Legal Aspects of Criminal Justice

A criminal must be dealt with by law, he must reap what he sow.  Ã‚   However, before he is put into prison, he is guaranteed protection by the Constitution through due process of law.   According to our constitution, all men are innocent unless proven guilty beyond reasonable doubt before a court of law.   Before an accused is incarcerated, he must undergo several stages at different venues.   It may start from the lowest state courts and end up in the highest federal court of the land.   Each and every court that his case shall pass through has its own role and function in his prosecution or protection.For a better understanding of how the United States judicial structure works, let us envision a crime such as manslaughter committed in the state of Georgia.   I made reference to Georgia because this state’s judicial structure is typical of most of the other states’ judicial structure (Rawlings).Let us take for example Billy who allegedly killed Sam.   Be fore he is convicted of this crime, he must undergo a series of procedures guaranteed by the constitution to provide him with all the opportunity to defend his side. The first of the series is the initiation of the prosecution.   In this stage, there are three ways in which Billy’s prosecution may be initiated (CrimeVictimLaw), the first is when the police responds to a call that a crime is happening or has happened and upon arriving at the scene makes their own investigation.Another mode is when the victim reports to the prosecutor’s office directly which prompts the prosecutor’s office to make their own investigation.   In such instance, the prosecutor’s office may either ask the police to seek criminal charges or conduct a grand jury investigation (CrimeVictimLaw).   The grand jury, composed of 23 randomly-selected people, is going to hear the witnesses without a judge’s presence and examine the evidence gathered to decide on whether or no t there is reason to believe that Billy actually committed the crime imputed on him (CrimeVictimLaw).If in this stage the investigation shows that Billy maybe guilty of killing Sam, the prosecution shall now file formal charges against Billy, otherwise Billy will be set free.   When the prosecution files its formal charges, it must identify the crime committed, in this case it may either be unlawful and dangerous manslaughter or involuntary manslaughter.   The prosecution must also show that all the elements of said crime were present. The elements of involuntary manslaughter are: (1) an unintentional killing; (2) proximately caused by either (a) an unlawful act not amounting to a felony and not ordinarily dangerous to human life, or (b) culpable negligence (North Carolina v. Hudson), whereas, the elements of unlawful or dangerous manslaughter are that (i) the defendant ‘s act must cause the death, (ii) the defendant ‘s act must be unlawful, (iii) the defendant †˜s act must be dangerous (Crimnet).The next stage of prosecution is the arraignment and bail.   In the arraignment stage, the   judge will formally inform Billy of the charges against him and give him an opportunity to enter a plea to the charge (jennifer).   Billy, t during this stage is assigned a lawyer if he has not acquired the services of a private practitioner.   Also in this stage, he can make bail.   Bail is a fixed amount of money which sole purpose is to guarantee that the defendant shall appear before the court in all scheduled hearings.   Some states release the accused on recognizance, which means that he can be released with the promise that he will return to court without posting bail.After arraignment comes the discovery and motions stage.   At this stage, the parties for both the prosecution and the defense are required to exchange information relevant to the case.   The prosecution â€Å"must disclose to the defense attorney statements of witness es, police reports, scientific tests and any evidence that may support the defendant’s claim† (CrimeVictimLaw) that he either did not commit the crime imputed or that he has a valid and lawful reason, which in the eyes of the law is a justifying circumstance, for committing the crime.   Also in this stage, motions are filed by either party in instances where either party does not agree with the evidence presented or when the evidence presented is not admissible in court, i.e. evidence from unlawful searches and seizures.   The motions filed are brought before the judge and he is the one who makes the decision on the issues presented.The next phase is the disposition stage.   At this stage, the case may end in two ways, Billy may enter a guilty plea or the case may be dismissed.   However, if Billy does not enter a guilty plea, he will go to trial in which case he is given the option of a â€Å"bench trial† or a â€Å"jury trial† (CrimeVictimLaw).   The former is decided by the judge sitting in his court while the latter is decided by a jury composed of twelve randomly selected individuals.   After the trial, the next stage is the sentencing of the accused, he may be merited with imprisonment, a suspended sentence, a split sentence or he may be released on probation.In all the stages mentioned, the court that has jurisdiction is dependent on several factors.   Either he will be tried in the state court or the federal courts.   Only in cases where (1) the defendant is a resident of a different state and the case involves a significant amount of money; or (2) the case involves a question of federal law; or (3) the United States is a party to the case (Rawlings) may the federal courts be resorted to.   Thus, in the normal flow of things Billy shall be tried in the state courts only.   The state court that has general jurisdiction – handles all civil case, felony crimes, cases involving title to land, divorces a nd equitable actions – is the Superior Court (Rawlings).If Billy finds that there was an error in law or procedure that affected his conviction, he may file an appeal with the Georgia Court of Appeals.   The Court of Appeals is composed of 11 judges in divisions of 3.   In cases where the three judges are not in agreement, then the case shall be raised to the court en banc, or as a whole and the decision shall be based on a majority vote (Rawlings).   If in case the Georgia Court of Appeals rules against Billy, he may make an appeal to the Georgia Supreme Court.   An appeal to the Georgia Supreme Court is not a right, it is on the discretion of the Supreme Court to entertain an appeal before it. Only in cases where the Court of Appeals made a manifest error of law shall the Supreme Court give an appeal due course, wherein the nine justices of the Supreme Court shall deicide by majority vote (Rawlings).   If the Supreme Court does not entertain Billy’s appeal, the ruling of the Court of Appeals shall become final and Billy must perform what the decision orders.The structure of the federal courts are the same with state courts – decisions maybe appealed to the Federal Court of Appeals and then to the highest court of the land, the United States Supreme Court –   difference lies only on the cases that they entertain.   As with district courts, appeal to the Federal Court of Appeals is a right whereas Appeal to the United States Supreme Court is discretionary, meaning that it can pick and choose cases and hear only the non-frivolous appeals that present truly novel issues† (Wikipedia).In all the stages of appeal whether in the state courts or federal courts, it must be made clear that what can be appealed is a ruling of conviction, if in any stage of the trial a court decides that Billy is not guilty beyond reasonable doubt, he will be released and he shall be immune from another case based on the same grounds and ar ising from the same act.In conclusion, the United States Criminal Justice System is unique, our country has developed a way in which all states regardless of independence from one another is still bound by a greater court.   Our justice system also came up with several stages and multiple appeals as granted by the Constitution to a defendant to guarantee that every man has his day in court and that he can aptly defend himself.   It provides that due process shall be given to each and everyone regardless of crime and race.ReferencesCrimeVictimLaw. Stages of Prosecution. Retrieved December 8, 2008, from http://www.crimevictimlaw.com/criminal/stages.htmlCrimnet. Manslaughter. Retrieved January 8, 2008, from http://law.anu.edu.au/criminet/tmans.htmlNorth Carolina v. Hudson. Retrieved January 8, 2008, from http://www.aoc.state.nc.us/www/public/sc/opinions/1997/356-96-1.htmStages of Prosecution. Retrieved January 8, 2008, from Law Offices of Jennifer Monroe: http://www.exclusivelycrim inaldefense.com/StagesOfProsecution.htmlRawlings, Tom C. A Brief Introduction to the Judicial Structure of the United States. Retrieved January 8, 2008, fromwww.tomrawlings.com/judicial%20structure.docWikipedia. United States Federal Courts. Retrieved December 8, 2008, from http://en.wikipedia.org/wiki/United_States_federal_courts

Nokia: Values That Make a Company Global

