Cog Therapy & Gay & Lesbian Counseling Essay Example | Topics and Well Written Essays - 3750 words

Cog Therapy & Gay & Lesbian Counseling - Essay Example This leads to development of feeling of worthlessness and hence, depression. This feeling of worthlessness and rejection is being faced by the gays and the lesbian population, as the society is yet to accept homosexuality as normal thing (Bringaze, Tammy and White 162). This has led to many homosexual people suffer from psychological disorders. Their psychological disorder is a result of both, the social attitude and their own negative perception of the self image. Hence, cognitive therapy, which aims to resolve the problem from roots, is one of the best therapy to use while counseling gays and lesbians. According to Beck and Weishaar (1986), â€Å" Cognitive therapy is a system of psychotherapy based on theory which maintains that how an individual structures his or her experiences largely determines how he or she feels and behaves† (Freeman and Dattilio 3).Cognitive therapy is mostly based on the quality of the interaction between the therapist and the patient. According to Beck and Weishaar (1986), â€Å"it is a collaborative process of empirical investigation, reality testing, and problem solving between the therapist and patient.† Cognitive therapy has proved to be extremely effective in treating problems related to mind as it not only tries to fix the problem on surface but works on the root cause of the problem by dealing with emotional and behavioral disorders (Freeman and Dattilio 3). Cognitive therapy works effectively because it believes that the behavior pattern of a person depends on how he perceives the self and his relationship and adjustment with people and society around him. According to Horney (1950) and Adler (1936), the behavior pattern of a person

Sales management Essay Example | Topics and Well Written Essays - 1500 words

Sales management - Essay Example Before the sales representatives go to the field, they have to acknowledge the approaches they can use to deal with different consumers. The electronic business should invest in regular training to make the workers familiar with the products offered by the company. Training is also vital because it enables the sales representatives to acknowledge the sales policies and processes. Some consumers are very rude. Consequently, failure to handle them makes sales representative appear rude. This may result into poor relationship between customers and worker. Moreover, it can make the firm to lose many consumers leading to low sales. The sales representatives should be trained on how to ignore rude customers. For example, customers may complain about things that do not involve the sales persons such as business policy or the prices of items. Workers should let the customers complain without responding to their complaints and express their regrets for any inconvenience later. Workers should receive sufficient training on approaches to address the polite customers to maintain good relationships with such customers (Overell 2003). Managers should equally stimulate consumers to be cooperative and committed to their work. They should set strategies for motivating the workers after seeking their opinions. Some of the common ways of inspiring the workers entail compensating and rewarding them. Managers should reward the workers by recognizing their efforts. This may entail praising them before other sales representatives or increasing their pay. Moreover, the managers should compensate the sales representatives who work extra time. For instance, some customers may set appointment times that are outside the usual working hours. Such workers who work beyond the working hours should be compensated by increasing their pay or other forms of compensation. Praising the workers and compensating them will increase the level of commitment and cooperation in the work places. Additional ly, the motivated workers will stop missing the scheduled appointments (Susan 2004 13). The managers need to create and maintain good relationships with the sales representatives. The relationship between workers and their leaders in the work places determines the communication between customers and workers. Good relationship may be created by involving the sales representatives in the decision-making process. This will make the personnel feel appreciated and contented consequently enhancing their productivity. The managers should also treat the sales representatives with courtesy and always acknowledge their presence and contribution. The managers should also comment on the work in private whenever it needs improvement (Garg & Rastogi 2006 577). Question 2 Globalised trade, high foreign investment and increase in cross-border transactions are putting a lot of pressure on businesses. This has forced businesses to devise innovative measures to allow them continue marketing their prod ucts and services. These measures include maintaining good and close relationship between the business and customers. This is difficult in the competitive environment because customers demand more choices than before. Consequently, for a business to meet customer demands and improve loyalty, it needs to access accurate and current customer information. This is possible with the application of the internet that is an ultimate communication tool. Using the internet can support businesses in maintaining customer loyalty because

London millennium bridge Essay Example | Topics and Well Written Essays - 1000 words

London millennium bridge - Essay Example London Millennium Bridge London Millennium Bridge links the city of London with the Bankside. It’s 330m steel bridge over the river Thames and is 330m long. It’s the first bridge that was built across the Thames River in London since the opening of the Tower Bridge (1894). Another special feature about the bridge is that is the first pedestrian only bridge. The city is linked near the St Paul's Cathedral with the Tate Modern art gallery on the Bankside. The bridge officially opened on 10th June 2000 and was immediately closed after being open for 2 days as it swayed alarmingly. The movement was not expected to be so great and this led to a lot of criticism of the project. The extensive research took place on the design and the bridge was reopened again after modifications to the original design on 22 February 2002. Since, then it has not had any troubles and today is one of the major attractions of London attracting thousands of pedestrians and tourists every day. The M illennium Bridge is a simple concept which has been given shape via an extensive and complex design. Findings of the Review The review views the Bridge in 2 phases. First phase is before the reopening of the bridge in 2002 (after numerous modifications were made) and the second is after the reopening immediately after the opening and the 2 years that it was closed. The review terms the first phase as a complete failure due to the following reasons: It did not meet the criteria of a successful project It was not completed on time It overshot the initial budget The final product was not of the best quality and had to be redesigned Extra funds had to be raised in order to do the modifications The review terms the second phase as a success due to the following reasons: There is no wobbling and meets all the technical requirements It leaved up to the expectations It has contributed and generated revenue through tourism It has created jobs as it has opened up new business opportunities in the surrounding area Response to the Review Even though the findings of the review are accurate and based on quality research, it does not take into consideration all the factors