ShantanuT01/DACTYL-Pretraining huggingface dataset:
Introduction Narrative research possesses various forms, and it is founded on various disciplines of both social and humanity. In qualitative research, the term narrative is attributed to any text used in inquiry mode, with a particular focus based on narratives told by people. According to Pinneger and Daynes (Cited in Five Qualitative Approaches to Inquiry, 2006), narrative can be described as both a phenomenon and procedure of study. As a procedure, narrative is composed of events that occurred in life situation of people. Understanding and analyzing of told stories have been introduced by different writers. In qualitative design, the narrative is comprehended as a spoken account detailing experiences that are connected in sequence. The method used in undertaking this research is based on attaining data from the stories told by one or two people. The data collected is later to be defined. The various fields used for study have incorporated their own ways of undertaking the research even though the narrative research base its origins from sociology, education, history and anthropology. Interdisciplinary efforts are a crucial factor in narrative research and should be encouraged according to Josselson and Riessman (Cited in Five Qualitative Approaches to Inquiry, 2006, p. 1). Narrative studies therefore contain a particular contextual focus that may involve either teacher or children in classroom. In addition to this, narrative may incorporate the stories told regarding organizations only that this time they may be guarded in a theoretical lens view (Cited in Five Qualitative Approaches to Inquiry, 2006, p. 3). Types of narrative studies Narrative analysis Analytic strategies imply one of the ways used to differentiate the various types of narrative researches. According to Polkinghorne (Cited in Five Qualitative Approaches to Inquiry, 2006), analytic strategies are used to define the various themes that sustain stories. In narrative analysis, researchers take note of the happenings and events, and summarize them into a plot. Chase approach to narrative research was almost similar to that of Polkinghorne, as it suggested that by paradigmatic reasoning researchers could undertake a narrative study thereby developing an interpretation of the interactive performances (Cited in Five Qualitative Approaches to Inquiry, 2006, p. 2). Biographical study This is a type of narrative where the researcher not only writes, but also records life’s experiences of another person. The traditional inquiry nature of biographical study involves an individual telling the researcher his life experiences, while the role of the investigator is to translate the story into text. According to Scruggs and Mastropieri (2006), biographical study is suggested to be an axis for personal change. The various types of biographical studies include life history, oral history, individual b
The post touches on an important issue, specifically, the influence of the COVID-19 pandemic on nursing homes in the United States. It actually is devastating, but it is worth noting that aggravated understaffing is not the only manifestation. The lives of both the residents and the remaining personnel are in permanent danger since the former belong to one of the biggest risk groups. Consequently, people who live in such facilities make up under 1 percent of the entire population but a third of deaths from the coronavirus infection (“America’s long-term care,” 2021, para. 1). Therefore, the nurses’ job has become outstandingly risky due to close contact to the infected. The situation determines the need for additional motivation and/or reward for nurses that would encourage them to work for the facilities further. Ideally, it should be non-financial to avoid charging the customers even more than at the current stage. I find it relevant to design and promote a superheroic image of a medical practitioner, which may be helpful in improving the prestige of the profession.
