Joel Joe Varghese Essay

Don Bosco held its much awaited event-Voice of DBA-Solo Singing Competition for classes 3 to 12. The competition was divided in parts that is, for classes 3 to 5, for 6- 8, for 9 and 10 and for 11 and 12. But fortunately the event for classes 9 and 10 and 11 and 12 was held together. I felt excited as now I could listen to my favourite singer – Joel K Varghese. Many singers came and sung melodiously but when the Joel’s name was announced, the atmosphere of the auditorium transformed to liveliness. Applauses and hoots of students flowed through the auditorium. Joel had won the best solo singer’s award in Bosco Fiesta 2014, so we had great hopes for him being the winner of the competition. And then the lines rang in my years- Lately I have had the strangest feeling, With no vivid reasons here to find†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Silence spread all over the auditorium and we all listened quietly and enjoyed it very much. This song was sung by Joel in Bosco Fiesta 2014 for which he bagged the first prize. Ability to smoothly change and keep pitch, strong lungs, and usually, a lot of talent in auditory memory are the qualities that a good singer has and no doubt that Joel is one of those good singers. His ability to capture attention of the audience through his voice becomes a model for all the Bosconians. His song ended and so did my happiness. I was enchanted and spellbound by Joel’s song. The situation was the same as when William was stunned by the reaper’s song. Results were not declared but I have a strong feeling that Joel will bag the first prize in the competition for he is THE TRUE VOICE OF DBA .

Response Execution Essay

Creating an emergency response plan is very important in any business. There are different plans for medical, fire, police, and school. The following plans are imperative in any environment. There are many things that will happen and Incident Command System (ICS) will help to provide the responders with an effective system that works. But before we go into the structures, an understanding of an incident command system needs to be addressed. According to OSHA, n.d., â€Å"ICS is a standardized on-scene incident management concept designed specifically to allow responders to adopt an integrated organizational structure equal to the complexity and demands of any single incident or multiple incidents without being hindered by jurisdictional boundaries†. ICS is a sub-model of the National Incident Management System (NIMS), as released by the U.S. Department of Homeland Security in 2004.† An incident command system is referenced to an adaptable, scalable response association w hich provides a general agenda where people can work side by side efficiently. These people may come from many different agencies that do not normally work together, and an incident command system is intended to give regular response and operation procedures to decrease the troubles and possibility for miscommunication on such incidents. ICS has been summed up as a â€Å"first-on-scene† structure, where the first responder is in charge until the situation has been cleared up, a more experienced responder reaches your destination on scene and takes over, or the Incident Commander appoints someone else to take command of the situation. ICS includes measures to select and form provisional management chain of command to control funds, personnel, facilities, equipment, and communications. Personnel are allocated according to recognized standards and measures up to that time that were sanctioned by participating powers that be. Incident command system is designed for use or appropriate from the time an incident starts until it is finished or is not needed. The first thing that needs to be done is crate a standard operating procedure. These procedures are â€Å"essential to the effective application of the ICS† (FEMA). They also provide a standard and job descriptions to which everyone should follow. This way everyone will know what their job entails. Also, according to FEMA, 1999, the other first step is to decide who the incident commander is. In most cases of fire, mass casualties, hazardous materials, and other non law enforcement emergency, the fire department is in command. According to FEMA, 1999, if there are multiple jurisdictions that respond, the incident commander is usually the fire department whose jurisdiction the fire is in. Law enforcement is usually responsible for managing all operations related to criminal incidents. Included in this category would be terrorism, bombing, snipers, hostage situations, and other things of this nature. After that, a commander needs to be appointed. This person is usually the one with most experience. The IC’s responsibilities are to access the situati on and/or receive an update from the prior IC. Then the strategy needs to be put into place. This would mean establishing the immediate proprieties. Next a post needs to be formed. Then the IC needs to make sure the panned meetings are being kept to ensure the safety everyone and that everything is going according to plan. Then they approve the use of or elimination of resources. According to FEMA, 1999, the IC is also responsible for the planning for the functions throughout the entire process. The medical field is a very important tool to have at any incident. They are there to provide first aid and any other medical necessities. There are many levels, and levels under these, of resources that are used. According to FEMA, 1999, the first level is stabilization. In this level, the incident commander continues to manage the incident and gives progress reports from the scene. This allows hospitals to know how many beds they are going to need. Demobilization is the next level. In this level, the responders are either sent back to the area they came from, set back in service after they transport a victim, or they are cancelled all together. The last level is