into consideration before terming it as an initial failure. Yes the fact that the engineers failed to come up with a design that could have predicted the wobbling and make necessary modification cannot be ignored. But this kind pedestrian effect on the bridge was unpredictable. As there hadn’t been any previous recordings that had caused such major effects (Zasky, 2011). Also there are numerous other factors that need to be considered. Prior to this, there hadn’t been much literature on the lateral vibration of a bridge. Even though there were numerous instances where lateral vibration was observed, it was not given much attention and hence was not incorporated into bridge building codes (Newland, n.d.). Examples of other bridges that have registered lateral vibration are Auckland Harbour Roa d Bridge, Groves Suspension Bridge and Birmingham NEC Link Bridge. The research that has gone into finding a solution for the problem has lead to new literature on the topic and this will be used as benchmark for all the future projects. As mentioned above numerous other bridges, which are different in design and technology to that of London Millennium Bridge, that have vibrated due to the load of the crowd have come to light (Newland, 2003). Project manager of the Bridge said, â€Å"

New Religions Essay Example for Free

New Religions Essay Present essay studies how new religions are born in the context of social, cultural and intellectual relations between people. The analysis addresses the origins of three Abrahamic religions: Christianity, Judaism and Islam to trace their origins, historical and social needs that drove their development and intrinsic ties with their predecessors. The thesis is defended that the birth of religions should not be regarded as merely divine providence, intellectual development, but should be understood through the prism of socio-political developments in a given society. The origins of Christianity Christianity was not born as fully autonomous religion, but in contrast was under a great influence of Judaism (Brown, 963). This influence relates to the same canonical religious texts, including Old Testament, monotheism etc. Hence, Christianity was born simultaneously as a follower and opponent to Judaism. There is no denying the importance of the fact that social roots of Christianity should be traced in Jewish revolutionary movement against Judaist aristocracy, living in wealth and oppressing lower classes and Roman dominance, which was particularly aggressive. In its intellectual roots Early Christianity focused on critique of material goods, which is reflected in its celebration of soul, love and salvation. Such ideology was particularly successful amongst ordinary people, who saw Christianity as the source of their liberation (Bruce, 235). However, notwithstanding these social roots, Christian religion was for a long time persecuted in Judea and Roman empire in general. It did not function as state religion until AD 325 when the First Council of Nicaea took place and Constantine the Great made his historical decision. Until that time Christianity functioned within different sects, which focused on often contradictory interpretations of Bible, Greek philosophy, Gnosticism, Judaism etc (Grant, 45). Therefore, establishing Christianity as a full-fledged religion required its ascendance in the role of state religion and codification of its canonical legacy. The task was realized by St. Paul, who transformed the earlier premises of Christianity and made them affordable to interpretation by state power. Various Christian Councils later codified Christian texts and interpreted them to create unified traditions. Other interpretations of Christianity were persecuted by official Christianity, which marked the final stage in its transformation into full-fledged religion. Judaism The historical roots of Judaism should be traced back in the social need of Judea state to legitimize and develop its national autonomy in the ancient world (Shaye and Cohen, 36-39). The proof of the latter thought may be found in Tanakh (Old Testament), a canonical text of Judean tradition. Old Testament presents a Jewish nation (Childern of Israel) in their direct relationship with God, who proclaimed them the chosen nation. The latter shows that Judaism was central for Judea in positioning itself as the most progressive state in the Middle Eastern region. The historical origins of Judaism should also be traced in the need of regulating social relations in Judean society. This is the most evident in commandments or Law of Moses, which includes 613 laws, regulating various spheres of life in society. Hence, there is no denying the importance of the fact that Judaism was a very important ethical, legislative and moral tool in ancient Jewish society. Its main principles were later included in Talmud, which became the prototype of religious legislative system in general. Notwithstanding the fact that Judaism was the first monotheistic religion it was influenced by some ancient religions such as Zoroastrianism, from which Judaism borrowed certain cult practices, monotheistic ideas and philosophical mindset (Shaye and Cohen, 295). The ties of Judaism are also evident with Christianity and Islam, which form the group of common Abrahamic religions. Islam Islam has its historical roots both in Judaism and Christianity. As it is widely known, Islam uses Christian tradition of preaching Jesus; however, unlike Christianity in Muslim tradition, Jesus is regarded as a mortal person (Esposito, 23). Muhammad, the final prophet of God is regarded as a great reformer, who restored the original monotheistic tradition of Moses, Jesus and Abraham, which arguably was distorted in Christianity and Judaism. Therefore, it may be said that Islam is based on permanent reference to Judaism and Christianity, as the sources of its own development. The birth of Islam was also fostered by the ethical, intellectual and moral needs of Arab societies. Quran may be compared to Torah in this respect, because it served as the main tool for regulating social relations in Muslim societies. Its main commandments were included in Shariat law, which reflects Muslim tradition of correspondence between law and religious norms. Moreover, it should be noted that Islam was born and developed in the period of the rapid ascendance of Arab civilization as the center of power and development in Asia (Esposito, 68). Arab conquests and interrelations with the West were premised on the construction of the national and religious identity, which was found in Islam. Islam served as the tool for contrasting Muslim world with Western and allowed unifying various Muslim nations in the single task of promoting the cause of Mohammad. To sum it up, we have discussed major historical, social, cultural and ethical causes, which influenced the birth of three Abrahamic religions: Judaism, Christianity and Islam. The analysis shows that their birth and development should be understood as the complex process, affected not only by intellectual development, but deeper social and political processes, including revolutionary movement, the inception of new nationalist states, the relations between different civilizations etc. Bibliography Brown R. E. 1994. The Death of the Messiah: From Gethsemane to the Grave. New York: Doubleday, Anchor Bible Reference Library. Bruce F. F. , 1988. The Canon of Scripture. Intervarsity Press. Esposito, John. 2003. The Oxford Dictionary of Islam. Oxford University Press Grant, M. 1977. Jesus: An Historians Review of the Gospels. New York: Scribners. Shaye, J. D. and Cohen. 1999. The Beginnings of Jewishness: Boundaries, Varieties, Uncertainties, Berkeley: University of California Press.

