Process of exploring acomplex situation Essay Example | Topics and Well Written Essays - 1750 words - 1

Process of exploring acomplex situation - Essay Example Technology is one particular element in the current human culture that connects every nationality together in the present system of things. The material culture that it opens up to the current human generation actually increases the capability of the people to relate to each other even beyond understanding the cultures and values of each nationality through the existence of language. Likely, the idea is that technology becomes an undeniably fine link between people around the world today especially because of the advancement that it implies on every group of people regardless of their culture and values as members of the human society. Certainly, although different, people are made one with the help of the recognition and understanding of different norms and regularities in the human society. Meanwhile, perspective naturally refers to individual belief. It may or may not be accordingly related to the worldviews accepted by the society, but it certainly is based upon one's own understanding and beliefs. For instance, such matter could be identified through the understanding of one's culture. Elements of culture are significant in explaining the differences of people in the different areas of the world. Understandably, such elements make a certain implication on how and who a certain group of people is depending on their perceptions of life, their language and their historical background as well. Likely, such elements of culture are used to identify people regarding their lifestyle and how they are actually able to contribute to the development of the society at present. Value conflict usually occurs when a person's ideas of something or someone does not connect with that of the others. Likely, in terms of language, such situation occurs when one does not understand a language based on the perception of others. If one foreigner does not understand the way English should be understood, comprehension of the conversation becomes impossible. Perspective is then based upon the belief of a person and the basic understanding that he has upon himself and the society that he lives in. 3. (a) Read through the article of The Environmental Crisis (at the end of TMA 01).As you read through the article create one summary spray diagram to illustrate the main ideas you obtained from the article material. (15% marks) (b) Then create a rich picture for the article. The rich picture should capture both what you have read about and what you personally think and feel about this issue. (15% marks) The environment exists in connection with the kind of society that lives in it, everyone living in it then should recognize the responsibility they have towards protecting the resources provided by the environment to them. (c) Determine if this issue is a mess or a difficulty. Give justification for your choice (not more than 200 words). Your justification should indicate that you have understood the concept of these situations. (20% marks) At the present, the society is critically involved and focused with the rapid industrialization and the technological advancement in every field that is connected

The dinosaur ridge in colorado Assignment Example | Topics and Well Written Essays - 500 words

The dinosaur ridge in colorado - Assignment Example useum where a road slices through a mountain where dinosaur footprints, bones and fossils of pre historic plants and insects are etched by nature into the scraped rock walls. There were a lot of foreign visitors and local families drawn by the amazing sites, with kids hugging the giant footprints as if feeling the spirit of the pre historic beast. The guide is keen to educate the visitors. According to him, some of the best known dinosaurs, diplodocus, stegosaurus, allosaurus, and Apatosaurus were discovered here in the late 1800s. The main entrance of the museum has the fake models of these dinosaurs, which are just thrilling to observe. Though the museum is not as large as one expects after reading about it on the internet, the experience of having to ride on the old rickety mini-bus, the well-versed tour guides and the touching of the bones and the dinosaur tracks on display makes the tour amazing. The place has a great history as the guides made us discover. There is a mountain on the side whose surface looks like the surface of mars, which according to the guides is what the earth looked like back in the dinosaur days. It is gray, hard and crusty and surrounded by the treasures of fossils that made the geologists and paleontologists to have the site designated as a natural landmark in order to preserve the fossils in 1989. The guides refer to the tracks as the dinosaur freeway. Though they do not reveal the details of the dinosaurs, they are the most popular and spectacular parts of the ridge. The mysterious faint prints, massive and three toes announce the earthly presence of the dinosaurs. In most cases, one will find children staring at the mother and baby footprints perhaps wondering how big the dinosaur young ones could have been. According to the guides, the ridge also has interpretive signs at the trail locations, which explain local geology, trace fossils, paleo-ecology, a volcanic ash bed and how economically, coal, oil and clay have developed

