Monet Vs. Van Gough Essay Example

Monet Vs. Van Gough Essay Between 1858 and 1882 Monet painted 49 still lifes, and 21of them were of flowers. In his Chrysanthemums, the subject combined his interest in gardening and painting.A relation that was displayed even more after he moved to Giverny in 1883. Like his Bouquet of Sunflowers of 1881, this still life was probably painted when bad weather had driven the artist indoors. This still life display colors, rhythm, surface and touch to the fullest extent. In Van Goughs Oleanders, he believed that these flowers were joyous, and that they bloomed riotously were continually renewing themselves. In the painting the flowers are placed in a jug, which is symbolically adjacent to a book titled, La Joie de Vivre by Emile Zols. The flowers seem to be leaning towards the book, like how they would lean towards sunlight. Although they are opposites being Monet more classic and Van Gough, I like to call him, stylish, they both did their painting beautifully, the way the subject is brought to life with color . But what I truly loved was their totally different style and painting techniques. Monets style of painting where the subject appears to be blurry and being able to notice his delicate brush strokes in the petals of the flowers, along with his choice of colors give the painting a classic feel to it.You can see somewhat of a reflection of the vase and flowers on the table; again Monet uses his blurry technique. The light blue background gives it a calming, peaceful effect.

Free Essays on Need For Affirmative Action

Affirmative Action Affirmative action was created in an effort to help minorities leap the discriminative barriers that were ever so present when the bill was first enacted, in 1965. At this time, the country was in the wake of nation-wide civil rights demonstrations, and racial tension was at an all time high. White males occupied most of the corporate, executive, and managerial positions that controlled the hiring and firing of employees. The U.S. Government, in 1965, believed that these employers were discriminating against minorities, and believed that there was no better time than the present to bring about change. When the Civil Rights Law passed, minorities believed that they should receive retribution for the earlier years of discrimination they endured. The government responded by passing laws to aid them in attaining better employment and education as reprieve for the previous two hundred years of suffering their race endured at the hands of the white man. This is known today as affirmative a ction. Affirmative action was supposed to be the solution. What originally started out as a good plan would later become a case of reverse discrimination. The affirmative action program consisted of a quota of minority employee’s as well as students that an employer or academic school must employ or admit. By imposing a quota system, doors and opportunities opened to minority workers and students that had previously been closed. Therefore, minorities were given a foot into an otherwise closed door. While the government opened the door, it was up to the individual to succeed on his or her own. A 1995 study conducted by Rutgers professor, Alfred Blumrosen, shows that five million minority workers have better jobs today then they would have had without affirmative action. Since the adoption of these laws, minority enrollment at Ivy League Colleges has risen from one percent to more than five percent. Before the Civil Rights Act of 1964,... Free Essays on Need For Affirmative Action Free Essays on Need For Affirmative Action Affirmative Action Affirmative action was created in an effort to help minorities leap the discriminative barriers that were ever so present when the bill was first enacted, in 1965. At this time, the country was in the wake of nation-wide civil rights demonstrations, and racial tension was at an all time high. White males occupied most of the corporate, executive, and managerial positions that controlled the hiring and firing of employees. The U.S. Government, in 1965, believed that these employers were discriminating against minorities, and believed that there was no better time than the present to bring about change. When the Civil Rights Law passed, minorities believed that they should receive retribution for the earlier years of discrimination they endured. The government responded by passing laws to aid them in attaining better employment and education as reprieve for the previous two hundred years of suffering their race endured at the hands of the white man. This is known today as affirmative a ction. Affirmative action was supposed to be the solution. What originally started out as a good plan would later become a case of reverse discrimination. The affirmative action program consisted of a quota of minority employee’s as well as students that an employer or academic school must employ or admit. By imposing a quota system, doors and opportunities opened to minority workers and students that had previously been closed. Therefore, minorities were given a foot into an otherwise closed door. While the government opened the door, it was up to the individual to succeed on his or her own. A 1995 study conducted by Rutgers professor, Alfred Blumrosen, shows that five million minority workers have better jobs today then they would have had without affirmative action. Since the adoption of these laws, minority enrollment at Ivy League Colleges has risen from one percent to more than five percent. Before the Civil Rights Act of 1964,...

