Saturday, November 16, 2019
Culture As Eldridge And Crombie Commerce Essay
Culture As Eldridge And Crombie Commerce Essay Culture, as Eldridge and Crombie (1974, cited in Burnes, 1996, p.112) stated, refers to the unique configuration of norms, values, beliefs, ways of behaving and so on, that characterize the manner in which groups and individuals combine to get things done. Every organization has its own unique culture even though they may not have tried to change, manage or manipulate it. Rather it will have been probably changed, managed or manipulated , based on the values of the top management or core people who build and/or direct that organization. Over time individuals (particularly the organizations leaders) attempt to change, manage or manipulate the culture of their organizations to fit their own preferences or changing marketplace conditions.Then this culture influences the decision-making processes, it affects styles of management and what everyone determines as success. When an organization is created, it becomes its own world and its culture becomes the foundation on which the organization will exist in the world. In the past decade, more and more companies have attempted to make significant changes in the way that they manage their businesses. In a world where rapid change has become the norm, a variety of forces have driven organizations to undertake task of changing their culture (Heifetz Hagberg, 2003). 1.1 Definition of Organizational Culture: There is no single definition for organizational culture. A variety of perspectives ranging from disciplines such as anthropology and sociology. Some of the definitions are listed below: Organizational culture is a series of understandings about action that is organized, and find expression in language whose nuances are special to the group (Becker and Geer 1960, cited in Michelson, 1996, p.16 ). Organizational culture is a series of understandings and meanings shared by peoples that are relevant to special group which are passed on to new members, and are tacit among members (Louis 1980, cited in Michelson, 1996, p.16). Organizational culture is a system of knowledge and standards for believing, evaluating and understanding etc that serve to environmental backgrounds (Allaire and Firsirotu 1984, cited in Michelson, 1996, p.16). Basic assumptions and beliefs have deeper level that are: learned responses to internal integrations problems and survivals problems in groups external environment; are shared by members of an organization; that operate unaware; and that define in a basic taken -for-granted mode in an organizations view of itself and its environment (Schein 1988, cited in Michelson, 1996, p.16 ). 2.0 CHANGING ORGANIZATIONAL CULTURE: All the organizations culture isnt static: because the internal and external factors influence culture change, so culture will change. According to Burnes(1991, cited in Burnes, 1996, p.115): assumed that culture is locked into personal values, beliefs and norms of organization, because these conceptions change is difficult. This type of organic culture will be slow if there isnt major shock to the organization. Its a big problem whether organizational culture can be changed or not. In the following, this problem will be discussed: analyzing whether culture can be changed, and if it does, in what way. 2.1 Culture can be Changed: Many people take a more considered view while sharing the belief that culture can be changed. Schein(1985,cited in Burnes, 1996, p.117) who is one of the more influential, believed that before any attempt is made to change an organizations culture, it is first necessary to understand the nature of its existing culture and how this is sustained. He argued that it can be achieved by: For new members, analyzing the process of employment and induction; Analyzing responses to critical events which are often translated into unwritten in history of organization. But rules of behavior are still very strong. Beliefs, values and assumptions of guardians and promoters of organizations culture are analyzed; Paying especial attention to puzzling characteristics which have been observed. Scheins approach is to treat culture as an adaptive and tangible learning process, and emphasizes the way in which an organization communicates its culture to new members. For a variety of reasons, organizations may find that their existing culture is unsuitable or even harmful to their competitive needs. In such a situation, many organizations have decided to change their culture. After a survey carried out in 1988 by Dobson (1988, cited in Burnes, 1996, p.116), Dobson states that these organizations sought to change culture by shaping the beliefs, values and attitudes of employees. Dobson identified a four-step approach to culture change based on these companies actions: Step 1 To change the composition of workforce, organization can change policies of recruitment, selection and redundancy so that prospects of promotion and employment are dependent on those controlling and displaying the beliefs and values that organization wishes to promote. Step 2 Organization may reorganize the workforce in order to make employees and managers who display the required traits to occupy positions of influence . Step 3 Organization can effectively communicate the new values by using a variety of methods such as one-to-one interviews, briefing groups, quality circles, house journals, etc. Step 4 Organization can change systems and procedures that related with rewards and evaluations. Many peoples advocating culture change adopt a similar approach. Some of these underestimate the difficulty involved in changing culture. For example, Egan(1994, cited in Burnes, 1996, p.117) took just four pages to show how organizations could quickly, and with apparent ease, identify and change their cultures. Gordon et al.