A company overview of FedEx

A company overview of FedEx US based FedEx Corporation, is a universally acclaimed corporate giant for logistics and transportation and is a conglomerate of many subsidiary companies like FedEx Express, FedEx Ground, FedEx Freight, FedEx Office, FedEx Custom Critical, FedEx Trade Networks and FedEx Services functioning under the FedEx brand name (FedEx, 2009). FedExs core competencies lie in package routing, delivery and employee relations. Frederick W. Smith instituted the FedEx Corporation in 1971 under the name Federal Express. In 1998, the Federal Express Corporation was as FDX Corporation. It was in January 2000, that the FDX Corporation was renamed as FedEx Corporation and its subsidiaries were re-branded as well. Federal Express came to be known as FedEx Express since then; the small-package ground service RPS got re-branded as FedEx Ground; the shipping provider Roberts Express got renamed as FedEx Custom Critical; Caliber Technology and contract logistics provider Caliber Logistics were united to for m FedEx Global Logistics; FedExs retail arm renamed as FedEx Office. Ever since its inception in 1971, FedEx showed extraordinary growth and truly metamorphosed into a gargantuan company. Today the company stands tall with a marked revenue upswing of $35.5 billion (though down 6% from $38.0 the previous year the loss can be mainly attributed to global economic slowdown) (FedEx Corp. 4th Qtr. Earnings, 2009, June 17). FedEx comprises of a strong workforce of more than 290,000 employees and contractors. FedEx is renowned for its various ace service and innovatory HR practices, policies and procedures. This is proven by its consistent appearance on the Fortune magazines lists Worlds Most Admired Companies, Americas Most Admired Companies and 100 Best Companies to Work for in America. FedEx enjoys nonpareil leadership in various realms of HRM such as employee motivation, employee retention, diversity of work and benefits and compensation. The key contributing factor to FedExs ginormou s success and reputation is its People-Service-Profit (PSP) philosophy according to which FedEx views human resources as the prime contributor for its profitability. Strategic HRM FedExs objectives are to offer 100% service quality, immaculate customer service and overnight parcel delivery. FedExs corporate strategy is differentiation that transcends product, market and geographic boundaries. FedExs is able to maintain its competitive edge by way of its uncanny ability to innovate and by its being leader in technology. All the HR strategies elaborated below facilitate FedEx to enjoy competitive advantage by ways of innovation, technology, human resource and management capabilities. HRM Organizational Objectives Faultless delivery of tens of thousands of packages within stipulated maximum of 48 hours with an immaculate service quality is definitely a wondrous accomplishment. Despite the fact that FedEx adopted technological innovations well ahead of time, its capability and power to provide first-rate customer service is possible chiefly because of its committed, inspired and well-trained manpower. FedEx strategically manages its manpower resources. FedExs organizational strategy is Compete collectively, Operate independently and Manage collaboratively (FedEx, 2009, Mission, Strategy, Values). FedEx Corporation aligns its HR activities with its organizational strategy and by doing so it is capable of attaining such incredible and improbable success. People-Service-Profit (PSP) doctrine religiously adopted by FedEx Corporation assures that the organizations priceless human resources are well cared for and empowered as well. Owing to the fact that the employees are taken good care of and are d elegated with more power and authority, they reciprocally take care of the organization by delivering ace quality of service thereby facilitating the organization in reaping more profits (Chang, Labovitz Rosansky, 1995, p.34; Birla, 2005, pp.9-13). Hence the People-Service-Profit (PSP) slogan forms the basis for all decisions made by the FedEx top management. Key HR Strategies FedExs core HR strategies and their alignment with organizational objectives are discussed as under: Recruitment and Selection Strategy FedEx recruits capable and qualified manpower for all hierarchical levels. It set up promotion from within policy with the intent of providing fair chance to all employees to employ their skills and competencies at work to the full (Birla, 2005, p.196). The company committed to a no lay-off policy so long as its survival is not imperilled (Frock, 2006, p.67). Communication Strategy FedEx employs several processes like Open-Door Policy (ODP) (Frock, 2006, p-204), Guaranteed Fair Treatment Program (GFTP) (Frock, 2006, p.207) and Survey-Feedback-Action (SFA) (Frock, 2006, p.206) to establish sound and good bipartite communication networks. Employees from all hierarchical levels are made to actively get involved and interact freely in the various discussion and QA programs employed by FedEx. Compensation Strategy FedEx offers extremely competitive pay schemes (Dessler, 2003, p.358). It also gives pay-for-performance incentives. It ensures fair treatment of all employees. It vouches job security for all employees. Training and Development Strategy FedExs Training strategy facilitates in fulfilling its organizational objective of cent percent customer contentment. The organization practices promotion-from-within policy. Hence it ensures that adequate and all-encompassing training comprising leadership conceptions, quality management and organizational philosophy is provided to employees belonging to all rungs of organizational hierarchy. HRM Models Harvard Model Harvard model sketches four key HR domains 1) Human Resource Flows recruitment, selection, appraisal, termination etc.; 2) Reward