termination. In this level, the incident commander decides that no further action is required and everyone is sent back to their units. The next thing we need to look at are the responsibilities of the incident commander. The first one, according to FEMA, 1999, is to rescue all victims. The second is making sure the victims are taken out of the situation and moved to a medical facility. And the third is to make sure the personnel are safe. Next we will look at fire and rescue. The organization of the incident command is almost the same as the medical responders. According to Fire and Rescue, 2008, the following are the organizational areas for fire and rescue: â€Å"Organization on the incident ground, this gives the Incident Commander a recognized system from which to work when organizing and using resources at an Incident, Incident Risk Management, the principal consideration of Incident Commanders is safety of their personnel. Therefore, prior to deciding upon the tactics an assessment of risk must be performed. The Incident Commander must identify the hazards, assess the risks, and implement all reasonable control measures before committing crews into a risk area, and Command Competence, considers the skills knowledge and understanding required by an Incident Commander and the importance of maintaining such competencies.† â€Å"As the incident develops, changing circumstances may make the original course of action inappropriate, for example: fire fighting tactics may change from defensive to offensive or vice versa, new hazards and their associated risks may arise, existing hazards may present different risks, and personnel may become fatigued. Incident commanders, therefore, need to manage safety by constantly monitoring the situation and reviewing the effectiveness of the existing control measures† (Fire Service Operations p. 68). There are six steps in the initial assessment of risk: 1. evaluate the situation at the earliest opportunity, 2. Introduce and declare Tactical mode the simple expression of whether it is appropriate to proceed to work in a hazard area or not. This is a device to enable commanders of dynamic emergency incidents to demonstrate their compliance with the principles of risk assessment and be seen to have done so. 3. Select safe systems of work. The starting point for contemplation must be procedures that have been agreed in pre-planning and training and those personnel available at the incident have sufficient competence to carry out the tasks safely. 4. Assess the chosen system of work, 5. Introduce additional control measures, and 6. Re-assess systems of work and additional control measures. The police are no different. They have a system to follow just like everyone else. According to the free library.com, Incident Command System makes things easier for the administration of critical incidents by arranging the reaction into sections. Any person in the organization can put into operation the Incident Command System into its full arrangement. The person who makes the first move to coordinate the Incident Command System response more often than not takes control on the scene, at the emergency command center, or at the field command post and is converted into the incident commander. Unless officially relieved, the incident commander remains in charge is the single person who is in charge and makes the decisions. Everything goes through them. The incident commander watches over the complete operation through sectors, or branches, which provide a manageable span of control. Sectors can be deleted, added, made bigger or smaller, or anything else that is needed during an incide nt. There are some that might not be needed at all during a specific incident. For instance, sectors often are elected logistics, operations, personnel, and intelligence. Incident Command System deployment during a major vehicle crash would not have need of the services of the intelligence sector. The staff would organize the needs of the equipment. This would include the vehicles necessary to aid in the incident. Leaders of each individual sector would let the incident commander know of thing or services they might need, permitting the incident commander without difficulty to match resources to existing circumstances or predict future demands. Checklists make certain that sector leaders complete necessary tasks during the emergency. Given the demands placed on personnel at the scene, sector leaders easily could fail to notice a possible resource or legal or departmental obligation. While not crucial in all deployments, the emergency command center (ECC(1) (Error-Correcting Code) A type of memory that corrects errors on the fly. See ECC memory. (2) (Elliptic Curve Cryptography) A public key cryptography method that provides fast decryption and digital signature processing. †¦.. Click the link for more information.) generally works in conjunction with Incident Command System. It also may be a separate function under the ICS umbrella. Characteristically, the ECC is stationed in one department’s command center or another central location, but it can be located anywhere sensible. Commanding officers from every agency involved in the incident should staff the ECC. They also have different response levels. They are: â€Å"Level I incidents require that one or two officers resolve minor traffic accidents, make arrests, or conduct light crowd control, level II incidents require the assistance of three or more officers. They usually involve several agencies and may cross jurisdictional boundaries. Examples include collisions that results in road closures or evacuations, and level III incidents involve three or more officers from multiple shifts, require support from other bureaus, districts, or agencies, and demand a significant response to contain, control, and recover from the emergency. Bombings and riots represent two types of Level III incidents† (â€Å"Incident Command Systems for Law Enforcement,† 2013). The