(1985, cited in Burnes, 1996, p.117) conclude that : this type of generic approach to culture has been criticized as being too simplistic, and putting forward recommendations which are far too general to be of use to individual organizations. Schwartz and Davis (1981, cited in Burnes, 1996, p.118) suggest that: it should compare the strategic significance(importance to the organizations future) of the change with the cultural resistance when an organization is considering any form of change. They term this the cultural risk approach. They argue, it is possible for an organization to decide with a degree of certainty whether to ignore the culture, manage round it, attempt to change the culture to fit the strategy, or change the strategy to fit the culture. Though Schein (19841985, cited in Burnes,1996, p.118) believes that culture can be changed, he also argues that there is a negative side to creating a strong and cohesive organizational culture. Shared values make organizations resistant to certain types of change or strategic options regardless of their merit. Although many peoples believes the advisability of culture change and strong cultures in some situation, and someone question this , there are also people who believe that culture can not be changed or managed at all. Meek (1982, cited in Burnes,1996, p.119) commented that: culture as a whole can not be manipulated, turned on or off, although it needs to be recognized that some [organizations] are in a better position than others to intentionally influence aspects of ità ¢Ã¢â€š ¬Ã‚ ¦ culture should be regarded as something an organization is, not something it has: it is not an independent variable nor can it be created, discovered or destroyed by the whims of management. Filby and Willmott(1988, cited in Burnes, 1996,p.119) also questioned the notion that management has the capacity to control culture. They point out that this ignores the way in which an individuals values and beliefs are conditioned by experience of exposure to the media, social activities, and previous occupationa l activities. A further factor against the feasibility of managing/changing culture is the ethical dimension. Van Maanen and Kunda(1989,cited in Burnes,1996, p.120) argued that: managers attempt to control what employees feel and what they say or do behind the interest in culture. Their argument is: culture is a mechanism for training emotion that is a method of guiding the way people are expected to feel. It can be conceived that they attempt to change culture. Cooper (1998) conclude three views relevant whether culture can be changed : Root Metaphor: If peoples believe that culture is a root metaphor, they believe that there is no instant means about changing a culture which will be developed and which is passed on from generation to generation of the workforce. Cultural change will happen only through the hundreds of forces acting between all the actors, but slowly. It cannot be pre-determined. External and independent variable : If peoples believes that culture is an external and independent variable, they believe that there is little one can do to change a culture in the face of external social behaviours, values and beliefs that employees bring into the work place. Internal variable: If peoples believe that culture is an internal variable, they believe that the culture can be directed and changed. However some focus on the more visible symbols and artifacts, many on peoples behavioral patterns, and others on peoples underlying behavior norms, values, and beliefs. 2.2 How to Change Culture: There are many solutions to changing culture, some prescriptive (directive) others more philosophical (enabling) (Cooper,1998). The need for a change in culture is invariably precipitated by some significant, even critical, external environmental change. 2.2.1 Management Directed : Culture change through the actions and behavior of leaders rather than a process they prescribe a set of actions to create an environment. Peters and Austin (1985,cited in Cooper,1998) equates business and leadership with show business and thus the need to create the right atmosphere. So they advocate shaping values, symbolizing attention even to the point of saying it is the opposite of professional management . Drama can be just for impact and creating stories that get told time and time again, such as the when the founder of McDonalds ordered all managers chair backs to be sawn off so they would be more inclined to get out and meet the customer. Consensus building based on sharing: developing high-trust between individuals; allow time for people to change; to set the direction but allow the employees to work out the details, more direct intervention, provide the training to develop the new skills needed. Within atomized organization, managers will be both the bearers of culture as well as its promoters. 2.2.2 Management Enabled: According to Schein(1985, cited in Cooper,1998):organization need leadership to help the group learn new assumptions and unlearn some of its cultural assumptions when culture becomes dysfunctional. Leaders encourage groups to undergo group cue. The aim is to surface the unconscious assumptions and values of the group as a prelude to changing them to meet the needs of a new environment. Schein had process models: General Evolutionary Process [this is change from within a group that is natural and inevitable and passes through predictable stages]. Adaptation, Learning, or Specific Evolutionary Process [here the environment causes responses by which the group learns and adapts]. Revolutionary Process [in this power is a key variable]. Managed Process [here there is a focus on what can and cannot be changed].    Schein proposes that leaders are responsible for which model to adopt and for ensuring the group knows and agrees which model it is using. Burnes (1996) conclude: If organizational culture lack clear fuidelines, managers must make themselves to choice based on their own circumstances and perceived options as to whether to attempt to change their organizations culture. If organization lacks strong or suitable cultures which bind their members together in a common purpose and legitimate and guide decision-making, managers may find it difficult either to agree among themselves or to gain agreement from others in the organization. 