Paul in Contemporary Perspective (Topic B8) Essay

Paul in Contemporary Perspective (Topic B8) - Essay Example Such a mode of theologizing indicates a definite duplicity, actually a divided mindset in Paul’s ‘application’ and understanding of Scripture (Stanley 1993). There are further spiritual components which mention prophetic vows, while other components deal only with the material features of life, and moral conduct. This essay will discuss the assumption that Paul’s theologizing is an outcome of interaction between Scriptures of Israel and contemporary issues in his individual communities. While several of the more contemporary studies focus mainly on the clear references of Scripture by Paul, others find organizations of particular sections of Scriptures as the central arrangement of one specific epistle or parts of it (Gorman 2004). In spite of the differences of these scholarships, they appear to share to some extent a view of the connection of the Scriptures and Paul which highlights the and in this expression in a manner that builds some gap between the two elements, the Scriptures and Paul, instead of merging them (Gorman 2004). Though stressing the value of the Scriptures for Paul, the connection is portrayed as one between two different elements: there is the Scriptures of Israel on the one hand and there is Paul and the gospel he is declaring on the other hand (Campbell 2006). T he Scriptures are distinguished as providing support, providing the language, providing evidence documents for Paul’s Christian premises in his epistles (Campbell 2006). Paul is believed as ‘applying’ the Scriptures as a kind of prize to serve his own intention. In contrast, several scholars argued that the Scriptures are the symbolic dimension within which Paul inhabits, within which he is entrenched in his life and ideas prior to and following his call (Kern 1998). Hence he is viewed as thinking, acting and living from

Human Resources Functions Essay Example for Free

Human Resources Functions Essay Human resources or personnel function fulfils a number of needs. It is responsible for the hiring and firing of employees, for staff training and development, and for dealing with matters relating to industrial relations. In this report I will be analysing each of the functions related to human resource and then take one of them and make an in depth analysis of it. Once I collect the information I need regarding the responsibilities of the human resources and how they should be carried out, my next step will be to compare them with a medium or large size company to see how they carrying out the responsibilities and what alterations they have made to suit their particular needs. To do this I have chosen Tesco. Below I will briefly look at the four functions of human resource and how they affect Tesco: 1. Human Resource Planning Human resource planning can be defined as: The activity of management which is aimed at coordinating the requirements for and the availability of the different types of employee In simplicity, this means to make sure that the organisation has the right number of employees and of the right quality. For the human resource to achieve their targets they need to have a good understating of the labour market in the local area. When planning human resources Tesco need to take into account the following factors: a) Local employment trends Local employment trends tells Tesco about the levels of employment in the area and gives them a general idea of the type of jobs people are getting and the type of jobs that there are a shortage in. b) Local skills shortages Local skills shortages is an important aspect to Tescos human resource because it informs them about the lack of people with certain qualities in the local area. This is important as it can be used to compare against the Tescos skills criteria for new employees. If they are looking for certain skills from people and theses are not available then they will either need to compromise or look elsewhere. Also, if they know the general skills of the people then when they advertising for a job, it will reduce the chance of them asking for qualities which are absent in the people, which might keep very suitable people from applying and few applicants might mean that further advertisements are needed, costing time and money to Tesco. c) Competition for employees There may be very few people with top qualities willing to work for a company like Tesco. It would be in the best interest of Tesco to seek and take theses enthusiasts on board. If they dont, then other similar retailers will recruit them and then they will become rivals to Tesco. Competition for employees may even be on the lower skills end where there may be a shortage for cashiers, for example. Tesco will need to provide suitable incentives to attract these key people. One simple way in which to attract the mass of people is to increase their wage. This is not always the case due to the financial constraints on a business. d) Availability of labour Availability of labour is an important factor for Tesco. They need to make sure that they are aware of the quantity and quality of workers available when recruiting. This understanding will allow them to make right decision when employing people. If there are very few suitable candidates then they will have to choose someone amongst those. However, if there are many people suitable for the job then they can carry on with their search until they come across some one who fulfils all the requirements. It is important for Tesco to know the availability of workers in their locality as this will enable them to prepare and make back up plans for when there is a shortage of suitable people willing to work for Tesco. Human resource planning also involves looking at how labour is organised within a business. The factors that Tesco must take into account are as follows: a) Labour turnover This is about forecasting supply of labour. It asks the question how many employees will we have in the future? It therefore means looking at internal and external sources of labour. When Tesco is looking at the total supply of labour in its organisation it is important for them to look at labour turnover. Below is an example of one of many ways of working out employee turnover: This is sometime called the percentage waste rate. It tells Tesco what percentage of workforce left in a year. There are also other indexes which deal with stability, which give a good idea of how long employees are staying with the organisation. If employees are not staying very long in certain departments of Tesco, then this can be pinpointed and investigated. b) Sickness and accident rates A high level of sickness absence will affect the supply of labour very badly. If genuine then Tesco can do very little in the short term. If they are bogus then moral within honest workers will be low and confidence in managers can sink. There are many ways in which the human resource team can monitor performance against: o Performance in the previous year o Trends in other organisations in the same industrial sector o National sickness absence figures Accident rates can be lowered and kept to a minimum if health and safety guidelines are followed properly. c) Age, skills and training This is also known as stock taking. It asks the question what is the quantity and quality of staff available in the organisation? It uses the following techniques: o Job analysis involves gathering information about all employees. It collects information regarding their duties and skills required to fulfil those duties. o Skills audit is a survey of the skills, qualifications and experience of all existing staff. o Performance review involves looking at the performance of all employees in order to: o identify potential staff o identify where staff have more training needs This information will give an idea to the rest of the company about the skills and training of their employees. Weakness can be tackled using these information and strengths can be built upon. d) Succession This really only applies to employees at supervisor/line manager level and above. Succession planning enables the organisation to ensure that staff with potential to fill top jobs are given extra training or wider experience so that when the time comes they will be able to fill those positions. Without this type of planning Tesco would see good employees leaving for better opportunities elsewhere. This will make it harder for Tesco to fill gaps at a later date. Conclusion on Human Resource Planning Humans are the most important resource to Tesco and they will need to make sure that they plan properly to ensure that they employee the best people who are best suited to the job. This will ensure they have an advantage over their rivals, as rivals can copy products but not staff. 