College mathmatices Essay Example | Topics and Well Written Essays - 750 words

College mathmatices - Essay Example The value of 10 is used as a base because mathematicians have found that logarithms having a base of 10 were more useful for computations and they possessed many advantages that were not obtained in other bases. Common logarithms are denoted as log10(x) and even if there is no base written it should be assumed that the base is 10. If the base is other than 10 then it must be specified by the use of a subscript. On the other hand Natural logarithms use e as a base, where e is an irrational number whose decimal value is approximately 2.71828182845904. Natural logarithms are also important like common logarithms because of their relationship to e which is used in solving many differential equations in calculus. Natural logarithms are denoted by loge(x) or ln(x). Logarithms have eased up the way of calculation in mathematics. Recall that multiplication is a shortcut for addition and exponents are shortcut for multiplication, similarly logarithms are shortcut for exponents. John Napier a great mathematician will never be forgotten for his great discoveries, formulas, and theories. He once said that I hope my logarithms will save calculators much time and free them from slippery errors of calculations. Laplace said 200 years later said, "By shortening the labors, Napier doubled the life of astronomers" (as cited in Petersen, n.d.). Logarithms play a crucial role in the field of sciences and engineering. They can help you out whenever there is an exponential component missing in the problem. We can find several applications of logarithms in astronomy, geology, computer science, chemistry, physics, and several other disciplines. In chemistry we have a concept of pH which determines whether the whether a substance is alkaline, neutral, or acidic in nature depending if pH is greater than, equal to, or less than 7 respectively. A substance with a pH of 5 is ten times as acidic as one with a pH of 6 that’s why pH scale is expressed by a common logarithm. If H+ is the

Discuss about emotional intelligence Essay Example | Topics and Well Written Essays - 500 words

Discuss about emotional intelligence - Essay Example icity disclosed in the article entitled â€Å"What Makes a Leader?† that a high degree of emotional intelligence is significantly linked to effective leadership in terms of exemplifying qualities or five components such as â€Å"self-awareness, self-regulation, motivation, empathy, and social skill† (Goleman, 1998, p. 136). In the article, Goleman (1998) conducted studies that aimed to evaluate the specific capabilities that actually emerge as the predominant variable that singles out exemplary effective leaders. After categorizing the capabilities into technical skills, cognitive abilities, and possessing emotional intelligence, the results have revealed that leaders that are high in emotional intelligence are deemed most effective. Findings also apparently link emotional intelligence to outstanding performance, in conjunction to exemplary leadership. The five components of emotional intelligence clearly establish how possessing these traits make an ordinary leader extraordinary. Self-awareness, for instance, was defined as â€Å"the ability to recognize and understand†¦moods, emotions, and drives, as well as their effect on others† (Goleman, 1998, p. 137). Effective leaders were deemed to be honest of their own capabilities and those of others. Their abilities encompass being able to admit failures; yet possessing resiliency and the ability to maintain an optimistic stance. The other component of emotional intelligence, self-regulation, shows its direct influence to effective leadership in terms of â€Å"the ability to control or redirect disruptive impulses and moods† (Goleman, 1998, p. 136). This component likewise manifests the leaders’ ability â€Å"to think before acting† (Goleman, 1998, p. 136). There is much rationalizing done prior to decision-making. Effective leaders are good motivators; as well as they are driven by factors beyond satisfying physiological needs. As a sensitive and discerning person, a leader is able to assess the needs and drives

