Kaplan Higher Education Essay Example for Free

Kaplan Higher Education Essay

John von Neumann :: Computer Science

John von Neumann ---------------- Von Neumann, a mathematician designed the architecture model for a CPU. This model was a single storage structure to hold both the set of instructions on how to perform the computation and the data required or generated by the computation. He designed it by treating the instructions in the same way as the data, a stored-program machine can easily change the instructions. In other words the machine is reprogrammable. Von Neumann’s archtectre is still used it todays modern CPU’S. The CPU ------- This diagram represents the structure of the Central Processing System. Arithmetic Logic Unit --------------------- The ALU performs addition and subtraction, logic operations, masking, and shifting (multiplication and division). Control Unit ------------ The Control Unit is the heart of the computer. It controls and co-ordinates the systems operations. This contains the system clock, program counter and the instruction register. It also manages the signals from the control bus. Registers --------- This is a form of high-speed memory which is contained inside of the CPU. All data must be represented in a register before it can be processed. Information is stored temporarily in the registers in which text or buffer positions or rectangles can be saved for later use. Buses ----- A bus is a channel or path between the components in a computer. Having a high-speed bus is important. A bus lets you connect computers components to the processor. The advantage of a bus is that it makes parts more interchangeable. If you want to get a better graphics card, you simply unplug the old card from the bus and plug in a new one. If you want two monitors on your computer, you plug two graphics cards into the bus. And so on. A PC usually has two buses. The first connects the CPU and the system memory. This is the fastest bus in the system. The second bus is the slower and it connects other devices, like the hard disk, CD drive,

