Highway Design Individual Project Essay Example | Topics and Well Written Essays - 6500 words

Highway Design Individual Project - Essay Example And, in the same formula, it was also required to ease the transportation with widening of the various roads consisting possibilities of heavier and frequent traffic in near future. Better public transport will encourage more people to use it. But the car will remain important to the mobility of millions of people and the numbers of people owning cars will continue to grow. So we also want to make life better for the motorist. The priority will be maintaining existing roads rather than building new ones and better management of the road network to improve reliability (A New Deal for Transport: Better for Everyone 1998) Hereby, we proceed to a supposed intended plan for widening of A511, which is a 34 Km road joining the towns Coalville,  Ashby-de-la-Zouch  and  Burton upon Trent. While private transport is quite regular over this route, there are increasingly adding heavier transportation vehicles. And, as it passes by outers of many crowded locations, it becomes an easier choi ce for industrial and heavier transports too. Pertaining to those conditions, a plan for turning A511 into a dual lane (D2AP) seems quite appropriate and essential. Before proceeding to the designing phase, we take out a look at the positioning factors and parts of A511 falling in numerous townships. Thus, before we move forward to plan a refurbishment structure for A511, we have to analyze its various sectors, their relevance and their distinguished features to come up with a clear view of the route, its utilities and essentialities during its refurbishment and widening. Also it would be required to separate the route into its junctions and crossings to clear out a scenario for policies and conditions to be applied. 2. Site Investigation Geography and sectors of A511 1. Starting from junction at M1 motorway, passing by B585 and A447, A511 moves towards B5006 while going towards Burton Golf Club. 2. It passes from besides the Burton Golf Club and crosses A5121 further. 3. Ahead, mov ing by A38 it leads towards Harningglow. 4. From Tutbury it takes a sharpe 90? turn to add into A50. Fig. 1.1 5. Route A511 ends in the junction at A50 which falls in between Uttoxeter and Derby. (See fig. 1.1) For a refurbishment plan, we must first dissociate and focus on A511 in number of partitions. There are some basic differences from each partition for an overall further planning. Sr. No. Section Details 1. Junction at M1 Industrial and farming neighborhood. Mostly the task here includes the connection of A511 to M1 motorway that will require a widening of the joining section and making proper ways for diverting traffic. 2. M1 to A42: This part reaches to the town of Coelville. Mostly the traffic will contain the diverted vehicles that come from the M1 Motorway. However, less intra-town traffic is supposed for it consists only incoming road to Coelville. 3. A42 to Burton upon Trent town: The connecting parts to A511 to Burton Bridge must be met during the basic widening. Also , this same part is supposed to contain the intra-town traffic from Coelville to Burton. Thus, frequent travelling is supposed. 4. Burton upon Trent to A38: This portion will include the intra-town traffic coupled with the inter-town traffic. A heavier traffic is supposed to rush over this part. And, because this portion falls in town, the development of sufficient and standard pavement will also be essential. 5. A38 to Tutbury : During

Sociology Assignment Example | Topics and Well Written Essays - 1000 words

Sociology - Assignment Example A measure of the health status using the lifestyle index shows that dietary choices vary in the two categories of population in the different countries or regions. Consumer preferences also change with a change in lifestyles (Mathur, Moschis and Lee 234). Consequently, the changes in dietary choice that accompany a lifestyle rise lead to lifestyle disorders. Diabetes and cancer effects are a high possibility in such cases when one’s status rise. A rise in lifestyle may initiate other behaviors as drug abuse, alcoholism and smoking because the individual can afford to purchase drugs and alcohol. A change in the lifestyle may pose effects on an individual’s observation of cultural norms. Individuals tend to change their observance to cultures as those related to social life. Planned marriages, for instance, was a notable culture in various parts of the world as India. With the increase in living status of individuals, such cultures tend to receive little considerations. A significant portion of the population prefers choice marriages to planned marriages because of the increase in income and status of the population. Living status, therefore, affects the social life of a community or society. Q2 Among the challenges, facing the government of America is the living status of a portion of its population. The Census Bureau uses the income factor to determine the level of income of the population to determine the level of poverty. Should the total household income be insufficient to meet the family threshold needs of expenses, then the family is poor. Poverty in America is most evident in states as New Hampshire and New Jersey among other states. There are two notable problems among the poor in America. The first category of the poor in America has a high number of low-income jobs while the second group is that with nearly no job allocations. Both categories of the poor in America are high in number, which continues to increase at a stunning rate. In oth er parts of the world, the impoverishment is a key issue affecting the population. Globalization effects continue to affect the markets in other parts of the world. Effects of economic backlash are evident because of globalization. This is a leading cause of impoverishment in other parts of the world as Italy. The polarizing effects of globalization saw the dwindling off employment opportunities for a significant population of the world. This is similar to the case of the poor in America who lack jobs. The polarizing effects of the globalization have had effects of low wages among the employed that is similar to the insufficient earnings among the poor in America. The similarity between the poor in America and the impoverished in other parts of the world emanates from the insufficient wages for the employed or the total lack of jobs. Q3 The economic crisis that evaded the world in continues to be top among the global issues, today. The crisis is distinguishable through five major st ages. According to Elliott, the crisis began in 2007 August 9 (1). This first phase saw the seizure in the financial institutions (banks being the most affected). This led to banks stopping business with each other. The August 15 2008 marked the second phase of the global phenomenon. The government of the United States, on this date, did allow Lehman Brothers (an investment bank) to attain bankruptcy status. The fall down of Lehman Brothers saw the fall

Be able to evaluate the financial performance of a business Assignment

Be able to evaluate the financial performance of a business - Assignment Example Investors often use financial analyses for making appropriate investment decisions. Financial Institutions: In order to arrive at suitable decisions regarding granting a company with extended debt  securities  like debentures or long-term  bank loan, or new  working capital  etc, financial institutions will need to verify the financial statements of companies. Government Entities: They need to verify these statements to determine the correctness and accuracy of  taxes  and further duties stated and paid by a business. Such statements will also help them in ensuring that the company is operating within the framework of relevant statutes and are complying with all statutory obligations. Vendors: Financial statements help them evaluate the creditworthiness of the company so as to enable them to take appropriate decisions. Media and the General Public: Financial statement allows this interest group to evaluate the performance with respect to ethical trading, compliance of e nvironmental spending etc. IAS 1 modified the financial statements title as they will be used in International Financial Reporting Standards: Balance Sheet' will amend as 'statement of financial position’ Income Statement' will amend as 'Statement of Comprehensive Income' The revised International Accounting Standards (IAS1) has come into effect from the year 2009. However, it is not obligatory on the part of firms to use the latest titles in the financial statements. The Components of the Financial Statements: An entire set of financial statements as specified in the International Accounting Standards comprises: 1. Profit and Loss Account: Also known as Statement of Comprehensive Income, this statement for a specific period reflects the profit or loss for that particular period with other comprehensive income documented in that period. The standard is now using 'profit or loss' instead of the descriptive term 'net profit or loss' for the foot line of the income statement, co nsequent to the 2003 revision to IAS1. â€Å"All items of income and expense recognised in a period must be included in profit or loss unless a Standard or an Interpretation requires otherwise† (Accounting Standard (AS) 5: Net Profit or Loss for the Period, Prior Period Items and Changes in Accounting Policies n.d., p. 50). 