America and the Great War 1914-1920 Research Paper

America and the Great War 1914-1920 - Research Paper Example roy the international equilibrium and interfered with the balance of power; the America’s tradition of isolation had become out of control, and it could no longer be sustained in the era of growing independency, and the quest for America’s independence (Abbott et al. 123). Back in 1917, President Woodrow Wilson, before a joint Congress session, requested for a declaration of War against Germany. He claimed that the Germans violated the American request to suspend unrestricted submarine warfare in the Mediterranean and the North Atlantic (Goldfield et al. 464). Germany also attempted to persuade Mexico to collaborate with them, and wage war against the United State. The U.S. senate, on April 4, 1917, voted in favor for declaring war against Germany. On December 7, 1917, the United Sates waged war against Austria-Hungary (Ford 23). Germany’s submarine attack on merchant and passenger ships, in 1917, is one of the key reasons that motivated the U.S. senators’ decision to participate, in the World War I. Wilson threatened to frustrate the U.S. diplomatic relations with Germany, following the sinking of Sussex, unarmed French boat, in English Channel, in March 1916 (Goldfield et al. 473). He asserted that the U.S. was not going to have any diplomatic relation with Germany, unless Germany desists from attacking crew merchant and passenger ships. In response, German Government accepted to refrain from these attacks, under terms and conditions that was referred to as â€Å"Sussex pledge† (Goldfield et al. 473). German Government’s pledge changed later, in January 1917. Representatives from the German navy, during a wartime conference meeting that month, claimed that continuation of unrestricted submarine warfare was a strategic move that will see them defeat Great Britain, in the Great War. They based their arguments on the basis that they were capable of violating â€Å"Sussex pledge† since the United States was no longer a neutral party after offering