Incident Command System is a straightforward yet exceedingly efficient technique of getting ready for critical incidents. It endorses a synchronized reaction to emergencies. It is an suitable resource because it provides a middle point for communication, authority, and control. Training is important because it trains the responders on what to expect. Careful Thorough record keeping keeps investigations on the right path and makes available an easy way to assess agencies’ response. At any given time, police somewhere in the world are organizing the on-scene actions of an emergency. Labor, facilities, equipment, and communication are among the countless issues they must consider to alleviate and control such incidents. When seconds count, Incident Command Systems let agencies handle emergencies promptly and assertively. References FEMA, 1999, Incident Command System for Emergency Medical Services, Student Manual. United States Fire Administration National Fire Academy. Fire Service Operations. (2008). Fire and Rescue Manual, 2(), . https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/7643/incidentcommand.pdf. Incident Command Systems for Law Enforcement. (2013). In Free dictionary. Retrieved from http://www.thefreelibrary.com/Incident+Command+Systems+for+Law+Enforcement.-a054061498 OSHA. (n.d.). Incident Command System. Retrieved from http://www.osha.gov/SLTC/etools/ics/what_is_ics.html

Overview of Crime of Accessory

The charge of accessory can be brought against anyone who helps someone else commit a crime, but who does not participate in the actual commission of the crime. There are various ways an accessory can help the criminal, including emotional or financial assistance, as well as physical assistance or concealment. Accessory Before the Fact If you know someone who is planning to commit a crime and you do anything to help (plan the crime, loan them money or tools, encourage them to commit the crime, or even just give advice) you can be charged with accessory before the fact. For example, Mark worked in a building that his friend Tom was planning to rob. Mark provided Tom with the security code to access the building without setting off the security alarm in exchange for $500.  Mark could be charged with accessory before the fact, whether or not Mark committed the crime, for the following reason: 1)  Mark was aware that a crime was being planned and did not report it to the police. 2)  Mark encouraged Tom to do the crime by providing him with a way to do it that would lessen his chances of getting caught by the police. 3)  Mark received payment in exchange for the security code. Accessory After the Fact Likewise, if you know someone who has already committed a crime and you do anything to help (such as give them a place to hide or help them destroy evidence) you can be charged with accessory after the fact. For example, Fred and Sally decided to rob a restaurant. Fred went into the restaurant to rob it while Sally waited in the getaway car. After robbing the restaurant, Fred and Sally went to Kathy’s house and asked her if they could hide their car in her garage and stay with her for three days to help avoid being arrested. Kathy agreed in exchange for $500. When the three were arrested, Fred and Sally were charged as the principals  (the persons who actually commit the crime) and Kathy was charged as an accessory after the fact. The prosecutor could prove an accessory after the fact because: 1)  Kathy knew that Fred and Sally robbed the restaurant 2)  Kathy sheltered Fred and Sally with the intent to help them avoid arrest 3)  Kathy helped Fred and Sally avoid arrest so that she could profit from their crime Proving Accessory After the Fact Prosecutors must prove the following elements to prove accessory after the fact: A  crime  was committed by a principal.The defendant knew that the principal: (1) Committed the crime. (2) Was charged with the crime, or (3) Was convicted of the crime. After the crime was committed, the defendant either helped to  conceal or  aid the principal.The defendant assisted the principal with the  intent  that he/she avoid or escape from arrest, trial, conviction, or punishment. Defense Strategies for Charges of Accessory to a Crime On behalf of their client, defense lawyers can fight charges of accessory to a crime in many ways depending on the circumstances, but some of the more common strategies include: 1)  No knowledge of the crime For example, if Joe robbed a restaurant and then went to Tom’s house and told him he needed a place to stay because he was evicted from his apartment and Tom allowed Joe to stay, Tom could not be found guilty of accessory after the fact, because he had no knowledge that Joe had committed a crime or that he was trying to hide from the police. 2)  No Intent A prosecutor must prove that the actions of a person charged with being an accessory to a crime did so with the intent to help the principal avoid arrest, trial, conviction, or punishment. For example, Jane’s boyfriend Tom called her and told her that his truck broke down and that he needed a ride. They agreed that Jane would pick him up in 30 minutes in front of the convenience store. As Jane approached the store, Tom waved her down from an alleyway near the store. She pulled over, Tom jumped in and Jane drove away. Tom was later arrested for robbing the conveyance store and Jane was arrested for being accessory because she drove him from the scene. But since the prosecutors could not prove that Jane had any knowledge that Tom had just committed a crime, she was found innocent of the charges. The prosecutors tried to prove that Jane must have known about the theft because Tom had a history of robbing convenience stores. However, the fact that Tom had been arrested multiple times for a similar crime was not enough to prove that Jane had any knowledge that Tom had just committed a crime when she went to pick him up; therefore they were unable to prove intent.

