Road Safety Essay

The road safety essay is intended to warn about the danger that people can face on the roads. Moreover, this topic is considered as rather important and controversial because a lot of people die in accidents. The road safety essay refers not only to clarification of the issue and its aspects but also to developing measures for the safety increasing. The traffic security is considered to be one of the most important issues for maintaining the safety of the society. It includes a range of measures that should act to decline the number of fatalities and cases of injuries on the roads. What is more, the road safety determines the standards of living in all modern countries and depends on specific conditions of every state. As a result, the concept of road security is a complex problem that can be separated into different levels, which has particular aspects of the issue. First of all, it is important to list the main participants of the road traffic that in the majority of cases are perpetrators or victims of accidents. Hence, there are several typical road users that determine road safety: pedestrians cyclists bikers passengers drivers Secondly, it is crucial to understand that the road security issue is being solved not only by state authorities but also by various international organizations. Moreover, this question refers to the world problem of public health and injuries prevention. The researchers report that approximately 1.2 million people are killed and 50 million injured in road accidents. In the era of fast technological progress, the number of cars, motorbikes and the other types of transport increases from year to year influencing frequency of fatal occasions. As a result, providing citizens with a safety on the roads should be one of the most discussed questions by authorities to develop improvements to various state traffic programs. Speaking about perpetrators of road accidents, it is important to mention the leading cause of injuries cases such as inattention and negligence. Also, the higher level of safety can be reached by reducing the chances of the driver to make an error or pedestrian not to notice the danger. Moreover, traffic rules include appropriate measures that are designed to provide participants of the road traffic with safety. It could be such rules as proper usage of seat belts and airbags, application of various drivers assistance programs and crash avoidance equipment. Also, both drivers and pedestrians should follow safety measures while being participants of road traffic remembering that their lives depend on their actions. What is more, different aspects of administrative actions determine the level of road safety in the country. One of the most important roles has the police service in providing the appropriate conditions of the traffic. Police officers have to oversee situation on the roads in details taking into account different weather conditions and natural seasons of every separate country. In conclusion, it is possible to state that the road safety is one of the most important issues of maintaining the safety balance in the society. Furthermore, there is a range of controversial problems that make peoples concern and should become the priority for authorities because peoples lives are the main value for every country.

Julius Caesar- Honor of Brutus Essay - 776 Words

The Honor of an Important Roman Man In Roman history, some elite men held certain values that they felt strong enough to take their life in order to defend it. In William Shakespeare’s Julius Caesar, there are certain characters portrayed to show how a person’s values or ideas can change their behavior and influence some significant decisions. The protagonist of the play, Marcus Brutus, supports this thought by having an idealistic view on the world and by showing his patriotism toward Rome. In William Shakespeare’s Julius Caesar, Shakespeare uses Brutus as an honorable, idealistic man in order to show the depth that a high-class Roman man will go through in order to defend his honor. If a person truly can define himself as an honorable†¦show more content†¦Cassius’s thinking is that when Caesar falls, Antony is not to be trusted and will most likely seek revenge. However, Brutus once again disagrees with Cassius’s opinion thinking that Antony is an honorable man who, without Caesar, is too weak to actually take revenge against them. Brutus and Cassius’s contradicting thoughts on Antony are shown when Brutus says, Our course will seem too bloody, Caius Cassius, To cut the head off and then hack the limbs, Like wrath in death and envy afterwards; For Antony is but a limb of Caesar (2.1.175-178). Clearly, Brutus thinks that by killing Antony alongside Caesar, the conspirators will be seen as butchers. Brutus’s idealism backfires against him as Antony later takes revenge against the conspirators for killing Caesar. In addition, when an honorable man sometimes makes a decision that turns out to be inconsistent with his values, he must make drastic decisions in order to make up for it. A while after Caesar is killed, Brutus starts to realize that maybe he did not do the honorable thing in killing Caesar. Brutus comes to this conclusion when he is arguing with Cassius and says, Remember March; the ides of March remember. Did not great Julius bleed for justice sake? What villain touched his body that did stab And not for justice? Brutus’s reaction to coming to this realization is shown when he says, O Julius Caesar, thou art mighty yet; Thy spirit walks abroad and turns our swords In our ownShow MoreRelated Brutus is the Tragic Hero of Julius Caesar Essay858 Words   |  4 PagesBrutus is the Tragic Hero of Julius Caesar      Ã‚  Ã‚   Shakespeares play Julius Caesar is a tragic play, where the renowned Julius Caesar is on the brink of achieving total control and power by becoming emperor of the Roman Empire. Ironically enough, when he thinks he is one step away from pulling it off, his friends (most from the senate) decide to overthrow him, with Caesars most trusted friend, Marcus Brutus, acting as leader of the conspirators. 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When making a tragic hero, Shakespeare has his character go through hesitation and doubt before making a decision, presents the character with inner turmoil through soliloquy, and focuses on the choices the character makes instead of their fate. William Shakespeare has his tragic heroes be of noble birth and In The Tragedy of Julius Caesar, â€Å"There was a Brutus once that would have brook d the

