Socialism and Communism essays

Communism and Communism papers When looking at the belief systems of communism and socialism to radicalism it is anything but difficult to see various ways to deal with characterizing individual flexibility. The most essential issue to which communist can't help contradicting dissidents is on the possibility of human instinct. Communist scholars don't concur whether there is such a mind-bending concept as human instinct yet feel that human practices and qualities can be molded to be social and agreeable through organizations made by either government or society as a rule. Communists state that radicalism is terrible for individuals since it doesn't give an adequate premise to society. Radicalism is naturally uncalled for and stresses on distinction, simultaneously ensuring the interests of the common while the regular workers is being misused. Communists philosophy advances the class over the person. Communists feel the individuals should cooperate and not be worried about uniqueness yet rather improving the gener al public when all is said in done. Communist scholars don't feel individuals work better as people, however that individuals realize that we have to cooperate to endure. Individuals are ordinarily social or shared animals. People don't live or work or imitate the species in detachment, yet in collaboration with each other. In a liberal society private property is the foundation of all insidious. Communism advances no private property. All land is possessed by the general public and any items made from that society is likewise everybody's property. This implies society in general, and not private people, should claim and control property to help all. This is the central conviction that all communists share. Communists accept this makes uniformity. Getting rid of private property likewise annuls classes. You no longer have an ace slave relationship since there are no longer bosses of the land. Equity is the reason for individual flexibility on the communist perspective. With each... <! Communism and Communism expositions Socialism In the 18 and 1900s the world experienced a change called the Industrial Revolution. New creations and machines delivered merchandise enough to wipe out the enormous measure of neediness and increment the personal satisfaction. Each nation experienced a cleansing remembering changes for government. These types of government were new, and increasingly custom fitted toward the lift in industry. Socialism and communism were two of these new governments. They are additionally the subjects which I should research and present to the class. I found that I needed to investigate two unique scenes of data so as to get the information on communism and socialism required to complete this task. The main source I utilized was my standard issue helpful dandy World History Perspectives on the Past by D.C. Heath. I utilized their clarification of my subject in the glossary to help with my examination. The second source I utilized was the web. First I went to Yahoo! also, scanned for socialism. The principal connect I went to, entitled Communism by John Gray, gave a decent rundown of socialism. I returned to Yahoo! furthermore, did likewise scan for communism. Communism The Web Site by David Mcmullen was the place it lead me, and it to had a similarly helpful and educational basically exposition of communism. These two sources gave me bounty data to complete this venture. They showed me enough the subject to instruct it to the remainder of the class. Me and my gathering figured it would be a decent objective to ensure we get different understudies keen regarding the matter as opposed to causing them to listen cause its on the test. Thusly, we figured creation a socialism and communism comic would catch the understudies consideration and intrigue. Ideally this strategy will accomplish our objective while likewise showing them a lot of data regarding our matter. We probably won't have the option to get to Ms. Yosts level of presentatio... <!

Fetal Alcohol Syndrome its symtoms and treatment.

Fetal Alcohol Syndrome its symtoms and treatment. Our nation is seeing the huge effect liquor related birthdefects are having on our general public. These birth deserts are brought about by maternal useof liquor during pregnancy which are irreversible, yet preventable. Agreeing toThe National Organization on Fetal Alcohol Syndrome, Fetal Alcohol Syndromeis the name given to a gathering of physical and mental birth deserts that are the directresult of a lady's drinking during pregnancy. It impacts the family, educationsystem, wellbeing framework and social administrations all in all, just as individual losses.Fetal Alcohol Syndrome is viewed as the most widely recognized known reason for mentalretardation in the Western World. There is no known remedy for this issue. FetalAlcohol Syndrome is the main source of birth surrenders that are absolutely one hundredpercent preventable. Through instruction and intercession these imperfections can bestopped. In knowing how Fetal Alcohol condition can be forestalled, what thesymptoms are, and w ho and what makes up the hazard factors Fetal Alcoholsyndrome can be better understood.English: Baby with the FAS-disorder. Deutsch: Baby...Americans need to consider the life of theirchildren, and need to find out about fetal liquor disorder, know its belongings, and howto analyze it. We should start by seeing education.Communities, schools, and concerned people can assist with forestalling FetalAlcohol Syndrome, through instruction and mediation. Exceptional endeavors ought to bedirected toward instructing ladies, preceding and during the childbearing years,regarding the destructive impacts of liquor on the creating hatchling. Significant endeavors atall levels of society ought to be made to create quality instructive programsregarding the injurious outcomes of liquor on the unborn youngster. Theseprograms ought to be coordinated into required educational program for all high schoolstudents. They ought to be a piece of the instructive educational plan in all post-secondaryand grow n-up focuses of learning. Pediatricians and other wellbeing experts...