Human Resources - how individuals are managed within an organisation Essay Example for Free

Human Resources how individuals are managed within an organisation Essay Introduction People are an extremely important resource for any organisation. To be a successful business you need to employ staff with the right qualifications skills and experience. The employees of an organisation are collectively known as its human resources, in many organisations, both public and private, the human resources department is also known as the personnel department. However, the difference in name reflects a shift in emphasis from a purely recruitment and welfare role to a greater concern about how to maximise the performance of staff. Human resource management is also an integral part of many job roles. There are many duties performed by a typical human resources department. These duties include drawing up and implementing equal opportunities and health and safety policies, staff consultation, negotiation, appraisal and staff development, as well as training, recruitment and selection of staff. They are the most important resource in the production of goods ands services. Many aspects of the employer-employee relationship are covered by legislation. However, employers are recognising increasingly that good human resource management practice, which goes beyond the letter of the law, can generate benefits for both the organisation and the individual. The role of human resources Human resource management involves managing a range of roles relating to people employed by a business including: Recruitment The personnel department must advertise accordingly and try to attract the best candidates for the job, and the recruit the best applicants. If the wrong person is recruited, and then finds the job boring or too difficult, then the business will not get the most out of its human resources. Also where employees need to be flexible and autonomous and where direct control over employees is difficult, recruitment is becoming more and more important. To make sure the best person is chosen, personnel departments must be clear about: * What the job entails * What qualities the job requires * What rewards is needed to retain and motivate employees. There are many stages of recruiting, they are: 1. Analyse what the job entails and decide what sort of person is needed. 2. Decide how the vacancy is to be advertised or announced. 3. The selection process needs to be planned and conducted in such a way as to ensure that the best candidate is successful. Training involves employees being taught new skills or improving skills they have already have. Why might a business train its employees? It is argued that a well-trained work force has certain benefits for a business. * Well-trained workers should be more productive. This will help the business to achieve its overall objectives such as increasing profits. * It should help to create a more flexible work force. If a business needs to increase production, workers then have to be trained in new tasks. * New machinery or production processes can be introduced more effectively, if the staff are trained. * It should lead to increased job satisfaction to employees. Well-motivated workers are more likely to be more productive. * It should reduce accidents and injuries if employees are trained in health and safety procedures. * It may improve the image of the company. * It can improve employees chances of promotion. How does a firm know if training is required? One method might be to use the job description to find the skills and knowledge needed to do the job. If the employees skills do not match up with the ones in the job description, then there is a need for re-training. Employees can also be asked about areas where they are not quite as confident, and think may need a little work on. This should make them more committed to training. Training needs are found at different levels within a business. Training is often divided into on-the-job-training and off-the-job-training. On-the-job-training takes place when employees are trained while they are carrying out an activity, often at their place of work. Off-the-job training takes place away from the job, at a different location. It may involve the employee being released for periods of time to attend courses at colleges or other institutions. This is by far the most popular form of training. One vital key task of HRM is to keep up to date with employment legislation (UK and EU) and to remain alert to the implications of such legislation for the firm and the workers. The main aim of such legislation is to ensure that employees rights are protected. Basic rights include: * Employees must receive a written statement of terms and conditions of employment within 13 weeks of starting work. * They must be paid the same as other people who carry out identical or similar jobs. * Working conditions must be safe and healthy. * Workers cannot be dismissed unfairly. * Employers must not discriminate against any member of staff. Employees have basic rights to: * They are expected to comply with the terms of their contract. * To do jobs with care and skill, to the acceptable standard. * Observe health and safety regulations. * Not to damage the firms property. There are many other responsibilities that then form the basis of the contract of employment. The contract is formed as soon as the employer offers a person a job and they accept it. Motivation at work For many years firms have given financial rewards in an attempt to motivate employees and improve productivity. However in the last 2 or 3 decades firms have realised that: * the chance to earn more money may not be an effective motivator * financial incentive schemes are difficult to operate * individual reward schemes may no longer be effective as production has become organised into group tasks * other factors may be more important in motivating employees If other factors are more important than pay in motivating workers, it is important for firms to identify them. Only then can a business make sure its work force is motivated. Team work The Swedish car firm Volvo is a well-known example of a company that has effectively introduced teamwork. In both its plants at Kalmar and Uddevalla, it set up production in teams of 8-10 highly skilled workers. The teams decided between themselves how the work was to be distributed and how to solve problems as they arise. It is arguable whether these practices lead to an increase in productivity, but the company firmly believes this method of organisation was better than an assembly line system a similar system is used at Honda UK but with four person teams. If the firm is always changing due to the market, which is causing it to either, expand or de-layer. Then they will have to change the work force accordingly. The case study that I will be looking at is a position as a secretary for Ratcliffe College. P1- Recruitment One of the most important responsibilities of Human resource function is recruitment and selection. The costs of recruitment, training and retaining employees are high, but the costs of selecting the wrong people or losing key members of staff can be even higher. The processes of recruitment and selection must always relate the requirement for skilled staff to the business needs of the organisation. It is also essential that potential candidates be treated fairly. When vacancies arise because existing staff move to other jobs, retire or have to leave work because of illness. Some vacancies occur because the organisation expands or is restructured. Before the organisation advertises a post, it needs to decide whether there is a real need for the position to be filled. It might consider the following alternatives: * Amalgamating one job with another * Giving existing staff overtime * Recruiting temporary staff * Increasing the use of technology or machinery * Once an organisation decides that a vacancy exists, the recruitment process begins. Internal recruitment Internal recruitment strengthens employees commitment to the company, for example Kelloggs have stated the following in their recruitment policy handbook: * Offer the job to an existing employee, as a promotion or transfer * Advertise internally, if suitable candidate is likely to available internally * Advertise externally if no suitable candidate is likely to exist internally(and display notice internally to the effect that the advertisement is appearing) Except in special cases, all vacancies should be advertised internally before external recruitment methods are used. There are a number of advantages to advertising jobs inside the business. * It