systems pay packaging, employee motivation etc.; 3) Employee empowerment empower and delegate employees with more power, authority and accountability; and 4) Work systems work definition, managing diversity of work and alignment of human resources (Price, 2007, pp.35-37). The above four policy areas result in the 4 Cs Commitment, Congruence, Competence and Cost-Effectiveness. The characteristics of Harvard Model of HRM that are prevalent in FedEx environment are the following: Human Resource Flows Recruitment and Selection FedEx is consistently showered with laurels such as best employer, most admired organization and great place to work. FedEx, having earned such recognition and accolades does not obviously have any trouble with enticing and luring the best work force. FedEx carries out both internal and external recruitment drives. In FedEx, collaborative effort is valued more than individual effort. Equal employment opportunities are given to skilled and competent potential candidates at all hierarchical levels. FedExs Job Change Applicant-Tracking System (JCATS) offers opportunities to irregular workers to acquire regular employment (Shen, 2007). Also FedExs Leadership Evaluation and Awareness Process (LEAP) provided employees from non-managerial positions search positions at managerial levels (Holbeche, 2001, p.294). Appraisal FedExs performance appraisal done annually relates pay hikes to individual performance. Performance goals are decided and agreed in advance but of few notable characteristics that deserve appreciation and guaranteed pay hikes are enthusiasm, team playing skills, commitment, customer orientation and technical know-how and expertise (Cook, 208, p.205). Pay reviews for hourly paid workers are done once every 6 months. Reward Systems FedExs rewards system comprises of various awards such as The Five Star Award, Super Star Award, Bravo Zulu, Circle of Excellence and Golden Falcon Award that are instituted to motivate and boost the morale of the employees and push them towards even more better performance (Mcshane, Von Glinow Sharma, 2008, p.552). Employee Empowerment FedEx caters to customers demands by even exceeding their expectations, which is why it is possible to deliver such a top-rate customer service. In order to meet and exceed customers expectations, FedEx resorted to employee empowerment (Kandula, 2004, p.143). Employee empowerment is the most established and proven means to gain competitive edge over peers. Employees are empowered to the extent of even chartering flights on their own so as to meet the customer delivery requirements. FedEx has even empowered truck drivers so that they are accountable for scheduling their delivery routes in order to meet the delivery schedule. Federal Express records Service-Quality Indicator (SQI) depending on various parameters like a) prompt delivery of shipments; b) delivering past the stipulated deadline; c) unable to track the status of the shipment within half an hour of a customers enquiry. SQIs intent is to comprehend the causes for failure and reduce such instances in order to increase custom er satisfaction. Keeping SQI at desired levels was possible due to employee empowerment. Managing work diversity FedEx won the accolade 100 Best Companies to Work For from Fortune magazine due to its capability of managing work diversity (FORTUNE, 2009, January 23). From the above four policy areas identified in the context of FedEx, we can infer the following Commitment By putting the people first as in the FedEx philosophy People-Service-Profit (PSP) and adopting various employee-friendly HR practices detailed above (recruitment, selection, rewards system, employee empowerment), the workforce will definitely remain committed to fulfilling FedExs goals. FedEx work environment is conducive to innovation and its practices are employee-friendly to ensure that they are kept motivated ever. Congruence All the HR practices outlined above have their objectives aligned perfectly with FedExs goals that is to offer unparalleled customer service. Competence FedExs core competence is its leadership in innovation, human resources and processes. FedEx with its best employer tag and excellent HR practices is able to easily attract and retain talented pool of workforce and this mainly contributes to its success in its operational area. Cost-Effectiveness Obviously, FedExs processes are cost-competitive and facilitate in a great manner to maintain the competitive edge over its competitors. Guest Model This model posits that provided a unified set of HRM practices and procedures is employed in a logical and consistent manner, with the objective of accomplishing the prescriptive objectives of great dedication, superior quality and task flexibility, then super-ordinate employee performance will ensue. Further such a collective performance excellence from employees will eventually result in superior organizational performance too. Guest models six components are 1) an HRM strategy; 2) a set of HRM policies; 3) a set of HRM outcomes; 4) behavioural outcomes; 5) performance outcomes and finally 6) financial outcomes HRM strategy FedExs strategy is differentiation that transcends product, market and geographic boundaries in order to attain 100% customer satisfaction. HRM practices policies Recruitment selection, training, appraisal, rewards, job design, involvement, job security, open-door policy, promotion-from-within, no-layoff-policy, profit-sharing policy, fair-treatment policy HRM outcomes Employee commitment, service quality and flexibility Behavioural outcomes Motivation, involvement and collaboration Performance outcomes High productivity, high innovation, low turnover, low absenteeism, less customer complaints Financial outcomes Profits, good ROI (Return on Investment) Key HRM Activities Recruitment Recruiting the right skilled and talented