Analysis of Personnel Management and HRM Perspectives

Analysis of Personnel Management and HRM Perspectives INTRODUCTION The report has two sections; the first will focus on critically analysing the principals of Personnel Management (PM) and Human Resource Management (HRM) and the similarities and differences between them. Furthermore, John Storeys (1992), Guests (1987), Beer and Spectors (1985) points of difference will be provided and adapted to a Subway franchise. Finally, the appropriate recommendations on how the company could improve its HR procedures. The second will focus on context of Subway Franchisor Corporation which is currently the leading fast food company in the US, winning numerous awards since it was founded in 1965 by a 17 year old Fred DeLuca. It provides nutritious menu choices, flexible food options on its gourmet breads, sauces and toppings. The company also specialises in wraps, tortillas and salads as well as a variety of drinks. According to Subways official website (subway.co.uk), their mission is to supply good quality food and service, and also provide the tools and knowledge to entrepreneurs to gain competitive advantage over other fast food companies. It is important to understand Subways role as a franchisor. This report is not based on an analysis of the Subway Corporation, the franchisor, but rather on an individual Subway franchisee. 1 Personnel Management The history of PM began around the end of the 19th Century; a concept closely connected to the contradiction in relations between companies and their employees. It is believed that PM evolved through phases: Welfarist (until 1920s) Characterised by an emphasis on the provision of welfare facilities and efforts made to create the ideal factory (Cumming, 1993, pp.4-5). Personnel Administration (1930s) In the form of recruitment, basic training and record keeping (Armstrong, 1996, p.32). Development (1950s) Management of employee relations becomes the critical contingency factor of PM due to the rise in TU membership and collective bargaining. A wider range of personnel services were provided (Armstrong, 1996). A broad definition of PM is a function concerned with putting in place, the processes and procedures to make sure the organisation has the right staff at the right time so it can operate at a very basic level. Similarly, Cole (2002) describes PM as the function of management that has to deal with the recruitment, employment, training, redeployment, safety and departure of employees. 1.1 Functions of Personnel Management PM tries to maintain fair terms and conditions of employment, whilst efficiently managing day-to-day, personnel activities at the operational level. Heavily based on administrative tasks; It involves hiring and developing employees so that they become more valuable to the organisation. More specifically, the functions of PM are identified by Armstrong (1996) in Appendix 1. In broader terms, the functions include:- Conducting job analysis, recruiting and selecting and handling promotion internally. Training based on legal requirements of Health and Safety procedures, risk assessment. Remuneration: making sure the correct wage/salary is paid at the right time (Cole, 2002). Providing benefits and incentives. Appraising performance, resolving disputes in the form of grievance and discipline. Monitoring absences and sickness using techniques such as the Bradford Factor (identifies the number and patterns of absences). Redundancy: administration of and dismissal procedures (Cole, 2002, p.26) 1.2 Advantages and Disadvantages of Personnel Management Identifying people as the central function of an organisation which need controlling and allocated effectively (Bach, 2005), is the key advantage of PM as it is essential to the survival of the organisation. As previously mentioned, personnel managers can identify staffing gaps and assign the right number and type of people the organisation needs, (Armstrong, 1996, p.28). Furthermore, it is a very methodical. There are clear ideas of what has to be done in certain situations implying that there is transparency and consistency in the way individuals are treated. The advantages of PM may however also have negative implications. For example, Maslow (cited in Strage, 1992) identifies that individuals are different with different needs. The model is inflexible and standardised, dealing with each employee and every organisation in a certain way. This may not be appropriate for all employees or organisations. PM has often been described as routine and very process driven. This may be ideal for large organisations however not for smaller firms. The process is costly and time consuming to manage effectively. Finally, the culture and individual values of the workers are not considered, along with the adversarial relationship (the wanting of different things) between workers and management. 2 Shift from Personnel to HRM In the 20th Century there was a broad discussion whether or not HRM represents a fundamental change in people management or it just a phase of PM (Beardwell and Claydon, 2004). Some theorists emphasised a transformational shift from PM to HRM (Spector, 1985). Tyson and York (1993) believed that people are a businesss most important resource and that the achievement of organisational goals depends mostly on this. At the same time others believed that HRM was just a next step in PM development caused by historical and environmental factors (Bach and Sisson, 2000). It was stated that in PM, employees are seen as a variable cost, while HRM shows that they are a variable asset to the organisation. However, some theorists argued that change in name didnt bring a change in reality, therefore HRM was described as an old wine in new bottles (Armstrong, 1987) and as a wolf in sheeps clothing (Keenoy, 1990). Theorists tried to answer these questions by identifying similarities and differences between two approaches of people management. Legge (1995) identifies following similarities:- Both emphasise the importance of integration. Both linked employee development with the achievement of organisational goals. Both sought to ensure that the right people were in the right job. Both gave the responsibility of people management to line managers. 2.1 Beardwell and Claydon Model (2007) In contrast, Beer and Spector (1985), Guest (1987) and Storey (1992) compared the models and identified several points of difference which are summarised in a single model developed by Beardwell and Claydon, (2007, p.13). It examines differences between them in 5 perspectives seen in Appendix 2. 2.2 John Storeys Model (1992) Another model, underlying the previous one was made by John Storey, who identified 27 differences between PM and HRM. These points are grouped into four categories: beliefs and assumptions, strategic aspects, line management and key levers (Appendix 3). 2.2.1 Advantages Clearly identifies the differences between the two. Shows consideration to organisational culture, strategies, leadership. Identifies a two dimensional map: interventionary/non-interventionary and strategic/tactical (Armstrong, 1996, p.62) 2.2.2 Limitations Companies often combine both approaches and therefore cannot be characterised under just one. Organisations beliefs and assumptions as these are often invisible and non-tangible (Beardwell and Claydon, 2007). 3 Human Resource Management HRM presents a variety of different styles and models. Storey (1989) identifies its two types: hard and soft. Later, Michigan Business School (MBS) and Harvard University developed two different basic models, which have been very influential in the interpretation of HRM (Beardwell and Claydon, 2007): Matching model associated with a hard approach and Harvard model, in connection with soft. These two particular models underline the two main concepts: Matching model became a basis of best-fit school of Strategic Human Resource Management (SHRM), whilst Harvard models ideas contributed to best-practice approach. These will be discussed further. 3.1 Soft/Hard approach to HRM The hard approach stresses the importance of close integration of HR policies, and activities and systems of business strategy. Also, the emphasis is placed on cost-reduction strategies (Schuler and Jackson, 1987). Furthermore, it detects the strong from the weak i.e. those whose attributes and skills help the company to achieve strong strategic positioning and competitive advantage. The soft approach recognises employees as valued assets to attain competitive advantage through their commitment, high quality, adaptability, performance and their skill set. Employees are proactive through collaborations and participation. Soft and hard approaches are very contrasting especially when implementing a single approach. Soft and hard approaches show an obvious gap between what would be characterised as rhetoric and reality. 3.2 Matching Model The model is developed by MBS (Fombrun et al.,1984). It shows an interconnection between different environmental forces (political, economical, cultural), business structure and strategy and HR policies and practices. It emphasise a close relationship between the last two (Appendix 4). The model is associated with a hard version of HRM that is characterised by using HR in order to meet business objectives. Two basic assumptions form a model (Beardwell and Claydon, 2007): Effective way of people management is not universal: it depends on the particular organisation. Employees should follow the same business views as managers and the owners in order to maximise organisational performance. 3.2.1 Advantages Takes into account the influence of external factors on an organisation and its HR polices. Emphasises tight fit between HR and business strategy that leads to competitive advantage (Beardwell and Claydon, 2007, p.7). 3.2.2 Disadvantages Business level strategy and HR strategy could not be linear (Bratton and Gold, 2001). Fails to generate employee commitment (Purcell, 1995, cited in Storey). Excessive fit could be a disadvantageous to achieving goals (Boxall, 1996). 3.3 The Best-Fit Model Best-fit model belongs to contingency school of SHRM that explores the link between stages of organisational development, strategy, HRM policies and practices (Boxall and Purcell, 2000). There are several best-fit models: life-cycle model (Kochan and Barocci, 1985), competitive advantage models (Schuler and Jackson, 1987 and Miles and Snow, 1984) and configurational perspective (Marchington and Wilkinson, 2002; Delery and Doty, 1996). 3.3.1 Life-Cycle Model The model matches HR policies and practises with the stage of organisational life-cycle (Appendix 5). In the start-up phase, HR polices should be flexible and attract talented and skilled employees. The growth stage should have more formal HR procedures, efficient management and organisational development. The maturity stage is characterised by cost control, HR strategy and, finally, in the decline stage, the company shifts to rationalisation with a reduction of workforce and redundancy implications (Kochan and Barocci, 1985). 3.3.2 Competitive Advantage Model The model links HR systems and organisational strategy. Porter (1980) argued that firms could follow only three generic strategies: cost leadership, differentiation or focus strategy. Schuler and Jackson (1987) matches these with a firms HRM polices (Appendix 6). The emphasis shifts from long-term focus, coordination and broad career path under the innovation strategy to fixed job descriptions, immediate focus and continuous training under quality enhancement and to short-term focus and minimal level of training under the cost reduction strategy (Schuler and Jackson, 1987). Miles and Snow (1978) classify companies into four distinct strategic groups (defenders, prospectors, analyzers and reactors) and base their response to three major problems: entrepreneurial, engineering, and administrative. Their competitive advantage framework (Miles and Snow, 1984) links three of these strategies with firms HR practices (Appendix 7). Application of their model to the organisation increases busi ness performance. 3.3.3 Configurational Model Contingency school was criticised for its lack of sophistication, because of its attempt to relate only to one variable. Configurational model is a more complicated approach that focuses on multiple independent variables that effect HRM strategy. This approach represents non-linear synergistic effects and higher order interaction to maximise performance of the company (Delery and Doty, 1996, p.808). The model emphasises internal congruence with organisational systems such as management style, finance and culture (Paauwe, 2004) as well as their vertical integration with strategic configuration (Marchington and Wilkinson, 2002). 3.3.4 Advantages of Best-fit model Analyses the influence of external environmental factors on organisation and its HR practises. Emphasises congruence and coordination between internal HR practises (Delery and Doty, 1996). Matches HR system with strategic management processes (Schuler and Jackson, 1999). 3.3.5 Disadvantages of the Best-fit model Ignores unique characteristics of individual businesses that could be the main source of competitive advantage (Beardwell and Claydon, 2004, pp.48-49). Ignores employee interests. Simplicity of classical approach in describing competitive strategies. Lacks sufficient attention to dynamics (Boxall, Purcell, 2000, p.187). 3.4 Harvard Model The soft approach Harvard model described by Beer et al. (1984) provides one of the first major statements on how managers should practise SHRM (Appendix 8). The analytical framework consists of six basic components: situational factors, stakeholders interest, HRM policy choices, HR outcomes, long term consequences and a feedback loop through which outputs flow directly into the organisation and to the stakeholders. It is associated with the goals of flexibility and adaptability and implies that communication plays a central role in management (Storey and Sisson, 1993). 3.4.1 Advantages Recognises and incorporates a range of stakeholder interests (Armstrong, 2003) Recognises the importance of trade-offs. Widens the context of HRM to include employee influence, the organisation of work and the associated questions of supervisory style (Armstrong, 2003). 3.4.2 Disadvantages Fails to show corporate or business strategy as key determinant of HRM strategies and polices (Tyson, 2006). This model does not explain SHRM functions in a detailed way (Loosemore, Dainty and Lingard, 2003). 3.5 Best Practice: High Commitment Models These models are tools which are used to enhance companys overall performance in improving employee spirits, behaviours, lowering labour turnover and absenteeism. The aim is to improve productivity, encourage high levels of expertise, and enhance quality and efficiency (Claydon et al. 2004). There are two approaches: the best practice SHRM and universalism. The best practice according to Guest (1989) has four objectives: strategic integration, commitment, flexibility, and quality. These objectives mentioned are required to achieve:- High job performance, Good problem solving among employees, Flexibility Lower employee turnover Another model is Pfeffers (1994): 16 HR practices for competitive advantage through people, later changed to seven practices for building income by putting people first (Appendix 9). This type of model signifies that HR enables organisations to adapt and innovate to gain a competitive advantage. With the universal approach, the concern is with how close organisations can get to the ideal of practices, (Claydon et al. 2004) the assumption being that the closer a company gets, the better the company performs. Other best practice models vary depending on the relationship of organisational performance. This can be seen in Appendix 10. Limitations of best practice models are: difficulty in determining whether or not the HRM practices lead to enhanced organisational performance or whether it is the current financial position which leads to increases in performance. It is also very difficult to determine how organisations with tight financial control operate within highly competitive markets and how they can invest in some of the HR practices advocated in the best practice models (Storey, 1995). Other limitations include: improved performance through efficiency and its tight financial control could be associated with the hard HR policies as mentioned in Storeys 27 points of differences. According to Boxall and Purcell (2003) high commitment models tend to fudge the question of pluralists goals and interests (Boxall et al, 2003) which has also led to negative comments of how best practice models assist with the organisations overall performance. 4 Subways Approach to Human Resource Management/Personnel Management In this part we explore and critically evaluate Subways Leicester based franchisees HR practises and procedures and assess their PM and HRM characteristics. Mannys Classic Subs Limited is a typical example of Subway UK based franchisee. HR practises in this company are conducted by the HR manager and Managing Director (MD), which include planning, advertising, interviewing, recruitment and selection, disciplinary procedures, training, payment and wages review, rewards system and retention. Some fundamental HR procedures are communicated from the head office; however, the way in which they are implemented depends on the management of individual franchisees. In this particular firm HR procedures are still being developed. 4.1 Role perspective There are several top management roles such as the MD, Restaurant Managers, and Company Secretary. These are however, not clearly defined. When looking at lower roles: within the stores themselves, there is a high level of specialisation. The specific roles include: Sandwich Artist involves customer service, paperwork accuracy, cash register, equipment usage, product preparation and taking phone orders. Shift Leader involves supervision of sandwich artist, deals with customer complaints, delegating work, enforcing policies and dealing with staffing issues. Assistant manager involves hiring, training and supervising procedures, weekly inventory and paperwork, food service certification, service counter marketing (Subway Operations Manual, 2009) According to Storey (1992) and Guest (1987), characteristics of PM can be seen at the lower levels and HRM at the top levels. It can however be said that the level of standardisation is high in general. This is because strict guidelines are passed down from the corporate Franchisor to each Franchisee in relation to its operations. In addition to this, communication throughout the company is direct in reference to HR approaches. This could be associated with the size of the company and with the stage within its life cycle. This company has 46 employees and therefore classified as a small firm. In addition, Subway is in the growth stage because it was established two years ago and its market share is still growing. 4.2 Training and Development A two week training program, in the corporate headquarters, in management, book-keeping and personnel procedures, is offered to new franchisees. Plus an additional 34 hours of job training at a nearest subway (Subway Staff Handbook, 2009). In contrast, staff training is provided by the local managers or supervisors however, when training employees in first aid, they are sent in groups to St Johns Ambulance to attend a four day training course in advance first aid. Preliminary courses are also organised before sales training. This way of controlling access to courses when training staff relates directly to PM. Furthermore, the Subway Staff Handout (2009) states that employees could be sponsored to obtain relevant qualifications that may be beneficial to their development within the company. 4.3 Recruitment and Selection The recruitment processes within Subway include e-recruitment (company website), job fairs and word-of-mouth from current employees. They clearly identify what they want from candidates especially in relation to punctuality, accuracy, communication, ability to take direction and follow rules and most importantly, customer friendliness. The selection process begins once the company has received candidates applications. The HR manager identifies the key characteristics of a candidate for example, age, availability and previous work experience. On the second stage of selection, the HR manager selects appropriate candidates for a telephone interview to discuss in detail the requirements of the role. The candidates that match the companys criteria are then invited to a face-to-face interview; ultimately leading to the selection of one candidate and the signing of the contract. The company contract is simple and generic as it applies to most employees. All requirements included within this contract are clearly stated implying a personnel approach. 4.4 Employment relations Managers treat employees according to the business needs. The main focus is on company stakeholders especially customers, who they believe is the heart of their business (Kang, 2009). Internal relationships between staff are fundamental to the company. If conflicts occur, they are de-emphasised and the main role for management is to manage climate and culture. This is a reflection of the HR approach. 4.5 Monitoring and Control Subway adopts a personnel approach to monitoring its employees so that all procedures and regulations set by senior management are followed. The monitoring system used is called KADCAM which ensures every transaction is processed accordingly and any errors within the process line inform the manager that employees are not following the rules. 4.6 Pay and Rewards Wage starts at  £7 per hour for all staff apart from store managers, after a trial period. These are then reviewed annually and depend upon company results and in accordance with the HR approach; pay is also based on individual performance. Company policy also includes promotion for suitable candidates with an appropriate level of experience and essential competencies (Subway Staff Handbook, 2009). CONCLUSION The first section of the report critically analysed PM and HRM and evaluated the similarities and differences between the two approaches. It was identified that PM sees employees as a cost and the objective is to minimise this. In contrast, HRM approach argues that people are a valuable asset and its practices are aimed to increase the employees commitment. They allow for HR policies to fit company strategy and ensure the company maximises business performance. In the second part of the report Subways approach to people management is analysed using comparative frameworks by Beer and Spector (1985), Guest (1987) and Storey (1992) and identified features of both personnel and HRM approaches in Subway. RECOMMENDATIONS According to the companys life cycle which is at the growth stage, and strategy involving maximising return on investment and providing excellent customer service (Subway Staff Handbook, 2009); they have relatively appropriate HR strategies in place. However, in order for them to adapt to the changing dynamic environment, they could improve and develop some of their procedures. From speaking directly with staff at the franchise, it was identified that the employees are given a high level of empowerment. When management first implemented this, staff members were allowed to give out free upgrades but werent given appropriate instructions on procedures. It is recommended that management provides training and supervision (in the form of instruction booklets) before employees are empowered. Subway currently closely controls its staff, but it could shift from PM, monitoring approach to nurturing in order to build trust between the company and its employees. As this franchise in particular is in the development stage, some HR procedures such as rewards and promotions are not clearly identified yet. The company could improve this in order to increase enthusiasm within employees, thus leads to achievement of organisational goals. Subway already emphasises the importance of teamwork however this can always be improved and develop for example by the use of team building workshops. They could also have an additional rewards set for teamwork as opposed to just individual rewards. Finally, rate of pay is fixed as there is no difference between weekend and week pay. Separate teams are allocated to work weekends and mid-week. With a separate team just working on the busier weekends, dissatisfaction may occur. In compliance with other fast food companies within the UK, a recommendation would be to increase the hourly pay rate for the members that work on the weekends. REFERENCE LIST Armstrong, M. (1987) Human resource management: a case of the emperors new clothes?, Personnel Management, 19(8), pp.30-35 Armstrong, M. (1996) A handbook of Personnel Management Practise 6th Edition, Kogan Page Ltd, pp.27-63 Armstrong, M. (2003) Human Resource Management Practice 9th ed. Cambrian Printers Ltd, pp.397-496 Azashemi, M., (2008) Operational context: Human resource management, Prentice Hall Bach, S. and Sisson, K. (2000) Personnel management: a comprehensive guide to theory and practice, 3rd ed, Oxford: Blackwell Bach. S, Sisson. K (2002), Personnel Management (3rd Ed). Blackwell Publishing. Oxford (UK), p.323 Bach. S. (2005), Personnel Management (4th Ed). Blackwell Publishing. Oxford (UK). Beardwell, J and Claydon, T. (2007), Human Resource Management: A Contemporary. Approach, 5th ed., London: FT Prentice Hall Beardwell, I., Holden, L. and Claydon, T. (2004) Human Resource Management: A Contemporary Approach, 4th ed., Harlow, Financial Times Prentice Hall Beer and Spector (1985) Corporate wide transformations in human resource management In Walton R. E. and Lawrence P. R. (eds) HRM: Trends and Challenges. Boston, Mass.: Harvard Business School Press. Beer et al. (1984) Managing Human Assets. New York: Free Press Boxall, P. and Purcell, J. (2000) Strategic Human Resource Management: Where Have We Come From and Where Should We Be Going, International Journal of Management Reviews, 2 (2), pp. 183-203 Boxall, P. and Purcell, J. (2003) Strategy and human resource management. Basingstoke: Palgrave Macmillan Boxall, P. (1996), The strategic HRM debate and the resource based view of the firm, Human Resource Management Journal, Vol.6, Issue 3, pp.59-75 Boxall, P., (2003) Strategy and Human Resource Management (SHRM), Prentice hall publication pp.59-62 Brandler, S, and Roman, C (1999) GROUP WORK: Skills and Strategies for Effective Interventions, New York ; London : Haworth Press Bratton, J. and Gold, J. (2000) Human Resource Management Theory and Practice. 2nd ed. McMillan. Bratton, J, Gold, J. (2001) Human Resource Management: Theory and Practice, 2nd Ed., New Jersey: Lawrence Erlbaum Associates Capon, C. (2003) Understanding Organisational Context: Inside and Outside Organisations, 2nd ed., Harlow: FT Prentice Hall Cole, G. 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(2003), Managing People in Construction Projects: Strategic and Operational Approaches, London : Taylor Francis Mabey, C., Salaman, G., Storey, J (1998) Human Resource Management: A Strategic Introduction, 2nd Edition, Malden: Blackwell Publishers, p. 65 Mabey,C, Salaman, G., Storey, J. (1999) Human Resource Management: A Strategic Introduction. 2nd ed. Blackwell Publishers Ltd. Marchington, M. and Wilkinson, A. (2002) People, Management and Development, 2nd ed., London: CIPD Maslow, A. cited in Strage, H. (1992) A Theory of Human Motivation: Milestones in Management, Blackwells, pp.187-284 Miles, R. and Snow, C (1978) Organisational Strategy, Structure and Process, New York: McGrow-Hill Miles, R. and Snow, C. (1984) Designing Strategic Human Resource Systems, Organisational Dynamics, 13 (1), 36-52 Paauwe, J. (2004) HRM and performance: unique approaches for achieving long term viability, Oxford: Oxford University Press Pfeffer, J. 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The Telephone :: Informative, Technology, Inventions