gives employees within the company a chance to develop their career * There may be a shorter induction period as the employee is likely to be familiar with the company * Employers will know more about internal candidates abilities. This should reduce the risk of employing the wrong person * Internal recruitment may be quicker and less expensive than recruiting from outside the business. However, there are also disadvantages. * Internal advertising limits the number of applicants * External candidates might have been better quality * Another vacancy will be created which might have to be filled * If having investigated ways of filling the vacancy internally the business still does not appoint, then it must find ways to obtain candidates externally. External recruitment There are many ways of attracting candidates from outside the company. The choice of method often depends on the type of vacancy and the type of employee a business wants. Each method has its own benefits and problem, although it could be argued that the overall advantages of external advertising are the opposite of the disadvantages of internal advertising, for example, there is a wider number of applicants. Commercial employment agencies, these are companies that specialise in recruiting and selection. They usually provide a shortlist of candidates for a company to interview, but can also provide temporary workers. For example HMS, Alfred Marks and Kelly Accountancy Personnel. The advantage of commercial agencies is that they are experienced in providing certain types of worker, such as secretaries and clerical staff. They also minimise the administration for the employer involved in recruiting staff. Their main drawback is that they tend to produce staff that only stay in a job for a short time. Another problem for the business is the cost of paying fees to the agency. Recruitment and selection P2-Personnel Specification The first step is to prepare a job description. Before writing a job description, the job itself has to be analysed. This will identify the skills needed to perform the job and will also allow management to consider the overall effectiveness of the post and whether any changes are necessary. Clear job descriptions form the basis for preparing advertisements and for drawing up person specifications. Once individuals are in the post, job descriptions allow them to know exactly what their roles are, and what is expected of them. Before writing a job description, the job itself has to be analysed. This will identify the skills needed to perform the job and will also allow management to consider the overall effectiveness of the post and whether any changes are necessary. Clear job descriptions form the basis for preparing advertisements and for drawing up person specifications. Once individuals are in a post, job description allow them to know exactly what their roles are, and what is expected of them. When preparing a job description, it is important that the business to look to: * Describe the job accurately- if you overstate or understate the requirements of the job, you will be less likely to attract suitable applicants * Avoid discriminatory descriptions wording that implies one sex is preferable to another is unfair, illegal and unnecessarily restricts the number of people you are able to choose from. Below is an example of a job description, advertised in the local paper, for my case study. Ratcliffe College Job title School secretary Department: Administration, including Bursary Location Ratcliffe College, Ratcliffe-on-the-Wreake Salary à ¯Ã‚ ¿Ã‚ ½15,000- 20,000 Requirements for the job: * Enthusiastic, sociable, hard working person. * Taking care of any paper work regarding the school, and answering calls throughout the day on any matter. * Computer skills and experience of working in an office. General information * The hours per day would from 9am-5pm, 5 days a week. * There is a team of six people who deal with the administration of the school; this includes the bursar, the head masters secretary and the four secretaries. The profile of the best person to fill a job is a vital reference document to use during the selection process. It helps eliminate unsuitable candidates, guides interviewers and allows selectors to compare candidates objectively. The following are the key areas in drawing up a person specification: * Knowledge and understanding required for the job * Skills and abilities required for the job * Experience required for the job * Educational requirements The following shows a person specification: To fill the receptionist post we are looking for people with most of the following qualifications: 1. GCSEs in Maths and English, additional qualifications such as computer skills required. 2. The applicant must have had previous experience in an office environment 3. Must be computer literate, and able to use a photocopier. 4. Must have an outgoing, friendly personality, and able to communicate efficiently with students and fellow members of staff alike. Most importantly, they must be able to answer the telephone and help with any enquiries. When preparing person specifications, there are several pitfalls to be avoided. * Asking for higher qualifications than are needed, it runs the risk of passing over less-qualified staff who are likely to become frustrated in positions that fail to extend their abilities * Asking for someone with particular or extensive experience, an individual with the right aptitudes, skills and temperament may be a quick learner * Stipulating particular age requirements, tasks that are traditionally regarded as junior can often be done as well, if not better, by older staff. Similar, jobs that have been regarded as the preserve of more mature employees may be performed by able, qualified and highly motivated young people. * Defining narrow physical requirements, these must only be specified where the requirement is genuine and essential. Remember that the specification of physical attributes can lead to direct or indirect discrimination. * Basing your specification on someone who is already doing the job, no matter how good that person might be, he or she is a unique individual and no one else will be a perfect replacement. The newcomer will bring his or her own personality, values and skills. P3-Reviewing Applications Miss Puddleduck- she seems to be able to get on with people and handle situations, as we can see this from her working as a carer in an Elderly Home. She is the eldest to apply for the job and has a good amount of previous experience, which give her the skills needed, like office and computer work. Seems to be a hard work and has good communication skills, and also she has worked with children before so is a strong candidate. From her CV I see that she has three young children, This may cause a problem, as she has a live-in child minder. Mr Langer- Mr Langer sent in an application form with exceptional exam results both from GCSE and A level. He gave some job experience which all showed experience but nothing that was relevant to the job description. His letter of application was very short with not much detail. Being as he hadnt any experience in secretarial duties then I would have thought that he would have tried to impress me through the letter of application. This didnt happen but because of his good exam results I offered him an interview hoping he would have something to offer the company. Mr Langers CV was average, he had typed it out so that it looked neat, and it was set well but the contented which he needed to impress me wasnt there. Mr Langer was a very intellectual young man by the language which he had used on his recruitment forms and his given exam results but unfortunately he didnt have the relevant experience to offer this post. Miss Hill- the weakest candidate looking from her application form, but she seems to be enthusiastic over the job, but from her CV she says she likes socialising, which may be a downfall as she may need to come in any day of the week. Miss Hill has no previous experience. From the CV her GCSE grades are not excellent, however, she has passed English and maths, and has computer skills. I am not sure how well she can communicate with people of different ages, as I have no evidence that she can. However, as she is young she may find it easier to communicate with the student, but she must be able to communicate effectively with the adults as well. She also has a young child, so she may know how to get on with the younger generation in the school Miss Hill has a young child, which could mean that she will need time off work to look after it. She states that her mum