Minister for my school. She was concerned with where my life was going. Jennifer had seen me before at the school and she knew that I had a lot of trouble in my life. I was a student who made good grades, but I did not really care about anything. Jennifer pulled me aside one day and asked me if I knew about Jesus Christ. I told her that I did. I was raised a Catholic and I had been taught that Jesus Christ was the Son of God. Jennifer told me that there was more to God than just Him being the Son. She asked if she could meet with me and tell me more. At that point I was really que...

Human Resource Information Systems (HRIS) Essay

Human Resource Information Systems (HRIS): An Unrealised Potential* David Grant** Work and Organisational Studies The Institute Building (H03) The University of Sydney NSW 2006 Australia Email d.grant@econ.usyd.edu.au Tel: +61 (0)2 9351 7871 Fax: +61 (0)2 9351 5283 Kristine Dery Work and Organisational Studies The Institute Building (H03) The University of Sydney NSW 2006 Australia Email k.dery@econ.usyd.edu.au Tel: +61 (0)2 9036 6410 Richard Hall Work and Organisational Studies The Institute Building (H03) The University of Sydney NSW 2006 Australia Email r.hall@econ.usyd.edu.au Tel: +61 (0)2 9351 5621 Nick Wailes Work and Organisational Studies The Institute Building (H03) The University of Sydney NSW 2006 Australia Email n.wailes@econ.usyd.edu.au Tel: +61 (0)2 9351 7870 Sharna Wiblen Work and Organisational Studies The Institute Building (H03) The University of Sydney NSW 2006 Australia Email s.wiblen@econ.usyd.edu.au Tel: +61 (0)2 9036 7603 Abstract: Over the last decade there has been a considerable increase in the number of organisations gathering, storing and analysing information regarding their human resources through the use of Human Resource Information Systems (HRIS) software or other types of software which include HRIS functionality (Ball, 2001; Barron, Chhabra, Hanscome, & Henson, 2004; Hussain, Wallace, & Cornelius, 2007; Ngai & Wat, 2006). The growing adoption of HRIS by organisations combined with the increasing sophistication of this software, presents the Human Resource function with the opportunity to enhance its contribution to organisation strategy. In this study we examine the ways in which HRIS might be used in order to achieve this. Our analysis of four Australian case study organisations finds that the claimed potential of HRIS to contribute to business strategy is contingent on its overcoming one or more of three key challenges. * This research is funded by an Australian Research Council Linkage Grant (LPLP0882247) in collaboration with the Australian Senior Human Resources Roundtable (ASHRR). ** Corresponding Author. Human Resource Information Systems (HRIS): An Unrealised Potential The last decade has seen a significant increase in the number of organisations gathering, storing and analysing human resources data using Human Resource Information Systems (HRIS) (Ball, 2001; Barron et al., 2004; Hussain et al., 2007; Ngai et al., 2006). In this paper we show that the study of the impact of HRIS is of direct significance to the ongoing debate about the extent to which Human Resources (HR) can play a strategic role in the organisation (Becker, Huselid, & Ulrich, 2001; Hewitt Associates, 2007; Huselid, 1995; Lawler & Mohrman, 2003; Sheehan, Holland, & De Cieri, 2006). Specifically, we examine the argument that through its capacity to deliver accurate and timely metrics, HRIS has the potential to assist the HR function in developing business strategy and thus enhancing organisation performance (Barney & Wright, 1998; Broderick & Boudreau, 1992; Gueutal, 2003; Lawler, Levenson, & Boudreau, 2004; Lengnic k-Hall & Moritz, 2003). Our initial findings from the first phase of interviews with four organisations based in Australia, suggest that the potential of HRIS to deliver the strategic competencies promised remains largely unrealised and that instead HRIS is used to increase administrative efficiency and/or obtain compliance support. Specifically, we find that the implementation and use of HRIS is being hindered by three main challenges: maintaining organisational attention, addressing the complexities associated with people management, and managing user acceptance of the change associated with the system. The paper comprises four main sections. In the first section we review the literature on HRIS paying particular attention to previous studies which recognise challenges associated with the selection and implementation of HRIS as well as the importance of social constructionism as a theoretical lens to analyse this topic. In the second section we discuss our case study methodology a nd profile our four case study organisations. In the third section we discuss our results by identifying and discussing the three challenges which we identify as important to the study of HRIS and HR. The final section summarises the findings and provides recommendations for management. Literature Review and Theory The current generation of HRIS automate and devolve routine administrative and compliance functions traditionally performed by corporate HR departments and can facilitate the outsourcing of HR (Barron et al., 2004). In doing so, HRIS not only make it possible for organisations to significantly reduce the costs associated with HR delivery, but also to reassess the need for retaining internal HR capabilities. However, HRIS also provide HR professionals with opportunities to enhance their contribution to the strategic direction of the firm. First, by automating and devolving many routine HR tasks to line management, HRIS provide HR professionals with the time needed to direct their attention towards more business critical and strategic level tasks, such as leadership development and talent management (Lawler et al., 2003). Second HRIS provides an opportunity for HR to play a more strategic role, through their ability to generate real time reports on HR issue s, including workforce planning and skills profiles, which can be used to support strategic decision making (Hendrickson, 2003; Lawler et al., 2004; Lengnick-Hall et al., 2003). The existing literature on HRIS suggests that they have different impacts on HR across organisations, but provides little explanation for this variation. Early surveys suggested that HRIS were used predominantly to automate routine tasks and â€Å"to replace filing cabinets† (Martinsons, 1994). Ball (2001) reported similar results for small and medium sized enterprises in the UK and concluded that HR had missed the strategic opportunity provided by HRIS. More recent research shows greater use of HRIS in support of strategic decision making by HR (Hussain et al., 2007). However, the extent to which HRIS is used in a strategic fashion differs across organisations, with the vast majority of organisations continuing to use HRIS simply to replace manual processing and to reduce costs (Bee & Bee, 2002; Brow n, 2002). Recent debates about technology and organisation have highlighted the importance of social context and sought to develop frameworks which acknowledge both the material and social character of technologies including HRIS (Dery, Hall, & Wailes, 2006). Accordingly, theories which can be considered as ‘social constructivist’ can play an important role in the study of technology as they explicitly recognise that technologies, such as HRIS, can not be evaluated and analysed without having an explicit understanding of the context of individuals and groups which consequently comprehend, interpret, use and engage with the technology (Grint & Woolgar, 1997; Orlikowski & Barley, 2001; Williams & Edge, 1996). Social constructionist views offer insights into the implementation and use of HRIS in a number of ways. In this study we draw on the social construction of technology and technologiesin-practice literature. The social construction of technology (SCOT) approach challenges the idea that technologies and technological artefacts have a pre-given and fixed meaning and in its place argues that the process, design and selection of technologies are open and can be subjected to contestation (Pinch & Bijker, 1984). Thus a technology is seen to be characterised by ‘interpretative flexibility’ and various ‘relevant social groups’ who articulate and promote particular interpretations of it. This meaning, over time tends to become accepted and the interpretation of the technology stabilised (Dery et al., 2006). In similar tradition to SCOT approaches, the technologies-in-practice approach endeavours to recognise the inability to separate the technology from surrounding social relations. Orlikowski (2000) conceives of technologies-in-practice as the structure that is enacted by users of a technology as they use the technology in recurrent ways. The important implications of this idea for the purposes of this research is the realisation that it is only when individuals use the HRIS that the associated social practices will frame and determine the value that they attribute to it. Hence the process of using a technology involves users interacting with ‘facilities’ (such as the properties of the technology artefact), ‘norms’ (such as the protocols of using the technology), and ‘interpret ative schemes’ (such as the skills, knowledge and the assumptions about the technology as might be positioned by the user) (Dery et al., 2006). Both of these approaches are important and useful as they recognise that when considering relationships and experiences with technology, it is essential that social factors and previous experiences be considered. Therefore the opinions of respondents can only be understood in the context of individuals and groups comprehending, interpreting, using and engaging with the technologies (Dery et al., 2006). The study discussed in this paper was initiated after a preliminary survey of the use of HRIS in 138 Australian Listed companies (Grant, Dery, Hall, & Wailes, 2007). The survey found that although 50% (n=69) of the participant organisations were found to have an HRIS, the extent to which they were being used in a strategic manner varied and for the most part the claimed potential of the information systems was not being realised. For example, while 91% of organisations with an HRIS used the systems in order to process and record leave, only 34% used them in relation to staff planning. In order to gain further insights into these results, the present study explores the impact of HRIS on the HR function in detail over a three year period at four large Australian organisations using a multiple case study approach (Yin, 2003). Specifically, the project examines whe ther HRIS enhances the strategic contribution of HR by exploring the ways in which HR professionals might make more effective use of these systems. The project is informed by four research questions: 1. Is there evidence to suggest that HR is using opportunities provided by the HRIS to enhance its contribution to firm strategic direction? 