The Role Of Talent Development Programme ( Tdp ) - 1716 Words

DEVELOPING COACHING AND MENTORING Student’s Name The Name of the Class (Course) Professor (Tutor) The Name of the School (University) The City and State where it is located The Date Introduction Developing talents is one of the vital ways of assuring an organization to have leaders it will require for a strong future and easy transition of power. Talent Development Programme (TDP) is a plan that is targeting to improve talents by providing intensive, extra-curricular opportunities for training leadership and problem-solving skills in addressing real world concerns, such as diversity, sustainability, integration or financial regulation (Bailey Morley, 2006, p. 214). TDP activities include seminars by academic or financiers and debates with industrialists or politicians. Students can attend training from a field expert and then organize a follow-up activity. Contemporary companies are turning to mentoring and coaching programs for talent development. These programs tap the value of the internal employee resources in developing other, which saves cost, time, and boosts overall employee satisfaction. Coaching helps an employee to get the best performance from thems elves – the potential that was already there. Mentoring works alongside coaching and it helps to prepare someone moving to a new role, working in a different or new environment, taking on new responsibilities, or building confidence to develop career further. Proposed Talent Development ProgrammeShow MoreRelatedTalent Identification Essay1213 Words   |  5 Pageschance to become great. There are talent identification programs (TIP) which aim to find the future star athletes. Scientists have researched ways to improve such programs and also to introduce new ways of going about recognizing talent. The way most TIP work is that they seek out early adolescent children, some as early as 6, but most between 8-12 years of age (Vaeyens 1368). The factors considered by many TIP programs are: â€Å"height, weight, muscular development, body fat, aerobic capacity, anaerobicRead MoreEmployees Training and Development in Banking Sector12573 Words   |  51 Pages1.Introduction Of Employee Training amp; HR Development You are a DIY person and you want to find out everything about starting and operating a business. There are so many resources out there and you are overwhelmed by the amount of information you need to absorb. Besides, which sources are reliable? After you swim through a sea of â€Å"useful† tips, how do you put them into action? The quality of employees and their development through training and education are major factors in determiningRead MoreMost Basic and Frequently Asked Interview Questions and Answers10148 Words   |  41 Pagesyour college days. 9. Can u explain about Child labour/Corruption/Poverty? 10. Why do you want to leave your current job? 11. Describe the movie you have seen recently. 12. Tell me about a memorable/happiest/saddest day in your life. 13. Who is your role model, and why? 14. What is your favourite colour? Talk about it. 15. What will you do if you are not selected today? 16. What do you consider to be the important element of teamwork? 17. Tell me something about your favourite movie? 18. Who is your

Essay about Literary Technique in Mary Shelleys Frankenstein

Mary Shelley genially wrote Frankenstein. A book that has been re-told a countless number of times, a story that almost every child heard as they grew up, becoming almost an American tradition. Various aspects of the story even though fiction were reflections of Mary Shelley’s personal life. Shelley uses tragic and shocking events to develop her characters. The symbolism she uses is that of what happens in the world at all times, mirror images of our true society. Shelley’s writing was odd for her time period. Mary Shelley was the daughter of famous authors. Mary Wollstonecraft was one of the first feminists which reflect somewhat in her female characters. Growing up in Europe it was only natural she base the book about somewhere she†¦show more content†¦Ã¢â‚¬Å"I am by no means indifferent to the manner in which whatever moral tendencies exist in the sentiments or characters it contains shall affect the reader†¦. † (2). The Monster serves as a perfect foil to Frankenstein. Making one almost feel pity for Frankenstein, when in reality Frankenstein deserves nothing less than what he receives. Mary Shelley has perfectly executed the purpose of the Monster as a foil, as Miguel Cervantes uses Sancho Panza for Don Quixote De La Mancha. Their are many likes, as their are differences between Frankenstein and the Monster. In creating the Monster Victor Frankenstein tried to portray the role of God, in which he inevitably wanted the Monster to think as he did. In the short time that the monster lived its life resembled that of Victors in certain aspects. They both were isolated from society either by choice of forced. The Monster due to his lurid appearance was thrust into a hovel. Victor had a very unique outlook on the world, secluding himself so that he could create the Monster. Loneliness for both Victor and the Monster affected their lives greatly. Elizabeth was what gave meaning to Victor’s sad life, at any point of depression he just thought of her. The De Laceys were a family that in a parallel form were related to the Monster, both were outcasts of societies. The tragedy of both the De Laceys and the Monster came to be over good intentions. â€Å"God in pity made man beautifulShow MoreRelatedMary Shelleys Frankenstein1689 Words   |  7 PagesGreat Expectations Fathers and Son, Franke nstein. The novel I have chosen to discuss is Frankenstein. Written in 1818 by Mary Shelley, Frankenstein is classified as a gothic novel, however, Shelly uses both realist and non-realist techniques. I will be looking at her reasons for writing the novel and what influenced her, as well as the realist and non-realist techniques used. I will be looking at some of the contemporary social issues that affected Shelley’s life at the time she wrote her novelRead MoreFrankenstein Analysis Essay1252 Words   |  6 PagesKade Gilbert Mrs. Shelley Wisener ENGL 2321: Frankenstein Analysis Essay 2 October 2017 Mary Shelley’s Journal The human brain while complex, initiating every impulse that controls the body, can be simplified. Simple things such as memories, beliefs, or passions can define the decisions that a person makes. The impulses of humanity may cloud a person’s logic, while each person’s logic, in turn, may affect the impulses of humanity. Mary Shelley’s Frankenstein is overflowing with emotionally based decisionsRead MoreTension and Dread in Chapter V2414 Words   |  10 PagesHow does Mary Shelley use elements of the Gothic in Chapter 5 to create an atmosphere of tension and dread? Victor Frankenstein is an obsessed scientist who is trying to make a living human being out of dead body parts. 