Anne Sexton Literary Essay Example for Free

Anne Sexton Literary Essay Anne Sexton transforms the well-known fairytale Snow White into a sardonic piece of writing that reflects societal perceptions of the woman. In her poem she explores the idea that a woman is nothing more than a doll, something that sits pretty on a shelf for all to admire. She also describes the reliance on men, and how women are becoming dependent and incompetent. She counteracts this with a women’s intelligence compared to her beauty and vanity, and what a woman should be. She explores the idea of beauty and vanity going hand in hand, meaning that even princesses can be vain. Fairytales aren’t real, and they are overrated- happily ever after does not exist, especially for those who aren’t beautiful. All fairytales have a female antagonist, and one that is usually a princess. Snow White is sexualized as the virgin. Good Day Mama,  and shut for the thrust  of the unicorn. She is unsoiled. She is as white as a bonefish. (9-13) This text explains that she innocent and untouched. All that matters to a prince is that she is beautiful and a virgin. A brand new doll with porcelain skin and glassy eyes. cheeks as fragile as cigarette paper, arms and legs made of Limoges, lips like Vin Du Rhà ´ne, rolling her china-blue doll eyes open and shut. (3-7) Sexton compares Snow White to a doll because she is merely an object for ones admiration and love. She is to be pampered and taken care of in return of sitting pretty on the shelf, to be admired. Beauty and vanity play the two-sided coin in this poem, you can’t have one without the other. The queen epitomizes vanity, when she asks the mirror who is the fairest of the land. When the reply is Snow White, she is outraged. Being the most beautiful person in the land is what the queen desires. She craves the attention because beauty is so valued, and Sexton makes that clear. If Snow White or the Queen weren’t beautiful, would anyone ever notice them? Sexton says,  Ã¢â‚¬Å"Beauty is a simple passion.† Meaning everyone desires beauty, so those who have it are more noticed. Because Snow White is beautiful, both the prince and the dwarves value her. But with beauty comes vanity, and that is something that Sexton believes in. She believes women should be active and intelligent; beauty is just a faà §ade that relieves women of reaching their full potential. If a woman is beautiful, she can be just as successful as a smart woman without doing all the work because she can rely on men. Any man will want a beautiful wife that does not interfere with his matters. This is what the prince seeks, and finds when he falls in love with Snow White only for her beauty. He stayed so long his hair turned green and still he would not leave. The dwarfs took pity upon him and gave him the glass Snow White its dolls eyes shut forever to keep in his far-off castle. Sexton believes all women should work to be smart, and beauty is no reason not to achieve that. Snow White is unintelligent because she keeps opening the door to the queen even when the dwarfs urge her not too. Her unintelligence is linked to her reliance on a man because she ends up in the happily-ever-after position as the wife of a prince even though she did nothing to deserve it. But what Sexton is trying to show us at the end of the poem that Snow White is now obsessed with herself and her status, and that she will one day be the queen that tries to kill the next young beauty. Meanwhile Snow White held court, rolling her china-blue doll eyes open and shut and sometimes referring to her mirror as women do. The fairytale ending is fictional. The world isn’t Prince Charmings, beautiful princesses, and evil queens that always lose. ‘The End’ isn’t ever the end because it’s a cycle of innocence, beauty, vanity, and then ultimately envy. Beautiful women are nothing more than an item; they rely on men and are not intelligent. They are envious, and full of vanity. The  perfect women doesn’t exist, and there will never be a happily ever after.

Human Resources and Competitive Performance :: Business HR

The Human Resources department contributes to an organization’s competitive performance through: recruitment and selection, globalization and technology. Recruitment and Selection An organization's success depends on the knowledge, skills, and abilities of its employees, particularly as they help establish competencies which distinguishes one organization from its competitors and other organizations. When an organization has employees with talents that are valuable, rare, difficult to imitate an organization can achieve a continued competitive advantage. In order to "compete through people", an organization has to be able to do a good job of managing their human capital: the knowledge, skills, and capabilities that add value to the organizations (Mathis and Jackson, 2003). Human Resources and Managers must work together to develop strategies for identifying, recruiting, and hiring the best talent available. Through recruiting and selecting the best talent organizations are able to have higher productivity and compete and the highest levels. Human Resources can ensure that organizations have a competitive advantage by selecting the right employee for the rig ht job. Globalization The second way human resources can create a competitive advantage for an organization is through globalization. The environment in which businesses compete is rapidly becoming globalized. More organizations are entering international markets by exporting their products overseas, building plants in other countries, and entering into alliances with foreign companies (Mathis & Jackson, 2003). Companies are trying to gain a competitive advantage, through international expansion. Deciding whether to enter foreign markets and whether to develop plants or other facilities in other countries is no simple matter and many human resource issues surface. (Noe, Hollenbeck, Gerhart, and Wright, 534). If human resources manages the issues that the organization is faced with when globalizing and provides the best services for the issues, it can increase the competitive performance among employees. Doing business globally requires adapting to many different cultures, and political systems, HR can p rovide diversity training, to cover the cultural issues and political affairs. If an organization has a reputation for being more diverse and understanding of various cultures and knowledge of various political systems they are competing at higher levels. Technology Technology is a leading factor in completive organizations, because it is so prominent today. Technology is the third way HR can create a competitive advantage for an organization. By creating a technology friendly HR where employees can access all information at any time in a timely manner.