Theories of Job Satisfaction

Theories of Job Satisfaction Literature Review Within the literature, one of the first definitions of job satisfaction were described by (Hoppock, 1935), when he defined the construct as being any number of psychological, physiological, and environmental circumstances which leads a person to express satisfaction with their job. It was suggested by Locke (1969) that job satisfaction was a positive or pleasurable reaction resulting from the appraisal of ones job, job achievement, or job experiences. Meanwhile, Vroom (1982) defined job satisfaction as workers emotional orientation toward their current job roles. Similarly, Schultz (1982) stated that job satisfaction is essentially the psychological disposition of people toward their work. Siegal and Lane (1982) stated simply that job satisfaction is an emotional response defining the degree to which people like their job. Finally, Lofquist and Davis (1991) defined job satisfaction as an individuals positive affective reaction of the target environment. Employees satisfaction with their work and a constructive and positive outlook of the organization, combined with relatively broad and sophisticated human resources management practices are highly imperative predictors of the potential productivity of companies (Lofquist and Davis (1991). Likewise, these factors appear much more important in predicting consequent productivity than viable and ready for action strategy, managerial emphasis on quality, technological sophistication, or emphasis on research and development. People are our most important asset is not just a managements tired expression. It is a pressing polemic which managers pay no heed to the costs of their shareholders and stakeholders. Involving not just the existing workforce in managerial levels and functions is important, but now its extremely vital to make sure that the new inductees are well informed and well treated to make them feel satisfied with their jobs. The definition of job satisfaction has visibly evolved through the decades, but most versions share the belief that job satisfaction is a work-related positive affective reaction. There seems to be less consistency when talking about the causes of job satisfaction. Wexley and Yukl (1984) stated that job satisfaction is influenced by many factors, including personal traits and characteristics of the job. Early traditional theories suggested that a single bipolar continuum, with satisfaction on one end and dissatisfaction on the other, could be used to conceptualize job satisfaction. Later revisions of the theory included a two-continuum model that placed job satisfaction on the first scale and job dissatisfaction on the second (Brown, 1998). These later theories focused more on the presence or absence of certain intrinsic and extrinsic job factors that could determine ones satisfaction level. Intrinsic factors are based on personal perceptions and internal feelings, and include factor s such as recognition, advancement, and responsibility. These factors have been strongly linked to job satisfaction according to ODriscoll and Randall (1999). Extrinsic factors are external job related variables that would include salary, supervision, and working conditions. These extrinsic factors have also been found to have a significant influence on job satisfaction levels according to Martin and Schinke (1998). To better understand these employee and job characteristics and their relationship to job satisfaction, various theories have emerged and provided the vital framework for future job satisfaction studies. Job Satisfaction Theories: Range of Affect Theory by Edwin A. Locke (1976), is possibly the most known and famous job satisfaction model. The main principle of this presumption is that satisfaction is dogged by a discrepancy involving what one wants in his job and what one has in his job. Further more, the theory suggests that the amount of value one gives to a certain facet of his work, for instance the level of autonomy and discretion in a position, justifies how satisfied or dissatisfied one tends to get when expectations are or are not met. When a person gives value to a particular part of his job, his satisfaction is greatly impacted in both ways: positive and negative, in comparison to a person who doesnt value that facet that much. Dispositional Theory, another renowned and well-publicized job satisfaction theory, suggests that people have inborn dispositions that encompasses in them tendencies toward a particular level of satisfaction, despite ones job (Heller, 2002). The idea that people who are happy in life are happy in their job is the basic underlying principle of this theory. This technique became a distinguished and worth noting rationalization of job satisfaction in light of proof that job satisfaction stays stable over time and from careers and jobs. Core Self-evaluations Model, proposed by Timothy A. Judge (1998), narrowed and shrunk the scope of the Dispositional Theory. Judge protested that there were four Core Self-Evaluations that decides ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model suggests that greater levels of self-esteem and general self-efficacy (the trust and belief in ones own skills and competence) lead to a higher level of work satisfaction. Having an internal locus of control, meaning to believe in one having control over herhis own life, instead of outside forces having a control, leads to greater job satisfaction. As per an article by Brookes, 1995 and another by Liljander and Strandvik, 1997, expectancy-disconfirmation theory has said to be the dominant model for assessing satisfaction. According to this model, the cognitive confirmation (or disconfirmation) of expectations of service as compared with perceptions of the actual service performance determines satisfaction (Danaher and Haddrell, 1996). However, according to Yu and Dean (2001), just focusing the cognitive component of satisfaction and relatively neglecting the emotional component can lead to an inadequate and improper understanding of the concept of satisfaction. To address the subject further, Cronin (2003) have labeled emotion as a core attribute in satisfaction and suggested that models of satisfaction should include a separate emotional component. There was a time whilst emotions in the workplace were considered significant in association to employees interests and job satisfaction only (Weiss and Cropanzano, 1996). In latest years, companies have realized that emotions of employees are always persistent in the workplace. The emotions are not merely a deep-rooted part of work life but have an essential part to play in an individuals job performance. An employees sentiments and emotions, and on the whole his personality and character have a significant effect on his job performance, decision making capabilities, team spirit, leadership and yields. It is assumed that employees bring their feelings and attributes related to fury, fear, love or respect with them when they arrive to work. An employees emotions are vital and essential to what occurs in an organization. Emotions matter a lot because they drive and control ones performance (Fisher D., 2000). Emotions at work place, normally, are divided into two categories: 1) positive (good) and 2) negative (bad) emotions (Fisher D., 2000). Positive sentiments or emotions are those feelings of a person that are favorable to the achievement of organizational goals, mean