The Telephone   Ã‚  Ã‚  Ã‚  Ã‚  The telephone itself is a rather simple appliance. A microphone, called the transmitter, and an earphone, called the receiver, are contained in the handset. The microphone converts speech into its direct electrical analog, which is transmitted as an electrical signal; the earphone converts received electrical signals back to sound. The switch hook determines whether current flows to the telephone, thereby signaling the central office that the telephone is in use. The ringer responds to a signal sent by the central office that causes the telephone to ring. As simple a device as the telephone, had a mighty big impact on society during the 30's. This was due to the fact that, it was during the 30's when telephone service became economically feasible and also reliable.   Ã‚  Ã‚  Ã‚  Ã‚  Men and women alike were captivated by the intrique and fascination of talking to relatives and friends, miles and miles away. Not only did the telephone pamper to individual woes, but it provided a very useful industrial service. It allows commercial companies to expand their horizons infinitely easier than ever before. It became possible to set up meetings and discuss business matters with partners thousands of miles away. Companies that posessed a telephone had a enormous advantage over the rest. And in a time as economically troubled as the 30's depression, everyone was looking for a competitive edge.   Ã‚  Ã‚  Ã‚  Ã‚  The telephone wasn't invented in the thirties, nor was the first transatlantic line built then, but the thirties represents a time in history when the world was changing incredible fast and much of that change was made

