ShantanuT01/DACTYL-Pretraining huggingface dataset:
An Employee Assistance Program (EAP) refers to an understanding amongst companies, institutions, or government agencies and their employees in providing multiple programs of support for their employees. Mostly EAPs imply resolving to work-related problems, but they are sometimes used to assist employees who have difficulties originating outside the place of work and which adversely impact their performance and attendance in the job. This concept had its origin in the 1970s when efforts were made to lessen substance and drug abuse at the place of work. Since then, the scope of EAPs has been widened to include several other problems related to marital discord, management of anger, nervousness, and ill-health. EAPS also provides services pertaining to retirement planning, drug, and alcoholic remedies, financial planning, legal aid, and career planning. EAPs are now known to have the potential for the provision of daycare facilities for worker’s children and care for the elderly parents of workers. Financial and legal aid is also made available under different schemes. A unique quality of EAPs relates to the fact that most of the facilities in terms of reference and consultations are free of cost and are treated in confidentiality. Employers who opt for EAP schemes are at an advantage as compared to those who do not opt for these schemes since they can attract and retain better and talented workers (CCOHS, 2006). The scope of present-day EAPs is constantly on the rise and is being effectively used for organizational development, worker compensation, children care, and management of catastrophic adversities. The changes happening in the corporate world are quite significant, and EAPs are being used to counter problems pertaining to workplace violence and stress management. All EAP services are paid for by the employer whereby a contract is made with a third-party company that manages all such functions. If such programs are done properly, both the worker and employer stand to benefit since the ultimate goal is to help the worker in retaining his job and in getting help for the problems that adversely impact his performance at work or in his personal life at home. The effective use of EAPs enables employers to reduce costs on med
Huda Shaarawi is an eminent figure in the female Arabic world. Having originated from Egypt, she tried to fall down the constraints concerning the role of a woman in the Arabic countries. She was the one who first led feminist organization to make some points on equality of women with men in Egypt and across the Middle East. The paper is focused on the discussion of the Huda Shaarawi Memoirs touching upon the most exciting and attractive moments of Shaarawi’s life. The main focus is on the deep analysis of Shaarawi’s work along with reflections that a reader might experience after absorbing in the book Harem years: the memoirs of an Egyptian feminist (1879-1924). The life of Huda Shaarawi was supported with material amenities, but limited due to her gender and inevitable status of seclusion. She was born in a very rich family in 1879. Her father, Sultan Pasha, was inspector-general in the Upper side of Egypt (Shaarawi and Badran 8). Huda never wanted to be a woman while growing up. Her father was dead when she was five. Shaarawi became conscious about her unprivileged position because of having a younger brother, Umar Sultan, who had more opportunities, especially in education prospects, than Huda. Thus, being a girl, Huda was constantly in despair about her situation and circumstances under which he lived. In the age of 13 Huda was married to her cousin, Ali Shaarawi (Spatz 1). That was the moment when Huda kept going into despair about gender inequality. She broke down relations with her husband, for she had known that he had concubine who was about to give birth to one more child in harem of her husband (Shaarawi and Badran 11). Thus, she lived seven years more before they reconciled with her former husband. In the beginning of the twentieth century Huda was eagerly trying to unite women of Egypt. In this respect she organizes philanthropic society in 1908 that was aimed at helping poor women and children throughout Egypt (Spatz 1). Her attempts were successful, for she had a weighty word that stimulated women to improve the social life in the country. Involving more and more female participants, Huda became well-known and respectful among women. At this moment she had already had two children, a daughter, Bathna, and a son, Muhammad (Shaarawi and Badran 5). Even though Bathna had some problems with heath, Huda tried to support female movement in Egypt now and then. She gave a reason of why women are displaced by men in Egyptian as well as in Arabic society. It considered lack of education. Thus, due to help of her husband she founded the Intellectual Association of Egyptian Women in 1914 (Shaarawi and Badran 5). It is applicable to mention that Huda was not just a kind of feminist who did not care about what was happening in the country. Social life was at a focus to her. She actively protested against British since 1914 up to 1922 when Egypt declared independence (125). During this time Huda took deaths of her brother and her husband hard. However, she did not give up in her ideals for life. It is seen on the example of her defiance to bring veil on her face at the Cairo railway station in 1923 (Shaarawi and Badran 131). Since tha