STraTeGiC Hr MaNaGeMeNT case study with teaching notes Nokia: Values That Make a Company Global By Geraldine Willigan, MBA Project team Author: SHRM project contributor: External contributor: Copy editing: Design: Geraldine Willigan, MBA Nancy A. Woolever, SPHR Ram Charan, Ph. D. Katya Scanlan, copy editor Terry Biddle, graphic designer  © 2009 Society for Human Resource Management. Geraldine Willigan, MBA. This case was prepared by Geraldine Willigan, MBA, former editor at Harvard Business Review, under supervision of Ram Charan, Ph. D. , former faculty member at Harvard Business School, winner of best teacher award at Northwestern University’s Kellogg School of Management, and a regular teacher in executive programs across the globe. The authors gratefully acknowledge the help of Juha Akras, Ian Gee, Antti Miettinen, Arja Souminen, Olli-Pekka Kallasvuo, Hallstein Moerk, Tero Ojanpera and Shiv Shivakumar. Note to Hr faculty and instructors: SHRM cases and modules are intended for use in HR classrooms at universities. Teaching notes are included with each. While our current intent is to make the materials available without charge, we reserve the right to impose charges should we deem it necessary to support the program. However, currently, these resources are available free of charge to all. Please duplicate only the number of copies needed, one for each student in the class. For more information, please contact: SHRM Academic Initiatives 1800 Duke Street, Alexandria, VA 22314, USA Phone: (800) 283-7476 Fax: (703) 535-6432 Web: www. shrm. org/education/hreducation 09-0353 Nokia: Values That Make a Company Global Introduction In the summer of 2006, the global competitive landscape in which Nokia was operating was changing at an astoundingly fast pace. Market growth was shifting to emerging countries, mobile devices were being commoditized, handset prices were declining, networks were combining (Nokia had just merged its own networks infrastructure business with that of Siemens, forming Nokia Siemens Networks, or NSN), Microsoft and Apple were making moves toward mobile devices, new technologies were being developed, and new strategic opportunities were arising as mobile phones were becoming the gateway to the Internet. To win in such a fast-paced and intensely competitive environment, the company had to move with speed and do a superb job of satisfying consumers. Decision-making would have to occur at the lowest possible level to reflect the peculiarities of the local markets while leveraging the power of Nokia’s diverse people, its brand, its financial resources, and its technology and design expertise. Collaboration between locals and headquarters and among multiple cultures and partners was paramount. Nokia conducted extensive interviews with people inside and outside the company, including partners and suppliers, to understand how Nokia was perceived and how it might have to change. That research informed a number of actions and renewed the focus on Nokia’s culture and, in particular, its values. From Paper Mill to Conglomerate to Global Brand Nokia, headquartered in Espoo, near Helsinki, Finland, is the world’s largest mobile handset manufacturer. It holds some 40 percent of the global device market as of the second quarter of 2008. It operates in 150 countries and had more than 117,000 employees, including NSN, as of late June 2008. It is the top-rated brand globally. Annual revenues for 2007 were $74. 6 billion (51. 1 billion euros). The company began in the late 1800s as a paper mill, then evolved into a diversified industrial company and was an early entrant in the mobile era in the 1980s. In the 1990s, CEO Jorma Ollila restructured the conglomerate to focus on mobile phones and telecommunications, and Nokia became the technology and market leader, starting first in Europe, then expanding to the United States and dozens of other 2009 Society for Human resource Management. Geraldine Willigan, MBa 1 developed and emerging economies, including China and India. In the early 2000s, Nokia was briefly challenged by Motorola and Samsung but was able to maintain and soon to increase the lead. In 2006, Olli-Pekka Kallasvuo (OPK, as he is known at Nokia) became CEO. Nokia’s strategy at that time was changed to c over both the mobile device market as well as services and software. In 2007, Nokia announced that it would become more like an Internet company. Transforming the Culture for the New Challenges As Nokia’s leaders pondered what would hold people together and enhance collaboration and speed across their large global company, they arrived at an answer—culture, of which values had long been a foundation. Values align people’s hearts and emotional energy and define how Nokia employees (â€Å"Nokians†) do business with each other and the rest of the world. Because Nokia’s existing values had been unchanged for more than a decade and research showed there was some ambivalence about them internally, the executive board, comprised of the CEO and about a dozen senior leaders, decided it was time to re-examine the values. OPK selected a team of people to create a process for doing so. The challenge to the team was to get all the people of Nokia intellectually engaged. In keeping with Nokia’s culture, the values would have to be the result of â€Å"the many† communicating with â€Å"the many. † Assigning this task was not trivial. It required that senior management be committed to live with the outcome. The values that emerged from the bottom up would have to be taken seriously and stick—or the organization would be seriously harmed. As the team got to work and explored the options, they determined that the best approach would be to combine high tech and high touch. The high-tech part of the values-creation process would be through the â€Å"Nokia Jam†Ã¢â‚¬â€using IBM’s Jamming technology that would allow all Nokians to engage in an online dialogue. The hightouch part would come through the use of the World Cafe methodology. The World Cafe methodology had sprung up in the mid 1990s to accommodate a large group of people from diverse disciplines and far-flung locations around the world who wanted to discuss issues of common interest. 2 That group was known as the Intellectual Capital Partners. To create an informal conversation among so many people, participants were divided into small groups seated around tables to discuss a given question. The groups would then repeatedly disperse and individuals would rotate to other tables, so ideas were disseminated, cross-pollinated and combined. As the conversations continued, facilitators compiled the ideas that emerged. The World Cafe methodology had been used in some small pockets within Nokia but had never been tried on a companywide scale. The concept was right, but it was impractical for all 50,000-plus Nokians to directly engage in a dialogue. So the idea emerged to have a subset of people from across Nokia get together to discuss Nokia values with a totally clean slate, as if they were recreating Nokia on the planet Mars. 2  © 2009 Society for Human resource Management. Geraldine Willigan, MBa A trip to Mars became the metaphor for assembling a cross-section of Nokians to participate in the World Cafe format and create the new values. Nokia’s Trip to Mars Nokia produced 5,000 elegant, visually exciting invitations that looked like boarding passes and airline tickets. These were sent in bundles through snail mail to people at various organizational levels and functional areas, including HR, in each of the business units. The instruction to the recipients was to find a way to randomly distribute their bundle to people in their offices and factories whom they would trust to have a discussion about Nokia’s values and culture. The recipients could also keep a ticket for themselves. Each ticket was in a â€Å"wallet† that described what Nokia was doing. It stated the current values and gave instructions for how to proceed, first by going to the Nokia Way web site to learn more and to register for a cafe in their local area. Participants also got two luggage tags, which they were supposed to discuss with their colleagues beforehand: a green one, which represented the values or ideas Nokia should be sure to take with it as the company moved forward, and a gray one, for things that could be left behind. Nokia held 16 cafes in 60 days around the world. More than 100 employees representing a cross-section of Nokia attended each one. The day of the cafe, small groups discussed a predetermined set of questions. One person served as host and stayed at the table while everyone else rotated to other tables, eventually returning to their original spots. People had taken the preparation very seriously and interviewed their teams ahead of time; some brought stacks of paper with various notes and ideas. As the discussions took place, ideas began to emerge and converge. Facilitators captured them graphically and in written scripts. The outputs from each cafe were then uploaded to the Nokia Way web site, and everyone at Nokia had access to it and was invited to comment. Several thousand more employees were able to participate in the dialogue through the means of the web site, giving their opinions and making suggestions and sometimes asking questions they hoped the next cafe would address. The sessions were also videotaped and edited into short video