What to Look For in a University

What to Look For in a University Deciding where to continue a higher education can be overwhelming, and with each college boasting about how they are the best fit for you, how can you be sure? Here are a few things to keep in mind when deciding and to hopefully help you figure out where you belong. Academics/Admission rate This should be, for anyone looking at higher education, the number one priority. And while no college advertises as being easy, every college has a different rank. Thus, looking at admissions rates can help determine how competitive a college is. Remember, being realistic with yourself is important, while challenging yourself is, too. Applying to one university with a 5% acceptance rate is incredibly risky, but applying to universities with high acceptance rate is not challenging. Balance is everything. Location Gif from Giphy Prospective students tend to ignore this one, especially students who grew up in a suburb. The I cant wait to get out of here! feeling  is something I know all too well. But the truth is that you will get homesick, and when you do, it is important to be able to get home to the comfort of your own bed and home. By no means does this mean that the adventure of going across the country is a poor choice, but be mindful of who you are and how dependent you are on your family. Cost/Aid Gif from Giphy Loans are a pain to pay off, and finding a job right away your freshman year may be unrealistic. Choosing a university that offers financial aid and academic scholarship is a wise financial choice, especially if your parents are the ones paying  the bills. ANYTHING except the dorms Basing a college choice on where you will live for less than 8 months is crazy! And the truth is that all dorms are small and rather plain at first (it makes decorating all the more fun). So please please do not cross a college off of the maybe list because the dorms are not completely updated or renovated. In the grand scheme of things, it is not important at all. Rachel Class of 2020 I am studying Middle Grades Education with concentrations in Social Sciences and Literacy in the College of Education. Although I now reside in Champaign, I am originally from Vernon Hills, a Northwest suburb of Chicago.

What Effect Does Tryptophan Have On Your Body

Tryptophan is an amino acid that is found in many foods, such as turkey. L-tryptophan foods have a reputation for causing sleepiness. Here are some facts about what tryptophan is and the effects it has on your body. Tryptophan Chemistry Key Takeaways Tryptophan is one of the essential amino acids. Humans cannot make it and must obtain it from their diet.Tryptophan is used in the synthesis of the neurotransmitter serotonin.Some people take tryptophan supplements as a sleep aid or antidepressant. However, eating foods rich in tryptophan has not been shown to cause drowsiness. Chemistry in the Body Tryptophan is (2S)-2-amino-3-(1H-indol-3-yl)propanoic acid and is abbreviated as Trp or W. Its molecular formula is C11H12N2O2. Tryptophan is one of the 22 amino acids and the only one with an indole functional group. Its genetic codon is UGC in the standard genetic code. Humans and other animals arent the only organisms that use tryptophan. Plants use the amino acid to make auxins, which are a class of phytohormones, and some types of bacteria synthesize tryptophan. Tryptophan is an essential amino acid, meaning you need to get it from your diet because your body cannot produce it. Fortunately, tryptophan is found in many common foods, including meats, seeds, nuts, eggs, and dairy products. It is a common misconception that vegetarians are at risk for insufficient tryptophan intake, but there are several excellent plant sources of this amino acid. Foods that are naturally high in protein, either from plants or animals, typically contain the highest levels of tryptophan per serving. Your body uses tryptophan to make proteins, the B-vitamin niacin, and the neurotransmitters serotonin and melatonin. However, you also need to have sufficient iron, riboflavin and vitamin B6 to make niacin and serotonin. Together with tyrosine, tryptophan plays a role in anchoring membrane proteins in cells. Only the L-stereoisomer of tryptophan is used by the human body. The D-stereoisomer is much less common in nature, though it does occur, as in the marine venom contryphan. A Dietary Supplement and Drug Tryptophan is available as a dietary supplement, although its use has not been demonstrated to affect levels of tryptophan in the blood. Some studies have indicated tryptophan may be effective as a sleep aid and as an antidepressant. These effects may be related to the role of tryptophan in the synthesis of serotonin. Health conditions that lead to poor tryptophan absorption (like fructose malabsorption) may reduce blood serum levels of the amino acid and are associated with depression. A metabolite of tryptophan, 5-hydroxytryptophan (5-HTP), may have application in the treatment of depression and epilepsy. Can You Eat Too Much? Eating large amounts of foods high in tryptophan, such as turkey, has not been shown to cause drowsiness. This effect typically is associated with eating carbohydrates, which trigger the release of insulin. Even so, while you need tryptophan to live, animal research indicates eating too much of it may be bad for your health. Research in pigs shows excessive tryptophan may lead to organ damage and increased insulin resistance. Studies in rats correlate a diet low in tryptophan with an extended lifespan.  Although L-tryptophan and its metabolites are available for sale as supplements and prescription medications, the Food and Drug Administration has warned that it is not categorically safe to take and may cause illness. Research into the health risks and benefits of tryptophan is ongoing. Foods High in Tryptophan Tryptophan is found in high-protein foods such as meat, fish, dairy, soy, nuts, and seeds. Baked goods often contain it, too, especially if they contain chocolate.Baking chocolateCheeseChickenEggsFishLambMilkNutsOatmealPeanut butterPeanutsPorkPumpkin seedsSesame seedsSoybeansSoy milkSpirulinaSunflower seedsTofuTurkeyWheat flour Resources and Further Reading Koopmans, Sietse Jan, et al. â€Å"Surplus Dietary Tryptophan Inhibits Stress Hormone Kinetics and Induces Insulin Resistance in Pigs.† Physiology Behavior, vol. 98, no. 4, 19 Oct. 2009, pp. 402-410.Ooka, Hiroshi, et al. â€Å"Neural and Endocrine Development after Chronic Tryptophan Deficiency in Rats: II. Pituitary—Thyroid Axis.† Mechanisms of Ageing and Development, vol. 7, 1978, pp. 19-24.U.S. Department of Health and Human Services and U.S. Department of Agriculture. Dietary Guidelines for Americans. 6th ed., Government Printing Office, Jan. 2005, Office of Disease Prevention and Health Promotion.