2. Recruitment and Selection Tesco recruit staff for a number of reasons. Initial recruiting is needed when a new store opens and after that there will be a constant need for recruiting due to the changing needs of Tesco and the needs of he employees. o The growth of Tesco is usually seen with the opening of new stores. The opening of stores means that they need to recruit so that the employees can run the store. o Changing job roles within the business o Resignation, retirement, dismissal also means that recruitment needs to take place in order to replace these workers and keep the business running as before o Internal promotion means that new recruits are needed when existing employees are being promoted to higher positions, which leads to vacancies which can be filled by internal candidates. Promotion usually means that there are now gaps at the lower skill level in the store and this creates jobs for external candidates with less experience. Extra costs are always frowned upon by businesses and recruitment, if not properly done can cost a business a lot of money and time. This means that it is very important for a business to recruit accurately and this will mean that the recruiting team have a clear idea of what sort of person the business is looking for and what is expected from them. The team can save the business money and time by: o Preparing person specifications and job description which clearly outline what kind of person they are looking for and with what qualifications. The job description will clearly linked with what they are expected to do once recruited and what is expected of them. o Carefully planning how, when and where to advertise as this will save time and money for Tesco. Tesco need to weigh out the costs and benefits of different methods of advertising (e.g. using internet or the local newspaper), when the best time for advertising is (in the summer holidays or beginning of the school year) and where to advertise (e.g. in the stores or at the job centre). o Identifying the strengths and weakness of job applications, curriculum vitae and letters of application. The recruiting team will need to be very experienced at electing candidates. Their experience in recruiting will be reflected in the quality of candidates they recruit. o Short-listing candidates involves selecting a small number of applicants for the next stage. This may well be training or more tasks to lower the number of people for the next stage. This selecting will carry on until the right numbers of candidates are found with the desired quality. The recruiting team need to be able to distinguish easily the strong applicants from the weak as there may be hundreds of applicants. When recruiting every applicant deserves and expects the same opportunity as their rivals. There are many legal and ethnic responsibilities relating to equal opportunities which Tesco must uphold so that they dont break the government law and trust of the public. Below are a few acts passed by the government which will govern the recruiting method and process. o Equal Pay Act 1970, requires employers to pay same rate of pay to men and women if they are doing the same job. o Sex Discrimination Act 1975 states that employers may not discriminate on grounds of gender. This act makes it illegal to discriminate against a particular sex when: o Advertising to fill jobs available o Appointing employees for those jobs o Promoting staff into better jobs o Determining the terms and conditions of the ob o When offering employees opportunities for training and development There are Exceptions to this act where this act does not apply. However, these exceptions do not apply to Tesco and this means that the whole act is to be followed by Tesco. o Race Relations Act 1976 makes discrimination on grounds of race illegal in the same areas as the Sex Discrimination Act 1975, i.e. advertising jobs, appointing staff, promoting staff and providing staff benefits. Again there are exceptions which do not apply to Tesco which means the whole act is to be followed by Tesco. o Disability Discrimination Act 1995 updates the protection for disabled persons and places it onto a similar basis as for other forms of discrimination. Key aspects of the Act warn against discriminating when advertising jobs, appointing staff, promoting staff and providing staff benefits. It also states that reasonable steps must be taken to ensure that a disabled person can work on the premises. This act does not cover organisations employing fewer than 20 people. It is therefore correct to say that this act is to be followed closely by Tesco as their employees number thousands. However, Tesco only have to do what is reasonable. If modifications are very expensive then this would be deemed unreasonable. There is some government financial assistance available for modifications to buildings. To ensure that only suitable candidates are chosen and to make the selecting process easier and less time consuming, there are testing method and techniques available to the recruiting team. Aptitude tests It has become increasingly common for employers to expect job applicants to carry out tests to give a fuller picture of their ability to do the job applied for. They are appropriate or manual work where there is some skill involved and also for office work. These types of tests are appropriate for Tesco to use as they will allow them to find out more about the applicant before selecting and will allow the applicants to show their full potential. Psychometric tests These types of test assess the intelligence and personality of applicants. They are much more sophisticated then aptitude tests and Tesco must have properly trained staff to carry out and analyse the tests. The producers of such test argue that they are unbiased and that they can sow, for example, if a candidate would work well in a team. Human resources department must have good interviewing techniques and the interviews must adopt these methods and techniques when interviewing to ensure they reach out comes in the best interest of Tesco and its entire staff. Tesco must make sure that recruiters are aware of all the criteria for evaluating the recruitment process and must ensure that all the guidelines and methods are followed carefully. Many employers now use their employees in a flexible way so that they can get the most value form them. Tesco must understand the importance of recruiting and maintaining a flexible workforce if they are to remain competitive. There are different bases for recruiting people for a flexible workforce, and below I have mentioned a few: o Different modes of employment o Different terms and conditions Just as methods of working have changed, so have the terms and conditions under which people are employed. People may be employed full-time or part-time under a number of contractual arrangements. o Core employees are highly paid workers who offer firm-specific skills which are hard to acquire form anywhere else. Often such skills will have been acquired within the organisation itself. They provide functional flexibility because they do a range of tasks. Because they are so firm-specific they have high job security. o Part-time, temporary and contract labour Sometimes temporary staff are required for short periods of time either to replace employees who are absent or to help out in busy times. When labour is plentiful the short-term contract enables firms to meet present staffing needs without making a long-term contract. Tesco use this type of recruitment when there is a shortage of staff or when there s a busy period (e.g. Christmas) which demands more assistants in the shop floor. Conclusion on Recruitment and Selection Tesco must ensure that their recruiting team is the properly qualified as a good team will lead to good recruits. Tesco must ensure that they use the best and fair methods suited to their environment to select the right candidates. This will ensure the best people are working for them to create the top company. 3. Training and Development A general definition of training is: the acquisition of a body of knowledge and skills which can be applied to a particular job Training can be divided into two main categories: on the job training or off the job training. on the job training This means that the employees acquire their training or development in the workplace itself. An example of this in Tesco is when they recruit a school leaver who has little work experience. One of the supervisors will show the new recruit what they have to carry out and may show them how this is done. off the job training This means attending courses which may be in a collage or training centre away from the work place. This usually applies when there are insufficient facilities or people to train the trainees. Tesco may want its entire senior staff to have a high degree of understanding in health and safety and for this they may send their seniors to a course where they would acquire this knowledge from experts. Induction This is an introduction to the organisation for new employees. It is designed to familiarise new recruits with the organisation, its rules, facilities, policies and key staff. Usually an introductory pack containing the main details will be provided. In Tesco this would be carried out once a recruit starts working or when they are being promoted and new responsibilities are put on them. The induction is very important to both Tesco and their new employee. Tesco need to ensue that they give the best possible start to the recruit and the employee needs to be satisfied that this it is in their best interest to work for Tesco. Tesco will also get their first impression of their recruit so this stage is important for Tesco. Mentoring This can take a number of forms. It may involve an experienced member of staff supporting a new recruit through initial stages after joining the organisation. The aim is to give a new member of staff a point of contact where problems can be taken and advice given. The meetings are usually informal and supportive and the mentor is often someone at the same level in the organisation as the new recruit. Mentoring will allow the new member to pick up new ideas quickly and will be more beneficial for the company. Coaching Coaching is a term which is becoming increasingly used in association with training in business. It involves an expert helping employees to develop specific skills through explanation, practice and encouragement. Coaching is becoming popular as a means of developing the skills of senior managers. This is important as it targets employees at the higher end of the chart. Their success will be passed on to the juniors and this will mean that better managers will mean better staff. Apprenticeships Traditionally, an apprenticeship involved a trainee working for a period of time with a craftsperson in order to learn a trade. In-house raining This is where employers run courses inside their own organisation. Courses run in house will be ones where it is impractical and unrealistic to offer any other alternative an oblivious example would be the organisation induction programme. This type of training is very useful to Tesco because this means that they can easily gather all their employees and teach them new methods or make them aware of surrounding situations. This will give them advantage over rivals as it will mean that all their staff are always up-to date with the latest knowledge, skills and methods. External training Sometimes it is necessary to send staff to do courses elsewhere. This may be at a factory of a n equipment supplier (when an organisation buys new equipment the supplier will usually run training programmes at its own factory to get employees accustomed to using it). This type of training will make the employees more efficient as they wont be wasting valuable time on the shop floor trying to figure out what certain buttons on a machine do. Transferable skills These are skills that, once learnt, may be applied in many different situations. The key skills of Application of Number, Communication and Information Technology are transferable. This could be for example cashing up the till. Non-transferable skills These are narrow skills that are job specific; they apply only to a particular situation. This for example could be the procedure of dealing with out of date food. Conclusion on Training and Development Knowledge and skills of staff are vital to the success of Tesco. Therefore, they must ensure their employees are best trained and that they are always developing. 