2. Balance Sheet: Statement of Financial Position: This contains the detailed description of a company's  assets,  liabilities and  ownership equity  at a given point in time. Information to be presented in the statement of financial position IAS 1 specifies the minimum information which must be reflected on the balance sheet. 3. Cash Flow Statement: Cash flow statement after the reissue of IAS 1 is termed as Statement of cash flows and it presents a company’s cash flow activities, mainly it is operating, financing and investing activities. Besides, it also offers users of financial statements with a foundation to evaluate the companyâ€℠¢s capability to create cash and cash equivalents and the concern’s requirement to utilise their inward and outward cash flows. IAS 7 specifies requirements for presenting and disclosing cash flow information. PART B: AC 4.2 Compare appropriate formats of financial statements for different types of business. Different types of

Reflection on the History & Systems of Psychology Essay Example for Free

Reflection on the History Systems of Psychology Essay Pre-modern, modern and postmodern frames of reference have all helped shape important, contemporary psychological theories and issues. In this paper I will attempt, in a reflective manner, to walk through and revisit the areas we covered in course, the end aim being to gain a measure of insight into where the field of psychology stands today, particularly with regard to oppressive forms of ethnocentric monoculturalism. In terms of pre-modern perspectives, in the course we first discussed historical issues concerning the mind-body problem. I stated the nature of the relationship between body and mind and whether they are one and the same or two distinct substances, which is the center of the debate between monists and dualist. Descartes, the most well known dualist, argued for a separation of mind from soul and body. Also an interactionist, Descartes held the mind influenced the body as much as the body impacted the mind (Goodwin, 2009). Plato, his predecessor from antiquity, was also a dualist and an interactionist arguably, and believed the body and soul/mind were temporarily at one during life; each came from a completely different place, the body from the material world and the soul from the world of ideas. At the moment of death, the body withered away in time and space, the soul or mind returning to the world of forms and there realizing universal truths (Wozniak, 1992). Delving deeper into pre-modern views of the mind-body problem I touched upon Spinoza. Spinoza, a contemporary of Descartes, dismissed Descartes two-substance view in favor of what is called double-aspect theory (Wozniak, 1992). Double-aspect theories hold the view that the mental and the physical realms are varying aspects of the same substance. For Spinoza, that single substance is God, perceived as the universal essence or nature of everything in existence. In Spinoza’s view, there is no partition of mind and body, therefore. Instead they are of a single substance, in a pre-established coordination, reflecting the divine essence. In reflection, I continue to side with Spinoza and double-aspect theory in terms of pre-modern perspectives. I do believe that there is a pre-established coordination between mind and body that is reflective of the divine creation. I am therefore I think is my continued response to Descartes. In terms of modern perspectives in the course we examined the origins of psychology as a subject discipline. During the course I stated that psychology first appeared as a subject discipline in 1879 when Wilhelm Wundt started a psychology lab in Germany at the University of Leipzig. The laboratory devoted itself to the analysis of conscious thought in its basic elements and structures, which was uncovered through a process of introspection (Gross, 1996). What differentiated this ‘new psychology’ at the time from philosophy was its use of measurement and control as well as its emphasis on the scientific method to study mental processes relevant to human consciousness. Due to his influence on Edward B. Titchener, Wundt’s frame of reference arguably helped give birth to structuralism. Indeed Wundt’s disciple, Titchener, is credited with developing and labeling structuralism in an 1898 paper called â€Å"The Postulates of a Structural Psychology (Goodwin, 2009). In the paper he compared and contrasted structuralism with functionalism, which he claimed infested most US universities, save Cornell where he was cultivating what would come to be  called the â€Å"the Cornell school of psychology.† Notwithstanding, Goodwin (2009) has stated that Titchener and the Cornell view of psychology was extremely narrow largely because of its insistence on introspection and due to Titchener’s attitude that his way was the only way, a position that often does not bode well in academia. In this vein and perhaps arrogantly so, Titchener, likened structuralism to anatomy, its purpose being analysis he surmised whereas functionalism he likened to physiology, stating that functionalists examine how the mind is able to adapt one to his or her said environment, wh ich to Titchener was a waste of time without a deep understanding of structure. As one needs to know the ins and outs of human anatomy before being able to fully delve into physiology, so thus was the  functionalist at a loss, in his view, without the ability to outline the structures of human consciousness via a highly difficult process of systematic, experimental introspection as stipulated by him in almost cult like exclusivity, which spawned criticism. Accordingly, his movement never gained the momentum it needed to win American hearts and minds, falling into the dustbin of history in favor of functionalism. Nevertheless, in spite of Titchener’s unpopularity in the US, his enduring contribution is that he helped create a place for the lab and experimental psychology in all colleges and universities with programs in psychology. While functionalists were also interested in looking at mental processes such as consciousness in so far as assessing human behavior in terms of how it aided people in adapting to ever-changing environments, they did not, unlike followers of Titchener, emphasize introspection (Goodwin, 2009). Psychologist James R. Angell, a follower of John Dewey, the founder of functionalism in America, became its most outspoken spokesperson, criticizing Titchener and drawing a sharp contrast to him in a 1907 popular paper called â€Å"The Province of Functional Psychology.† It was a damning response to Titchener’s 1898 paper. For Angell, the structuralist was  interested in the â€Å"what?† of conscious thought, whereas the functionalist psychologist wished to know the â€Å"how?† and â€Å"why?