workforce is crucial to fulfilling FedExs organizational strategy and this becomes a key HRM activity that facilitates FedEx maintaining its competitive edge over its peers as well. The Recruitment and Selection procedures practiced at FedEx are detailed under the HR Planning and Development section below. Rewards FedEx has set up various awards that are defined below to acknowledge talent and to actuate exceedingly gifted employees (Mcshane, Von Glinow Sharma, 2008, p.552; FedEx Overview, n.d.). These awards, tokens of appreciation and accolades immensely facilitate in motivating the employees to improve and do even better and fix high standards for them as individuals and as teams. The Five Star Award The highest and best award one will get in FedEx for exceptional performance is the Five Star Award. The employee who contributes to an extraordinary extent to enhance teamwork, service quality and profitableness receives this most coveted award. Super Star Award Employees who perform consistently and are constant achievers in terms of performance deserve this Super Star award. Bravo Zulu Bravo Zulu is slang used by US Navy for well done. Employees whose performance is outstanding are sure to receive this award. Circle of Excellence Team and collaborative effort demands appreciation, recognition and encouragement. This award is one such award given to teams rather than individuals that do exceptionally good. Golden Falcon award Employees who offer extraordinary customer service by exceeding the customers expectations deserve the Golden Falcon award. Internal Communication Bipartite communication involving the top management and the employees is prevalent in FedEx Corporation. FedEx is committed to Open-Door Policy (ODP), Guaranteed Fair Treatment Program (GFTP) and Survey-Feedback-Action (SFA) in order to facilitate such a bipartite communication. Open-Door Policy (ODP) ODP facilitates employee empowerment by enabling them to call into question / to register their displeasure (or) discontent regarding various organizational policies such as hiring, career, benefits, compensation, etc. The formal accusations and charges thus registered are put forward to the open door forum and are later on forwarded to the respective official to be handled (Frock, 2006, p.204). Guaranteed Fair Treatment Program (GFTP) FedEx requires having a professional grievance handling system to cater to such a huge workforce. GFTP precisely satiates such a need. GFTP facilitates employees to record their grievances, displeasure and discontent on several aspects like disciplinary measures, appraisals, layoffs, downsizing and placements. Such issues are processed at three levels of managerial hierarchy. The manager at the first hierarchical level who is the employees immediate superior reviews the issue. Any issue that reaches second level is carefully reviewed by the Vice President of the section. If the issue is still not resolved at the second level also, then it is addressed by the Supreme Court of FedEx Corporation headed by none other than Fred Smith (Frock, 2006, p.207). Survey-Feedback-Action (SFA) FedEx instituted SFA with the purpose of enhancing employee top management relationships. Employees are made to form teams or work groups amongst themselves and chosen representatives from such teams have to complete questionnaires on several management aspects and superiors. The advent of technological innovations have facilitated setting up of on-line SFAs so as to give instant, easy and immediate access to its global team of employees (Frock, 2006, p.206). FedExs bipartite communication mechanisms described here thus let openness and transparency prevail in the operations and hence should be appreciated for the same. HR Planning and Development The core HR Planning and Development activities / processes namely the recruitment and selection, training and development and succession planning that are performed in FedEx are elaborated below: Recruitment and Selection FedExs organizational objective is to provide unrivalled quality customer service. So recruitment becomes a critical process that needs to be carried out with careful consideration. FedEx only recruits people who were ready to accept challenges and take risks and also possessed enterprising attitude. FedEx entices functional experts by providing them stock options as well as chance to work in exciting and ambitious environs. FedEx adopts a logical and well-planned procedure to carry out recruitment and selection. FedEx supports recruiting students / graduates for intern positions so as to train them for taking up challenging job offers in the future (Working at FedEx., n.d.). Roughly around 25,000 employees are recruited at FedEx for various permanent as well as ad hoc positions. Keeping pace with the technological innovations and internet, FedEx automated the whole job application and application screening procedures. Job applicants can apply online by clicking the Career Centre ico n in the FedEx home page http://www.fedex.com. Vacancies prevailed in various areas such as administrative support, aviation maintenance, customer service, e-commerce, engineering, operations, HR, IT, marketing, truck drivers, vehicle technicians etc. are updated in Personnel Records and Information System (PRISM) (FedEx Overview, n.d.). Prospective applicants can apply online for jobs that commensurate with ones skills, talent, education, training and experience. College graduates and students are also welcome to apply online for internships and permanent positions as well. Prospective candidates can complete information pertaining to their preference (job and place of work). FedEx job application system allows such prospective candidates to create and store on-line resumes. The candidate details are then checked with job eligibility criteria stored in PRISM and suitable