3.0 MANAGING ORGANIZATIONAL CULTURE Cultures are hardly planned or predictable; they are the natural products of social interaction and develop and emerge over time. Someone believes that cultures can be shaped to suit strategic ends. Even if cultures can be managed is this necessarily a good thing? This is the tendency for culture to be promoted as a device for increasing organizational effectiveness. Culture spans the range of management thinking. Organizational culture has been one of the most enduring buzzwords of popular management. Why? Perhaps most importantly culture penetrates to the essence of an organization it almost analogous with the concept of personality in relation to the individual and this acute sense of what an organization is its mission, core values seems to have become a necessary asset of the modern company. There is the contentious question of whether or not organizational culture can be managed or not. While there may be no definitive answer to the question. According to Bate (1994,cited in Willcoxson Millett, 2000, p.97): there exist two basic approaches to culture and strategy: conforming (maintaining order and continuity) and transforming (changing and breaking existing patterns). The effectiveness of the chosen approach to organizational culture and strategy at any given time is dependent on contextual factors that relate to both the internal and the external environment. Thus, context determines a culture needs to be maintained or changed, but the strategies adopted are very much determined by the perspective subscribed to by the manager or change agent. In dealing with the management of organisational culture, it is firstly necessary to identify as fully as possible the attributes of the existing or new target culture the myths, symbols, rituals, values and assumptions that underpin the culture. Allen et al.(1985, cited in Willcoxson Millett, 2000, p.97) concluded that: action can be instigated in any of several key points of leverage: recruitment, selection and replacement -organization ensure that oppointments strength the existing cultures or support a culture change, that can affect culture management. Organization can change the culture by using removal and replacement; socialization -which is especially critical in fragmented organisational cultures. An existing or new culture can be provided by induction and subsequent development and training for acculturation and for improved interpersonal communication and teamwork; performance management/reward systems -organization can highlight and encourage desired behaviors which may (or may not) in turn lead to changed values through using performance management/reward systems. leadership and modelling executives, managers, supervisors can reinforce or assist in the overturning of existing myths, symbols, behaviour and values, and demonstrates the universality and integrity of vision, mission or value statements; participation it is essential that participation of all organization members in cultural reconstruction or maintenance activities and associated input, decision making and development activities if long-term change is to be achieved in values, not just behaviors. interpersonal communication an existing organizational culture can be supported much by satisfying interpersonal relationships. Satisfying interpersonal relationships integrate members into a culture; effective teamwork supports either change or development in and communication of culture; structures, policies, procedures and allocation of resources need to be congruent with organizational strategy and culture and objectives. The above constitute a number of many strategies and leverage points that can be used in organizations to manage an organization in terms of its overall culture. The management of culture is based on a understanding of the tacit and explicit aspects that make-up the existing culture. 4.0 MANIPULATING ORGANIZATIONAL CULTURE: Culture determines what a group pays attention to and monitors in the external environment and how it responds to this environment. Thus, as Bate (1994, cited in Willcoxson Millett, 2000 ) notes, for those who take an anthropological stance, organisational culture and organizational strategy are inextricably linked and dependent each other. Culture is not a separable aspect of an organisation, it is not readily manipulated, and it is not created or maintained primarily by leaders. For the peoples who called as scientific rationalists, organisational culture is one aspect of the component parts of an organisation, a aspect that can be measured, manipulated and changed as organisational variables such as skills, strategy, structure, systems, style and staff. Organisational culture is primarily a set of values and beliefs that articulated by leaders to guide the organisation, translated by managers and employees into appropriate behaviours and reinforced through rewards and sanctions. Scientific rationalist peoples thus tend to talk about culture as if it is a definable thing the culture of the organisation; the organisation has a service culture and their strategies for change focus on modular, design-and-build activity often related to structures, procedures and rewards. 5.0 CONCLUSIONS: Organizational cultures are created or changed by people. In part, an organizations culture is also created and cahnged by the organizations leadership. Leaders at the executive level are the principle source for the generation and re-infusion of an organizations ideology. What constitutes organisational culture and its perceived role in organisational are argued, resting on perceptions of culture either as a historically-based, change-resistant, deep social system which underpins all organisational strategy and action, or as just one aspect of the total organisational system, manipulable though surface structures such as rewards. The model adopted will determine which of the key points of leverage are deemed most likely to achieve the desired outcome of cultural maintenance or change. The perspective adopted will determine the focus of cultural change, development or maintenance activities. There are no definitive answers to questions about whether culture can be changed, managed an d manipulated or not. There are different views about this question. The view of yours based on your knowledge, experience about organizational culture. Although there are no definitive answer to question, you can conclude a answer which fit your view through analyzing of this paper.