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However, it asserts Shelley’s belief that, â€Å"Nought may endure but Mutability.† Shelley demonstrates this idea by using various literary devices, diction, and a sombre tone which is reflected through his choice of writing in the lyric form. ‘Mutability’ was written at a time when Shelley experienced significant life changing events; January 1816 saw the birth of his first child to Mary ShelleyRead MoreMary Shelley1066 Words   |  5 PagesMary Shelley was born on August 30, 1797, becoming a distinguished, though often neglected, literary figure during the Romanticism Era. Mary was the only child of Mary Wollstonecraft, a famous feminist, but after her birth, Wollstonecraft passed away (Harris). Similar to Mary’s book Frankenstein, both her and Victor’s mothers die when they are at a very young age. 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The author of this masterpiece is Mary Shelley; her complicated life influenced her to write Frankenstein. Most wonder why Mary Shelley chose to write Frankenstein and what influenced her. Mary Shelley’s early life was challenging and it had an impact on her writing. Her trip to Scotland changed her morals and love life inclined the events within her novel. World events within Mary Shelley’sRead MoreEssay on Frankenstein: Development through Romanticism1614 Words   |  7 Pages Mary Shelly’s Frankenstein is a Gothic and Romantic novel written in the early 1800s. The novel opens with Captain Robert Walton as he is sailing on his ship on the search for new and undiscovered territory. During his exploration, Robert’s ship becomes trapped in ice, and he encounters Victor Frankenstein, who looks miserable. When Robert begins to talk to Victor, Victor starts to explain his life story, which ends up being a complete tragedy. Victor tells Robert of his desire to discover theRead MoreEssay on Comparison: Frankenstein The Rime of the Ancient Mariner1680 Words   |  7 PagesWilliam Blake or Percy Bysshe Shelley seen themselves with the capacity of not only write about usual life, but also of man’s ultimate fate in an uncertain world. Furthermore, they all declared their belief in the natural goodness of man and his future. Mary Shelley is a good example, since she questioned the redemption through the union of the human consciousness with the supernatural. Even though this movement was well known, none of the British writers in fact acknowledged belonging to it; â€Å".†1 ButRead MoreTheme Of Baptism In Mary Shelleys Frankenstein964 Words   |  4 Pagesturned good by their faith and by society. Mary Shelley, however, portrays the opposite in her novel through the use of literary devices. Throughout Shelley’s novel, Frankenstein, she uses shifts in point of view to develop the theme that people are born good but are then turned evil by society. By changing the point of view in Frankenstein, Shelley shows that the creature is turned evil by those that surround him in society. She begins by using Frankenstein as a narrator, which illustrates his rejection

Performance and Rewards Management Samples for Students †MyAssignme

Question: Discuss about the Performance and Rewards Management. Answer: Summary of what was done As part of the weeks work, I learnt various issues based on determining the structure of a remuneration and performance system, with regards to person and job consideration. It also focuses on determining the structure of a remuneration and performance system, with regards to external considerations, including legislation. The reflection also explores the benefits, recognition schemes, as well as individual rewards. In my view, the areas identified forms that major part of performance and rewards systems in an organization. Basically, rewards systems comprise of systems such as monetary payments and working conditions that employees, seem to receive as part of their jobs. New Learning I learnt about the structure of remuneration and performance system that emphasize on person and job considerations. Essentially, organizations usually deploy skilled based pay or competency-based pay. Basically, a skilled based pay refers to employee compensation system whereby workers are rewarded with additional pay in exchange of their skills, competencies, or expertise. It is an acquired and observable skill and expertise that an individual has to be able to perform a particular task. I learnt that in the skill-based systems, workers will be eligible for additional pay after showing their skills, knowledge, and the competencies, which will be rewarded by the system (Boyett Boyett 2004, p. 4). Therefore, I agree with the view that designing a skill based pay cannot be achieved by imitating another system. However, much can be learned by exploring what has been achieved by other organizations and a better understanding of the variables and principles that are fundamental in the design of a skill based pay system. The main reason why organizations implement the skill based system is to promote learning. However, it should be noted that it is not the only approach that is available to compensate workers, but the best approach to promote organizational learning. Therefore, skill based pay differs from other employee pay systems, because it focuses on the skills and differences in a system of rates of pay, especially for all categories of workers. A such, it is person based pay which rewards a person on merit, and the pay progression is directly linked to individual skills and competencies. I leant that to design a skilled based pay, the system should be underpinned for various opportunities that are available to employees for training, which is very important for an organization. Thus, when introducing a skilled based pay, there are several steps that must be followed with several