4. Performance Management A business needs to ensure that its employees are performing effectively. It will wish to: o Identify areas which are unsatisfactory o It may wish to find areas where employees need to be trained and developed o It may wish to encourage and reward good performance perhaps with performance-related pay in the form of bonuses or pay increases. Performance management refers to the practice of setting targets, measuring performance against these and suggesting courses of action. A number of methods may be used to check performance the choice will depend upon the business in question. Performance reviews including appraisals An increasingly important way of getting feedback on employee performance is through appraisal. Appraisal may be closed, in which case the report remains confidential. More usually the process is open, in which case the appraisee takes an active part in the review process and discusses the results. The appraisal essentially looks at what an employees job is, how well it is being performed, and what action should be taken for the future. Self-appraisals Self-appraisals involves employees assessing themselves against a series of criteria. These results can then Peer evaluations This involves employees on the same level within the organisation assessing each other. This may mean that managers in different of Tesco observe each others and write a report. Target setting for individuals and groups All employees should know just whats expected of them on the job. When setting targets the Human Resources department for Tesco must make sure that their targets meet these criteria: o They should be specific. Every person doing a job should know exactly what he or she is expected to do. o They should be measurable. Tesco should have a touchstone against which performance can be measured. o They must be attainable. Unless the targets can be met, staff will consider them unfair and Tesco may find that their staff, resist working towards them. Measuring individual and group output/production Tesco employ staff in order to help the organisation sell the products and provide its customers with quality service. The efforts of the human resources managers will be towards improving the performance of employees and thereby enabling the organisation to achieve its objectives. Performance can be measured in a number of ways: o Performance through profit This may mean comparing its profit for different years or against its other stores. o Performance through quality Today, quality is a word used in all organisations, those providing services as well as those providing goods. This means that Tesco can use methods such as suggestion box for customers to praise customer service or to make complaints against staff. This will enable management to work with the employee in question or to reward them. o Performance through productivity In Tesco, sales representatives, for example, keep records of sales they make. Tesco can for example, compare two staff at the checkouts working the same shifts to see how fast they are serving the customers, by analysing how many customers they have served. They can use this to determine training needs. After setting these performances, the staff will be monitored and their results analysed. In order for Tesco to prosper amongst their rivals they must use the performance results as a way to find and solve problems. For example, the results may show that a particular employee or a group of employee lack certain aspects of knowledge in their jobs. Using this information Tesco can target these employees and send them on training programmes so that they are more developed. Motivation It may seem obvious that staff should be motivated; however, from the point of human resources management this is only true if motivation leads to improvements in the work. Over the years a number of management theories have been put forward in an attempt to explain the nature of motivation and suggest ways in which it may be improved. Frederick Taylors principles of scientific management Taylors belief was that complex tasks should be broken into separate operations so that little could go wrong. Each operation would be performed by a separate employee. The whole job could then be completed in a series of stages by a number of employees working together. This theory can be seen if one aspect of Tesco is looked in to detail. For example, when a delivery comes one employee doesnt unload the truck, check them off, and put them on the shelves. This process of getting goods from the truck on to the shop floor is done by a number of employees working in team so that once one stage is completed the second can be tackled by another set of employees. This way each set of employees knows exactly what they are required to do and chance of something going wrong is decreased. Fredrick Herzbergs two factor theory Herzbergs theories, produced in the 1950s, concern job design and satisfaction. From numerous interviews with accountants and engineers he concluded that two sets of factors are important. o Hygiene factors, which include reasonable pay, satisfactory conditions of work and benefits such as sick pay. o Motivators, which include responsibility, challenge and self-improvement. Hertzberg believed that properly designed jobs provide satisfaction and personal development for the employee. The workers become motivated, perform well and are less likely to be absent. To Tesco this theory is very important. They have taken advice from such theory and adapted their policies where possible to suit their employees. Tesco pay competitive rates, their working conditions are of top quality and they have many benefits. These are a result of understanding this theory and implementing them so that they get the desired results that all companies want. Abraham Maslows hierarch of needs Maslow developed his Theory of Human Motivation in 1943. He believed that motivation comes from a desire to satisfy needs. He placed these in a hierarchy with the basic needs at the bottom of the pyramid and higher needs at the top. In practice Maslow accepted that a variety of needs will exist at the same time, but suggested that once lower needs are satisfied then higher needs become the strongest motivators. Maslows theory has the same basis of Fredrick Herzbergss two factor theory because they both argue that what satisfies a person is the hygiene factors and the Motivators. Fredrick just says that a combination of these two factors leads to better performance where are Maslow goes further to say that they come in a set order where once basic needs are satisfied, higher, more complicated desires will be sought. Both Maslow and Fredrick speak of the same requirements in their theory. Evidence of both these theories can be seen in the day to day running of one of the Tesco stores. One such examples is the promotion of senior managers to managerial positions. In this instance the desire of the employee in question has been fulfilled and soon their desire will advance and they may start looking for further responsibility. Douglas McGregors Theory X and Y. In his book , The Human Side of Enterprise, he put forward two extreme views about the way in which organisations manage their employees. He called theses Theory X and Theory Y. Theory X states that all employees are lazy unambitious and dislike extra responsibilities. They will always resist change of any kind and are totally uninterested in the future success or otherwise of their employer. They are not interested in how the organisation works and prefer to be told what to do. Theory Y is exactly the opposite. Employees are interested in their work and want to be asked for their opinions on how to improve things. They want to be given more responsibilities and will naturally work hard without having to be told what to do all the time. They are also prepared to accept change because they understand it is in everyones best interest to move with the times. In practice theses views are extreme ends of the scale and Tesco like most other organisations falls between the two. They have both employees who have the characteristics of theory X as well as employees with characteristics of theory Y. Naturally the more characteristics an employee holds of theory Y the more likely that that person will be promoted to higher, more responsible positions as its in the best interest for Tesco to make theroy Y employees managers key workers. One reason is that