Hrm in Cooperative Banks in India Essay

The world of work is rapidly changing. As a part of organization, Human Resource Management (HRM) must be prepared to deal with effects of changing world of work. Business today doesn’t have national boundaries – it reaches around the world. In the competitive environment, employees of any business organization are the key factor for deciding the success of the firm, in general, and cooperatives in particular.Indian cooperative banking movement has passed through hundred years of its existence. At the same time, human resources management has been a neglected field in cooperative banks over a period of time and poor image of cooperative bank employees in the society affects their morale. Only recently has there been a greater recognition of this function.This paper an attempt has been made to analyze the practices of human resource management and the challenges faced in recruitment and retention of efficient personnel for managing the complex affairs of cooperative bank s. INTRODUCTION: The world of work is rapidly changing. As a part of organization, Human Resource Management (HRM) must be prepared to deal with effects of changing world of work. Business today doesn’t have national boundaries – it reaches around the world. The rise of multinational corporations places new requirements on human resource managers. The HR department needs to ensure that the appropriate mix of employees in terms of knowledge, skills and cultural adaptability is available to handle global assignments. In order to meet this goal, the organizations must train individuals to meet the challenges of globalization. The employees must have working knowledge of the language and culture of the host country.Human Resource Management (HRM) must also develop mechanisms that will help multicultural individuals work together. As background, language, custom or age differences become more prevalent, there are indications that employee conflict will increase. HRM would be required to trai n management to be more flexible in its practices. Because tomorrow’s workers will come in different  colors, nationalities and so on. They must be groomed in order to take risks, think innovatively, and handle new problems. In the competitive environment, employees of any business organization are the key factor for deciding the success of the firm, in general, and cooperatives in particular. It is understood that cooperative banks approach human resource management (HRM) from the wrong perspective and their financial performance suffers as a result. Instead of focusing on how to execute strategy through the performance of the employees in many cooperative banks, the first priority is cost control and the focus often begins with the HR function. Indian cooperative banking movement has passed through hundred years of its existence. At the same time, human resources management has been a neglected field in cooperative banks over a period of time and poor image of cooperative bank employees in the society affects their morale. Only recently has there been a greater recognition of this function. In this paper, an attempt has been made to analyze the practices of human resource management and the challenges faced in recruitment and retention of efficient personnel for managing the complex affairs of cooperative banks. NEED FOR HRM: World over, the technology driven channels such as, ATM, net banking and mobile banking have reduced walk-in-customers at the bank branches. However, in India, it is observed that the customers still find it difficult to use these technology based channels and they are more comfortable in traditional banking over the counter personally to ensure error – free and risk –free banking service. While struggling to provide better and efficient service at the counters, the staff is also confronted with various regulatory norms to mitigate risks in operations. This clearly establishes that employees of cooperative banks play a vital role in managing not only the ‘transaction’ of a customer but also future long-term relationship with them. HUMAN RESOURCE POLICIES: Although all co operative banks have policies the manner in which they are documented and presented to employees varies considerably. Other than the practices explicitly required by law, there are no specific rules on how to document and implement the principles and practices by co  operative banks.Therefore the form substance and tone of cooperative banks’ policies and procedures are totally within their activities. This discreation presents both a challenge and opportunity for a cooperative institution.The challenge is deciding among almost infinite choices on how to define structure, implement and communicate the banks rules of operation. As for the opportunity a sound and appropriate set of policies will lay the groundwork to support the cooperative banks business objectives, provide employees with the necessary guidance and achieve the desired organizational culture. In practice, there is no specific written document of HR policies in many cooperative banks. It is neither necessary nor desirable to have every rule and practice documented, but it is advisable to take the time to formalize the important ones. In addition having certain policies in writing – such as rules prohibiting unlawful discrimination and harassment may save an organization a lot of time and money in the event of a law suit. There is no uniformity in the provisions of State Cooperative Acts. Barring a few states which have promulgated parallel State Cooperative Acts, the acts in other states have restrictive provisions which affect autonomous functioning of cooperatives. Further there is no specific HRD policy as such and recruitment of staff is not based on merit and competence. The Cooperative Act rules and bye- laws were created to protect the cooperative bank from certain nefarious activities prevalent in the market and also save it from the people who have vested interests. These hamper the autonomous growth of these institutions. One important had factor to be noted is that though the cooperative banks come under the financial discipline of the RBI, NABARD and the Apex Bank, they enjoy autonomy in personnel matters. The cooperative banks should be committed to Equal Employment Opportunity (EEO) policies that provide a healthy work environment, free of discrimination and harassment of any kind. RECRUITMENT AND SELECTION: Once the human resource planning is complete, the next step is to acquire personnel necessary to ensure the continued operation of the organization. In the absence of scientific recruitment and selection procedures, the management of any organization may fail to select the right man with the right skills for development, doing the right job, in the  right environment. Moreover, the employees must have faith in the system of recruitment and selection. Recruitment provides the opportunity to cater to changing needs of people by either repositioning current employees or injecting fresh blood into the organizational veins There are three modes of recruitment in the cooperative banks, namely a) By direct recruitment b) By taking persons on deputation from Government or from sister cooperative institutions management towards employing women in their