English Literature Essay Example | Topics and Well Written Essays - 1750 words - 2

English Literature - Essay Example He argues that the artistic obligation of the black writers is more of engaging with the issues of interests rather than engaging with the stereotypical issues that are assigned by the White society. Though the white society’s notion of the responsibility of the black artists asserts their engagement with black stereotypes, Ellison tends to trace such notion as an â€Å"imposed invisible identity† (Fanon, 1991: 23). Indeed the invisibility of the narrator of Ellison’s novel arises from the society’s notion of ethnicity. The conflict grows between his self-perceived identity and the identity imposed by his society, as the first person narrator of the novel says, â€Å"I am an invisible man. No†¦I am a man of substance, of flesh and bone, fiber and liquids—and I might even be said to possess a mind. I am invisible; understand, simply because people refuse to see me† (Ellison, 1994: 7). The narrator’s perpetuating blackness reveals a great deal of Ellison’s view of black identity. He is overly obsessed with â€Å"the concept of â€Å"other† and his view of â€Å"other† obviously refers to the white-dominated society† (McSweeney, 1988: 45). According to him, the concept â€Å"otherness† is, in the first place, generated by the white society’s assertion of the black stereotype. Ellison personally believes that submitting to the demand of this â€Å"other† is the loss of one’s own identity. In his another article, â€Å"Art of Fiction† he expresses this view, â€Å"If the Negro, or any other writer, is going to do what is expected of him, he’s lost the battle before he takes the field†. (Ellison, 2003: 212) In some sense, Ellison launches a lethal satire against the stereotyping of African-Americans as ‘black’ by the dominant white culture. For him the assertion of the black stereotype is nothing but the dream of a race-free America, because it essentially asserts the race-dominated view of the black ethnicity. The bizarreness of the

History of Social Thought Essay Example | Topics and Well Written Essays - 1750 words

History of Social Thought - Essay Example History of Social Thought Karl Marx is one of the most distinguished philosophers and intellectuals the world has ever produced. Social class is the division of groups and individuals living in a social establishment on the basis of political status, financial position, educational background and economic ranking. Having a keen observation and a comparative account of the ancient times civilizations, it appears crystal clear that all human societies, from the most prehistoric ones, belonging to the Paleolithic and Neolithic eras, to the most modern technological societies of contemporary times, have been socially stratified since ever. â€Å"From cradle to grave†, Cuber witnesses, â€Å"position in the stratification hierarchy is one of the most important facts circumscribing the formation of personality and the freedom of action of the person.† (1959: 432) Sociological researches also affirm the evidence of divergent socioeconomic classes in every culture and civilization even during the prehis toric times. â€Å"According to historical and archaeological records†, Tumin observes, â€Å"stratification was present even in the small wandering bands that characterized society in the earliest days of man. In such primitive conditions both age and sex in combination with physical strength must have been important criteria of stratification.†The most prominent aspect of the Marxian Theory of Social Class is the existence of conflict between divergent social classes.

Government's help to troubled homeowners Research Paper

Government's help to troubled homeowners - Research Paper Example The other criteria that needs to be met is in terms of the fact that the displaced person would have lost public assistance if she has dependent children or income from other member of family The argument in favor of the Act is that it is timely help for unemployed or underemployed women whose chances of gaining employment are slim. Besides, it could also be used in lieu of other income assistance that would not be forthcoming. The counterarguments against this Act are that this would first and foremost act as a disincentive to work and people will tend to depend on such assistance instead of working to earn their bread. Besides, this act has been mainly for women and not for men who may also be underemployed or seeking productive work. Therefore, the element of gender discrimination or bias is also quite evident in this Act. While definitely seeking to grant succor to troubled and struggling families, this Act was also intended to offer a new stimulus to women who could not gain any benefits under Social Security or was under the process of losing social security benefits.

Industrial Relations & Collective Bargaining Essay Example for Free

Industrial Relations Collective Bargaining Essay Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influencing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. . Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. v4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors infl uencing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. 3. Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective Bargaining: Concept, Its relevance in IR, CB as an institution, ILO perception of CB, Objectives of CB, Structure, Functions, process, negotiations, bargaining approaches techniques, patterns of bargaining. . Settlements: Types of settlements, Wage settlement, bonus settlement, productivity settlement, VRS settlement, Union issues settlement, Reorganization settlement, Transfer, Layoff, Retrenchment and Closure settlements. 4. 4 Elective HRM 6: Industrial Relations Collective Bargaining 1. Industrial Relations: Historical background, Concept and approaches in IR – Stake holders of IR, Various factors influ encing IR, HR approach to IR, Essentials of sound IR policy, IR Strategies, Legal frame work of IR, Community of IR. Proactive IR, Industrial conflicts, Disputes, Conflict resolution. 2. Trade Unions: Trade union movement and growth of TU in India, National level federations, Trade union problems, Trade union Organization, Leadership and management of Trade union, Trade Union Act 1926, Registration of trade union, Employers Association – Objectives, Origin and growth, Legal status, Problems of Trade Unions. . Grievances and Disciplines: Grievances, Redressal, Discipline, Standing Orders, Acts of misconduct, Show cause notice, Suspension, Enquiry procedure, Principles of natural justice, Punishments, Demotion suspension, Termination, Removal and dismissals, Conflicts – Industrial disputes –Lay off, Termination simplicitor, Retrenchment, closures, VRS. 4. Collective