† of it, asking what is consciousness for? (Goodwin, 2009). This way of viewing psychology in terms of its practical applications, became an important influence in modern times, because it led to the study of topics such as developmental and abnormal psychology, in addition to examining the individual differences of mind, (which Titchener and the Cornell school remarkably had no interest in). When asking how psychology can be used to solve everyday problems in a practical way, we are taking from the functionalists and their movement. Perhaps the most prominent movement in the field of modern 20th century psychology was behaviorism. Behaviorism began essentially due to the work of Ivan Pavlov. Pavlov who did not consider himself a psychologist, but, rather a physiologist interested in the process of digestion in dogs, was awarded the Nobel Prize in 1904 (the year B. F. Skinner was born) in Physiology and Medicine. In the course of his research, Pavlov observed that the dogs would often start salivating before any food being given to them, when they would see the food or the food’s container, or when they heard the footsteps of the lab assistant who was on his way to feed them. His observations led to the study to what we now call classical conditioning (Gross, 1996). The first attempt to apply Pavlov’s findings on conditioning to humans was made by John B. Watson in a dubious and arguably unethical experiment on a small boy named Albert, showing that the fear of rats can be deliberately induced (Watson and Rayer, 1920). The experiment served to popularize a new behavioral approach to psychology that would within a decade become the dominant force in America, Watson its founder, propagator and publicist (Goodwin, 2008). To the modernist Watson (1913), psychology is an objective natural science,  its theoretical goal the prediction and control of behavior. Wundt and Titchener’s view on introspection has no place in its methods, nor is consciousness addressed or studied. There is no marked borderline between people and animals. Due to Watson’s input and influence cats, dogs, rats, and pigeons became the major source of psychological data. As ‘psychological’ now meant ‘behavior’ rather than ‘consciousness,’ animals that were easier to study and whose environments could be more readily controlled could replace people as experimental subjects (Gross, 1966). B. F. Skinner, also a behaviorist and modernist, went steps further than Pavlov and Watson, casting behavior in a more interactive light. He made a distinction between respondent and operant behavior and argued that most animal and human behavior is not brought about in the way Pavlov and Watson indicated and surmised. Skinner, like Edward Thorndike before him, was interested in how animals operate on their environment and how this operant behavior brings about particular consequences that can determine the likelihood of that behavior being repeated. In experiments he used a variation of Thordike’s puzzle-box, a Skinner box, which was made for a rat or a pigeon to do things in, rather than escape from. Fundamentally, Skinner saw the learner as much more actively involved than did Pavlov or Watson, for whom behavior was due to stimuli, unconditioned stimuli before learning and conditioned stimuli after learning. In addition to behaviorism, modern views of psychology took twists and turns. As a reaction to both Titchener’s structuralism and Watson’s behaviorism, the Gestalt psychologists of the 1920s and 1930s in Germany and Austria were primarily concerned with perception and held that perceptions could not be deconstructed in the way that Wundt and Titchener wanted to do with thought, and that behaviorists had sought for with behavior. Their belief could be  succinctly stated as follows: ‘the whole is greater than the sum of its parts’ (Gross, 1996, p.3). The whole is essentially destroyed when you break down perception and behavior into parts, the Gestalt psychologists held. There are organizing principles of perceptual organization which were voiced by Gestalt’s founder Max Wertheimer. These principles are frequently highlighted in units on perception in general psychology textbooks and are as follows: the principle of proximity, the principle of similarity, the principle of continuation. All of the organizing principles have in common what is called the law of simplicity or what Gestaltists term Prà ¤gnanz. This refers to the tendency for perceptions to mirror reality as closely as possible (Goodwin, 2009). In the course I gave an example of gestalt thinking, which in reflection I would like to return to as it clearly remains in mind. I used the example of a bus stopping at a bus stop in one’s neighborhood. On a given day the bus stops at the same corner the person is accustomed to, and is recognized to be that bus. The person gets on, but has made a mistake. She did not realize that there was a route change that morning and the bus she took was numbered differently. What gives? Is it only a matter of not paying attention? In Gestalt inspired, top-down conceptually driven processing, we begin with one’s prior knowledge, motivations, expectations and beliefs. In the bus example, the inability to see and decipher or register a different number on the bus and get on it, means it was recognized it to be the customary bus due to top-down processing (Danner, 2009). If one were to notice the different bus number, however, that would entail bottom-up processing, because such processing is data driven. The different number is perceived in terms of information in the sensory input, in conjunction with top-down processing, revealing to the person that it is not the customary bus. Perhaps after realizing her mistake, the person in  the example will be more careful next time, thereby exercising more bottom-up processing. If Austria was home to some of Gestalt’s most prominent members and adherents, it was also home to Sigmund Freud, the father of psychoanalysis. Freudian psychoanalytic theory was the first to state the significance of innate drives and define abnormal and normal behavior in relationship to the role of the unconscious mind. Its importance is that the theory of personality popularized contextualizing human behavior in terms of the id, ego, and superego, notating development in five psychosexual stages. Each stage was marked by shifts in what Freud believed were the underlying modes of gratification: oral, anal, phallic, latency and genital (Glassman, 2000). In reflection, I continue to find merit in Freuds concept of stages for sure. I would still prefer to call them development stages, however, and not necessarily put a sexual meaning on them, as Freud and his supporters have done and continue to do. There is no need to detail the well-known limitations and criticisms of Freudian theory, which according to Glassman (2000) are its falsifiability, the great deal of emphasis put on case studies, and its cultural bias towards women. Regardless of such naysaying, his supporters would passionately argue for and be adamant about such a sexual narrative of the human person, which if not fodder, certainly has entertainment value. In fact, Freudian theory is fascinating to me largely due to the dramatic (almost cinematic) conflicts and challenges that mark each psychosexual stage. Perhaps the most well-known of these is the Oedipal conflict (which occurs in the so-called phallic stage). It was interesting to read that some analysts called the fe male variant, the Electra conflict, but Freud himself did not use the term (see Freud 1924). Perhaps the most attractive modern theory of personality, in my view, would belong to Carl Rogers. In Carl Roger’s theory, a person is the source of his  or her basic needs such as food and water. He or she is also the source of a growth motive which he called an actualizing tendency, which is an innate drive that is reflective of the desire to grow, to develop and to develop one’s capabilities (Glassman, 2000). It is the actualizing tendency that stimulates creativity, causing a person to seek out new challenges and skills that motivate healthy growth in one’s lifetime (Gross, 1996). According to Rogers (1961, but originally proposed in 1947): Whether one calls it a growth tendency, a drive towards self-actualization, or a forward moving direction tendency, it is the mainspring in life†¦ It is the urge which is evident in all organic and human life – to expand, extend, become autonomous, mature and develop. In reflection, I continue to feel that Roger’s influence and continuing popularity in the psychotherapeutic community give his theories merit. APA members have been asked which psychotherapist they believe to me the most influential figure in the field (Smith, 1982). In 2006, this survey repeated in the Psychotherapy Networker. In both surveys, Carl Rogers was the â€Å"landslide† choice. While this does not prove Rogers to be correct, certainly it gives his theory of motivation more credence than not, increasing its believability. Certainly, I feel influenced by Rogers as I move forward in my career. While Rogers theory of an actualizing tendency and the overall nature of the client-centered approach may be controversial due to its allowance to let the client call the shots and as stated by Goodwin (2009) for its overemphasis on the the self at the expense of the importance of the community, in addition to being clearer what it was against than what it was for, it is nevertheless, a credible postulation in terms of its application