institutions. c) By promotion The main sources of recruitment is newspaper advertisement but in cooperative organization, information in respect of vacant posts is conveyed through the system of circular to the State Employment Exchange which receives a restricted distribution. Thus, in the absence of a wide publicity of vacant posts, the service in cooperative banks is easily available to the persons known to the top and middle executives Internal promotion can be a good practice if merit is not sacrificed. Similarly, recruiting like-minded people can accrue in the future. With the significant increase in the become a bad practice if it leads to organizational behaviour where diversity is resented. Cooperative banks typically apply precise and rigorous guidelines to admit members but do not show the same commitment when it comes to recruiting people, despite the fact that hiring decision involves enormous costs when one takes into account the recruitment costs, training costs, salary and benefit over the tenure of employee and replacement cost. Deputation of government officers to hold the key posts in cooperative banks is a widely prevalent practice. This practice is consequent upon the dependence of cooperative banks on the government for financial and managerial assistance. The practice of deputation affects the bank.employees in certain respects, particularly, the promotion prospects at the higher echelons. The informal discussion with the employees of cooperative banks in Tamil Nadu revealed that they are not in favour deputation of officers by government. Further, the cooperative banks, unlike commercial banks, have local identity and the image and have strong banks with local community. Cooperative banks prefer to recruit local candidate particularly for managerial cadre post due to the fact that they are well-adjusted to the local environment. A drawback of cooperatives banks is  that they are not able to attract professionally qualified candidate because of the poor salary structure. The only way to attract professionals would be when compensation needs to be internally consistent and externally competitive. It is observed that the in-take of women at both clerical and officer level in cooperative banks is quite insignificant. The reason for lower share of women work-force as compared with their male counterparts might be due to lack of trained women in the field of cooperation and also the attitude of the At present, the pace of recruitment in Indian cooperative banking sector has slowed down and for a long time, there has been almost negligible recruitment. The recruitment of persons in cooperative banks assumes special importance because, apart from being competent on the special jobs, they must also be well versed in human dealings and public relations. TRAINING AND DEVELOPMENT: Designing and implementing effective training and development systems is a particular challenge because all the costs are borne in the present, while all the benefits will complexity and magnitude of banking service especially in view of the task undertaken by the cooperative banks for the socio-economic development in urban, semi-urban and rural areas, the need of the training has been greatly felt. Realizing the significance of training, the cooperative training institutions established at different levels are imparting training to the employees of cooperative banks. The outcome of the training to any type of organization includes increased productivity of employees, heightened morale, reduced supervision, and increased organizational stability and flexibility. Poor quality training or a focus on the wrong development areas will be a total waste of time and money. It leaves the organization in no better position than if there had been no training at all Cooperative banks provide tr aining for many reasons: 1.To teach the employees perform in their initial job assignment. 2. To improve the current performance of employees who may not be working as effectively as desired 3. To prepare employees for future promotions or for upcoming changes in design, processes and technology in their present jobs. The operational structure and administrative set-up  established for training of personnel in cooperative banks in India is inter co-ordinated and divided into three cadres viz., Senior, Middle and Junior. The National Cooperative Union of India (NCUI), the national level apex organization and State Cooperative Unions (SCUS), the state level apex organizations are responsible for making adequate arrangements for cooperative training. Though training is principally the responsibility of National Council for Cooperative Training (NCCT) and State Cooperative Unions, there are certain other institutions such as College of Agricultural Banking (CAB), Bankers’ Institute of Rural Development (BIRD), International Cooperative Alliance (ICA), International Labour Organization (ILO), National Cooperative Development Corporation (NCDC) which have training arr angements for employees of cooperative banks. The major problems found in cooperative banks are lack of knowledge of funds management resulting in acceptance of high cost deposits and their disposition in low return uses. Another problem is lack of expertise in lending, observing capital adequacy, investment in government securities, managing non performing assets (NPAs), and other newer international rules imposed by the RBI and NABARD. In India, most persons in the cooperative banking sector feel that somehow if one can get a job he/she can automatically manage the affairs of the bank. Most of the training programmes organized by the cooperative training institutions impart only theoretical knowledge of the subject. Cooperative banks are localized expansion programme. Before organizing trade unions institutions with poor funds and some of the technical courses offered by the national training institutions are high cost oriented. Language is another problem. National or state level institutions offer their training programme in common language i.e. English and majority of the cooperative bank employees are not able follow and understand the concept. PERFORMANCE APPRAISAL: Performance appraisal is a systematic approach to tracking individual performance against the targeted objectives of the organization and identifying strength and opportunities for improvement. It involves more than giving an annual performance review. While a periodic formal review may be part of the performance appraisal process, good performance management is an ongoing process, a once-ayear event.In cooperative banks, probationer’s  performance has been monitored and appraised informally. Clerical employees’ diaries, entries to the service register and review of work done periodically are the methods used for appraisal of probationers. However, appraisal is not implemented seriously for permanent employees. All the employees are in favour of introduction of performance appraisal though there is no systematic appraisal followed, right now. Generally, the cooperative banks in India are able to get self appraisal form from their employees. Each individual employee has to submit a self appraisal to the immediate superior in the prescribed format. Unlike commercial banks, cooperative banks, especially urban