Lucid Dreams: The First Virtual Reality :: essays research papers

Lucid Dreams: The First Virtual Reality Psychological Sean Pasinsky LibEd 316-2 5 Feb. 1997 For ages people have thought of dreams as curses or blessings that we could not prevent nor manipulate. This "place" called our dreams has constantly puzzled us, because it is here where all things are possible and seem to occur. In our dreams we perform superhuman and wonderful feats that would normally be impossible in the "awake world". We find the men or women of our dreams, depending on our sexual orientation. While we dream, these wonderful things become our temporary reality. Yet sometimes while dreaming we may experience the most horrifying events imaginable, called nightmares. Everyone has their own version of horror, my most terrifying nightmare has been where my family and friends have been taken control of by evil monsters that cannot be stopped. Rather than kill me they make me watch old 1970's television shows over and over. For years, men have thought that there should be a way of preventing or controlling these nightly events. Humans must, like any animal, sleep. We do not fully understand why we must sleep. We only know that if we are deprived of sleep long enough that we will most certainly die. The same is true for dreams and dreaming(1). If we sleep long enough we will reach an advanced stage of sleep where our body begins to experience rapid eye movement (REM). It is during this REM period that we experience most of our dreams. Many scientists try to speculate the reasons for dreaming through biological our psychological means. This proves to be very frustrating for someone trying to find empirical meaning and truth about his or her dreams. There are countless books written about dreams with just as many different interpretations and meanings for specific dream references. For psychics, astrologists, or psychologists who attempt to interpret dreams, there are numerous factors that must be considered when endeavoring to find meaning in a dream. Because of these numerous factors that contribute to the condition of dreaming, many different paths have been created for exploration. From Freud's sexual symbolism to the current random recollection theories diversity in dream interpretation abounds. However, there is a way to dream and not be at the mercy of your subconscious mind. For the past ten years a bright psychologist at Stanford University, by the name of Steven Laberge, has been studying dreams and the physiology of the human body during the dream state. His research may sound commonplace if it weren't for the added fact that he is training people to control their dreams.