2. Do HRIS’s which are a module of enterprise resource planning (ERP) systems have different impacts on the HR function than standalone HRIS’s? 3. How do different organisational characteristics affect the ability of HR to use the opportunities provided by HRIS to act as strategic partners? 4. What strategies can HR professionals adopt to ensure that the use of HRIS in their organisations supports the strategic contribution of HR? Methodology and Background The four case study organisations each volunteered to participate in this study which is funded by an Australian Research Council (ARC) Linkage grant. Each organisation is a member of the Australian Senior Human Resources Round-table (ASHRR) the main industry partner in the project. Each of the case studies has either a standalone HRIS (e.g. CHRIS) or an enterprise resource planning (ERP) system module of HRIS (e.g. SAP) in place and all are in the process of either replacing or upgrading their existing system. Each company views the HRIS replacement or upgrade as a commitment to further extending the strategic contribution of the system. This provides us with a unique opportunity to gather rich empirical data related to our key research questions. The nature of the research questions required that the plans and activities of each case study be studied through the gathering of an array of data (table 1). This enabled the researchers to develop greater levels of understanding about the management of HRIS in each organisation and across organisations (Yin, 2003). Table 1: Data gathering across the case studies Case Study TechOrg # Interviews 4 Additional Data Organisational information available in the public domain, press articles Annual reports, Previous organisational presentations. OHS staff brochures and posters, Annual reports and promotional material Press clippings, web sites, office observations Observation of System in Use No observation of the system due to interviewee time constra ints BuildOrg 10 ManuOrg 8 Observation of HRIS in use within HR area; observation of OHS system in use Observation of HRIS in use with differing users. No observation of the system in use due to the sensitivity of data GovtOrg 4 Over a 16 month period initiated early 2008, interview data was combined with other empirical evidence gathered through access to secondary sources and during site visits. The interview data comprised semi-structured interviews conducted with executives across a range of roles in the organisations including: HR, IT, and Operations. Each interview was between one to two hours, and was conducted by two investigators, recorded and transcribed. Interviewees were selected on the basis of their involvement in the decision to implement or upgrade the HRIS at their organisation, or their high levels of use of the HRIS. In addition, and where possible, the researchers observed the HRIS at each organisation in use, so as to understand how the system was searched, reports were run, and the availability of data. The Case Studies Each of the four case studies discussed in this paper have been allocated an assumed name. Details concerning size of the organization, its current HRIS system and whether this was being renewed or upgraded and the reasons for the renewal or upgrade are summarized in table 2. TechOrg is a private organisation involved in the Information, Communications and Technology industry. Over the last three years, TechOrg has undertaken to upgrade its SAP HRIS module as part of its overall ERP upgrade and system development. BuildOrg is a large construction company which is also privately owned. Their workforce comprises both permanent and contracted employees. The organisation was previously operating a HRIS that was considered as outdated and sought to upgrade their existing system to primarily manage past and current employees. ManuOrg manufactures building products and metals and has a food processing division. The current HRIS was implemented 21 years ago with an increasingly modified CHRIS system that is currently in the process of being replaced with SAP. Lastly, GovtOrg is a public organisation responsible for security management. The organisation first implemented a proprietary HRIS in 1998 and had undertaken an upgrade in 2000 before initiating the current move to SAP in 2008. Table 2: Summary of Case Studies Case # Current system employees TechOrg 350 SAP BuildOrg Up to 1400 (varies) Tailored Preceda 9.1 by CHRIS, Mercury for payroll. CHRIS ManuOrg 7000+ Upgrading / replacing Replace with lighter version of SAP with more local functionality Upgrade to CHRIS Preceda 11 Mercury to remain SAP Reason(s) for change Change in ownership of organisation and requirement to severe links with previous owner and associated legacy systems. Increased requirement to meet compliance standards and to minimize risk of litigation. GovtOrg 5500 Proprietary system SAP HR director retiring with knowledge of the proprietary system. Need for a system consistent with the rest of the IT platform. Desire for IT rather than HR to manage HRIS. Moving to SAP so as to integrate with the organisation’s SAP ERP system and other govt. departments Results The initial research findings support the results of studies by those such as Towers Perrin (2008) and Bussler and Davis (2001). Despite all four case studies stating that the implementation or upgrade of their HRIS has been undertaken with the aim of utilising functions that are of a strategic nature thereby enhancing the strategic contribution of the HR function (Beatty, 2001; LengnickHall et al., 2003; Ulrich, 1997; Walker, 2001), the data suggests that progress towards making these changes is being hindered by a range of technological, managerial and organisational challenges. While some of these challenges could be attributed to the management of new technologies in general, our findings demonstrate that several are in fact specific to HR and reflect the complex nature of the management of people, the role of HR in the organisation, the allocation of resources to the HRIS, and technological issues related to the management of HR practice. It was never the intention of the project to select organisations that were undergoing major organisational change, rather we sought to gain access to organisations that were endeavouring to implement or upgrade their HRIS. The associated organisational changes which are discussed in this paper added to the complexity of the stories and experiences that these organisations have been able to share. The data across all the cases indicated the following three challenges for the organisations and each of these is discussed in the following section using cross-case analysis (Yin, 2003; Youndt, Snell, Dean, & Lepak, 1996). The challenges were: †¢ An inconsistency in the importance attributed to HRIS resulting in difficulties in sustaining management commitment to the project and in obtaining the resources necessary to fully develop the new or upgraded HRIS. †¢ A tendency to underestimate the complexity of the HRIS and its impact on the behaviour and processes of the organisation. †¢ The barriers to user acceptance of the HRIS and the consequent underestimation of the importance of change management. Inconsistent Salience Attributed to the Organisation’s HRIS Project The case study organisations have variously experienced significant changes in structure, size, ownership and government (summarised table 3). This has resulted in a shift of senior management attention away from development of the HRIS to more immediately pressing organisational issues. One consequence of this is the allocation of insufficient resources to the HRIS and, in some cases, the increased delegation of responsibilities to vendors and consultants. Table 3: Changes in Case Studies Case Study Organisational Change Process TechOrg Acquired by local company and required to adopt more localised processes BuildOrg Large growth in infrastructure projects Implication for the Business Reassessment and realignment of business processes Requirement to manage large contracted workforce. Significant increase in compliance requirements Need to align systems across range of standalone businesses Implication for the HRIS Enforced selection of more localised platform