Introduction Competition has gone global and the market and industry dynamics have necessitated the need for companies to make concerted efforts streamlined towards ensuring that human resource management, practices, and policies are geared towards achieving the goals and objectives of an organization and aligned towards organizational culture. This has resulted in the adoption and implementation of several tools and strategies geared towards achieving competitive edge in Human resource management. This is because the times are tough and the realization that people form the most prized asset of any organizations, there is need to attach the greatest value to their wellbeing for the best overall organizational performance. People management thus forms a very critical part that defines whether an organization will not only become a preferred employer but also achieve its aims and objectives. However, despite the fact that researchers have studied HRM with a wider scope, much of the studies have centred on a limited range of issues that failed to explore various aspects of Strategic human resource management. The purpose of this report is to dissect how firms can achieve competitive edge in human management practice as a pointer to the improvement of quality of their products and services. Competitive Edge in Human Resource Management Efficient work coordination amongst various departments and employees is an effective tool for success. However, to achieve competitive edge in human resource management, Jing & Huang (2005) assert organizational practices must take keen cognizance of the contributions of all stakeholders. First, the establishment of open door policy for managers and supervisors will definitely promote the relationship between the human resource managers and other stakeholders. This will definitely lay down the opportunity in discovering the concerns of managers through shared and open sessions. Lam and Schaubroeck (2003) illustrate that continuous enrichment of open and free rooms for discussions provide feedbacks from front line managers that remains a key tool for assessment and enables HR specialists to assist frontline managers accomplish their goals. These surveys and questionnaires should be done in a manner that protects the identity of the support managers and supervisors so that they do not become apprehensive that seeking support could be construed as weakness and failure on their part. Strategic human resource management plays a critical role in enhancing the capacity of the top corporate leaders to support and engage frontline managers. (Huselid, 1995). This ensures that the best talents are recruited to perform in areas and departments where their knowledge and skills are best suited for the success of the business. Such a process is critical to enhancing the abilities of the support managers and supervisors to accomplish their goals in while making the bes
The movie Dead Man Walking was a great American release in 1995 mostly because of its character’s behaviors and characteristics which were greatly identifiable as real-life behaviors. This paper discusses the behaviors of a selected number of characters in the movie and this description will be done in a way that depicts them as real-life behaviors that I have witnessed in my personal life. The paper, therefore, focuses on four characters namely: Sister Helen Prejean, Matthew Poncelet, Vernon Harvey and Robert Willie. Sister Helen Prejean (a Roman Catholic nun) and Matthew Poncelet who is a convicted criminal are the main characters in the movie. To begin with, Prejean is a person who is concerned with the well-being of others. She has that compassionate heart that drives her to urgently request that Poncelet is accorded a less serious punishment despite his wrongdoing of killing and raping; a leniency request that asks the punishment to be reduced at least from execution to life immurement (Turan, 1995). She is also a straightforward lady who advocates for honesty. This is clear from the way she asks Poncelet to tell the truth so that he can be purged from his wrong advocating for honesty and truthfulness as the best way of accepting responsibility for actions taken (Turan, 1995). In addition to this, Prejean is committed to her faith as she believes solidly in the sanctity of life and this is shown by the way she strongly advocates for Poncelet not to be executed his criminal conviction notwithstanding but rather be accorded life imprisonment. These personal attributes by Prejean are great indicators of her behaviors that are typical of a piously religious person in our time. Her solid foundation in her faith further identifies with the expectation I would have for a Christian. The behavior of Poncelet is typical of a convicted criminal as it is demarcated with lies, half-truths and arrogance. He first denies responsibility for the murder of the young man and instead blames it on his accomplice Carl Vitello (Turan, 1995). This hard stand however changes at the hand of religious appeal where he owns up his criminal activity at the behest of Prejean. This behavior is what is expected of someone facing murder charges where at some point, he should feel penitent and appear to appeal to the transcendent for forgiveness making peace with the deity with the expectance of execution under the law (Turan, 1995). The zenith of this penitence which is typical behavior of a guilty person comes when Poncelet begs the parents of the victim to forgive him for murdering their son and even considered the only retribution he should get to measure his crime was to be killed himself; in real life, this is the kind of response one gets when guilt and regret set