Reflective Journal: Leadership and Management

The Business MilieuSkin Solutions is a clinic that offers medical esthetic services to treat various skin imperfections other than providing remedies for skin diseases. It employs 6 licensed medical estheticians and one doctor of dermatology to look after patients who come for consultation and treatment. Facilities include a spa, and three spacious rooms for performing extractions, facials, and treatments for skin nourishment.To meet the needs and the demand of clients who come to the clinic, investments in the latest technologies for improving and treating skin imperfections have been made. Tools of the trade consisted of state-of-the art equipment and lasers, and computerized analysis of skin imperfections among others to boast of. This was therefore one of the reasons why customers were satisfied that they always came back to avail of other services and even brought with them a friend or two to promote what the clinic could also do for them.The skin clinic has always been full of customers that keeping the clinic open from 9am to 8pm was not enough to accommodate all the patients that wanted to be checked in a day. Some patients would have themselves enlisted at the front desk first and then either wait outside the clinic or just check back a few hours after strolling around the mall. Some patients would also call in and make appointments for the following day so they could be sure that they wouldn’t have to wait in line when they come for consultation and treatment in the coming day.I was a medical intern in dermatology when all this was happening. I observed that many attempts to compete with the style and service of the clinic have been made by others to no avail. They often wondered about what business secret was held by the clinic that allows them to click with the public.My mentor was not only a cousin. She is the clinic’s owner and dermatologist; considered a prime mover in modern medical and cosmetic esthetics in our area. She was an in spiration to others in the same field as well as for others who were not into the esthetics business but who were like her, an entrepreneur who had a vision for her enterprise.What did you learn about yourself: Lessons on maturity?I somewhat felt anxious and uncomfortable by being a protà ©gà © of a cousin. Having a relative for a coach was sometimes embarrassing for we’ve known each other far deeper than anybody else did in the clinic and so, it was easy for the coach to point out my mistakes and weaknesses. I on the other hand would sometimes be too proud to admit them but knew deep inside that the coach was right and that I had to lower my pride and accept her corrections for it was, after all, for my own good.What I admire about my cousin was that she would raise the level of our relationship at work to one that is strictly professional. With this, I learned that her goal was always of maturity – of following a purpose and not the personality who runs with that p urpose. This valuable character I have learned to accept for myself as I observed her ways in leadership.In my case, it seemed that I had the tendency to follow a person for their personality as though I were a teenager. This, I felt was a mark of immaturity that had to be changed. But when one sees a personality’s purpose and follows that purpose, then he or she is likely to succeed. I realized then that being mature entails adopting marks of maturity, one of which is having a sense of purpose for it is this purpose that causes one to act and move a certain way and make decisions that will lead to success.What did you learn about yourself: Lessons on DeterminationAnother key lesson learned was that we don’t just have to be in the business. Rather, we should be in the business in such a way that we want to succeed and win. A winning attitude is what makes businesses flourish and sustain competence in a domain where there seems to be many competitors. I have learned to adopt that attitude and be determined to be and do the best, not settling for the mediocre.What did you learn about yourself: Lessons on DirectionAnother message that proved significant to me was a lesson involving direction. One may be determined to be the best in business but this determination is nothing if one does not have a direction for the business. Two things I realized that will set a person’s direction in life and business are purpose and focus.Purpose gives meaning to one’s life and trade. For the business to grow, advance, and prosper, purpose is an essential ingredient. Focus on the other hand leads the direction towards a goal. Running aimlessly will amount to nothing. Doing many things for the business without focus will not accomplish something laudable. But when one has purpose and focus in pursuing dreams, goals, and visions for the business, then a direction is charted, a course is followed, and a heritage is handed down.What did you learn about you rself: Lessons on HeritageLearning secrets of the trade is a privilege that ought to be cherished. Those closest to my cousin in the business besides me, were the six medical estheticians who have grown to love their work at the clinic. They have become skilled at customer relations, medical dealings, and the dos and don’ts of the industry. The good thing about our mentor is that she was a constant source of business knowledge. She shares with us a knowledge that is not temporary but one that will last. She expects that this knowledge will bear fruit and help establish businesses in the future that will hold the same philosophies.Prerequisites of heritage I then realized while receiving training include focus and the heart to communicate one’s vision. This vision includes making partisans and training them to become future leaders in their desired trade. The goal was to make replicas of one’s self or people who may be better than the mentor. With this, the idea is to focus by fervently believing in the vision and forgetting about things that does not run with this vision of success.I realized that in order for a heritage to be built, a leader must have conviction and learn to communicate something that he or she lives for, and then her protà ©gà © will follow. The second prerequisite was building the right foundation. Mentors are pillars of foundation who are present to support their charges. The values they treasure are priceless, indispensable and effective. Investing these in trainees will be beneficial for the success of the company.What did you learn about yourself: Lessons on DisciplineIn all these things, I also learned the value of discipline. There’s a cost for success. Strict training in all aspects of running the business is important to maintain business and financial health. What we want is to please both our human resources and then of course, our clientele. To achieve this, therefore, is to sacrifice time to learn a bout proper ethics of the trade, people skills and influence, the latest technology involved, and also learn about the rates for effectiveness of each technology and treatment.Mastering the treatment strategies, these tools, and providing customers with quality service is essential in making them come back to avail of more services. The quality of care rendered includes properly informing clients about their skin problems and providing them with treatment options to choose from. Educating them about what is best for their skin, and what alternatives they can do to maintain its health is also crucial for multiplying customers who will come for consultation in the future.What did you learn about yourself: Personal DiscoveriesI thought I knew what it took to run a successful business. I always thought that having the latest technology was enough to draw clients into the clinic. I realized later that this was not enough. Personal qualities also needed polishing and development. Professi onalism is first and foremost an aspect that needs to be learned, developed, and practiced. Without this, one’s business values will be poor and will cause the business to suffer.How did this activity strengthen your self leadership skills?The activity has allowed introspection to be done. As I examined myself regarding my feelings, thoughts, and motives about management and leadership, I found myself dealing with bad habits and replacing them with the principles I gained from training. I’ve learned to be more mature in dealing with people and in running a business. To chart the course of the business and believe that it can be achieved.I’ve learned how to develop and polish a vision with which I can run with and communicate to others so that they may be partners in making the business progress. I also learned the value of discipline and what needs to be done to keep a healthy and happy enterprise. I adopted all these and noticed changes in the way I conducted b usiness deals. Thus far, the feedbacks I’ve obtained were all positive. I am grateful for the lessons and insights I gained from the activity for it has made me a better person and now I swell with pride and would like to share these with others also.How did this activity improve your communication/interpersonal skills?People are important for it is they who can make or break a business. People skills need to be developed to help the business grow. With the strategies I gained from the activity, I was able to expand my people-making skills and increase my influence by maintaining rapport with clients. Being able to inform the clients properly and educating them about dos and don’ts in skin care helped enhance my skills in interpersonal communication. Keeping a smile, greeting customers, providing suggestions, and exchanging ideas with people around me proved a big help for enriching my communication skills.Rough roads, detours or roadblocksThus far, no hindrances or ba rriers have been experienced. The only thing I remember was that uncomfortable feeling on having a cousin for a trainer. But when this feeling is eliminated and pride is lowered to welcome corrections and good instruction, then everything will go well.Comments on personal effectivenessI’ve adopted the principles myself and utilized these every time I go to the clinic. Other than that, I also use the principles of people and influence to my advantage to polish my interpersonal communication skills. Feedbacks have been very positive and I use this as my yardstick for effectiveness.Was this a valuable experience for you? Importance of the ActivityOn the job training is an effective tool in developing a person’s character, business knowledge, and skills. The activity for me was a very valuable experience because I learned first hand what it takes to own and manage a business, be an effective and efficient business leader, and be an exemplary figure for others to follow. It helps if one works side by side with a leader. The leader’s character, life principles, philosophies, and strategies are learned immediately. Other than this, being with such people is encouraging because one gets stimulated to do the same things they do, think the same way they do, and compose one’s self as they do.Leaders are catalysts for improvement. Living by their example will make persons significant in their chosen field of activity in the future.