American Grand Strategy Under Trump - Free Essay Example

Sample details Pages: 4 Words: 1271 Downloads: 6 Date added: 2019/03/27 Category Politics Essay Level High school Tags: Donald Trump Essay Did you like this example? Americans have enjoyed nearly a century of leading the liberal world order and benefiting from it. The post-war era has been dominated by America guiding the democratic world, with president after president having relatively similar ideas of Americas role in the world. The 2016 election put an end to that. Don’t waste time! Our writers will create an original "American Grand Strategy Under Trump" essay for you Create order We now have a President who is ready and willing to change the status quo. Hal Brands American Grand Strategy in the age of Trump dives into the realities of Trumps ideas and plans regarding foreign policy. There are a few main themes throughout the book that grapple with what Trumps grand strategy might look like such as; President Trump must have a grand strategy, Americas grand strategy is in for big changes, and what the consequences of a new grand strategy might be. President Trumps erratic policy ideas lead many to ask questions regarding what role the United States should play in the world and what a truly America first policy could look like in todays world. Brands attempts to address these questions themes throughout the text. Brands begins the book by pointing out that since the beginning of the post-war era, America has formed a highly profitable grand strategy through diplomacy and military commitments. Americas grand strategy has been effective, so president after president chose to model their strategies off of a similar model with emphasis on military and diplomatic actions. In todays world, with Donald Trump as president, many people think we need a new grand strategy, yet as Brands states, the United States does not need a fundamentally revised grand strategy; it already has one that has worked well over time and remains broadly consonant with global power realities today(17). Regardless of what strategies America has adapted in the past and no matter how successful it may be, we should still examine possible alternatives. This brings us into the next chapters that focus on the potential differences we may see in strategy and the benefits and drawbacks to these new ideas. Brands then dives into an alternative referred to as offshore balancing. This refers to the idea of promoting offshore power to govern rather than using American effort, almost as if America were to delegate its influence on other players. However, after a deeper look into the pros and cons of such an idea, Brands concludes that the negatives far outweigh the positives. He concludes that there was no guarantee offshore balancing would significantly improve American relations with places like the Middle East, for example. Brands even goes far enough to suggest that perhaps offshore balancing could worsen our relationship with the world. The following chapter dives into the values and ideas of presidents that preceded Trump, specifically Obama. Brands writes about Obamas approach to light-footed military intervention rather than full scale military operations in every conflict that presented itself during Obamas administration. This military approach was in response to President Bushs mistakes with the invasion of Iran. Obama wanted to learn from Bushs mistakes, but many critics say he overlearned which affected the overall success of Obamas military interventions. Concerning Obamas light-footed approach to military intervention Brands writes, Yet the light footprint was no panacea. It disrupted extremist organizations, but did little to address the underlying failures of governance that allowed terrorist groups to thrive(65). The next section of the book finally dives into Trump and what he means for America, specifically American internationalism. Brands analysis seems to point to the fact that Trump is harmful for the well-being of internationalism. Expanding on this, he states his personal belief that the 2016 election was a blip due to the extreme unpopularity of both candidates running for president. Nonetheless, 2016 has come and passed and Donald Trump is the President of the United States, which raises the question: what does that truly mean for American internationalism? In the past, American policymakers had the belief that promoting internationalism and integration was not only good for America, but good for other countries involved, too. Brands writes, they sought to sustain democratic allies, and to advance liberal concepts such as democracy and human rights.(81) However, that was before Trump, so what is the difference? Donald Trump has been engaging in an assault to the established order an d seems determined to do the opposite of everything that has been established previously by international integration. He scorned the idea that the United States had either a moral or a practical calling to promote democracy and human rights abroad, and he advocated a partnership with Vladimir Putin, whose country often seemed to pose the greatest near-term danger to the global order.(83) Brands goes on to present ways in which American internationalism could transform under President Trump. His first solution is Fortress America which is considered a new isolationism that benefits America, and America alone. Brands describes it as a hardline, nearly zero-sum approach that would actively roll back the postwar international order and feature heavy doses of unilateralism and latter-day isolationism.(102) Fortress America is supposedly supposed to help America unload thankless global burdens and increase Americas security. However, this plan will end up hurting America in the long run, because isolation can be seen as agression. The second solution Brands suggests is a bit more tame and has to do with America being more globally cooperative while still having nationalism in mind. This approach would involve striking better trade deals, releasing some of Americas international burdens, and still preserving Americas global image. Brands notes that this strategy truly would put America first by enhancing its relative position with a positive-sum order that has served the nation so well.(114) In the following chapters, Brands offers further solutions in relation to the United States declining military influence and credibility. He begins with the idea of investing in a large, long-term overhaul of our military that will in turn make our words and actions line up. Next, he suggests that our reputation counts for everything and relying on it would be greatly beneficial to America. As George W. Bush declared, America must possess strength beyond challenge. We have a large influence over the rest of the world and we should be using it to our advantage in a more profitable way, like investing more resources into diplomacy. Finally, the United States could lean on the Cold War strategy of using nuclear power as a bargaining chip. Overall, Brands believes that increasing our defensive budget has the least number of drawbacks in the short-term. Brands gives the reader a straight forward look at what American grand strategy has been in the past and what it may look like in the future. Deep analysis of possible new directions that President Trump plans on taking us offers Americans new insight on what foreign policy really looks like in todays world. Trumps idea of nationalism may seem ideal to nationalist now, however, these ideas have many negative drawbacks in the long-term that could hurt Americas image as well as soft and hard power that could hurt us in the years to come. This multi-sided narrative around American grand strategy attempts to show the whole picture when it comes to our foreign policy and how America plans on interacting with the world with a President that likes to break the status quo. Brands ultimately states that American grand strategy has an overall positive impact on the world and the implementation of grand strategy must continue regardless of short-term drawbacks. America has a role in the world t hat is most beneficial when we have an attitude based on internationalism, and a truly America-first policy would only hurt American image and power in the long term.

