Elizabeth And Luther WorldShakers Essay Research Paper free essay sample

Elizabeth And Luther: World-Shakers Essay, Research Paper Elizabeth and Luther: World-shakers Our general public favors conformance over defiance. We would rather obey than request approval. We incline toward aloofness to activism. In any case, who decided our universe, who moved individuals to activity, who provoked changes? The individuals who swam against the current, who took the dangers, who stayed consistent with their solid convictions. They were the 1s that changed society and made an evaluation throughout the entire existence of world. Martin Luther, profound reformist and Elizabeth I, Queen of England are among those whose names rose to defiance and change. Both non-traditionalists themselves, Luther was the pioneer of profound changes in the sixteenth century while Elizabeth # 8217 ; s promotion denoted the incredible period of English history. Like Luther who set out to oppugn the approval of the powerful Catholic Church, Elizabeth disavowed Rome and reestablished Protestantism as England # 8217 ; s official confidence. Luther needed to propose with the obstruction from Catholics as was Elizabeth who was defaced by Catholic difficulties and mystery designs all through her rule. We will compose a custom exposition test on Elizabeth And Luther WorldShakers Essay Research Paper or then again any comparable subject explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page One of the difficulties experienced by Elizabeth in managing the English area was the predisposition against grown-up females swayers. It would hold been difficult for her to win the help and the collaboration of work powers in managing adequately. Elizabeth # 8217 ; s refusal to get hitched was another characteristic of her frustrated character, declining to partition power with a hubby. Like Luther she decided to step the course less went by regardless of whether it implied being totally. Luther hindering off from the Catholic Church resembled # 8220 ; fighting over windmills # 8221 ; , so was Elizabeth # 8217 ; s hindering off from the set up monarchal custom. Luther and Elizabeth had the fortitude of their solid convictions. They did what they thought was on the whole correct to make in any event, when it implied impressive oppo sition. Despite the fact that Elizabeth was known to hold brought the most figure of parliaments, she unflinchingly finished the Sessionss when she did non like the parliament’s exhortation. Luther who himself was a selected pastorate assaulted the corruptness of the medieval church and proceeded to shake its approval. Their ability to move fitting to their principles certifies the quality of their characters. Not many individuals decided to follow their Black Marias like Luther and Elizabeth for fear of dismissal and disappointment. They â€Å"made the course by strolling through it† on their ain. The gift of individuals around them was non extremely important to proceed onward what they put stock in. Elizabeth was extremely much sensitive to the issues of her property even before her promotion to the seat. This permitted her to pass on roughly changes, which were acceptable and relevant to her segments. Luther # 8217 ; s changes concentrated straight on certain congregation ways of thinking to which he himself was knowing about. Bing submerged into their particular universes permitted them to advance their causes. All things considered, it is simply in standing up to the activity straightforwardly that you can work out it. Both saw a higher ground for what they attempted to bring through in their clasp. They did non look to vary for enthusiasm of being unsavory. They were away from the higher reasons for their activities thus they were incredibly persuaded to climate through bolder classs. Luther # 8217 ; s impact lives on in the profound universe and Elizabeth # 8217 ; s 45-year guideline fearlessly molded the England of today. Two individuals, Elizabeth and Luther, were on some way gatherings, daring people or dubious figures who decided our general public and made our universe today a lot more extravagant. Book index History of Mother Europe And the U.S. # 1 Pual Zeigler Louis Salveri Kenneth Moyniham Johon McClymer

Types of unemployment and their importance

Kinds of joblessness and their significance In actuality, there are a great deal of the implications of joblessness. By and large, joblessness is a condition of the individuals who are without work, looking for employments or not searching for works. Besides, we have two different ways to communicate the measure of joblessness, as far as: a number and a rate. Joblessness can be evaluated as a pace of two numbers: measure of jobless individuals in labor power and complete number of work power. Petitioner and Standardized are two methods for evaluating joblessness rates. Be that as it may, gathered data can be affected by numerous components: bogus petitioners, dispirited work-searchers, low maintenance representatives, and underground economy, and so forth. In a work showcase, wages would conform to make the gracefully of work and the interest for work would be equivalent. There are two principle types: balance joblessness and disequilibrium joblessness. Additionally, more specialists will in general get a new line of work and work with the goal that the interest isn't sufficient to fulfill the requirements. Because of that, joblessness happens in the market. Balance level of joblessness happens when the quantity of laborers who prepared to take their employments is lower than the absolute number of the work power. There are three sorts of disequilibrium joblessness: genuine wages joblessness, request lacking joblessness and development in the work flexibly. Request inadequate is one of the most factor which effects on the economy development rapidly due to the downturn. The downturn simply occurs in a brief timeframe yet truth be told, It will change numerous components, for example, laborers are hard to find a new line of work or the countrys GDP fall quickly. Harmony joblessness has three sorts: Frictional joblessness that happens because of blemished data in the work showcase. Basic joblessness emerges from changes in the example of interest or flexibly in economy. Regular joblessness related with businesses or areas where the interest for work is lower at specific seasons. Chapter by chapter guide I. Presentation 5 II. Joblessness Error: Reference source not found6 A. The significance of joblessness 6 B. Official proportions of joblessness 8 C. Joblessness and the work advertise 11 D. Sorts of disequilibrium joblessness 14 Genuine compensation joblessness Request lacking or repeating unemployment..㠢â‚ ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦. Case study㠢â‚ ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦.17 E. Balance joblessness (or common joblessness) 19 Fritional (search) joblessness Error: Reference source not found Basic joblessness. Occasional joblessness.. III. End 21 Presentation The difficult issue which each nation must arrangement with increment their economy is joblessness. In this manner, before going any further we need to characterize decisively what we mean by joblessness. It relies upon how barely it is characterized. As a matter of fact, the general importance is no activity. Every nation nearly needs have a low measure of joblessness supposing that we have a high joblessness sum, our economy will step by step decline our salary. Accordingly, our economy will go down a great deal. So as to see effectively we can analyze how the economy streams as underneath: Joblessness Æ'⠝  ® No salary  ® No utilization  ­  ¯ Lay off laborers  ¬ Productions Æ'Ã¥ ¸  ¬ Aggregate interest Æ'Ã¥ ¸ Along these lines, this stream diagram keeps happen persistently again and again. That is the reason our GDP is getting lower and lower just as jobless individuals are getting ever more elevated. II/Unemployment: The significance of joblessness Actually, nearly nations encountered the downturn. In addition, the joblessness considers carry the downturn along with a considerably more keen core interest. Be that as it may, the normal of joblessness has various levels in various nations. There are a wide range of meanings of joblessness. Thus, we will concentrate on the significance of joblessness and the ways express the measure of joblessness. Initially, we need to address the significance of joblessness. By and large, joblessness just implies that an individual is jobless. In any case, this importance isn't spot on in light of the fact that youngsters and resigned individuals will be not fundamental for the insights. Notwithstanding the way that Michael Todaro characterizes it in two different ways as deliberate and automatic joblessness. The meaning of willful joblessness is that the individuals don't discover work, and need to remain at home so as to deal with their families. Then again, individuals are capable and ready to work yet there are no employments accessible for them. Subsequently, we can comprehend that joblessness is a condition of the individuals who are sufficient norms of wellbeing just as ages and ready to work, however they are without work, looking for employments or not searching for work. Furthermore, we should focus on the ways express the measure of joblessness. Generally speaking, there are two different ways in order to speak to the joblessness, as far as: a number and a rate. The number jobless is utilized when individuals can't get a new line of work even so they are perusing and standing by to work at the overarching wage. On the other hand, the financial analysts can be communicated the joblessness rate as a rate in the event that they speak to the level of all out work power which remembers all people for business and joblessness. At the end of the day, the pervasiveness of joblessness generally express as the joblessness rate which is characterized as the level of the work power. For example, if there were 30 million individuals in work and 2 million individuals in joblessness in a nation, we could discover the joblessness rate by: Taking everything into account, joblessness is one of the most significant issues in the economy. The degree of joblessness for the most part shows the monetary circumstance in a nation. Besides, it likewise changes after some time since it relies upon the monetary conditions and different conditions. B) Official proportions of joblessness Joblessness is the difficult issue in each nation. It is one of the essential elements has affected to the expanding or the diminishing Government pay. The primary goal of each economy is consistently endeavor to chop down a level of joblessness rates as low as could reasonably be expected, in light of the fact that it very well may be a charge of social, an inadequacy of HR or a decrease of national income. So as to determine these emergency impacts we have to gauge the joblessness rate to help the national economy. There are two general proportions of joblessness: Claimant joblessness and Standardized joblessness rates. Petitioner joblessness: As per this measure joblessness rate will be determined as rate between the quantity of inquirers and the aggregate of work power. It has a few significant favorable circumstances. For instance, it isn't too hard to even think about resuming data, and it is the quickest technique up until this point. In spite of the fact that the strategy has the points of interest recorded above, it additionally has a few drawbacks, for example, bogus data or exaggerate of individuals simply needs to get remittance however not so much searching for an occupation. Moreover, this number avoids jobless individuals that can't fulfills the certified for benefits. Normalized joblessness rates: This is the cutting edge equation set up by two universal associations: The International Labor Organization (ILO) and the Organization for Economic Cooperation and Development (OECD). In light of on them the rate will be gathered by national work power assessment. Fundamentally, work powers are sufficient old to go to work and furthermore dynamic to searching for an occupation at the present time. It is an improved measure however it despite everything has the breaking point in by one way or another. To begin with, we can watch it on the powerful factor. For example, giving the more precisely figure than Claimant joblessness in light of the fact that it incorporate individuals who profoundly need to discover a vocation yet can't be qualified petitioner at the interim. Conversely, a few awful factors of this strategy make it has some less powerful. It is requiring some investment to review and measurement. Also, it can't tally disheartened laborers who have quit any pretense of searching for a vocation after long haul joblessness. What's more, individuals work for underground economy, which have illicit employment for instance street pharmacist, mafia and so on can be consider as joblessness while low maintenance laborers who might want to land the all day position however they can't land any reasonable positions are barred from joblessness numbers. To outline this let inspect the joblessness rate in Australia with the strategy for Standardized joblessness rates from wellspring of CIA world factbook: Wellspring of CIA world factbook. In light of above segment outline the quantities of Australian joblessness rate study from work power we can watch the least rate in 2009 and the top in 2003. In any case, the rate from 2009 to 2010 increments significantly with level of +1.5% on the grounds that the impact worldwide financial resection. So as to keep away from financial truly influenced by the downturn, Australian government has arrangements by infusing a great deal of cash just as push their residents to go through cash to extend more occupation for Australians. Nonetheless, this circumstance despite everything doesn't compelling in this time. To summarize, Australian government ought to have the correct approaches to improve this circumstance joblessness. C) Unemployment and the work showcase In a work showcase, wages would alter so as to make the flexibly of work and the interest for work would be equivalent. The reasons of joblessness can be isolated into two primary sorts: harmony joblessness and disequilibrium joblessness. In a consummately serious work showcase, the crossing point of interest and gracefully bends decided the pay rate and level of business. Genuine pay S D N Labor Genuine