Wednesday, November 13, 2019
Business Analysis of 20th Century Insurance Essay -- Insurance Compani
Business Analysis of 20th Century Insurance Table of Contents History, Position, Targeted Market, Goals                         Page 3 Northridge Earthquake, Crisis                              Page 4 Comeback Kid, Results of PR Campaign                         Page 6 Developing a Crisis Plan,                                   Page 7 Crisis Team, Milestones for Communication                         Page 8 Issues                                                  Page 9 Plan Approval, Anticipated competitive responses                    Page 11 Recommended press release                                   Page 14 References                                             Page 15 Appendix A                                             Page 16 History 20th Century Insurance was established in 1958 and was the first company of its kind to sell automobile insurance without a middleman, known in the industry as a broker or agent. This direct sales approach allowed 20th to offer insurance at a much lower premium than its competitors. To date, 20th Century Insurance is still recognized as one of the most economical full service automobile insurers in the California market. Position In terms of market share, 20th Century is the fifth-largest car insurer in the state. The company's credit rating was recently upgraded from a B- to BBB+ and its stock is being traded around $21.50. 20th Century is also among the Valley's (headquarters office location) largest firms in both market capitalization and employees. The company currently employs in over 2,000 people. Targeted market For the first 30 years of the company's existence it enjoyed huge profits from selling only automobile insurance. These large profits were achieved, due in part, to its targeted market which are generally people in the age range of 30-60 who are classified as a low risk "good drivers". The company's structure of selling insurance directly to the customer while providing excellent customer service is also a driving force to its success.      In 1982 the company began offering homeowner's insurance and this venture also proved to be financially successful for the company. The vast majority of the homes insured by 20th Century are located in the Valley cites and at one time the homeowner's insurance made up about 10% of the company's business, however, to date it onl... ... business.                     References      Gross, A. (1998). Catastrophe planning: An essential part of comprehensive risk management. Insurance Advocate Kamer, L. (1997). Crisis planning's most important implement: The Drill. Communication World Littlejohn, F. Robert (1983). Crisis Management a Team Approach New York: AMA Management Briefing.      Newsom, D., Turk-Vanslyke, J., & Druckeberg, D. (1996). This is PR: The realities of public relations 6ed. United States: Wadsworth Publishing      Sanders, E. (1994). Some hard lessons in survival: Insurer faces own problems during quake. Daily News Schnaible, R. (1994) 20th Century Times: Earthquake!, January Shinkman, R. (1996) 20th Century bounces back to solid profitability:Insurer's 1996 net income may hit $100 million., Los Angeles Business Journal April 29-May 5      Sparks, D. (1995) On the Road Again. Financial World, December 5 Stavro, B. (1995) 20th Century on the Rebound After Settling Quake Claims. Los Angles Times September 12 Sullivan, B.(1999) Daily News: Comeback for 20th Century Insurance, January 13 Yoshitake, D. 20th Century puts quake trials behind. Daily News          Â
Monday, November 11, 2019
Psychology and Emotions Essay
Famous Film Critic Roger Ebert has said â€Å"Your intellect may be confused, but your emotions will never lie to you.†. Honorable members of the jury, respected teachers and my dear friends †¦A very pleasant good morning to one and all! Today I stand before you to speak for the motion on the topic â€Å"MAN IS A BUNDLE OF EMOTIONS†. Emotion is one of the most controversial topics in psychology. Love and hatred, joy and sorrow, sympathy and jealousy, disappointments and fulfillments always tear and toss him. His entire life moves around these emotions. He can ruminate on the past and can plunge into the future. Man is never satisfied with what he has. The more he has the more he wants. In simple words He is full of ambitions. It can be proudly proclaimed that we human beings are nothing but a bundle of emotions. Emotions represent us, shape us, make us and even have the capacity to break us. Emotions serve as a sophisticated system of internal guidance that can help us survive, develop and successfully compete. Emotions help us in making decisions as our feelings help us to make choices , help us in predicting and understanding behavioral responses in self and in others , facilitate in opening channels of communication, and enhance our capacity for relating to and connecting with each other . If emotions are so important then isn’t it natural that we should be the in the driver’s seat controlling and managing emotions, rather than letting them hijack our intellect, values and thinking. We should rule over our emotions rather than allowing our emotions to rule over us. I find it rather hilarious that importance of emotion is often neglected on the false