Taj People Philosphy and Star System Free Essays

string(26) " trained their own staff\." The employee at Taj is viewed as an asset and is the real profit centre. He or she is the very reason for our survival. The creation of the Taj People Philosophy displays our commitment to and belief in our people. We will write a custom essay sample on Taj People Philosphy and Star System or any similar topic only for you Order Now We want an organisation with a very clear philosophy, where we can treasure people and build from within. * Bernard Martyris. Senior Vice-President, HR, Indian Hotels Company Limited (IHCL) Introduction In March 2001, the Taj Group launched an employee loyalty program called the ‘Special Thanks and Recognition System’ (STARS). STARS was an initiative aimed at motivating employees to transcend their usual duties and responsibilities and have fun during work. This program also acknowledged and rewarded hard working employees who had achieved excellence in their work. The Taj Group had always believed that their employees were their greatest assets and the very reason for the survival of their business. In 2000, to show its commitment to and belief in employees, the Taj Group developed the ‘Taj People Philosophy’ (TPP), which covered all the people practices of the group. TPP considered every aspect of employees’ organisational career planning, right from their induction into the company till their superannuation. TPP offered many benefits to the Taj Group. It helped the company boost the morale of its employees and improve service standards, which in turn resulted in repeat customers for many hotels in the group. The STAR system also led to global recognition of the Taj Group of hotels in 2002 when the group bagged the ‘Hermes Award’ for ‘Best Innovation in Human Resources’ in the global hospitality industry. The Taj People Philosophy Since its establishment, the Taj Group had a people-oriented culture. The group always hired fresh graduates from leading hotel management institutes all over India so that it could shape their attitudes and develop their skills in a way that fitted its needs and culture. The management wanted the new recruits to pursue a long-term career with the group. All new employees were placed in an intensive two-year training program, which familiarised them with the business ethos of the group, the management practices of the organisation, and the working of the cross-functional departments. The employees of the Taj Group were trained in varied fields like sales and marketing, finance, hospitality and service, front office management, food and beverages, projects, HR and more. They also had to take part in various leadership programs, so that they could develop in them a strong, warm and professional work culture. Through these programs, the group was able to assess the future potential of the employees and the training required to further develop their skills. The group offered excellent opportunities to employees both on personal as well as organisational front. In order to achieve ‘Taj standards’, employees were made to undergo a rigorous training program. The group strove hard to standardise to all its processes and evolve a work culture, which appealed to all its employees universally. The group believed that talent management was of utmost importance to develop a sustainable competitive advantage. The group aimed at making the HR function a critical business partner, rather than just a support function. To further show its commitment to and belief in employees, the group created the ‘Taj People Philosophy’ (TPP) covering all people practices of the group. The concept of TPP, developed in 199,was the brainchild of Bernard Martyris, Senior Vice-President, HR, IHCL, and his core team. The concept, originally planned to be called as ‘The Womb to Tomb Approach’, covered all the aspects of an employee’s career, from joining the group until his/her retirement. TPP was based on the key points of the Taj employee charter. Key Points of the Taj Charter Some of the key points of the Taj Charter are given below: * Every employee of the Taj Group would be an important member in the Taj family. * The Taj family would always strive to attract, retain and reward the best talent in the industry. * The Taj family would commit itself to formal communication channels, which would foster transparency. It was developed in line with the Tata Business Excellence Model (TBEM). Explaining the rationale for implementing the philosophy, Martyris said, â€Å"It is to achieve that international benchmarking in hospitality, and HR must fit into it†. According to him, the three major areas of TPP included work systems and processes, learning and development and employee welfare. As part of the TPP, the Taj Group introduced a strong performance management system, called the Balanced Scorecard System (BSS) that linked individual performance with the group’s overall strategy. BSS was based on a model developed by Kalpan and Nortan, and focused on enhancing both individual as well as enterprise performance. BSS measured the performance of employees across all hierarchical levels against a set of predefined targets and identified their variances. Martyris explained, â€Å"We are looking at a matrix form of organisation which cuts across hierarchy. It is important to understand the potential of people†. Therefore, BSS was implemented even at the lowest levels of hierarchy. The BSS included an Employee Satisfaction Tracking System (ESTS), which solved employees’ problems on a quarterly basis. As a part of ESTS, Taj carried out an organisation-wide employee satisfaction survey in mid 2000 of about 9000 employees. According to this survey, the reported satisfaction level was about 75%. The group aimed to increase this level to 90-95% and eventually to 100%. The group also took strong measures to weed out under-performers. The group adopted the 360-degree feedback system to evaluate the performance of all top officials, from the managing director to departmental managers, in which they were evaluated by their immediate subordinates. The 360-degree feedback was followed by personal interviews in individuals to counsel them to overcome their deficiencies. The Taj Group also established Centres of Excellence for its 14,000 employees at five locations in India, including Jaipur, Bangalore, Ernakulam, Chennai and Hyderabad. At these centres, departmental heads in each functional area were trained. These departmental heads later trained their own staff. You read "Taj People Philosphy and Star System" in category "Essay examples" The training included