Introduction: The Great Recession and the Financial Crisis A financial crisis is typically viewed as an integral part of economic development (Phillips and Nugent 22). As one stage in an economic cycle, such a crisis is essentially inevitable, yet its effect can be reduced significantly by developing a coherent prevention strategy and taking recent changes into account (Ohanian 1584). However, the phenomenon of one such crisis, the Great Recession, was so devastating and unpredictable that it has often been compared to the Great Depression of the 1930s (Ohanian 1583). The former is typically defined as a severe economic and financial crisis that started with a mortgage issue and lasted until the 2010s (Phillips and Nugent 23). The financial crisis of 2008 is usually viewed as a combination of events that ensued from a rapidly developing mortgage crisis (Mouton and Smith 791). The crisis quickly reached a global scale, affecting a range of economies including the global one (Kiser et al. 166). That the specified model opened loopholes for fraudulent actions was one of the primary issues conditioning the further development of a massive economic setback that would, at a later date, be termed the Great Recession (Mouton and Smith 793). Although the financial crisis of 2008 is often considered the root cause of the Great Recession—and vice versa—the connection between the two is much more intricate than what has been suggested above. Since the influence that the financial crisis had on the Great Recession could be considered reciprocal, it is reasonable to claim that the specified phenomena had a common factor contributing to their emergence and further development. Therefore, it can be argued that as the economic decline was affected by negative changes in real estate and vice versa, the two phenomena had an equally profound mutual impact. Financial Factors Determining the Development of the Great Recession Similar to many other economic disasters, the Great Recession was set in motion by a combination of several economic and financial issues. The financial crisis, in comparison, comprised the emergence of numerous obstacles to the efficient use of available financial resources (Jordà et al. 132). Indeed, the increasing speed of the mortgage crisis that erupted in the United States and soon swept the entire world has been traditionally regarded as a key factor in defining the further evolution of the Great Recession (Mouton and Smith 794). However, apart from the financial crisis, the Great Recession was also defined and shaped by an array of economic, financial, and social factors. The creation of the housing bubble that sparked the financial crisis of 2008 was only one driver among others behind the Great Recession. Therefore, the financial crisis can be viewed as an integral part and a constituent of the Great Recession, yet it cannot be labeled as the latter’s ultimate cause (Jordà et al. 133). The Financial Crisis and Its Prerequisites: Retrospect At its earliest stage, the financial crisis’s inception was marked by the emergence of frictionless financial markets (Adrian et al. 2558). This phenomenon implied that no transact
Introduction Emotions are an integral part of human beings. Scholars propose that emotions form part of emotional intelligence (EI). Although the issue of classifying emotions as a form of intelligence is controversial, irrefutably, feelings affect behavioral patterns in the workplace and thus they should be regulated for the overall benefit of an organization. This paper contains an analysis of the case, Tough Guy, by providing an analysis of the underlying problems as well as possible strategic solutions. Analysis of presenting and underlying problems Although the issue of whether or not emotions form a type of intelligence is debatable, the argument that they affect behavior in the work environment is factual. The case of Tough Guy creates an example of a workplace set up with different individuals. It describes their roles in the company and their behavior coupled with how such behavior affects these roles. The case brings out aspects of effective management and behavior that forms the basis of discussion for most proponents of the EI theory, whose core principle lays basis in the presumption that emotions are largely responsible for most social behavior and some decision-making patterns in the work environment. One of the presenting problems in the case is the difficult behavior of the managing vice president, Chip Mazey, which makes it hard for other employees at Hudson Smith Gordon Investment Bank (Hudson) to concentrate on their tasks and enjoy the work experience. Mazey is very irritable and he continually lashes out at his subordinates while acting much more presentably in the presence of his superiors and peers. The second presenting problem in the case is the feeling of helplessness that the employees experience with regard to remedial action towards Mazey’s behavior. The employees perceive a dilemma in which they lack the ability to approach their manager regarding his behavior and view the solution of approaching upper management as posing a greater risk. In their view, approaching upper management is likely to intensify the problem instead of solving it. Thirdly, the lack of involvement of the human resources (HR) department is evident and so is the lack of oversight by upper management on the running of the company, particularly with regard to issues relating to employees. These three problems culminate in the problem of creation of a hostile work environment in which the quality of work is likely to drop to the detriment of the entire company. The underlying problem and the cause of most of the presenting problems is Hudson’s choice to put financial gain above employees’ morale. The case indicates that the management was aware of Mazey’s behavior and for that reason held back his promotion for a year. The fact that the vice presidents knew about this issue, but still promoted him without further in