issues to be addressed (Canavan 2008, p. 22). The most important step is to ensure that the skills requirement is available. In addition, resources must also be available for the system to succeed. Further, individual jobs should be categorized in families on the basis of the similarity in the skills needs. In addition, the skills in each family should be able to perform the jobs that should be analyzed. Further, a process should be developed to describe, certify, and value the skills, and price them. The process should be assessed, accredited, and eventually reward workers for their skills. The other fundamental aspect I learnt is what consider when designing a skill based pay system is its implementation. Therefore, when designing a specific implementation plan, it is necessary to involve communication will all stakeholders and focus on the implementation plan. However, the main benefit of the system is that it increases the average hourly rates. On the other hand, the skilled based system results into lower labor costs. Therefore, it is very critical for businesses to consider adopting the skilled based system and whether better results will be more likely. The other approach that is used by organizations to reward employees is the competency based pay. Basically, firms prefer to use the competency based pay approach based on the skills, as well as experiences in the workplace (Adams 2010, p. 17. It is a structure that is deployed to motivate workers to get inspired, and develop on their skills and competencies and also to apply them, based on the job position or title (Homan 2009, p. 290). It is an important pay structure because the motivated get promotions from their current positions. However, it is necessary to note that the employees are not paid based on the virtue of the positions they hold in the organization, but rather because of their competency. Thus, a competency base structure can be developed for any organizational level, or a specific job role or function or for the entire organization. However, when an organization is going to reward workers for a particular competency, then it must have a measure of such employee comp etencies (Suff 2011, p. 2). Thus, there are several factors that have t be taken into consideration when an organization seeks to fully integrate a competency based pay. It is necessary to have employee performance appraisal process and manager should be trained and be ready to measure the competencies. In addition, the staff should be made aware of the requirements and show them, with regards to their performance appraisals. Notably, competency based systems are determined by performance indicators, and should be quantified through employee interviews or surveys. The system is beneficial because it enables employees to develop their skills on the basis of their experiences and competencies. However, the drawback is that the system is not easy to manage, especially the expectations of the employees. Personal Reflection This is an important area on employee rewards system is remuneration, governance, and the gender executive pay gap in organizations. Thus, the week five discussion focuses on the regulated remuneration cycle, key aspects of the regulatory framework. It also focused on the gender pay gap, relevant legislation to deal with pay inequity, as well as the key findings from the 2016 workplace gender equality agency. Basically, remuneration practice is the actual practice of companies and individual executives in relation to remuneration. It comprise of setting the organizational remuneration policy, writing the remuneration contract, execution of the contract, as well as the final termination of the contract. Basically, remuneration policies are very critical to the delivery of an organizations business strategy and to motivate and mobilize staff to achieve the valued organizational goals. Remuneration plays a fundamental role in increasing the demand for skilled labor. Further remuneration policies used by organizations, are perceived to have a sustained competitive advantage as it makes key employees to keep working in their workplaces, hence reducing employment costs (Amabile 2005, p. 128). I understood that a remuneration disclosure is conducted annually through a remuneration report together with adhoc disclosures that are related ro the remuneration such as company loans. On the other hand, engagement remuneration is that which occurs between the company and the shareholders in remuneration. On the other hand, voting on remuneration refers to the annual advisory vote on organizations remuneration report combined with all kinds of remuneration, as well as related resolutions (Altonji Rebecca 2014, p. 3147). However, with regards to all aspects of remuneration, it is a fundamental aspect, that is used to define employees standards of living. It involves the salaries, benefits, as well as other perks, that are used by organizations to govern the decisions that individuals make (Andrews George 2009, p. 500). In my view, remuneration is important to employees, since it is considered as one of the significant costs they face. Further, remunerations are a major considerat ion for employees to run an effective organization. I also learnt that the key aspects of the organizations remuneration framework. In essence, there are four activities that are involved in the remuneration cycle. These comprise of the remuneration practice, engagement, and voting (Barber Terrance 2008, p. 267). Apparently, it is necessary to understand that each of these activities is regulated to some extent. In addition, there are specific rules that are used in the regulation of the activities and to facilitate the rules. However, there are certain rules that are mandatory whereas others are considered to be voluntary with different consequences attached to them. In order to engage in the best organizational practices, there are certain regulations that govern corporations, which seeks to regulate key aspects of executive remuneration. As such, the main aim of the regulations is to provide disclosure to the executive compensation through listed firms, which form part of the financial reporting process (Barnard 2010, p. 14). In a ddition, it is also necessary to note that the legislation may also specify the duties of the executives, which may be owed to them in common law and equity. The other