which aims to address more direct organisational needs Upgrade required for existing Preceda system ManuOrg GovtOrg Knowledge Management and establishment of sustainability practices Change of government resulting in increased demands and complexity of role. Desire for efficiencies in work practices. Migration to SAP and restructuring of the management of the HRIS away from HR and under IT Increased requirements Move to SAP platform to for reporting and comply with other standardised IT government departments TechOrg, a company based in the ICT sector, is a company that has constantly faced issues in maintaining the momentum and commitment of expanding their existing SAP system. Such challenges regarding salience have continued for the past three years as financial and engineering management systems upgrades have engulfed continual attempts to progress and complete the desired upgrade. The project, run and owned by the Human Resource department, is internally recognised as having low organisational priority: However the core will always be financial management systems and the things that allow our engineers and our program managers to run the calls, take the customer complaints, send them to the technician. We will certainly come a distant third to that†¦ So if we come third then we will do something, but we don’t know whether we’re coming third yet do we? (Director of People and Culture, TechOrg). The desire for the HRIS upgrade was later impeded in 2008 because the organisation was acquired by a domestic company and consequently all existing business processes needed to be changed to ensure separation from the previous owners. As a result â€Å"†¦the project (now) has been stopped pretty much †¦Ã¢â‚¬  (Director of People and Culture, TechOrg). The experiences of this organisation demonstrates that despite the best of intentions of HR, such projects as this, which are deemed as HR centric, can lose momentum as a result of factors beyond its control. BuildOrg started to investigate HRIS more than 10 years ago. The introduction of a new senior manager with existing ERP and HRIS knowledge combined with the perceived need to replace an outdated system instigated the desire to upgrade their original Mercury system, based on Lotus Notes. During these initial stages, several HRIS were considered, however, the project was abandoned when the costs associated with any new HRIS were deemed prohibitive. The project and operational requirements of the organisation were re-examined in 2005 and the organisation again considered implementing a new payroll system, but IT did not find any of the systems that they viewed appropriate for the organisational needs. The lack of executive support also played a significant role d uring this time. â€Å"So we sort of parked it at that stage. Because the other thing was, I think in an organisational sense with a new CEO, that wasn’t really a priority for us.† (General Manager HR, Safety and Corporate Relations). Finally in 2007 the latest attempt gained traction with senior management and the approval was given for an upgrade. Nevertheless the current progress on this project for BuildOrg has been met with caution. Because there’s been an awful lot of water under the bridge to get to this point. We’ve had – this is the third go at actually having a crack at getting Preceda as the HR system and getting the organisational structure in. Now there was one completely failed attempt. One almost got there but then failed and now this is the (final) go at it. (Applications Services Manager, IT). ManuOrg introduced its first HRIS in the 1970’s. Since then the organisation has undertaken a number of upgrades driven largely by organisational change which has required an expansion of the existing systems. Progressive changes and add-ons to the legacy system, has created for ManuOrg a HRIS that is complex and inconsistent. Although the HRIS has been accorded salience and sufficient resources over the past 30 years, the HR manager acknowledged that the rationale for change and selection of the replacement HRIS has tended to emphasise financial, rather than strategic human resource issues. The retirement of the HR Director, who has been central to developing the current HRIS, together with the need to standardise IT systems across all the operating companies has resulted in a call for migration to SAP and the re-positioning of HRIS management under the IT department. GovtOrg has been using PeopleSoft as the vendor for their HRIS since 1998, with an upgrade which introduced web based self service in 2000. With the aims of establishing a ‘single source of truth’, creating uniformity, gaining efficiencies and enabling data transfer and integration with other government organisations, GovtOrg has decided to replace PeopleSoft with SAP. Despite resounding confidence in the HRIS project, GovtOrg still believes that the project can be delayed by other organisational activities which are deemed more essential to the business and its performance. Probably the only issue is that will be a timing issue, as we – and we’re still debating with our plan – get a live date for SAPs views in October. So although it looks, at this point in time, like it may be delayed. If it gets delayed, it’ll actually push back into about March next year, because we’ve got some other peak periods in respect to processing and so forth. (National Manager of Infrastructure). The experiences of the four case study organisations suggests that their HRIS projects tend to face a number of challenges in the allocation of resources and the securing of ongoing support from senior management. Often finance, marketing and other operational functions are being given greater priority. In sum, based on the empirical research to date, it could be argued that all of the organisations, and specifically the HR function within them, have faced challenges regarding their ability to maintain momentum towards the selection and implementation of an upgraded HRIS. The Complexity of HRIS Underestimated The complexity of HRIS and its associated functionality appears to have been underestimated at the four case studies (Hannon, Jelf, & Brandes, 1996) and can be attributed to both technological and managerial factors. The challenge for HR management is how to manage the tension between the need to adapt practice to meet the needs of the HRIS versus customizing the technology to fit existing practices and the unpredictability involved in the management of people. Associated with this challenge is the decision of where to locate the management of the HRIS i.e. within Information Technology or as an HR technology group within HR. Our case organisations have varied responses to this dilemma, but all suggest that management of the system has significant implications for knowledge transfer between IT and HR and thus the ability to realise value from the HRIS . Previous studies have reiterated the claims made by HRIS vendors that there are two compelling benefits arising from the implementation or upgrading of HRIS (Hendrickson, 2003; Kavanagh, Gueutal, & Tannenbaum, 1990; Kovach & Cathcart, 1999). One is an increase in efficiencies through reduced costs and increased data accuracy, and the other is the improvements in the speed at which information can be produced. Such improvements in business processes have not yet been fully realised in our case study organisations as the implementation and functionality of the HRIS has proven to be more complex than anticipated. ManuOrg has maintained a number of legacy add-ons and proprietary upgrades to their CHRIS system. The current project is attempting to simplify and standardise systems into a standard IT platform that can be more easily supported but is finding it difficult to align the needs associated with its range of operating companies within one HRIS. The organisation realises that with its selection of a new and alternative HRIS vendor (SAP), there will be considerable compatibility issues with data migration. Accordingly, the transactional and menial activities for HR will increase prior to implementation, as existing data and codes are modified, and therefore the time required for data migration is expected to be significant. The complexity associated with the new system has compelled the organisation to implement it in a ‘big bang’ manner. â€Å"There are too many interdependent processes and that we really have to make the entire change of payroll for Australia and New Zealand at the one time† (Manager HR and Payroll Services). The complexity of the new system will also affect the value that the organisation can extract from the HRIS in the short term. Although the organisation has the explicit desire to establish a single source of truth via its new HRIS, it is recognised that such goals and aspirations will take second place, at least in the short-term, to the more urgent need to address issues surrounding change management and acceptance. The project based nature of the work that BuildOrg undertakes adds complications to the selection, use and implementation of any ‘vanilla’ HRIS. As the organisational structure is based more on projects and individuals rather than positions (typical of most organisations), particular reporting functionalities associated with HRIS may be deemed less germane or even superfluous for the organisation. In addition, similar to ManuOrg, this organisation is faced with the difficulty of trying to establish one central system which can be considered as a single source of truth from legacy systems which currently do not interface well. This has resulted in significant challenges