Employees Resist Unions Essay

The National Labor Relations Act, a United States federal law that was passed in 1935, was aimed at restricting negative reactions elicited by employers when workers in the private sector take part in strikes or form labor unions (National Labor Board, 2010). Also referred to as the Wagner Act, the law seeks to protect the worker from an unfair treatment by the employer, which included prohibition of formation of labor unions by employees; employer’s active participation and domination in labor organizations; and employee discrimination due to charges filed against the employer (National Labor Board, 2010). Current statistics indicate that the American union membership, specifically in the private sector, has declined to under 9% since the enactment of the National Labor Relations act (White, 2010). Similarly, periodic surveys carried out by several market research farms show that few Americans are now willing to join labor unions compared to the first half of the twentieth century. A report from one of the telephone surveys carried out by Rasmussen Reports indicates that 47% of the unionized workers are of the opinion that most workers are unwilling to join labor organizations (White, 2010). One shocking statistic from the report shows that 81% of non- unionized workers would not want to join a labor union while only 9% were willing to join. As opposed to workers in the private sector, government workers are more likely to belong to a labor organization (White, 2010). There are several drawbacks associated with unions that discourage potential members. A high fee required by unions is in itself the most discouraging factor, especially in this era of global financial crunch. Another drawback for joining labor organization is that that the worker looses individuality. Labor organizations will give a ruling or decision based on a simple majority, but the decision by the majority might not necessarily represent views of all the unionized workers. Individual settlement of disputes between an employer and the employee may not be allowed by the union, even in a case whereby the agreement seems to be beneficial to both parties. Union leaders in this case make a decision concerning a worker’s individual complaint, a decision which sometimes might not be satisfactory to the worker. This lack of individual representation and bargain is of much concern for many employees. One other concern voiced by the un-unionized workers is that members can be fined for engaging in activities that are deemed ‘unconstitutional’ to the union’s regulations. Such activities range from seeking membership and representation from different unions to even breaking strike regulations. These fines can be substantial for the worker to pay and this can be enforced in a court of law. In conclusion, labor organizations are becoming less popular with time. Correct administrative and legal structures need to be put in place if the trend is to be reversed. Finally, public awareness on the benefits of labor unions should be carried out if the trend is to be reversed. References White, J. (2010). US Trade Union Members at Lowest Level More Than a Century. Retrieved May 8, 2010, from http://www. wsws. org/articles/2010/feb2010/unio-f03. shtml National labor Board. (2010). National Labor Relations Act. Retrieved May 8, 2010, from http://www. nlrb. gov/about_us/overview/national_labor_relations_act. aspx