interesting part discussed during the course is leadership in the private sector (Ledford 2008). As a matter of fact, women represent a higher percentage of degree qualified workers. I understood that the current trends show that women represent a very small percentage of the MBA graduated. However, the number of female CEO;s in the private sector is relatively small. As a matter of fact, top women CEOs is an area that has received very little attention, because the areas has been understudied (Barney 2009, p. 1234). As a matter of fact, women participation in the seniormanagement positions may have a downside, because they tend to be less effective or simply dislike the competitive environments, such as those that are most likely found in the executive suite of many organizations. Some researchers also believe that diversity may also contribute to the diversity of opinion as a result of political or social pressure (Barney 2006, p. 100). In my view, in a competitive and efficient labor market environment, it is important to ensure that the right individuals always get the right position, which suggests that the participation of women in executive jobs would not have any observable effect. As such, this has been attributed to the gender pay gap, which is usually caused by various factors. For instance, in most organizations, mentoring is considered to more critical for the female progressions compared especially in terms of building leadership and self confidence (Barney Edward 2005, p. 4). I support the view that women also still require to move more often to obtain promotion status but should have to wait for some considerable duration in order to be promoted. Therefore, in order to deal with the gender gap, it is necessary to focus on gender pay equity, which is a situation where both men and women receive equal pay based on their work. In real terms, the gender pay equity ensure that men and women performing the same tasks are paid equally. In my view, employee benefits focused on understanding the requirements the requirements for a sound plan. In my view employee benefits is becoming more important for organizations, especially with regards to compensation. However, based on many sources reviewed, many organizations differ significantly in what they include in their definition or employee benefits (Rosenbloom 2005, p. 11). For instance, some of the definitions focus on legally required benefits whereas others are voluntary (Mannion, 2004, p. 6). Nonetheless, the variations in the definition do not provide an organization with the best way to define employee benefits. In the lecture discussion, I observed that the underlying nature of employee benefits comprise of employee retention, satisfaction, and wellbeing. In addition, it also focuses on diversitymanagement and legal compliance, as well as employee engagement or commitment (United States United States 2008, p. 12). In general terms, employee benefits comprise of the monetary rewards, which are not paid directly to the employees, but may also comprise of other non-financial rewards, such as having an office with good furnishings (Beam MacFadden 2001, p. 7). However, the right combinations of employee benefits can enable a company to achieve its strategic objectives. Action to be Taken As a result of the lessons leant, I will be able to use my knowledge provides to provide better employee rewards and compensation, covering remuneration and employee benefits. I believe that when organizations put in place the best mechanisms and implement the most sound pay, remuneration, as well as employee benefits, they will be satisfied and in the long run contribute to the success of the organization. Learning Style I found that the issues leant in the course and the theories on performance and rewardsmanagement are vital to business and will do my best to implement them at the work place. In addition, I wish that the topic of performance and rewardsmanagement should be discussed both in class at organizational meeting. In general, this is a very interesting topic. References Adams K 2010, Re-thinking competency-based pay: ICL, Competency Emotional Intelligence Quarterly, Vol. 6, No. 1, pp. 16-19. Altonji, J G Rebecca M. B 2014, Race and Gender in the Labor Market, in Handbook of Labor Economics, Vol. 3c, Orley Ashenfelter and David Card (Eds), Amsterdam: North Holland, pp. 3143-3259. Amabile, T M 2005, A Model of Creativity and Innovation in Organizations, in Research in Organizational Behavior, Barry M. Staw and L. L. Cummings (Eds), JAI Press, pp. 123-167. Andrews, FM George F F 2009, Supervisory Practices and Innovation in Scientific Teams, Personnel Psychology, pp. 497-515. Barber, B M Terrance O, 2008Boys Will Be Boys: Gender, Overconfidence, and Common Stock Investment, Quarterly Journal of Economics, 116 (1), pp. 261- 292. Barnard, C I 2010, The Functions of the Executive, Harvard University Press, Cambridge. Barney, J 2009,Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?, Academy of Management Review, 11 (3), pp. 656-665. Barney, J 2007 Strategic Factor Markets: Expectations, Luck, and Business Strategy, Management Science, 32 (10), pp. 1231-1241. Barney, J B Edward J Z 2005 Competitive Organizational Behavior: Towards an Organizationally-Based Theory of Competitive Advantage, Strategic Management Journal, 15, pp. 5-9. Barney, J, 2006, Firm Resources and Sustained Competitive Advantage, Journal of Management, 17 (1), pp. 99-120. Beam, B. T., MacFadden, J. J 2001,Employee benefits. Chicago, Ill: Real Estate Education Co. Boyett, J.H., Boyett, J.T. 2004, The Skills Based Pay Design Manual. Lincoln NE: ASJA Press. Canavan, J 2008, Overcoming the challenge of aligning skill?based pay levels to the external market. WorldatWork Journal, 17(1), 18?25. Homan G2009, Skills and competency-based pay, Strategic Reward Systems, Thorpe and Homan (eds), pp. 287-301 Ledford, G 2008, Factors Affecting the Long?term Success of Skill?based Pay. WorldatWork Journal, 17(1), 6?17. Mannion, L. P. 2004,Employee assistance programs: What works and what doesn't. Westport, Conn: Praeger. Rosenbloom, J. S 2005,The handbook of employee benefits: Design, funding, and administration. New York: McGraw-Hill. Suff P 2011, The new reward agenda, IRS Management Review 22, July. United States. United States 2008,Occupational Outlook Handbook, 2009. New York: Skyhorse Publishing.