In the current business world, entities are looking into ways to expand, acquire an operational or a competitive advantage edge. One way of accomplishing this entails mergers and acquisitions. A merger entails two firms combining on equal terms to form a different firm while in an acquisition; one firm becomes the holding entity of the other. This is normally an exceedingly risky move since most entities are different in diverse ways. Companies differ in terms of philosophy, culture, operations and organizational structure. Integrating all these aspects is challenging. Subsequently, many acquisitions and merge may fail to realize the ambitions of undertaking them (Goldberg & Practising Law Institute, 2005). One of the factors that contribute to failure of mergers and acquisitions is cultural disparity among organizations. Organizational culture denotes the values that an organization seeks to entrench among the staff members. Most of the American firms have a relaxed approach to management. However, European entities form countries such as Germany will probably have a very formal approach to management. Merging firms form such backgrounds may be tough. This will result in lower job satisfaction among the employees who have to alter the way they undertake their work. The culmination of a merge in the above scenario would be high employee turnover and lower productivity. The merger between Chrysler, an American entity and Daimler-Benz, a German company did not take off appropriately since the entity had many cultural and philosophical disparities. Chrysler had a relaxed managerial attitude, which was suitable for its employees. Hence, this managerial approach was responsible for the success the entity had realized. Contrary, Daimler-Benz, another successful organization had a different managerial culture. The company owed its accomplishments to a formal managerial approach. The merger between the two organizations should have resulted in a bigger entity with massive potential. The resultant company would have had at its disposal a greater market proportion, excellent employees and a good product portfolio. However, the merger failed to meet the expectation of the managers and owners (Gole & Hilger, 2008). The organizations had different philosophies with reference to remuneration and management. Attempts to merge these disparities had massive implications on the work force. The Daimler- Benz’s employees became more motivated as the entire entity tried to replicate their organization’s culture. Conversely, Chrysler’s employees were disoriented and most left the organization. Subsequently, Chrysler’s performance dwindled significantly triggering take-over attempts by Daimler- Benz. The above example provides insight into the failures of mergers and acquisitions. The two firms failed to consider the human aspe
Introduction Internationalization and globalization has created challenges for human resource practitioners worldwide. Human resource management is a fundamental concept in management of organizations and businesses. All businesses should have a human capital department if they are to develop. However, due to globalization and internationalization, workers from different cultures meet, and this presents a challenge (Jackson, 2002). Human resource managers must have a global vision to manage staff properly. Global vision enables a manager to develop a team that competes internationally. Human resource management relate directly to management of people to assist an organization to attain its objectives and goals (Jackson, 2002). Culture plays a pivotal role in human resource management from the selection of candidates, recruitment, evaluation, interviews and employment. The differences in culture make organizations have a work force that has people with different work values, behaviours and attitudes (Mooij, 2010). The challenge is more complicated since managers may have certain beliefs and assumptions on how they should manage their staff. In many cases, the cultural backgrounds of managers influence the assumptions and beliefs that they hold (Mooij, 2010). This further shows the impact of culture in human resources management. Thus, human resources management is likely to be susceptible to cultural diversity since cultural bearers, to handle other cultural bearers, devise the practices. Therefore, human resources practitioners must accommodate cultural diversities when they design human resources activities. They must be aware of cultural diversities to be effective in the management of people. They must appreciate cultural differences in their work force and design management practices and policies that take differences in culture into consideration. In this paper, I will provide an argument that support the belief that human resources managers must be aware of cultural differences to be effective in the management of people. Role of Human Resources and Training Managers in Culturally Diverse Environment The traditional roles of human resources managers are selection, recruitment, evaluation and employment of people. However, with economic growth, globalization and the need for high competitive abilities, the roles of human resources managers have undergone a transformation. Human resources managers must take into consideration that an organization’s talent is likely to be the source of continuous competitive advantage hence survival, customer satisfaction, and profitability. A modern human resource manager must focus on long-term goals and objectives of the organization. To achieve this, one of the roles of modern human resources managers is to enab
Introduction The readings that have been studied during the course can throw light on a variety of issues that are very relevant to the life of the modern community. In particular, much attention should be paid to the transformation of worldviews, cultural values, artistic styles and many other aspects that affect the lives of various individuals and groups. This paper is aimed at discussing such trends as the support given to HIV patients, emphasis on diversity, the changing role of religion, and many other important processes. To some extent, they can be explained by dram