Management Consultancy Services Essay

Following the Enron case and others, the place and role of professional advisers within corporate governance was thrown into public focus and as a result the professional management bodies across the world revisited their policies on various regulatory mechanisms. The policies formulated by ‘Institute of Management Consultancy’, United Kingdom is taken as a reference in the discussions below. The general principles are summarized. – Self-regulation is best delivered through a modern, professional approach, i.e. through standards backed by disciplinary arrangements that are supported by external validation and a Code of Professional Conduct and Ethical Guidelines that apply to all members. – A framework is required at the organizational and individual level to ensure that clients are able to make an informed decision about their choice of consultancy advice. – A sector-wide definition of management consultancy should be developed that will assist in a number of ways, including the debate around self-regulation, and be sufficiently flexible to accommodate new providers of consultancy. – The sector-wide definition should be â€Å"Management consultancy is the provision to management of objective advice and assistance relating to the strategy, structure, management and operations of an organization in pursuit of its long-term purposes and objectives. Such assistance may include the identification of options with recommendations; the provision of an additional resource and/or the implementation of solutions.† – The definition of a management consultant should be â€Å"Management consultants are those organisations and/or individuals that participate in the process of management consultancy within a framework of appropriate and relevant professional disciplines and ethics designed for the activity of management consultancy.† – The principle of detailed technical regulation of management consultancy should be rejected and that the essential skills of consulting are primarily behavioral, stressing the importance of competences and ethical standards. – Any regulatory regime requires a significant element of independence from the profession in terms of membership and operation. – The option of a regulatory system that provides easily accessible information from clients on the performance of firms and individuals should be considered carefully. – The global nature of consultancy means that the complexities of jurisdiction and applicable law need to be taken into account and the dangers of regulatory systems being used as restraints on trade or for the furtherance of the interests of trade blocs recognized. – The question of the interaction of parallel regulatory systems needs to be explored thoroughly with a wide range of professional and trade bodies. – Management consultancy is immensely competitive. Any self-regulatory regime must not fetter the ability of management consultants to compete for business, with the opportunities for other companies that they may bring. – The Government does not have a formal role in regulating the profession of management consultancy. Its role is to encourage and support stakeholders in management consultancy, including clients and other institutes, to develop a system that protects users and enables the UK profession to compete in a global market. 2. PROFESSIONAL CONSULTANCY ORGANIZATIONS & CHALLENGES â€Å"Traditionally the state has awarded associations of professionals the privilege of self-regulation in return for an assurance that members abide by a set of standards and an ethical code of conduct to ensure protection of the public interest. As increasing levels of education and social awareness give rise to greater expectations†¦ traditional structures, rules and regulations are challenged and justification for privilege is questioned†. The position of trade and professional bodies is also made more complex by the increasing demand from members for such bodies to defend them from these pressures. This representational role has to be balanced carefully against the public protection responsibility. The regulatory function itself is not without its pitfalls. They are cent red on â€Å"†¦ensuring that everyone in the market is covered, how any regulations are to be enforced and also possibly ensuring that restrictive trade practices legislation is not used again st them. All such arrangements are potentially unstable and perhaps are held together predominantly by the fear of more onerous statutory regulation†. But these difficulties are compounded in an international environment. The increasing globalization that result in emergence of a single market mean that â€Å"†¦the developments of rules and regulations concerning two issues – competition amongst professionals and standardization of qualifications – are of particular concern†. But the profession is also global in nature and regulation has also to be seen in against a shifting pattern of international trading and political structures. One driver for change is seen as â€Å"..deregulation and privatization, combined with a gradual shifting of policy-making to the global level†. If regulation is the key, what form should it take? It can be introduced at a number of levels, i.e. the activity (technical regulation); individuals (standards and qualifications); firms (the trade association model) or the profession as a whole (ethics and principles). All of them have their difficulties. Some believe that the accounting profession in the USA had the wrong approach, i.e. â€Å"Based on strict adherence to rules, it inadvertently encouraged innovations of the worst kind; creative accounting†. 