cooperative banks which are classified as Grade I and II by RBI, are eligible to get increments to their employees whereas the Grade III and IV banks as classified weak banks and the employees of these banks are not able to get any increments in their salary Cooperative banks have not used any sophisticated methods to evaluate their employees’ performance. This is the major reason for poor performance of employees in cooperative banks. PROMOTION: As per cooperative society rules in force, provisions have been made for promotion on the grounds of merits and ability of the employees, their seniority being taken into account only when merit and ability are approximately equal. Recognition of employees is the most important instrument for motivating and increasing performance. No organization, has been able to attract and retain key people in the long run by throwing money at them. Recognition and rewards are important. Introduction of mergers and acquisitions process between and among cooperative banks have created focus on competencies that enable employees to self-manage work in teams, think globally, boldly, and unconventionally and deploy the power of intuition and emotional intelligence. Once the employees are promoted to higher levels, improvement of their competencies is an urgent need. Employees’ competencies are the knowledge, skills, abilities, personality and characteristics that serve as the foundation for employees’ behaviour. Competencies are a foundational drive of employees as well as organization success because they only represent potential employees’ performance. COMPENSATION: One of the most important issues before the cooperative banks in India is compensation in these banks vary. The salary structure of cooperative banks was different from bank to bank even for the same cadre and salary structure of cooperative banks was not uniform. Thus, seniority has accounted for the compensation administration. A remuneration system based on the skill and ability of workers is important. But the cooperative banks cannot attract the talented and motivated personnel unless they establish their image of model employee because an organization which cannot pay its personnel adequately has no right to exist in the competitive world. The salary structure in the cooperative banking sector is not as attractive as in public and private sector banks. An adequate and sound salary structure together with other working conditions is the sine qua non for the organizational efficiency and effectiveness. Therefore, pay and other reward strategies should revolve not only around business goals but also around the employee’s needs and aspirations, such as the opportunity to work on challenging assignments, flexible work options, work transfer to take care of personal emergencies and opportunities for training and higher studies. Most important ingredient of HRM is reward and compensation, which at present does not have any linkage to skills and performance. There is an urgent need to have the system of reward and compensation in place that will attract, recognize and retain the talent in cooperative banks on the lines comparable with other banks, particularly banks in private sector. EMPLOYER EMPLOYEE RELATIONSHIP: A harmonious employer-employee relationship is essential for the effective functioning of the cooperative banks. Since cooperative organizations consist of groups of human beings, each of whom is activated by varying motives, no cooperative administration can fulfill its obligations if it is not supported wholeheartedly by the employee at all levels. The challenge for the banks is to encourage people to unleash their power of thinking and apply it to their daily work. The employer should always encourage the employees to bring out their fullest talent for the success of the institution. Mere encouragement to generate new ideas is not enough. When people make genuine attempts to implement their ideas and fail, they need to be encouraged, not discouraged, to try further. Otherwise, they  will never bother to think and try again; they will merely follow their mangers. Success can only be achieved if staff feel they are being treated correctly by the bank and fully understand the bank’s objectives and rational for their achievement. It is essential, therefore, that management develops an employee relations climate which facilitates these attitudes without reducing management’s ability to manage the business†. The conflict between employer and employee or among the employees is inevitable in any organization. Some amount of conflict is not only desirable, it’s also necessary. Without a broad range of ideas presented by persons with diverse backgrounds, experiences and points of view, innovation is virtually impossible. Conflict can also present an opportunity for personal growth. When the managers learn the skills to work out differences and to develop approaches that take into account the needs of others, it will become more effective. There is a need to develop ‘healthy’ conflict between the management and employees as not all organizational conflicts are undesirable. There is a classic management delusion that employees readily approach the higher management when they are dissatisfied with the decision of their immediate supervisor. The reality is that employees are generally apprehensive of upsetting their day-to-day relationship with their manager whose decision is most likely to be upheld anyway for the sake of managerial unity. Unfortunately, those who question the manager are often labeled as whingers and even though the company policy might be to seek frank employee feedback, the practice might shut them up from speaking out openly. When whingers turn as whistle blowers and expose the management practice in public, it might be too late for the management to prevent the potential damage to its images Executives must set standards at the top. If middle managers feel disrespected, attracted or stifled by senior management, chances are that they will pass this negative attitude down to the employees they supervise. Since a positive relationship with the immediate supervisor is a very important element of job satisfaction, retention should be regarded as an important yardstick in measuring effectiveness. CONCLUSION: Compared with all other management functions, human resource  management in cooperative banks is more sensitive, personalized, context-dependent and cannot be managed through a set of predefined techniques. HR and strategic tool for competitive advantage. In fact, it is difficult first achieving employee satisfaction. Thus, employee satisfaction is a prerequisite to customer satisfaction. Effective organization depends on having the right system of HR policies and practices in place to recruit, select, develop, appraise, compensate and place, promote or send away employees. Based on a careful analysis of the needs of the business, cooperative banks must prioritize their choices around workforce engagement. Successful HRM requires that the banks practice a sound management philosophy that respects human dignity and diversity and are committed to the growth of employees, believe in the value of employee’s contribution and involve them in decision – making and share the wealth equitably and fairly.