foundation modules and accreditation programs that familiarised the employees with Taj standards. Apart from adopting stringent measures to improve performance, Taj also recognised and rewarded its best employees across all levels of the organisation. For this purpose, Taj created a unique employee identification tracking and reward program known as STARS. Describing the program, Martyris said, â€Å"It’s an HR initiative aimed at creating an association ‘between our star performers and our brand, the Taj’†. The Star System The STAR system (STARS) was the brainchild of Martyris. The system was developed in accordance with Taj’s core philosophy that ‘happy employees lead to happy customers’. STARS, operative throughout the year (from April to March), was open to all employees across the organisation, at all hierarchical levels. It aimed to identify, recognise and reward those employees who excelled in their work. STARS was actively promoted across the group’s 62 chain of hotels and among its 18,000 employees globally, out of which 15,000 were from India. STARS had five different levels. Though employees did not receive any cash awards, they gained recognition by the levels they attained through the points they accumulated for their acts of kindness or hospitality. ‘Level 1’ was known as the ‘Silver Grade’. To reach this level, employees had to accumulate 120points in three months. To attain ‘Level 2’, known as the ‘Gold Grade’, employees had to accumulate 130 points within three months of attaining the silver grade. To reach ‘Level 3’, called the ‘Platinum Grade’, employees had to accumulate 250 points within sic months of attaining the gold grade. To attain ‘Level 4’, employees had to accumulate 510 or more points, but below 760points, to be a part of the Chief Operating Officer’s club. ‘Level 5’ which was the highest level in STARS, enabled employees to be a part of the MD’s club, if they accumulated 760 or more poi nts. Points were granted to employees on the basis of parameters like integrity, honesty, kindness, respect for customers, environmental awareness, teamwork, coordination, cooperation, excellence in work, new initiatives, trustworthiness, courage, conviction, among others. Suggestions by employees that benefited the organisation fetched them significant points. Such suggestions in each hotel of the Taj Group were examined by the General Manager and training manager of the hotel the employee worked in. the suggestions could also be posted on the Web, which were constantly monitored. Employees could also earn points through appreciation by customers, ‘compliment-a-colleague’ forums and various suggestion schemes. Employees could also get ‘default points’ if the review committee did not give feedback to the employee within two days of his/her offering a suggestion for the betterment of the organisation. In such cases, the employee concerned was awarded ’20 default points’. Hence, in an indirect manner, the system compelled judges of the review committee to give feedback to employees as early as possible. STARS helped employees work together as a team and appreciate fellow employees for their acts of kindness and excellence. It enhanced their motivation levels and led to increased customer satisfaction. In one case, a bellboy in one of the group’s hotel who received an American customer wen out of his way to care for the customer. Noticing that the customer, who had arrived late at night, was suffering from cold, he offered to bring him a doctor. However, the customer refused the boy’s offer. The bellboy then, on his own, offered a glass of warm water mixed with ginger and honey, a traditional Indian home remedy for cough and cold. The customer felt surprised and also happy at the bellboy’s gesture. He left a note of appreciation for him, which added to his existing points. According to the number of points accumulated, employees would receive a star, which could be pinned on to their coat. When a certain number of points were collected, employees received gift hampers, cash vouchers or a vacation in a Taj Hotel of their choice in India. The winners of STARS were felicitated at a function held in Taj, Mumbai. The winners’ photographs were displayed on a big screen at the function and they received awards given by the MD of the Taj Group. This award ceremony significantly boosted their morale. The STARS program seemed to have generated lot of attention among the employees at the Taj Group. During the initial phase, not every hotel seemed to be serious about adopting STARS, but after the first awards ceremony was conducted, every hotel in the group reportedly became very serious about the implementation of STARS. Reportedly, customer satisfaction levels increased significantly after the implementation of STARS. Commenting on the success of STARS, Martyris said, â€Å"After the campaign was launched, a large number of employees have started working together in the true spirit of teams and this helps us value our human capital. There are stars all around us but very often we look only at stars outside the system. Many employees do that extra bit and go that extra mile, out of the way to dazzle the customer satisfaction with employee recognition. Employee recognition is hence, directly linked to customer satisfaction. It is a recognition for the people, of the people and by the people†. STARS was also used by the group as an appraisal system, in addition to its regular appraisal system. The Future The STARS was not only successful as an HR initiative, but it brought many strategic benefits to the group as well. The service standards at all hotels of the group improved significantly because the employees felt that their good work was being acknowledged and appreciated. This resulted in repeat customers for Taj hotels. And because of STARS, the Group won the ‘Hermes Award 2002’ for ‘best innovation in HR’ in the hospitality industry. Analysts felt that the fame and recognition associated with the winning of the Hermes award would place the Taj Group of hotels at the top of the list of the best hotels in the world. The group also received requests for setting up hotels in Paris (France), where the ‘Hermes award’ function took place. The HR practices at the Taj Group attracted several Human Resources and Organisational Behaviour experts world over. In late 2001, Thomas J Delong, a professor of Organisational Behaviour from Harvard Business School (HBS), visited India and interviewed various employees in the Taj Group. After his visit, the Taj Group was â€Å"envisioned as an example of organisational transformation wherein key dimensions of