in therapy and remains my preference over Freud. Accordingly, I continue to feel that all clients  innately wish to be successful in life and to be praised as contributors to their own selfactualization. They wish to expand their knowledge and achieve  higher levels of success beneath all the guises that seem otherwise. When clients are not performing to their fullest potential, praise and support can help ignite the actualizing tendency in a manner that would otherwise have remained dormant. When exploring postmodern views of psychology we have to inherently speak about cultural narratives and meta-narratives. What is psychology today and who defines it? What is psychology’s story, who told that story historically, and who gets to tell it today? When we look at psychology as a practice, historically and today, is important to bring to the fore the ethnocentric monocultural aspects that were oppressive to women and continue to be to minority groups in reinforcing white male Euro-American culture as the normative and desirable culture. Indeed, therapists and helping professionals should try to help deconstruct and unveil monoculturalism whenever it rears its despicable head. When oppressive forms such as heterosexism, ageism, gender and sexism come to the fore in therapy, for example, therapists should not reinforce them but try to encourage reflection on such prejudices with the aim being for the client to indentify for what it is – and to grow accordingly. The field of psychology itself is not immune but remains at risk to the debacle of monoculturalism. According to Yutrzenka, Todd-Bazemore and Caraway (1999) even though the data forecast that by 2050, ethnic minorities will make up over 50% of the US population, this quickly changing demographic has minimal effect on the number of ethnic minority psychologists. This is particularly true for Native Americans, who are far more underrepresented than any other ethnic body. Though the APA as stated by Goodwin (2009), is vigorously addressing this entire issue at present, with such efforts to be praised, still the legacy of ethnocentric monoculturalism is a stain on the profession, and will remain so until  significant numbers of minority psychologists abound. In spite of the barriers confronting them, women and minorities have made many notable, valuable and vital contributions to the field of psychology. During the course I discussed Eleanor Gibson who received the National Medal of Science in 1992 for a lifetime of research on topics dealing with the development of depth perception to the fundamentals involved in reading, faced discrimination while at Yale from psychologist Robert Yerkes who wanted no females in his lab (Goodwin, 2009). While she was able to get her PhD there under the guidance of the neobehaviorist Clark Hull, she unfortunately went on to experience difficulties at Cornell (where her husband had gained a position) forced into an unpaid research associate position in spite of winning competitive and prestigious research grants. As a result of these grants, however, she was able to carry out pioneering studies on depth perception with Richard Walk. When Cornell, home to Titchener’s legacy, removed its nepotism rules in 1966, only then did she become a full professor. Furthermore, as discussed in the course, African-Americans have also made outstanding contributions to psychology. Kenneth and Mamie Phipps Clark again come to mind in terms of their best known research titled Racial identification and preference in Negro children (Goodwin, 2009). In this research it was shown that black children showed a preference for white dolls over black ones when asked which they would like to play with and looked more like. The Clarks concluded, according to Goodwin (2009) that one insidious effect of racial segregation was its negative influence on African-American self-esteem. As a result of this research, in part, the Supreme Court was compelled to do the right thing and reverse the racist separate but equal doctrine in Brown v. Board of Education. The Clarks’ contribution to psychology and the contributions of other AfricanAmericans preceding them were not without struggle. Their mentor at Howard University, Francis Sumner faced huge obstacles when attempting to get a graduate degree and gain employment in academia. African-Americans have often had their basic intellectual abilities questioned (Goodwin, 2009). The legacy of white racism and of the field of psychology’s complicity by not taking a firmer stand until only recently is without question a significant reason why African-Americans remain heavily underrepresented in the profession, in spite of the gains made for women. 60 percent of doctorates in psychology are awarded to women today, while Native Americans as we discussed and African-Americans continue to be awarded a paltry percentage in turn. Such dismal figures have nothing to do with intelligence. We know that early intelligence tests were normed on just Caucasian, middle-class populations and only recently has such bias been addressed and perhaps abated. This also was the case for the MMPI personality tests as well. In the case of the MMPI, many of the original items became dated and according to Kassin (2008), to bring the test up to the 21st century and more postmodern views, new items were written in, and a more diverse cross-section of the US was sampled. The result of that updating is the newer 567-item version called the MMPI-2. In reflection, my guess is that similar advances have been made or are being considered in IQ testing as well; otherwise we would have to call into question whether biased IQ tests are valid for minority groups. Accordingly, great care should be taken when formulating test questions as well as interpreting the results of test-takers from different cultural groups and urban tribes. Fundamentally, it is crucial that test makers be made aware of cultural differences when putting together IQ test questions, as recommended for the MMPI (Church 2001). Exercising caution does not mean  minority groups are treated with kid gloves, but rather that a lens of understanding is in place and that can come about as a result of the test makers and assessors informing themselves. Otherwise an IQ tests validity for minority groups is at issue. Pre-modern, modern and postmodern frames of reference have all helped shape important, contemporary psychological theories and issues. Accordingly, I have attempted in a reflective manner to revisit the areas of psychology’s history we covered in course. If psychology as a profession is to continue to grow and develop, it will occur through a similar process of reflection, followed by action. It is important for psychology to know its origins, its history and respective story. However, in realization of the depth of ethnocentric monoculturalism, its leadership, particularly in the APA, must act on the call to bring about the inclusion of more minorities. Otherwise, the oppressive stain of monoculturalism shall abound and continue to blemish the profession we hold dear. References Angell, J.R. (1904). Psychology. New York: Holt. Church, A.T. (2001). Personality measurement in cross-cultural perspective. Journal of Personality, 69, 979-1006. Danner, N. (2011). Psychology: ORG5001 survey of psychology I. Boston: Pearson Learning Solutions. Freud, S. (1924) A General Introduction to Psychoanalysis. New York: Washington Square Press (reprinted 1952). Glassman, W (Ed.). (2000) Approaches to psychology. Philadelphia: Open University Press. Goodwin, C.J. (2009) A history of modern psychology (3rd ed.). Hoboken, NJ: Wiley. Gross, R. (Ed.). (1996) Psychology, the study of mind and behavior. London: Hodder Stoughton. Kassin, S., (2008). Psychology in Modules: ORG 5002 Survey of psychology II. New York: Pearson Custom Publishing. Rogers, C.R. (1961) On becoming a person. Boston: Houghton Mifflin. Smith, D. (1982) Trends in counseling and psychology. American Psychologist, 37, 802–809. Watson, J.B. (1913) Psychology as the behaviorist views it. Psychological Review, 20, 15877. Watson, J.B. Rayneer, R. (1920) Conditioned emotional reactions. Journal of Experimental Psychology, 3, 1-14. Wozniak,R. (1992) Mind and body: Renà © Descartes to William James. Retrieved from http://www.qcc.cuny.edu/socialsciences/ppecorino/INTRO_TEXT/Chapter%206%20MindBody/DUALISM.htm. Yutrzenka, B.A., Todd-Bazemore, E., Caraway, S.J. (1999). Four winds: The evolution of culturally inclusive clinical psychology training for Native Americans. International Review of Psychiatry, 11, 129- 135. ProQuest: 43479524.