The Lost Symbol Chapter 79-82

CHAPTER 79 Eight miles due north of Alexandria, Virginia, Robert Langdon and Katherine Solomon strode calmly across a wide expanse of frost-covered lawn. â€Å"You should be an actress,† Langdon said, still impressed by Katherine's quick thinking and improvisational skills. â€Å"You weren't half bad yourself.† She gave him a smile. At first, Langdon had been mystified by Katherine's abrupt antics in the taxi. Without warning, she had suddenly demanded they go to Freedom Plaza based on some revelation about a Jewish star and the Great Seal of the United States. She drew a well-known conspiracy-theory image on a dollar bill and then insisted Langdon look closely where she was pointing. Finally, Langdon realized that Katherine was pointing not at the dollar bill but at a tiny indicator bulb on the back of the driver's seat. The bulb was so covered with grime that he had not even noticed it. As he leaned forward, however, he could see that the bulb was illuminated, emitting a dull red glow. He could also see the two faint words directly beneath the lit bulb. –INTERCOM ON– Startled, Langdon glanced back at Katherine, whose frantic eyes were urging him to look into the front seat. He obeyed, stealing a discreet glance through the divider. The cabby's cell phone was on the dash, wide open, illuminated, facing the intercom speaker. An instant later, Langdon understood Katherine's actions. They know we're in this cab . . . they've been listening to us. Langdon had no idea how much time he and Katherine had until their taxi was stopped and surrounded, but he knew they had to act fast. Instantly, he'd begun playing along, realizing that Katherine's desire to go to Freedom Plaza had nothing to do with the pyramid but rather with its being a large subway station–Metro Center–from which they could take the Red, Blue, or Orange lines in any of six different directions. They jumped out of the taxi at Freedom Plaza, and Langdon took over, doing some improvising of his own, leaving a trail to the Masonic Memorial in Alexandria before he and Katherine ran down into the subway station, dashing past the Blue Line platforms and continuing on to the Red Line, where they caught a train in the opposite direction. Traveling six stops northbound to Tenleytown, they emerged all alone into a quiet, upscale neighborhood. Their destination, the tallest structure for miles, was immediately visible on the horizon, just off Massachusetts Avenue on a vast expanse of manicured lawn. Now â€Å"off the grid,† as Katherine called it, the two of them walked across the damp grass. On their right was a medieval-style garden, famous for its ancient rosebushes and Shadow House gazebo. They moved past the garden, directly toward the magnificent building to which they had been summoned. A refuge containing ten stones from Mount Sinai, one from heaven itself, and one with the visage of Luke's dark father. â€Å"I've never been here at night,† Katherine said, gazing up at the brightly lit towers. â€Å"It's spectacular.† Langdon agreed, having forgotten how impressive this place truly was. This neo-Gothic masterpiece stood at the north end of Embassy Row. He hadn't been here for years, not since writing a piece about it for a kids' magazine in hopes of generating some excitement among young Americans to come see this amazing landmark. His article–â€Å"Moses, Moon Rocks, and Star Wars†Ã¢â‚¬â€œhad been part of the tourist literature for years. Washington National Cathedral, Langdon thought, feeling an unexpected anticipation at being back after all these years. Where better to ask about One True God? â€Å"This cathedral really has ten stones from Mount Sinai?† Katherine asked, gazing up at the twin bell towers. Langdon nodded. â€Å"Near the main altar. They symbolize the Ten Commandments given to Moses on Mount Sinai.† â€Å"And there's a lunar rock?† A rock from heaven itself. â€Å"Yes. One of the stained-glass windows is called the Space Window and has a fragment of moon rock embedded in it.† â€Å"Okay, but you can't be serious about the last thing.† Katherine glanced over, her pretty eyes flashing skepticism. â€Å"A statue of . . . Darth Vader?† Langdon chuckled. â€Å"Luke Skywalker's dark father? Absolutely. Vader is one of the National Cathedral's most popular grotesques.† He pointed high into the west towers. â€Å"Tough to see him at night, but he's there.† â€Å"What in the world is Darth Vader doing on Washington National Cathedral?† â€Å"A contest for kids to carve a gargoyle that depicted the face of evil. Darth won.† They reached the grand staircase to the main entrance, which was set back in an eighty-foot archway beneath a breathtaking rose window. As they began climbing, Langdon's mind shifted to the mysterious stranger who had called him. No names, please . . . Tell me, have you successfully protected the map that was entrusted to you? Langdon's shoulder ached from carrying the heavy stone pyramid, and he was looking forward to setting it down. Sanctuary and answers. As they approached the top of the stairs, they were met with an imposing pair of wooden doors. â€Å"Do we just knock?† Katherine asked. Langdon had been wondering the same thing, except that now one of the doors was creaking open. â€Å"Who's there?† a frail voice said. The face of a withered old man appeared in the doorway. He wore priest's robes and a blank stare. His eyes were opaque and white, clouded with cataracts. â€Å"My name is Robert Langdon,† he replied. â€Å"Katherine Solomon and I are seeking sanctuary.† The blind man exhaled in relief. â€Å"Thank God. I've been expecting you.† CHAPTER 80 Warren Bellamy felt a sudden ray of hope. Inside the Jungle, Director Sato had just received a phone call from a field agent and had immediately flown into a tirade. â€Å"Well, you damn well better find them!† she shouted into her phone. â€Å"We're running out of time!† She had hung up and was now stalking back and forth in front of Bellamy as if trying to decide what to do next. Finally, she stopped directly in front of him and turned. â€Å"Mr. Bellamy, I'm going to ask you this once, and only once.† She stared deep into his eyes. â€Å"Yes or no–do you have any idea where Robert Langdon might have gone?† Bellamy had more than a good idea, but he shook his head. â€Å"No.† Sato's piercing gaze had never left his eyes. â€Å"Unfortunately, part of my job is to know when people are lying.† Bellamy averted his eyes. â€Å"Sorry, I can't help you.† â€Å"Architect Bellamy,† Sato said, â€Å"tonight just after seven P.M., you were having dinner in a restaurant outside the city when you received a phone call from a man who told you he had kidnapped Peter Solomon.† Bellamy felt an instant chill and returned his eyes to hers. How could you possibly know that?! â€Å"The man,† Sato continued, â€Å"told you that he had sent Robert Langdon to the Capitol Building and given Langdon a task to complete . . . a task that required your help. He warned that if Langdon failed in this task, your friend Peter Solomon would die. Panicked, you called all of Peter's numbers but failed to reach him. Understandably, you then raced to the Capitol.† Bellamy could not imagine how Sato knew about this phone call. â€Å"As you fled the Capitol,† Sato said behind the smoldering tip of her cigarette, â€Å"you sent a text message to Solomon's kidnapper, assuring him that you and Langdon had been successful in obtaining the Masonic Pyramid.† Where is she getting her information? Bellamy wondered. Not even Langdon knows I sent that text message. Immediately after entering the tunnel to the Library of Congress, Bellamy had stepped into the electrical room to plug in the construction lighting. In the privacy of that moment, he had decided to send a quick text message to Solomon's captor, telling him about Sato's involvement, but reassuring him that he– Bellamy–and Langdon had obtained the Masonic Pyramid and would indeed cooperate with his demands. It was a lie, of course, but Bellamy hoped the reassurance might buy time, both for Peter Solomon and also to hide the pyramid. â€Å"Who told you I sent a text?† Bellamy demanded. Sato tossed Bellamy's cell phone on the bench next to him. â€Å"Hardly rocket science.† Bellamy now remembered his phone and keys had been taken from him by the agents who captured him. â€Å"As for the rest of my inside information,† Sato said, â€Å"the Patriot Act gives me the right to place a wiretap on the phone of anyone I consider a viable threat to national security. I consider Peter Solomon to be such a threat, and last night I took action.† Bellamy could barely get his mind around what she was telling him. â€Å"You're tapping Peter Solomon's phone?† â€Å"Yes. This is how I knew the kidnapper called you at the restaurant. You called Peter's cell phone and left an anxious message explaining what had just happened.† Bellamy realized she was right. â€Å"We had also intercepted a call from Robert Langdon, who was in the Capitol Building, deeply confused to learn he had been tricked into coming there. I went to the Capitol at once, arriving before you because I was closer. As for how I knew to check the X-ray of Langdon's bag . . . in light of my realization that Langdon was involved in all of this, I had my staff reexamine a seemingly innocuous early-morning call between Langdon and Peter Solomon's cell phone, in which the kidnapper, posing as Solomon's assistant, persuaded Langdon to come for a lecture and also to bring a small package that Peter had entrusted to him. When Langdon was not forthcoming with me about the package he was carrying, I requested the X-ray of his bag.† Bellamy could barely think. Admittedly, everything Sato was saying was feasible, and yet something was not adding up. â€Å"But . . . how could you possibly think Peter Solomon is a threat to national security?† â€Å"Believe me, Peter Solomon is a serious national-security threat,† she snapped. â€Å"And frankly, Mr. Bellamy, so are you.† Bellamy sat bolt upright, the handcuffs chafing against his wrists. â€Å"I beg your pardon?!† She forced a smile. â€Å"You Masons play a risky game. You keep a very, very dangerous secret.† Is she talking about the Ancient Mysteries? â€Å"Thankfully, you've always done a good job of keeping your secrets hidden. Unfortunately, recently you've been careless, and tonight, your most dangerous secret is about to be unveiled to the world. And unless we can stop that from happening, I assure you the results will be catastrophic.† Bellamy stared in bewilderment. â€Å"If you had not attacked me,† Sato said, â€Å"you would have realized that you and I are on the same team.† The same team. The words sparked in Bellamy an idea that seemed almost impossible to fathom. Is Sato a member of Eastern Star? The Order of the Eastern Star–often considered a sister organization to the Masons–embraced a similar mystical philosophy of benevolence, secret wisdom, and spiritual open-mindedness. The same team? I'm in handcuffs! She's tapping Peter's phone! â€Å"You will help me stop this man,† Sato said. â€Å"He has the potential to bring about a cataclysm from which this country might not recover.† Her face was like stone. â€Å"Then why aren't you tracking him?† Sato looked incredulous. â€Å"Do you think I'm not trying? My trace on Solomon's cell phone went dead before we got a location. His other number appears to be a disposable phone–which is almost impossible to track. The private-jet company told us that Langdon's flight was booked by Solomon's assistant, on Solomon's cell phone, with Solomon's Marquis Jet card. There is no trail. Not that it matters anyway. Even if we find out exactly where he is, I can't possibly risk moving in and trying to grab him.† â€Å"Why not?!† â€Å"I'd prefer not to share that, as the information is classified,† Sato said, patience clearly waning. â€Å"I am asking you to trust me on this.† â€Å"Well, I don't!† Sato's eyes were like ice. She turned suddenly and shouted across the Jungle. â€Å"Agent Hartmann! The briefcase, please.† Bellamy heard the hiss of the electronic door, and an agent strode into the Jungle. He was carrying a sleek titanium briefcase, which he set on the ground beside the OS director. â€Å"Leave us,† Sato said. As the agent departed, the door hissed again, and then everything fell silent. Sato picked up the metal case, laid it across her lap, and popped the clasps. Then she raised her eyes slowly to Bellamy. â€Å"I did not want to do this, but our time is running out, and you've left me no choice.† Bellamy eyed the strange briefcase and felt a swell of fear. Is she going to torture me? He strained at his cuffs again. â€Å"What's in that case?!† Sato smiled grimly. â€Å"Something that will persuade you to see things my way. I guarantee it.† CHAPTER 81 The subterranean space in which Mal'akh performed the Art was ingeniously hidden. His home's basement, to those who entered, appeared quite normal–a typical cellar with boiler, fuse box, woodpile, and a hodgepodge of storage. This visible cellar, however, was only a portion of Mal'akh's underground space. A sizable area had been walled off for his clandestine practices. Mal'akh's private work space was a suite of small rooms, each with a specialized purpose. The area's sole entrance was a steep ramp secretly accessible through his living room, making the area's discovery virtually impossible. Tonight, as Mal'akh descended the ramp, the tattooed sigils and signs on his flesh seemed to come alive in the cerulean glow of his basement's specialized lighting. Moving into the bluish haze, he walked past several closed doors and headed directly for the largest room at the end of the corridor. The â€Å"sanctum sanctorum,† as Mal'akh liked to call it, was a perfect twelve-foot square. Twelve are the signs of the zodiac. Twelve are the hours of the day. Twelve are the gates of heaven. In the center of the chamber was a stone table, a seven-by-seven square. Seven are the seals of Revelation. Seven are the steps of the Temple. Centered over the table hung a carefully calibrated light source that cycled through a spectrum of preordained colors, completing its cycle every six hours in accordance with the sacred Table of Planetary Hours. The hour of Yanor is blue. The hour of Nasnia is red. The hour of Salam is white. Now was the hour of Caerra, meaning the light in the room had modulated to a soft purplish hue. Wearing only a silken loincloth wrapped around his buttocks and neutered sex organ, Mal'akh began his preparations. He carefully combined the suffumigation chemicals that he would later ignite to sanctify the air. Then he folded the virgin silk robe that he would eventually don in place of his loincloth. And finally, he purified a flask of water for the anointing of his offering. When he was done, he placed all of these prepared ingredients on a side table. Next he went to a shelf and retrieved a small ivory box, which he carried to the side table and placed with the other items. Although he was not yet ready to use it, he could not resist opening the lid and admiring this treasure. The knife. Inside the ivory box, nestled in a cradle of black velvet, shone the sacrificial knife that Mal'akh had been saving for tonight. He had purchased it for $1.6 million on the Middle Eastern antiquities black market last year. The most famous knife in history. Unimaginably old and believed lost, this precious blade was made of iron, attached to a bone handle. Over the ages, it had been in the possession of countless powerful individuals. In recent decades, however, it had disappeared, languishing in a secret private collection. Mal'akh had gone to enormous lengths to obtain it. The knife, he suspected, had not drawn blood for decades . . . possibly centuries. Tonight, this blade would again taste the power of the sacrifice