could look after the child at the weekends if necessary, however, her mum may not be available in the week if the child is unable to go to playgroup. So it may cause difficulties in the future, as she may have difficulties finding someone to look after the child or she may have to take days off. P4-Contract of employment Once a business has selected an employee, the successful candidates must be appointed. Once appointed. Employees are entitled to a Contract of Employment. This is an agreement between the employer and the employee under which each has certain obligations. It is binding to both parties in the agreement, the employer and the employee. This means that it is unlawful to break the terms and conditions in the contract without the other party agreeing. As soon as an employee starts work, and therefore demonstrates that she accepts the terms offered by the employer, the contract comes into existence. It is sometimes a written contract, although a verbal agreement or implied agreements are also contracts of employment. The employment Right Act, 1996 requires employers to give employees taken on for one month or more a written statement within two months of appointment. This written statement sets out the terms and conditions in the contract. Some common features shown in the written statement are: * The names of the employer and the name of the employee * The date on which the employment is to begin * The job title * The terms and conditions of employment * Remuneration and pay interval; * Hours of work; * Entitlement to sick leave and pay (if any) * Pensions; * Period of notice for employer and employee; * Disciplinary and Grievance procedures. Certain employment protection rights cover employees that are appointed by a business. Government legislation makes it a duty of employers to safeguard these rights. They fall into a number of areas. * Discrimination. Employees cannot be discriminated against on grounds of gender, race or disability. So, for example, a business cannot refuse to appoint a candidate for a job only because that person is female. * Pay. Employees must be paid the same rate as other employees doing the same job, a similar job or a job with equal demands. They also have the right to itemised pay statements and not to have pay deducted for unlawful reasons. Other conditions which may be included are: the need for medical examinations, working from different locations, the right to search employees, the need for confidentiality and the need to obey the specific rules of the organisation. If the employer fails to provide a written statement of the main terms and conditions of employment, an employee could exercise his or her legal right to ask an industrial tribunal to decide what ought to have been in the written statement. This is then imposed upon the employer. Employers with more than twenty employees are also obliged to ensure that every employee has a copy of the disciplinary and grievance procedures. Employers have always wanted workers to be as flexible as possible. In the past this has meant paying overtime for extra hours worked, or higher rates for shift work. Faced with competition, businesses attempted to use their existing employees more efficiently. Sometimes this could benefit the employee. An example of a situation in Adams is a single woman with a child was able to work between the hours of 9 am to 3 p.m. each day while her child is at school. Working flexible hours could mean an employee may take time off for personal reasons and still work their required number of hours a week. Training would also be given to workers so they become multi -skilled able to switch from one job to another if needed. This example of job rotation may perhaps lead to the employee being more motivated. From a firms point of view, an employee that can change jobs may prevent the need to have temporary workers to cover for illness etc. and so reduce labour costs. An example of this is the workstyle initiative at Adams, where team working has been introduced so that workers can change from one process to another and do the work of others in the team if necessary. In 1985 John Atkinson and the Institute of Manpower Studies developed the idea of the flexible firm. They suggested that businesses have a core and a periphery. As a result of increasing competition, firms have attempted to make the workforce as flexible as possible, to increase productivity, reduce costs and react more quickly to change. The business would try to motivate core workers, giving them job security, and employ periphery workers only when needed. Increasingly employers looked to make plans that allow a business to respond to changes. For example, if a large unexpected order arrives, a business will need workers that can get it out on time. Using a flexible workforce enables a business to react effectively to changes that take place outside the business. Examples of workers that are used by a business includes: * Part time employees. * Temporary employees to deal with increases in demand. * Workers on zero hours contracts who are employed by the business but only work and are paid when both the business and the employee agree. * Workers who work to annualised hours contracts, where they work a certain number of hours over a year rather than in a week. * Workers who bank time, by not working when demand is slack but being asked to work that time at a later date. * Office temporary workers to cover for illness. * Self-employed workers. * Job sharing, where two workers are employed to do a full time job that in the past have been carried out by the one person. P5-My Performance in the Interview Before the interview 1. The interviewer should check that the interview arrangements are satisfactory: * Is the seating adequate? * Is the lighting satisfactory? * Is the room quiet or private? * Has it been ensured that the interview will not be disrupted? * Has access for candidates with a physical disability been checked? 2. Check through the job description and the person specification. 3. Read the application forms again, not any special questions or queries. 4. Write down the agreed questions that every candidate will have to answer, so they can make comparisons of each interviewee, this could including: * Why did you apply for this job? * Why did you apply to this organisation? 5. At the beginning of the interview every candidate should be welcomed by name and invited to sit down. 6. Begin the interview with an open or easy question, which should help the interviewees to relax. 7. The interviewer should always stay calm and uninvolved and be ready to listen 8. Keep observing the candidates. Watch for body language signal such as: * The way they sit * Arm and hand movements * Eye movements and eye contact * Voice 9. At the end of the interview the interviewer should: * Thank the candidate * Find out if the candidate has any questions or wants to add anything; * Find out when the candidate could start work; * Ask whether the candidate still wants the job * Tell the candidate how and when they will be told the result of the interview After the Interview 1. The candidates should leave feeling that they have had a fair hearing. An interviewer can ask either open or closed questions. * Open questions cannot be answered with a simple yes or no. Answering them allows individuals to express their opinions and to talk at length. Here are some examples of open-ended questions. What did you enjoy most about a particular job? Which skills do you think would be most useful in this post? How do you plan to achieve that? * Closed questions require a simple yes or no answer. It will always be necessary to ask a few closed questions, but their use should be restricted. Closed questions do not allow the candidate to talk freely, and they can make the interview somewhat stilted, with the interviewer doing most of the talking. When I was the interviewer I asked open ended questions, which allowed me to find out more about the candidate personality as well as there attitude to work. However from my colleagues point of view I was told that I was to laid back towards the candidate and to disorganise, this was because I had not gone through the CVs and the application form. This could have meant that I missed some vital information about the candidates. Also I did not write any information down about each candidate, which meant that I could not remember what the candidates where like. Which meant that I could analyse and compare the candidates. As an interviewee I was confident going for the position, willing to answer the questions, with no problems. But in doing this I had not research the