Grief vs. Depression Which Is It

Grief vs. Depression Which Is It Depression Causes Print Grief vs. Depression: Which Is It? Its important to sort out the differences By Nancy Schimelpfening Nancy Schimelpfening, MS is the administrator for the non-profit depression support group Depression Sanctuary. Nancy has a lifetime of experience with depression, experiencing firsthand how devastating this illness can be. Learn about our editorial policy Nancy Schimelpfening Reviewed by Reviewed by Amy Morin, LCSW on January 24, 2020 facebook twitter instagram Amy Morin, LCSW, is a psychotherapist, author of the bestselling book 13 Things Mentally Strong People Dont Do, and a highly sought-after speaker. Learn about our Wellness Board Amy Morin, LCSW Updated on February 04, 2020 Depression Overview Types Symptoms Causes & Risk Factors Diagnosis Treatment Coping ADA & Your Rights Depression in Kids Peopleimages / Getty Images Grief and depression share similar symptoms, but each is a distinct experience, and making the distinction is important for several reasons. With depression, getting a diagnosis and seeking treatment can be literally life-saving. At the same time, experiencing grief due to a significant loss is not only normal but can ultimately be very healing. Clinical Perspectives The fifth edition of the Diagnostic and Statistical Manual of Mental Disorders (DSM-5) removed a bereavement exclusion from the diagnosis of major depressive disorder  (MDD).?? In the DSM-IV, the bereavement exclusion stated that someone who was in the first few weeks after the death of a loved one should not be diagnosed with MDD. However, the DSM-5 recognizes that while grief and MDD are distinct, they can also coexist, and grief can sometimes trigger a major depressive episode, just as with other stressful experiences.?? Studies have shown that the extreme stress associated with grief can also trigger medical illnessesâ€"such as heart disease, cancer, and the common coldâ€"as well as psychiatric disorders like depression and anxiety. What to Know About the 5 Stages of Grief Comparisons Given this overlap, there are times when it may be tricky to distinguish between grief and depression. A better understanding of their similarities and differences can help. Similarities Grief has several symptoms in common with the symptoms of major depressive disorder,  including: Intense sadnessInsomniaPoor appetiteWeight loss Grief can also develop into complicated grief, which, unlike uncomplicated grief, does not seem to dissipate with time and can look a lot like depression.?? In extreme cases, someone with complicated grief may engage in self-destructive behaviors or even contemplate or attempt suicide. It is likely due to these symptoms that the DSM no longer includes the bereavement exclusion from the diagnosis of major depression. Differences Where grief and depression differ is that grief tends to decrease over time and occurs in waves that are triggered by thoughts or reminders of its cause. In other words, the person may feel relatively better while in certain situations, such as when friends and family  are around to support them. But triggers like the birthday of a deceased loved one or going to a wedding after having finalized a divorce could cause the feelings to resurface more strongly. Depression, on the other hand, tends to be more persistent and pervasive. An exception to this would be atypical depression, in which positive events can bring about an improvement in mood.?? A person with atypical depression, however, tends to exhibit symptoms that are the opposite of those commonly experienced with grief, such as sleeping excessively, eating more, and gaining weight. Complicated Grief Intense sadness Anger Irritability Difficulty accepting that whatever caused the grief occurred Excessive focus on the episode of grief or avoidance of it altogether  Thoughts of joining the deceased Sensation of hearing or seeing things MDD Feelings of guilt not related to grief Morbid preoccupation with worthlessness Sluggishness or hesitant and confused speech Prolonged and marked difficulty in carrying out day-to-day activities Thoughts of suicide Hallucinations and delusions Treatment While grief can be extremely painful, there is generally no medical indication to treat it. Some exceptions include: If grief-related anxiety is so severe that it interferes with daily life, anti-anxiety medication may be helpful.If the person is experiencing sleep problems, short-term use of prescription or over-the-counter sleep aids may be helpful.If you meet the diagnostic criteria for MDD, antidepressants may be prescribed. In both cases, psychotherapy can be greatly beneficial in helping you process what you are feeling and learn strategies that can help you cope.?? The Best Online Resources for Depression A Word From Verywell If you are wondering if you are experiencing grief or depression, its important to talk to your doctor and/or therapist who can help you make the distinction. If your symptoms are related to normal grieving of a loss, they will probably improve in time. Grief is our bodys way of working through difficult and traumatic experiences. Every person grieves differently and there is no right or wrong way to do it. Talk openly with a therapist or someone you trust, and remember that grief is not a sign of weakness. Likewise, depression is an illness like any other. Reaching out for help when you experience depression symptoms is a sign of strength and can help get you on the road to effective treatment.

Essay about The 1999 Immigration and Asylum Seekers Act

The 1999 Immigration and Asylum Seekers Act To begin with this essay will give reasons why the 1999 Immigration and Asylum Seekers Act was introduced, also the measures put in place to deal with this issue. Secondly, the measures Labour implemented to tackle this asylum issue, the affect of the voucher scheme on social welfare and its criticism’s. Additionally this essay will explore the affects of the Enforced Dispersal element of the 1999 Act and it’s implications for the asylum seekers and the local authorities, next the essay with cover the problems of the Asylum Seekers Act, the influences that make up policy looking at implementation and evaluation of policy, also exploring the historical†¦show more content†¦The numbers of people claiming asylum had increased rapidly from 37 000 in 1996 to 41 500 in 1997 and 68 000 in 1998 the backlog of continuous cases made it inevitable for the newly formed Labour government to implement a fundamental review of the immigration system, (Solomos, 200 4: 71). Under the 1999 Immigration and Asylum Act asylum seekers are no longer entitled to benefits or support under provisions of the National Assistance Act. In its place, the Home Office formed a new department called the National Asylum Support Service (NASS) this offered help to asylum seekers outside mainstream UK welfare services. The introduction of the voucher scheme instead of cash benefits was one of the main measures of the scheme applying to asylum seekers who were either homeless or living in poverty, the vouchers were worth up to thirty seven pounds and used at certain supermarkets and charity shops entitling asylum seekers to buy particular products like food or clothing for which no change was given, also the vouchers was not redeemable. The voucher scheme was designed to stop the flow of asylum seekers entering the UK. To illustrate this point here is an example fromShow MoreRelatedWhy Immigration Is Responsible For Crime Essay1586 Words   |  7 PagesIn what way s could immigration lead to higher levels of crime? Explain whether, or under what circumstances, it does. People migrate for various reason, such as working, studying and asylum seeking. In 2014, OECD data display the inflow of foreign population to the UK is 504,000; US has 1,016518; Canada has 260,411. It is a double-edged sword – productive immigrants contribute to the economic growth of the country and do not threaten the welfare of the natives. On the contrary, if the immigrantsRead MoreEssay about Australia’s Policy on Illegal Migrants1991 Words   |  8 Pages Australian immigration has a long history, which began over 50,000 years ago when the ancestors of Australian Aborigines arrived via Indonesia and New Guinea. Britain colonized the country in 1788, before that, Europeans began landing the continent in the 1600’s and 1700’s. In recent decades Australia has faced the serious problem of large-scale illegal migration, which has occurred residents instability and unrest. In this essay, Australia’s immigration policy wouldRead MoreEssay about The Effect of Ayslum Policy on Social Exclusion in the UK2303 Words   |  10 PagesThis essay will discuss what asylum policy is, and how it has increased levels of social exclusion in the UK, where I will use specific examples from health and housing. Though, first, one must understand the term asylum seekers which applies to someone who has applied for asylum in this country, their application has been accepted as worthy of consideration and is being processed. In comparison, a refugee is someone who has been granted asylum or ‘exceptional leave toRead MoreAustria ´s Future Policies on Mandatory Detention579 Words   |  2 Pagesthe participation of humans must be conducted in accordance with agreed ethical considerations as set out in the National Statement on Ethical Conduct in Research Involving Humans (NHMRC 1999). Research on asylum seekers and refugees has not always been morally neutral. 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This is not a reflection of all marginalised groups. In Australia, the detention of unaccompanied asylum seeking children (UASC) contravenes the United Convention on the Rights of the Child (UNCRC), however the media are prohibited to enter detention centres and report on this issue (Cemlyn and Briskman, 2003). Globalisation often affects the structurallyRead More Merging Social Work and Social Advocacy in Response to the Plight of Unaccompanied Child Refugees in the United States2304 Words   |  10 Pagesyour tired, your poor, your huddled masses yearning to breathe free, the United States, in the eyes of persecuted people throughout the world, has been idealized as a land of freedom and new beginnings. However, the changing face of refugees seeking asylum in the United States in the past several decades has exposed stark gaps in the legal, administrative, and social treatment of refugees. The majority of refugees in the early part of the twentieth century fled as families or in large groups. RecentlyRead MoreTypes of Offence and Courts Essay examples1848 Words   |  8 Pagesinvolved, this being the issuing of fire safety certificates for premises and arson investigation. It is the responsibility of the Fire Service to enforce that all workplaces have the correct fire precautions this is under the Fire Precautions Act 1971. It is an offence to fail to comply with these regulations, could be punishable by a fine, in a Magistrates Court and up to two and half years imprisonment. The Fire Service plays an essential role in the detection and processingRead MoreEffects of the Draft Bill under Current Relevant and Statutory Law1104 Words   |  4 Pagesthe federal government that can make laws in relation to issues such as Immigration. Although the common law does not like retrospectivity it will allow it when ‘there is some declared intention of the Legislature – clear and unequivocal†¦Ã¢â‚¬â„¢ 3 Relevant Law Statutory Analysis Interpretation of the Act allows for both Intrinsic and Extrinsic material to evaluated. Can the new Bill, Publications (Immigration Issues) Bill 2014 (Cth), operate retrospectively? In the Prime Ministers