blogs that were so funny and engaging that they logged approximately 30,000 visits. The video blogs, too, elicited comments from fellow Nokians. The mix of people attending the cafes was just what Nokia’s executive team had hoped for: an assortment of people from offices and factories and from every functional area and organizational level. The cafe process allowed those diverse viewpoints to be heard. Engineers said Nokia needed greater tolerance for risk, for instance, while marketing people wanted more stability. In the process, it broke down biases and misconceptions and began to build social bonds. â€Å"Latin Americans were not the only people with emotions! one participant commented. Another said: â€Å"At first it felt like I couldn’t even find a common language with my Mexican  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 3 marketing colleagues in Nokia. It was exciting when we found a common language and vision, and everybody was on board. † As the cafes took place, four values began to emerge. These were to be presented to the top 30 leaders at the final global cafe to be held in Helsinki. But instead of writing them on a PowerPoint slide, the values were presented in a way that was experiential. Representatives from each of the Nokia Way cafes were chosen to attend, and on day one of the Helsinki cafe, they got together and brainstormed how to make the values come alive. They recreated some of the skits, songs and visual aids their local cafes had generated to express the thoughts and feelings that underlay the values. The representatives from the Finnish cafes built a bird’s nest and a sauna in the hotel meeting room to represent Nokia’s passion for innovation (the bird’s nest was for the hatching of ideas, the sauna to represent the fire of passion). The next day, the group made their presentation to the senior leaders, and after some discussion, the four values that had came out of the cafe process were affirmed. OPK, who, like many Finnish people, was ordinarily quite reserved, was visibly moved by the intensity and sincerity of the feelings expressed. He felt as though he could hear the voices of Nokians around the world, and he, too, wholeheartedly supported the values. He asked that a representative present them to a group of 150 top leaders that was meeting three or four weeks later as part of the annual Strategy Sharing process. The group selected Ganeas Dorairaju, a native Malaysian who had been working in Finland for the past decade, to represent them. He stood in front of the top leaders and explained the values and the process by which they were created. At the end of it, the audience gave him a standing ovation. One leader wondered if the values could be turned into a catchy tune. Soon after, an employee teamed up with her husband and did just that! Nokia’s New Values3 Nokia’s new values and the explanation of them are as follows: n achieving together. Achieving together is more than collaboration and partnership. As well as trust, it involves sharing, the right mind-set and working in formal and informal networks. engaging You. For us, ‘engaging you’ incorporates the customer satisfaction value and deals with engaging all our stakeholders, including employees, in what Nokia stands for in the world. Passion for Innovation. Passion for innovation is based on a desire we have to live our dreams, to find our courage and to make the leap into the future through innovation in technology, ways of working and through understanding the world around us. Very Human. Being very human encompasses what we offer customers, how we do business, how we work together, and the impact of our actions and behavior on n n n 4  © 2009 Society for Human resource Management. Geraldine Willigan, MBa people and the environment. It is about being very human in the world—making things simple, respecting and caring. In short, our desire is to be a very human company. The world cafe process generated values that are different and more open-ended than most companies’. As leaders at Nokia note, the values require discussion. People might not know right away what â€Å"very human† means, but once people start to discuss it within the context of Nokia, it becomes very clear. People do, in fact, have those discussions. They use them to say, â€Å"Hold on a minute, is this engaging you? Are we meeting that value in what we’re doing? † ‘Very Human’ is closely associated with technology; it reflects the fact that Nokia has to develop devices that are easy to use. And ‘Achieving Together’ is about customers and suppliers as well as fellow Nokia employees. ‘Achieving Together’ also helps remove the fear associated with being an industry pioneer. The values are aspirational but also model what was already working well at Nokia. In India, for instance, where Nokia has built a dominant market position of some 75 million subscribers in a very short time, the values were evident before they had been articulated, which likely influenced the input of the three cafes conducted in that country. One of the key factors that drove business success in India was the distribution system, which Nokia and its business partner, ATL, built from scratch when large consumer electronics retailers declined to carry mobile phones because of their low margins. Working together to find an alternative, Nokia and ATL hit on the idea to mimic the small (sometimes just 5 x 5 feet) kiosks that are found in villages across India from which vendors sell fruits and vegetables. They recruited individuals interested in running their own kiosks, trained them and ensured they would have products in the right quantities and at the right margins for those vendors to make a living. The Nokia team wanted to be sure that whatever arrangement they designed would benefit Nokia, ATL and the individual mobile phone vendors. That way, they would Achieve Together. The Nokia team in India—a mix of native Indians and technology and other experts from such far-flung Nokia locations as Finland, China and Indonesia—collaborated in listening to and observing people in various parts of India to understand their needs. Their approach was collaborative and Very Human. As a member of the leadership team in Nokia India explains, â€Å"One thing that Nokia prides itself on is that it is not arrogant. That comes across in every interaction. People never take for granted that they know everything. Because of conditions in parts of the country, Indians needed a mobile device that was dustproof and didn’t slip out of sweaty hands. They wanted a device that could be an alarm clock, radio and flashlight (or â€Å"torch†) as well as a phone. Nokia’s Passion for Innovation drove the team to find the technology solutions Indians needed. Nokia found that the process of creating values itself had merit. It allowed the many to connect with the many and demonstrated that heterarchy was more important than hierarchy. It captured Nokia employees’ understanding of the challenges they were facing personally and organizationally and their desire to create an organization  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 5 that could meet them. It also reflected the spirit of bonding across cultures, functions and silos. As a member of the executive team says, â€Å"It is proof that a strong global corporate culture is possible. † The next order of business was to track the effectiveness of the values. To that end, the company has created a number of vehicles. Nokia includes values in its annual employee survey, â€Å"Listening to You,† and made them a key part of the change pulse survey it undertook during a recent reorganization. The suggestion arose to have pictures to demonstrate the new values, so the company staged an employee competition for photos that represent the values. Photos were posted online, and employees voted for their favorite. The top prize went to a quality manager in one of Nokia’s Chinese factories, who got to accompany Nokia’s brand people on a photo shoot in Paris. Given the quality of Nokia’s artistic skills, it was a choice prize. More than 22,000 employees took part in the competition, and Nokia has a rich bank of photographs to represent the new values. Nokians now are learning to create 90-second films that tell how values are making a difference in their work. These films can be uploaded to a video hub where fellow employees can view them. As of October 2008, more than 60 films had been uploaded to the internal VideoHub, and they have had over 50,000 viewings. 