Business Essays Human Resource Strategic

Business Essays Human Resource Strategic Human Resource Strategic Assignment Theoretical, Conceptual and Empirical Developments in the field of Strategic Human Resource Management Abstract This essay will discuss the theoretical, conceptual and empirical development in the field of strategic human resource management. It is found that the idea of best-fit and best-practices has been popular in the amplification of SHRM. The best-fit school of thought argued that HR strategy will be more effective when it is appropriately integrated with its specific organizational and environmental context. Whereas, the best practices school of thought favours universalism, arguing that all firms will be better off if they identify and adopt ‘best-practice’ in the way they manage people. However, in last 20 years, the resource-based view of the firm has played a pivotal role in the theoretical and conceptual developments in the field of SHRM. The resource-based view of the firm put emphasis on the internal resources of the firm as the source of sustained competitive advantage. These all ideas have important role in the amplification of SHRM field. Further, integration of SHRM ideas and concepts in Japanese MNEs operating in USA, Russia, UK, China and Taiwan has been investigated. Introduction In this era of globalisation and intense competition firms are seeking ways to continuously gain competitive advantage, flexibility and be innovative. It has been argued in literature that efficient and effective human resource’s polices and practices play pivotal role in gaining this competitive advantage and therefore, much emphasis is now on linking organisational strategies to human resource strategies. Strategic human resource management (SHRM) has its foundation in the US in 1980s in the work of the ‘Harvard Group’ (Beer et al., 1984 cited in Truss and Lynda, 1994) and the ‘Michigan/Columbia Group’ (Fomburn et al., 1984 cited in Truss and Lynda, 1994). Before proceeding further to explore the developments in the field of SHRM, some various definitions in the literature which describe the concept of strategic human resource management are as follow: Truss and Gratton (1994) states that SHRM is linking of HRM with strategic goals and objectives of firm to enhance business performance and to develop organisational culture that support innovation and flexibility. Schular and Walker (1970, cited in Truss and Lynda, 1994) states that, human resource strategy is a set of processes and activities jointly shared by human resource and line managers to solve people-related business issues. Wright and McMahan (1992, cited in Wright, 1998) defined SHRM is the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals. In the view of above definitions, strategic human resource management therefore, takes a macro-level perspective (Truss and Lynda, 1994) and contains lot of debate in the literature for the factors influencing the development and implementation of the field of SHRM. Best-fit school of thought: The best-fit school of thought argues that HR strategy will be more effective when it is appropriately integrated with its specific organizational (Horizontal fit) and environmental (Vertical fit) context (Boxall and Purcell, 2000; Wright and McMahan, 1992 cited in Wright, 1998). However, the review of literature reveals that this fit can be better achieved when certain contingency, configurational and contextual factors are taken into account. MartÄ ±Ã‚ ´n-Alca ´zar, Romero-Ferna ´ndez and Sa ´nchez-Gardey, (2005) have grouped the contingency relationships into three generic categories; strategic, organizational and environmental variables. They pointed out that the HR practices that are effectively incorporated (fit) into business strategy would yield high organizational performance (Niniger, 1980; Fombrun et al., 1984; Hax, 1985; Van de Ven and Drazin, 1985; Kerr, 1985; Slocum et al., 1985; Lengnick-Hall and Lengnick-Hall, 1988; Rhodes, 1988a, 1988b; Miller, 1989; Kerr and Jackofsky, 1989; Butler et al., 1991; Cappelli and Singh, 1992; Begin, 1993 cited in MartÄ ±Ã‚ ´n-Alca ´zar et al., 2005). Further, organizational variable such as size, technology, structure (Jones, 1984; Jackson et al., 1989; Jackson and Schuler, 1995 cited in MartÄ ±Ã‚ ´n-Alca ´zar et al., 2005), internal political relationships (Jones, 1984; Pfeffer and Cohen, 1984; Pfeffer and Langton, 1988; Pfeffer and Davis-Blake, 1987; Balkin and Bannister, 1993, Pfeffer, 1987 cited in MartÄ ±Ã‚ ´n-Alca ´zar et al., 2005) and environmental variables such as competition, technological changes, macro-economics and labour (Kanter, 1983, 1989; Warner, 1984; Coates, 1987; Walker, 1988; Schuler and Walker, 1990; Becker and Gerhart, 1996; Boxall, 1998; Jackson and Schuler, cited in MartÄ ±Ã‚ ´n-Alca ´zar et al., 2005), all have influence of HR on organizational strategy. The author further indicated that behavioural theory and resources and capabilities view of the firm foster the development of contingency models. Boxall and Purcell (2000) also elaborated this argument by pointing out that the more realistic model for practice is one in which fit with existing competitive strategy is developed in