theory Y employees are more likely to have better attendance and punctuality rates because they are self motivating, and this is a great advantage to Tesco and will help Tesco move further. McGregors theories are similar to Muslows and Fredrick Herzbergs. They are all closely related because they all base their theories on the same principle of desire. All their theories show that if a person desires for something and the condition is right then they will work towards it with all their effort. For example, if their s a managerial position and they have the ability to grasp that position then they will, but only if they have the desire to take such responsibility. If however, the conditions are right but the desire is absent then they may not try for such a position or may be promoted with no desire which could lead to chaos. On the other hand, if there is an employee with the desire and no opening is in sight then he/she may decide that the best option for them is to move to another company. Therefore, Tesco endeavours to provide eager, hardworking employees the benefits and promotions they rightly deserve. Relationship between Training Development and Performance Management Before Tesco can give its staff advance training it needs to know what they lack. It will be very expensive for Tesco to give training to its entire staff regarding all the different aspects of the company. Therefore Tesco needs a way of knowing what their staffs lack knowledge in and which staff or group of staff in particular. As I have mentioned earlier there are many different ways of finding out the training is needs and there is a variety of training programs to suit the needs of the employees. Tesco will set training according to the needs which arise from the performance reviews. Once training is given another performance review will be done to asses its success and further training may be suggested. This cycle of training and reviews will always be part of any company due to advances in technology and constant changes in employees and the attitude of society. The training methods Tesco decide to use and they way in which they review performance will be according to the way in which the person in charge understands and evaluates the A business needs to ensure that its employees are performing effectively. It will wish to: o Identify areas which are unsatisfactory o It may wish to find areas where employees need to be trained and developed o It may wish to encourage and reward good performance perhaps with performance-related pay in the form of bonuses or pay increases. Performance management refers to the practice of setting targets, measuring performance against these and suggesting courses of action. Conclusion on Performance Management Tesco must ensure that performance of staff are at their very best. They must use suitable methods to find weakness in staff and improve. T succeed they must make certain that the correct attitude is always emanating from their employees and that they are ready for change. Quality of information collected from recruitment documents When Tesco are recruiting people they have set procedures to deal with application forms and there are several key recruitment documents that are used by them to evaluate the quality of the person applying. Before any candidate is given the an interview they must pass the selection process. When Tesco are advertising for a recruit they will provide the person with a job description. A job description lists the main tasks required in a job. The person flicking through the newspaper for example, will decide if the tasks suit them and they will then apply if they do. Along with the Job description, Tesco will also provide what is known as a person specification. This sets out the qualities of an ideal candidate whereas a job description defines the duties and responsibilities of the job. The best-known method of drawing up person specification is based upon seven separate groups of characteristic: 1. Physique, health and appearance 2. Attainments 3. General intelligence 4. Special Aptitudes 5. Interests 6. Disposition 7. Circumstances This specification clearly sets out the description of the ideal candidate and applicants can be easily measured against this. This makes the job of the interviewer much easier and will ensure that Tesco are recruiting the right people for the right job. One a person has seen the advertisement and they want to work at Tesco, there are many ways they can apply. Below I will list them and analyse the advantages and disadvantages of each: The curriculum vitae (CV) This is the most common way in which applicants let Tesco know that they are interested to work in Tesco. CVs are very useful to Tesco as they advantages Provides an overview of the applicant Easy to produce Taught at school Can be used in the selection process Can be used to compare against requirements disadvantages May not provide vital information Not everybody has easy access to computers The letter of application This is simply a letter asking for the job and explaining why they are suitable it. Human Resources department staff may need to read hundreds of application letters so it is in the applicants interests to pay attention to doing it properly. advantages o Can be used in the sorting process o Provides an overview of the applicant disadvantages o The person taught to write letters well at school will stand out even though their other qualities might no be so good o The letter may miss out information, which is important, and conversely is likely to dwell on factors, which make them look a more attractive applicant. The application Form This is a far more commonly used method of selection. Consultants devote hours to designing a new and better forms which will extract even more accurate information from people. advantages o Specific requirements from the job and person specification can be compared with the application form o Questions, which might otherwise not be answered in CVs or letters, can be asked. o The form can act as a framework for the interviewer, making the interview easier to conduct. o Forms can be kept of all short listed candidates and drawn on them again if another vacancy arises. o The form for the successful applicant will become a very useful part of his/hers personal records. disadvantages o Costly to design and produce. The effects of I.C.T on recruitment documents The advance of I.C.T means that companies like Tecso use their web site to advertise jobs. They also have online application forms that will appeal to a wider range of audience. Their website also facilitates for C.Vs to be sent directly to Tesco. The new ways of capturing information is a great advantage to Tesco. They receive application forms and C.Vs within minutes, which saves them time and money. However initial costs of setting up the websites are very high, but the Human Resources Department doesnt have to worry about this because Tesco will have a website whether the Human Resource department want to use it or not.

Cult Practices in Late Bronze Age Cyprus

Cult Practices in Late Bronze Age Cyprus Assess the evidence for cult practices on Cyprus during the LBA (Late Bronze Age). There is a variety of evidence for cult practices on Cyprus during the LBA although it is often difficult to interpret and scholarly opinion of the significance or meaning of any particular piece of evidence may vary widely.   In absolute terms, the LBA on Cyprus approximately covers the period from 1650-1050BC, some six hundred years, and in relative terms is divided by Steel into the phases LC (Late Cypriot) I-IIIA (Tatton-Brown 1997, 91; Steel 2004, 13).   The later phase down to c1050BC, traditionally termed LCIIIB, may be considered a transitional Bronze/Early Iron Age.   Such a considerable amount of time offers considerable scope for change in religious thought and practice, which may be more or less visible in the archaeological record, and although some material change through time may be observable, any interpretation still poses the danger of imposing a possibly non-existent uniformity on the material.   A lack of any written references such as inscriptions, dedica tions or other texts to deities in LBA Cyprus further complicates matters (Tatton-Brown 1997, 62).   Nevertheless, the archaeological evidence usually discussed in terms of religious or cultic beliefs and practices in LBA Cyprus seems to fall into several interlinked categories: clay figurines, architectural remains (eg of sanctuaries) and artefacts, such as statuettes, imported pottery or bucrania, found in association with those architectural remains.   The identification of any particular deities has been fraught with difficulty, but several bronze statuettes, the most well-known being known as the Ingot God and the Bomford figurine, are often thought to represent Cypriot or sometimes foreign gods and to show a link between cult and metalworking.   This essay shall therefore examine these in turn, focussing on LCII and LCIIIA in particular.   There are various types of figurine from LBA Cyprus and as with figurines from elsewhere, their interpretation and significance is disputed.   Considering the earlier stump and plank type human figures, Tatton-Brown (1997, 62) suggests that whether they were fertility charms or goddesses ‘in practical terms their function would have been the same’.   It is perhaps appropriate to bear this in mind with the LBA figurines.   Karageorghis (2001, 323) has noted two types of female symbolism in the religious iconography of LBA Cyprus: one type of nude female figurine holding or supporting her breasts first appears on Cyprus in the Chalcolithic and continues down to the sixth century BC (see Tatton-Brown 1997, 49, fig. 49); another type, the kourotrophos (or boy-feeder; see Tatton-Brown 1997, 62 fig. 67 for an early plank-shaped kourotrophos) appeared firstly in the LBA and was also present in the Aegean as well as Cyprus.   