around the compatibility and integration of data. BuildOrg has also experienced challenges with some of the functionality within the new system, particularly in relation to online leave applications. The issue of leave has proven to be problematic throughout the upgrade process, to the extent that the organisation has decided not to utilize this function initially, â€Å"which is probably why we’ve decided to not go forward with the (leave submiss ions) online; that’s a little bit in the too hard basket at the moment as to how it’s going to work† (Corporate HR Advisor). Furthermore, a number of other functionalities of the HRIS have needed to be adjusted in order to meet the organisational requirements before the system goes live: â€Å"You need a lot of tweaking at that point and we won’t be spot-on when we get it there; it’ll be close. That tweaking will take a while; it’ll take months and months† (Payroll Manager). This is a process that has consumed unexpected additional time and resources. Similar levels of complexity are associated with the implementation of a new system at TechOrg. This complexity can however be attributed to the changes in ownership that the organisation has experienced over the past 2 years. The new system and its implementation has experienced additional technical difficulties which have largely been driven by established business processes that could manage differences in European and Australian legislation. Being a publicly owned organisation presents its own range of issues for GovtOrg regarding the use and implementation of a HRIS. Comprising a highly structured workforce, GovtOrg faces challenges with the management of rosters, schedules and allowances. In contrast to ManuOrg and TechOrg, GovtOrg needs an HRIS capable of processing, administering and managing a variety of employee rosters and allowances. More specifically, for this particular organisation, the activities of workforce planning, the management of staff hours, associated policy issues and ensuring that its operations are conducted in accordance with the relevant collective agreements, results in additional complexity and has led to demands for additional functionality from the HRIS. Furthermore, the National Manager of Infrastructure recognised that existing contractual arrangements with their HRIS vendor has exposed the organisation to possible â€Å"†¦potential risks that may lead to delays.† Such potential risks and possible delays are believed to stem from concerns that the vendor may be unable to address the added demands for additional functionality that GovtOrg has put forward under present contractual arrangements. These contractual concerns along with workforce planning issues, have added to the complexity of the selection, implementation and use of GovtOrg’s HRIS. Barriers to Acceptance of New or Upgraded HRIS and the Importance of Change Management The third challenge which has hindered the ability of our case study organisations to realise the potential of their HRIS arises from barriers associated with the acceptance of the new or upgraded HRIS among key end-users of the system and the importance attached to managing the change processes associated with its implementation and introduction. Further, obtaining organisational ‘buy-in’ regarding the strategic contribution of the HRIS has, in some cases, been hindered by scepticism, a lack of understanding, insufficient management commitment, and fears that existing modes of work will be changed and result in, for example, job loss or altered leave entitlements and shift arrangements (Kavanagh et al., 1990; Kinnie & Arthurs, 1996; Tansley & Watson, 2000). The lack of organisation and management buy-in has also been a significant challenge for ManuOrg. Despite the HRIS project acquiring renewed salience and again being placed on the organisation’s strategic agenda, the Manager of HR and Payroll Services recognised that the system and its importance for the organisation was yet to be acknowledged and wholly accepted: â€Å"I’m not sure that it’s got the necessary buy-in from the business leaders that we’re going to need to have.† This problem was reinforced later in the same interview: â€Å"†¦from talking with the business heads, concept-wise, no one is saying this is a load of rubbish, but I don’t think they’ve quite got their heads into the space and are saying, ‘Yes, we’re 100% behind that†¦Ã¢â‚¬  To try and counter this lack of buy-in, the HR department is working on an ongoing basis to promote the HRIS promise. ManuOrg, acknowledges that the upgrade of the existing system, that has been in place for 21 years will generate significant change for the way that information is managed. As the Manager of HR and Payroll Services observed: The biggest issue I believe is going to be the change management†¦ Most [ManuOrg] employees are going to notice that and more than notice. They’re going to see a significant change in the way that they supply information, get information, gain approvals. It’s a big challenge for us at the moment to try and get people in the business into this online environment. Some people really love it, other people really hate it. There’s like that sort of – and there’s nothing really in between at the moment – lack of und erstanding of the change needed but also an explicit concern for the need to manage change. Discussions about this challenge and concerns about the required change management process have been extensive and the wider acceptance of the system and its changes are seen to differ between those that are associated with the project, versus existing employees who are comfortable with the organisations current policy and procedures, or alternatively fearful of technology. For me it works well, but I’m very adaptable to change. So being able to move to a system where we can have everything in the one place I think is going to be a much better thing for us. (HR Manager of Corporate and Shared Services). The challenges for GovtOrg in managing change are centred on the need to re-focus expectations. With the explicit desire to establish a single source of truth, the organisation has commissioned the HRIS project The ability for the organisation to achieve this relies on the ability to manage expectations: But we’ve also got to manage the expectation that this is not the silver bullet to everything. This is simply a system. A system, in and of itself, doesn’t actually resolve issues or processes or anything else. (National Director of People and Place) This same manager further believed this process and challenge would greatly impact the overall acceptance of the system and thus was focussed on the implementation process. â€Å"If this process experiences issues and additional complications, or just ‘goes wrong’ [then] you can almost smell the end of SAP or its user acceptance within customers.† Without an effective implementation process the ability of the organisation to gain potential strategic potential from their HRIS would be significantly compromised. Barriers to acceptance, ownership and maintenance have plagued BuildOrg’s past, current and planned HRIS. The resources allocated to the maintenance of the HRIS system have waned throughout the life of the existing system and overall ownership of the system has largely been transferred back and forth from IT, HR and Payroll: â€Å"We’ve had a lot of problems actually trying to get people to take ownership of the systems and maintain them† which has resulted in the existing system and the information that it generates being inaccurate and outdated. Past experiences of systems with limited use, combined with an appreciation of the needs of the current workforce has ensured that the organisation has delayed the implementation of the new updated system in an attempt to ensure tha t all problems and barriers have been addressed before the system goes live. According to the Corporate Human Resources Manager, training and education is essential and needs to be timely: It’s about educating and marketing, I think at the induction piece, the new joiners they get some sort of training on how to use it and then when we roll out self service and I was talking to [Manager X] about this the other day and said anything we do it has to have a really good marketing push so that people take notice and then quickly follow it up with the training. This organisation and its current project manager also realises that the training needs to be hands on in order to generate an acceptance and use of the system and avoid the work-arounds that have compromised the effectiveness of the system in the past. Acceptance of the HRIS has also presented problems for TechOrg however user resistance has not been as significant as evidenced in the other cases. Employees largely work in distributed teams located in client organisations for the duration of their projects. They are working in a hightech environment and thus are comfortable with a more virtual relationship with the organisation and use the HRIS to manage their information and for most of their HR requirements. Despite the HR department struggling to ensure that the new HRIS project retains salience in the organisation, the lack of organisational buy-in tends to surround specific fu nctions rather than the system as a whole. The Director of People and Performance spoke of limited success with functionality associated with time sheeting and the need to incorporate additional flexibility to meet the increasingly complex customer requirements which have implications for their employees in different work sites. Change is a constant in this organisation so together with