The Great Gatsby By F. Scott Fitzgerald - 1018 Words

In the early 1920’2 there was a dream that everyone yearned to reach. A dream of wealth, prosperity, and fame. This dream became the sole focus of many generations, leading them down a path of corruption and self-destruction. In F. Scott Fitzgerald’s novel, The Great Gatsby, you witness the steady destruction of three individuals as they spend their lives pursuing the American dream. This dream has caused depression, adultery and even the death of the Great Gatsby himself. Jay Gatsby is easily the most apparent victim of the American dream. Gatsby was born into the lower class society and worked his way up the economic ladder with poverty trailing closely behind him. He fell in love with the lovely, Daisy Buchanan who, unfortunately, was a citizen of the upper class society. This love was forbidden, so Gatsby struggled to mold his life and persona to fit the expectations of the American dream. He had everything anyone could want. Wealth, prosperity, fame etc. G atsby bought a luxurious mansion across the bay from Daisy and Tom Buchanan’s house in hopes that she would stumble into one of his numerous, lavish parties and reunite with him. At the end of Daisy’s dock was a symbol. A bright, flashing, green light. This light represented the American dream. Gatsby looked up to and followed this light to become the perfect representation of the American dream. Gatsby had the wealth and prosperity, and all he needed was Daisy, to complete his idea of perfection.Show MoreRelatedThe Great Gatsby by F. Scott Fitzgerald1393 Words   |  6 PagesF. Scott Fitzgerald was the model of the American image in the nineteen twenties. He had wealth, fame, a beautiful wife, and an adorable daughter; all seemed perfect. Beneath the gilded faà §ade, however, was an author who struggled with domestic and physical difficulties that plagued his personal life and career throughout its short span. 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Digital Fortress Chapter 66-70 Free Essays

Chapter 66 Becker crossed the concourse toward the rest room doors only to find the door marked CABALLEROS blocked by an orange pylon and a cleaning cart filled with detergent and mops. He eyed the other door. DAMAS. We will write a custom essay sample on Digital Fortress Chapter 66-70 or any similar topic only for you Order Now He strode over and rapped loudly. â€Å"Hola?† he called, pushing the ladies’ room door open an inch. â€Å"Con permiso?† Silence. He went in. The rest room was typical, Spanish institutional-perfectly square, white tile, one incandescent bulb overhead. As usual, there was one stall and one urinal. Whether the urinals were ever used in the women’s bathrooms was immaterial-adding them saved the contractors the expense of having to build the extra stall. Becker peered into the rest room in disgust. It was filthy. The sink was clogged with murky brown water. Dirty paper towels were strewn everywhere. The floor was soaked. The old electric hand blower on the wall was smeared with greenish fingerprints. Becker stepped in front of the mirror and sighed. The eyes that usually stared back with fierce clarity were not so clear tonight. How long have I been running around over here? he wondered. The math escaped him. Out of professorial habit, he shimmied his necktie’s Windsor knot up on his collar. Then he turned to the urinal behind him. As he stood there, he found himself wondering if Susan was home yet. Where could she have gone? To Stone Manor without me? â€Å"Hey!† a female voice behind him said angrily. Becker jumped. â€Å"I-I’m†¦Ã¢â‚¬  he stammered, hurrying to zip up. â€Å"I’m sorry†¦ I†¦Ã¢â‚¬  Becker turned to face the girl who had just entered. She was a young sophisticate, right off the pages of Seventeen Magazine. She wore conservative plaid pants and a white sleeveless blouse. In her hand was a red L. L. Bean duffel. Her blond hair was perfectly blow-dried. â€Å"I’m sorry.† Becker fumbled, buckling his belt. â€Å"The men’s room was†¦ anyway†¦ I’m leaving.† â€Å"Fuckin’ weirdo!† Becker did a double-take. The profanity seemed inappropriate coming from her lips-like sewage flowing from a polished decanter. But as Becker studied her, he saw that she was not as polished as he’d first thought. Her eyes were puffy and bloodshot, and her left forearm was swollen. Underneath the reddish irritation on her arm, the flesh was blue. Jesus, Becker thought. Intravenous drugs. Who would have guessed? â€Å"Get out!† she yelled. â€Å"Just get out!† Becker momentarily forgot all about the ring, the NSA, all of it. His heart went out to the young girl. Her parents had probably sent her over here with some prep school study program and a VISA card-and she’d ended up all alone in a bathroom in the middle of the night doing drugs. â€Å"Are you okay?† he asked, backing toward the door. â€Å"I’m fine.† Her voice was haughty. â€Å"You can leave now!† Becker turned to go. He shot her forearm a last sad glance. There’s nothing you can do, David. Leave it alone. â€Å"Now!† she hollered. Becker nodded. As he left he gave her a sad smile. â€Å"Be careful.† Chapter 67 â€Å"Susan?† Hale panted, his face in hers. He was sitting, one leg on either side of her, his full weight on her midsection. His tailbone ground painfully into her pubis through the thin fabric of her skirt. His nose was dripping blood all over her. She tasted vomit in the back of her throat. His hands were at her chest. She felt nothing. Is he touching me? It took a moment for Susan to realize Hale was buttoning her top button and covering her up. â€Å"Susan.† Hale gasped, breathless. â€Å"You’ve got to get me out of here.† Susan was in a daze. Nothing made sense. â€Å"Susan, you’ve got to help me! Strathmore killed Chartrukian! I saw it!† It took a moment for the words to register. Strathmore killed Chartrukian? Hale obviously had no idea Susan had seen him downstairs. â€Å"Strathmore knows I saw him!† Hale spat. â€Å"He’ll kill me too!† Had Susan not been breathless with fear, she would have laughed in his face. She recognized the divide-and-conquer mentality of an ex-Marine. Invent lies-pit your enemies against each other. â€Å"It’s true!† he yelled. â€Å"We’ve got to call for help! I think we’re both in danger!† She did not believe a word he said. Hale’s muscular legs were cramping, and he rolled up on his haunches to shift his weight slightly. He opened his mouth to speak, but he never got the chance. As Hale’s body rose, Susan felt the circulation surge back into her legs. Before she knew what had happened, a reflex instinct jerked her left leg back hard into Hale’s crotch. She felt her kneecap crush the soft sac of tissue between his legs. Hale whimpered in agony and instantly went limp. He rolled onto his side, clutching himself. Susan twisted out from under his deadweight. She staggered toward the door, knowing she’d never be strong enough to get out. Making a split-second decision, Susan positioned herself behind the long maple meeting table and dug her feet into the carpet. Mercifully the table had casters. She strode with all her might toward the arched glass wall, pushing the table before her. The casters were good, and the table rolled well. Halfway across Node 3, she was at a full sprint. Five feet from the glass wall, Susan heaved and let go. She leapt to one side and covered her eyes. After a sickening crack, the wall exploded in a shower of glass. The sounds of Crypto rushed into Node 3 for the first time since its construction. Susan looked up. Through the jagged hole, she could see the table. It was still rolling. It spun wide circles out across the Crypto floor and eventually disappeared into the darkness. Susan rammed her mangled Ferragamo’s back on her feet, shot a last glance at the still-writhing Greg Hale, and dashed across the sea of broken glass out onto the Crypto floor. Chapter 68 â€Å"Now wasn’t that easy?† Midge said with a sneer as Brinkerhoff handed over the key to Fontaine’s office. Brinkerhoff looked beaten. â€Å"I’ll erase it before I go,† Midge promised. â€Å"Unless you and your wife want it for your private collection.† â€Å"Just get the damned printout,† he snapped. â€Å"And then get out!† â€Å"Si, senor,† Midge cackled in a thick Puerto Rican accent. She winked and headed across the suite to Fontaine’s double doors. Leland Fontaine’s private office looked nothing like the rest of the directorial suite. There were no paintings, no overstuffed chairs, no ficus plants, no antique clocks. His space was streamlined for efficiency. His glass-topped desk and black leather chair sat directly in front of his enormous picture window. Three file cabinets stood in the corner next to a small table with a French press coffeepot. The moon had risen high over Fort Meade, and the soft light filtering through the window accentuated the starkness of the director’s furnishings. What the hell am I doing? Brinkerhoff wondered. Midge strode to the printer and scooped up the queue list. She squinted in the darkness. â€Å"I can’t read the data,† she complained. â€Å"Turn on the lights.† â€Å"You’re reading it outside. Now come on.† But Midge was apparently having too much fun. She toyed with Brinkerhoff, walking to the window and angling the readout for a better view. â€Å"Midge†¦Ã¢â‚¬  She kept reading. Brinkerhoff shifted anxiously in the doorway. â€Å"Midge†¦ come on. These are the director’s private quarters.† â€Å"It’s here somewhere,† she muttered, studying the printout. â€Å"Strathmore bypassed Gauntlet, I know it.† She moved closer to the window. Brinkerhoff began to sweat. Midge kept reading. After a few moments, she gasped. â€Å"I knew it! Strathmore did it! He really did! The idiot!† She held up the paper and shook it. â€Å"He bypassed Gauntlet! Have a look!† Brinkerhoff stared dumbfounded a moment and then raced across the director’s office. He crowded in next to Midge in front of the window. She pointed to the end of the readout. Brinkerhoff read in disbelief. â€Å"What the†¦?† The printout contained a list of the last thirty-six files that had entered TRANSLTR. After each file was a four-digit Gauntlet clearance code. However, the last file on the sheet had no clearance code-it simply read: manual bypass. Jesus, Brinkerhoff thought. Midge strikes again. â€Å"The idiot!† Midge sputtered, seething. â€Å"Look at this! Gauntlet rejected the file twice! Mutation strings! And he still bypassed! What the hell was he thinking?† Brinkerhoff felt weak-kneed. He wondered why Midge was always right. Neither of them noticed the reflection that had appeared in the window beside them. A massive figure was standing in Fontaine’s open doorway. â€Å"Jeez,† Brinkerhoff choked. â€Å"You think we have a virus?† Midge sighed. â€Å"Nothing else it could be.† â€Å"Could be none of your damn business!† the deep voice boomed from behind them. Midge knocked her head against the window. Brinkerhoff tipped over the director’s chair and wheeled toward the voice. He immediately knew the silhouette. â€Å"Director!† Brinkerhoff gasped. He strode over and extended his hand. â€Å"Welcome home, sir.† The huge man ignored it. â€Å"I-I thought,† Brinkerhoff stammered, retracting his hand, â€Å"I thought you were in South America.† Leland Fontaine glared down at his aide with eyes like bullets. â€Å"Yes†¦ and now I’m back.† Chapter 69 â€Å"Hey, mister!† Becker had been walking across the concourse toward a bank of pay phones. He stopped and turned. Coming up behind him was the girl he’d just surprised in the bathroom. She waved for him to wait. â€Å"Mister, wait!† Now what? Becker groaned. She wants to press invasion-of-privacy charges? The girl dragged her duffel toward him. When she arrived, she was now wearing a huge smile. â€Å"Sorry to yell at you back there. You just kind of startled me.† â€Å"No problem,† Becker assured, somewhat puzzled. â€Å"I was in the wrong place.† â€Å"This will sound crazy,† she said, batting her bloodshot eyes. â€Å"But you wouldn’t happen to have some money you can lend me, would you?† Becker stared at her in disbelief. â€Å"Money for what?† he demanded. I’m not funding your drug habit if that’s what you’re asking. â€Å"I’m trying to get back home,† the blonde said. â€Å"Can you help?† â€Å"Miss your flight?† She nodded. â€Å"Lost my ticket. They wouldn’t let me get on. Airlines can be such assholes. I don’t have the cash to buy another.† â€Å"Where are your parents?† Becker asked. â€Å"States.† â€Å"Can you reach them?† â€Å"Nope. Already tried. I think they’re weekending on somebody’s yacht.† Becker scanned the girl’s expensive clothing. â€Å"You don’t have a credit card?† â€Å"Yeah, but my dad canceled it. He thinks I’m on drugs.† â€Å"Are you on drugs?† Becker asked, deadpan, eyeing her swollen forearm. The girl glared, indignant. â€Å"Of course not!† She gave Becker an innocent huff, and he suddenly got the feeling he was being played. â€Å"Come on,† she said. â€Å"You look like a rich guy. Can’t you spot me some cash to get home? I could send it to you later.† Becker figured any cash he gave this girl would end up in the hands of some drug dealer in Triana. â€Å"First of all,† he said, â€Å"I’m not a rich guy-I’m a teacher. But I’ll tell you what I’ll do†¦Ã¢â‚¬  I’ll call your bluff, that’s what I’ll do. â€Å"Why don’t I charge the ticket for you?† The blonde stared at him in utter shock. â€Å"You’d do that?† she stammered, eyes wide with hope. â€Å"You’d buy me a ticket home? Oh, God, thank you!† Becker was speechless. He had apparently misjudged the moment. The girl threw her arms around him. â€Å"It’s been a shitty summer,† she choked, almost bursting into tears. â€Å"Oh, thank you! I’ve got to get out of here!† Becker returned her embrace halfheartedly. The girl let go of him, and he eyed her forearm again. She followed his gaze to the bluish rash. â€Å"Gross, huh?† Becker nodded. â€Å"I thought you said you weren’t on drugs.† The girl laughed. â€Å"It’s Magic Marker! I took off half my skin trying to scrub it off. The ink smeared.† Becker looked closer. In the fluorescent light, he could see, blurred beneath the reddish swelling on her arm, the faint outline of writing-words scrawled on flesh. â€Å"But†¦ but your eyes,† Becker said, feeling dumb. â€Å"They’re all red.† She laughed. â€Å"I was crying. I told you, I missed my flight.† Becker looked back at the words on her arm. She frowned, embarrassed. â€Å"Oops, you can still kind of read it, can’t you?† Becker leaned closer. He could read it all right. The message was crystal clear. As he read the four faint words, the last twelve hours flashed before his eyes. David Becker found himself back in the Alfonso XIII hotel room. The obese German was touching his own forearm and speaking broken English: Fock off und die. â€Å"You okay?† the girl asked, eyeing the dazed Becker. Becker did not look up from her arm. He was dizzy. The four words smeared across the girl’s flesh carried a very simple message: FUCK OFF AND DIE. The blonde looked down at it, embarrassed. â€Å"This friend of mine wrote it†¦ pretty stupid, huh?† Becker couldn’t speak. Fock off und die. He couldn’t believe it. The German hadn’t been insulting him, he’d been trying to help. Becker lifted his gaze to the girl’s face. In the fluorescent light of the concourse, he could see faint traces of red and blue in the girl’s blond hair. â€Å"Y-you†¦Ã¢â‚¬  Becker stammered, staring at her unpierced ears. â€Å"You wouldn’t happen to wear earrings, would you?† The girl eyed him strangely. She fished a tiny object from her pocket and held it out. Becker gazed at the skull pendant dangling in her hand. â€Å"A clip-on?† he stammered. â€Å"Hell, yes,† the girl replied. â€Å"I’m scared shitless of needles.† Chapter 70 David Becker stood in the deserted concourse and felt his legs go weak. He eyed the girl before him and knew his search was over. She had washed her hair and changed clothes-maybe in hopes of having better luck selling the ring-but she’d never boarded for New York. Becker fought to keep his cool. His wild journey was about to end. He scanned her fingers. They were bare. He gazed down at her duffel. It’s in there, he thought. It’s got to be! He smiled, barely containing his excitement. â€Å"This is going to sound crazy,† he said, â€Å"but I think you’ve got something I need.† â€Å"Oh?† Megan seemed suddenly uncertain. Becker reached for his wallet. â€Å"Of course I’d be happy to pay you.† He looked down and started sorting through the cash in his billfold. As Megan watched him count out his money, she drew a startled gasp, apparently misunderstanding his intentions. She shot a frightened glance toward the revolving door†¦ measuring the distance. It was fifty yards. â€Å"I can give you enough to buy your ticket home if-â€Å" â€Å"Don’t say it,† Megan blurted, offering a forced smile. â€Å"I think I know exactly what you need.† She bent down and started rifling through her duffel. Becker felt a surge of hope. She’s got it! he told himself. She’s got the ring! He didn’t know how the hell she knew what it was he wanted, but he was too tired to care. Every muscle in his body relaxed. He pictured himself handing the ring to the beaming deputy director of the NSA. Then he and Susan would lie in the big canopy bed at Stone Manor and make up for lost time. The girl finally found what she was looking for-her PepperGuard-the environmentally safe alternative to mace, made from a potent blend of cayenne and chili peppers. In one swift motion, she swung around and fired a direct stream into Becker’s eyes. She grabbed her duffel and dashed for the door. When she looked back, David Becker was on the floor, holding his face, writhing in agony. How to cite Digital Fortress Chapter 66-70, Essay examples