The former are sometimes known as ‘Asta rte’ type figures, after the Syrian goddess.   This emphasis on female characteristics such as breasts and genitals, as well as the feeding infant or infant in arms, is certainly suggestive of an interest in fertility and the feminine aspect, often thought to be represented by a ‘Great Goddess’ of Cyprus.   Although there is no textual evidence regarding female deities from LBA Cyprus, much later fourth century BC dedications at Paphos refer to ‘Wanassa’ – the ‘Lady’, which seems to be an old title known in the LBA Linear B record of mainland Greece (Tatton-Brown 1997, 63).   Greeks knew this goddess as Aphrodite or the Cyprian in the eighth century BC while Cypriots knew her as the Paphian, from the religious centre at Paphos.   Whatever the female figurines represent – and they may not even represent goddesses, it has nevertheless been concluded that anthropomorphic clay figurines ‘are not a typical element of LC cult equipment in LCII or LCIII’ but become popular towards the end of the LBA (Steel 2004, 205, 211).   Indeed, it seems that especially at Enkomi in LCIIIB, in the Sanctuary of the Ingot God, smaller and larger figurines (wheel-made with upraised arms) became especially popular, perhaps representing worshippers and deities.   The larger figurines seem to be related to Cretan examples (Karageorghis 2001, 325).   Most of the 120 figurines were deliberately broken, which may be indicative of changes in cult practice at this time (Webb 1999, 107). Anthropomorphic figurines are not the only type of figurine that may be related to cult practices on LBA Cyprus.   Another key type may be the bull figurine.   Steel (2004, 178) suggests that ‘most LC cult sanctuaries are equipped with at least a single terracotta bull figure.’   Hadjisavvas (1989) describes the tentative identification of two sanctuaries and a household cult area at Alassa-Pano Mandilaris from LCIIC-IIIA, where in total more than ten bull figurines were found on floors (see Hadjisavvas 1989, 38 fig. 3.6).   Evidence of metalworking and a miniature ox-hide ingot were also found associated.   Since bull figurines tend to be found on the floors of sanctuaries rather than deposited in pits (bothroi) or wells, Webb suggests they served as cult equipment rather than offerings (Webb 1999, 219).   Bucrania had appeared on clay sanctuary models from the Early Bronze Age testifying to the longstanding significance of the bull in the Cypriot mindscape (Preziosi and Hitchcock 1999, 202) and the LBA figures emphasise the continuing importance of the bull in LCIIIA cult practices, reflected in the finds of cattle bones and skulls at sites such as the Sanctuary of the Horned God at Enkomi (Steel 2004, 205).   It may be significant that at several sites, including the Sanctuary of the Double Goddess at Enkomi, no bull figurines were found.   The focus of communal ceremonial activity seems to have changed in LCIIA from the extramural cemeteries that seemed to dominate the ceremonial of LCI to sites specific to religious activity – sanctuaries, that now appear in the archaeological record (Steel 2004, 175).   There are notable examples of specialised cult centres from LCIIA at Myrtou-Pighades, Athienou and perhaps Ayios Iakovos-Dhima and in LCIIC-IIIA at the urban centres of Kition, Enkomi and Palaepaphos (Steel 2004, 176).   As seen above, the religious nature of a place may often be suggested by the finds associated with it, such as bull figurines or miniature ingots, supposing that they are a specialised assemblage distinct from domestic assemblages.   Particular architectural features or installations, such as horns of consecration (a feature from the Aegean, particularly Crete), altars and a cult room, may also be used to identify LC sanctuaries.   The remains of sacrifice, stores cult objects and image s and specialised prestige and religious objects, such as figurines, bucrania and imported pottery should also be indicative of a sanctuary (Knapp 1996, 75-6 cited in Steel 2004, 175).   However, the identification of cult buildings is not always straightforward since as Webb (1999, 11) points out ‘there appear to be few artefacts or architectural or locational indicators exclusively diagnostic of cult activity. Virtually all object types, with the probable exception of horns of consecration, are found in domestic and funerary as well as apparently ritual contexts’ and there is a danger of circular argumentation.   Ã‚  Ã‚   Bearing in mind the problems of identification, Webb (1999, 157-6; 166-88) has nevertheless suggested a number of characteristics of LC cult buildings.   Such buildings are mostly rectangular and freestanding and incorporate an enclosed courtyard or temenos.   They tend to be laid out on an east-west axis and often comprise two or three units of rooms – the hall, sometimes supported by rows of pillars, the cella or adyton and a vestibule.   A range of internal installations may be present, including: benches, for storage and display; hearths, often with burnt animal bone suggestive of sacrifice; stone podia for food and drink offerings or the display of votives or cult equipment; stone platforms or altars with horns of consecration, as at Myrtou-Pighades; terracotta larnakes or bathtubs and pits or bothroi, for the disposal of debris from sacrifices.   Also characteristic of LCII cult places are faunal remains of sheep, goat, cattle and deer, perhaps in the form of ash and burnt bone, the remains of sacrifice and feasting.   The main function of cult buildings may have been to house the deity and any ritual or public assembly may have made use of the courtyard or temenos area (Webb 1999, 162).   There may have been restricted access to particular areas reflecting the specialised role of religious functionaries, as in other ancient Near Eastern societies.   Keswani (1993, 74) has commented that what is striking about LC religious sites is their diversity in architectural form, which might argue for the existence of independent local polities.   However the relationship between religion and its expression in material terms, let alone the relationship between religion and politics, is unclear and, to use an analogy, the similarity of Gothic cathedrals or Christian churches across various countries does not reflect political unity.   Furthermore, whether the modern scholar’s distinction between cult building and non-cult building ref lects any particular distinction between sacred and secular that may or may not have existed in LBA Cyprus is moot. Turning now to the artefacts that are often found in the sanctuaries, Steel (2004, 177) notes that in contrast to the variety in architecture, the cult equipment of LCII sanctuaries is fairly uniform.   Although she comments that this may suggest ‘a certain degree of uniformity of cult practices and religious beliefs’ it should be borne in mind that material similarities and even similarities of ritual action do not necessarily betoken similarities in religious belief – the number of religions ancient and modern that utilise, for example, ritualised drinking (eg Christianity), while having very different sets of beliefs, should warn us of this.   That said, the cult equipment is largely made up of ceramics that suggest certain features of cult practice.   Liquid containers are common finds, especially Base Ring carinated cups which may have been used for wine consumption during feasting, for pouring libations or both (Steel 2004, 177).   The pottery in the se contexts is usually fine Cypriot ware with some Mycenaean imports, mainly in the form of kraters, probably for mixing wine.   Some Mycenaean rhyta, often conical vessels used for pouring libations, have been found, for example at Myrtou-Pighades and Kition (see Preziosi and Hitchcock 1999, 201 fig. 134) and a locally made imitation in ivory was found at Athienou, although they may not have been fully incorporated into Cypriot ritual (Steel 2004, 178).   Other vessels such as Mycenanaean kylikes may have been used for libation ceremonies.   The ceramic focus on drinking seems reminiscent of the mainland Greek LBA palace of Pylos, with its storerooms full of drinking cups.   Another shared feature is the practice of using miniature votives, either ceramics or ingots, such as at Alassa-Pano Mandilaris (Hadjisavvas 1989, 38).   Apart from ceramics, Steel (2004, 178) also mentions the presence of objects that may have been used in divination: incised ox-scapulae, astragalis and worked shells, and other valuable items such as faience, ivory, glass, alabaster, bronzes and sealstones, which may have been involved in competitive display, at least on the urban sanctuaries.   Three of the most famous and enigmatic bronze finds, perhaps representing deities, are the Ingot God from Enkomi, the unprovenanced Bomford statuette and the Horned God from Enkomi, all of which would seem to belong to LCIIIA (Carless Hulin 1989; Steel 2004, 180, 205 plate 25). The Ingot God is a warrior with a horned helmet, holding a small round shield and spear.   He appears to be standing on a characteristically shaped bronze ox-hide ingot.   The Bomford statuette resembles an ‘Astarte’ figurine but also seems to stand upon an ingot.   Many interpretations have been offered, including suggestions that the Ingot God is a Babylonian or Levantine god (Nergal) or the Greek smith-god Hephaistos; others have linked it with Syria-Palestine or the Aegean (Carless Hulin 1989, 127).   The Bomford figurine, reckoned to be a local Cypriot goddess, has been assumed to be the consort of the Ingot God, since it also stands on an ingot, and thus Carless Hulin (1989, 127) ha s suggested that its identification must be seen in light of that figure.   While these two figures have posed significant problems in interpretation and in particular origins as deduced from style have been a major concern of those examining them, they do seem to show a connection between religion and metalwork (Steel 2004, 180).   