for which it was honed. Mal'akh gently lifted the knife from its cushioned compartment and reverently polished the blade with a silk cloth soaked in purified water. His skills had progressed greatly since his first rudimentary experiments in New York. The dark Art that Mal'akh practiced had been known by many names in many languages, but by any name, it was a precise science. This primeval technology had once held the key to the portals of power, but it had been banished long ago, relegated to the shadows of occultism and magic. Those few who still practiced this Art were considered madmen, but Mal'akh knew better. This is not work for those with dull faculties. The ancient dark Art, like modern science, was a discipline involving precise formulas, specific ingredients, and meticulous timing. This Art was not the impotent black magic of today, often practiced halfheartedly by curious souls. This Art, like nuclear physics, had the potential to unleash enormous power. The warnings were dire: The unskilled practitioner runs the risk of being struck by a reflux current and destroyed. Mal'akh finished admiring the sacred blade and turned his attention to a lone sheet of thick vellum lying on the table before him. He had made this vellum himself from the skin of a baby lamb. As was the protocol, the lamb was pure, having not yet reached sexual maturity. Beside the vellum was a quill pen he had made from the feather of a crow, a silver saucer, and three glimmering candles arranged around a solid-brass bowl. The bowl contained one inch of thick crimson liquid. The liquid was Peter Solomon's blood. Blood is the tincture of eternity. Mal'akh picked up the quill pen, placed his left hand on the vellum, and dipping the quill tip in the blood, he carefully traced the outline of his open palm. When he was done, he added the five symbols of the Ancient Mysteries, one on each fingertip of the drawing. The crown . . . to represent the king I shall become. The star . . . to represent the heavens which have ordained my destiny. The sun . . . to represent the illumination of my soul. The lantern . . . to represent the feeble light of human understanding. And the key . . . to represent the missing piece, that which tonight I shall at last possess. Mal'akh completed his blood tracing and held up the vellum, admiring his work in the light of the three candles. He waited until the blood was dry and then folded the thick vellum three times. While chanting an ethereal ancient incantation, Mal'akh touched the vellum to the third candle, and it burst into flames. He set the flaming vellum on the silver saucer and let it burn. As it did, the carbon in the animal skin dissolved to a powdery black char. When the flame went out, Mal'akh carefully tapped the ashes into the brass bowl of blood. Then he stirred the mixture with the crow's feather. The liquid turned a deeper crimson, nearly black. Holding the bowl in both palms, Mal'akh raised it over his head and gave thanks, intoning the blood eukharistos of the ancients. Then he carefully poured the blackened mixture into a glass vial and corked it. This would be the ink with which Mal'akh would inscribe the untattooed flesh atop his head and complete his masterpiece. CHAPTER 82 Washington National Cathedral is the sixth-largest cathedral in the world and soars higher than a thirty-story skyscraper. Embellished with over two hundred stained-glass windows, a fifty- three-bell carillon, and a 10,647-pipe organ, this Gothic masterpiece can accommodate more than three thousand worshippers. Tonight, however, the great cathedral was deserted. Reverend Colin Galloway–dean of the cathedral–looked like he had been alive forever. Stooped and withered, he wore a simple black cassock and shuffled blindly ahead without a word. Langdon and Katherine followed in silence through the darkness of the four-hundred-foot- long nave's central aisle, which was curved ever so slightly to the left to create a softening optical illusion. When they reached the Great Crossing, the dean guided them through the rood screen–the symbolic divider between the public area and the sanctuary beyond. The scent of frankincense hung in the air of the chancel. This sacred space was dark, illuminated only by indirect reflections in the foliated vaults overhead. Flags of the fifty states hung above the quire, which was ornately appointed with several carved reredos depicting biblical events. Dean Galloway continued on, apparently knowing this walk by heart. For a moment, Langdon thought they were headed straight for the high altar, where the ten stones from Mount Sinai were embedded, but the old dean finally turned left and groped his way through a discreetly hidden door that led into an administrative annex. They moved down a short hallway to an office door bearing a brass nameplate: THE REVEREND DR. COLIN GALLOWAY CATHEDRAL DEAN Galloway opened the door and turned on the lights, apparently accustomed to remembering this courtesy for his guests. He ushered them in and closed the door. The dean's office was small but elegant, with high bookshelves, a desk, a carved armoire, and a private bathroom. On the walls hung sixteenth-century tapestries and several religious paintings. The old dean motioned to the two leather chairs directly opposite his desk. Langdon sat with Katherine and felt grateful finally to set his heavy shoulder bag on the floor at his feet. Sanctuary and answers, Langdon thought, settling into the comfortable chair. The aged man shuffled around behind his desk and eased himself down into his high-backed chair. Then, with a weary sigh, he raised his head, staring blankly out at them through clouded eyes. When he spoke, his voice was unexpectedly clear and strong. â€Å"I realize we have never met,† the old man said, â€Å"and yet I feel I know you both.† He took out a handkerchief and dabbed his mouth. â€Å"Professor Langdon, I am familiar with your writings, including the clever piece you did on the symbolism of this cathedral. And, Ms. Solomon, your brother, Peter, and I have been Masonic brothers for many years now.† â€Å"Peter is in terrible trouble,† Katherine said. â€Å"So I have been told.† The old man sighed. â€Å"And I will do everything in my power to help you.† Langdon saw no Masonic ring on the dean's finger, and yet he knew many Masons, especially those within the clergy, chose not to advertise their affiliation. As they began to talk, it became clear that Dean Galloway already knew some of the night's events from Warren Bellamy's phone message. As Langdon and Katherine filled him in on the rest, the dean looked more and more troubled. â€Å"And this man who has taken our beloved Peter,† the dean said, â€Å"he is insisting you decipher the pyramid in exchange for Peter's life?† â€Å"Yes,† Langdon said. â€Å"He thinks it's a map that will lead him to the hiding place of the Ancient Mysteries.† The dean turned his eerie, opaque eyes toward Langdon. â€Å"My ears tell me you do not believe in such things.† Langdon did not want to waste time going down this road. â€Å"It doesn't matter what I believe. We need to help Peter. Unfortunately, when we deciphered the pyramid, it pointed nowhere.† The old man sat straighter. â€Å"You've deciphered the pyramid?† Katherine interceded now, quickly explaining that despite Bellamy's warnings and her brother's request that Langdon not unwrap the package, she had done so, feeling her first priority was to help her brother however she could. She told the dean about the golden capstone, Albrecht Durer's magic square, and how it decrypted the sixteen-letter Masonic cipher into the phrase Jeova Sanctus Unus. â€Å"That's all it says?† the dean asked. â€Å"One True God?† â€Å"Yes, sir,† Langdon replied. â€Å"Apparently the pyramid is more of a metaphorical map than a geographic one.† The dean held out his hands. â€Å"Let me feel it.† Langdon unzipped his bag and pulled out the pyramid, which he carefully hoisted up on the desk, setting it directly in front of the reverend. Langdon and Katherine watched as the old man's frail hands examined every inch of the stone– the engraved side, the smooth base, and the truncated top. When he was finished, he held out his hands again. â€Å"And the capstone?† Langdon retrieved the small stone box, set it on the desk, and opened the lid. Then he removed the capstone and placed it into the old man's waiting hands. The dean performed a similar examination, feeling every inch, pausing on the capstone's engraving, apparently having some trouble reading the small, elegantly inscribed text. â€Å"`The secret hides within The Order,'† Langdon offered. â€Å"And the words the and order are capitalized.† The old man's face was expressionless as he positioned the capstone on top of the pyramid and aligned it by sense of touch. He seemed to pause a moment, as if in prayer, and reverently ran his palms over the complete pyramid several times. Then he reached out and located the cube- shaped box, taking it in his hands, feeling it carefully, his fingers probing inside and out. When he was done, he set down the box and leaned back in his chair. â€Å"So tell me,† he demanded, his voice suddenly stern. â€Å"Why have you come to me?† The question took Langdon off guard. â€Å"We came, sir, because you told us to. And Mr. Bellamy said we should trust you.† â€Å"And yet you did not trust him?† â€Å"I'm sorry?† The dean's white eyes stared directly through Langdon. â€Å"The package containing the capstone was sealed. Mr. Bellamy told you not to open it, and yet you did. In addition, Peter Solomon himself told you not to open it. And yet you did.† â€Å"Sir,† Katherine intervened, â€Å"we were trying to help my brother. The man who has him demanded we decipher–â€Å" â€Å"I can appreciate that,† the dean declared, â€Å"and yet what have you achieved by opening the package? Nothing. Peter's captor is looking for a location, and he will not be satisfied with the answer of Jeova Sanctus Unus.† â€Å"I agree,† Langdon said, â€Å"but unfortunately that's all the pyramid says. As I mentioned, the map seems to be more figurative than–â€Å" â€Å"You're mistaken, Professor,† the dean said. â€Å"The Masonic Pyramid is a real map. It points to a real location. You do not understand that, because you have not yet deciphered the pyramid fully. Not even close.† Langdon and Katherine exchanged startled looks. The dean laid his hands back on the pyramid, almost caressing it. â€Å"This map, like the Ancient Mysteries themselves, has many layers of meaning. Its true secret remains veiled from you.† â€Å"Dean Galloway,† Langdon said, â€Å"we've been over every inch of the pyramid and capstone, and there's nothing else to see.† â€Å"Not in its current state, no. But objects change.† â€Å"Sir?† â€Å"Professor, as you know, the promise of this pyramid is one of miraculous transformative power. Legend holds that this pyramid can change its shape . . . alter its physical form to reveal its secrets. Like the famed stone that released Excalibur into the hands of King Arthur, the Masonic Pyramid can transform itself if it so chooses . . . and reveal its secret to the worthy.† Langdon now sensed that the old man's advanced years had perhaps robbed him of his faculties. â€Å"I'm sorry, sir. Are you saying this pyramid can undergo a literal physical transformation?† â€Å"Professor, if I were to reach out with my hand and transform this pyramid right before your eyes, would you believe what you had witnessed?† Langdon had no idea how to respond. â€Å"I suppose I would have no choice.† â€Å"Very well, then. In a moment, I shall do exactly that.† He dabbed his mouth again. â€Å"Let me remind you that there was an era when even the brightest minds perceived the earth as flat. For if the earth were round, then surely the oceans would spill off. Imagine how they would have mocked you if you proclaimed, `Not only is the world a sphere, but there is an invisible, mystical force that holds everything to its surface'!† â€Å"There's a difference,† Langdon said, â€Å"between the existence of gravity . . . and the ability to transform objects with a touch of your hand.† â€Å"Is there? Is it not possible that we are still living in the Dark Ages, still mocking the suggestion of `mystical' forces that we cannot see or comprehend. History, if it has taught us anything at all, has taught us that the strange ideas we deride today will one day be our celebrated truths. I claim I can transform this pyramid with a touch of my finger, and you question my sanity. I would expect more from an historian. History is replete with great minds who have all proclaimed the same thing . . . great minds who have all insisted that man possesses mystical abilities of which he is unaware.† Langdon knew the dean was correct. The famous Hermetic aphorism–Know ye not that ye are gods?–was one of the pillars of the Ancient Mysteries. As above, so below . . . Man created in God's image . . . Apotheosis. This persistent message of man's own divinity–of his hidden potential–was the recurring theme in the ancient texts of countless traditions. Even the Holy Bible cried out in Psalms 82:6: Ye are gods! â€Å"Professor,† the old man said, â€Å"I realize that you, like many educated people, live trapped between worlds–one foot in the spiritual, one foot in the physical. Your heart yearns to believe . . . but your intellect refuses to permit it. As an academic, you would be wise to learn from the great minds of history.† He paused and cleared his throat. â€Å"If I'm remembering correctly, one of the greatest minds ever to live proclaimed: `That which is impenetrable to us really exists. Behind the secrets of nature remains something subtle, intangible, and inexplicable. Veneration for this force beyond anything that we can comprehend is my religion.' â€Å" â€Å"Who said that?† Langdon said. â€Å"Gandhi?† â€Å"No,† Katherine interjected. â€Å"Albert Einstein.† Katherine Solomon had read every word Einstein had ever written and was struck by his profound respect for the mystical, as well as his predictions that the masses would one day feel the same. The religion of the future, Einstein had predicted, will be a cosmic religion. It will transcend personal God and avoid dogma and theology. Robert Langdon appeared to be struggling with the idea. Katherine could sense his rising frustration with the old Episcopal priest, and she understood. After all, they had traveled here for answers, and they had found instead a blind man who claimed he could transform objects with a touch of his hands. Even so, the old man's overt passion for mystical forces reminded Katherine of her brother. â€Å"Father Galloway,† Katherine said, â€Å"Peter is in trouble. The CIA is chasing us. And Warren Bellamy sent us to you for help. I don't know what this pyramid says or where it points, but if deciphering it means that we can help Peter, we need to do that. Mr. Bellamy may have preferred to sacrifice my brother's life to hide this pyramid, but my family has experienced nothing but pain because of it. Whatever secret it may hold, it ends tonight.† â€Å"You are correct,† the old man replied, his tone dire. â€Å"It will all end tonight. You've guaranteed that.† He sighed. â€Å"Ms. Solomon, when you broke the seal on that box, you set in motion a series of events from which there will be no return. There are forces at work tonight that you do not yet comprehend. There is no turning back.† Katherine stared dumbfounded at the reverend. There was something apocalyptic about his tone, as if he were referring to the Seven Seals of Revelation or Pandora's box. â€Å"Respectfully, sir,† Langdon interceded, â€Å"I can't imagine how a stone pyramid could set in motion anything at all.† â€Å"Of course you can't, Professor.† The old man stared blindly through him. â€Å"You do not yet have eyes to see.†