Today’s generation has been subjected to a high number of stimuli that affects the attention span of individuals whenever they are handling an important task. Technology has a particularly big role to play in the development of the multitasking culture because various innovative devices such as smartphones have facilitated the ability to communicate with others on call, online platforms, and other communication channels while simultaneously handling other tasks. Alina Tugend’s article focuses on multitasking as a major concern in performance enhancement (Tugend 725). The author begins by accurately revealing that there is nothing like multitasking. She reveals that when people assume that they are multitasking, they are only switching their focus from one task to the other, and the speed of switching is dependent on their cognitive flexibility level. The article is quite enlightening because Tugend cites various psychological studies that have been conducted by researchers looking to establish the capability of the mind to multitask. The researchers agree that multi-tasking is a bad habit for individuals looking to enhance their performance level because they only give the important tasks a few minutes of concentration (Tugend 728). It is apparent that Tugend sticks her focus on the harmful effects of multitasking by revealing the fin
1. The pace of the modern life is too fast, and it is necessary to adapt to it with references to ignoring such important physical factors as the circadian clock which can also influence the psychological processes. In his article “The Risks of Night Work”, Price concentrates on the ways to help people adapt their circadian cycles to working in the night shifts. It is important to note that there is the direct dependence of the person’s psychological state on the changes in the daily schedule and in the functions of the circadian clock. The necessity to work at night, especially when people are required to react to the alert questions and issues, makes people function in the stressful situations and often leads to the fatigue, continuous sleepiness, different sleep disorders, and to the problems with the physical and psychological health. The author of the article states that those people who work at night are at risk to suffer from heart diseases and cancer. Moreover, according to the data presented in the article, “nearly 15 million Americans work a permanent night shift or regularly rotate in and out of night shifts” (Price, 2011, p. 38). That is why, the discussion provided in the article is important for many people, and the research findings can help those people working at night to adapt physically and psychologically to the new rhythms. The importance of the psychologists’ role in overcoming the problem is in the fact that while working at night, people experience sleepiness at the workplace, fatigue, and the decreased attention (Price, 2011). Furthermore, these people also experience sleep disorders when they are at home. These processes result in changing the moods and cognitive abilities of persons. It was found that the problem is in destroying the circadi
The article “Breaking the Ice: Delivering the Goods to the Arctic in a Pandemic” draws attention to the activities of sailors whose noble mission is not widely publicized. Few people have heard of Nunavik – its richness in minerals, its harsh climate, and ethnic settlements. Now, when the consequences and restrictions of the pandemic have multiplied on delivering goods to this area, attention has been paid to this event. The original article makes me think about this problem and unwittingly start looking for solutions. Nunavik is in a unique position, in which about forty thousand people are entirely dependent on the activities of the company for the delivery of goods. Amid the pandemic, this company also suffered losses, faced restrictions, but unlike other organizations could not move to remote locations or suspend operations. The uniqueness of the situation is reflected in the article through the voice of the manager and the people involved. The inextricable connection and importance of this region with the state become clear from the context. Such a responsible mission is impossible without solid support from the authorities. In the situation with COVID-19, the government went to meet the company, softening the restrictions on self-isolation for seafarers (“Breaking the Ice,” 2020). These facts illustrate an example of joint concerted efforts to achieve socially and environmentally meaningful goals – there should be more such examples. Despite the difficulties with COVID-19, the company has not reported a single case to its team. The pandemic turned out to be another problem that the sailors and the leadership solved on their own. There are many similar problems on seafarers: storms, weather conditions, low temperatures, the complexity of logistics and cargo. However, they cope with each of them, how they coped with the pandemic, how they cope with any obstacle in their path. Reference Breaking the ice: Delivering the goods to the Arctic in a pandemic. (2020). Clear Seas. Web.