Example Answers to Strategic Human Resource Management Exam

Example Answers to Strategic Human Resource Management Exam Section A, Question 1 To what extent does the approach to Talent Management at Standard Chartered Bank display features of SHRM? Answer: By focusing heavily on its talent management program it can be clearly be seen that Standard Chartered Bank (SCB) is making the practice of SHRM as one of its key priorities. As can be seen from the article, the way SCB adopts its appraisal methodology is of a very strategic angle. By making it a global standard to conduct face-to-face performance appraisals every 6 months goes to show that SCB is reviewing its own performance management objectives to make sure that those objectives stay relevant and achievable, and that is a feature of SHRM. Being sensitive to different cultures by employing different appraisal methods also shows that SCB understands the importance of managers and staff identifying and dealing with real, actual problems in a way that is most familiar and effective to them. That is also another facet of SHRM as through such means, SCB is able to monitor its own competitiveness in the market. Through appraisals, SCB also classifies their employees into 5 categories ranging from high-potentials, to critical resources, then to core contributors, followed by underachievers and finally, underperformers. By doing so they are able to identify areas in which they are lacking and act upon it. Interestingly, as Geraldine Haley explains the classifications, it can be seen that SCB is already identifying the likely flow of talent in the bank and are taking actions to manage the flow. For example, when classifying certain employees as underperformers, Haley goes on to mention that this group of people do not fit the job requirements and they should be transferred to another role or be managed out. Clearly, whether the bank decides to place this group of employees in another role (which fits the idea of SHRM because by placing people where they perform best clearly benefits any company), or by managing them out (thereby reducing unnecessary manpower costs or replacement with a more pr oductive candidate), the intent behind both actions is clearly strategic in nature. The employee classification also allows the bank to understand the their potential and manpower mix which is critical because, the HR department would be able to plan in advance for staff mobility or develop different programs to help develop potential of their talents to another level. So far we are able to see that SCB does indeed view its employees as a strategic key asset in churning out profits for the bank. Yet another SHRM feature being displayed is the secrecy of employee classifications. As mentioned in the article, SCBs stance is that while they do not want certain employees to feel de-motivated and others to boast about their own performances, the whole point of the classification system is to inform managers that there might be actions required on their part to improve the situation. It is true that in SHRM, managers should not cause their staff to feel like they are being constantly monitored for poor performance because this will affect the staffs willingness to contribute towards the company. Again, either way, we see that the actions taken are closely linked to helping the organisation achieve its strategic corporate objectives. The classification system is also being used a guide for regional offices to strategically benchmark against one another to see where they stand. Ever since SCB has been experiencing a high staff turnover rate among newly recruited employees, a solution in the form of a global induction program named Right Start was implemented to curb this problem and they successfully brought down the rate of employees leaving by 5% (http://www.standardchartered.com/annual-report-07/en/business_review/people.html, 2008). SCB has also gone on to groom talents into leaders by means of providing coaching and self-help tools through various medias such as podcasts, videos and workshops. Another key concept is to allow talents to play to their strengths rather than on focusing on managing their weakness. As Hayley explains the strategic rationale on focusing on coaching talents with global roles in the bank, it is because a small 5% improvement from these top managers is enough to cause a huge positive impact on the banks earnings. Under the Best practice view in SHRM, there are 18 Key practices of which SCB can safely said to have achieved at least 50% or more: Realistic job previews; Use of psychometric tests for selection; Well-developed induction training; Provision of extensive training for experienced employees; Regular appraisal; Regular feedback on performance from many sources; Individual performance-related pay; Profit-related bonuses; Flexible job descriptions; Multi-skilling; Presence of work-improvement teams; Presence of problem solving groups; Information provided on firms business plan; Information provided on the firms performance targets; No compulsory redundancies; Avoidance of voluntary redundancies; Commitment to single status; Harmonised holiday entitlement (Source: University of Sunderland). It can be concluded that SCB is investing so much resources towards its human talent management program simply because it views it employees as human capital for the organisation and understands the wisdom in developing and managing its employees in close relation to the values and objectives of the company so that an effective workforce can be grown, and groomed to achieve the strategic objectives of the bank. Word count (865) 1.2 Comment on the relevance of this approach in the light of the recent banking crisis? Answer: The banking crisis of 2008 was largely due to the fall of banking giant, Lehman Brothers (LB). If LB had adopted SCBs view of employees as human capital in the organisation, it could have at least minimised the loss to a certain extent. For one, discussions between employers and staff would have been more open and problem issues could have been brought up and identified at an earlier stage. Inefficiencies in the organisation would have been uncovered if there were a global compilation of performance like in SCB, where CEOs were able to benchmark their performances against regional offices. In a way, having a certain amount of centralised control through talent management would also enable the monitoring of LB companies globally. It is interesting to note that when a German subsidiary of LB requested that top management in the USA forgo multi-million bonuses as a sign of taking responsibility for poor performance, the request was immediately struck off at the first instance. It seems that top management either did not know or did not bother to care what was going on in its other global offices. Therefore it is important for companies to have a solid leadership and to achieve that, organisations must start to take the first step in acknowledging its employees as key assets towards enabling the company to achieve it strategic goals and objectives. Thereafter that, the companys HR policies should be dawn to include short and long term strategies that are inline with the companys corporate objectives. Companies should also consider which view the company would adopt in relation to SHRM. For example, does the company suit the Best Practice view, Bes Fit view, Best Fit Integration view or Resource based approach? Each has its own strengths and weaknesses but the company has to decide which is the most compatible and allow the company to achieve its goals. Perhaps the culture of a company should also be set as culture can deeply affect a employees willingness to contribute positively to the company. Every organisation aims to communicate its own objectives and goals to its employees so a to align the values and attitudes of the employees towards commitment in performance for the company, and in this respect, having an appropriate culture will greatly enable the employee to settle comfortably into the company and be motivated to perform well. Retaining talent is crucial in a companys route of progress and much effort should be put into talent management where employees will feel like that are an important part of a company that cherishes their contributions and seeks to develop and groom them for further growth in their career. With SHRM as the key basic guiding principle, companys should therefore seek to create a pool of talent that will steer it in the right direction, both in good times and bad. Word Count (473) 1.3 Why is it important to measure the impact of SHRM? What might be included in a evaluation strategy to measure the impact of SHRM in an organization to achieve strategic