while negative emotions are supposed to be disparaging for the organization. To classify them even more, emotions can be sorted out as distinct, dispositional and as moods. Distinct or discrete emotions replicate temporary emotions like anger, fear, joy and disgust which take place from the occurrence of a particular occasion; while dispositional describes an employees overall approach and perception towards life like cheerful, negative, etc. Moods, on the other hand, sustain for a longer period of time as compared to discrete emotions. Emotions manipulate the assignment on which an employee is working, the pains and hard work he puts and how he manipulates other employees around him (Pugliesi, 1999). To put it in other words, what employees experience/feel and how they communicate their emotions affects their performance. Studies have publicized that positive mood directs to better and competent decision making (Babin and Griffin, 1998). Nevertheless, this doesnt indicate that decisions taken in a negative mood are unsettling and disruptive. Studies, moreover, have found that negative or bad sentiments can direct towards more effective making of decisions. Negative emotions, at times, may lead to more rigorous, detailed, and logical processing of the facts. Hence, it is important for managers (supervisors) to keep in mind the requirements, needs, and feelings of their subordinates when involving them in any managerial function. As even the slightest error, could disrupt the job satisfaction of the employees (Babin and Griffin, 1998). Many managerial practices have the potential to manage employee behavior and responses in ways that improve service quality and their performance. Several suggestions have appeared in the literature. Hartline and Ferrell (1996) have emphasized the importance of training employees, arguing that those companies that train their employees sufficiently will have employees who are more motivated, more knowledgeable, more skilled, and thereby more confident in performing their job. Training the employees is also a way of conveying to them the message that they are important for the organization and the higher authorities are interested in investing in them. Organizational development is always powered by human knowledge, capabilities and skills. That is why contemporary and modern organizations pay more and more consideration to the development of their employees. Therefore, employee education and training are becoming a most favorable answer to the intricate and multifaceted business chal lenges and dimensions, and the management of human resources is taking a vital role in modern management. Throughout the progression of employee training and development, the management of human resources furnishes constant knowledge innovation, creates circumstances for mutual knowledge, and experience exchange upbeat and proactive behavior, in this way contributing to viable advantage and satisfaction of all members in business procedures. Most studies have defined, conceptualized, and measured managerial practices from the perspective of management (Forrester, 2000). However, Babakus et al. (2003) have noted that managements desires and good intentions do not mean much unless employees perceived them as such. It is reasonable and sensible, then, to take an employees perspective, as it is both important and valuable. To accommodate the shortcomings of previous studies, the present study defines managerial practices from an employees perspective. Based on Bagozzis (1992) attitude theory, managerial practices are defined as employees cognitive appraisal of the practices of their managers. The focus of this study is limited to four aspects of a managers practice or function, i.e. planning, organizing, controlling, and motivating. This study assumes that these four practices are fundamental aspects of managerial practices. It is worth mentioning that Pfeffers (1994) list of best managerial practice emphasizes motivating em ployees with the help of rewards and recognition as highly important aspects or facets of managerial practice. In the light of this study, it is assumed and well justified that employees cognitive appraisal of managerial functions have an effect on positive or negative emotions. Each function of a manager would be taken up individually to enlighten how and in what manner it effects an employees job satisfaction. This analysis would solely be based on the perspective of employees, how they take their supervisors and how their supervisors actions and practices affect their levels of job satisfaction. Effect of Planning on Employees: For managers, planning is the procedure of formulating strategies for accomplishment and success, designing goals and objectives for their organization and the development of courses of action depended on their strategy (Mondy, 1992). Its highly important that when managers exercise this function, they involve their subordinates along with them, delegate them authority and tasks to do it on their own. Forrester (2000) has emphasized empowerment as a key feature of managerial practices that lead to organizations effectiveness. By delegating the employees the freedom and ability to make decisions and commitments, a manager can anticipate a positive effect on employees productivity. Tschohl (1998) has offered the same explanation for the success of firms, and more recently, Liu (2006) has suggested that effective managerial practice for organizations should not only be constrained to delegating authority but should also include involving employees in defining and developing of vision statements. He suggests that one result of this kind of involvement leads to employees being satisfied and more willing to summon the effort required to provide a higher standard of work and service. Other suggestions for managerial practices can be found in the literature by Alexandrov et al., 2007; Babakus et al., 2003; Chebat et al., 2003; Rogg et al., 2001; Tornow and Wiley, 2002. Effect of Organizing on Employees: Organizing too is a managerial function that takes into consideration the development an organizational structure and allocation of human resources to guarantee the successful accomplishment of goals and objectives (Mondy, 1992). The makeup and constitute of an organization is a framework within which attempts are coordinated. The structure is more often than not depicted by an organization chart, which offers a graphic demonstration of the hierarchy of power and command within a particular organization (Megginson, 1992). Once plans have been prepared, the organizing function mostly answers the query of, how work will be divided and carried out (Mondy, 1992). This means that the manager defines a variety of job duties and groups them into separate areas, units, sections or teams. The manager must state the duties, allocate them, and, then also give his subordinates the power and authority they need to accomplish their tasks. Organizing, in addition, involves the design of separate jobs inside the organization. Decisions ought to be made regarding the responsibilities and duties of individual jobs, with the behavior in which the duties are supposed to be passed out (Megginson, 1992). Effect of Controlling on Employees: Controlling is all about making sure that performance does not deviate and move away from standards and requirements (Mondy, 1992). Controlling comprises of three steps, which are (1) establishing performance