Designing and executing strategy in aviation management Essay

Management Introduction             Airline strategic management involves the formulation and implementation of the major goals and initiatives taken by the airlines’ top management on behalf of owners based on consideration of resources. Airline always focuses on their customers in terms of pricing, food, more user friendly website and cooperation with travel agents. Developing a customer focused strategy is one of the key roles of customer leaders. There are various ways in which an airline can implement customer focused strategy; evaluate the services they provide to customer base, use customer feedback tools to get information about their customers, train their employees to offer customer focus, consider providing customer incentives and work their business copy, create the service vision, develop a customer service strategy, build an appropriate customer service framework, deploy leaders and managers who will become organization’s service, design and implement customer-centric pro cesses that make purchasing easy for customers. Evaluate services they provide to customer base. Their customer focus ideas are going to be the bridge or the answers on the key services that they offer. Use of customer feedback tools to get information about your customers is one essential starting points of developing a customer focus. It helps one to figure out what your customers like and what appeals them. Customer research helps airlines to develop goals and objectives like: use pre-sale and post-sale feedback. Getting information from your customers before the deal is made will help you adapt those deals and arrangements to be more attractive to the people you are trying to reach. Use surveys, questionnaires and similar customer focus tools. The airline staff need to get to know their customers and understand what they want from them. Customer service managers need to focus on all their customers consistently and there are many ways of gathering customer intelligence. Also where satisfaction surveys are concerned the custome r experience depends a lot on customer expectations, for example EasyJet might score higher because we have low expectations but we might score British Airways lower because we have high expectations. Airlines need more reliable methods of evaluating the customer experience and they need people to make this happen Train your employees to offer customer focus. The staff should understand their roles in approaching the airline business with a customer focus. This includes elements of customer service, customer focus is about keeping attention on the customers, anticipating their needs and valuing their input. Consider providing customer incentives. They could be in form of temporary sale offers or targeted giveaway programs. When the airline has identified what customers like, they use these items to reach out to their base further. Work your business copy. Airline should focus on making communications and business copy adopt a customer focus tone and outlook. Customers are readers they get information about the airline through websites, printed brochures or other written materials. Creating the service vision or service personality is an identifiable set of service characteristics that define how an organization service proposition is different from that of its competitors. Some airlines have a service promise or customer charter but whatever method one has of communicating their service standards to their customers is important to make sure those promises are achievable and shared by all teams in the organization. Develop a customer service strategy and this determines the overall direction of the organization and in particular how the organization will go about delivering customer service excellence. This is high level plan that communicates to everyone involved within the organization how it will develop relationships with its customers in order to maximize customer satisfaction and customer loyalty and achieve business success. Used to prevent non-aligned and disjointed activities between departments and drives everyone towards the same service goals. It includes service plan to ensure the strategic objectives are met and this should be shared with employees as everyone is going on the same journey. If one does not keep people informed rumors and gossip spread faster. Build an appropriate customer service framework. A learning and developed framework will help identify how the organization is going to go about delivering service excellence. Reward and recognition, celebrating success are key motivators for employees. Customer service performance will improve when organizations provide support through valued reward and recognition systems. This level of recognition results in higher levels of employee satisfaction which translates into better customer service for the customers. References Evans, N., Campbell, D., & Stonehouse, G. (2003). Strategic management for travel and tourism. Oxford: Butterworth-Heinemann.Flouris, T. G., & Oswald, S. L. (2006). Designing and executing strategy in aviation management. Aldershot, England: Ashgate.Lawton, T. C. (2007). Strategic management in aviation: critical essays. Aldershot, Hampshire, England: Ashgate.Ray, S. J. (1999). Strategic communication in crisis management lessons from the airline industry. Westport, Conn.: Quorum Books.Hill, C. W., & Jones, G. R. (2013). Strategic management: an integrated approach (10th sEd.). Mason, OH: South-Western, Cengage Learning. Source document