Entering Grooming Business in Hong Kong Pest Analysis Free Essays

string(84) " deals with formal system for the management of the people within the organization\." Personal management and human resource management (HRM) basically brings very similar meaning. The personnel who work for a company represent that company’s human resource. Human resource management (HRM) department didn’t actually exist until 1940s, the activities performed by these departments were not all brand new but in fact, quite a number of the human resource practices and programs that we see today top derivation in the earlier times. We will write a custom essay sample on Entering Grooming Business in Hong Kong Pest Analysis or any similar topic only for you Order Now Human resource management (HRM) is historically known as personal management which deals with official system for the management of the people within the organization. Many renowned companies want to achieve the transformation of their workforce into a foundation of completive advantage. HR manager inevitably has concerns for their workers. These concerns consists of how to manage layoffs, address deduction of employee loyalty, generate a well trained highly motivated work force that can deliver HR mangers have many concerns regarding their workers. These concerns include how to mange layoffs, address reduced employee loyalty, generate a well trained highly motivated work force that can deliver higher quality and productivity. Mange and increase diverse workforce and contain health care cost. HRM has been undergoing transformation. In 1970s, the job of the HR manger was to keep their companies out of court and in compliance with the increasing number of regulations governing the work place. In the 1980s HR mangers had to address staffing costs related to mergers and acquisitions and downsizing. The economic issues related to an increasingly global and completive workplace characterize the 1990s. Beside these concerns Firms are also facing some other challenges regarding workforce before we take up the HR challenges that face managers, we need to define manager and say a word about where human resources fit into the organization. Managers are people who are in charge of others and are responsible for the timely and correct execution of actions that promote their units’ successful performance. B. History of Personnel Management A group of people becomes an organization when they cooperate with each other to achieve common goals. Communication among them is therefore important. But people have individual motivations, which often differ, from the corporate goals. An effective organization is one which succeeds in getting people to accept that cooperating to achieve organizational goals also helps them to achieve their own goals provided they are adequately rewarded through extrinsic and intrinsic rewards. This is achieved primarily through leadership and motivation. Employers therefore increasingly view human resource management from a strategic perspective, and as an appropriate means through which the chasm between organizational and individual goals can be narrowed. As it has been aptly observed: â€Å"Part of the problem is that we have split off human resource management from the general management problem, as if there were some other kind of management other than human resource management. As long as organizations are based upon the coordinated action of two or more people, management is by definition human resource management. Despite the proliferation of writings and studies on HRM, there is a wide gap between the rhetoric and the reality, though the gap has been narrowing in the 1990s. There is as yet inadequate research to ascertain the extent to which practice matches corporate policy statements, and the impact of HRM policies and practices Page # 29 on employee behavior and morale. To have a major impact on enterprises, HRM has to be diffused across an economy, rather than remain islands of excellence. Nevertheless, promoting excellent models of HRM stimulates interest in better people management. HRM has three basic goals, which contribute to achieving management objectives. The first is integration of HRM in two senses: integrating HRM into an organization’s corporate strategy, and ensuring an HRM view in the decisions and actions of line managers. Integration in the first sense involves selecting the HRM options consistent with (and which promote) the particular corporate strategy. The option is determined by the type of employee behavior expected (e. g. innovation) needed to further the corporate strategy. For instance, the HRM policies in relation to recruitment, appraisal, compensation, training, etc. iffer according to whether the business strategy is one of innovation, quality enhancement or cost reduction. A strategy of innovation may require a pay system less influenced by market rates but which rewards creativity, and the pay rates would even be low so long as there are ways of making up the earnings package. A cost reduction strategy may lead to pay rates being strongly influenced by market levels. Similarly, training and development wo uld receive less emphasis in a cost reduction strategy than in one where the objective is innovation or quality. But such integration is difficult without securing the