Executive Summary The following report aims at determining the suitability of Papua New Guinea (PNG) as a target market for introducing our product – environmental measuring equipment for monitoring and logging the quality of water in waterways around the country. The study is conducted by reviewing credible official web sources and reputable scholarly publications. After examining the market conditions in PNG and comparing the results to the setting desirable for the product introduction, we are able to make the following key findings: The economic conditions in Papua New Guinea are uneven. On the one hand, both the present and planned business practices are consistent with the functionality offered by our product. The dynamics of economic development confirm the suggestion that even if the services are not required now, the demand for them will most likely emerge in the nearest future. The rapidly developing agricultural business and the inevitable resulting growth of the social sector are the two most notable sources of demand for water content and quality. On the other hand, however, economic growth is fragmented and has many shortcomings, some of which are government-based. The most notable of these include the underdeveloped and slowly improving infrastructure, both physical and communicational, the inefficient government policies and regulations which hamper business practices and often serve as reasons for economic disasters, and the poor technological proficiency as well as an educational basis. These factors not only slow down the economic progress of the country but disrupt the success of our market entry. Thus, a specific approach is suggested, which includes direct export entry techniques relying on price skimming strategies, maritime-based logistics, and individualized marketing techniques that acknowledge the wantok principle and rely upon the personal nature of business in the country. Introduction This report aims at assessing Papua New Guinea as a possible market for introducing our product, environmental measurement equipment capable of monitoring and submitting data on the quality of water. Papua New Guinea currently experiences stable economic growth and is likely to be in demand for the functionality offered by our products. First, the agricultural sector presents several requirements for water content monitoring. Second, the rising standards of quality of life may create demand for sanitary applications of our equipment. The investigation centers around the existing literature and statistical data on the topic to determine the attractiveness of the market, outline the market entry, penetration, expansion, and pricing strategies, and locate possible risks as well as ways to mitigate them. Brief Product Description Our company offers a range of environmental equipment. Its primary function is measuring, monitoring, and logging the quality of water in the waterways. Our chief product is a data buoy which is equipped with sensors and transmitters for gathering and transferring the collected information. Other products include supporting equipment, data storage servers, processing, and on-the-spot v
Introduction There are different stages in the product life cycle. The four stages are the introduction, growth, maturity and decline stages. The company should be strategic in marketing in each stage of the product life cycle in order to get a competitive edge in the market place. The Role and Strategies in the Marketing Business Function The marketing function in an organization has several roles. The department is in charge of customer analysis where the company examines and evaluates the needs, wants and desires of the customers. There are several approaches used. The company may carry out research and surveys in order to know information such as customer segmentation and demographic data. This role is necessary in the introduction phase of the product. After launching the product, the company may carry out customer analysis to find out the reception of the product by the customers. What did the people think of the product? How are the sales? For a company to be successful, they have to conduct customer analysis in all the stages of the product life cycle. In the growth and maturity stages, the company may seek to know how to improve their products and in the declining stage to investigate the reduction in sales. The marketing team also has the role to employ appropriate selling strategies for the company. The selling strategies include advertising, sales promotion, sales force management, customer and dealer relations and publicity. In the introduction and growth stages of the product, the company has to be intensive in advertising and publicity in order to create awareness of the product and its attributes. In the later stages of maturity and decline the company employs sales promotion and personal selling strategies to increase sales and get intimate with the customer to explain the key attributes of the product. The third role of marketing function is product and service planning where the department does product and brand positioning, test marketing, analysis of the pa
Description of HP “Hewlett Packard (HP) was founded in 1939 by Bill Hewlett and Dave Packard” (HP, 2013a). It is American conglomerate hardware and software establishment. It is headquartered in California (HP, 2013a). HP has experienced corporate culture transformation over the decades. Presently, HP is a leader in the technology industry. The innovativeness and culture at HP have propelled it to success. The firm offers its clients “products, technologies, software, solutions, and services” (HP, 2013a). HP clients comprise consumers, small businesses, medium-scale business firms, and large corporations. It also offers products to governments, institutions, and organizations. The company presently drives the global information technology (IT) revolution through the high-quality products fabricated from their labs located in diverse parts of the world. The company prides itself in having a global workforce that has shown their passion and interest in growing HP through its pioneering products. HP Culture “The H – P Way” is the organizational culture of the technology company (House & Price, 2009). The organizational culture is deeply embedded in the company across the globe. The HP Way is spread to workers internationally. The organizational culture drives different aspects of the company from the research labs, product development, distribution centers, sales, and customer service among others. The HP Way gives workers five well-established values. The values comprise trust and respect for clients, emphasis on success, and contribution. The values also comprise conducting flexible business, integrity, and attainment of shared objectives (House & Price, 2009). Teamwork, compliance, and inventiveness facilitate the attainment of shared objectives. How HP Shows its Culture HP shows its organizational culture in diverse ways. The shared objectives guide HP to fulfill its corporate culture. The company anticipates workers to act in a particular manner within the framework of The HP Way. It is notable that both workers and management of HP normally happy to follow the motto “Don’t Be Evil” (House & Price, 2009). The founders created the culture decades ago. They put a value on workers to contribute to the innovativeness of the firm as well as promoting a pleasant business culture. Workers and management always identify with the HP Way. The HP Way philosophy is anchored on the shared objectives (HP, 2013b). The HP Way is the source of motivation for everyone working for the