Strategy Air France

External environment and industry environment Air France and KLM before their merger were two company players whose corporate identity and culture were strong. This gave them an edge in comparison with the other airlines. In addition, their merger enhanced their industry image, attracting more clients because of the initial successful services offered by individual firms. In addition, rivalry is very low in the airline industry.Advertising We will write a custom assessment sample on Strategy: Air France-KLM specifically for you for only $16.05 $11/page Learn More This is because of the tight entry requirements postulated in the statute. Bargaining by customers is very low. The people who use these airlines are people of a high status (Wnittington 2001). This uniqueness decreases firm rivalry. With competitors like Star airline being successful after their merger, it was clear that cooperating firms could have the muscle to compete in this industry. Howev er, increase of fuel costs is a huge external problem as it is eating on the revenue generated. Critical success factors Transparency Management decisions and policies are industry driven. The management always deliberates on the market issues before coming up with a decision. Reliability The decisions made by the airline are client driving. The public trust the airline to provide quality customer service while it is in the course of business. Rational The rationality of decisions is based on the application of cost/benefit analysis. Policy makers weigh a designated decision on costs and benefits before their adoption. When the costs outweigh benefits, the decision is abandoned. Accountability and good ethical behavior The airline stands by the decision made and takes responsibility to that effect. The responsibility in this line entails the ability to own, report and explain happenings upon occurrence.Advertising Looking for assessment on business economics? Let's see if we c an help you! Get your first paper with 15% OFF Learn More Company analysis Air France-KLM came into existence after the merger of air France and KLM Royal Dutch airlines in September 2003. Increase in competition of Europe airlines and the harsh financial position of the KLM airline led to this merger. The merger led to the dilution of government stake; this ultimately led to transfer of the airline to a public-owned from a state-owned company. The autonomy has solely avoided the government intrusion in daily operations of the airline. The company has a well-designed decision mechanism that addresses day-to-day running operations. Air France-KLM consolidated their revenue through the merger. The company is able to optimize on management as it has a large network. Due to the acquired position of dominance in the industry and bargaining power during the merger, the purchase of new airlines is imminent. The Company also has a variety of services. Passenger, freight and mainten ance services are the three major areas of service. This has enhanced customer satisfaction and fostered confidence (Hough 2006). Air France- KLM has huge operating revenue that is attributable to this wide range of products. SWOT analysis Strengths The transfer of ownership from a state- to a public-owned airline has improved the firms operations and effectiveness Huge consolidated operation revenue is one of the strengths of this airline. This has helped the firm cover its expenses with ease. The diversification of its services gives the airline a competitive advantage over the other airlines. The services provided by Air France-KLM are, passenger, freight and maintenance services. Weaknesses Different cultures are a corporate weakness of this merger. This has led to inconsistency in the decision making process. The firm’s autonomy discourages state intervention in terms of funding to cover its operation costs that may be acute i.e. the ever-rising fuel costs Opportunit ies With the opening up of the world market and increase of tourism, the firm has an opportunity to grow its revenue base. Threats Rising operation costs. The acute prices of oil drives firms cost high, this decrease the airline profits in the end. The increased airline mergers in the European zone have hiked competition in both the European and global markets. List of References Hough, J. R. 2006, ‘Business segment performance redux: a multilevel approach’, Strategic Management Journal, Vol. 27 No. 1, pp. 45-61. Wnittington, R. 2001, What is strategy – and does it matter? 2nd edn, Cengage Learning, London This assessment on Strategy: Air France-KLM was written and submitted by user Stephanie Harvey to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Riordan Benchmarking †Human Capital Development