candidates are identified. Such short-listed candidates have to further take an aptitude test that quizzes thei r Math, English and reasoning skills, followed by interview. Candidates who clear the interview further undergo a fitness examination and a background credentials check, and finally are given appointment letters. The new (online) system facilitated the screening procedure and drastically brought down the time taken for the procedure by about 50%. There is no race, gender, religion, nationality, disability or age discrimination when it comes to providing employment opportunities. Fair and equal treatment is provided to one and all at FedEx. Thus the recruitment and selection procedures at FedEx are carried out efficaciously thereby helping FedEx to maintain its competitive edge over the rest. Training and Development FedEx has a well-defined training program in place so as to train the new hires and to facilitate them to perform the tasks they are expected to. FedExs training and development program not only imparts job-specific skills and competencies but also contributes greatly to the wholesome development of human resources. FedEx provides an environment that favours continuous learning and hence stagnation of skills or plateauing is highly unlikely. New recruits are made to undergo a very effective orientation program that is formulated with the intent of making first day at office or on-boarding in general a beautiful, enjoyable and unforgettable affair. The orientation program comprised of a New Hire Orientation Kit that includes 1) letter from the CEO; 2) checklists; 3) welcome letter personalized and signed by the managers; 4) first day / first week / through the year employee work schedule. And then the kit also includes a half-an-hour video program Welcome to our World that details out the benefits and facilities of FedEx (Connor, 2003, January 1). The orientation program enabled the new recruits to become conversant with the doctrine, policies and procedures, and the type and nature of relationship between higher-ups and equals at FedEx. An on-the-job training program commences once after the orientation program is over. The training program is designed as per the type and nature of job and tasks the new recruits were required to execute. The higher-ups who are in-charge of the new recruits are also instructed as to how and in what manner the new recruits need to be provided on-the-job training. The employee types such as customer service representatives (CSRs), couriers and service agents, who have to interact more with customers were trained with extra care and significance. The training program for such CSR trainees was a rigorous eight-week schedule during which they were trained about FedExs service types and were put in conditions simulating real work environment. They were taken through computer screens which they will be required to use during their work; they were made to listen to customer live calls in order to get a flavour of the actual job environment. Tests were also conducted as part of the training p rogram and the trainees have to obtain good scores in these tests in order to complete training successfully and be put to actual work. Couriers / service agents have to successfully complete a four-week on-the-job training before being assigned to real field tasks. FedEx is a learning organization that provides a continuous learning atmosphere to facilitate honing the skills, capabilities and competencies of the employees. To evaluate the competencies and proficiencies of the employees, they are subject to taking up a job-knowledge online test once every six months. The performance of the employees becomes an employee training record and is stored in Personnel Records and Information System (PRISM). By way of such evaluation it is possible to determine the areas in which employees ought to enhance their competencies and are assisted and trained further in improving their performance. If despite being trained the employees flunk the job-knowledge tests, they have no other option but to quit FedEx. Such is the significance of periodically assessing the employees job proficiencies. FedEx started the Leadership Development Institute (LDI) during the 80s, and this was instrumental in formulating various training sessions and programs for employees from various hierarchical levels of management. The LDI backed training programs covered three subjects Core Management Principles, outdoor-based learning, and Electives. LDI was staffed by Managing Directors and senior managers together to be called as Management Preceptors. FedExs LDI recognizes leadership material by functioning the Leadership Evaluation and Awareness Process (LEAP) (FedEx Overview, n.d.). LEAP is established on various leadership attributes such as charisma, dependability, flexibility etc. Team play is crucial in this LEAP process. This program is designed to cater to and evaluate the needs and potential of all employees who evince interest and involvement in donning leadership roles. Interested candidates are made to participate in a one-day introductory classroom session Is Management For Me? in order to make them conversant with managerial capabilities and responsibilities. On successful completion of this, the candidate progresses to the next stage to finish the leadership awareness activities. During a 3-6 month period, LEAP candidates are trained and evaluated in leadership qualities. Depending on the candidates performance during this tenure, the manager makes a written recommendation by either favouring or rejecting the candidates attempt for acquiring managerial positions (Murley, 1997, p.502). Succession Planning FedEx believes in fostering and nurturing in-house talents and in promoting them to top rungs of management. FedEx also gives chances for employees from non-managerial cadres