Free Essays on Causes Of World War 1

Causes Of World War One Essay World war one, also recognized as â€Å"The Great War†, is commonly referred to as the most influential and major occurrence throughout twentieth century history. World War One produced a massive loss of life, which led to a vast genetic loss on a European front and also changed the balance of power as America became dominant over Europe. The tragedy of World War One impacted society then and through to today, changing people’s perception of war duty and patriotism. A severe grab for colonies, an aggressive arms race, a desire for French revenge against Germany and intense nationalism throughout European countries primarily caused World War One. 28th June 1914. A date in history that holds massive significance in relation to World War One (WWI). The assassination of the Austria–Hungarian heir to the throne in Sarajevo, sparked the twentieth century conflict. However, it was the international issues and influences post this devastating event that provided the building blocks for an apprehensive Europe. The underlying causes of WWI can be traced back to the late 1700’s when the Industrial Revolution started to revolutionize European society. The Industrial Revolution changed the European lifestyle, particularly work related, from agriculture into an industrial orientated society. Materialism also followed the Industrial Revolution, as people realized the satisfaction and exclusiveness they experienced by possessing the best of produced products. Countries such as America, Britain and Germany became competitors on an international game board, playing to become the most economically influential nation in the world. This competition turned into economic rivalry, which went towards shaping the tension throughout European countries. As countries tried to buy out each other’s colonies, a monopolistic era came into place. This era displayed the most influential countries were the nations who pos... Free Essays on Causes Of World War 1 Free Essays on Causes Of World War 1 Causes Of World War One Essay World war one, also recognized as â€Å"The Great War†, is commonly referred to as the most influential and major occurrence throughout twentieth century history. World War One produced a massive loss of life, which led to a vast genetic loss on a European front and also changed the balance of power as America became dominant over Europe. The tragedy of World War One impacted society then and through to today, changing people’s perception of war duty and patriotism. A severe grab for colonies, an aggressive arms race, a desire for French revenge against Germany and intense nationalism throughout European countries primarily caused World War One. 28th June 1914. A date in history that holds massive significance in relation to World War One (WWI). The assassination of the Austria–Hungarian heir to the throne in Sarajevo, sparked the twentieth century conflict. However, it was the international issues and influences post this devastating event that provided the building blocks for an apprehensive Europe. The underlying causes of WWI can be traced back to the late 1700’s when the Industrial Revolution started to revolutionize European society. The Industrial Revolution changed the European lifestyle, particularly work related, from agriculture into an industrial orientated society. Materialism also followed the Industrial Revolution, as people realized the satisfaction and exclusiveness they experienced by possessing the best of produced products. Countries such as America, Britain and Germany became competitors on an international game board, playing to become the most economically influential nation in the world. This competition turned into economic rivalry, which went towards shaping the tension throughout European countries. As countries tried to buy out each other’s colonies, a monopolistic era came into place. This era displayed the most influential countries were the nations who pos...

How Overpopulation Causes Social Problems Research Paper Example

How Overpopulation Causes Social Problems Research Paper Example How Overpopulation Causes Social Problems Paper How Overpopulation Causes Social Problems Paper Overpopulation Problems Others experience problems from technological change or declining neighborhoods, others are affected directly y crime and violence in their own neighborhood, and sometimes definitions of social problems are changed by society because of changes around you. Finally in order to achieve the purpose of this which is to examine and discuss different issues and situations that cause social problems such as poverty. Overpopulation and social problems go hand and hand in todays society and there are many reasons and factors as to why these problems exist. Factors that lead to overpopulation that causes social problems are the increase in the number of single mothers in poor neighborhoods opposed to the decline n birth rates in the more efficient parts of the country, how the death rate is at a steady decline because of medical advances in rich and poor countries, the effects immigrants have on an environment and the population growth that occurs, the influence parents leave on children, and what is being done to help prevent the spread of AIDS because this is a deadly disease which is lowering our population but causing many social problems. Elements of a Social Problem There are also elements that make up a social problem. One of these elements is that they cause physical or mental damage to individuals or society (Carter Pl 6) which means that sometimes people may permanently suffer before any action is taken to solve the problem because everybody thought it was not that big of a deal until sometimes permanent or short term damage has occurred. Another element is they offend the values or standards of some powerful segment of society (Carter Pl 6) which means no matter what you do someone will always take offense against your actions because everyone has different views and values and what is important to some may not be to others. Another element is that they persist for an extended period of pop) and everyone can picture that being true because as you solve one problem another always arises. The last element of a social problem is generating competing proposed solutions because of varying evaluations from groups in different social positions within a society, which delays reaching consensus on how to attack the problem (Carter P 16). This is caused because there are many different social groups that have different ideas and solutions to the problems we may face. Sociological Perspectives on Social Problems There are also different sociological perspectives on social problems such as he functionalist, conflict, interactions, feminist, and the postmodernist orientations. The functionalist view on social problems focuses on the social structures that hold a society together over time and they also see sociology as the science Of social Order. The second conflict orientation Sees most social problems as arising from disorientation due to group differences. Another view is the interactions orientation, which concentrates on how people perceive and define the events that influence their lives. The feminist orientation gives women a voice in a world that has been dominated by male- oriented perspectives in the past. The last and final one is the postmodernist orientation which, is an emerging and still controversial approach to studying society. Postmodernist insist that the change is so great that a more complex and far less hopeful world has supplanted the modern one we thought we lied in. The Effect Of AIDS and Birth Rates are falling but population is not. Aids is a deadly disease which is hurting a large amount of our population but at the same time it is causing many conflicts and social problems within our society. This disease has made people outcasts in our society because they eave this disease that can kill or make someone ill for a long period of time which will adventurously lead to death. Woodwinds and Delaney (1996) write, It is convenient to characterize a social problem as a conflict of values and duties, a conflict of rights or social condition that leads to or is thought to lead to harmful consequences. Page 10) Staying with the topic that over population and poverty combined causes social problems such as scarce jobs and resources for people but only that overpopulation is responsible for the conditions, which contribute to the overall lowering of the quality of life of unman beings in society. Another problem is AIDS, which is both a population and social problem. People are sometimes not accepted because they have the AIDS virus. This also affects the poor people more than the wealthy because AIDS is more common among poor neighborhoods because they have less money to buy things such as condoms to prevent the spread of AIDS and other diseases. According to the Global AIDS policy Commission about 95 percent were spent in industrialized countries that have less than 25 percent of the worlds population, 18 percent of the people with AIDS and 5 percent of HIVE infections worldwide. (Tarantula and Mann, 1 995 pages 123-124) According these numbers, a very large percent of the money for AIDS prevention and treatment is spent industrialized countries. This is unfair because the industrialized countries are not the ones that should be receiving the majority of the funds to help prevent the spread of this disease and possibly a cure for this disease in the future. Since the third world countries are not receiving enough funds they are unaware of the importance and are unable to spread the message of ways of preventing oneself from getting this eases. As has already been noted, the United States has tended to follow the recent pattern towards falling birth rates that have become characterized by most of the industrialized democracies of the West. Amatol (1995) notes in regard to the trend in the US: In 1975 sixty two percent of all women aged 40-44 had given birth to three or more children over the course of their life- times. In 1988 only thirty-eight percent had done so. The percentage of those giving birth to just one child rose from 9 to 15 percent during the same time period (Pl 7). There could be several reasons why there is an increase f those giving birth to only one child. In older days it was known that women would stay home and raise the children as the men go out and make the money. Now that times have changed, you see a lot more women in the workplace. Women sometimes give birth at a later age because they are so busy with their career. In todays society, people get married at a later age because they have to keep working to obtain income that is needed to help pay for their necessities. A reason why the population is still growing and there is a decrease in birth rates could be the fact that there are more cures or diseases that at one point were either not known or deadly. Overpopulation among the poor All this might give one the impression that overpopulation is not a problem affecting the United States. However, where birth rates have failed to decrease and in some cases have actually increased, has been among the poor, and especially among the inner-city welfare poor (Woodwinds IPPP). Opposite to a widespread misinterpretation, welfare mothers do not tend to have especially large families, most having one or two children with only a small number giving birth to more. However, the number of instances of ingle motherhood has been going up even as childbearing has been declining overall in the US. Single mothers represent the bulk of the adult welfare population; such births can be compared to the condition of the poor in Third World countries. Another problem we are facing is a real population explosion among the poor. A reason sometimes the poor have more children than the young adults with money is because of their financial status. If you have less money you are not going to run out and buy a box of condoms with your last five dollars. You will probably spend it on something that you think s more important, but in reality some people do not realize how big the consequence of having a child is. If you are not able to support a child, not responsible, or mature enough for parenthood it will only hurt the child. The kid will grow up with no guidance and in an environment that is neither healthy nor safe. Young teenage girls have this feeling that the father of the child will be there to love and support both of them. Statistics show that most of them leave the mother to support the child on their own with no financial support whatsoever. Americas inner cities -Vs.- Third World Countries At first, it might appear impossible to compare conditions in Americas inner cities with those that characterize overpopulated countries of the Third World. In both instances such factors as poverty, overcrowding and lack of educational and employment opportunities promote negative social patterns. In both the United States and Third World countries poor young males in particular are frequently forced to choose between a life of crime and competition for low-paying jobs under bad conditions. In the US, such employment in which employers can take advantage of the relatively large LOL of applicants due to the higher birthrate among the poor. In developing countries these conditions are in the process of being manufactured. Aloud (1993) notes for example that workers in poor countries usually with limited educational, skill and training tend to labor in small crowded factories with old, unsafe machinery, dangerous noise levels, and unsound buildings (p. 1 17). In these situations it is hard for anyone to work long hours in an uncomfortable environment for little pay, therefore some choose to find other ways to make money which leads to most likely making money illegally. It hurts our society whether they are distributing drugs to the young children, stealing, or doing other criminal acts. One important distinction between Third World overpopulation and conditions affecting the inner-city poor in the United States comes from the fact that in the Third World population pressures create competition for basic things such as food and land. During (1992) notes that, under circumstances of Third World poverty, dispossessed peasants slash and burn their way into Latin American rain forests and hungry nomads turn their herds out onto fragile African range land, reducing it to desert (p. 10). In the US, in contrast, the inner city poor are under ordinary circumstances not likely to lack such necessities as food and housing because of the welfare system we have. (Such conditions are happening here but the number is so small that it is not reported and exposed like that of the Third World countries. In the inner cities of this country the underprivileged are more likely to be driven into violent competition for scarce social goods such as jobs and access to health care. While welfare will insure the maintenance of mothers and their dependent children on a bare subsistence level and the legal economy will provide a living for a large proportion of young males, employers will still be assured of enough applicants competing for scarce jobs to offer work at minimum wage and without benefits. Fifth inner-city youth population was to decline as a result of family planning among the poor, this source of unskilled labor would dry up and employers would have to offer more to attract a work force. Similarly, in areas such as education and health care, the increased numbers of the poor has led not to empowerment but to its opposite for irregular amounts of public and private money are spent on tenting the educational and health care needs of the more wealthy. The environment effects social problems and its population A possible reason as to why we are facing such a big population growth could be the environment the adult population grew up in or the environment we are growing up in. Thus, even though birth rates among more prosperous American have been dropping steadily, the relatively high fertility rates of poor single mothers have been responsible for the replication of Third World conditions in our inner cities. Bobsled (1991) observes this: The flight of the middle classblack and whitefrom the inner city has left a population that is overwhelmingly black and poor, devoid of healthy businesses, strong schools or other institutions that contributed to stability in the past. The concentration of poverty means that children grow up with little exposure to steadily employed adults making it easy for them to see unemployment as way of life (p. 139). According to this statement, Voyaged believes the environment you grow up in affects your future. I believe this is very true, because for example my parents work very hard for their money by working seven days a week and I am happy for them and believe everything they have they deserve because hey earned it and they treat my brother, sister and myself very well. Besides taking care of us and buying us cars, clothes, food, and shelter, they also take the time to tell us right from wrong and how to deal with things in different situations. Feel that I could tell my parents anything whether good or bad and they might get mad, but they always take the time to talk about it and show me how to deal with the problem. I have a relationship that feel none of my friends have with their parents. Getting back to the point of following your parents as role models, affecting how you turn out, I believe this is very rue. For example, everything my parents have given me I hope to be able to give my children in the future and more if possible. I hope to have a similar relationship with my children and hope my children appreciate it as much as I do. Perhaps equally important, Haven (1995) observes along the same lines, private standards have also changed for the worse. Family values, judgments about individual responsibility, perceptions of appropriate personal behavior and appearance and expectations of the good will of neighbors have all eroded (p. 147). As has already been suggested, some ay find it is difficult to accept the view that social problems such as these are a consequence of overpopulation where the united States is concerned that the fertility rates of Americans has declined to the point where as much as one-third of the relatively modest population increase this country has been experiencing annually is believed to be the result of increase immigration (Amenorrhea, 1994 p. 67). Even though overall population increases in this country have been modest a very large proportion of births happen to a relatively small part of the CSS populationthe inner-city poor. Fertility rates among this population section are approaching Third-World proportions, not because the poor necessarily have large families, although in some instances they do, but the proportion of women electing to have even one or two children is far higher among this group than among the more prosperous. Interview with Social Worker interviewed a social worker that works with foster kids. I chose to interview a social worker because she works with kids who most of the time comes from poverty and broken homes which are two important aspects of life. These kids often get used to the foster parents if they are living with them from hen they are young but if they are put into the home at a later age it is harder to adjust to the new environment. She couldnt tell me as much as wanted to she did answer some questions that interested and helped me. She told me that she makes monthly visits to the foster home and she must also spend time with the children and based upon that she decides whether or not the parents are doing a good job of raising the children and if the children are happy. I asked her how would you compare your childhood to the childhood of a foster child? Her answer was that every child sees a efferent environment and as long as the love is there, there is always a good future ahead and sometimes it is not always the parents blame. I also asked her opinion of the topic of my paper and if she thinks overpopulation is the main reason for social problems. She said that social problems are caused by many factors not just one and from her experience that in inner city areas where the population is higher there seem to be more problems that exist compared to an urban neighborhood where the population is lower. Conclusion In Conclusion social problems will always exist because social problems change as time changes. We often tend to overlook what we call necessities others call luxuries.