This is not entirely surprising since such a link is suggested by the miniature ingots from cult areas mentioned above at Alassa-Pano Mandilaris or those from Enkomi, some with inscriptions.   Further representations of ingots have been noted that seem to show them in a ritualised sense – ie being carried in a procession   (unless this is mere transportation or loading), on sealstones, and in combination with human figures, trees and bucrania, the association of which would seem to indicate ritual significance (Knapp 1986, 37).   Another link between religion and metalwork is shown by the physical proximity of cult and metalworking areas .   This was the case at Alassa-Pano Mandilaris (Hadjisavvas 1989, 41) and can be seen clearly at Kition-Kathari (see Steel 2004, 179 fig. 6.13) as well as many other sites.   Hadjisavvas (1989, 41) concluded that there was a relationship between elite control (priesthood/priest-king) of craft production and trade in copper and other commodities and between cult and metalworking.   As with drinking, the relationship seems reminiscent of that of Pylos as a specialised production centre with close links between production, storage and religious/political authority. The Horned God has also been classed as a warrior god (Steel 2004, 205), though it does not possess the military accoutrements (the spear and shield) of the Ingot God.   The impractically horned helmet may in fact be arrogating or representing some aspect of the bull divinity in human aspect.   The sanctuary of the Horned God at Enkomi in fact revealed cattle bones, skulls and possibly traces of an Aegean bull’s head rhyton that might be taken as supporting this conjecture.   Although these three bronze figures are commonly referred to as gods, the problem of interpretation nonetheless remains.   Do the statues represent deities and were they venerated?   Are they votives or substitutes for worshippers or individuals?   Perhaps they were simply items of cult equipment used in ceremonies, perhaps revealed during ceremonies of divine appearance or the enactment of myths.   Their deposition seems to suggest deliberate closure ceremonies (Steel 2004, 206), suggesting that these rituals and statuettes are tied to specific times in LBA Cyprus and presumably responded to specific social needs.   Thus it is perhaps unwise to draw period wide generalisations from such evidence. Another type of evidence appearing in LCIII that should be mentioned briefly is the terracotta masks from the urban sanctuaries of Enkomi and Kition (Steel 2004, 204).   These have been divided into anthropomorphic and demonic types, both of which are slightly less than adult life size.   Some have traces of paint and eight of the anthropomorphic masks show a bearded male with cut-out eyes and a closed mouth.   The demonic faces are deeply grooved.   The masks have been interpreted as ritual objects worn during rites of passage from childhood to adulthood – the demonic masks representing the wild state of childhood and as masks used in mythological re-enactments connected to metalworking (Steel 2004, 205). This essay has attempted to outline and assess the evidence for cult practice in LBA Cyprus.   Inevitably not all of the evidence has been mentioned here but it is hoped that reasonable coverage has been given to the main points.   It has shown that while there is much evidence linked to cult in the LBA, such as figurines, sanctuaries and specialised artefacts, their interpretation is often problematic.   Even when it is fairly certain that items may have been involved in cult in one way or another, any more specific comment is often impossible, even when deciding if a figurine represent a divinity.   It has also been demonstrated that to link variety in architectural form to any interpretation of the political geography of LBA Cyprus may be problematic, since the wider relationships between material and non-material remain obscure.   Furthermore, the essay examined the significance of several bronze statuettes, usually taken to be divinities, and the problems in their inte rpretation as well as the novel terracotta masks that appear in LCIII.   On the other hand, it has been shown that there seems to have been lively religious activity on LBA Cyprus that involved drinking and feasting using particular ceramics and in particular places, the pouring of libations and sacrifice of animals, as well as the deposition of valuable items.   There seems to have been a particular reverence for bulls and their imagery as well as the female aspect represented by figurines and the Bomford statuette, as well as a significant link between metalworking and religion, as demonstrated by both the proximity of cult and metalworking areas and the presence of miniature ingots.   Another important aspect of LBA Cypriot religion seems to be the willingness to incorporate features from outside Cyprus, the Cretan horns of consecration, for example, rhyta, Mycenaean cups, kraters and the like and the ability of Cypriot religion to change over time. References Carless Hulin, L. 1989. The identification of Cypriot cult figures through cross-cultural comparison: some problems.   In Peltenburg, E. (ed.) 1989. Early Society in Cyprus. Edinburgh: Edinburgh University Press, pp127-39. Hadjisavvas, S. 1989. A Late Cypriot Community at Alassa. In Peltenburg, E. (ed.) 1989. Early Society in Cyprus. Edinburgh: Edinburgh University Press, pp32-42. Karageorghis, V. 2001. The Great Goddess of Cyprus Between the Aegeans and the ‘Etrocypriots’. In Laffineur, R. and Hagg, R. (eds.) 2001. POTNIA. Deities and Religion in the Aegean Bronze Age Aegaeum 22. Gà ¶teborg: Gà ¶teborg University pp323-27. Keswani, P.S. 1993. Models of Local Exchange in Late Bronze Age Cyprus. BASOR 292: 73-83. Knapp, A.B. 1986. Copper Production and Divine Protection: Archaeology, Ideology and Social Complexity on Bronze Age Cyprus. SIMA Pocketbook 42. Gà ¶teborg: Paul Astrà ¶ms Fà ¶rlag.    Preziosi, D. and Hitchcock, L.A. 1999. Aegean Art and Arc hitecture. Oxford: Oxford University Press. Steel, L. 2004. Cyprus Before History. From the Earliest Settlers to the End of the Bronze Age. London: Duckworth. Tatton-Brown, V. 1997. Ancient Cyprus. (2nd edition) London: British Museum Press. Webb, J.M. 1999. Ritual Architecture, Iconography and Practice in the Late Cypriot Bronze Age.   Jonsered: Paul Astrà ¶ms Fà ¶rlag.

Acceleration Within the School System Essay -- essays research papers

Papers on the topic, acceleration within in the school system, have had two very distinct arguments. There are those who believe that accelerating students, enhances their psychological welfare and academic achievements. On the other hand there are those who raise concerns as to whether, accelerating students does negatively affect them in some dimension. The aim of this paper is to give an overview of acceleration in relation to the educational setting, and to discuss the impact (both negative and positive) that acceleration has on the lives of students. I will discuss how and why students are identified as gifted and or talented, and what consequences arise from this label, if any. The essay will then proceed to offer types of programs available for gifted and or talented students in schools. This paper will focus on the various impacts acceleration has on students. Some discussion will be rendered as to the effect on the parents of accelerated students. My conclusions will be deri ved from the various arguments and research that will be presented throughout the essay. From the introduction we are led to the question, of what actually is acceleration? Davis and Rimm (1994) state that â€Å"any strategy that results in advanced placement or credit may be titled as acceleration†(p. 106). Acceleration is the act of advancing students into grades higher than their year of enrolment allows. The Board of Studies guidelines for accelerated progression (1991), define acceleration as involving, â€Å"the promotion of a student to a level of study beyond that which is usual for his/her age† (p.3). Rice (1970) has also defined it as a â€Å"rapid acquisition of knowledge and skills† (p. 178). These definitions of acceleration, especially the one offered by the Board of Studies, closely align Harrison (1995) who describes a gifted child as: One who performs or who has the ability to perform at a level significantly beyond his or her chronologically aged peers and whose unique abilities and characteristics require special provisions and social and emotional support from the family, community and educational context (p. 19). This definition takes into account the socio-emotional support that gifted children require when identified as gifted or talented. Harrison (1995) further recognises that this support does not come solely from the parents or the school but the community as ... ... &   Ã‚  Ã‚  Ã‚  Ã‚  Davis, G.A. (Ed.), Handbook of Gifted Education (2nd ed.). (pp. 27-42).   Ã‚  Ã‚  Ã‚  Ã‚  Massachusetts: Allyn & Bacon. Thomas, T.A. (1993). The achievement and social adjustment of accelerated students:  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The impact of the Academic Talent Search after seven years. California:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  California State University. (ERIC document ED 368146). VanTassel-Baska, J. (1986). Acceleration. In C. June Maker. (Ed.). Critical issues  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  in gifted education: Defensible programs for the gifted. (pp. 179-195). Texas:  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  PRO-ED. VanTassel-Baska, J. (1997). What matters in curriculum for gifted learners: Reflections  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  on theory, research and practice. In Colangelo, N. & Davis, G.A. (Ed.),   Ã‚  Ã‚  Ã‚  Ã‚  Handbook of Gifted Education (2nd ed.). (pp. 126-135). Massachusetts: Allyn   Ã‚  Ã‚  Ã‚  Ã‚  & Bacon.