the technical requirements of the job, this seems to create a more accepting environment for new systems. However, despite this environment, recent changes around pay cycles generated significant resistance that was unanticipated by management signalling that changes to the HRIS that directly impact employees such as pay may require significant more attention to change management than TechCo has traditionally been used to. Discussion and Conclusions Initial findings from our four case studies suggest that although new or upgraded HRIS systems are being used to automate and devolve routine administrative and compliance functions traditionally perfo rmed by the HR function, the potential for this technology to be used in ways that contribute to the strategic direction of the organisation is not being realised. More specifically, our results suggest that the opportunity to enhance HR’s role as strategic partner as a result of the use of HRIS is being hindered by three main challenges. The first challenge relates to the ability to maintain the levels of senior management commitment and resources needed to implement and manage new or upgraded HRIS. The second concerns managing the complexity of the HRIS and its associated functionality. The third challenge stems from barriers associated with the acceptance of HRIS among key managers and employees along with the importance attached to managing the change processes associated with the implementation and introduction of the new or upgraded systems. These challenges demonstrate that the material, functional characteristics of technologies such as HRIS are complex and make them difficult to introduce and operate. At the same time, and in line with a social constructionist approach to the study of technology each of the challenges illustrates that how and when a technology is used is also determined by the agency of its users and the social context within which it is adopted (Orlikowski et al., 2001). In sum, only through an appreciation of both the material and the social can a more informed understanding of the problems that surround HRIS implementation and operation be obtained. In this respect, our findings are in contrast to the more technological deterministic view of earlier studies of HRIS that suggest that it is simply the technology itself which has implications for the changing role of HR. It can be seen then that the social context of HRIS plays an important role in shaping user perceptions and behaviour (Orlikowski, 2000). From a technologies-in-practice perspective (Dery et al, 2006) user interactions with the ‘facilities’, ‘norms’, and ‘interpretative schemes’ associated with HRIS are affected not only by its technological complexity, but also by problems concerning the management of, and commitment to, its implementation. These socio-contextual factors are compounded by the fact that each case study organisation has experienced significant change, for example in ownership and structure. Underlying the three challenges is the issue of how various social groups, or key actors involved in the implementation and use of HRIS bring to bear their own interests and thus interpretations of the system and what it does. As a result of this process, the design, selection and use of HRIS are shown in this study to be subject to contestation as a range of meanings are attached to the technology that either undermine or highlight its perceived value and significance and which impact on the extent to which it is to be used in a strategic or more administrative fashion. Significantly, the study suggests that interpretations which run counter to HRIS being used in ways that realise its strategic potential are currently winning the day. Overcoming these interpretations of HRIS and replacing them with one that leads to its being used to inform business strategy requires organisations to identify and systematically address the three challenges we have identified. Until this takes place, the potential of HRIS to enhance the strategic role of the HR function is likely to remain unrealised. References Ball, K. S. 2001. The use of human resource information systems: a survey. Personnel Review, 30(5/6): 677-693. Barney, J. B., & Wright, P. M. 1998. On becoming a strategic partner: The role of human resources in gaining competitive advantage. Human Resource Management, 37(1): 31-46. Barron, M., Chhabra, D., Hanscome, R., & Henson, R. 2004. Exclusive Panel Discussion: Tips and Trends in HRIS. HR Focus, 81(5): 6-7. Beatty, B. D. 2001. A Framework for Transforming Your HR Function. In A. J. Walker, & T. Perrin (Eds.), Web-Based Human Resources: the technologies and trends that are transforming HR: 150-172. 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Consequentiality and Deontology

CRG 520 ASSIGMENT THE MOVIE REVIEW ISTANBUL AKU DATANG PREPARED BY: NAME: NURUL HASIKIN BINTI NGAH MATRIC NO: 2011646112 GROUP: AC2204A Istanbul Aku Datang is a movie about a sweet and naive blogger named Dian who travels to Istanbul in plan to make her boyfriend, Azad, a medical student, to propose to her. She enrols in language course in the same university as Azad and in the period of three months, she hopes that her plan on convincing her boyfriend to propose her will be success.Due to the unexpected circumstance that come to her way, Dian have to move out from Azad’s house and rent out another apartment without knowing that the apartment is already tenant. Despite of being cheating and runs out of money, Dian tries out her very best to clear the situation and build a good relationship with the rightful tenant of the house, Harris who is a quirky and shy artist while tries to hide from her boyfriend the truth that she is sharing the apartment with a guy. The stakeholders i n this movie are Dian, Azad and Harris. Dian’s stakes is to ensure that Azad will be her husband.Azad’s stakes is to keep Dian as her girlfriend but not telling her that he got someone else while Harris’s stakes is to stay in the apartment without have to share it with Dian. The main villain in this movie is Azad while the hero and heroine are Dian and Harris respectively. The ethical dilemma of the villain Azad is whether to being honest and tells the truth to Dian that he already have another girlfriend. The ethical dilemma of the hero, Harris is whether to let Dian stay with him with the fact that Dian have been cheated and got no money left to rent another house.The ethical dilemma of the heroine, Dian is whether to being honest to tell Azad that she is actually sharing the same apartment with Harris. Ethical or Moral Issues The ethical or moral issue in the movie is about honesty. The main villain in this movie is not being honest since he is cheating behin d his girlfriend, Dian who is actually very loyal towards him. His egoism have avoid him from telling the truth to Dian and makes excuses to make sure Dian do not stay with him maybe because he is afraid that Dian will knows that he is not being loyal.Dian also do not being honest because she is not explaining the truth is she is sharing a place to stay with Harris. The other ethical issue is sympathy. This issue could be seen by the character of Harris who feels sympathy towards Dian, who get cheated by Saleem. So, he let Dian stays with him even though he do not likes her at first because of some misunderstandings. Harris also feels sympathy towards Dian when Dian knows that Azad is cheating with another woman. He keeps her accompanies and tries to make her happy. The third issue is trustworthiness.This issue could be seen by the character of another Villain which is Saleem. Saleem is the person who cheats Dian to rent out the apartment that already being rented by Harris. He did this for his self-interest to get money easily Consequentalist Point of View Consequentialism is the class of  normative ethical theories  holding that the consequences  of one's conduct are the ultimate basis for any judgment about the rightness of that conduct. Thus, from a consequentialist standpoint, a morally right act is one that will produce a good outcome, or consequence.From a consequentialist point of view, the action of Azad who cheating behind his girlfriend is unethical because at the end we can see that because of that action they finally broke up. Furthermore, the consequence of his action causing Dian to feel very sad and broke her pride after an embarrassing fight with his another girlfriend. The action of Saleem is also wrong or unethical because the consequence of his action cause Dian to be in such a harsh situation where she have no money left to rent out another apartment after knowing that the apartment that Saleem rent to her already have a tenant.Deont ology Point of View Deontological ethics  is the  normative ethical  position that judges the morality of an action based on the action's adherence to a rule or rules. Deontology derives the rightness or wrongness of one's conduct from the character of the behaviour itself rather than the outcomes of the conduct. From the deontology point of view, the action of Dian who do not tells Azad that she is sharing the same apartment with Harris is a right action. She did that because she does not want Azad to misunderstand her.Besides, she also wants to please Azad that she already gets a safe place to stay. Plus, she has to do that because she is cheated and it’s not like she is willingly staying with a stranger especially a male. The action of Harris who let someone’s girlfriend stays with him and helps her to hides the matter from her boyfriend is also a right action. This is his action is based on sympathizes and she