cultural change went into the making of global managers†. Analysts also felt that social responsibility and people-centric programs were the core values of the Taj Group, which were well demonstrated through the ‘Taj People Philosophy’. Martyris said, â€Å"The challenges here lay in retaining the warmth and relationship focus of the Ta and inculcating a system-driven approach to service†. Analysts felt that the Taj Group had been highly successful because of its ability to provide better opportunities and gave greater recognition to its employees, which motivated them to work to the best of their abilities. The Employee Retention Rate (ERR) of the Taj Group was the highest in the hospitality industry because of its employee-oriented initiatives. In spite of the highest ERR, Martyris felt that the retention of talent was Taj’s major challenge. He said, â€Å"Our staff is routinely poached by not just industry competitors but also banks, call centres and others. In 2002, in the placement process at the hotel management institute run by the Taj, more than half of those passing out were hired by non-hospitality companies. While we are happy to see the growth and opportunity for this sector, we also feel there is a need for introspection. Are we offering swift and smooth career paths to our employees? How am I to retain staffers from moving across industries? In late 2002, the Taj Group, to demonstrate its strong belief in employees, announced plans to make further investments in training, development, and career planning and employee welfare. The group also tried to standardise its various processes and develop a common work culture. After winning the Hermes Award in 2002, the group also planned to nominate the BSS for the Hermes Award 2003. How to cite Taj People Philosphy and Star System, Essay examples

P

P-51 Mustang W/ WWII The Effects Of The P-51 Mustang In World War II T Essay P-51 Mustang w/ WWII The effects of the P-51 Mustang in World War IIThe Effect of the North American P-51 Mustang On the Air War in Europe Abstract This paper deals with the contributions of the P-51 Mustang to the eventual victory of the Allies in Europe during World War II. It describes the war scene in Europe before the P-51 was introduced, traces the development of the fighter, its advantages, and the abilities it was able to contribute to the Allies arsenal. It concludes with the effect that the P-51 had on German air superiority, and how it led the destruction of the Luftwaffe. The thesis is that: it was not until the advent of the North American P-51 Mustang fighter, and all of the improvements, benefits, and side effects that it brought with it, that the Allies were able to achieve air superiority over the Germans. This paper was inspired largely by my grandfather, who flew the P-51 out of Leiston, England, during WW II and contributed to the eventual Allied success that is traced in this paper. He flew over seventy missions between February and August 1944, and scored three kills against German fighters. Table of Contents Introduction Reasons for the Pre-P-51 Air Situation The Pre-P-51 Situation The Allied Purpose in the Air War The Battle at Schweinfurt The Development of the P-51 The Installation of the Merlin Engines Features, Advantages, and Benefits of the P-51 The P-51s Battle Performance The Change in Policy on Escort Fighter Function P-51s Disrupt Luftwaffe Fighter Tactics P-51s Give Bombers Better Support Conclusion Works CitedIntroduction On S eptember 1, 1939, the German military forces invaded Poland to begin World War II. This invasion was very successful because of its use of a new military strategic theory blitzkrieg. Blitzkrieg, literally lightning war, involved the fast and deadly coordination of two distinct forces, the Wermacht and the Luftwaffe. The Wermacht advanced on the ground, while the Luftwaffe destroyed the enemy air force, attacked enemy ground forces, and disrupted enemy communication and transportation systems. This setup was responsible for the successful invasions of Poland, Norway, Western Europe, the Balkans and the initial success of the Russian invasion. For many years after the first of September, the air war in Europe was dominated by the Luftwaffe. No other nation involved in the war had the experience, technology, or numbers to challenge the Luftwaffes superiority. It was not until the United States joined the war effort that any great harm was done to Germany and even then, German air superiority remained unscathed. It was not until the advent of the North American P-51 Mustang fighter, and all of the improvements, benefits, and side effects that it brought with it, that the Allies were able to achieve air superiority over the Germans. Reasons for the Pre-P-51 Air Situation The continued domination of the European skies by the Luftwaffe was caused by two factors, the first of which was the difference in military theory between the Luftwaffe and the Royal Air Force. The theories concerning the purpose and function of the Luftwaffe and RAF were exactly opposite and were a result of their experiences in World War I. During WW I, Germany attempted a strategic bombing effort directed against England using Gothas (biplane bombers) and Zeppelins (slow-moving hot-air balloons) which did not give much of a result. This, plus the fact that German military theory at the beginning of WW II was based much more on fast quick results (Blitzkrieg), meant that Germany decided not to develop a strategic air force. The Luftwaffe had experienced great success when they used tactical ground-attack aircraft in Spain (i.e. at Guernica), and so they figured that their air force should mainly consist of this kind of planes. So Germany made the Luftwaffe a ground support force that was essentially an extension of the army and functioned as a long- range, aerial artillery. The RAF, on the other hand, had experimented with ground-attack fighters during WW I, and had suffered grievous casualty rates. This, combined with the fact that the British had been deeply enraged and offended by the German Gotha and Zeppelin attacks on their home soil, made them determined to develop a strategic air force that would be capable of bombing German soil in the next war. Thus, at the beginning of WW II, the RAF was mostly a strategic force that consisted of heavy bombers and backup fighters, and lacked any tactical dive- bombers or ground-attack fighters. (Boyne 21)The Pre-P-51 Situation Because of these fundamental differences, the situation that resulted after the air war began was: bombers in enemy territory vs. attack planes. The in enemy territory was the second