Human anatomy and physiology Essay

The cardiovascular disease has been one of the most fatal diseases in the world. And nowadays, it has been categorized into one of the wide ranging and investigative illness in the world. It is a disease merely composed of various individual disorders mainly in the heart and in the organs building the circulatory system. For many years, this disease has been one of the chief causes of death not only in the United States but also in the other parts of the world. And for that, this disease has been one of the challenges that still on top of the challenges that are being faced by the experts in health and medicinal tasks. The coronary heart disease and the cerebrovascular disease are two of the several diseases that compose the cardiovascular disorders. Though experts have already tried easing down the death rates caused by this disease, still the cardiovascular disease along with many of its components haunts the bodies of the persons of their next victims. One million deaths which are mostly rooted on the cardiovascular diseases have been recorded during the year of 1997 and up to this year is still increasing and heaving up with it a huge amount of expenditure not only of the victims but also of the persons preventing and thinking ways on how to prevent and treat the disease. However, not long before this disease of the heart and of the circulatory system had come into view, there were also other diseases that had bothered the health of the United States. Diseases like the pneumonia, diarrhea, tuberculosis and others have been the main illness that the United States have been battling with. It was not until 1963 that the deaths caused by coronary heart disease have took over in having the highest record. Over the years of the deaths caused by the cardiovascular diseases, experts all over the world began studying on the primary causes of this disease. According to the studies, the factors affecting the occurrence of this disease can be categorized to two: the modifiable and the not modifiable factors. The second one, the not modifiable factors are the ones that are mostly of the genetic preferences. Examples of these factors are gender of the person and family background regarding the disease. On the other hand, the first factor, the modifiable factors are the factors that can still be controlled or managed by the person in order not to have the disease. High blood pressure, fat or cholesterol level in the body, smoking, and pressure of the person’s blood, blood sugar, obesity and physical inactivity of the person are cases of the modifiable factors of the cardiovascular diseases. Reaction The cardiovascular system is one of the various systems in the body. This system is the one responsible for the transport of the following: hormones, food, gases and metabolic wastes. The system is composed of three major components: the blood, the blood vessels and the heart. The blood is composed of plasma and cells and serves as the transport vehicle of the ones transported by the system. The blood vessels on the other hand are grouped into two: the arteries and the capillaries. These blood vessels are the passageway of the blood to and from the different organs of the body. The arteries are channels that carry blood away from the heart and the capillaries are the ones that transmit blood from the different organs back to the heart. And finally the heart; this is the component of the cardiovascular system that drives the blood into motion. Definitely the cardiovascular system is one of the systems needed by the body to sustain life. If not for this system, there would be no transport of blood therefore the body would not be provided with the proper nutrients and gases and thus leading to death. Cardiovascular disease as stated in the article by William T. Friedwald is a disease composed by many other individual diseases either in the heart or in the other parts of the body mostly on the circulatory system. For one, the coronary heart disease is one of the various disorders that compose this cardiovascular disease. And like the other components of the said disorder, the coronary heart disease is also one of the leading causes of death and expenses in the world. Coronary Heart Disease The coronary heart disease is a problem in the heart which is caused primarily by a disorder in the coronary arteries. The coronary arteries are the channels which sustains the heart with sufficient blood that provides the needed nutrients and oxygen. A problem in the coronary arteries causes the heart to have less or even none of the needed average blood in the heart. A deficiency in the supply of blood in the heart is the main reason for the occurrence of this disease. The deficiency of blood in the heart which supplies the nutrients and the needed gases is also known as ischemia that is why this disease is often referred to as the ischemic heart disease. Like any other diseases, the coronary heart disease has its own causes. One of the reasons for the existence of this disease is due to heredity. Coronary heart disease can be present in the blood that runs through the veins of your family. And so, if one of the ancestors of a person has exhibited the signs of this disease in the past, it would not be a wonder if the person too would have the possibility of having the disease. A high level of cholesterol in the body also aids in the development of the disease. These are also accompanied with the high blood sugar, high blood pressure and intense amount of excess fat in the body. These along with the abuse of tobacco, lack of regular physical activities and stresses brings about coronary heart disease. Lessen Tobacco Intake Smoking as a major cause of this disease should be definitely be lessened or most accordingly be brought to a stop. Too much intake of tobacco serves as grounds for the accumulation of fatty substances in the arteries. This build-up of fats in the arteries causes the narrowing of the arteries of these vessels therefore diminishing the deliver of nutrients and oxygen to the heart leading to heart attack. A gradual decrease in the intake of tobacco in the body may help in preventing the disease. Though it may sound unusual and that it is far from the existence of the disease, dieting can be an aid in preventing coronary heart disease. Dieting reduces the not only the cholesterol and sugar but also diminishes the blood pressure of the person. Researches conclude that the consumption of fish is better than eating meat. Researchers recommend the eating of fishes over meat for the reason that most of the meat especially red meat has a greater quantity of cholesterol than fishes. Moreover, certain fishes contain omega-3 which reduces the occurrence of irregular heartbeat which is the mere cause of loss from coronary heart disease. Be Physically Active Physical activities such as swimming and biking are recommended by most of the experts in order to prevent coronary heart disease. Being physically inactive is a big risk for the existence of coronary heart disease. Experts say that adults should engage themselves into activities with moderate intensity everyday. Cardiology Exam Everyone on Earth has the possibility of having the disease in their family history. Hence, a cardiology exam is advised for an early prevention and treatment program may be executed in case there is a positive result after the exam. Hormone Replacement Though not for everyone, researches have already concluded that estrogen has the ability to protect the blockage on the passageways of the blood. This has been formulated because of the observation that it is uncommon for women to experience heart attacks on pre menopausal stages of their lives. Though deadly and fatal as it may seem, the coronary heart disease can also be prevented in any ways like other diseases. Moreover, given the incurable and terminal effects of this disease, there is really a definite reason to know the ways of preventing this disease. Cardiovascular disease is a general diagnostic category consisting of several separate diseases of the heart and circulatory system. Cardiovascular diseases have been the major health problem and the leading cause of death in the United States for several decades. Despite impressive and sustained declines in the mortality rates from these diseases, the magnitude of the problem is still staggering. In 1997 alone, nearly 1 million people died of cardiovascular disease, which was about 40 percent of all deaths. The two most important components are coronary heart disease and cerebrovascular disease, with 460,390 dying of coronary heart disease and 158,060 dying of cerebrovascular disease in 1998. In 2000, it was estimated that cardiovascular diseases carried a direct heath expenditure cost of $186 billion and additional indirect costs of $190 billion, making these diseases a continuing major contributor to the escalating cost of health care in the United States.