Age No Bar For An Adventure Tourism Essay Essays

Age No Bar For An Adventure Tourism Essay Essays Age No Bar For An Adventure Tourism Essay Essay Age No Bar For An Adventure Tourism Essay Essay Each one of us has a desire to make something extreme in our life. When we dream we do non believe of what could be the possible barriers. The world to a great extend does non ever fit with dreams. But there is one topographic point where age is no standard. Where you can simple pin indicate your pick and travel for it. It is adventure athleticss. Although the myth related with escapade athletics make people think otherwise but the world is that Adventure athleticss is a merriment activity. It is risk free and can be done by anyone. If you are 50 old ages old and wish to make a mountain expedition so travel for it. Tough or easy is in the head. If you have the will and excitement half the conflict is won. Adventures can be classified in two parts. One sort is known as Soft escapades and other type is hardcore. Soft escapades are the 1s which do non necessitate any sort of accomplishments. They are more a leisure activity but they besides provide certain degree of challenge that is needed for any escapade to be escapade. Hard nucleus escapade is anything that requires you to contend the nature like trekking, mountain climbing, skiing and H2O rafting. Soft escapades are really popular amongst households. The thought of scuba diving in the bluish Waterss of Andman or Lakshwadeep or hot air ballooning above the desert of Thar is a really appealing thought among all age groups. And the utmost athleticss like bungee jumping or skiing the highest inclines or even trekking the highest mountain base on ballss by and large chosen by experts or risked by childs. The ground why most of the adult ups prefer the safe options of luxury vacations or soft escapades is because the idea forms formed from their immature age is that this is the clip to play and hold merriment because when you have more duties all this wont suit you. Other ground is that people do non take attention of their wellness from start and so do old age an alibi for non being adventuresome. The grounds can be any but the fact remains that if a individual has the will so he can decidedly seek any adventure athleticss and win. A few facts that will do this fact more credible are that most of the trekkers in America are in-between aged work forces. There are even some older than that. They have climbed some of the most feared mountains and performed some of the most electrifying stunts. Most of the individual travellers from abroad are females aged 40 or more. The popularity of escapade athleticss and the safety attached to it has grown so much that even oldies do non mind giving it a shooting. The popularity of escapade athleticss has caught up with everyone. When the media is traveling out of the manner to advance people from all age group are lured by it.