The Real Country Way of Doing Things

The short story how I learnt to be a Real Countrywoman is written by Deborah Mocha in England 1995. It is told by a first person narrator, and it is told In flashback. The short story deals with a modern housewife, who is moved from London to a little town long away from London. They moved on the country because her husband Edwin got fired, when the school he taught on was dissolved. Another quite Important reason for moving was that the government was brutish and philistine, and London was full of fumes and pollution, so Edwin said they should move.But the point In the story starts after they were moved In to the country. They are slating In the kitchen and were opening Christmas cards. Edwin opened the last one, It was a brown envelope, and It contains a letter from their local council. They wrote that they were going to build a two-lane dual carriageway through their local wood. The local Inhabitant were going to campaign against the ring road, but the only alternative was through their member of parliaments daughters rolling school, so It was not a possibility.But the narrator will not let all this spoil her loving wood. So she starts to plant preserved and rarely plants to the wood. She doesn't tell anybody about this, even not Edwin. In the end the wood got designated as a site of Outstanding Scientific Interest. So the ring road is built through the riding school instead of through the wood. The narrator has a quite complicated relationship whit her husband, Edwin. In the start of the text the nearly even speak to each other, and they heaven had sex for the last two years.They are very different; the narrator is a modern housewife, who likes being in the city, shopping and being at cocktail parties. And Edwin is more a country man; he likes the nature, the peace and fresh air. In the first time since they have moved to the country the narrator misses her busy life in London very much. The narrator thinks it is boring living in the country, and she has a very debilitate attitude of the new lifestyle, she speaks also bad about it. They have total different values. The narrator likes the stores right around the corner, her friends and shopping.Edwin is more shut in, and he emphasizes a calm family life and nature. In the beginning of this short story they were opposites and their preferences made them divided, but in the end they get interested in one other and reunite and started speaking with each other. The narrator feels very alone In the country in, but when she starts saving the wood, she has something to do, and spent her time on. The gets very interested In plants, and she gets happy to have a little secret; â€Å"l hadn't felt so happy since I was pregnant†.All through this short story the narrator Is quite ironic and sarcastic; this makes the story a bit funny In spite of the fact that It Is a sad story for her In the beginning. The narrator entrust her to the reader, and makes the reader feel Like a friend or somethi ng Like that, because she tells her deepest feelings to us. It can make us feel quite accessory, because we know about her plans. We are also told a lot of details about the narrator and Dawdles love life, which also Is quite personal. The mall themes In this short story are marriage, family life, countryside of doing things vs.. City side and personal values.In the end the narrator starts liking nature, and get interested in the plants and trees in the local w en also Tina It quilt stimulating Tanat seen could set a goal, Ana rater all she could finally reach it and see that what she have done has made a difference. She feels finally important on the country when she saves the wood. She also enjoys all the people who come to see the new wood, and she likes that people all over comes and knock on their door and ask the way and admire their cottage. Another thing that tells us that she likes their new lifestyle is, that she is started to sell eggs.She is absorbed in this egg-sale, an d we gets to know that their eggs is guaranteed almoner-free because she feeds them with her organic bread. Sometimes people even leave their children to play with the narrators children, while they walk through the field to look at the orchids. And after all this wonderful experience with the wood and all the nice people, she doesn't miss Camden Town at all. Finally she decides to do teas. She is going to buy Old-style spiced buns, and throw away the packets. She has learnt a lot these past years, and she found â€Å"the real country way of doing things. †