standards for all the employees to follow, (2) comparing actual performance against the set standards, and (3) taking corrective action whenever needed and when necessary. Performance standards most of the times are stated and declared in monetary terms such as costs, revenues, or profits but may possibly be stated in other terms as well, for instance in number of units produced, number of defective and useless products, or levels of quality or customer service. Similarly, the measurement of performance can also be done in other several ways; it can depend on the performance standards, financial statements, annual or quarterly sales reports, production results and stats, customer satisfaction or complaints, and formal performance appraisals and evaluations. Managers at all levels of their career employ themselves in the managerial practice or function of controlling to a certain extent, and the manner in which they apply that control says a lot about the kind of manager they are. Findings by Holden (1958), Simmons (1959), and Seiler and Bartlett (1982) suggested that there is always an association between a managers locus of control with his preference and liking for a particular supervisory style. This notion was also supported by Goodstadt and Hjelle (1973). Holden (1958) and Simmons (1959) also found a link between the personality changes in a manger and his level of control on his subordinates, while Seiler and Bartlett (1982) revealed that authoritarian managers have a liking for budgetary systems that are more inflexible and rigid and exhibits comparatively lower levels of participation. The managerial function of controlling must not be mixed up or confused with control in behavioral or scheming terms. This function does not suggest that managers ought to attempt and try to control or to manipulate the people, values, attributes, or emotions of their subordinates, be it new or old. As an alternative, this function of management concerns and takes into account the managers role in taking essential actions to make sure that all the activities related to work of new subordinates are consistent and in accordance with and contributing toward the attainment of organizational and departmental objectives (Megginson, 1992). According to Nicholas J. Di (1974), subordinates hold positive attitude towards supervisors who prefer teamwork over individual work, provides freedom to the individual to pursue his own interests as well as keeping some degree of control through rules, procedures. Successful controlling necessitates the usage of plans, as planning supplies the much needed performance standards or objectives. Controlling also requires an apparent understanding of where responsibility for variations from standards lies. Even though controlling is more often than not thought of in terms of financial measures, managers should also control other dimensions like production and operations processes, procedures for delivery and availability of services, compliance with and acceptance of company policies, and several other activities within the thresholds of a particular organization. Effect of Motivating on Employees: Employees who receive positive reinforcement and productive criticism from managers show signs of changes. Employee satisfaction is an important aspect of business. Employees wish to work for companies who value and encourage their workforce and human resources (Organ, 1988). It has been revealed in past literature that satisfied and motivated employees increase profits and that they show increased productivity with improvements in an organization. Improvements can be made on varying levels including policy changes, managerial changes, or communication changes to name a few. The study of managerial influence on worker satisfaction is in need of expansion (Richmond, McCroskey, Davis, 1982). Previous research has demonstrated that the practice of rewarding is important for at least two reasons. First, a reward has a motivating effect on employees to do what managers expect of them. Second, rewarding practices can stimulate employees to deliver high-quality service and performance (Richmond, McCroskey, Davis, 1982). An empirical study by Bowen and Johnston (1999) presents a worth while example of the value of managerial reward practices. Focusing on factors contributing to employees ability to handle difficult situations, their study demonstrated that the practice of rewarding motivated employees not only to see to their work in general but also to handle the arising problems in a proper manner. Clearly, this study illustrates the importance of managerial reward practices for enhancing employee-performance quality. Further more, investigations and consideration on the concept of reward practices often disclose that it is vital that the employees themselves recognize the reward practices as being fair (cf. Livingstone et al., 1995). In other words, the reward practice must be fair in order to encourage motivation on the part of the employees to deliver excellent work performance. Based on this reasoning, the current study defines reward practices as fairness in rewards allocation, i.e. the employees perception that they have been fairly and reasonably rewarded given their responsibilities, job effort, and performance (Organ, 1988). Limitations of Previous Researches: Among the inspections and examinations of the effect of managerial practices, the majority of studies have taken only the managerial perspective. This focus and consideration on managers has left a gap in the knowledge of managerial practices from an employees perspective and point of view (Forrester, 2000). Though recent studies and researches do aim to capture and analyze what and how employees perceive their managers and their working environment, a lot about how employees, and especially new employees, take their supervisors practices is still untouched. This research aims to touch upon that unexplored territory and bring forth an employees perception and his feelings towards his level of job satisfaction. Managerial Implications: This study, as mentioned earlier, directs its research on finding out how new employees feel when they are involved in a certain managerial function by their supervisor and how each function affects their job satisfaction. Managerial practices are complex observable facts. Many factors are expected to be present that both impede and interact with each other. As Babakus et al. (2003) have noted, earlier researches on the effect of managerial practices are limited because they were characteristically and on an average studied in isolation. In contrast, this study tries to explore the effect of the simultaneous effect of managerial practices/functions (planning, controlling, organizing and motivating) on employees satisfaction. This would provide insights to managers as to how they should go about treating their new subordinates, and how each function the way its carried out- would have an impact on their level of job satisfaction. Its highly important for the managers/supervisors of today to forecast the needs of their subordinates, be it new or old, as they are the ones who would eventually effect the over all performance of an organization. When the job satisfaction of employees (subordinates) is given importance and is catered to in the right way, it not only motivates the newly hired subordinates to give their best but also helps in retaining them for a longer period of time.