6  © 2009 Society for Human resource Management. Geraldine Willigan, MBa Teaching Notes Global companies require the alignment of their employees and partners not only on the strategy itself but also on the values needed to make that strategy successful. Values reflect and shape corporate culture. A shift in strategy often requires a shift in values. The Nokia case explores the connection between values, strategy, and the collaboration, innovation, speed and flexibility that are required for Nokia to succeed. Nokia is a very large company, with one of the highest brand recognitions in the world. It has the rare ability to design a new strategy and reshape its culture to deliver the strategy at the same time. The Nokia case describes Nokia’s social process for achieving alignment on values—a component of corporate culture—across geographies, silos and hierarchical levels. The learning objectives of the case are as follows: n note NOTE note Instructor’s Note Distribute only pages one through sixNOTE case study document to of this students. A PDF version of this document is also available online for your convenience. To learn the social process of engaging multicultural, multi-country employees in generating and agreeing on a set of values. To concretely demonstrate one way to build a workforce receptive to crossfunctional, cross-cultural teaming that can therefore make fast, high-quality decisions and increase the organization’s flexibility. To probe and deepen understanding of the relationships between strategy, culture, values and business outcomes. To encourage participants to brainstorm alternative ways to engage employees and accomplish similar results. To challenge participants to think critically about whether Nokia’s approach to creating values can apply to other business issues. n n n n The case is appropriate for graduate students in higher-level HR courses and for HR professionals at the highest levels.  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 7 The classroom instructor might want to pose the following questions for discussion: 1. Why did company management choose values as a foundation for taking the culture to the next level? Nokia needs collaboration because it must routinely leverage its technology platforms, global brand and manufacturing footprint, experience base in multiple countries, and in-depth knowledge of consumers and the marketplace. While individuals must have some degree of freedom to act, they cannot know everything or understand in depth all of the implications of various trade-offs that must be made in the ordinary course of business. As people come together to exchange information and make trade-offs, they must also have a common glue to hold them together. Values can be a uniting factor; they can be the glue. In the process of creating values, discussions touch on other topics, such as strategy, management style, opportunities, competition, priorities, and the inadequacies of organizational structure and reward systems. Values can fill in the gaps or provide what formal mechanisms miss—for instance, they can support open communication outside of formal reporting relationships. 2. What is your view about the four values the cafe approach produced? Note that they are few in number—four instead of 12. They describe the kind of company many people would like to work for. They can be applied in the real world and are relevant to any job function or organizational level. They are in keeping with requirements for Nokia to succeed. They capture the sense of higher purpose and human dignity people long for in their personal and work lives and therefore encourage positive, authentic behavior. 3. How do Nokia’s values compare with those of your company? Graduate students can compare with a company they are familiar with or one the instructor presents. One option is to look at the values of a competitor—for instance, Apple, given that Apple is now going into the cell phone business. Consider whether people â€Å"connect† with the values, or whether the values are too abstract or too generic to be meaningful. How many are there? Are they actually practiced? Do they relate to company strategy? 4. How will Nokia’s values help execute the change in business strategy? The process and content of the values build trust, making people more receptive to information and ideas from elsewhere in the company. Information flows are likely to be nonhierarchical. Nokia should therefore be able to innovate and respond to change better and quicker. Take, for example, the value â€Å"achieving together. † This value is now fully socialized at all levels in the company. It gives a lower-level person the freedom to call a higher-level person for collaboration and expertise where needed. By reinforcing this behavior, the values help break hierarchies, silos and other barriers. 8  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 5. concisely define the behaviors that were stimulated through the cafe approach at Nokia. What information channels got opened? Individuals took time to think about the company and how it does and should operate. They expressed their ideas, knowing their ideas could have wide visibility and make a difference. Before attending the cafes, people sought input from their peers. Participants listened to the views from many other employees. They sought commonality among the viewpoints. They experimented with creative ways to express their ideas. Employees became excited about the company and renewed their emotional commitment to it. Information flowed across boundaries. Because participation in the value creation process required no special knowledge, every participant was on equal footing, including newer employees, whose fresh ideas and energy got released. Thus, information flowed up even from some of the youngest Nokians, who represent the future of Nokia. 6. What’s your evaluation of the social process for engaging thousands of employees across the globe in defining the values? It was an efficient way to engage a broad, diverse set of people. The ready acceptance of the values (the output) indicates that the process was effective. It mirrored the patterns of communication and cooperation in a matrix organization. 7. What does Nokia’s cafe process say about its senior leaders? The senior leaders were secure about their role in the company and heir personal power. Once they committed to the process, they had to be prepared to accept the output. They also had confidence in Nokia employees. They were willing to â€Å"let go. † Senior management of any company should not feel insecure about the outcome of the bottom-up process. Because the process is open, it has built-in sincerity. People want to do the right thing. Also, broad participation is a check against a few radicals who want their way. 8. If Nokia were to use the cafe process again in 2010, what change in values would you anticipate? The outstanding goal of this process is to produce a set of values that are enduring. If the company were to do it again, the values themselves might not be very different, but they might be deepened or tweaked because people will have examples of how they have been used, or not used. The exception is if Nokia were to make a 180-degree change in strategy direction. Then some new values might be needed. If such new values did not emerge through this process, consider whether the strategy shift will succeed. Also consider how the outcome might be different if some regions are far more successful than others going forward, and how working relationships might be affected. Consider, too, the values of younger people who will be entering the workforce around that time.  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 9 The instructor needs to press participants on how concrete the values are, how engaged the people are, what are the pros and cons of having values cascade upward, why this process generates energy, and how management can measure whether the values are indeed being practiced and having the intended results. The instructor can jumpstart discussion by dividing the class into eight small groups and having each group discuss one of Nokia’s four values, addressing the following: If the group participants were the leaders, how would they ensure that the value takes deep roots and builds a superb social fabric while at the same time improving business results? The instructor may choose to broaden the discussion to explore issues around new theories of organization and management, such as Enterprise 2. 0 and the use of Web 2. technologies that promise to overcome the bureaucracy associated with hierarchy and make the organization more agile and productive. 4 What some people refer to as Enterprise 2. 