position enough, as I had a lack of information about the school. Knowing this would of help me to put across my views on how I would of achieved the job successfully, and showed that I was interested in the job. I feel that during the interviews I fulfilled most of these criteria. The seating was adequate; there were two seats for the interviewers and one doe the candidate. However, there was a desk in between, it would have been better to try and create a more relaxed atmosphere, by either not having the desk at all, or sitting to one side of the desk. I was familiar with the job description and person specification, and had already prepared certain questions for each candidate. I had prepared a sheet with the questions that I was going to ask all of the candidates, a copy of this can be found in the appendix. I welcomed all the candidates by name and shucked there hand, and tried to make them feel welcome. Throughout the interview I used a variety of open and closed questions. I should have used more open than closed questions to allow the candidate to talk more. This would be one aspect I would have to change in future interviews. I thought of some follow up questions, however, could have thought of some more. I observed the candidates several times throughout the interview, which gave me a good idea of their overall body language. At the end of the interview, I allowed the candidates to ask questions, found out when they could start work, and told them when they would hear of the result. I didnt tell them how they would hear of the result, and I forgot to ask then if they were still interested in the job. After the interview I made some brief notes on the way the candidate had reacted during the interview. All these documents remained private between myself and the other interviewer M4-Local Labour Market Employment by sector Leicestershire TEC Area % East midlands % Great Britain % Agriculture Fishing 1,500 0.4 6,900 0.4 71,000 0.3 Energy Water 5,000 1.2 17,600 1.1 214,700 1.0 Manufacturing 116,700 29.4 418,700 25.8 4,060,000 18.0 Construction 13.300 3.3 70,700 4.4 987,900 4.4 Distribution, Hotels restaurants 80,000 20.1 354,800 5.0 1,319,400 5.9 Transport communication 22,000 5.5 81,100 5.0 1,319,400 5.9 Banking, finance Insurance, etc. 58,600 14.8 230,200 14.2 4,183,700 18.6 Public administration, Education Health 85,900 21.6 378,700 23.3 5,496,600 24.4 Other services 14,000 3.5 65,700 4.0 1,068,900 4.7 Total 397,000 100.0 1,623,800 100.0 22,534,900 100.0 The labour market is split up into three different labour sectors: 1. Primary these are businesses that are involved in extracting natural resources from the environment. Examples are the first two rows of the table. 2. Secondary businesses convert the raw materials from the primary sector into a form that can be used by customers. The third and fourth rows on the table are examples of this sector. 3. Tertiary Organisations provide services. The reminding rows are businesses in the tertiary sector. * Manufacturing contributes nearly 30% to GDP and employs some 27% of the workforce, goods produced range from textiles clothing through aerospace engines. However, manufacturing output within the region is forecast to fall by approximately 0.5% in 1999 before recovering in 2000. * Service Sector employment is growing faster than at the national level, but the service sector is still relatively under-represented. IT related employment, in particular, continues to expand. * Agriculture the East Midlands accounts for 10% of UK agricultural output, and employs 45,000 people across the region, rising to nearly one in five of the workforce in some areas. * Unemployment the regional claimant rate has been below the UK rate and currently stands at 3.9% compared to the UK 4.4% for May 1999. Current situation prospects Within the East Midlands, growth in services was estimated to have been stronger than the UK as a whole during 1998. However, the region saw a sharp slowdown in business services growth, reflecting the dependence of the sector on local manufacturing. Manufacturing output declined significantly during 1998, due to deterioration in both domestic and export demand, and a strong pound. Manufacturing output within the region is forecast to continue to decline during 1999, before recovering in 2000. Subdued performance is also expected in retailing distribution, and in transport communications. Overall regional GDP is expected to rise only slightly by 0.3% during 1999, with employment levels expected to remain static. Short-term changes in the GDP by sector (% per year) Manufacturing Services Other All services Fin. Bus. Services 1998 1999 2000 1998 1999 2000 1998 1999 2000 1998 1999 2000 E.M. 0.3 0.3 -3.1 1.5 0.2 1.2 4.9 2.2 1.9 6.8 -0.7 -1.9 UK -0.2 -0.2 -3.2 1.3 0.6 0.5 2.5 1.5 1.4 1.6 -1.4 -1.9 Inward investment The region has seen inward investment in manufacturing over recent years. In the first half of 1998 the East Midlands won 16 inward investment projects, which created a total of 2,240 jobs. Approximately 50% of the projects came from the USA. Other inward investment projects within the region include Toyota, the Japanese car manufacturer, which has expanded its plant at Burnaston in Derbyshire at a cost of à ¯Ã‚ ¿Ã‚ ½200m in order to build a second car model, the Corolla. The region has also been successful in attracting call centres, despite competition. In the future as direct banking and insurance services increase, further investment opportunities are likely to arise for the region. The East Midlands success in attracting inward investment can be explained by its central location, good infrastructure links with the rest of the country, relatively low land prices, and the quality of its workforce. Leicestershires Industrial Profile Leicestershires industrial structure has experienced a long period of change and this change is seen to continue. The manufacturing industry consists of textiles and clothing, electronic engineering, mechanical engineering, food processing, printing and publishing, and pharmaceuticals. In Leicestershire 26% of the population are employed in this sector compared with 19% nationally. The most important manufacturing industry group, in terms of output, remains other manufacturing which includes textiles and food manufacturing, currently accounting for half of all manufacturing output. The fastest growing sector was national transport and communications, with an average annual growth of 9.6% since 1992. This growth largely reflects the advantages of Leicestershire as a central location for distribution Industrial sectors Leicestershire TEC area Leicestershire county Leicester city Rutland 1999 Employee estimates Number % Number % Number % Number % Agriculture Fishing 3,100 0.8 2,700 1.2 0 0 400 3.5 Energy Water 9,200 2.3 5,600 2.4 3,200 2.1 400 3.5 Manufacturing 102,600 26.0 64,300 28.1 36,300 23.8 2,000 17.4 Construction 14900 3.8 10,000 4.4 4,300 2.8 600 5.2 Distribution, Hotels restaurants 83,000 21.1 51,100 22.3 29,200 19.1 2,700 23.5 Transport communication 23,100 5.9 16,100 7.0 6,500 4.3 500 4.3 Banking, finance Insurance, etc. 54,800 13.9 28,100 12.3 25,600 16.8 1,100 9.6 Public administration, Education Health 85,900 21.8 41,900 18.3 40,600 26.6 3,400 39.6 Other services 16,600 4.2 9,300 4.1 6,900 4.5 400 3.5 Total employees 393,200 100.0 229,100 100.0 152,600 100.0 11,500 100.0 M5 Analysing the recruitment documents I think I should have spaced out the application form a bit better and left more room for the forenames and surnames. On the application form I didnt put a space for sex, this should have been entered, as some people may see it as not giving equal opportunities. I think that it is of a good size, and the font is neither too small nor too large, however, if there had been more spaces left, then it may have been easier to read. There is not a final section asking for a supporting statement. This does not give the applicant opportunity to sell themselves. I should have put some spaces in the Employment History section for reason for leaving the job, and also how long they had been at their last job for. This would have given me some indication on how willing they are. Also if I had left space at the end of the form, there would have been space for the candidates to sell themselves, also giving me more information to base my questions on at the interview. There should have also been more space for them to fill in information about their education. In the references section there should be space to show what relationship the person given as a reference is to the candidate. As it is important for companies to enforce equal opportunities I should