to get promoted to managerial positions. FedExs Leadership Evaluation and Awareness Process (LEAP) (Murley, 1997, p.502) was established in 1988 to enable non-managerial employees opt for managerial positions. The LEAP essentially involved assessing the leadership skills and capabilities of the employees who wish to get into managerial positions. FedEx gives preference to in-house talent and hence posts job vacancies in its on-line job portal called Job Change Applicant Tracking System (JCATS). FedEx encourages mentoring and coaching which is yet another non-formal but efficient way of succession planning. FedExs mentoring and coaching programs are carried out efficaciously in FedExs Leadership Development Institute (Murray, 2001). These are the various means by which FedEx facilitates career progression within the organization. Performance Monitoring and Enhancement The HR performance needs to be monitored regularly to enhance the effectiveness. So performance monitoring in FedEx is carried out and the various ways by which the HR performance is assessed are given below: Performance Appraisal System FedExs appraisal system links pay increases to the employees productivity and performance. Annual performance appraisals are carried out and employees are evaluated on the basis of various job-specific attributes few noteworthy ones being customer orientation, team skills, loyalty, technical expertise etc. (Cook, 208, p.205). Apart from hefty pay packages, several attractive prerequisites like 1) tuition fees reimbursement, 2) travel discounts and 3) jump-seat availability (free flight privileges for employees). All such prerequisites are provided over and above the already entitled hefty pay packages. FedEx also offers a 10% profit-sharing scheme for those valued employees. All such enticing aspects related to compensation and benefits keep the employees happy and motivated and enable FedEx to enjoy unmatched position when compared to its peers. Staff Surveys FedEx conducts staff surveys on an annual basis and this serves to be crucial business enhancement tool. Participants are supposed to provide replies to 32 questions electronically in a two week period (Mosley, n.d.). Active participation of staff has been witnessed over these years. This Survey-Feedback-Action (SFA) procedure was introduced with the objective of helping top management in deciding upon issues related to promotions. But then SFA was practiced in reality only to the magnitude of evaluating the employees belonging to the managerial cadre. The employees from various teams are supposed to respond to the 32 questions asked about their higher-ups and the overall management anonymously. The survey results are collated and tabulated and given to the concerned team managers. The managers carry on feedback sessions with the employees, conduct a detailed discussion about the survey results obtained and spot the issues which ought to be handled. Once the feedback sessions conclud e, the team members need to draft a formal plan of action to resolve the spotted issues. The plan is thereon reviewed on a regular basis to monitor the advancement of the corrective measures being carried out. Few sample questions from the survey are as follows: I feel free to tell my manager what I think My manager lets me know whats expected of me Favouritism is not a problem in my work group My manager: helps us find ways to do our jobs better The SFA helps 1) to assess the managerial performance, 2) to resolve employee problems and 3) to enhance relations at work place. Turnover rates FedEx has a very less and insignificant turnover rate of about 1 percent. This being the best employer knows the trick of successful and effective employee retention mechanisms. There is no dearth of career plans or opportunities for the FedEx employees and this is one crucial reason why FedEx is capable of successfully retaining its invaluable workforce. Promotion-from-within policy enables elevating the employees in the hierarchical rungs from within. Also employees performance, efforts and contributions are well-recognized and exceptional employees are awarded for their competencies and proficiencies. Also open and transparent communication too plays a great role in reducing the employee turnover rates. Also, employees should take pride in what they do and this is where imparting proper training to hone the employees skills becomes essential. FedEx has a well-defined on-the-job training mechanism which greatly helps in enabling the employees perform a meaningful job for which they can own pride and responsibility. Motivation and Job Satisfaction FedEx thrives on innovation. For innovation to prevail at impressive levels, creativity, productivity and discretionary efforts are prerequisites. Such attributes are fostered by high levels of employee motivation and job satisfaction experienced by the employees. FedEx has won a slew of accolades thanks to its job-satisfied and motivated workforce. FedEx environment is conducive to innovation and this in turn motivates the workforce to perform exceedingly well. HR Policy Requirements Here we compare and contrast three identified HR policies of two diverse organizations. The two organizations taken for study and comparison of HR policies are 1) Northumbria Police and 2) UCL Londons Global University. The three policies that are considered for comparison are 1) Diversity and Equality, 2) No Smoking, 3) Work life Balance HR Policy 1 Diversity and Equality Northumbria Police versus UCL Londons Global University Northumbrias Diversity and Equality Policy (Northumbria Diversity Equality, 2009, April 8) strives to boost, encourage and preserve diversity, equality and human rights and inform individuals and community about the significance of honouring equality, diversity and human rights within the Northumbria Police. The policy