pretext that man is a rational being. As the tumult of emotions unfolds within our bodies, intelligence is often forced to take a back seat. In the light of potency and power that emotions have over us is shaping our very own existence, it seems natural to infer that all of us must learn the art of managing our emotions. In the words of Rainer Maria â€Å" All those emotions are pure which gather you and lift you up; whereas those emotions are impure which seizes only one side of your being and so distorts you. If you hold back on the emotions–if you don’t allow yourself to go all the way through them–you can never get to being detached, you’re too busy being afraid. You’re afraid of the pain, you’re afraid of the grief. You’re afraid of the vulnerability that loving entails. But by throwing yourself into these emotions, by allowing yourself to dive in, all the way, over your heard even, you experience them fully and completely. An old proverb says that â€Å"You are what your thoughts are†. In this sense man is a bundle of thoughts, emotions and experiences. Every day we embark on a journey towards the University of World where we come across different people, different experiences and new learning’s. Every person acts as a teacher, only if we are ready to learn. In conclusion I quote Frank Luntz â€Å"Eighty percent of our life is emotion, and only 20 percent is intellect. I am much more interested in how you feel than how you think. I can change how you think, but how you feel is something deeper and stronger, which I won’t be able to interpret†.
Saturday, November 9, 2019
Machine Language Essay
1- Machine independent languages The high level programming languages are machine independent, which means they don’t rely on specifications of a particular machine. Brookshear (2012, p.242) indicate that â€Å"Since the statements in a third-generation language did not refer to the attributes of any particular machine, they could be compiled as easily for one machine as for another†. Since machines can understand and execute instructions written in machine language, then a program has to be machine-specific, although the program source code language may be machine-independent, but the compiler target specific machine output. Brookshear (p.243) â€Å"A program written in a third generation language could theoretically be used on any machine simply by applying the appropriate compiler†. The pros of compiling code into machine-specific output is to perform optimizations on the output for the target machine on which the program will run, such optimization won’t be doable if the program is compiled to run on unknown target machine. Machine-independent language may offer optimization in their abstract concepts like structures, objects, loops and conditions, those are machine independent, but the most effective optimizations are those that best exploit special features of the target platform. E.g.: Instructions which do several things at once, such as decrement register and branch if not zero. Wikipedia(2013). 2- Four programming paradigms. Imperative paradigm: is the traditional approach and also known as procedural paradigm. the process of programming is a procedure has one or more actions or commands executed in sequence. the commands or steps are derived by an algorithm in order to produce the desired result. it describes the details of HOW the results are to be obtained, in terms of the underlying machine model. Functional paradigm: functional programming is to do computation by calling or applying functions. each function is an abstract of single or multiple expressions which can be evaluated. Brookshear (p.245) define how functional programming is constructed by having smaller units connected in order so that output of each unit is used as an input in another unit till the desired overall output is obtained. the functional paradigm is simple functions are nested together to build to build main one. As per (Laird ,2009, p.17), The main ideas of functional programming are high-order and pure functions, recursion, evaluation of equations, and pattern matching. Logic paradigm: This paradigm logic based and is different from other main programming paradigms. It’s designed for Artificial intelligence to deal with problems that requires extraction of knowledge and training driven from facts and making use of rules and relations. Nà ¸rmark(2010) highlighted one of its characteristics in program execution becomes a systematic search in a set of facts, making use of a set of inference rules Prolog language is one of the languages that uses logical paradigm. (Laird ,2009), In logic programming, set of facts and rules are analyzed in each step, referred as clauses. Prolog is the widely known language of logic programming. Object Oriented paradigm: Any top language is known by its support of object-oriented programming (OOP). it has gained great popularity in the recent decade. It has 3 main features: Encapsulation: classes are types that are self-contained modules and an instance of the class is an object. Inheritance: Classes could have relationships and organized in hierarchies, inheritance passes the structure and methods in one class down to child classes in the hierarchy. Polymorphism: common types can be presented by using a uniform interface. These features facilitates programming process when programs become larger and complex. Brookshear (p.247) in OOP a software system is represented as a collection of objects,each object is capable of performing actions or requestion actions from others objects. These objects interacts with each other to work out the domain problem. As per (Laird ,2009), All four of the main programming paradigms are useful in their own way, but pure programmg languages of only one paradigm are known to be slightly more limiting. Object-oriented design is currently the most versatile and widely used programming paradigm. 