inclusion of a HRM view in the decisions and practices of line managers. This requires that HRM should not be a centralized function. A second goal of HRM is securing commitment through building strong cultures. This involves promoting organizational goals by uniting employees through a shared set of values (quality, service, innovation, etc. ) based on a convergence of employee and enterprise interests, which the larger Japanese enterprises have been particularly adept at. A third goal of HRM is to achieve flexibility and adaptability to manage change and innovation in response to rapid changes consequent upon globalization. Relevant to HRM policies in this regard are training and multi-skilling, re-organization of work and removal of narrow job classifications. Appropriate HRM policies are designed, for instance, to recruit, develop and retain quality staff, to formulate and implement agreed performance goals and measures, and to build a unified organizational culture. C. Shifting from Personnel Management to HRM The transformation is reflected by raising important role of HRM from the personal management purpose from one of focussing on employee welfare to one of managing people in a way, which matches organizational goal and individual goals and providing employees with intrinsic and extrinsic rewards. Therefore Therefore, today Human Resource Management (HRM), historically known as personal management, deals with formal system for the management of the people within the organization. You read "Entering Grooming Business in Hong Kong Pest Analysis" in category "Papers" Many well-known companies report that they are trying to transform their workforce into a source of completive advantage. Stages of shifting of Personnel Management to HRM: First, HRM earlier reacted piece-meal to problems as they arose. Effective HRM seeks to link HRM issues to the overall strategy of the organization, with the most effective HRM policies and practices integrated into such corporate policies and strategies to reinforce or change an organization’s culture. Integration is needed in two senses – integrating HRM issues in an organization’s strategic plans and securing the acceptance and inclusion of a HRM view in the decisions of line managers. The HRM policies in respect of the various functions (e. g. recruitment, training, etc. ) should be internally consistent. They must also be consistent with the business strategies and should reflect the organization’s core values. The problem of integrating HRM view business strategy arises, for example, in a diversified enterprise with different products and markets. In such cases it is difficult to match HRM policies with strategies that could vary among different business activities, each of which may call for different HRM policies. Second, building strong cultures is a way of promoting particular organizational goals, in that â€Å"a ‘strong culture’ is aimed at uniting employees through a shared set of managerially sanctioned values (‘quality’, ‘service’, ‘innovation’ etc. ) that assume an identification of employee and employer interests. However, there can be tension between a strong organizational culture and the need to adapt to changed Page # 30 ircumstances and to be flexible, particularly in the highly competitive and rapidly changing environment in which employers have to operate today. Rapid change demanded by the market is sometimes difficult in an organization with a strong culture. IBM has been cited as a case in point. Its firmly-held beliefs about products and services made it difficult for it to effect changes in time, i. e. when the market required a radical change in product and service (from mainframe, customized systems, salesmen as management consultants to customer-as-end-user, seeking quality of product and service) o personal computers (standardized product, cost competition, dealer as customer). Nevertheless, in the long term a strong organizational culture is preferable to a weak one. Third, the attitude that people are a variable cost is, in effective HRM, replaced by the view that people are a resource and that as social capital can be developed and can contribute to competitive advantage. Increasingly, it is accepted that competitive advantage is gained through well-educated and trained, motivated and committed employees at all levels. This recognition is now almost universal, and accounts for the plausible argument that training and development are, or will be, the central pillar of HRM. Fourth, the view that the interests of employees and management or shareholders are divergent and confliction – though substantially true in the past – is giving way to the view that this need not necessarily be so. As organization, which practices, effective HRM seeks to identify and promote a commonality of interests. Significant examples are training which enhances employment security and higher earning capacity for employees while at the same time increasing the employee’s value to the enterprise’s goals of better productivity and performance; pay systems which increase earnings without significant labor cost increases, and which at the same time promote higher performance levels; goal-setting through two-way communication which establishes unified goals and objectives and which provides intrinsic rewards to the employee through a participatory process. Fifth, top-down communication coupled with controlled information flow to keep power within the control of management giving way to a sharing of information and knowledge. This change facilitates the creation of trust and commitment and makes knowledge more productive. Control from the top is in effective HRM being replaced by increasing employee participation and policies, which foster commitment and flexibility that help organizations to change when necessary. The ways in which the larger Japanese enterprises have installed participatory schemes and introduced information-sharing