Riordan Benchmarking – Human Capital Development Free Online Research Papers Riordan Manufacturing is facing a decline in morale and work ethics. Declining sales and uneven profits over the years not only forced the company to change its sales processes, but also prompted them to adopt a customer-relationship system. Riordan’s HR reward and compensation policy program need to be revised to deal with the existing problem. HR professionals over the world know that their toughest job is recruiting and retaining top-notch employees for their companies. With unemployment at its current rate, expanding businesses search for qualified workers like big-game hunters stalking the most elusive prey (Vault, 2008). Compensation plan and benefit plans are two compensation package’s companies are using to invest in its employees. Some organization form compensation committees to ensure that strategies and compensation programs are properly managed (Vault, 2008). To assist Riordan Manufacturing in changing its sales process, Team B has chosen the following com panies to use as a benchmark: Toyota, Infosys, Qualcomm, IBM, Disney, and Honda. Team B will then analyze each company by providing key concepts, such as; designing the elements of an effective employee relations program, create a career development planning model that incorporates attention to key developmental success factors, evaluate compensation and motivation practices as they relate to organizational strategy, and discuss the impact of ethics on the determination of compensation and rewards systems. Elements of an effective employee relations program Toyota has a different approach of how they run their company compared to most corporations. Part of Toyota’s success stems from the philosophy using employees ideas. The philosophy is, since employees are the individuals who perform the work, then why not ask them for ideas involving efficient methods of completing job tasks. This philosophy gave employees the opportunity to express ideas, which helped maintain employee morale therefore, improving relationships between employer and employee. What makes Infosys Technology a successful business is that it offers a benefit program to company employees, which is designed to boost morale and promote healthy careers? (Frauenheim, E., 2006, para 1). During the companies annual survey the results revealed that three quarter of Infosys employees were satisfied with the company. According to the VP of Human Resources, low turnover, high employee satisfaction and a reputation as an employer are critical to a company whose chief assets are the programming and problem-solving skills of its employees. (Frauenheim, E., 2006, para 4). Infosys offers a group of workplace initiatives, the company’s employee relations program. This program provides a variety of benefits to their employees such as counseling services, celebration of cultural events, athletic contests and health fairs to their employees and immediate family members. This program adheres to create an environment of professionalism but provides an incentive to the emplo yees. Management creates strong relationships with their employees. The employee relation program helps keep attrition low while maintaining a strong reputation. Infosys Technologies won the award for the 2006 Optimas Award for Service. Riordan Manufacturing is a diverse industry that includes multiple educational backgrounds, generations, ethnicities and family situations. In comparison to Infosys Technology, management believes that the employee’s families are a priority. Culturally they have strong family bonds. Riordan needs to create a work environment in which employees are confident that they can achieve important behaviors if they attempt and perceive that many positively valued outcomes will result if they perform these behaviors. (Dreher, G. and Dougherty, T.W., p. 36-37, para 5). Like Riordan Manufacturing, Infosys Technology conducted an internal annual survey. The results were very different for both companies. Riordan’s report shows a decline in overall job satisfaction, particularly in the areas of compensation and benefits. As for Infosys Technology’s report, employees are satisfied with the company. Career development plan Career development planning is one of the alternative solutions to motivation and rewards problem. Employees want their career development program outlined and expect company to help and provide means to achieve the career goals. Company wants to make sure that career development goals are mapped to company goals. Training programs in an organization is the key to help employees moving forward to their career path along with business goals achievement. Both benchmark companies have career development programs and different effective training programs to help developing career and making development programs a success. According to Southgate (2002), Qualcomm has always been a company where growth and development opportunity and challenging positions exist. Employees have been part of the company from day one. According to McMurrey (2007), a new employee’s orientation is significant in the first impression of the organization. A company’s sincere efforts to include and inform its new hires helps to build a foundation of trust that will support the employee in the future. Qualcomm has a youthful and relaxed corporate culture. Employees can plan the training objectives with managers, who make sure the training plans are mapped to company business goals. Qualcomm has an innovative online development tool that allows customized professional development plans and aligns learning with divisions’ goals and objectives. Each employee has its own development plans and way of achieving it. Employees choose new challenging and innovative projects, e-learning and other available training programs from their learning center depending upon individual interests and capabilities. In IBM, career development plan is for both employees and as well as managers. IBM executives learned from survey that workers wanted greater access to more and varied experiential learning. Employee development model has following 6 steps mentioned by IBM web page: 1. Establish personal business commitment 2. Assess skills/competencies 3. Update individual development plan 4. Complete actions on individual development plan 5. Review individual development plan progress with manager 6. Document development results for the year IBM has created different training programs to help employee achieving the career development plans. IBM has created ‘Blue Opportunities’, a program offering training opportunities such as stretch assignments, cross-unit projects, short and long term job rotation, and on-site job shadowing via an employee only internet site. The goals of ‘Blue Opportunities’ are developing employees skills, expanding their knowledge, and offering exposure to potential career or job changes. Enhancing leadership and management skills in a time-efficient way is of critical importance to managers. Morton (2004) mentions that a new program named ‘Role of the Manager@IBM’ uses the learning process to address business unit priorities and define action plans. It creates new e-approaches to align teams on key business objectives and target managers’ individual development needs in leading performance through people. Surveys conducted with all participants after the learning program application showed that 92 percent of participants were satisfied with the program. An article ‘Addressing retirement of the baby boomer generation from IBM mentions that IT executives will need to do more than just maintain their workforce skills. Executives will need to proactively address succession planning with a training solution geared toward equipping younger workers and older non-IT hires with the knowledge and skills needed to advance their careers within the company. In Riordan Manufacturing scenario, research and development employees feel that they’re not being challenged and company doesn’t have any career development programs. Other than providing better benefits and rewards, company has an opportunity to develop a career development plan model that incorporates attention to key development success factors. Riordan can develop in house learning center and other web based programs like Qualcomm and IBM to provide more resources for career and skills development. Riordan can assign more challenging assignments to individuals based on their development plans like Qualcomm and IBM. Evaluate Compensation and Motivation Practices Riordan Manufacturing is not having success with its new corporate strategy primarily because the company failed to revise its employee rewards system when they chose to adopt a new customer-relationship management (CRM) system. The new strategy also involves forming self-directed sales teams comprised of a sales person, a product engineer and a customer service representative. The product engineers and customer service representatives are not yet rewarded for their contributions toward sales. This inequity is contributing to Riordan’s problems with employee retention. All company’s must 1) encourage desired job behaviors by 2) offering to exchange them for 3) a reward that the employee feels is important; these are the three elements of motivation (Milkovich, 2004). Honda provides a good example of a company that designs employee rewards programs to support its organizational strategies. For one division of Honda, this type of alignment occurred to support a new company-wide environmental objective. The division began by first choosing a goal of winning environmental accreditation known as ISO 14001. Other tangible steps this division took were; to reward employees for recycling practices, offering employees carbon credits as part of their benefits package, hiring an environmental engineer to promote the accreditation goal, and creating an educational program to explain to staff why the goal was important and how employees could benefit from the program (Cotton, 2008). The same division of Honda has another strategic objective to design employee rewards to retain key staff. â€Å"A good brand makes it easier to attract, retain and motivate talent† (Cotton, 2008). Toward that end, the division incorporates the family into employee benefits as an essential part of its reward strategy. Two specific examples of these family benefits are gym membership and childcare for staff returning from maternity leave (Chubb, 2008). Disney augments traditional salary and benefit rewards with earned incentives of training and two-day park passes for families. The proof that Disney is successful with its choice of employee rewards is described by Mr. Lynch, â€Å"we enjoy the lowest turnover rate in the industry† (Boisclair, 2000). Riordan can learn from both Honda and Disney to design a reward program to help the company achieve success with its new strategy. Impact of Ethics Ethics play an important role in designing compensation and rewards systems because â€Å"how you reward and recognize employees sends a powerful message to staff at all grades about what the organization sees as important† (Cotton, 2008). Unethical behavior may occur through the actions of the employer or through the actions of the employee. Business leaders need to design equitable plans that don’t discriminate against any legally protected groups. Also, business leaders need to avoid designing incentive programs that entice employees to engage in unethical behavior such as was discovered at Sears in the 1990’s where employees were charging customers an average of $235 for unnecessary car repairs (Milkovich, 2004). Some workers of a Lincoln, Alabama auto assembly plant recently raised concerns that Honda exhibits favoritism with regard to job promotions (Kisiel, 2007). Some of Honda’s workers are beginning to wonder if their best recourse for solving this inequity will be to form a union at that plant. If the accusation is true, it raises a question about Honda’s ethics relative to employee career development