3- Machine language vs. assembly language Assembly Language: is the first step in the evolution of programming languages. (Rajaraman , 1998) â€Å"In an assembly language, mnemonics are used to represent operations to be performed by the computer and strings of characters to represent addresses of locations in the computer’s memory†. There’re one-to-one correspondence between assembly statement and machine code instructions. Thus, assembly language is machine dependent as it’s matched to a particular processor structure. A program written in assembly language has to be translated by an assembler to set of machine code/instructions, thus it can be executed by computer. a disassembler performs reverse function. Machine language: called machine or native code, is the lowest level representation of program. every program is made of a series of instructions executed directly by CPU. Machine language is set of instructions executed directly by CPU. every task has one or more specific instructions. Wikipedia(2013). â€Å"Unfortunately, writing programs in a machine language is a tedious task that often leads to errors that must be located and corrected (a process known as debugging) before the job is finished.†Brookshear (p.240). Although assembly language is low-level language, but is higher level than machine code. It’s more logical and human readable than machine code.
Wednesday, November 6, 2019
MS Word tips for a great-looking resume
MS Word tips for a great-looking resume No matter how impressive your education and career have been so far, if you can’t find a polished way to put it all down on paper no one will give you a second look. Put it this way: according to TheLadders, recruiters only spend six seconds looking at each resume. If what they see in that flash of time is sloppy, disorganized, and hard to follow, you won’t be contacted any time soon. Your resume is such a crucial document, so why not make it the best it can be? We’ve compiled some basic Microsoft Word tips you can fold into your resume that will help you show off in a way that’s organized and easy to scan.Save and send as a PDF.Not only does saving your resume as a PDF (â€Å"Save As†and then change file type to PDF) increase the security of your document, it ensures that the person reading your resume will see the document exactly as you intend them to- with no risk of their computer or software messing with your carefully chosen formatting. Just make sure to open up your saved PDF and do a quick check to make sure it looks the way you want it to before you send.Get extra space with a header.If you’re having trouble cramming all your information into the one page and everything is squished together, try creating a header and moving your contact information there. Just make sure you match the formatting (font and general style) to the rest of your resume so it looks like a cohesive document.Use bolding and underlines to set sections apart.Set your job titles and section headings apart from the rest of your text by bolding them. This makes it easier for recruiters and hiring managers to skim through your experience. Also, adding a line beneath section headers can increase readability if space is tight.At the same time, take care not to overuse bolding- its purpose is to call attention to key parts of your document. If too much is bolded, the eye doesn’t know where to go and the point is lost. Stick with headings and you’ll be fine.Use bullets with lists.Bullet points are a great way to organize subsections, such as a list of your relevant skills, in a way that’s easy to skim. Make sure to list the big ticket ones first, as these will be the ones a recruiter or hiring manager will definitely see at a quick glance.Separate text in the same line with bullets.Setting items apart within a single line (say, a list of skills in a summary or headline that stretches across the top of your document) is a polished way to make a list that doesn’t take up a lot of vertical room. Select the space between words, go Insert/Advanced Symbol, then select your desired bullet.Align your dates.Use the spacebar or tab key to move your dates all the way out to cozy up to the right margin, making sure they all align going down the page. This makes your job titles and descriptions look less cluttered.Cheat on line spacing.If you need to free up space and can’t cut any text, try decrea sing the line spacing in sections that can be tightened without becoming hard to read. Highlight the text in question, and then fiddle with the Line Spacing Options in the character spacing tab on your home tab. If it looks silly to you, though, it will look silly to a recruiter. It’s better to cut text than to have a block of small text mashed together that’s impossible to read.