have had a section in the application form asking if they had a disability, what their ethnic origin is and also what colour they consider themselves (black, white, other, mixed). This should be an optional section; however, I should have included it. I also provided a sheet for the candidates to fill in just before the interview. This is where extra information could be gathered, and if any details have changed since they filled in the application form, then I could be notified of them. The appraisal documents: during the interview I made some basic notes of the candidates performance. These notes included how well they answered the questions, and their body language. I also gave them marks for their body language, their language and how appropriate it was, and how confident they were (1 being the best, and 5 the worst) In my personnel specification, I should have said more about the job so that they know more about the job and what jobs would be involved in the position. Also how to handle parents and children. Also in the job description, I should stated more about what the jobs would be involved with, like handling children from the ages of 5-18, so they need to be patient sometimes and also authoritative. M6-Strengths Weaknesses Mrs Jemima Puddleduck Her letter of application was most impressive. It was typed, set out correctly, and lots of good language was used. The recruitment documents that we received from Mrs Jemima Puddleduck showed that she was a well-educated young lady, showing she had studied both GCSEs, and A levels with excellent grades, and also well qualified. The only factor, which made me a little unsure of her, was that she had children, which I felt it might cause some difficulty about the hours she could work. Plus a degree in sports management. It was a very encouraging letter, outlining her strengths and weaknesses, and also stating any previous relevant work experience as well as any other experience to show her enthusiasm for work. Her experiences in jobs show us a very caring girl and she has taken part in work experience in very useful places. Mrs Jemima Puddleduck sent me a very short but detailed letter of application it was in written form very neat and well set out. Her work experiences have given her experience of what this position requires and I feel she would be an excellent candidate for this job. Mr Brett Langer The documents that were given to us by Brett Langer shows that he is ma very hard working person, we know this by looking at his GCSEs and A Levels. So he should then have the basic skills available to do the job successfully, with A grades in Maths and English in his GCSEs. My impression also was that he may be a little well qualified for the job, nonetheless a very promising candidate. It showed that he had some previous job experience, however, he had never worked in an office before. From the letter of application he seemed to be an all round person, being able to get on with people. We can also see this from his past work experience as a Waiter and Employee at McDonalds, this showing he should be able to get on with any sort of person and situations. The only problem is that he is going to be working on a temporary basis as hes looking for a job in the business sector, so he will only be working here until he finds a job in the business industry. Miss Tracy Hill Miss Hill is the youngest candidate applying for the position as Secretary. The recruitment documents, which we received from Miss Tracy Hill, she seems to be a nice girl but lack the personnel skills and personality for the job. There are concerns on how sociable she is, and how this may affect her work, as she may have to come in on a Saturday or Sunday. She has the basic skills to do the job with having GCSEs in IT, Maths and English. She also has no work experience in any field. She is the weakest candidate for the job, but we have decided to give her a chance to prove us wrong in the interview. Jemima Puddleduck questions 1. Will you be able to come in if there was an emergency? 2. Do you think you be able to handle the children when if they get rowdy? 3. Why have you decided to leave your present job? 4. How long would it take to hand in your notice at your present job? 5. How come you havent decided to go into the sports industry? Brett Langer questions 1. Do you know how to use the basics of computer software? 2. How long do you think you would work here? 3. Will you be able to come in if there was an emergency? 4. Do you think you be able to handle the children when if they get rowdy? 5. Do you think you would get along with the different age groups that go to the school? Tracy Hill question 1. Why did you leave school after your GCSEs? 2. Why havent you got any work experience? 3. Would it be a problem with the hours you work with a child? 4. Who will look after the child? 5. Will you be able to come in if there was an emergency? 6. Do you think you be able to handle the children when they get rowdy? M7-My performance in the Interviews To start off with I was shy, I was not sure how they would react to me, but as the interviews went on my interviewing technique improved and I started to settle down. I found that I didnt really help them to relax and settle down, which made them nervous and allowed them t make mistakes, as they didnt know how to react to me. After settling down I became confident enough to ask the candidate questions about the job and putting them in situations and asking how they would handle a particular situation. Due to this I became to laid back, I was showing poor body language; for example my arms were crossed. I also acted to casual with the candidate; I was told this from my colleagues who were also interviewing the candidate. Due to me being confident and laid back, I asked the candidate opened ended questions, which enabled my colleagues and I to get to know the candidate more intimately and what there personality was like. I also found that I was too disorganised for the interview, compared to my colleagues who where ready for the interview, as they had questions readily decided to ask the candidate. Which didnt show a good impression on the candidate and made me look silly. I also had not gone through the candidates information, which gave me a disadvantage, as I did not ask the relevant information for the job. Which lead to me not writing any information about the candidate, so it made it difficult on which candidate to pick for the job. I think that I also should have changed the tone of voice more, as I felt the candidate was finding the interview was getting to boring. Improvements 1. I should appear to be relaxed from the beginning of the interview so that they can give their best performances through out the interview. 2. I shouldnt act laid back whilst interviewing the candidate. As this gives a bad impression to the interviewee, about the way things are running in the company. 3. I should look through the application documents before I interview the candidate to have some kind of information about the candidate and question to find out more about their personality. 4. It would be more fairer to all the candidates if I took notes on each applicant, so that I can offer the job to the best person, so that I can compare them with there good and bad points and offer the job to the best person. M8 Our own design of a Contract of employment 1. Name of employer:_________________________________ 2. Name of employee:________________________________ 3. Job title: . 4. Salary: . 5. Start date: 6. Pay rate:.. 7. Amount of hours that must be completed in one week:. 8. Leave, you are entitled todays-paid holiday per annum in addition to statutory holidays. The leave is to taken at a time convenient to the employer. 9. Sick pay and allowances: .. 10. Amount of holiday entitlement: . 11. What notice is needed when you want to finish that job:.. to ensure flexibility within our workforce, you will at times be expected to work extra hours as required, but you will normally be given advanced notice of times. 12. Grievance Procedures, if you wish to raise any grievance relating to your employment, you should do so in accordance with the grievance procedure shown in the employee information binder, which can be obtained from the Personal office. 13. Pension scheme, details of the contributory company pension scheme, for which you are eligible, may be obtained from the personnel office. 14. Discipline Rules, the company rules form part of your conditions of employment. These are shown in the Employee Information Binder and it is your responsibility to familiarise yourself with these and observe them at all times.