practices, which ultimately relates to employee compensation. â€Å"As in other employment matters, employers must make decisions without regard to individuals age, sex, race, or other protected status† (Noe, 2003). Overall Analysis Riordan Manufacturing has now determined what it must do to motivate its employees, but to what cost or risk to Riordan or the employees? The perception Riordan’s management team portrays is one that their departments need more money or acceptance. The risk may be high for Riordan here because if one area is rewarded and not another, then distrust is created due to favoritism. Riordan may need to utilize an employee performance and job function-based evaluation formula to achieve who needs to be compensated and who is actually missing the inner needs. It may be the senior management that needs to be retrained in understanding the inner needs of their staff. Riordan Manufacturing can sustain minimal risk if it looks into the inner needs of the senior management, as well as retraining management on understanding the inner needs within their own departments. This understanding will create low to minimal risk for employees, creating a win-win for Riordan Manufacturing. Motivation is a â€Å"willingness to exert effort toward a goal† (Dreher Dougherty, 2001, p23) and rewards motivate people. When a leader develops a system for compensation and rewards, then communicates it clearly to his/her employees, he/she will begin to align his/her employees to the company’s strategic goals (Rosalis, 2005). Communication is important while implementing any rewards system. The employee must understand what is expected of him/her and what he/she will get in return for his/her efforts. Riordan Manufacturing might find the use of flexible hour’s works for some of the employee population. By allowing the sales staff to work flexible hours, Riordan Manufacturing would be adding to the employees’ quality of life and in return, the employees are motivated and less likely to leave the company. The same could be done for the RD staff. Riordan Manufacturing is dealing with turnover and changing the leave program or introducing something as simple as on-site massages might start to motivate the employees and create a better culture. Conclusion Team B has provided a thorough analysis of the benchmarking companies that will assist Riordan Manufacturing’s sales processes and successfully transition into a customer-relation system (CRS). Riordan Manufacturing will align the company’s reward and compensation with their business strategy. Riordan Manufacturing will provide opportunities as rewards; create employee relations, develop career plans while boosting employee morale and work ethics. Generic Benchmarking Infosys Technologies/ Melissa Lohman Infosys Technologies, (Frauenheim, 2006) founded in 1981 based in Bangalore has 49,400 employees. Infosys Technologies is of the major Indian firms that provides software-outsourcing services in the U.S. and other parts of the world. The company specializes in application development, system integration and product engineering. They provide these services to industries in healthcare, energy and financial services. In addition, Infosys subsidiary Progeon provides business process outsourcing services and has a consulting division based in Fremont, California. (Frauenheim, 2006). Infosys Technology offers a benefit program designed to boost morale and promote healthy careers, (Frauenheim, E., 2006, para 1) which makes an impact to the employees who have since left the company. Bikramjit Maitra, the VP of Human Resource Development was unaware that the company had a fitness program available to all the employees. Just a year ago, Infosys was shy of 10%, which is a low figure for the software industry. The company conducted an internal survey in 2004. The results were that three quarters of Infosys employees were satisfied with the company. Low turnover, high employee satisfaction and a reputation as an employer are critical to a company whose chief assets are the programming and problem-solving skills of its employees. (Frauenheim, E., 2006, para 4). The VP of Human Resources believes that the reason for Infosys Technologys success is due to a group of workplace initiatives, which happens to be the companys employee relations program. The program offers counseling services, celebrations of cultural events, athletic contests and health fairs to their employees and immediate family members. This program adheres to create an environment of professionalism but provides an incentive to the employees. (Frauenheim, 2006) Infosys Technologies creates strong relationships with their employees. The program assures that Infosys as a company avoids impersonal and bureaucratic and because of this, the company grew from a handful of employees to 40,500 in just five years. This program has been a success to Infosys Technologies in developing a workforce and management that keeps attrition low (Frauenheim, E. 2006, para 10) while maintaining a strong reputation. The company wins the 2006 Optimas Award for Service. Toyota Corporation/ Melissa Lohman Toyota Motor Company was established around 1935. How the vision became a reality occurred when an inventor created a prototype for a vehicle called the A1. Once he created the prototype, he knew at that moment that his legacy must continue and that occurred when Toyota Motor Company was born. Toyota holds a different view from our western one. The same way their culture is different, so is how they run their companies and how they treat their employees. Toyota looks to their employees for ideas. Since the employees are the ones on the assembly line, they are in the best position to come up with time saving ideas. The employees are very likely to look for new and better ways to do things because of the mere fact that they are given most of the responsibility. The reason this process works so well for Toyota is that they give their employees more opportunities to make decisions. The workers do not have to stop production to ask management a question. The employees are allowed to run their own quality control. This empowerment fives employees much more of a feeling of pride in work as well as wanting to produce the highest quality so that it reflects well on them. To look at the view of some of the independent dealerships employees have expressed why they are happy with Toyota. An employee named Jeff expressed how he feels about Toyota he states, Toyota treats their employees well; he especially enjoys the work/life balance. He is proud to work for a company that is moving in the right direction. Another individual who owns and operates one of the franchises believes the importance to treat employees with the same respect and care that they would give to family. He believes that the atmosphere is friendly because the employees are happy and enjoy what they do. In closing, the determining factor of the success of a company is brainpower. It does not matter so much about whom to hire; it matters when companies correctly use the brainpower that they already have. Qualcomm Inc. (Sameer Sangal) Qualcomm Incorporated (Qualcomm) is a developer and supplier of integrated circuits and system software, based on code division multiple access (CDMA) technology, for wireless voice and data communications, multimedia functions and global positioning system products headquartered in San Diego, California. Qualcomm is in a robust financial position. Qualcomm makes consistent investment in research and development (RD). The 2008 SWOT analysis prepared by DATAMONITOR states the company’s RD expenditure in fiscal years 2007, 2006 and 2005 were approximately $1.8 billion, $1.5 billion, and $1 billion, respectively. Qualcomm’s RD expenditure as a percentage of sales was 32.4%, 20.4%, and 17.8% during 2007, 2006 and 2005, respectively. Staff turnover can cost companies dearly. Qualcomm has a history of keeping employee highly motivated and low employee turnover rate. According to Southgate (2002), when most of the companies were laying off people in 2001, Qualcomm created new 1500 jobs. Half of the newly created 1500 positions got filled with internal staff. The key to avoiding big layoffs is tied to a strong employee-retention program. Qualcomm employees appreciate the company’s commitment to employee education and the company’s responsiveness to needs. The strong two-way communication benefits Qualcomm. Raises are given twice a year, with the average raise being around three percent (excite.com). Employees can get hands-on experience by working on cutting-edge technology or may plan formal training objectives with managers, who make sure the training plans are mapped to company business goals. Employees who choose formal training objectives which could involve classroom time or reading a book on a technology topic, Qualcomm pays for the employees’ hours spent on such initiatives. According to Phillips and Connell (2006), in Qualcomm, each employee has individual development plans aligned with organization’s goal. Employee development for job growth and career advancement is achieved by interesting and more challenging work assignment according to individual abilities and interests. As per details from Qualcomm web page, Qualcomm has a corporate learning center which provides hundreds of leading-edge professional and technical development solutions for local, regional and international offices. Learning opportunities available on Qualcomm’s campuses, online, and at nearby colleges and universities include advanced engineering degree programs online, live classroom sessions, web-based programs and computer-based training in technical and professional areas such as leadership development, supervisory skills, time management, and other advanced wireless technologies. An innovative online development tool that allows customized professional development plans and aligns learning with divisions’ goals and objectives. A tuition reimbursement program and a library filled with educational and technical resources are other resources available to help employees developing their skills and career path. Qualcomm is demonstrating to the employees that company has a plan for career development and training. Competitive compensation packages such as salary, bonuses, stock options, and the traditional health and retirement package are another tool that helps keep employees onboard. Sullivan (2006), executive vice president of human resources at Qualcomm says, â€Å"Qualcomm is as exciting a place to work today as it was in the early days. To me, this implies both a continuous renewal and focus on the individual (and on the organization) to maintain a very successful and stimulating environment†. Fortune magazines list of 100 Best Companies to Work for in America for nine consecutive years shows that company has the right career development programs to motivate employees. International Business Machines Corporation (IBM) Sameer Sangal International Business Machines Corporation (IBM) is the world’s largest information technology (IT) company providing business consulting, IT services, hardware, software and financing. The view at IBM is that offering employees flexible working patterns is an option that must be taken seriously. Flexibility and mobility need to be the cornerstone of ones thinking, no matter what area or line of business one is in. The ability to work flexibly is seen by employees as an added benefit so to have the option in place is an important factor in attracting, retaining and motivating key staff. Meredith (2005), IBM’s worldwide mobility strategy and program manager says that mobility and flexibility not only assist in the responsiveness demanded by customers, but it’s key to attracting and retaining crucial talent and skill, the nature of our industry requires knowledge-based employees. IBM study (IBM, 2008) indicates that the majority of the 400-plus human resources (HR) executives surveyed are more concerned about their organizations’ ability to upgrade existing employee skills