integration? Answer: It is important to measure the impact of SHRM because, firstly, strategies that are formulated into HR policies are closely linked to the strategic objectives of its organisation. The reason why this is so is because the company understands that attitudes and performances of its employees makes a significant difference towards achieving organisational goals. Therefore when an organisation decides to employ the HR unit as a strategically, resources are being invested to make sure the HR unit contributes towards the attainment of those objectives. In measuring the impact of SHRM in a company, there are 18 Key practices of SHRM might be used to ascertain the degree of SHRM present in the company: Realistic job previews; Use of psychometric tests for selection; Well-developed induction training; Provision of extensive training for experienced employees; Regular appraisal; Regular feedback on performance from many sources; Individual performance-related pay; Profit-related bonuses; Flexible job descriptions; Multi-skilling; Presence of work-improvement teams; Presence of problem solving groups; Information provided on firms business plan; Information provided on the firms performance targets; No compulsory redundancies; Avoidance of voluntary redundancies; Commitment to single status; Harmonised holiday entitlement (Source: University of Sunderland). Other possible measurements could be in the form of appraisals where performance management objectives are being reviewed. Through the appraisals the organisation would be able to know how it is faring against the achievement of its own targets relative to the overall performance of the employees. Word count (287) Section B, Question 4 4. What are the main features of a Performance Management system? In what ways can organizations ensure that such systems fulfil strategically useful outcomes (30 marks) Answer: 4.1 Main Features of a PMS The main features of PMS are: PMS consists of business-led outcomes that may be assessed against definite business objectives; PMS is integrated with interlocking procedures and flows of information; There is a mix of quantitative and qualitative objectives; There is a focus on both system design and manner of implementation. Because PMS are sensitive to process and culture, it is hence flexible; PMS rely on a participative approach by mangers and staff alike, which can align with other organisational processes, for example, employee religions, communications and decision-making processes; Lastly PMS have a distinctive and adaptable quality of being people and systems-oriented (Source: University of Sunderland). There are 6 other features of PMS that links it to the overall business strategy of a company which might also guide organisations in ensuring strategic outcomes are met: Objective setting; Ongoing review of objectives; The development of personal improvement plans linked to training and development; Formal appraisal and feedback; Pay review; A competence-based organisational capability review (Source: University of Sunderland). 4.2 Ensuring PMS Fulfils Strategically Useful Outcomes The best way to ensure that PMS is able to fulfil strategically useful outcomes is for the organisation to be involved in the setting of performance objectives and thereafter measure those objectives. When setting clearly defined performance management objectives organisations can gear the scope and nature of the objectives to reflect the organisations own corporate goals. These performance objectives should also be linked closely to the individual employees as well as the organisations capability resources. When setting objectives, coverage should include competence and skill development, ability in meeting operational targets, and creating a suitable corporate culture. Objectives are generally defined into 3 categories: productivity and output related, job-related and person-related. For productivity and output related objectives, these are a measure of quantifiable output targets like: Cost reduction Achieving sales quota Meeting production volumes. For job related targets, these involve meeting the main objectives of the job laid down in its description according to the specified level of competence: Achieving main responsibilities and accountability. Meeting tasks as described in the job description. Meeting the obligations and service relationships to internal and external customers. For person related objectives, these affect the behavioural outcomes of the person performing his job, such as sharing knowledge an ideas with co-workers. Organisations recognise the importance of linking organisational culture with person-related objectives as it can help to bring about a positive change in the organisations culture. For instance, an organisation that wants to have a culture that is collaborative in nature will set objectives on employees and measure an employees research report on the number of references made to other employees work or the number contributions made by the employees colleagues in the report. This type of objective will change a person behaviourally so that he or she is able to meet the performance objectives. As organisations are beginning to shift away from individualistic performance objectives such financial goals and moving towards objectives which links the workforce to the corporate objectives or wider environment such as quality and effectiveness of business processes, other measurements are being introduced to maximise the potential and skill of the workforce through a commitment-oriented strategy. Thus, organisations have also realised that to engage the wider environment, they have to identify the relationship between the 3 key stakeholders an the organisation: Investors who require return on their investment through dividends; Customers who require quality and service for which they pay; And employees who require a healthy and rewarding working environment that provides job security (Source: University of Sunderland). Now that the inter-relationship has been identified, organisations are better able to communicate expected levels of competence from employees and will also be able to appropriately empower staff to deal with activities as a result of their integration. Lynch and Cross (1995), created a model that shows this relationship (see Figure 4.A). This model also identifies the broad measures and integration of objectives at each individual level. Figure 4.A shows The Performance Pyramid from Lynch RS and Cross (1995) (Source: University of Sunderland) 4.2.1 Appraisal Systems As the link between objectives and organisational resources are important, it must therefore be integrated with appraisal systems. Appraisals do the job of reviewing the performance management objectives, and it traditionally occurs annually between the manager and staff. However, as the need for objectives to stay relevant and achievable all the time, reviews of the objectives are beginning to occur more regularly. Hence it can be said that regular reviews also encourages the building of relationship and the occurrence of coaching through such regular discussions. In the design of appraisal schemes, there are 2 types of orientation schemes that emerge: the control orientation and the developmental orientation. In the control orientation approach, it is always assumed in a negative light that a senior entity in the organisation decides the goals, targets, objectives and rewards for the employees to achieve. This results in employees feeling insecure as they feel that they are being constantly monitored and may lead to a breakdown in commitment. Often, when adjustments are introduced to ease such worries, the appraisal scheme becomes ineffective as manager do not address real issues which may cause a loss in motivation or damage in relations between the manager and employee. Standardised controls are put in place so as to maintain consistency and equal treatment for all, however it sacrifices flexibility in the process. The level of impact is low on performance with the exception of a few existing high performers. Thus, this approach is effective when targets are clear and staff are used to it. The emphasis is not so much on enhancing performance through feedback and motivation but more on t he managements authority over the employees. In the case of the developmental approach, the manager is not in control whereas employees are the ones who take the initiative to address uncertainties in wanting to know how to improve themselves. Employees want to be helped and supported through problems and they learn through failures and success. The strengths in this approach include less resistance between the manger and staff, and being able to handle problems in an