is formulated to evince the Northumbria police support and compliance to enforcing anti-discriminatory, equal opportunity and fair treatment measures in the workplace. UCLs Race Equality Policy (UCL Human Resources Race Equality, n.d.) aims to promote racial equality in all its functions and to value diversity of staff and student and to forbid illegal acts of racial discrimination. The Policy goes about defining racism and means of implementing the policy. UCLs Equality objectives are clearly defined and an Equality Action Framework is formulated too. Special mention about dealing with the acts of harassment and bullying is made and institution of boards and committees to keep acts of inequality under check and control. Managing work force diversity and promoting fair treatment in recruitment and selection procedures at UCL is emphasized. Both the staff and student communities are included in defining the various equality initiatives that are required to be taken as per the policy. HR Policy 2 No Smoking Northumbria Police versus UCL Londons Global University Northumbrias No Smoking Policy (Northumbria No Smoking, 2009, April 1) states about the existence of No Smoking policy within the building premises and vehicles under its control. The objectives of this policy is to 1) ascertain that non-smokers are not involuntarily exposed to tobacco smoke, 2) to educate people about the health hazards associated with smoking, 3) to help those who wish to quit smoking and 4) to accommodate smokers as well. UCLs No Smoking Policy (UCL Human Resources No Smoking, 2007, June 1) strives to create a smoke-free healthy environment f

Ghandi vs Jesus

Jesus Christ, who is the founder for Christianity, and Mahatma Gandhi, who is the teacher for Hindu, is two teachers that have similarities in their ways of teaching. These two religions are totally different, but they Gandhi was considered a modern day of Jesus, since they share same ideas about what they teach and practice. One major similarity in teaching between these two religions, are that they are both based on non-violence. Gandhi and Jesus both believe that, non-violence is the greatest force that human must maintain and use to achieve in any struggles. They also teach that non-violence should be use as a means to bring about changes within a society, which can be social or even political. This brings about also another similarity in their teaching, which is the teaching of being compassion. Jesus teaches his followers to love their enemies as thyself (Matthew 5:44), instead of showing them hatred and anger. Gandhi teaches the same to his followers, showing compassion to everyone including the enemies, instead of fighting against each other who might be the enemies. Gandhi believes that this will assist with easing the anger and violence that they might have for each other, which will then allows individual’s reactions towards them become compassionate. The â€Å"Sermon on the Mount† is what is said to attach Gandhi towards Jesus teaching. Gandhi states that this part of the bible made him become more aware of not only of non-violence, but also the â€Å"Law of Love†. They both believe and teach that individuals should have endless love and should not retaliate no matter of the situation. The good shall be embrace and the evil should not be thought about in order to live a life without issue and which is good. Forgiveness was another common similarity in Jesus and Gandhi teachings. Jesus state that one should forgive and forget, also one should turn the other cheek instead of hitting back an abuser. This also incorporates the teaching of non-violence, they both teaches that violence will bring about more wrongs instead of rights. Jesus sacrifices himself for his people which were also showing love to his followers. While this was being done, he asks God to forgive the people conducting the sacrifice since they do not know what they are doing. Gandhi teaches that forgiveness truly show the truth and also the love in man. They both teach that one should forgive in order to continue living with compassion for each other. In conclusion, while examining the teachings of Jesus Christ and Mahatma Gandhi, there are a few common traits which are similar in their ways of teaching. Teaching their followers to be compassion, showing forgiveness and also teaching the followers to always behave in a non-violence way is some similarities between these two teachers. They both taught people to follow the right path in life, through having peace with each other, showing compassion and also loving each other. The main aim was to allow the followers to live a good life.

Appreciation of Shakespeare’s sonnet 18

His early plays were mainly comedies and istories, genres he raised to the peak of sophistication and artistry by the end of the sixteenth century. He then wrote mainly tragedies until about 1608, including Hamlet, King Lear, and Macbeth, considered some of the finest works in the English language. In his last phase, he wrote tragicomedies, also known as romances, and collaborated with other playwrights . Shakespeare's reputation did not rise to its present heights until the nineteenth century.The Romantics, in particular, acclaimed Shakespeare's genius, and the Victorians worshipped Shakespeare with a reverence that George Bernard Shaw called â€Å"bardolatry†. In the twentieth century, his work was repeatedly adopted and rediscovered by new movements in scholarship and performance. His plays remain highly popular today and are constantly studied, performed and reinterpreted in diverse cultural and political contexts throughout the world.His plays have been translated into ev ery major living language and are performed more often than those of any other playwright. Of Shakespeare's sonnets in the text, Sonnet 18 is one of the most moving lyric poems that I have ever read. There is great use of imagery within the sonnet. This is not to say that the rest of the poems in the ook were not good, but this to me was the best, most interesting, and most beautiful of them. Sonnet 18 Shall I compare thee toa summer's day?Thou art more lovely and more temperate: Rough winds do shake the darling buds of May, And summer's lease hath all too short a date: Sometime too hot the eye of heaven shines, And often is his gold complexion dimmed, And every fair from fair sometime declines, By chance, or nature's changing course untrimmed: But thy eternal summer shall not fade, Nor lose possession of that fair thou ow'st, Nor shall death brag thou wand'rest in his shade,