3. SHOULD MANAGEMENT CONSULTANCY BE REGULATED? There is, equally, the view that regulation is not needed at all. The market will regulate itself. This, of course, ignores that fact that business takes place within a societal framework and the view that the market is the ultimate regulator is, surely, flawed. It is based on the notion, sound in theory but questionable in practice, that the market is a perfect mechanism. Others suggest that the secret lies in the education of the client to make it an informed marketplace. It also has to balanced with the view that, if management consultancy wishes to be seen as professional, â€Å"Professional awareness and behavior come when the early juggling with a little knowledge gives way to skilled application of a generally accepted body of knowledge according to accepted standards of integrity†. It is also the case that the development of partnerships between clients and professional service firms (including investment by the latter in the former) may well limit the willingness of c lients to ‘shop around’. The key question then is what is regulation for. In essence of course it is to ensure that the customers or stakeholders receive the goods and services that they need and that the suppliers claim to provide. In the case of management consultancy this must mean that clients receive the best possible advice to help them in taking their organizations forward. In a market dominated by a few global brands, it is about extending the transparency and extent of choice to enable clients to choose on the basis of expertise, quality of delivery and cost. It is also about balancing the need to extend these principles down from the firm to the individual and the costs of any system. The government view has been that good self-regulation coupled with demanding industry and people standards help companies compete in a global marketplace. When combined with effective self-regulatory systems and where appropriate supporting mechanisms exist to encourage good practice and resolve cross-border disputes, this development will reduce barriers and realize a single market worldwide. 4. STEP 1 IN REGULATAION – WHO ARE MANAGEMENT CONSULTANTS? A number of definitions have been developed in recent years. The following is a small selection: Management consultants are used first to provide wider additional expertise than is available within a single organization. Thus a change in production or marketing may require expertise in designing and implementing a new system. Secondly, management consultants are used to provide objective appraisals where it is often easier for the expert outsider to see the broader picture and recognize the long-term requirements. Thirdly, the management consultant may be needed to provide additional assistance where there is a temporary increase in the management workload. This may be to cope with a major change or new development in any area of management responsibility.† The rendering of independent advice and assistance on management issues. This typically includes identifying and investigating problems and/or opportunities, recommending appropriate action and helping to implement those solutions. Management consulting is an independent professional advisory service assisting mangers and organizations in achieving organizational purposes and objectives by solving management and business problems, identifying and seizing new opportunities, enhancing learning and implementing changes. The term â€Å"Management Consultancy† applies when a firm is engaged for a definitive duration to undertake specific enquiries, conduct studies, identify options and make recommendations or give advice of a strategic nature relating to the organization, management and operation of [the organization] for consideration/implementation. These definitions or descriptions have a number of threads in common. They are concerned with management issues of a significant, although not necessarily strategic, importance. Secondly, they are concerned with the role of the expert outsider. Finally, they extend the role of management consultants beyond advice and into implementation. Taking these threads into account the Institute believes that the sector-wide definition should be â€Å"Management consultancy is the provision to management of objective advice and assistance relating to the strategy, structure, management and operations of an organization in pursuit of its long-term purposes and objectives. Such assistance may include the identification of options with recommendations; the provision of an additional resource and/or the implementation of solutions.† Some have raised the issue of whether, if the professional activity is defined, the role of the individual management consultant also needs to be placed within a definitional framework. 5. REGULATION – WIDER ISSUES Conversely, it is likely to be the case that others, even if introduced for the best of reasons, may see any system of regulation, as a restraint of trade. The danger is that the introduction of any self-regulatory system may also require an accompanying increase in bureaucracy and industry overheads and that the perceived failure of any such system may provoke a call for statutory intervention. The potential costs of any regulatory regime, however light its touch, are also of concern when Government does not seem to appreciate the costs, whether financial or opportunity, that may arise. Additional administration for practices and activity by professional bodies require resourcing and, in many cases, it is practitioners who have to bear the burden. The reality is that management consultancy, like every other business, is immensely competitive. Any regulatory proposals must take into account the need for the consulting profession to retain flexibility to adapt to a new global and technology-driven world. While global practices dominate the market, internal consultancies within domestic companies are turning to external – and, hence, foreign – markets, for business and small practices in niche markets are also competing on a global stage. The key is responding to the needs of clients rather than a regulatory regime that will always be behind developments in the marketplace. 