just want to help her who is helpless that time. Golden RuleThe Golden Rule is an ethical code  or  morality that essentially states either the positive form of Golden Rule or the negative form Golden Rule. Positive form of Golden Rule states that one should treat others as one would like others to treat him while negative form of Golden Rule states that one should not treat others in ways that one would not like to be treated. If I were in Azad’s shoes I would not at the first place cheating behind Dian. This is because Azad was very angry and frustrated when she thought that Dian was cheating with Harris.In that case, I should have being loyal and faithful so that Dian will also do the same things to me because I believe if I cheat her, she must be very angry and sad too. Plus, Dian is very loyal and honest to me so there is no such thing that she is being unfaithful. As the villain, I think Azad would be very remorse because he had lied to Dian since Dian finally not choosing him as her future husband. Even though Di an wants to give him second chance Dian finally realised that she actually should have choose Harris who seems to be more honest.As for Saleem, he also must feels guilt for cheating on Dian’s money. He also must be very shame when the real landlord brought him to meet Dian and Harris to explain the truth and return the money back to Dian for justice. Lessons From the movie Istanbul Aku Datang, I have learnt that to build a good relationship with others, we must be very honest about our feeling. If we are honest and sincere in our relationship, the other could feel our sincerity. This is what happens between Dian and Harris. How Harris could ever win over Dian’s heart in a short time if it is not because of his honesty and sincerity.By the time, when he at first let Dian gives Azad the second chance because he is altruistic and want to see Dian happy, he realised that Dian will be happier if Dian with him. So, he runs after Dian and though his eyes, Dian could see the s incerity and causing her to choose Harris instead of Azad. In conclusion, honesty is the best policy. The second thing that I have learnt is we should not take advantages over someone else’s problem for our own self-interest. This is because at the of the day we will get the punishment, either sooner or later because I believe that what goes around comes around. Consequentiality and Deontology CRG 520 ASSIGMENT THE MOVIE REVIEW ISTANBUL AKU DATANG PREPARED BY: NAME: NURUL HASIKIN BINTI NGAH MATRIC NO: 2011646112 GROUP: AC2204A Istanbul Aku Datang is a movie about a sweet and naive blogger named Dian who travels to Istanbul in plan to make her boyfriend, Azad, a medical student, to propose to her. She enrols in language course in the same university as Azad and in the period of three months, she hopes that her plan on convincing her boyfriend to propose her will be success.Due to the unexpected circumstance that come to her way, Dian have to move out from Azad’s house and rent out another apartment without knowing that the apartment is already tenant. Despite of being cheating and runs out of money, Dian tries out her very best to clear the situation and build a good relationship with the rightful tenant of the house, Harris who is a quirky and shy artist while tries to hide from her boyfriend the truth that she is sharing the apartment with a guy. The stakeholders i n this movie are Dian, Azad and Harris. Dian’s stakes is to ensure that Azad will be her husband.Azad’s stakes is to keep Dian as her girlfriend but not telling her that he got someone else while Harris’s stakes is to stay in the apartment without have to share it with Dian. The main villain in this movie is Azad while the hero and heroine are Dian and Harris respectively. The ethical dilemma of the villain Azad is whether to being honest and tells the truth to Dian that he already have another girlfriend. The ethical dilemma of the hero, Harris is whether to let Dian stay with him with the fact that Dian have been cheated and got no money left to rent another house.The ethical dilemma of the heroine, Dian is whether to being honest to tell Azad that she is actually sharing the same apartment with Harris. Ethical or Moral Issues The ethical or moral issue in the movie is about honesty. The main villain in this movie is not being honest since he is cheating behin d his girlfriend, Dian who is actually very loyal towards him. His egoism have avoid him from telling the truth to Dian and makes excuses to make sure Dian do not stay with him maybe because he is afraid that Dian will knows that he is not being loyal.Dian also do not being honest because she is not explaining the truth is she is sharing a place to stay with Harris. The other ethical issue is sympathy. This issue could be seen by the character of Harris who feels sympathy towards Dian, who get cheated by Saleem. So, he let Dian stays with him even though he do not likes her at first because of some misunderstandings. Harris also feels sympathy towards Dian when Dian knows that Azad is cheating with another woman. He keeps her accompanies and tries to make her happy. The third issue is trustworthiness.This issue could be seen by the character of another Villain which is Saleem. Saleem is the person who cheats Dian to rent out the apartment that already being rented by Harris. He did this for his self-interest to get money easily Consequentalist Point of View Consequentialism is the class of  normative ethical theories  holding that the consequences  of one's conduct are the ultimate basis for any judgment about the rightness of that conduct. Thus, from a consequentialist standpoint, a morally right act is one that will produce a good outcome, or consequence.From a consequentialist point of view, the action of Azad who cheating behind his girlfriend is unethical because at the end we can see that because of that action they finally broke up. Furthermore, the consequence of his action causing Dian to feel very sad and broke her pride after an embarrassing fight with his another girlfriend. The action of Saleem is also wrong or unethical because the consequence of his action cause Dian to be in such a harsh situation where she have no money left to rent out another apartment after knowing that the apartment that Saleem rent to her already have a tenant.Deont ology Point of View Deontological ethics  is the  normative ethical  position that judges the morality of an action based on the action's adherence to a rule or rules. Deontology derives the rightness or wrongness of one's conduct from the character of the behaviour itself rather than the outcomes of the conduct. From the deontology point of view, the action of Dian who do not tells Azad that she is sharing the same apartment with Harris is a right action. She did that because she does not want Azad to misunderstand her.Besides, she also wants to please Azad that she already gets a safe place to stay. Plus, she has to do that because she is cheated and it’s not like she is willingly staying with a stranger especially a male. The action of Harris who let someone’s girlfriend stays with him and helps her to hides the matter from her boyfriend is also a right action. This is his action is based on sympathizes and she just want to help her who is helpless that time. Golden RuleThe Golden Rule is an ethical code  or  morality that essentially states either the positive form of Golden Rule or the negative form Golden Rule. Positive form of Golden Rule states that one should treat others as one would like others to treat him while negative form of Golden Rule states that one should not treat others in ways that one would not like to be treated. If I were in Azad’s shoes I would not at the first place cheating behind Dian. This is because Azad was very angry and frustrated when she thought that Dian was cheating with Harris.In that case, I should have being loyal and faithful so that Dian will also do the same things to me because I believe if I cheat her, she must be very angry and sad too. Plus, Dian is very loyal and honest to me so there is no such thing that she is being unfaithful. As the villain, I think Azad would be very remorse because he had lied to Dian since Dian finally not choosing him as her future husband. Even though Di an wants to give him second chance Dian finally realised that she actually should have choose Harris who seems to be more honest.As for Saleem, he also must feels guilt for cheating on Dian’s money. He also must be very shame when the real landlord brought him to meet Dian and Harris to explain the truth and return the money back to Dian for justice. Lessons From the movie Istanbul Aku Datang, I have learnt that to build a good relationship with others, we must be very honest about our feeling. If we are honest and sincere in our relationship, the other could feel our sincerity. This is what happens between Dian and Harris. How Harris could ever win over Dian’s heart in a short time if it is not because of his honesty and sincerity.By the time, when he at first let Dian gives Azad the second chance because he is altruistic and want to see Dian happy, he realised that Dian will be happier if Dian with him. So, he runs after Dian and though his eyes, Dian could see the s incerity and causing her to choose Harris instead of Azad. In conclusion, honesty is the best policy. The second thing that I have learnt is we should not take advantages over someone else’s problem for our own self-interest. This is because at the of the day we will get the punishment, either sooner or later because I believe that what goes around comes around.