0 or depict as a flat organization includes the direct exchange of information among people at lower organizational levels and bottom-up decisionmaking. Nokia’s value-creation process is representative of this new way of engaging employees and doing business. The following questions c an prompt discussion: n Is there a negative side to mass participation, or connecting the many to the many? Lack of knowledge or commitment can cause people to generate bad ideas that nonetheless gain momentum. Senior management will appear to be heavy-handed if it derails or ignores them. The major risk is when management is not trusted by employees, is erratic or seen as incompetent. Under those conditions, this process will fail. If that failure gets the attention of the board, which in this day and age is likely, the board might well insist on a change in management. Good management should learn from anything that comes in that does not match their expectations. In what situations, or for what issues, does a cafe-type approach work or not work? Any time a new leader is starting to take charge of a unit or company, cafe-type approach is a fantastic tool to energize and align people and hear what’s on their minds. This could be used to generate ideas around any particular topic—for instance, to gather ideas for coping with the global financial crisis. Do you think employees want to weigh in on all issues? In this knowledge worker society, tapping everybody’s brain and energy can create momentum and be a competitive advantage. People want to participate. There may be some managers who don’t want to hear what people have to say. The blockage tends to be from management, not the employees. n n 10  © 2009 Society for Human resource Management. Geraldine Willigan, MBa n How do you know if the masses are generating a better or more authentic solution than a smaller number of experts? The adoption and application will reveal the validity of the solution. Let’s remind everybody that â€Å"experts† are also employees. All experts can learn from the front lines. Experts also can be narrow. An open process will surface those conflicts in point of view. In a fast-moving, highly volatile environment, it is hugely important to draw those conflicts to the surface and get them resolved. Even if the outcome is not better in some absolute sense, it will be better accepted. to what extent does engagement affect business performance? How can you measure it? An employee audit or pulse survey are common tools to measure engagement as well as perception of business performance beyond financial numbers. Have people shown more commitment? In this case, the value of achieving together might be evident in shorter decision cycle times. n  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 11 For Further reading Lawler, E. E. III, & Worley, C. G. (2006). Built to change: How to achieve sustained organizational effectiveness. San Francisco: Jossey-Bass. Shirkey, C. (2008). Here comes everybody: The power of organizing without organizations. New York: Penguin. Charan, R. (2007). Know-how: The 8 skills that separate people who perform from those who don’t. New York: Crown Business. McGregor, D. (2005). The human side of enterprise. New York: McGraw-Hill. Hamel, G. (2007). The future of management. Cambridge, MA: Harvard Business School Press. Goldsmith, M. (2007). What got you here won’t get you there: How successful people become even more successful. New York: Hyperion. 12  © 2009 Society for Human resource Management. Geraldine Willigan, MBa endnotes 1 For more on the history of Nokia, see â€Å"The Story of Nokia† on the Nokia web site, www. nokia. com/a4303001. For more on the World Cafe methodology, see www. theworldcafe. com /reading. htm. Nokia’s earlier values are as follows: 2003 n Customer Satisfaction n Respect n Achievement n Renewal 1992 n Customer Satisfaction n Respect of Individual n Achievement n Continuous Learning 3 4 For more on theories of organization, see, for example, Andrew P. McAfee. (2006, Spring). Enterprise 2. 0: The dawn of emergent collaboration. MIT Sloan Management Review.  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 13 SHrm members can download this case study and many others free of charge at www. shrm. org/education/hreducation/pages/c ases. aspx. If you are not a SHrm member and would like to become one, please visit www. shrm. org/join. 1800 Duke Street Alexandria, VA 22314-3499

Macro Micro Economics - 2304 Words

â€Å"Economics has never been a science - and it is even less now than a few years ago.†Ã¢â‚¬ ¦Paul Samuelson INTRODUCTION Economics is the social science that analyzes the production, distribution, and consumption of goods and services. A focus of the subject is how economic agents behave or interact and how economies work. A given economy is the result of a process that involves its technological evolution, history and social organization, as well as its geography, natural resource endowment, and ecology, as main factors. These factors give context, content, and set the conditions and parameters in which an economy functions. The world economic events and how they affect the domestic economy .The economic activity, and of the interactions†¦show more content†¦These need not to be always correct. Also known by â€Å"FALLACIES OF ECONOMICS†, are mainly as follows: The post hoc fallacy: This is explained as ‘X event follows Y event and hence is the result of Y’ which might not be true. Failure to hold other things constant: When we study any economic relation between two factors, we keep other factors constant to come to any conclusion. But in reality other factors are also dynamic so relation observed is not accurate. Eg: Kennedy-Johnson tax cuts of 1964 in US, which lowered tax rates sharply and were followed by an increase in government revenues in 1965. The fallacy is that it overlooks the fact that the economy grew from 1964-1965, because people’s income increased and hence the revenues. The fallacy of composition: This occurs when there is a result true for a small sample space and we integrate the same result for population under consideration. Eg: Increasing saving is obviously good for an individual, since it provides for retirement but if everyone saves more, it may cause a recession by reducing consumer demand ECONOMIC SYSTEMS 1. Centrally Planned Economy A centrally planned economy is the contrast of the market economy. All decisions are made by the public sector (government). There is very little insight into what the individual wants. Centrally planned governments would allocate resources as they see fit. This economic system is designed to promoteShow MoreRelatedMicro Macro Economics1841 Words   |  8 Pagesin International Business Professor Asefaw Indrias June 21, 2015 The macro environment in the Communist country of China is represented by a socialist system with Capitalistic characteristics unique to China. Despite having many similarities to an authentic Capitalistic system, China is placated upon a macro environment wherein the Communist party and its policies deeply impact all aspects of the economy and economic development. Different industries are present within the country includingRead MoreExamples of Macro and Micro Economics840 Words   |  4 Pages?Economics is a social science that mainly focuses on different fields of knowledge dealing with the proper distribution, allotment, production and consumption of resources. Economics has been divided into two significant branches; one of it being the microeconomics and the other one being the macroeconomics. Microeconomics can be easily understood through the term micro itself which means small, microeconomics focuses on small level that is to say it includes areas of individual decision makingRead MoreDifference Between Micro And Macro Economics895 Words   |  4 Pages1. What is the difference between micro and macro economics? Give an example of a microeconomic phenomenon and an example of a macroeconomic one. If you look at the definition of the word micro, some words that come to mind are small and extremely tiny. 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Macro vs. Micro Beliefs Essay766 Words   |  4 Pages I have grouped the sociologists in Durkheim is Dead into three groups: macro to micro, micro and macro, and micro to macro. I did not place any one of the individuals into just the macro or just the micro categories. Each one fell into a group that I considered to be in-between. In the macro to micro category, each sociological theory concentrated on one major problem of society and then went on to explain what would have to be done within individuals in order to achieve social progressRead MorePolitical Risk948 Words   |  4 Pagesinvestment. Broadly, political risk refers to the complications businesses and governments may face as a result of what are commonly referred to as political decisions—or â€Å"any political change that alters the expected outcome and value of a given economic action by changing the probability of achieving business objectives.†.[1] Political risk faced by firms can be defined as â€Å"the risk of a strategic, financial, or personnel loss for a firm because of such nonmarket factors as macroeconomic and socialRead MoreMacro and Micro Environment656 Words   |  3 PagesThere are two kinds of external marketing environments; micro and macro. These environments’ factors are beyond the control of marketers but they still influence the decisions made when creating a strategic marketing strategy. micro and macro environments Micro Environment Factors The suppliers: Suppliers can control the success of the business when they hold the power. The supplier holds the power when they are the only or the largest supplier of their goods; the buyer is not vital to the

Parkinson’S Disease. Abstract. Parkinson’S Disease Is A