open way. Problems can also be dealt with on a more objective basis without souring relationships. Employees are also given high trust in their integrity. However, the weaknesses with this approach include less visible outcomes being produced and the manager has to take on a more consultative or counsellor role that they might not be able to perform well in. 4.2.2 Types of Appraisals There are a few types of appraisals which organisations may choose to adopt including the, self-appraisal, top-down appraisal, peer appraisal and multi-directional appraisal. Top-down appraisals are traditional and feedback is gathered from the staff while objectives come only from the top. The weaknesses of this type of appraisal are that too much emphasis is being placed on traditional organisational hierarchies. Favouritism might also be prevalent and employees might not have full knowledge in structures where managers posses a wide span of control. Self-appraisal methods are hardly used. It gives the employees more ownership and a much higher degree of participation in the appraisal scheme. Managers adopt a more supportive and advisory role where they engage in discussions with the staff on setting of objectives. In the upward appraisal model feedback is given from the bottom to top. Employees are often asked to provide such feedback anonymously. Organisations that use this method recognise the need to provide more effective working systems for employees to work more efficiently. In the peer appraisal model, members of the same team are being asked to appraise one another. There may be sensitivities involved when using this method as members might show favouritism to particular members or dislike towards certain members might be the reason for poor rating given. In contrast to the peer appraisal method, multi-directional appraisals sets up to obtain feedback from the outside of the team and it often also includes gathering feedback externally from customers. Its key strength is its being able to overcome the lack of knowledge from a single appraiser as it gathers feedback from many sources. However its biggest weakness lies in the lack of control over hostile ratings being given. Thus appraisals are also a tool to ensure that performance objectives meet strategically useful outcomes. Word count (1409) Section B, Question 5 5. Why are reward management systems critical to SHRM? How can organizations develop reward systems strategically? (30 marks) Answer: 5.1 Why Reward Management Systems are Critical to SHRM In strategic human resource management (SHRM), strategies that are being implemented into a companys human resource policies are closely connected with a companys main adopted strategy in order for it to aid in achieving company objectives. SHRM does so by means of recruiting, developing, maintaining and retaining an efficient, productive workforce. As employees make up a companys workforce, they should then be regarded as key assets in a company. Reward management systems are therefore critical to SHRM because they are used to reward and compensate employees in manners that impact employees positively for the company. For example, well-developed reward management systems uses rewards to motivate employees to grow and develop their potential, thereby increasing the quality of efforts contributed towards the company. Rewards and compensation systems are also critically used in aligning the culture, objectives and philosophies of the company with efforts of the employees, this allows employees to identify themselves as part of the company and thus strengthen their loyalty and commitment towards the company and its objectives (Sherman et al., 1998). In todays competitive environment where companies compete for talent and expertise, rewards play an important role in both the recruitment of talent and retention of long serving employees who have difficult-to-source tacit knowledge in their field of expertise. Having a flexible reward management system also means that a company is able harness other forms employment, for example, hiring of part-timers with relevant experience to temporarily fill in during short-term projects. 5.2 Developing a Reward System Strategically Rewards systems in companies practicing SHRM must obviously be strategic in nature. According to Lawler (1984), there are nine points to consider when making strategic decisions in developing reward systems in companies. The nine points are termed as follows: Base of rewards. Performance and Incentivisation scope for progression. Market position. Internal versus External comparison. Centralised versus de-centralised reward. Degree of pay hierarchy. Reward Mix. Process issues. Reward systems consequences/integration. 5.2.1 Base of Rewards Salaries can be based on 3 options: The type of job a person undertakes. The persons contribution in the job. The knowledge and skill level people possess within the job. The 1st option is to pay based on the growth and development an individual undertaking a job. This is typically done through internally comparing a particular job with other jobs within the company using a job evaluation which measures the tasks that the job is required to perform. External comparisons could be used, whereby companies compare the wages offered by other companies against their own. Job based rewards are typically found in larger organisations where job and pay equity is predominant; an example would be jobs in the public service sector where job grading is used. The 2nd option is to pay based on the individuals performance within his or her job and is commonly implemented in cases where the jobs are small in number or job scopes that are distinct and pay has to be individual. Performance based pay is used to balance job demands and contributions made in order to motivate the individual to enhance performance. The 3rd option is to pay based on the need to acquire new s kills and knowledge so as to enable organisations to meet the new market challenges. 5.2.2 Performance and Incentivisation scope for progression. This point considers the many types and ways of using incentives, whether as a part of an individuals salary or an additional portion. However, the main dilemma lies in reconciling strategic objectives with the use of suitable incentives to motivate and enhance employee performance and commitment to the company. Companies will have to decide the forms in which incentives will take and how it will be distributed as well as the positive and negative repercussions it might bring to the company or its employees. For example, substituting commission for a fixed bonus payout to sales employees might cause low-performers to be happy, while high-performers might become disgruntled they could have earned more on a commission scheme. 5.2.3 Market Position As labour markets are vulnerable to the economy, market trends and political influences, radical changes may happen anytime within the labour market. For example, if there is a labour shortage in certain industries, organisations would be forced to pay a higher wage to acquire the labour needed. As such, organisations are finding it difficult to sustain an internal sense of fairness that comes from a formal measurement of job equity within internal wage structures. Therefore, reward strategies need to be formulated to answer to such external uncertainties, and also be flexible (if it is not already so) enough to accommodate different wage schemes and levels when required. 5.2.4 Internal versus External comparison As reward systems are key to hiring, retaining and developing employees, it is important for a company to benchmark its reward policies against the external and internal environment. Hence, it is important for companies to understand the logic behind market rates of pay and benefit and to know where and how to collect data required to conduct pay and benefits surveys. These surveys are often conducted so that companies are able to rely on the information to make adjustments to current pay and benefit rates, thus staying competitive in their pay and benefit policies. Companies should also be able to present data in a meaningful manner so that proper analysis can take place. Job evaluaton (JE) is defined as a systematic procress by which relative worth of jobs are determined so as to establish which jobs will be paid more over others in the organisation (Sherman et al., 1998). The key features of JE are: A process which compares the relationships between jobs based on demand placed on employees. A process of judgement made by understanding of job descriptions and roles required to perform the job. A process of analysis after generating point factors from judgements, to enable job ranking. A process of structuring whereby job descriptions are formulated, problem solving, identifying key factors equivalent to job knowledge, and more. Score formulation also takes place to establish ranking, building wage structures and create job-grading systems. The important decisions to make in a JE are the selection of appropriate factors and their levels, as well as how value of factors will be expressed. 