than attracting new talent. Company further explains the greater effectiveness from traditional forms of learning, such as on-the-job training and instructor-led classroom experiences. E-learning in its various forms also a very effective form of employee development techniques. Employee development model has defined 6 steps mentioned by IBM web page, establish personal business commitment, assess skills/competencies, update and complete actions on individual development plan, complete actions on individual development plan, review individual development plan progress with manager and finally document development results for the year. IBM created a program to offer experiential learning opportunities to thousands of employees. Nancy (2007) mentions that during IBMs World Jam 2004, a 72-hour online dialogue that senior leaders opened up to the companys 355,766 employees worldwide, executives learned that workers wanted greater access to more and varied experiential learning. Nancy further explains that as a result of such interest, the IBM learning and career development department created Blue Opportunities, a program now offering 95,000 learners about 1,400 training opportunities such as stretch assignments, cross-unit projects, short and long term job rotation, and on-site job shadowing via an employee only internet site that erases country borders. The goals of ‘Blue Opportunities’ are developing employees skills, expanding their knowledge, and offering exposure to potential career or job changes. Once managers and employees build individual development plans, employees can search for opportunities from Blue program to help them achieve their goals. IBM managers are not different from employees and would need more training to lead the global teams and creating an innovative environment for employees in the fast changing and challenging world. IBM learning group believes that management development is a transformational and extended process, rather than a classroom event. Morton (2004) states that at IBM, managers work 10 to 12 hours per day, sometimes longer and in this situation off site training is not feasible. IBM learning team created a new program the â€Å"Role of the Manager@IBM program†. This program uses the learning process to address business unit priorities and define action plans. It creates new e-approaches to align teams on key business objectives and target managers’ individual development needs in leading performance through people. Finally it provides learning and communications initiative that would support peer learning and shared objectives. Disney – Phyllis Duzenack â€Å"Deliver the right rewards to the right people to align employees with your strategic goals† (Rosalie, 2005). Disney has mastered this approach so well that other companies clamor to attend the Disney Institute for training. â€Å"For more than two decades, we’ve offered professional development programs to those interested in studying the Disney approach,† said George Aguel, senior vice president for Walt Disney Parks and Resort. â€Å"Since that time, more than a million business leaders from around the world have experienced ‘the business behind the magic’ (Alonzo, 2007). The type of training offered at the Disney Institute is â€Å"targeted, professional development that helps organizations meet their business challenges† (Boisclair, 2000). The idea is to not just offer interesting training content, but to present it in an environment that is stimulating and entertaining. An example of a company successfully using the Disney Institute as a key resource is taken from the global audit firm, PriceWaterhouseCoopers. After participating in the college recruitment course offered at the Disney Institute, the audit firm was able to increase its job-offer acceptances from 40% to 70% (Boisclair, 2000). It’s important that Riordan’s management team provide all workers with an explanation of what is expected from them, and to provide them with training and tools necessary to do their jobs. The next essential step is to determine the extra rewards to be given only to those committed workers who achieve the company’s new strategic goals. Rewards will provide a higher return for a company when they are targeted for the most critical workers, in this case the newly formed sales teams, because those workers create the most value for the company in the marketplace (Rosalie, 2005). Management needs to provide these employees with a clear understanding of which of their day-to-day responsibilities correlate most strongly with company strategy. As it would be for any company, the logical next step is for Riordan to learn what motivates their sales teams and to offer custom rewards. Disney recognizes that a competitive salary and benefits are no longer enough to ensure workers achieve company goals. Disney augments such traditional rewards with earned incentives of training and two-day park passes for families. Disney is â€Å"known for creating a service culture, stimulating creativity, and recruiting, training, and managing our own employees,† says Larry Lynch, the Disney Institute sales director. Further proof that Disney is successful with its choice of employee rewards is described by Mr. Lynch, â€Å"we enjoy the lowest turnover rate in the industry† (Boisclair, 2000). If a particular business approach is working, others will want to copy it. This is the experience of the Disney Company, and helps clarify why Disney represents a good benchmark for Riordan Manufacturing to develop new employee compensation and motivation practices in support of its new strategies. Honda – Phyllis Duzenack Some workers of a Lincoln, Alabama auto assembly plant recently raised concerns that Honda exhibits favoritism with regard to job promotions (Kisiel, 2007). If true, this raises a question of Honda’s ethics relative to employee career development practices, which ultimately relates to employee compensation. â€Å"As in other employment matters, employers must make decisions without regard to individuals age, sex, race, or other protected status† (Noe, 2003). To make an informed decision about whether to form a union or not, Honda’s workers met with United Auto Worker recruiters to learn about the benefits that may be gained by forming a union at the Lincoln, Alabama assembly plant (Kisiel, 2007). Honda representatives responded by writing two letters to plant employees. The purpose for writing the letters was to remind workers of the financial benefits they have enjoyed by not forming a union thus far. Honda’s North American operations have not had to layoff anyone for the past 30 years (Kisiel, 2007). The company attributes this circumstance in part to the fact that its North American plants are not unionized. A 30-year history without layoffs, for an industry fraught with layoffs, certainly presents a compelling case for employee job security. Assuming the content of both letters was appropriate; Honda has taken the right approach to merely state its position on the issue without interfering with the worker’s right to learn about, or form a union if they so choose. The question workers need to weigh is whether their concerns about career development and fair compensation and will be maximized by forming a union or by remaining non-union. Likewise, Riordan Manufacturing has a problem with regard to its career development system. We know about this problem from reading the multiple comments from Riordan’s employee survey that reveal discontent with the lack of career development. If left unaddressed, staff will likely continue to leave their jobs, or may consider forming a union. Secondly, Riordan failed to revise its employee rewards system when they chose to adopt a new customer-relationship management (CRM) system. Only the sales person of each newly formed sales team is currently receiving rewards. Product engineers and customer service representatives are not yet rewarded for their contribution. This obvious reward inequity is contrary to the concept of employment outcome fairness (Noe, 2003), and has contributed to Riordan’s problems with employee retention. References Addressing retirement of the baby boomer generation. (2008). Retrieved May 15, 2008, from http://www-304.ibm.com Alonzo, V., Disney Institute Premiers Revamped Leadership Program. Meeting News; 6/11/2007, Vol 31 Issue 8, p38-38, 3/4p, 1 color, retrieved from EBSCOhost database 5/13/2008 Boisclair, M., The New Face of Incentives. Incentive; Oct2000, Vol 174 Issue 10, Special section p2, 2p, 1c, retrieved from EBSCOhost database 5/13/2008 Career development. Retrieved May 15, 2008, from http://www-03.ibm.com Chubb, L., Family Benefits Keep Honda in Pole Position. People Management; 2/21/2008, Vol. 14 Issue 4, p14-14, 1/2p, retrieved from EBSCOhost database 5/13/2008 Cotton, C., Go the Green Mile. People Management; 1/24/2008, Vol.14 Issue 2, Special Section p8-9, 2p, retrieved from EBSCOhost database 5/13/2008 Dreher, G., Dougherty, T.W. (2001). Human resource strategy, 1e chapter 4: Reward and compensation systems. [University of Phoenix Custom Edition e-Text]. New York: McGraw Hill-Companies. Retrieved May 13, 2008, from University of Phoenix, rEsource, MBA/530 Web site. Fortune Magazine. 100 Best Companies to Work for in America. Retrieved May 14, 2008, from http://money.cnn.com Frauenheim, E. (2006). 2006 Winner Service Infosys Technologies; the Bangalore Company’s commitment to work/life balance keeps turnover low, employee satisfaction high and the company’s reputation strong. Workforce Management, 85 (5): 28, March 13, 2006. High level of satisfaction. Retrieved May 13, 2008, from http://excite.com Kisiel, R., Honda to Ala. Workers: UAW Not Needed. Automotive News; 10/8/2007, Vol. 82 Issue 6276, p34-34, 1/5p, retrieved from EBSCOhost database 5/13/2008 Learning. (2006). Employees and Workplace. Retrieved May 14, 2008, from http://qualcomm.com McMurrey S. (2007). Joining the Team: Getting Oriented at QUALCOMM. Retrieved May 14, 2008, from greatplacetowork.com Meredith D. (2005). Offering flexible and remote working options at IBM. Strategic HR Review; Nov/Dec2005, Vol. 5 Issue 1, p12-13, 2p. Retrieved May 15, 2008 from EBSCOhost database. Milkovich, G., Newman, J., (2004). Compensation. New York: McGraw-Hill. Morton D. (2004). Case Study: Role of the Manager @ IBM. Retrieved May 16, 2008 from learningcircuits.org Noe, R.A., Hollenbeck, J.R., Gerhert, B., Wright, P.M., (2003). Fundamentals of Human Resource Management. New York: McGraw-Hill. Norihiko Shirouzu (2005, July 14). Mean but Lean, Toyota Seeks Outside Help; With In- House Quality Gurus in Short Supply, Auto Maker Turns to Its Assembler Affiliates. Wall Street Journal (Eastern Edition), p. B.4. Retrieved May 9, 2008, from ABI/INFORM Global database. (Document ID: 867761901). One-on-One Training Crosses Continents. HRMagazine; Nov2007, Vol. 52 Issue 11, p54-56, 3p. Retrieved May 15, 2008 from EBSCOhost database. Phillips J and Connell A. (2006). Managing Employee Retention. Retrieved May 14, 2008, from http://books.google.com Qualcomm Incorporated SWOT Analysis. (2008). DATAMONITOR. Company Report. Retrieved May 13, 2008 from EBSCOhost database. Rosalie, J., Reward for Value: Six Steps to Increasing Your Company’s â€Å"People Value†. Benefits Compensation Digest; Jul2005, Vol. 42 Issue 7, p28-33, 6p, 3 diagrams, 1 color, retrieved from EBSCOhost database 5/14/2008 Southgate D. (2002). A best of breed in staff retention. Retrieved May 13, 2008, from http://articles.techrepublic.com Toyota Motor Corporation. (2008). History of Toyota. Retrieved on May 10, 2008 from, toyota.co.jp/en/history/index.html Research Papers on Riordan Benchmarking - Human Capital DevelopmentTwilight of the UAWAnalysis of Ebay Expanding into AsiaResearch Process Part OneMarketing of Lifeboy Soap A Unilever ProductThe Project Managment Office SystemOpen Architechture a white paperInfluences of Socio-Economic Status of Married MalesBionic Assembly System: A New Concept of SelfNever Been Kicked Out of a Place This NiceIncorporating Risk and Uncertainty Factor in Capital