Monday, November 4, 2019
ISIS CAMPAIGN Essay Example | Topics and Well Written Essays - 250 words
ISIS CAMPAIGN - Essay Example is absolute and when such freedom is abused and already poses a threat to national security, such freedom should be regulated to the effect of asking these social media companies not to be used as a medium by ISIS to recruit fighters from the West. To the end of social media companies, following this mandate of the US government is consistent with CRM or Corporate Responsible Management where the company refuses to be used as a tool of evil. Most media outfit no longer air or cover the propaganda materials of ISIS. In fact, ISIS beheading of people and burning of a Jordanian pilot was not aired not only due to its gruesome image but also as a responsible practice of journalism not to be used by terrorist organizations to spread their propaganda messages. Companies must do the same and should contribute to defeating and ending of terrorist organizations that had killed so many people and destroyed so many infrastructures including those important ones such as heritage structures. They should therefore ban any propaganda messages from ISIS in their
Saturday, November 2, 2019
Phenomenology and Building seminar Essay Example | Topics and Well Written Essays - 1500 words
Phenomenology and Building seminar - Essay Example The place where I was born, the place where I grew up, the place which I learnt was called a house, a place that was so much more. It is difficult for me to describe how much this place means to me. It is the place where I took my first steps. Where I laughed and cried and grew up. It is a tangible representation of all my memories. Moving towards the history of my home, the historic value of this house is also very sentimental. When my parents got married they moved into this house. Thirty years ago it was constructed by the housing development in Tehran. However it seems older to me. Looking back at the last time I visited my childhood home I remember it all so clearly. Last year during my winter break as I went to Tehran I decided to go visit the old neighborhood. My cousin dropped me at the mosque near my home and I silently stared at it for a minute listening to the sound of the azaan. I was overcome with emotion because of the beauty of that sound and the way people left what t hey were doing and headed to the mosque to answer the call for prayer. The sound of azaan had always calmed me down and filled me with peace and hope. I had missed it a lot Moving on I walked on the footpath as I had done many times before. Then I was finally there. I was in my old neighborhood. There are so many times in life that we think that we would know how we would feel in a particular situation. Its times like these that we realize for our all knowledge, for all our experiences, for all our perceived understanding of things, how little we really know. I was here after twelve years. We had moved into a new house as I turned sixteen. Everything had changed so much.. I walked down the street and I smell the faint but familiar aroma of xangak and chelo kebab. I smile at the little children riding their bikes and running around. I see their mother’s watching them with such fondness from their driveways. I see so many faces. Strangely I recognize none of them. I see the tre es nearby and so many birds flying in different directions. I see the yellow bridge and it makes me happy as I remember standing on it as a child hoping to catch a fish. At this point Martin Heidegger’s concept of dwelling crosses my mind. I had initially struggled to grasp what he had meant when he had related buildings to dwelling. How he had mentioned the fourfold elements of earth, sky, divinities and mortals as essential for the idea of dwelling. At this point I could see with certain clarity what he had meant. My house was located near a natural environment. It was how I had related to the overall environment, also known as ‘place’ as Christian Norberg-Schulz would call it, and not just a structure of a building in which I spent a majority of my time in. I’m standing outside my house now. It’s a building of modest proportions. It’s a two storey family house built along a minimalist design. The character of which is defined from its semi hanging open terrace, a set of white pillars that start at the base and finish lightly touching the roof top, with huge glass windows and a small courtyard that provides shielding enclosure from the street while maximizing light and views. I stare at the white residential security gate and I smile as fond memories flood my mind. I see myself struggling to climb over that gate and when tiring from the effort of doing so sitting right at the base with my feet hanging out and waving at people passing by. I can see my
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