reason for the domination of the Luftwaffe. At the beginning of WW II, and for many years afterward, the Allies had no long-range escort fighters, which meant that the bombers were forced to fly most of their long journeys alone. (Perret 104) Before the P-51 was brought into combat, the main Allied fighters were the American P-47 Thunderbolt and the British Spitfire, neither of which had a very long range. The rule-of-thumb for fighter ranges was that they could go as far as Aachen, which was about 250 miles from the Allied fighters home bases in England, before they had to turn around. Unfortunately, most of the bombers targets were between 400 and 700 miles from England. (Bailey 2-3) This meant that bombers could only be escorted into the Benelux countries, northern France, and the very western fringe of Germany. When these unescorted, ungainly, slow, unmaneuverable bombers flew over Germany, they were practically sitting ducks for the fast German fighters. On the other hand, the bombers were equipped with several machine guns and were able to consistently shoot down some of their attackers. Because of this, U.S. strategists were not yet convinced of the need for long-range fighters; they continued to cling to the belief that their big bomber formations could defend themselves over Germany. (Bailey 153)The Allied Purpose in the Air War The Allies knew that they had to drive German industry into the ground in order to win the war. Since the factories, refineries, assembly-lines, and other industry-related structures were all inland, the only way to destroy them was by sending in bombers. The only way that the bombers could achieve real success was by gaining air superiority, which meant that nearly all of the bombers would be able to drop their bombs without being harassed by fighters, and return home to fight another day. The problem with this sequence was that the Allies did not have this superiority, (Bailey 28) because their bombers were consistently getting shot down in fairly large numbers, by the German fighters that kept coming. The Allies soon realized that in order to gain this superiority, they would have to destroy more German fighters. In order to destroy the fighters, they would have to be forced into the air in greater numbers. In order to get more German fighters into the air, the more sensitive German industries would have to be attacked with more aggression. Following this logic, the Allies began a intensified bombing effort that resulted in the famous bombings of Hamburg (July 24-28, 1943) and Ploesti (August 1, 1943), among others. And, indeed, this did cause more fighters to come up to meet and engage the bombers. Unfortunately, the bombers were overwhelmed by the German opposition, and their losses soon began to increase. (Copp 359) The Allied air forces had, in effect, pushed a stick into a hornets nest, hoping to kill the hornets when they came out, and been stung by the ferocity of their response.The Battle at Schweinfurt The culminating point of this backfiring plan was the second bombing raid on Schweinfurt, which occurred on October 14, 1943. Schweinfurt was the location of huge ball-bearing factories that supplied most of the ball-bearings for the entire German military. The U.S. Eighth Air Force had staged a fairly successful raid on the same city two months earlier, but the second time around, the Germans were ready for them. The official report afterwards said that the Luftwaffe turned in a performance unprecedented in its magnitude, in the cleverness with which it was planned, and in the severity with which it was executed. Of the 229 bombers that actually made it all the way to Schweinfurt, 60 were shot down, and 17 more made it home, but were damaged beyond repair. This was a 26.5% battle loss rate for the Americans, while the Germans only lost 38 airplanes the whole day, from all causes. (Boyne 327) This battle was one of the key battles of the war, and undeniably proved to the Allies that the bomber offensive could not continue without a long-range fighter escort. (Copp 444) Even before October of 43, some had begun to realize the need for this kind of fighter. In June, the Commanding General of the Army Air Forces, General Hap Arnold, wrote a memo to his Chief of Staff, Major General Barney Giles, which said: This brings to my mind the absolute necessity for building afighter airplane that can go in and out with the bombers.Moreover, this fighter has got to go into Germany. The court hierarchy ensures that justice is achie Essay The sweeping Mustangs were released to ravage German convoys, trains, antiaircraft gun emplacements, warehouses, airfields, factories, radar installations, and other important things that would be impractical to be attacked by bombers. The fighters were also able to attack German fighters when they were least prepared for it, like when they were taking off or forming up in the air. What made this possible was the increase in the number of American planes present in Europe. This increase in the number of Allied planes compared to the number of German planes continued to the point that, on D-Day, the Allies used 12,873 aircraft while the Germans were only able to muster a mere 300. (Overy 77) By using this overwhelming numerical advantage, the Allied fighters were able to swamp their opponents in an unstoppable flood of planes. P-51s Disrupt Luftwaffe Fighter Tactics This increase in the number of fighters plus the change in fighter philosophy allowed the escorts to cover the bombers while simultaneously ranging far from the bomber stream and destroying all that they could find. This caused the disruption of several effective German fighter tactics that had been used successfully in the past. One of these tactics was the deployment of slow, ungainly German planes that would fly around the bomber formations, out of gun range, and report back on where the bombers were and where their weak spots were. The free-ranging P-51s soon wiped out these planes. Another popular tactic was to mount rocket launchers on the wings of some of these slower craft, have them linger just out of range of the bombers guns, and send rockets flying into the bomber formations. These rocket attacks were terrifying to the bomber crews, and often broke up formations, sending some planes to the ground. Obviously, these attacks also came to a halt. Most importantly, the fast German fighters had to change their attack tactics. Beforehand, they would fly alongside the formations and wait for the right moment to swoop in and attack a bomber. Now, they were forced to group together several miles away from the