Cost accounting involves computation of the expenses in a business. It also involves preparation of budgets and computation of variances. To compute variances, cost accountants prepare standard costs then compare them with the actual cost. The aim of this is to control expenditure and thus increase costs. Cost accounting is normally concerned with the cost of production per unit. It is a subset of managerial accounting. Cost accounting involves large amounts of data to facilitate computation. The reports are usually lengthy and complicated. Managerial accounting is concerned with production of accounting information to aid managers’ decision making. This information is obtained from all levels of the organization. Unlike cost accounting, managerial accounting involves both financial and non-financial information. Cost accounting is just one part of managerial accounting. Managerial accounting information is highly summarized. The reports are usually short and simple to understand. This helps managers to make strategic decisions. The Lean Production Philosophy The automobile manufacturer Toyota developed the lean production philosophy. The aim was to produce cars with the least inefficiencies possible. All activities involved in production should add value to the product. Value is determined by what the customer is willing to pay for. This philosophy identifies seven types of inefficiencies, referred to as Muda, which should be eliminated from the production line. They include inventory, defects, motion, waiting, overproduction, transport and over processing. The implementation of this philosophy requires use of Kaizen and Just in Time philosophy. Kaizen involves making small continuous improvements in daily operations (Horngren, Sundem, & Schatzberg, 2010). Eventually, these improvements will result in eliminated waste and increased profits. Just in Time involves producing only the necessary items at the required times. The combination of this practises results in Lean Production. Accounting in Lean Production Philosophy There is a great difference between conventional accounting and Lean accounting. Conventional accounting recognizes inventory as an asset to the firm. Lean production philosophy classifies inventory as a waste and liability. Standard costs are used in conventional accounting. In Lean Accounting, standard costs are shunned. This is because they are not consistent with the philosophy of Kaizen. Kaizen encourages continuous improvement while conventional accounting encourages maintenance of the status quo. Lean accounting is based on the addition of value along the supply chain. Conventional accounting aggregates all costs incurred at all stages into one pool. Companies using traditional accounting create reports less often than those using lean accounting do. The current information obtain
Executive summary One of the most outstanding examples of people who have successfully launched and used their business plan in the banking industry to develop a bank tailored to meet customer needs and expectations is Sulaiman Abdul Aziz Al Rajhi. Born in Saudi Arabia, together with his brothers, Suleiman Abdul Aziz Al Rajhi started a sharia compliant bank in 1938, a bank that has changed names such as Al Rajhi Trading and Exchange Corporation through a number of decisions into of Alrajhi Bank. In its marketing strategy, the bank has a customer driven with segmentations that reflect the dynamic needs of the customer. In addition to that, the bank offers products and services, as indicated in its mission and vision statements that are customized to meet customer needs and expectation. Different issues such as competitive analysis and other related business plan issues are discussed in detail in the current paper. Other issue of critical importance includes history of the company, company profile, marketing strategies, services, and products, and financial position of the company. History of the Founder According to Forbes (1), Sulaiman Abdul Aziz Al Rajhi was the founder of the Alrajhi Bank. Sulaiman Abdul Aziz Al Rajhi, a Saudi Arabian billionaire in the corporate world whose wealth was estimated by 2011 to be $7.7 billion, occupies the 120 th position of the richest people in the world. However, it was a good business plan that successfully positioned the founder and his company in the current business position in the world today (Al Rajhi Bank, 1). Sulaiman Abdul Aziz Al Rajhi was born in 1920 in Jeddah Saudi Arabia with a Saudi Arabian nationality. Sulaiman Abdul Aziz Al Rajhi attended the King Abdulaziz University, graduated with a degree in Bachelor of Arts / Science, and is founder and chairman of the of the Alrajhi Bank bank with an Islamic religious identity. The founder, Sulaiman Abdul Aziz Al Rajhi, had a humble beginning in a simple business with his brother which started by changing currencies for the pilgrims attending pilgrimages in Saudi Arabia in the cities of mecca and medina across the desert in 1930. In their business plan, the brothers decided to incorporate the use of foreign exchange agencies in the conversion of foreign currencies to the local currency that that the pilgrims could use while in Saudi Arabia. According to Forbes (2), Sulaiman Abdul Aziz Al Rajhi positioned the business further by competitively incorporating other services into their business plan, which included diversifying into real estate businesses, investing in the manufacturing sector, and investing in industry and trade while banking remained the sole and exceptional primary source of their wealth (Al Rajhi Bank, 1). Solely, therefore, the business plan consisted of banking business activities, trade activities, manufacturing activities, and banking activities. However, it was the successful and effective
People always react to something in relation to how they interpret it. The reaction relates to their thinking and behavior. This paper analyzes the reaction of various groups of people when they are appealed to support a tax law that enforces self-driven direct saving to private sectors. At the individual level, the cost of not investing is direct such that lack of saving causes lost opportunities. The country also suffers from a lack of money to invest due to a lack of savings. Depending on the social security funds would easily lead to deplorable lifestyles because the amount invested and the returns are very low. Employees ought to have a personal choice over how much to invest and where to invest it. For the investors between the ages of 40 to 45 years, the aspect of trust would play a vital role in their decision to support the law enforcement campaign. Sociologists and economists interpret trust as a phenomenon that individuals place on institutions so that they can be able to make a decision. They would easily support the drive to enforce the law if they have a confident positive expectation about the campaigner’s motive with respect to their state of affairs especially for such a case that involves risk. Their support is based on the chroni