Parkinson’s Disease Abstract Parkinson’s Disease is a very common disorder these days. Over 10 million people live daily with Parkinson worldwide. Parkinson’s Disease was named after an English surgeon James Parkinson who wrote a detailed description essay called Shaking Palsy in 1817. The average age for Parkinson’s Disease is between 45 to 70 years old but you can also have juvenile or young onset as well. Most common symptoms of Parkinson are tremors, bradykinesia or akinesia, or rigidity or stiffness, and balance disorder. Parkinson’s Disease doesn’t have a cure and the cause is unknown it could be a number of things genetics, environmental triggers, age, or gender. Parkinson’s Disease happens because the dopaminergic neuron dies and†¦show more content†¦Charcot examined a large group of patients within Salpetriere Hospital in Paris, he had developed a way to observe tremors in action and at rest. â€Å"He noted that the patients with action tremor had acco mpanying features of weakness, spasticity, and visual disturbance. In contrast, those with rest tremor differed in having rigidity, slowed movements, a typical hunched posture, and very soft spoken.† (Goetz 2011) Charcot early tremor studies helped to establish Parkinson’s Disease through his very high publicized findings that neurological entity could be confidently be diagnosed. In 1957 a Swedish scientist Arvid Carlsson found out that dopamine in the brain region that is important for movement control. He showed that the levels of dopamine can be reduced in animals to cause symptoms of Parkinson’s Disease and also by giving the animals levodopa (L-dopa) to reverse the symptoms of PD. PD is second most common neurodegenerative after Alzheimer’s Disease and the most common movement disorder. Over 60,000 people here in the United States are diagnosed every year but they say the numbers can be much higher with undiagnosed people out there but over one milli on people live with Parkinson daily.10 million people worldwide live with Parkinson’s Disease and April 11th is World Parkinson’s Day. On April 11th, 2017 marked 200 years since James Parkinson publicized his essay. Researchers at Washington University School of Medicine in St. Louis haveShow MoreRelatedThe Disease Of Parkinson s Disease1077 Words   |  5 PagesAbstract This paper is limited to Parkinson’s Disease. Parkinson’s Disease was thoroughly researched and will be described in depth including: physiology, etiology, signs and symptoms, diagnostic testing, therapeutic measures, and short vs. long term effects. 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This should serve as reason alone as to why biology plays anRead MoreThe Disease Of Parkinson s Disease1648 Words   |  7 Pages Abstract Parkinson’s disease has been cataloged as one of the most serious and slowly progressive neurodegenerative disease that affects a wide array of motor and non-motor aspects that impact the function of a person. Afflicting over four million Americans and the second most common neurological disorder after Alzheimer’s disease, Parkinson’s continues to take its toll on the neurological health of many(Constantinescu et al, 2007 ). James Parkinson, a British physicianRead MoreThe Speech On Parkinson s Disease Essay1314 Words   |  6 PagesPresident is very important to American society; Parkinson’s inhibits a person from completing daily or strenuous tasks. The video in question argues that Hillary Clinton is in the 1/100 percentile that has been diagnosed with Parkinson’s. 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This brain structure isRead MoreHow Does Learning Correlate With The Hindbrain, Midbrain, And Forebrain1538 Words   |  7 Pagesâ€Æ' Abstract: The purpose of this research paper is to discuss how we learn. How does learning correlate with the hindbrain, midbrain, and forebrain. Also, I discussed how the different structures work in relation to the learning process. Furthermore, I have discussed how disease and injury may affect learning. I used several different resources to gather my information including: educational video, scholarly journals, and my textbook. What is the brain’s role in the learning processRead MoreEssay about Parkinson’s Disease1304 Words   |  6 PagesIntroduction/background Parkinson’s disease (PD) is the most frequent movement disorder and the second most common neurodegenerative disease (Bueler 2009). Over 1% of the entire population over the age of 60, and up to 5% of age 80, is affected by PD (Wood-Kaczmar, Gandhi et al. 2006). The pathogenesis of PD remains unclear, but can be categorized as sporadic, being the most common form, and Mendelian, which accounts for 5-10% of all PD cases (Guo 2008). The studies of Mendelian onset of PD haveRead More Review of Research Paper on Parkinsons Disease Treatment2049 Words   |  9 PagesAbstract Attempts to cure or slow down the progression of Parkinson’s disease have largely failed; researchers in this paper maintain this is obviously a direct result of the lack of insight into the pathogenesis of the disease. Parkinson’s disease is the product of the deaths of a number of dopaminergic (dopamine-secreting) neurons in the substantia nigra pars compacta region (SNc) of the brain. But what causes these deaths? 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Any information taken from others have been declared and referenced in the text.† Signature : ____________________ Date : ____________________ ABSTRACT Ayurveda, an ancient system originated from India use several

Adult Health History Essay - 3333 Words

Adult health history Running Head Adult Health History Adult Health History and Examination Michelle Pierson, RN Grand Canyon University Health Assessment NRS 434-V Lisa Zamudio September 29, 2012 Health History and Examination |Michelle Pierson |9/26/2012 | |Client/Patient Initials: JP |Sex:F |Age: 62 | |Occupation of Client/Patient: Retired | |Health History/Review of Systems†¦show more content†¦She self-treats this with over the counter Claritin-D 10/240mg. She reports that| |she does not like the nasal spray her doctor prescribed and prefers the decongestant in the Claritin-d. | |JP feels that she has seasonal allergies, more from fall to spring months. She has never had an allergy test. Jp’s last dental visit was June | |2012, where she had her teeth cleaned and 2 cavities filled. She reports that she brushes her teeth only in the mornings. | | | |The decongestant in Clartin-D is Pseudoephedrine sulfate, which is the synthetic salt of one of the naturally occurring dextrorotatory | |diastereomers of ephedrine. It is classified as an indirect sympathomimetic amine, and is in the amphetamine class. | | | |The American Dental Association recommends that adults brush their teeth two times a day. Research has shown that infections in the mouth may | |be associated with heart disease, stroke, diabetes, pneumonia and other health problems that are common in older adults (American Dental | |Association,Show MoreRelatedHealth Screening and History of Older Adult2161 Words   |  9 Pages Health Screening and History of an Older Adult Kimberly Owens Grand Canyon University: NRS 434V (0102) June 28, 2014 Health Screening and History of an Older Adult Biographical Data Client Initials J.H. 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Student Name: Lisa Greenspon | Date: JulyRead MoreHealth History and Screening of an Adolescent or Young Adult Client.2574 Words   |  11 PagesHealth History and Screening of an Adolescent or Young Adult Client Student Name: Biographical Data Patient/Client Initials: Phone No: Address: Birth Date: A Years Sex :Female Birthplace: Marital Status: Single Race/Ethnic Origin: Occupation: High School Student Employer: Unemployed Financial Status: (Income adequate for lifestyle and/or health concerns. Is there a source of health insurance? Employment disabilityRead MoreHealth History and Screening of an Adolescent or Young Adult Client2425 Words   |  10 Pagesï » ¿Health History and Screening of an Adolescent or Young Adult Client Student Name: Date: January 26, 2014 Biographical Data Patient/Client Initials: CB Phone No: 602-388-1612 Address: 115 W. 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The medical field has defined individuals over the age of 65 as elderly, and those over the age of 75 as geriatric. Many changes involving how sleep is initiated and maintained occur throughout the lifespan. Subjective inquiries reveal that older adults on average report spending more time in bed, but less time sleeping, waking more often throughout the night, earlier wakeRead MoreSoftware for Human Services1121 Words   |  5 PagesNevada Adult Mental Health Services is an organization that services the mental health population. This population has continued to grow, and because of the increased turnaround in clients served the company had to invest in multiple software products. Electronic Health Record or (EHR) is one of the software programs that are used by Southern Nevada Adult Mental Health Services. This software is designed to be shared with several different health care providers or settings. 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Sexual education is very important for young adults to either use abstinence or condoms. Sexual education in schools are the proper cla sses for young adults to know about the different diseases that gets passed

Birth order 2 Essay Example For Students