Free sample - Social Psychology. translation missing

Social Psychology. Social PsychologyIn the field of health psychology, an understanding on how biology, behavior and social context influence an individual’s or group’s health or illness is taken into account. In the last decade, the applicability of health psychology has been advanced and utilized the more, resulting in an increase in doubts cast by critics as to the importance and usefulness of cognitive psychology. Particular models that address memory aspects of visual and verbal information processing with minimal acknowledgement of any sensory modalities have come under heavy criticism. However, research in olfactory memory literature has rapidly expanded since the 1970’s and has risen beyond conventional memory research. Therefore, the literature herein examines principally on the Proustian characteristics of smell and the relationship between olfactory memory and other closely related types of memory. It is key to note that findings from research conducted on olfaction has been consequently used as a base for theories in other fields though caution must be applied so as not to base these general theories on narrowly researched databases. The chief objectives of the study are to investigate the relationship between olfaction and memory and the most remembered olfactory stimuli through a literature review of various articles. In Baddeley’s 1992 fifteenth Bartlett lecture; he expressed a long-standing commitment expressed by most experienced psychologists in devising theories aimed at encompassing data from diverse sources. He expressed that a theory in health psychology should be economical while giving a plausible account of existing findings that bring into light new discoveries in this field. These discoveries should in turn mold the theory through a â€Å"gradual, cumulative modification of the theory.† He further suggested that models should be applied over a wide range of situations or fields; that is scope rather than precision. This notwithstanding, research carried on the basis of findings presented from the Ebbinghaus and Bartlett traditions concentrates chiefly on verbal rather than visual cognition. However, there has been little contemporary support in literature such as in Morris Gruneberg, 1994 which attempted to inspect whether theories and models in human memory, in referen ce to modality, relate to memory phenomena in other sensory modalities such as touch, taste, or smell. Comprehensive reviews carried out on olfactory cognition and its influence by the conven ­tional memory literature such as Richardson Zucco, 1989 and Schab, 1991 shows an interesting analysis and relation to new research areas. The relationship between olfaction and memory can best be illustrated by perception of smell and the triggering of a long-forgotten event. A perfume may remind someone of a long forgotten person. Research carried out by Engen in 1987 claimed that odor memory does not trigger short-term memory which has been contradicted by the 1997 White and Treishman report. Although evidence of olfactory primacy under which stimuli presented at the beginning of a study is best remembered through rehearsal, the report provides a strong base in evidence presented for recency in olfaction. White and Treisman argued on the basis that olfactory memory is a result of individuals assigning assign verbal meanings to olfactory stimuli. The study further claims that olfactory sense is a crucial sense in animals. This is further supported by evidence presented on the existence of peripheral olfactory memory in imprinted salmon which was carried out by Nevitt et. al in 1994. The study found out that the  "remark honing ability of salmon relies on olfactory cues though its cellular basis is unknown.† The role of peripheral olfactory receptors in odorant memory retention was done through imprinting Coho salmon with phenyl ethyl alcohol. This study verified that there was an increased preference for phenyl ethyl alcohol in salmon adults, therefore proving that some â€Å"component of the imprinted olfactory home stream memory appears to be retained peripherally.† The most remembered olfactory stimuli were investigated by Rabin Cain in 1984. The findings showed that memory was enhanced by familiarity and identifiability. Learning processes have been found to imprint olfaction especially in animals. Frances Darling and Burton Slotnick 1994 research in rats showed that they quickly learnt â€Å"to avoid licking at a drinking tube containing an odorant and quinine hydrochloride†. Learning was quickly in response to the combination of odor and taste stimuli. Therefore, it was inferred the brain can be equipped with an olfactory memory mechanism. Rats had the capability to locate food through olfactory memory further supports the existence of an olfactory memory.    References Baddeley, A. (1992). The Fifteenth Bartlett Lecture. Quarterly Journal of Experimental Psychology , 44, 1-31. G A Nevitt, A. H. (1994). Evidence for a peripheral olfactory memory in imprinted salmon. Seattle: Department of Zoology, University of Washington. Morris, P. E. (1994). Theoretical Aspects of Memory. London: Routledge. Rabin, M. D. (1984). Odor recognition: Familiarity, identifiability, and encoding consistency. J. Exp. Psychol.