Biography of Frank Sinatra, Legendary Singer

Biography of Frank Sinatra, Legendary Singer Frank Sinatra (December 12, 1915–May 14, 1998), known for his smooth, heartfelt voice during the â€Å"crooner-swooner† era, started performing in 1935 as the singer of a four-piece band in Hoboken, New Jersey. Between 1940 and 1943 he recorded 23 top-10 singles and reached the top position of the male-singer polls in Billboard and Downbeat  magazines. Sinatra went on to become a successful movie star, winning the Oscar for Best Supporting Actor for  From Here to Eternity  (1953). He was popular as a man’s man- he dressed in elegant suits but was known for his legendary temper and stubbornness- while singing romantic songs that made women swoon. Fast Facts: Frank Sinatra Known For: A smooth-voiced crooner who sold millions of records, won nearly a dozen Grammys, and appeared in numerous filmsAlso Known As: Francis Albert Sinatra, The Voice, Ol’ Blue Eyes, Chairman of the Board, Ol Blue EyesBorn: December 12, 1915 in Hoboken, New JerseyParents: Antonino Martino Sinatra, Natalina GaraventaDied: May 14, 1998 in Los Angeles, CaliforniaAlbums: The Voice of Frank Sinatra  (1946), Thats Life  (1966), Strangers in the Night (1966), My Way (1969)Films: From Here to Eternity, Pal Joey, Guys and Dolls, On the Town, Oceans Eleven, The Manchurian Candidate, Rosemarys BabyAwards and Honors: Presidential Medal of Freedom  (1985), Grammy Legend Award, the  Grammy Lifetime Achievement Award, Academy Award, Best Supporting Actor (1953)Spouse(s): Nancy Barbato (m.  1939–1951), Ava Gardner (m.  1951–1957), Mia Farrow (m.  1966–1968), Barbara Marx (m.  1976–1998)Children: Nancy, Frank Jr., Tina SinatraNotable Quote: The biggest lesson in life, baby, is never be scared of anyone or anything. Early Years Born in Hoboken, New Jersey on December 12, 1915, Francis Albert Sinatra was of Italian-Sicilian descent. Being a 13.5-pound baby, the doctor forcefully brought him into the world by forceps, causing major damage to one of his eardrums- which would later make him exempt from entering the army during World War II. Thinking the baby was dead, the doctor set him aside. Sinatra’s grandmother scooped him up and held him under cold running tap water at the sink. The baby gasped, cried, and lived. Frank Sinatra’s father Anthony Martin Sinatra was a Hoboken fireman, while his mother Natalie Della â€Å"Dolly† Sinatra (neà © Gavarante) was a midwife/abortionist and political activist for women’s rights. While Sinatra’s father was quiet, Dolly overwhelmed her son with love as well as her quick temper. She sang in the Italian bel canto style at family gatherings while her son sang along. Sinatra also sang tunes he heard on the radio; his idol was crooner Bing Crosby. During high school, Sinatra took his first girlfriend, Nancy Barbato, to see Bing Crosby perform live in New Jersey, an event that greatly inspired him. Nancy believed in her boyfriend’s dream to sing. While Sinatras parents wanted their only child to graduate from high school and go to college to become an engineer, their son dropped out of high school and tried his luck as a singer. To his parents’ dismay, Sinatra worked various jobs (including plastering walls for Nancy’s father) during the day and sang at Democratic Party meetings of the Hoboken Sicilian-Cultural League, local nightclubs, and roadhouses at night. Radio Contest Winner In 1935, the 19-year-old Sinatra joined with three other local musicians, known as The Three Flashes, and auditioned to appear on Major Edward Bowes’ popular radio program, The Amateur Hour. The four musicians, now called The Hoboken Four, were accepted and appeared on the show on September 8, 1935, singing Mills Brothers’ song â€Å"Shine.† Their performance was so popular that 40,000 people called in their approval. With such a high approval rating, Major Bowes added the Hoboken Four to one of his amateur groups that toured the nation giving live shows. Performing at local theaters and for national radio audiences in late 1935, Sinatra upset the other band members by receiving the most attention. Homesick and rejected by the other band members, Sinatra left the band by spring 1936, returning home to live with his parents. Back home in New Jersey, Sinatra sang at Irish political rallies, Elks Club meetings, and Italian weddings in Hoboken. Desperate to break out of small-time gigs, Sinatra took the ferry into Manhattan and persuaded WNEW radio management to give him a try. They worked him into 18 spots per week. Sinatra hired a New York voice coach named John Quinlan for diction and voice lessons to help him lose his Jersey accent. In 1938, Sinatra became a singing waiter and master of ceremonies at the Rustic Cabin, a roadhouse near Alpine, New Jersey, for $15 per week. Every night the show was broadcast on the WNEW Dance Parade radio show. Women were becoming attracted to Sinatra for his way of communicating vulnerability on stage, not to mention his blue eyes that would focus on one girl then another. After Sinatra was arrested on a morals charge (a woman accused him of breach of promise) and the case was dismissed in court, Dolly told her son to marry Nancy, whom she thought would be good for him. Sinatra married Nancy on February 4, 1939. While Nancy worked as a secretary, Sinatra continued to sing at the Rustic Cabin and also on WNEWs five-day-weekly radio show Blue Moon. Cuts a Record In June 1939, Harry James of the Harry James Orchestra heard Sinatra singing on the radio and went to listen to him at the Rustic Cabin. Sinatra signed a two-year contract with James at $75 per week. The band played at the Roseland Ballroom in Manhattan and toured the East. In July 1939, Sinatra recorded â€Å"From the Bottom of My Heart,† which didn’t hit the charts, but the following month he recorded â€Å"All or Nothing at All,† which became a major hit. The Tommy Dorsey Orchestra was soon upstaging the Harry James Orchestra and Sinatra learned that Tommy Dorsey wanted to sign him. At the beginning of 1940, per Sinatra’s request to leave, Harry James graciously tore up Sinatra’s contract. At the age of 24, Sinatra was singing with the top big band in the nation. In June 1940, Sinatra was singing in Hollywood when his first child, Nancy Sinatra, was born in New Jersey. By the end of the year he had recorded 40 more singles, was touring the nation, singing on radio shows, and had appeared in Las Vegas Nights (1941), a feature-length movie featuring the Tommy Dorsey Orchestra in which Sinatra sang, â€Å"I’ll Never Smile Again† (another major hit). In May 1941, Billboard named Sinatra top male vocalist of the year. Goes Solo In 1942, Sinatra requested to leave the Tommy Dorsey Orchestra to pursue a solo career; however, Dorsey was not as forgiving as Harry James had been. The contract stipulated that Dorsey would be given one-third of Sinatra’s earnings as long as Sinatra was in the entertainment industry. Sinatra hired lawyers who represented the American Federation of Radio Artists to get him out of the contract. The lawyers threatened Dorsey with the cancellation of his NBC broadcasts. Dorsey was persuaded to take $75,000 to let Sinatra go. Embarking on his solo career, Sinatra was welcomed by the screams of 5,000 swooning â€Å"bobby-soxers† (the term for teenage girls of that era) at New York City’s Paramount Theater on December 30, 1942 (shattering Bing Crosby’s attendance record).  Billed as â€Å"The Voice That Has Thrilled Millions,† his original two-week engagement was extended for eight additional weeks. Nicknamed â€Å"The Voice† by his new PR agent George B. Evans, Sinatra signed with Columbia Records in 1943. Signs Contract for Film Career In 1944, Sinatra started his film career with RKO studios. Wife Nancy gave birth to son Frank Jr. and the family moved to the West Coast. Sinatra appeared in Higher and Higher (1943) and Step Lively (1944). Louis B. Mayer bought his contract and Sinatra moved to MGM. The following year, Sinatra co-starred in Anchors Aweigh (1945) with Gene Kelly. He also starred in a short film on racial and religious tolerance titled, The House I Live In (1945), which won him an Honorary Academy Award in 1946. Also in 1946, Sinatra released his first studio album, The Voice of Frank Sinatra, and embarked on a cross-country tour. But in 1948, Sinatra’s popularity slumped due to rumors of an affair with Marilyn Maxwell, womanizing, a violent temper, and an association with the mob (which would always haunt him despite his denials). That same year, Sinatra’s daughter Christina was born. Career Slump and Rebound On February 14, 1950, Nancy Sinatra announced they were splitting due to her husband’s affair with actress Ava Gardner, resulting in more bad publicity. On April 26, 1950, Sinatra hemorrhaged his vocal cords on stage at the Copacabana. After his voice healed, Sinatra sang at the London Palladium accompanied by Gardner, whom he married in 1951. Things continued to go downhill for Sinatra when he was let go from MGM (due to adverse publicity), received some bad reviews on his latest records, and had his TV show canceled. It seemed to many that Sinatra’s popularity had waned and that he was a â€Å"has-been.† Down and out, Sinatra kept busy by hosting a couple of weekly radio shows and becoming a performer at the Desert Inn in the small desert town of Las Vegas. Sinatra’s marriage to Gardner was a passionate but stormy one and didn’t last long. With Sinatra’s career in a tailspin and Gardner’s career on the rise, the Sinatra-Gardner marriage ended when they separated in 1953 (the final divorce occurred in 1957). However, the two remained lifelong friends. Luckily for Sinatra, Gardner was able to help get him an audition for a major role in From Here to Eternity (1953), for which Sinatra not only got the part but also received the Oscar for Best Supporting Actor. The Oscar was a major career comeback for Sinatra. After a five-year career slump, Sinatra suddenly found himself in demand again. He signed a contract with Capitol Records and recorded â€Å"Fly Me to the Moon,† a major hit. He accepted a multi-million-dollar TV contract from NBC. In 1957, Sinatra signed with Paramount Studios and starred in Joker Is Wild (1957) to critical acclaim. A year later, Sinatra’s Come Fly With Me album reached No. 1 on the Billboard album chart and remained there for five weeks. The Rat Pack Once again popular, Sinatra didn’t turn his back on Las Vegas, which had welcomed him with open arms when everyone else had dejected him. By continuing to perform in Las Vegas, Sinatra brought in legions of tourists who came to see him and his movie-star friends (especially the Rat Pack) who would often come visit him on stage. The main members of the Rat Pack of the 1960s consisted of Frank Sinatra, Dean Martin, Sammy Davis Jr., Joey Bishop, and Peter Lawford. The Rat Pack appeared (sometimes randomly together) on stage at the Sands Hotel in Las Vegas; their sole purpose was to sing, dance, and roast each other on stage, creating excitement for tourists. Sinatra was nicknamed â€Å"Chairman of the Board† by his buddies. The Rat Pack starred in Ocean’s Eleven (1960), which was popular with the public. Sinatra starred in The Manchurian Candidate (1962), perhaps his best movie. It was withheld from complete distribution due to President John F. Kennedys assassination. In 1966, Sinatra recorded Strangers in the Night. The album was No. 1 for 73 weeks, with the title song receiving four Grammys. That same year, Sinatra married a 21-year-old soap-opera actress named Mia Farrow; however, the marriage ended after 16 months. Sinatra had apparently asked his wife to co-star with him in a movie called The Detective, but when filming overlapped for another movie she was starring in (and remained committed to), Rosemary’s Baby, Sinatra had her served with divorce papers. In 1969, Sinatra recorded â€Å"My Way,† which became his signature song. Retirement In 1971, Sinatra announced his (short-lived) retirement. By 1973 he was back in the studio recording his Ol’ Blue Eyes Is Back album. The following year, he returned to Las Vegas and performed at Caesar’s Palace. In 1976 he married Barbara Marx, his neighbor in Palm Springs who had been a Las Vegas showgirl married to Zeppo Marx; they remained married for the rest of Sinatra’s life. She toured with him worldwide and together they raised hundreds of millions of dollars for charities. Death In 1994, Sinatra performed his final public concert and was awarded the Legend Award at the 1994 Grammys. He made no further public appearances after suffering a heart attack in January 1997. On May 14, 1998, Sinatra died at the age of 82 in Los Angeles. Legacy Sinatra sold over 250 million records worldwide, received 11 Grammy Awards, and starred in 60 motion pictures during his career of seven decades. His influence on the music business remains undiminished, as his records continue to sell. Many of the films in which he appeared are considered classics, and a number have been remade. The Rat Pack and his songs such as My Way are still fused into the cultural fabric of the U.S. He lived a full life, about which countless books have been written. Mention his name today and he is still remembered as Ol Blue Eyes, a soulful crooner who certainly lived his life his way. Sources Britannica, The Editors of Encyclopaedia. â€Å"Frank Sinatra.†Ã‚  Encyclopedia Britannica, 18 Jan. 2019.Moore, Jeffrey I. â€Å"Frank Sinatra Quotes About Life, Love and New York.†Ã‚  Everyday Power Blog, Everyday Power Blog, 31 Jan. 2019.Staff, Legacy. â€Å"Frank Sinatra Did It His Way.†Ã‚  Legacy.com, Legacy.com, 7 June 2018.