A Glossary of Popular Computer Terms in German

A Glossary of Popular Computer Terms in German Traveling to Germany during the digital age means that you will not only need to know the German words to use in a restaurant or a hotel but the terminology associated with computers and technology. German Words Related to Computers Brush up on popular computer terms in German with this glossary. The words are in alphabetical order. A - C address book (email)   s Adressbuch answer, reply (n.)  e Antwort,  e-mail abbrev.  AW:  (RE:) at sign []   r Klammeraffe,  s At-Zeichen Although the German for (at) as part of an address should be bei (pron.  BYE), as in: XYX bei DEUTSCH.DE (xyzdeutsch.de), most German-speakers pronounce as et - mimicking English at. attachment (email) (n.)   r Anhang,  s Attachment back, previous (step, page)   zurà ¼ck bookmark  n.  Ã‚  s Bookmark,  s Lesezeichen browser   r Browser  (-),  r Web-Browser  (-) bug (in software, etc.)   r Bug  (-s),  e Wanze  (-n) cancel (an operation)  v.  Ã‚  (eine Aktion)  abbrechen caps lock   e Feststelltaste check ones email   die E-Mail abrufen compose (an email message)   (eine Mail)  schreiben computer   r Computer,  r Rechner connection   r Anschluss,  e Verbindung continue (to next step, page)   weiter  Ã‚  back, return (to)   zurà ¼ck copy  n.  Ã‚  e Kopie  (-n)  Ã‚  a copy   eine Kopie  (EYE-na KOH-PEE)copy  v.  Ã‚  kopieren cut (and paste)   ausschneiden  (und einfà ¼gen) D - J data   e Daten  (pl.) delete (v.)   là ¶schen,  entfernen download (n.)   r Download, (pl.)  die Downloads,  e ÃÅ"bertragung  (email) download (v.)   runterladen,  herunterladen,  downloaden,  Ãƒ ¼bertragen  (email) draft (email) (n.)   r Entwurf drag (to) (v.)   ziehen (auf) email/e-mail (n.)   e E-Mail  (eine E-Mail senden),  die/eine Mail,  e E-Post  Ã‚  email messages (n., pl.)   die Mails  (pl.)  Ã‚  new messages (n., pl.)   neue Mails  (pl.)  Ã‚  sort messages (v.)   die Mails sortieren  Ã‚  unread mail/messages (n., pl.)   ungelesene Mails  (pl.) Das E-Mail? Some Germans may tell you that email in German is  das  rather than  die.  But since the English word stands for  die E-Post  or  die E-Post-Nachricht, its difficult to justify  das. Dictionaries say its  Ã¢â‚¬â€¹die  (feminine). (Das Email  means enamel.) email/e-mail, send email (v.)   e-mailen,  mailen,  eine E-Mail senden email address (n.)   e E-Mail-Adresse email messages (n., pl.)   die Mails  (pl.),  die Benachrichtigungen  (pl.) emailbox, e-mailbox, mailbox (n.)   r Postkasten,  e Mailbox  Ã‚  in-box (n.)   r Eingang,  r Posteingang  Ã‚  out-box (n.)   r Ausgang,  r Postausgang enter (name, search term) (v.)   (Namen, Suchbegriff)  eingeben,  eintragen enter/return key   e Eingabetaste error   r Fehler  Ã‚   error message   e Fehlermeldung escape key   e Escapetaste folder, file folder   r Ordner,  s Verzeichnis folder (directory) list   e Ordnerliste,  e Verzeichnisliste hack (n.)   r Hack hyperlink, link   r Querverweis,  r Link,  r/s Hyperlink image   s Bild  (-er) in-box (email)   r Posteingang install (v.)   installieren instructions   e Anleitungen,  e Anweisungen  Ã‚  Follow the instructions on the screen.   Befolgen Sie die Anweisungen auf dem Bildschirm. insufficient memory   ungenà ¼gender Speicher,  nicht genà ¼g Speicher(kapazitt) Internet   s Internet ISP, Internet service provider   r Provider,  der ISP,  r Anbieter junk mail, spam   die Werbemails  (pl.) K - Q key (on keyboard)   e Taste keyboard   e Tastatur laptop (computer)   r Laptop,  s Notebook  (The German terms  r Schoßrechner  or  Tragrechner  are rarely used.) load (v.)   laden log in/on (v.)   einloggen  Ã‚  hes logging in  er loggt ein  Ã‚  she cant log in  sie kann nicht einloggen log out/off (v.)   ausloggen,  abmelden link (n.)   r Querverweis,  r/s Link link (to) (v.)   verweisen (auf)  accus.,  einen Link angeben link, combine, integrate   verknà ¼pfen mailbox   e Mailbox  (computers and email only) mailing  n.  Ã‚  s Mailing  (mass mailing or mail shot) mailing list   e Mailingliste mark (as read)  v.  Ã‚  (als gelesen)  markieren memory (RAM)   r Arbeitsspeicher,  r Speicher  Ã‚  amount of memory  e Speicherkapazitt  Ã‚  insufficient memory  ungenà ¼gender Speicher  Ã‚  not enough memory to load image  nicht genug Speicher, um Bild zu laden menu (computer)  s Menà ¼Ã‚  Ã‚  menu bar/strip  e Menà ¼zeile/e Menà ¼leiste message (email)   e Nachricht,  e Mail  (eine Mail)  Ã‚  email messages   die Mails  (pl.)  Ã‚  new messages   neue Mails  (pl.)  Ã‚  sort messages   die Mails sortieren  Ã‚  unread messages   ungelesene Mails  (pl.) message (notice)   e Meldung  (-en)  Ã‚  message window  s Meldungsfenster mouse (mice)   e Maus  (Muse)  Ã‚  mouse click   r Mausklick  Ã‚  mouse pad   e Mausmatte  Ã‚  right/left mouse button  rechte/linke Maustaste monitor  n.  Ã‚  r Monitor online  adj.  Ã‚  online,  angeschlossen,  verbunden open  v.  Ã‚  Ãƒ ¶ffnen  Ã‚   open in new window   in neuem Fenster à ¶ffnen operating system   s Betriebssystem  (Mac OS X, Windows XP, etc.) page(s)   e Seite  (-n)  Ã‚   page up/down (key)  Bild nach oben/unten  (e Taste) password   s Passwort,  s Kennwort  Ã‚   password protection   r Passwortschutz  Ã‚   password protected   passwortgeschà ¼tzt  Ã‚   password required   Passwort erforderlich paste (cut and paste)   einfà ¼gen  (ausschneiden und einfà ¼gen) post (v.)   eine Nachricht senden/eintragen  Ã‚   post a new message   neue Nachricht,  neuer Beitrag/Eintrag power (on/off) button   e Netztaste power cord   s Netzkabel press (key) (v.)   drà ¼cken auf previous - next   zurà ¼ck  -  weiter previous settings   vorherige Einstellungen  (pl.) printer   r Drucker print cartridge(s)   e Druckpatrone(n),  e Druckerpatrone(n),  e Druckkopfpatrone(n) program (n.)   s Programm R - Z restart (program)   neu starten return/enter key   e Eingabetaste screen (monitor)   r Bildschirm scroll (v.)   blttern search (v.)   suchen search engine   e Suchmaschinesearch form   e Suchmaske settings   die Einstellungen  (Pl.) shift key   e Umschalttaste shortcut  s Schnellverfahren,  r Shortcut  Ã‚  as a shortcut  im Schnellverfahren shut down, close (application)   beendenshut down (computer)   herunterfahren  (...und ausschalten)  Ã‚  the computer is shutting down  der Computer wird heruntergefahren  Ã‚  restart  neu starten space key   die Leertaste spam, junk mail (n.)   die Werbemails  (pl.) spell check (a document)   e Rechtschreibung  (eines Dokuments)  prà ¼fenspell-checker   e Rechtschreibhilfe,  r Rechtschreibprà ¼fer  (-) start (program) (v.)   starten  Ã‚  he starts the program  er startet das Programm  Ã‚  restart  neu starten subject (re:)   r Betreff  (Betr.),  s Thema  (topic) subject (topic)   s Thema submit (v.)   absenden,  senden,  einen Befehl absetzen  Ã‚  submit button  r Submit-Knopf,  r Sendeknopf system   s Systemsystem requirements   Systemvoraussetzungen  pl. tag  n.  Ã‚  s Tag  (HTML tag - not to be confused with  r Tag   day) text   r Text  Ã‚   text box   r Textkasten,  e Textbox  Ã‚   text field   s Textfeld  (-er) text message   r SMS  (see SMS for details) thread (in a forum)   r Faden tool   s Tool  (-s),  s Werkzeug  (-e)toolbar   e Toolbar  (-s),  e Toolleiste  (-n) transfer, download  v.  