Trade Secrets Essays - Intellectual Property Law, Secrecy

Trade Secrets This country's economy thrives on its trade secrets and without them the economy would lack its competitive edge and economic value. The trade secret laws date back to Roman law which punished a person who forced another person to reveal secrets relating to his master's commercial affairs. The current trade secret laws evolved in England during the Industrial Revolution and the first reported trade secret case in the United States was Vickery versus Welch in 1837. In 1979 the National Conference of Commissioners of Uniform State Law imposed the Uniform Trade Secrets Act which has now been adopted by a majority of the states. In previous years these laws have been modified to meet the needs of our growing technological society by incorporating such things as the Invention and Nondisclosure Agreement and intellectual property laws. Trade secret laws protect a company's information that is not publicly known therefore allowing a competitive and economic edge over their competition. Intellectual property violations fall under the trade secret laws which are used to determine if a company or individual has compromised any information of another company or individual. The issue of ownership of intellectual property is not only a legal issue but also an ethical issue that engineers face in their careers. In the case of Vermont Microsystems, Inc. (VMI) versus Autodesk, Inc. the court determined that Autodesk violated the trade secret laws despite the warnings by VMI. In doing this they not only compromised themselves legally and economically but also ethically. Otto Berkes developed a Display List Driver while working for VMI. After completing that project he took a position at Autodesk in the fall of 1991. At that time the president of VMI sent a letter to Autodesk warning that Autodesk should be careful because Berkes was privy to VMI's trade secrets. However, in March of 1992, Berkes lobbied the management of Autodesk to include the display list driver in R12 windows. He then became directly involved in working on the specifications for a prototype of the display list driver. In designing this prototype he used two algorithms, the triangle shading algorithm and the BPS algorithm, that he had developed while working for VMI. Soon after, VMI learned Berkes was working on the development of the display list driver for Autodesk. VMI once again warned Autodesk, via a written notification, that they were at risk of trade secret violation. In October 1992, Autodesk and VMI met to attempt to resolve their differences. VMI offered to transfer all technology to Autodesk for 25.5 million dollars. After receiving VMI's proposal Autodesk considered proposals from other company's in order to replace the display list driver Berkes had developed. Autodesk rejected all proposals including the offer made by VMI and apparently for economic reasons decided to go ahead and ship their current version of the display list driver despite the ethical and legal ramifications. The issue the court had to determine was whether or not trade secret misappropriation occurred. It was VMI's responsibility to prove to the court that a trade secret misappropriation had occurred. In complying with these laws, VMI submitted evidence of eleven instances of trade secret misappropriation. The first instance was the issue of the overall architecture. The courts felt that VMI's next eight instances were incorporated into that of the first instance. In comparing Autodesk and VMI's architecture the variables, parameters, structures, and implementation of management functions of the two software programs were almost, if not, identical. The add-on software that Berkes designed, for both Autodesk and VMI, included the same functions and tools. Everything from the management of bounding boxes to the location of entities was identical. There were such similarities between the design of both company's products that the courts could not help but rule that Autodesk had violated the trade secret laws for the first instance. The last two instances of trade secret misappropriation were the triangle shading and BPS algorithms. The triangle shading algorithm was so close to that of VMI's that one expert witness reported that "the resemblance goes right down to the names of variables, names of macros, and even many of the comments. Another pronounced the algorithms ?identical'" (United State District Court for the District of Vermont 1996, 8). Concerning the BPS algorithm, Berkes filed a counterclaim against VMI, claiming that he was entitled to use BPS algorithm even if VMI has the same technology. He argued that he had developed the software on his own time and was therefore entitled to use it as he pleased. It can be argued that an employee has the right