What Is Disturbance In The Natural Environment Environmental Sciences Essay

What Is Disturbance In The Natural Environment Environmental Sciences Essay Disturbance can involve any factor which disrupts ecosystem function by altering environmental conditions (wiki). The Intermediate Disturbance Hypothesis (IDH) states that in order to optimise local species diversity, ecological disturbance must occur at a moderate frequency (wiki). Disturbance can vary in severity, occur at several temporal and spatial scales and be a result of natural or anthropogenic events (www.nature). Natural disturbance (e.g. fires, floods, volcanic eruptions) often prevents populations from reaching their carrying capacity (Wiens 1984; DeAngelis Waterhouse 1987; Pickett et al. 1992 Ecol theory). Anthropogenic disturbance ,however, has a larger detrimental impact on habitat. In the past, the influence of humans on ecosystems has been limited; yet modern impacts have more recently accelerated in gravity and range (wiki). Anthropogenic disturbance can change and damage habitat, alter ecological function and increase the probability of invasive species (invasive Holzner et al. 1983; Mills et al. 1994). Invasive species can cause local species extinction as well as preventing native species from being re-established (Simberloff 1990; Vitousek 1990). Once settled, the removal of these species is often challenging, as they are less affected by competition or predation than native species (ecol theory). Anthropogenic activities can also alter natural disturbance events (e.g. flood p revention methods, control of wildfires; www.nature). The restoration of disturbance regimes may be crucial. Restoration projects should aim to instigate or accelerate recovery after a disturbance, or to re-establish natural disturbance cycles (www.nature). It is essential to determine the level of variability which is tolerated in restored systems (Duarte 1991; Li Reynolds 1994; Horne Schnieder 1995; Palmer Poff 1997; White Walker 1997) and to recognise and minimise the difference between natural and anthropogenic disturbance (wiki). Restored sites must be continually monitored and manipulated accordingly (ecol theory) so once a species has been established, the dimensions of natural disturbance regimes (size/intensity/ duration/seasonality etc) can be established (ecol theory). If this is not possible, restorationists should attempt to initiate deliberate disturbances which best replicate historical disturbances (wiki). It is also important to note that species cannot merely be reintroduced; the manner by which disturbances affect the sustainability of a restored community must also be taken into account (ecol theory). Succession Ecological succession is the progressive change in the composition and interactions of a community over time (Putnam 1994 ecol theory).   After a disturbance occurs, an ecosystem will have a fairly simple level of organisation (few dominant species)(wiki). Given time, the community will develop to be more complex (numerous interdependent species)(wiki). Restoration can occur passively or actively. Passive restoration allows succession to occur naturally, once the origin of disturbance has been eliminated (nature). Active restoration involves more human input. In mildly or moderately disturbed habitats, restorationists may try to increase the rate of natural succession. In other words, allow the community to develop in the same way as it would naturally, but assisting it to reach the final stage more quickly (ecol theory). However, in critically disturbed habitats, more concentrated efforts may be necessary and environmental conditions may need to be recreated to facilitate the processes of succession (wiki). Under these circumstances, restorationists may overlook early stages of succession in order to establish late successional species sooner (ecol theory). In some cases, underlying damage, such as soil damage, may also require restoration before the later stages of succession can begin (Whisenant 1999 ecol of rest). It has been found that succession theory is not always appropriate (Connell Slatyer 1977 ecol theory) Community patterns are often considerably unpredictable due to both disturbances and stochastic events (Fisher 1983; Levin 1989; Roughgarden 1989 ecol theory). As a result, successional theory has been deemed irrelevant in several systems (Roughgarden et al. 1987; Olafsson et al. 1994 ecol theory). Assuming it allows the prediction of community patterns, the knowledge of succession theory may be essential to restoration ecology (ecol theory). In systems with strong interactions between species and rare or highly predictable disturbances this has been found to be particularly true as community progression is principally ruled by local interactions (ecol theory). Species Interactions predation/herbivory/mutualism/competition/ Community Assembly Theory Landscape ecology The study of processes that occur across distinct landscapes and the abiotic and biotic responses to these processes is known as landscape ecology (Turner 1989 linking rest). The need for the study of landscape ecology has arisen due to anthropogenic alterations to habitats (Linking rest). Patch isolation, contiguity, size and shape (in terms of complexity) are all features which can be used to describe a landscape and these have all been found to have a large impact on both animal and plant populations (Turner Gardner 1990; Robbins Bell 1994 linking rest). According to the theory of island biogeography, populations are most likely to become extinct if a habitat is small and/or isolated from other populations. One of the assumptions of this theory states that the area between patches of habitat is both hostile and uniform. This theory assumes that the area between habitat patches (matrix) is both uniform and inhospitable. (Previous studies have suggested that the organisation of habitat types in a matrix can influence the movement of organisms and/or the role of landscapes (Gustafson Gardner 1996 linking rest).) Small and isolated habitats are also more susceptible to the detrimental effects of habitat fragmentation (nature). Habitat fragmentation occurs when a habitat becomes disconnected as a result of anthropogenic or natural events (nature). This causes the formation of small isolated patches of suitable habitat (nature). These habitats have a lower carrying capacity and have decreased species diversity and are therefore more vulnerable to inbreeding and local extinction (nature). As well as this, fragmentation increases the proportion of edge and decreases the gap between edges (nature). Edge effects may alter environmental factors, in turn affecting the flux of organisms and other substances across landscapes (Holland et al. 1991 and references within; Robinson et al. 1992). Systems are sometimes dependent on the flow of individuals between habitats. This sustains the community structure, implying that fragmentation can influence recruitment and therefore affect the resilience of commu nities (Palmer et al. 1997 linking rest). The role of restoration usually involves improving connectivity between patches by constructing or re-establishing links. This may be done with the use of corridors or stepping stones. Ecosystem Function Ecol of rest nutrient and energy fluxes are essential components of ecosystem function and stability at a range of spatial and temporal scales (Ehrenfeld Toth 1997; Aronson et al. 1998; Bedford 1999; Peterson Lipcius 2003). Ecosystem  function describes the foundational processes of natural systems, including nutrient cycles and energy fluxes. These processes are the most basic and essential components of ecosystems. An understanding of the full complexity and intricacies of these cycles is necessary to address any ecological processes that may be degraded. A functional ecosystem, that is completely self-perpetuating (i.e. no management required), is the ultimate goal of restorative efforts. Because these  ecosystem  functions are  emergent properties  of the system as a whole, monitoring and management are crucial for the long-term stability of an ecosystem.

A Portrait of the Artist as a Young Man :: Portrait Artist Young Man

A Portrait of the Artist as a Young Man    The mind wanders, on occasion, through many processions of thought. When at the beginning of this text, A Portrait of the Artist as a Young Man by James Joyce, I found it difficult to follow young Stephen's meandering thoughts with any semblance of comprehension until I finished reading the novel. I then began to research the novel and Joyce and realized the significance of these seemingly random thoughts. These are the thoughts of a budding artist in infancy.    As Stephen matured, so did his thoughts. His struggle with self is central to understanding the novel. Without any indication of any other person's thoughts, Stephen's thoughts provoke our own to fill in where Joyce left the narrative blank. His struggle with self deals with religion, sin, sexuality, and prudence. Courage may be added to this list, but to a lesser extent. Stephen feels it is sufficient to hide and keep silent more than to stand on a soapbox and say what he thinks to a crowd.    Many of his mannerisms are learned responses from earlier dealings with schoolmates and family. In Chapter 1, line 30, Stephen hides when he is in trouble for something unknown to the reader. He hides his emotions on lines 81 and 82 of chapter 1 when his mother is crying as she leaves him at school. He attempts to hide his shame, on lines 259-265 in the same chapter, at not knowing the correct answer between kissing his mother or not doing so.    These learned responses of defense are somewhat, but not completely ignored when his thoughts begin to mature and he forms his own philosophy of what is beautiful through the study of others (Chapter 5, Lines 1161-1469). He speaks openly, to Lynch at least, about what beauty is and what art is. Later, also in Chapter 5, he speaks openly to Cranly about religion and his lack of belief therein. He believes that Cranly is friend enough not to tell others that Stephen is, what might have been considered, a heretic.