bombers, and then turn and made a mad rush at the bombers, hoping to inflict sufficient damage on one pass to shoot down some number of enemy bombers. They could not afford to stay with the bombers for very long for fear of being attacked by the Mustangs. (Perret 293) Indeed, soon after the P-51s entered onto the scene, Hermann Goering, the commander of the Luftwaffe, recommended that the German defensive fighters avoid combat with the P-51, and only attack bomber formations when there were no fighters around. The result of all of this is that the American fighters, led by the P-51s, soon began to gain air superiority. Not long after Goerings recommendation, a sarcastic Luftwaffe officer commented that the safest flying in the world was to be an American fighter over Germany. (Dupuy 35-36) It is obvious that the P-51, once it was supplied to the Eighth Air Force in great quantities, and unleashed by Doolittle and Arnolds new fighter policies, soon took a heavy toll on German air superiority. P-51s Give Bombers Better Support Another profound effect that the increased fighter coverage had was on the most important people, the bombers. After the entrance of the P-51, and the virtual elimination of the German fighter threat, the bombers were in much less danger from German fighters. The result of the decreased danger to the bombers is subtle, but obvious when thought about. Imagine a bomber crew sitting in their cramped plane, unable to move around or evade attack during their bombing run while numerous German fighters speed past their plane firing at them. Second lieutenant William Brick, the bombardier of a B-17 bomber, tells about the day he flew to Linz, Austria on a bombing run: . . . The remainder of the run must be perfectly straight andlevel, without the slightest deviation, or our five-thousand-pound bomb load will fall wide of the target. No evasiveaction is possible. . . Then comes the sickening rattle ofmachine-gun bullets and cannon fire hitting our ship; ignoringthe flak from the antiaircraft batteries, German fighter planeszoom in so close that it seems they will ram us. . . Even at thesub-zero temperatures of this altitude, salty sweat pours down myface and burns my eyeballs. Cursing and praying, I am gripped bythe same brand of helpless fear that fliers experience duringevery bomb run. I feel the terror in my hands, in my stomach,even in my feet. Long after returning from the mission, itseffects will remain etched indelibly on my face. . . . (Brick 61) This kind of terror experienced by the entire crew of the bombers was sure to affect their concentration and their carefulness. Indeed, it is an undeniable, if unquantifiable, fact that it is easier to bomb precisely when you know you will probably not be shot out of the sky. (Boyne 341)Conclusion In the end, the way that the Allied air forces gained air superiority was by destroying its opposition. The ways in which the fighters were able to destroy German fighters were diverse. The fighters utilized their high speed and maneuverability to fly low-level strafing missions that ranged over large expanses of territory and destroyed many Luftwaffe craft on the ground. This tactic was responsible for the destruction of many dozens of fighters that were unable to go on and fight in the air. Another way that the Allied fighters destroyed their opposition, and the most important way, was by luring them into the air. Going back to the hornets nest analogy, the Allies stopped pushing the stick and decided to bide their time until the moment was right. When they did start pushing the stick into the nest again, they were armed with a metaphoric insecticide. In real life, this insecticide was the P-51. Beforehand, the Allies had nothing that could stop the hornets and so were helpless to stop their attack. But after they had developed an insecticide capable of killing the hornets, they proceeded to lure the hornets into the open where they could be destroyed. In real life, the bombers were the lure that brought the Luftwaffe into the air. Using the long-range Mustangs, the Allies were able to make their bombing raids more effective and more deadly to Germany. The approaching end of the Third Reich was enough to get the German fighters into the air to try to stop the bombers from wrecking their war effort. Air superiority had been won not by bombing the enemys factories into oblivion; instead, it was won by the long-range fighter, using the bomber formations as bait to entice the Luftwaffe to fight. (Boyne 338) With the advent of great numbers of the highly superior P-51 Mustang, the German fighters that came up to attack the bombers quickly met their match and were easily repelled by the Mustangs.Works Cited Bailey, Ronald H. The Air War in Europe. Alexandria, Virginia: Time-Life Books, 1979. A simple, straight-forward book that includes much background on the development of military aviation, and includes many pictures that chronicle the air war. Boyne, Walter J. Clash of Wings: World War II in the Air. New York: Simon Schuster, 1994. A very informative and user- friendly book that dealt with the air aspect of all fronts and theaters of WWII. It includes much data on numerous planes in its appendices. Brick, William. Bombardier. American History, April 1995, pp. 60-65. A short magazine article following the story of how a U. S. airman was shot down over Austria, and his subsequent imprisonment by the Nazis. Copp, DeWitt S. Forged in Fire: Strategy and Decisions in the Airwar over Europe, 1940-1945. Garden City, New York: Doubleday Company, 1982. A book dealing mostly with the U.S. involvement in the War, with particular emphasis on the politics of the military officials, and how the major strategic decisions were made. Dupuy, Trevor Nevitt. The Air War in the West: June 1941 to April 1945. New York: Franklin Watts, Inc., 1963. A short, very basic book that did not go into depth, but did cover its material well. Grant, William Newby. P-51 Mustang. London: Bison Books Limited, 1980. A relatively short book, but one that dealt solely with the P-51, and went into considerable depth concerning its construction and use during WWII and in later conflicts. Overy, R.J. The Air War: 1939-1945. New York: Stein and Day Publishers, 1980. A fairly dry book that dealt mostly with the economics and generalities of the air war, without dealing too much with the actual fighting. Perret, Geoffrey. Winged Victory: The Army Air Forces in World War II. New York: Random House, 1993. A good book that covered its topic well, although in-depth discussion of the contributions of the other allies forces is not dealt with.