5.2.5 Centralised versus de-centralised reward Organisations often have to struggle to decide if reward systems should be managed in a centralised or de-centralised manner. Centralised controlling is tight and usually means a standardised rate of wage increment. This may cause employees to be less motivated and innovative in their contribution which becomes unhealthy for the company, this holds true for employees who belong to a business unit selling a varied number of products and services. In this case, it might be better having a de-centralised control of rewards system and empower managers with discretionary authority to reward employees accordingly, hence boosting morale. 5.2.6 Degree of Pay Hierarchy Pay hierarchies exists in organisations and reward systems are dependent on them to a large extent. Pay hierarchies show the distinct difference in power and often reflect career progression. However, organisations are gradually moving away from such distinct hierarchies in pay systems by formulating wage structures that encourages wage overlap and opportunities for increment. Graded wage structures are commonly used and though not all are exactly the same, they share common features such as: A salary grade allocated to a job based on an individuals contribution, the labour market and the degree of complexity present in a job. Salary bands or grade in which employees belong to and have to gain promotion in order to progress on to a higher salary band. Each band consists of at least minimum entry point, market or mid-point and a maximum point that employees can achieve. Salary bands are associated with each other; usually the maximum point of a starting salary band is the commencement of the next salary band. The degree of overlap will have to be determined by the organisation. As employees move up along the band, organisations will have to decide if employees move up to fixed points along the bands or should employees be allowed to skip certain points and progress at a faster rate instead. 5.2.7 Reward Mix Although pay is often identified to be the key ingredient in a reward mix, other benefits such as free annual health screening, pension schemes, certified-skill upgrades, use of company vehicles, etc, are just as useful in rewarding employees. When creating a reward mix, the challenge for companies is to identify the strategic reasons for having each benefit in the reward mix and their costs to the company. 5.2.8 Process Issues In the discussion of process issues, the 1st strategic issue to be considered is communication and transparency. As communicating pay objectives to employees clearly is important in achieving positive human resource results, the existing culture of companies usually decides how open the dialogs are. Traditional companies adopt a closed system and keep salary ranges unknown for purposes of pay review. Other companies with open systems often publicise the salary structure and criteria for which salary increment can occur. Open systems tend to instil confidence and fairness into employees as decision-making becomes more transparent and criteria are made known. The 2nd strategic issue concerns with employees degree of involvement in pay decisions. A company aiming to achieve a team-based operating culture and high employee involvement in all aspect of human resource management should consider allowing employees to be involved in determination of job salaries too. Companies adopting close -based systems usually applies HR policies onto its employees and ultimately, companies have to decide whether leveraging highly on employees trust and commitment or otherwise, is more suited to the companys culture. 5.2.9 Reward Systems consequences/integration As HR objectives change over time, so should reward objectives because rewards should be integrated into HR systems. And if the objectives are inline, then the integration between rewards and HR systems will serve well to make a positive impact on employees who in turn stays committed to churn out more positive contributions for the company. Word count (1700)

Hamlet: Act 2 Scene 2 :: Shakespeare Hamlet

Hamlet: Act 2 Scene 2 - Compare Hamlet's Reaction to Arrival of Rosencrantz and Guildenstern and To the Players Compare Hamlet's reaction to the arrival of Rosencrantz and Guildenstern with his reaction to the arrival of the Playyers. Account for his reactions.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   By comparing Hamlet's reaction to the arrival of   Rosencrantz and Guildenstern  Ã‚   with his reaction to the arrival of the Players, we can observe the different perspectives of Hamlet's character. His reaction to the arrival of his old friends is similar to his reaction to the arrival of the Players in as he is happy to see them all and he reveals his sanity to them all. When Rosencrantz and Guildenstern arrive, Hamlet is overjoyed to see his   "excellent good friends" (2.2.227) with whom he grew up. Hamlet is also delighted to meet with the Players. But this is where all the similarities end. In his conversations with Rosencrantz and Guildenstern, Hamlet becomes suspicious of the purpose of his old friends' visit and he is perceptive enough to see through the outer disguise into the interior motives. He forces them to reveal that they have been sent by the King to find out what is causing Hamlet's "transformation" ( 2.2.5). Hamlet admits his sanity by telling his good friends that his "uncle- father and aunt mother are deceived." (2.2.348)   Why does Hamlet admit his sanity to Rosencrantz and Guildenstern? Is it an another attempt to at deception, or is it to implant a sense of trust between Hamlet and his old friends? Hamlet could possibly be furthering his plans for revenge by admitting his sanity. Hamlet's friends would relay the message to the King and Claudius may think that Hamlet really is mad for admitting that he was supposedly feigning madness. On the other hand, at the conversation with the Players, his behavior is spontaneous. He welcomes his "good friends" (2.2.431) and it seems that he is "glad" (2.2.430) to see them again. He is friendly, funny and very open in his communication with the Players. Hamlet notices that one of the young players who plays female roles has grown a beard and he makes a joke about it. It also indicates that Hamlet has known them for a long time. The young Prince Hamlet also demonstrates his sanity when meeting with the Players. Hamlet shows that he is still capable of reasonable thought when he recites the lines to a play that he has heard only once. Hamlet reestablishes his friendship with the Players and shows his sanity to the Players so that he can further his plan for revenge.

Home Recipe for Food Tech/Cooking Students †Fresh and Fried Spring Rolls Essay

Ingredients – makes 16 large spring rolls: 1 cup thinly sliced carrot 1 cup shredded Chinese cabbage 1 cup spring onions thinly sliced 1 cup mushrooms diced 1 1/2 cups thin rice noodles 16 sheets of defrosted spring roll pastry ( for fried spring rolls) 16 sheets of rice paper (for fresh spring rolls) 450g chicken mince (if making fried spring rolls) Method: Fried Spring Rolls: 1.Boil enough water to submerge the noodles and place both the water and noodles in a bowl to break them up and soften them. Let them soak for about 2-3 minutes. Remove with a colander. 2. Chop up all vegetables finely and mix together a long with the chicken and noodles in a large bowl. 3.Line up the spring roll pastry diagonally to you and put the mixture of veggies on the corner closest to you. 4.Roll the pastry up until you reach halfway. Fold in the corners and continue to roll. 5.Once you roll it until you have a little flap of pastry sticking out, wet it with a few drops of water to seal it to the rest of the roll. 6.Cook the spring rolls in the vegetable oil for 2-3 minutes until golden brown and crunchy. 7.Remove from oil and drain excess off via paper towel. 8.Serve the fried spring rolls with sweet chilli sauce for dipping. Fresh Vegetable Spring Rolls: 1.Place the noodles in warm water to soften them like you did with the noodles in step 1 of the fried spring rolls. Remove with a colander. 2.Place the rice paper in warm water after removing the noodles. 3.Follow steps 2-5 of the fried spring rolls recipe with the exception on using no chicken and substituting the pastry for the softened rice paper. 4.Serve with soy sauce.