Cera Sanitaryware Ltd

CERA SANITARYWARE LTD COMPANY BACKGROUND Cera Sanitaryware Limited (Cera), a Gujarat-based company, was established in 1980. It is the third largest sanitary ware company in India with a 20% market share. Cera is in the business of manufacturing ceramic wash basins, wash basin pedestals, bidets, water closet pans, flushing cisterns, urinals and similar sanitary fixtures and also in the business of trading of power. Its sanitaryware manufacturing plant is located at Kadi in Gujarat. With a production capacity of 2. million (mn) pieces per annum (25,000 tonnes per annum), it is India’s largest sanitaryware plant. It also has wind farms located at Jamnagar and Kutch in Gujarat. PRODUCT PROFILE †¢ Sanitaryware o Premium Collection o Regular Collection o Senator Collection o Wall Hung Basin †¢ Glass Basins †¢ Shower Range †¢ Whirlpool & Bath Tubs †¢ Pozzi Ginori COMPETITORS [pic] INDUSTRY HIGHLIGHTS [pic] PORTER’S FIVE FORCES CONCLUSION Based on Appe ndice 1 The  sanitaryware  manufacturers  in  the  unorganized  sector  continue to enjoy duty exemptions, which is not conducive for  healthy competition.CSL faces a lot of competition from the unorganized sector in Gujarat which is a cause for concern to the company. After studying the Model, we can conclude that Sanitaryware  business completely depends on the development and booming of the Housing and Retail Sector. Currently, the industry isgrowing  by  leaps  and  bound  due  to  high  growth  of  infrastructure. In near future, the great phase of consolidation will start. Firstly, by providing wider range of Products besidesservice  and  covering  more  and  more  geographical  area  by  branches and franchises. SWOT ANALYSIS Based on Appendice 2Recommendations †¢ Need to give full knowledge about product use to customers through advertisement in magazines, newspaper or TV. channel. †¢ Need to make some improve ment in products to satisfy its customer. †¢ There should be all information regarding product use, installation, product features, and emergency repair of product in User Manual. †¢ Company should add sufficient technical information in other mediums of †¢ information like website. So customer can use alternate way for †¢ information. †¢ Company should provide technical expert employee for every specific area.Those can personally solve the problem of customer. †¢ If company is not providing service to its customer timely. Then there should be provision of compensation to its customer PRODUCT MIX [pic] Cera’s product mix  Ã‚  and new marketing strategies: Cera has a mix of products that would cater to all needs of consumer. Cera has top end products like the Senator Collection, the Shower Temples with Jacuzzi features in them. Cera also has the Premium Collection focused at middle end users and the Regular collection which includes the Indian E WCs as well as European EWCs for the lower end customers.In Bath Fittings, the Single Lever Bath fittings are for the elite, followed by the Quarter turn and the half turn fittings meant for  people looking for more economical range. 7P’S Product: Product of the company as is defined in company’s introductory chapter is a sanitaryware product having mainly  extraordinary features like twin flush water saving product, soft close seat cover, shower temple product. This product talks about giving a spa foot massage and inbuilt Jacuzzi unit which give experience artificial water waves and facility like radio and telecalling with six body jetspray.Price: Prices  of  the  product  and  services  offered  are  competitivecompared to our competitors products and also provide value for money to the customers. Because as we talked  in  the  earlier  Ã‚  paragraph that features provided in the products are very uniqueand are having low cost so finally company becomes best cost  provider in the  market. Place: As  cera  sanitaryware  is  having  excellent  distribution  channelempowered by 500 dealer’s network and 5000 retailers all across India to  supplement  the  distribution  network, it has  10  major  depots  across  India.It  has  7  zonal  sales  &  service  offices,supported by another 28 sales offices, 7 bath studios strategicallylocated in major cities across India. To capitalize on the growth market for premium products, Cera has entered into an exclusivemarketing  agreement  with  Italy's  luxury  brand  Pozzi-Ginori  tomarket its designer sanitaryware in India. Promotion: Cera sanitaryware ltd. has always been proactive in promotional activities for increasing thebrand awareness among the consumer so the company has promotional scheme directedtowards consumer as well as its partner (dealer). Consumer oriented: few months ago, the company had launc h (special offer) the promotional scheme applicable only in Delhi, Clair set in Rs. 3999/- for only one month. †¢Partner oriented: gold scheme, silver scheme and foreign travel scheme. People: In ceramic industry as goods are produced and prompt service is given to the people i. e. employees need to be highly trained and qualified. So requires good qualified and expertise employees to this competitive industry. Cera sanitary ware has achieved a good sense of the same by employing highly qualified employees like M. B. A. nd other Marketing specialized. Physical Evidence: Cera sanitary ware is providing catalogs to their customers as a physical evidence of  purchasing the product. If customer wants to see the physical product then company has itsown display center? Cera bath studio? in metro cities of India. Process: This last step of marketing mix of  Cera sanitary ware includes following points to be done for making the product available to the  customers. †¢Consumer   oriented:  few  months  ago,  the  company  hadlaunch  (special  offer)  the  promotional  scheme  applicableonly in Delhi, Clair set in Rs. 3999/- for only one month. Partner  oriented:  gold  scheme,  silver  scheme  and  foreigntravel scheme. Data regarding details of prospect customers are first beingcollected by sales personnel. †¢These personnel then make calling and getting appointmentsfrom prospects to explain product and services. †¢Ã‚  Next  step  includes  meeting  and  explaining  product  andservices. †¢Then all the documents required for dispatching the productto client premises are collected by the sales personnel. †¢These all documents are then submitted to Head Office at Ahmedabad. †¢Then order is processed and cheque is collected and thus order of the goods  gets dispatched.STP of SENATOR COLLECTION Segmentation: The segmentation of SERA products has been done as follows: †¢ Hig h End Segment †¢ Lower and Upper Middle Segment †¢ Mass Market Segment These segments are keeping in mind the income levels, taste and preferences. Targeting: For the Senator Collection CERA has targeted the high end segment with unique feature like shower temples, Jacuzzi and sensor technologies. Positioning: It has positioned the senator collection as a premium brand and effectively did so through its TVC ad campaign. Appendice 2: Portes Five Forces Model Rivalry Among Existing Players:There are about 20-25 organized players and high percentage of unprganized players whose market share is very high. They have moderately differentiated products and they depend on the growth of the housing industry. Bargaining Power of buyer: The buyer has a wide range of products to choose from and information about the products is easily available. The switching cost is very low. Thus CERA needs to increase its awareness as bargaining power of buyer is very high Bargaining power of Suppl ier CERA is moderately dependant on its suppliers as there is limited number of suppliers in the marketThreat of new entrants The industry entry is difficult due to high cost of set up and manpower, non availability if materials. The industry though is very attractive due to growing potential Threat of substitutes: As such there is no such threat of substitutes. Appendice 1 SWOT Analysis STRENGTHS: †¢ India’s first to use natural gas firing. Direct connection of natural gas from GAIL has certainly helped CERA in better margins. However, this is only one of the several advantages. CERA has captive power plant using natural gas. CERA also has wind turbines.Thus CERA is not dependent on government electricity board for its power requirements. Others will take a long time to catch up. Further, CERA is getting natural gas on very cheap rate directly from the ONGC oil fields, which will continue to be cheap, wherein others are getting imported LNG which is three times costlier than what Cera is getting. †¢ India’s first to launch twin flushtechnology ; 4 liters flush WC. We have twin flush models that on an average consume only 4 liters of water, against the others which can use up to 6 liters every flush. That quantifies to 50% of water saving.With water scarcity in urban areas, there are a lot of initiatives that have already been taken by Metros like Mumbai. Others will have to soon follow in order to save water. †¢ Wide product range. Capitalizing on a strong brand image and an evolving market for bathroom products, CSL expanded its product range to other related products like shower panels, shower cubicles, shower temples, bath tubes, whirlpools, bath fittings etc. , which makes it a total bathroom solutions provider. †¢ Huge distribution network. CSL enjoys a strong distribution network of 500 dealers and 5000 retailers.To supplement the distribution network, the company has several depots and zonal offices across India. This will help the company in increasing its market share. WEAKNESSES. †¢ The company has only one manufacturing plant at Kadi, Gujarat. While its nearest competitors HSIL and parry ware has more than one manufacturing plant strategically located across different parts of India to bridge the gap between demand and supply. †¢ Large unorganized existence. †¢ Low R;D for product innovation. OPPORTUNITIES †¢ Rising domestic demand for tile, sanitary ware and table ware.