Ã‚  herunterladen  (email, files) transfer, move (to a folder)   verschieben trash  n.  Ã‚  r Papierkorb,  r Abfalleimer troubleshoot   Fehler beheben turn on, switch on   einschalten  Ã‚   Turn on your printer.   Schalten Sie den Drucker ein. underline  n.  (_)  r Unterstrich update  n.  Ã‚  e Aktualisierung  (-en),  e Änderung  (-en),  s Update  (-s)  Ã‚   last update (on)   letzte Änderung  (am) upgrade  n.  Ã‚  s Upgrade  (-s) user   r Anwender,  r Benutzer,  r Nutzer,  r User  Ã‚   user I.D.   s Nutzerkennzeichen  (-) virus   s/r Virus  (Viren)  Ã‚   Trojan horses, viruses, worms   Trojaner, Viren, Wà ¼rmervirus scanner   r Virenscanner  (-) Wi-Fi   s WLAN  (pron.  VAY-LAHN) - Wireless LAN (local area network)Note: In the U.S. and many other countries, Wi-Fi is used as a synonym for WLAN, although technically the term is a registered trademark related to the WECA (Wireless Ethernet Compatibility Alliance) organization that developed the Wi-Fi standard and the Wi-Fi logo. See the  Wi-Fi Alliance  site for more. worm (virus)   r Wurm  (Wà ¼rmer)  Ã‚   Trojan horses, viruses, worms   Trojaner, Viren, Wà ¼rmer

5 Clues Its Time to Get a New Job (Before Its Too Late)

5 Clues Its Time to Get a New Job (Before Its Too Late) Most people are totally excited on the first day of a new job. But after a few months (or years), we can start to lose the love a little. Here are 5 ways to tell whether you’re just bored or if you really should look for another job. 1. Your boss is a jerkSeriously. She puts you down, publicly. She blows up at you in front of everyone. She snaps  at you regularly. This is not good boss behavior. Remember, a good boss will do everything they can to help you succeed and encourage you to grow and improve until you’re delivering your best work. This is in her best interest. If your boss is all nasty and no nurture, it may be time to move on.2. You dread workYou come home running on empty- emotionally and physically and mentally exhausted. And the thought of going back in the morning, or on Monday, fills you with dread. If you feel actual knots in your stomach at the idea of going in to work, it might be time to think about a change.3. You’re too busy to breatheYouà ¢â‚¬â„¢re so busy that you only leave the office to shower and sleep (and even then, not for very long). You’re always on your email or your work phone. And weekends? Haven’t had one of those in months.Remember, if you’re this busy there’s no way you’re actually doing good work. You don’t have time to think! Have a conversation with your boss about taking better care of yourself, managing things, delegating perhaps, and about having at least one day off to recharge. If you can’t get these boundaries set up, you should leave before you burn out completely.4. You’re so boredSeriously, you can hardly make it through the day. You’ve started yawning- not because you’re tired, but because your job is so brain-numbingly boring that you can’t focus or stay awake. If you have one of these jobs where management would rather you have your butt in your chair all day than actually be productive, then you might be better off somewhere else.5. You want something differentWanting to move on to something new or different is natural. Maybe you want a new challenge! Or a change of scenery! Keep in mind you might not have to go nuclear to get this. See if there are any positions in different departments within your company. If you could see this solving the problem, it might be easier than a career change. If you listen to yourself and confront your situation honestly, you’ll know when it’s really time to go.

Mithodology and planning Essay Example | Topics and Well Written Essays - 1750 words

Mithodology and planning - Essay Example Course ideas The lesson is part of a unit or course that I have taught back in my school. So the idea of the course is not a new thing for me. While designing this course, I focused on the students’ needs in the first place as is explained by Graves (2000). I am going to teach this course to young intermediate female students who are studying English as a compulsory subject among other Arabic subjects in the school. Therefore, on the whole goal of the course is to improve the students’ four language skills: speaking, listening, reading and writing through a common and lovable topic such as food. Beliefs inherent in planning Since the type of the course is integrated course of the four skills, in each lesson I tried to focus on a specific skill. In this lesson, I tried to concentrate more on the writing skill by teaching students the sequence of words that will make their writing more coherent. Also, I have not just focussed on language but also tried to introduce the culture of English language through my lesson as it is presented by Cruz, Bonissone and Baff (1995). They encouraged teaching the culture of the second language and explained that it will make the abstract form of the language more meaningful. Thus, through this lesson I introduced examples of common food in English culture such as peanut butter sandwiches and chocolate muffins. Moreover, there is a connection between L1 and L2, due to the nature of the human brain. Students tend to translate what they learn in L2 to their L1 (Littlewood & Yu, 2009). Therefore, I tried to bring their previous knowledge about food in their L1 and to use the English language to talk about it. Also, when choosing the activities for my lesson I considered my students’ different learning styles as it is cited in Nunan, (1999).Furthermore, I used different learning strategies, through various activities. The reason for this variation is to keep the students interested all the time and to attract their attention. Also, my role as a teacher through these activities was to direct them with simple and direct instructions and to observe their work. However, I did not correct their errors in a direct way and tried to accept their answers as such in order to encourage them and give them the freedom to participate more. On the other hand, the role of the students was productive and they had a great part in speaking, reading and writing. This facilitates my role as a teacher because I had to observe and direct only. Context The topic of my course and lesson is about food, which is a common topic. Therefore, it can be adapted in any context. H owever, there are some adaptations that could be made according to the context in which this course will be given. For example, kinds of food, types of activities and materials. Also, in my context I have to pay attention on my students’ religious and cultural backgrounds when choosing the topic of my texts. For example, I cannot teach the Muslim students texts that talk about how to prepare a pork sandwich, because eating the pig’s meat is forbidden in Islam. Nevertheless, the number of the students in my real context is vast and there is always lack of materials. However, the most significant element