Recruitment And Mentorship Plan For Enlisted Aide Program

The Enlisted Aide Program doesn’t have a standardize recruitment and mentorship plan. Single aide Enlisted Aides have no direct leadership above them. This causes inexperienced Enlisted Aides to be fired within a few months of checking in. The Enlisted Aide Program Manager needs to implement a plan to standardize a recruitment and mentorship plan. The Enlisted Aide Community is struggling with recruitment of top qualified candidates to fill these high priority billets. Until recently, Sailors weren’t aware of the Enlisted Aide Program. As fleet Sailors found out about the Enlisted Aide Program, their senior leaders had nothing but negative things to say about the Enlisted Aide Program, thus discouraging young Sailors from being interested in the Enlisted Aide Program. Needless to say, the senior Fleet CS’ looked down on the Enlisted Aide Program CS. Having this type of mindset of the senior fleet CS’ putting out negative points to the junior CS’, no junior CS wants to apply for the Enlisted Aide Program. This leaves our Detailer with a difficult time of recruiting new Enlisted Aides. Also, without funding available for the Detailer to do fleet visits to talk about the Enlisted Aide Program, it’s even harder to get the word out to our fleet Sailors about this Special Program available to all CS’. Assigning Regional Mentors in major fleet concentrated areas can assist the Detailer in recruiting and screening future Enlisted Aides. Senior Enlisted Aides assigned as a

Analysis Of The Poem Post Colonialism - 1742 Words

Post-Colonialism is the study of the domination and colonisation of countries and the economic and psychological effects that it has on the colonised countries and their inhabitants. As Meshack M. Sagini states, â€Å"the colonised people do not invite the colonial power, nor do they have any say in how they are governed†. They are forced to adapt to the change implemented on them and the career of Maya Angelou, a black woman born in the height of racism in America, is a testament to the colonised population s vigour and power to endure. In many of her protest poems Angelou expresses the overwhelming oppression of the black culture and cries out against a system that supports the economic oppression of blacks by the white majority. 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Oday, Graphic Design Has Taken Over The Entire World. “In

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Communication Difficulties for Assessment and Interventions

Question: Discuss about the Communication Difficulties : Assessment and Interventions. Answer: Introduction: As Philip Lusk is a 69 year old Italian patient with behavioral and psychological symptoms of dementia, he has minimum English language knowledge to communicate his needs. Due to this limitation and clinical presentation of dementia, he is often aggressive and agitated. Appropriate psychosocial intervention is important to decrease his aggressiveness and agitation. Date Nursing outcomes Nursing Interventions Person responsible 8/05/2017 Decrease agitation in Philip due to language deficits and difficulty in understanding verbal messages. Verbal communication Try to anticipate what Philip is trying to say and response to his thoughts and feeling. Avoid any form of questioning beyond Philips communication abilities. Adapt patients level of communication by assessing the level of language deficits in Philip. Compensate for English language deficit in patient by means of asking direct question so that Philip can give only yes or no response. Secondly, to give verbal instruction short and simple sentences should be used so that he easily understands the message. This form of instruction can be given in the form of gestures. This would help because Philip Lusk can respond to body language and non-verbal cues (Zembrzuski, 2017). Any superfluous information should be avoided and one step instruction should be given to patients. As Philip is disturbed by peoples tone of voice, moderate vocal tone will be used to calm patients down. Loudness in voice will be avoided and appropriate touch should be used as a way to interact and make eye contact with patient (Dougherty, 2015). However, non-verbal gestures like touch and contact with patients should be done in a professional manner so that ethical dilemma in care do not arise (Youell et al., 2016). Communication should be facilitated in Philip by assessing their difficulty in finding the correct words to express. In such case, it is necessary to identify the key thoughts and ideas by non-verbal gestures of patient (Cabrera et al., 2015). Enrolled Nurse 8/05/2017 As Philips has difficulty in understanding simple task, reducing his aggressiveness by means of non-verbal communication is important. Non-verbal communication As Enrolled Nurse (EN) have the duty to assess patients response to health care interventions, appropriate non-verbal communication and body language is needed for care of Philip, who has difficulty in communication. According to the scope of practice of EN, they use a variety of communication methods to engage appropriately