and two-way communication systems are instructive in this regard. In enterprises that tend to have corporate philosophies or missions, and where there are underlying values that shape their corporate culture, HRM becomes a part of the strategy to achieve their objectives. In some types of enterprises such as ones in which continuous technological change takes place, the goal of successfully managing change at short intervals often requires employee cooperation through emphasis on communication and involvement. As this type of unit grows, â€Å"If there is strategic thinking in human resource management these units are likely to wish to develop employee-relations policies based on high individualism paying above market rates to recruit and retain the best labor, careful selection and recruitment systems to ensure high quality and skill potential, emphasis on internal training schemes to develop potential for further growth, payment system designed to reward individual performance and cooperation, performance and appraisal reviews, and strong emphasis on team work and communication †¦ In short, technical and capital investment is matched by human resource investments, at times reaching near the ideals of human resource management. Shift of personnel management to HRM took place in three stages: Records and 1. Records and Administration 2. Accountability Regulations 3. Competitive Advantage 1. Records and Administration In first stage the primary activities, which were carried out by personnel department, were, Planning Company picnics Scheduling vacations, Enrolling workers for health-are coverage, Planning retirement parties These concerns include how to mange layoffs, address reduced employee loyalty, create a well trained highly motivated work force that can deliver higher quality and productivity, mange and increase diverse workforce and contain health care cost. 2. Accountability Regulations During this stage primary framework of rules and regulations started emerging tin the organization. In 1970s, the job of the HR manger was to keep their companies out of court and in compliance with the increasing number of regulations governing the work place. In the 1980s HR mangers had to address staffing costs related to mergers and acquisitions and downsizing. The economic issues related to an increasingly global and completive workplace characterize the 1990s. Beside these concerns 3. Competitive Advantage The aim of this shift stage is from merely securing compliance to the more ambitious one of winning commitment. The employee resource, therefore, becomes worth investing in, and training and development thus assume a higher profile. These initiatives are associated with, and maybe are even predicated upon, a tendency to shift from a collective orientation to the management of the workforce to an individualistic one. Accordingly management looks for ‘flexibility’ and seeks to reward differential performance in a differential way. Communication of managerial objectives and aspirations takes on a whole new importance. What separates or distinguishes HRM from the traditional personnel function is the integration of HRM into strategic management and the pre-occupation of HRM with utilizing the human resource to achieve strategic management objectives. HRM â€Å"seeks to eliminate the mediation role and adopts a generally unitary perspective. It emphasizes strategy and planning rather than problem solving and mediation, so that employee cooperation is delivered by programme of corporate culture, remuneration packaging, and team building and management development for core employees, while peripheral employees are kept at arm’s length. HRM strategies may be influenced by the decisions taken on strategy (the nature of the business currently and in the future) and by the structure of the enterprise (the manner in which the enterprise is structured or organized to meet is objectives). In an enterprise with effective HRM polices and practices, the decisions on HRM are also strategic decisions influenced by strategy and structure, and by external factors such as trade unions, the labor market situation and the legal system. In reality most firms do not have such a well thought out sequential HRM model. But we are considering here is also effective HRM, and thus a model where HRM decisions are as strategic as the decisions on the type of business and structure. At conceptual level the interpretations of HRM indicate different emphases, which lead to concentration on different contents of the discipline. The various distinctions or interpretations indicate that HRM â€Å"Can be used in a restricted sense so reserving it as a label only for that approach to labor management which treats labor as a valued asset rather than a variable cost and which accordingly counsels investment in the labor resource through training and development and through measures designed to at tract and retain a committed workforce. Alternatively it is sometimes used in an extended way so as to refer to a whole array of recent managerial initiatives including measures to increase the flexible utilization of the labor resource and other measures, which are largely directed at the individual employee. But another distinction can also be drawn. This directs attention to the ‘hard’ and ‘soft’ versions of HRM. The ‘hard’ one emphasizes the quantitative, calculative and business-strategic aspects of managing the headcounts resource in as ‘rational’ a way as for any other economic factor. By contrast, the ‘soft’ version traces its roots to the human-relations school; it emphasizes communication, motivation, and leadership. There are several ways in which HRM has changed earlier attitudes and assumptions of personnel management about managing people. The new model of HRM includes many elements vital to the basic management goal of achieving and maintaining How to cite Entering Grooming Business in Hong Kong Pest Analysis, Papers