Belonging Strictly Ballroom

Lack of a sense of belonging is portrayed in the ‘mockumentary’ film â€Å"Strictly Ballroom† through the character Scott Hastings as he is treated as an outcast because he refuse to conform to the mainstream way of ballroom dance. The opening scene portrays the false, fairytale feeling of the world of ballroom dance through the motif showing big red curtains opening with matching theatrical music. The over the top fakery is shown through the fluffy costumes and over the top hair of the dancers in the opening scene. They are shown hugging and exchanging high fives, portraying that they belong because they have conformed to the mainstream way of dance presented by Barry Fife. â€Å"You can dance any steps you like but it doesn’t mean you will win. † This quote spoken by Barry fife shows the power he holds because he controls who wins. Unless you perform his steps that are shown in the video ‘The right way to dance’ you are not going to win. In the extreme close up of his mouth, we see the crooked rotten teeth because symbolically he is a crooked rotten person. When Scott dances his own steps the scene is shown in slow motion with a freeze frame, beautiful music with a pleasing crowd reaction to match shows that everyone including Scott was enjoying the dance. The camera switches to the furious faces of Shirley and Barry fife showing that everyone loved the new steps except for everyone who had confirmed that sat on the federation leaders table. The Table is situated higher than the dancers and audience depicting how they are in charge. Liz’s lack of understanding for Scotts love for his own steps is shown when she threatens Scott to conform to the federation steps for Ballroom dancing. I’m not dancing with you until you are supposed to† Barry has programmed the dancers like robots to follow his ‘Right steps’ â€Å"what did you think of the steps? †Ã¢â‚¬ ¦. â€Å"I don’t think! † Fran as a beginner dancer does not belong in the ballroom dancing world. Her frizzy hair, acne covered skin, thick unattractive glasses and covered figureless body makes her a target for nasty comments. The Slapstick humour when Liz and Scott knocking over Fran when she is trying to comfort them shows how she is not respected and over looked. Understanding however can give a person a sense of belonging in society or within themselves. Fran and Scott both feel like outcasts because they love to dance their own steps and not conform to the federation â€Å"I want to dance with you your way†. When the song â€Å"time after time† plays while Scott and Fran are dancing, Fran shows Scott what she is capable of proving that she is not a hopeless dancer like everyone stereotypes her to be. Scott tells her to dance without her glasses and we notice throughout the movie the tighter clothing she wears to reveal her toned elegant body structure, portraying as she feels a sense of comfort and understanding towards Scott, she starts to gain her own identity. Belonging Strictly Ballroom Lack of a sense of belonging is portrayed in the ‘mockumentary’ film â€Å"Strictly Ballroom† through the character Scott Hastings as he is treated as an outcast because he refuse to conform to the mainstream way of ballroom dance. The opening scene portrays the false, fairytale feeling of the world of ballroom dance through the motif showing big red curtains opening with matching theatrical music. The over the top fakery is shown through the fluffy costumes and over the top hair of the dancers in the opening scene. They are shown hugging and exchanging high fives, portraying that they belong because they have conformed to the mainstream way of dance presented by Barry Fife. â€Å"You can dance any steps you like but it doesn’t mean you will win. † This quote spoken by Barry fife shows the power he holds because he controls who wins. Unless you perform his steps that are shown in the video ‘The right way to dance’ you are not going to win. In the extreme close up of his mouth, we see the crooked rotten teeth because symbolically he is a crooked rotten person. When Scott dances his own steps the scene is shown in slow motion with a freeze frame, beautiful music with a pleasing crowd reaction to match shows that everyone including Scott was enjoying the dance. The camera switches to the furious faces of Shirley and Barry fife showing that everyone loved the new steps except for everyone who had confirmed that sat on the federation leaders table. The Table is situated higher than the dancers and audience depicting how they are in charge. Liz’s lack of understanding for Scotts love for his own steps is shown when she threatens Scott to conform to the federation steps for Ballroom dancing. I’m not dancing with you until you are supposed to† Barry has programmed the dancers like robots to follow his ‘Right steps’ â€Å"what did you think of the steps? †Ã¢â‚¬ ¦. â€Å"I don’t think! † Fran as a beginner dancer does not belong in the ballroom dancing world. Her frizzy hair, acne covered skin, thick unattractive glasses and covered figureless body makes her a target for nasty comments. The Slapstick humour when Liz and Scott knocking over Fran when she is trying to comfort them shows how she is not respected and over looked. Understanding however can give a person a sense of belonging in society or within themselves. Fran and Scott both feel like outcasts because they love to dance their own steps and not conform to the federation â€Å"I want to dance with you your way†. When the song â€Å"time after time† plays while Scott and Fran are dancing, Fran shows Scott what she is capable of proving that she is not a hopeless dancer like everyone stereotypes her to be. Scott tells her to dance without her glasses and we notice throughout the movie the tighter clothing she wears to reveal her toned elegant body structure, portraying as she feels a sense of comfort and understanding towards Scott, she starts to gain her own identity.

CIT Summary and Response Paper Essay Example | Topics and Well Written Essays - 750 words

CIT Summary and Response Paper - Essay Example For that reason, therefore, the principle of common good seeks the good of all members of the society, as opposed to the selfish interests of the individual members of the society. The common good can be understood analogously as the social and the community dimension of the moral good. This is because just as the moral actions of an individual are accomplished in doing what is right, the actions of a society attain their full stature when they bring about the common good. Every human society that is aimed at serving its members should ensure that it guided by the principle of the common good. This is because human beings cannot find fulfilment individually, i.e. in isolation from other people; the happiness of the individual members of a human society is dependent on the common good of the society. For this reason, therefore, every member of the society should commit themselves in seeking the common good of the whole society. The principle of the common demands respect of the human person and his fundamental rights; the principle of the common good, therefore, demands that there should be peace and justice in the society. This is because peace and justice are a necessary conditions for the respect of fundamental rights of the human rights in the society. A community with the principle of common good, therefore, should ensure that its members are able to meet their basic needs, and that they are guaranteed their fundamental freedoms/liberties that respect their fundamental rights. Although common good is quite import in every society and every member of the society should seek it, attaining the common good, however, is not easy. This is because common good requires that we should seek the good of other people as if it were our own good. Since every person in the society has the right to enjoy the social conditions that are brought about by the quest for common good, there should be social justice in the