6. CODE OF ETHICS – INSTITUTE OF MGMT CONSULTANTS, USA All IMC USA members pledge in writing to abide by the Institute’s Code of Ethics. Their adherence to the Code signifies voluntary assumption of self-discipline. The Code specifies: Clients * Members will serve their clients with integrity, competence, and objectivity, using a professional approach at all times, and placing the best interests of the client above all others. * Members will establish realistic expectations of the benefits and results of their services. * Members will treat all client information that is not public knowledge as confidential, will prevent it from access by unauthorized people, and will not take advantage of proprietary or privileged information, either for use by them, their firm or another client, without the client’s permission. * Members will avoid conflicts of interest, or the appearance of such, and will disclose to a client any circumstances or interests that might influence their judgment and objectivity. * Members will refrain from inviting an employee of an current or previous client to consider alternative employment without prior discussion with the client. Engagements * Members will only accept assignments which they possess the expertise to perform, and will only assign staff with the requisite expertise. * Members will ensure that before accepting any engagement a mutual understanding of the objectives, scope, work plan, and fee arrangements has been established. * Members will offer to withdraw from a consulting engagement when their objectivity or integrity may be impaired. Fees * Members will agree in advance with a client on the basis for fees and expenses, and will charge fees and expenses that are reasonable, legitimate and commensurate with the services delivered and the responsibility accepted. * Members will disclose to their clients in advance any fees or commissions that they receive for equipment, supplies or services they could recommend to their clients. Profession * Members will respect the individual and corporate rights of clients and consulting colleagues, and will not use proprietary information or methodologies without permission. * Members will represent the profession with integrity and professionalism in their relations with their clients, colleagues and the general public. * Members will report violations of this Code to the Institute, and will ensure that other consultants working on behalf of the member abide by this Code. The Institute of Management Consultants USA, Inc. (IMC USA) adopted its first Code of Ethics in 1968. Since that time IMC USA has modified the wording of the Code for additional clarity and relevance to clients. The current Code was approved February 22, 2002. It is consistent with the International Code of Professional Conduct published by the International Council of Management Consulting Institute (ICMCI) of which IMC USA is a founding member. Members who apply for the CMC (Certified Management Consultant) designation must pass a written examination on the application of the IMC USA Code of Ethics to client service. The CMC mark is awarded to consultants who have met high standards of education, experience, competence and professionalism. 7. CODE OF ETHICS – THE GROUND REALITY This paper is based on an Ethics Survey conducted by the Institute of Management Consultants among American business consulting clients of IMC members who are Certified Management Consultants (CMCs). Results * Over-promising expected results and/or benefits (Nearly half of the respondents-46%) * Not serving the best interest of the client (32%) * Under-delivering results vs. commitment (31%) A high percentage of respondents–40%–indicated that they believe professional service firms would lie to protect themselves. Thirty-nine percent (39%) also indicated that they think employees would lie to protect themselves. Counterbalancing this, however, was the expression of 54% of the respondents who indicted that in a difficult situation, they believe employees will behave honorably. Half of the respondents also believe that professional service firms do place a high value on the welfare of the client’s organization. It can therefore be concluded that while business executives believe that both employees and professional service firms do have an interest in the success and welfare of the organization/enterprise, they also feel that both groups would be inclined to act to protect their own interest or enhance their own position-an action which could inevitably be to the detriment of the enterprise. Two additional issues in which professional service firms can be faulted by business executives included: * Allowing the project’s scope to expand/creep. (One-fourth of the respondents indicated this was happening frequently.) * Being imprecise or non-specific when setting expectations. (Only 19% indicated that this happens frequently, yet 68% indicated this occasionally happens.)

King And Myra Levine Have Created Theories That Have...

Imogene King and Myra Levine have created theories that have helped define the role of nursing today. This paper will discuss King’s Conceptual System and provide an example of a nurse-patient interaction using King’s theory. Myra Levine developed the Conservation Model and this paper will demonstrate the application of this theory in a case study. King’s Conceptual System Three Systems According to George 2011, the function of a conceptual system is to give support for arranging ideas in an organized manor that provides meaning. King’s conceptual system was based on the three following systems, personal, interpersonal and social. These systems were interacting and helped form the Goal Attainment Theory. Personal system focuses on the individual (nurse, patient, and provider) and contains the following concepts: perception, self, growth and development, environment, body image, and in earlier versions space and time were also included. Perception is considered the major concept and related to the individual’s senses, memory and how data is interpreted. Self includes the thoughts and feelings about being a person. Growth and development relates to the change in behavior and this can be predictable and influenced by life experience, genetic makeup and environment. Body image is how one perceives their body and how others may react to their body. The second system is the interpersonal system and this is formed by humans interacting or when personal systems come