Birth order 2 Essay Birth Order and PersonalityDoes being first born make people more responsible? If someone is the middle born child, is he or she going to be rebellious? If people are last born are they more likely to be on television? Are first born children inconsiderate and selfish or highly motivated? A persons birth order can affect his personality. Birth order†¦ definitely affects your personality, your attitude, your children, your occupational choice, and even how well you get along with God (Leman, Birth Order 10). There is an awful lot of research and plain old law of averages supporting the affect of birth order on personality. It doesnt explain everything about human behaviorno personality test or system canbut it does give us many clues about why people are the way they are (Leman, Birth Order 11). There are four basic classifications of birth order: the oldest, the only, the middle, and the youngest. Each has its own set of advantages, as well as its own set of disadvantages (Leman , Birth Order 10). First born children tend to be high achievers in whatever they do. Some traits customarily used to label first born children include reliable, conscientious, list maker, well organized (Leman, Birth Order 11), more oriented toward authority and responsibility (Moore and Cox 19), and tough-minded (Stephens 356). The first born child is typically the success story in the family. They are the ones that are driven to succeed in high achievement fields such as science, medicine, and law (Leman, Birth Order 13). For example, of the first twenty-three astronauts sent into space, twenty-one were first borns or the very similar only child. In fact, all seven astronauts of the original Mercury program were first born children (Leman, Birth Order 12). Another trait that is often typical of the first born child is the tendency to choose careers that involve leadership. For instance, fifty-two percent of the United States presidents have been first borns (Leman, Birth Order 44). First borns are first come and they are first served by eager parents who want to do this job of parenting better than anyone has done before (Leman, Birth Order 42). This idea helps support research that indicates first born children walk and talk earlier than later borns. They get more coaching, prodding, and encouragement than later borns (Leman, Birth Order 40). When it comes to school work, first borns tend to have higher IQs and be more productive than their younger siblings (Brown 147). Many times the most attention is paid to the first born and along with getting the most attention, the first born gets the most work (Leman, Birth Order 46). More is expected from first borns; therefore, they often grow up faster because they are the ones setting the example for younger brothers and sisters (Leman, Birth Order 46). Many first borns feel that since they have had to toe the line, their siblings have it easier than they (Leman, Birth Order 45). For the most part, this is true. As each child is added to the typical family, the rules and regulations are relaxed a little more (Leman, Birth Order 45). In general too much is expected from the first born. The majority of people who seek professional counseling are first borns or only children (Leman, Birth Order 46). There are at least two good reasons first borns usually come in such down-right upright (and sometimes a little uptight) packages. Those two reasons are Mom and Dad. Brand-new parents tend to be a paradox when it comes to their first born child. One side of them is overprotective, anxious, tentative, and inconsistent. The other side can be strict in discipline, demanding, always pushing and encouraging more and better performance (Leman, Birth Order 40). All things considered, first borns probably turn out the most normal.In addition to the labels mentioned before, first born children tend to be goal oriented, self-sacrificing, conservative, believers in authority and ritual, and self-reliant (Leman, Birth Order 39). First borns, in general, are people who like structure and order. They have a tendency to enter professions that are rather exacting (Leman, Birth Order 13). First born children can be found in great numbers in positions like accountants, bookkeepers, executive secretaries, engineers, and more recently, jobs including computers (Steelman 355). Some famous first borns that have gone on to be famous leaders, TV journalists, important business leaders, respected individuals, etc. include Jimmy Carter (President), Hillary Clinton (First Lady), Peter Jennings (TV journalist), Bill Cosby (actor) (Springen 68), Steven Jobs (Apple), Albert Einstein (scientist), Sam Walton (Wal-Mart), and Ted Turner (Turner Broadcasting) (Koselka and Shook 146). In many ways, the only child is like the first born child. An only child is a first born child who never loses his parents. A perfect description of the only child would include all the labels used to describe a first born child. However, preceding each word would be the prefix super (Leman, Birth Order 51). As a special type of first born, only children tend to be highly motivated, self confident and achievement orientated (Moore and Cox 19). Some misconceived stereotypes given to only children include spoiled, selfish, lazy, and conceited (Leman, Growing Up 185). Far from being any of those, only children are among the top achievers in every area of endeavor (Leman 186). For example, some of the more famous only children include Franklin D. Roosevelt (President), Leonardo da Vinci (artist) and Charles Lindbergh (pilot) (Forer 9). A common characteristic among only children is their need to satisfy others. What they say they will do, they usually do. Only children are very reliable (Leman, Birth Order 51). Only children have their downsides too. Too often these downsides come from their parents. For instance, new parents tend to jump in too early to help with everything he tries. They cant sit back and let the child struggle (Leman, Birth Order 50). What they dont realize is that frustration is a powerful learning tool. When children fight to master a task and succeed, their faces light up with pride†¦I did it myself. If a parent tends to jump in to help at every little problem, then the child loses his will to try things by themselves (Leman, Birth Order 51). Only children seem to be very on top of things, articulate, and mature. They appear to have it all together. Yet so often, they feel inferior, not up to par. Their standards have always been set by adults and are often high, sometimes too high (Leman, Birth Order 51). Only children tend to be critical of themselves and have a hard time enjoying their achievements (Leman, Birth Order 50). They feel a s if they can never do anything good enough. Even if they succeed, they often feel as though they did not succeed by enough. This is usually the start of what experts call the discouraged perfectionist (Sulloway 121). Many other special problems may develop with only children. These problems are often classified as only children who are problem children. For example, the special jewel or receiver child often has a problem with the heliocentric theory that states our solar system revolves around the sun. The special jewel or receiver child believes that the entire universe revolves around him (Leman, Growing Up 189). This type of child generally develops when the parents give in to the childs every wish (Leman, Growing Up 189). It is important for this childs parents to say no. If the child says, Mom, I want that! his mother should respond by saying, No, I will not buy that for you, but you may purchase it with the money you have earned yourself. Once these children realize that they are dealing with someone who cant cave into their every demand, they become quite pleasant (Leman, Growing Up 190). Christology EssayLater borns are more inclined to take risks when compared with first borns. Later borns are more likely to rate themselves as physically daring. They are more likely to engage in dangerous sports such as rugby, football, hockey, boxing, and parachute jumping. By contrast, first borns favor swimming, tennis, golf, and other non-contact sports. The inclination to participate in dangerous sports increases with birth rank and family size (Sulloway 112). Being last born isnt all fun and games. Youngest children often have feelings of insecurity or long periods of self-doubt (Leman, Birth Order 73). For example, a youngest child grows up being coddled one minute as a darling little baby, but the next minute he is being compared unfavorably with an older sibling (Leman, Birth Order 74). As a result of conflicting experiences, youngest children can be extremely self-reliant in some ways and insecure in others (Leman, Birth Order 79). For the most part, youngest children learn to cope with the problems of self-doubt. In fact, youngest children often go on to become quite successful, thanks in part to their originality and determination to prove themselves to the world (Leman, Birth Order 79). Often they express their unique view of the world (Brazelton 329). People-pleasing fields such as art, comedy, entertainment, and sales are full of youngest children (Leman, Birth Order 11). Some examples of famous youngest children include Michael Jordan (basketball), David Letterman (TV host), Bill Gates (Microsoft) (Springen 68), Lee Iacocca (Chrysler), Ross Perot (Perot Systems) (Koselka and Shook 146). Birth order can affect a persons personality. Aware of its effects or not, a persons personality and the decisions they make in life are constantly being influenced by their birth order. The personality differences among siblings are not only systematic, but also predictable (Russel 10).