with patients (Standards for practice: enrolled nurses, 2017).In Philips case, non-verbal means of communication will help to increase trust and rapport with patients. Non-verbal message is a natural language that easily helps to broadcast true feelings of patients (Lykkeslet et al., 2014). As Philip particularly has difficulty in emoting his concerns due to language deficits and behavioral and psychological symptoms of dementia, it is necessary to respond to emotion of Philip instead of depending of his verbal complains. To reduce agitation in patients due to lack of understanding of task and language, it is necessary to assess unmet needs of patients. For example, misperception, hunger, thirst, pain or toileting needs might also be the reason for frustration in patients. While conveying certain instruction to patient, Philips reaction will be assessed such as if he interprets the message or gives blank expression. In case of blank expression, gesture will be used repeatedly to communicate with patient. It is very important to respond to Philip emotions first and assure them about improving their health condition in order to establish a therapeutic relationship. On days, when Philip is having serious problem in communicating, the conversation period with be lessened to avoid bothering patients (Kales et al., 2014). Dignity is also an important requirement in caring for dementia patients. Diginity in care of Philip must be maintained by evaluating moral perspective of each nursing action. Dignity can also be maintained by analyzing the best interest of patient and not forcing him any activities that he may not prefer to do (Johnston et al., 2015). . Enrolled Nurse and other nursing and care staffs 10/07/2017 Provide appropriate environment to Philip to reduce agitation and aggressiveness during care. Environment Reduce clients agitation by providing stress free environment and not bothering Philips with things he does not want to do. Make sure that environment around Philip does not trigger aggressive reaction and all such triggers should be kept away. As dementia patients have memory problem, family members should always be encouraged to identify themselves to Philip while visiting to avoid agitation and embarrassment in patient. Aggressive behavior is seen in patients due to inappropriate environment. Therefore, any background noise or conversation in front of Philip should be avoided. As dementia patients have impaired judgment levels, all unsafe objects within the close proximity of Philip should be avoided. Secondly, sensory-perceptual functioning is also impaired in patients with dementia. In such case, good lighting should be provided so as to maintain normal function in patients. This would help in providing a therapeutic environment for the recovery of patients. To avoid additional distress and confusion in dementia patients, provide familiar environments to them as far as possible. Assess for fall risk due to symptoms of dementia and engage in greater care at all times. To assist patient in the management of agitation, appropriate dose of PRN medication and side effects needs to be considered. In case of Philip, use of Risperidone may lead to side effects such as dizziness, fever, headache, vomiting and constipation. Hence, side effects need to be closely monitored in order to cease or reduce the dose of medication at appropriate time. As Philip is an old patient with dementia, range of potential side effect is high for him. Philips may also gain weight, so hi weight and blood pressure should be monitored regularly (Kales et al., 2015). While considering environmentally safe conditions for Philip, it is necessary to maintain hygiene and personal care of Philip. This can be done by promptly identifying toileting needs, physical aids and diet consumed by patient (Johnston et al., 2015). EN and care staffs Reference Cabrera, E., Sutcliffe, C., Verbeek, H., Saks, K., Soto-Martin, M., Meyer, G., ... RightTimePlaceCare Consortium. (2015). Non-pharmacological interventions as a best practice strategy in people with dementia living in nursing homes. A systematic review.European Geriatric Medicine,6(2), 134-150. Dougherty, J. (2015). Effective communication strategies to help patients and caregivers cope with moderate-to-severe Alzheimers disease.The Journal of clinical psychiatry,76(3), 9-9. Johnston, B., Lawton, S., McCaw, C., Law, E., Murray, J., Gibb, J., ... Rodriguez, C. (2015). Living well with dementia: enhancing dignity and quality of life, using a novel intervention, Dignity Therapy.International journal of older people nursing. Kales, H. C., Gitlin, L. N., Lyketsos, C. G. (2014). Management of neuropsychiatric symptoms of dementia in clinical settings: recommendations from a multidisciplinary expert panel.Journal of the American Geriatrics Society,62(4), 762-769. Kales, H. C., Gitlin, L. N., Lyketsos, C. G. (2015). State of the art review: assessment and management of behavioral and psychological symptoms of dementia.The BMJ,350. Lykkeslet, E., Gjengedal, E., Skrondal, T., Storjord, M. B. (2014). Sensory stimulation-a way of creating mutual relations in dementia care.International journal of qualitative studies on health and well-being,9. Standards for practice: enrolled nurses. (2017). [online] Available at: https://file:///C:/Users/admin/Downloads/Nursing-and-Midwifery-Board---Standards-for-Practice---Enrolled-Nurses.PDF [Accessed 8 May 2017]. Youell, J., Callaghan, J. E., Buchanan, K. (2016). I don't know if you want to know this: carers understandings of intimacy in long-term relationships when one partner has dementia.Ageing and Society,36(05), 946-967. Zembrzuski, C. (2017).Communication Difficulties: Assessment and Interventions in Hospitalized Older Adults with Dementia. [online] Available at: https://consultgeri.org/try-this/dementia/issue-d7.pdf [Accessed 8 May 2017].