Case Study: Impact on Children of Substance Abuse, Domestic Violence, a

Studies have shown that children who grow up in families where there is substance misuse, mental illness or domestic violence are more vulnerable to significant harm (Kendall-Taylor and Mikulak 2009).Children’s vulnerability usually stems from the effects of substance misuse, domestic violence or mental illness on parenting ability. Substance misuse, domestic violence and mental illness can result in parent’s finding it difficult to organize their lives to meet both their personal needs and their children’s physical, emotional and social needs. Parents may also find it difficult to control their reactions and adverse mood fluctuations, thus, many children are often affected and some even for a life time .Naturally this can terrify children and leave them feeling fretful, uncertain and over cautious. Vulnerability such as the effects of maternal drug or alcohol misuse or direct physical attacks on the abdominal region of a pregnant woman, may even extend to the un born child. Substance Misuse The term 'misuse' has different contextual applications. When applied to substances such drugs (whether prescribed or illicit) or alcohol, it simply means that the usage of the substance in question is too much (excessive) and may cause harm to the concerned individual either by directly affecting daily endeavors, or by gradually destroying a normal life. Usage of legal drugs such as nicotine, caffeine, or alcohol without much thought is often common with many people (National Alliance on Mental Illness USA 2011). It may cause difficulties in relationships or affect performance at home and at work. According to findings, persistent use of one or more of these substances often leads to some level of tolerance in the affected individual. Thi... ... to make them feel important and wanted which would in turn serve to make them ore open and cooperative. Bibliography Eastwood, Paul. Statistics on Drug Misuse: England. pdf, England: UK NHS Information Centre, 2011. Kendall-Taylor, Nat, and Anna Mikulak. FrameWorks Institute. Feb 2009. Retrived on 15 Aug, 2011 from http://www.frameworksinstitute.org/assets/files/PDF_childmentalhealth/childmentalhealthreview.pdf Mental Health Foundation . 2011. Retrieved on 15 Aug, 2011 from http://www.mentalhealth.org.uk/ National Alliance on Mental Illness USA. Mental Illness. 2011. Retrieved on 15 Aug, 2011 from http://www.rethink.org/about_mental_illness/dual_diagnosis/what_is_substance_mi.html WHO. Management of substance abuse . 2011. Retrieved on 15 Aug, 2011 from http://www.who.int/substance_abuse/publications/alcohol/en/ (accessed Aug 08, 2011).