Last Night I dreamed of Peace

Introduction Dang Thuy Tram Last Night I Dreamed of Peace is a captivating informative chef-d’oeuvre demonstrating the author’s love for his country based on the sorrowful situation that the country undergoing.Advertising We will write a custom essay sample on Last Night I dreamed of Peace specifically for you for only $16.05 $11/page Learn More As young as 23 years, she associates with the communists party in her quest of ensuring that people of Vietnam do not go through what they goes through (National Library Board Para. 3). The American soldiers’ inhumanity and killings of the Vietnam citizens leaves her disturbed and therefore puts on spirited heart of ensuring that the people are liberated, a decision purely founded on her love for her people. Love and Idealism Dr. Dang makes the decision to go to the South Vietnam because of her love and youthful idealism she has for her kindred. Despite the deadly circumstances and appalling conditions that her patients undergo, she opts to make the dreadful decision. She is a young and youthful woman who in spite of the deadly conditions vows or is ready to sacrifice her own life to secure the lives of the patients who have faced attacks and injuries from the America soldiers and the soldiers themselves. Her idealistic nature also plays a vital role in her decision to move to the South Vietnam. She is determined to see her country in peace despite her age. She aligns herself with the communists’ party. She joins the ideology of the party just to ensure that their values and their rights as citizens of the Vietnam remain respected rather than being infringed on by other people. She condemns the killings and shootings of Vietnam locals on streets by the American soldiers. It proves a very difficult and trying time especially when the war rages on, kills, and destroys people without valid reasons. Therefore, Dr Dang makes the choice of moving to South Vietnam to ex tend her hand in saving the lives of those injured. The courageous decision surrounded by much risk to her own life seems further founded on the sense of shared humanity. Sense of Shared Humanity She also makes her decision to move to South Vietnam because of her spirited heart of humanity and love and long for an end of the war and the sufferings and pains subjected to the citizens of Vietnam. Since she is a physician, she offers herself to assist the people who are shot and who fall victims in the course of the war (Dang 47). She succumbs to her death in the course of her service to the people of Vietnam.Advertising Looking for essay on biography? Let's see if we can help you! Get your first paper with 15% OFF Learn More This therefore demonstrates her sense of shared humanity in saving the lives of others while placing her own in danger. Her compassion and urge or wish to see the war end also makes her risk her own life to go to the South Vietnam. She wishes that th e war and the fighting in South Vietnam ended allowing the people to have their peace and unity. For instance, in the diary, she expresses her intimacy and love showing how she misses her mother and lover whom she refers to â€Å"M†. She yearns for the time that she will go back home and meet her mother who is in the Northern Vietnam (Guthrie 105). This therefore shows how the Doctor is concerned and optimistic that finally the war and the shootings will end. Tram in the Current Vietnam Though dead, Tram speaks volumes and volumes through the marks she left to the people of Vietnam. She has contributed significantly towards the making of the country’s history, as it stands today. It seems quite unfortunate that she succumbed to death at that tender age. If she were alive to date, she would automatically qualify as one amongst the liberators and the heroes of Vietnam history, who assertively sacrificed not only their time, money, relationships, but also their own self s olely to cultivate freedom to the Vietnamese citizen. Dr. Tram stands out as a liberator who from the evidence of her diary and documentations, shows that she had a vision and a great concern to her country. She, although at a younger age, associates herself with politics by becoming a party of the communists. She is a woman who puts her country in front by sacrificing her own life. She knows the dangers that will beget her by making a decision to go the South Vietnam to provide humanitarian assistance to the soldiers who are shot and injured in the course of the war knowing very well the dangers that faced her. She, despite of the dangers, travels to the South Vietnam. Furthermore, she is worth acknowledging based on her thought and wish for an end of the inhumanity and brutalities that people of the Vietnam were going through. It proves rather sad as Tram expresses her sympathy and concerns by noting that the people of Vietnam remain subjected to invalid pains and sufferings despi te their innocence.Advertising We will write a custom essay sample on Last Night I dreamed of Peace specifically for you for only $16.05 $11/page Learn More Therefore, Dr. Tram passes for a hero and if she could be alive, she could have gone on the record for understanding and having the courage to liberate the people of Vietnam from the unnecessary pains and killings (Guthrie 106). She refers the Americans people to as merciless and thirsty of other people’s blood, descriptions that she notes bitterly and with sorrow. It therefore sounds unfortunate that the people of Vietnam went through the pain that they went through. Therefore, in no doubt, Dr. Tram stands out as a true hero, whose tireless work stands remembered and appreciated by the Vietnamese who enjoys the freedom of today acknowledging the cost attached therein: It cost the lives of protagonists for instance Dr. Tram. Conclusion Based on the expositions made in the paper, it suffices t o declare it a rather touching experience, for Dr. Tram, a young woman, to take such a serious life-threatening decision for the sake of liberating the people of Vietnam. It brings to light the sorrows, pains and sufferings faced by people who seek to achieve a certain risky objective for instance fighting for freedom, as the case stands for Dr. Tram. Therefore, Last Night I Dreamed of Peace comes in as a rather fascinating masterwork, heavy-laden with touching message that reveals the need to have a shared sense of humanity by avoiding wars based on the agony and pain that come as a result. Works Cited Dang, Tram. Last Night I Dream of Peace. New York: Three Rivers Press, 2007. Guthrie, John. Last Night I Dream of Peace by Dang Thuy Tram. Web California Literary Review, 13 Aug. 2007. Web. National Library Board. Last Night I Dream of Peace: The Diary of Dang Thuy Tram,  2008. Web.Advertising Looking for essay on biography? Let's see if we can help you! Get your first paper with 15% OFF Learn More This essay on Last Night I dreamed of Peace was written and submitted by user Harmony W. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.