accordance with flexibility in the range of skill and behaviours, that have the potential to cope with uncertainty and different competitive scenarios in the future and therefore, HR strategy should incorporate firm’s current competitive goals and objectives, by recruiting and motivating people with the sort of skills and motivations required in firm’s competitive sector. In this regard, Guest (1997 cited in Tekeuchi et al., 2003) argued that effective and efficient alignment of HRM practices is able to bring out the synergistic effects on performance’, he referred it â€Å"fit-as-bundle† approach. The second approach which he identified for gaining higher organizational performance through HR is what he called the â€Å"fit-as-gestalt†. The underlying concept of this approach is that, sum of individual HR practices is greater than it parts, the pattern of combinations among HRM practices is additive rather multiplicative and that one key aspect of HRM practice is needed. This argument favours, what SHRM researcher called â€Å"configuration perspective†. According to configuration theory, a firm seeking high performance have to structure whole HRM practices and link each practice to all the others in a systematic manner, so that the system is internally coherent (Tekeuchi et al., 2003; MartÄ ±Ã‚ ´n-Alca ´zar et al., 2005). Whereas the â€Å"contextual theory† authors argued, that to better understand the complexity of the concept of SHRM, one should not only scrutinize the internal working and its effect on business performance but rather also consider the influence on the external and organizational context in which managerial decision are made (Brewster, 1999 cited MartÄ ±Ã‚ ´n-Alca ´zar et al., 2005). Therefore, the underlying idea of contextual approach is to effectively examine the relationship between the SHRM system and its context (MartÄ ±Ã‚ ´n-Alca ´zar et al., 2005). In nutshell, Boxall and Purcell (2000) argued that the best-fit model is one in which HR strategy becomes more effective when it is designed to fit certain critical contingencies in the firm’s specific context. They proposed that configurational models are more capable of identifying the complex interactions involved in business strategy and toward more dynamic theory. Best-Practices school of thought: This school of thought favours universalism, arguing that all firms will achieve high performance, if they identify and adopt ‘best-practice’ in the way they manage people (Boxall and Purcell, 2000). It is recognized that the concept of ‘best practices’ is widely acknowledged by researchers and practitioners (Delery and Doty 1996, 806 cited in Boxall and Purcell, 2000) and there is immense list of argument in the favour of best practices in the literature. Wright, Snell and Dyer (2005) reported that the development of the idea of best-practices came in the mid-1990s when Huselid (1995 cited in Wright et al., 2005) published his study demonstrating a statistically and practically significant relationship between HRM practices and corporate performance. It was also when MacDuffie’s (1995 cited in Wright et al., 2005) industry-focused study illustrated how particular bundles of HR practices, when aligned within an organizational strategy leads to high plant-level performance. Since then, the focus of research is on finding relationship between HRM principles and practices and important organizational goals (Becker and Gerhart, 1996 cited in Wright et al., 2005). Jeffrey Pfeffer (1998 cited in Boxall and Purcell, 2000) identified seven best practices: Employment security. Selective training. Self-managed team or team working. High pay contingent on company performance. Extensive training. Reduction of status differences. Sharing information. However the best practices idea is not short of criticism as Wright et al. (2005) pointed out that most of these developments have come from communities of scholars focusing on their own particular countries or regions, be it the US (e.g. Arthur, 1994; Batt, 1999; Delery and Doty, 1996; Huselid et al., 1997; Youndt et al., 1996 cited in cited in Wright et al., 2005), the UK (e.g. Brewster, 1999; Guest, 1997; Guest et al., 2003; Tyson, 1997 cited in cited in Wright et al., 2005), elsewhere in Europe (e.g. d’Arcimoles, 1997; Lahteenmaki et al., 1998; RodrÄ ±Ã‚ ´guez and Ventura, 2003 cited in cited in Wright et al., 2005) or Asia (e.g. Bae and Lawler, 2000; Lee and Chee, 1996; Lee and Miller, 1999 cited in Wright et al., 2005). SHRM and Resource-based view of the firm: Another, theoretical development in strategic human resource management is its integration with the resource-based view of the firm. Although the field of SHRM does not directly emerge from resource-based view (RBV) of the firm, but to borrow concepts and theories from the broader strategy literature, the integration of the RBV of the firm into the SHRM literature was imminent (Wright et al., 2001). Therefore, two major developments have emerged over the past years. Firstly, the popularity of the RBV within the SHRM literature as a foundation for both theoretical and empirical examination (McMahan, Virick and Wright, 1999 cited in Wright et al., 2001). Secondly, the application and implications of the RBV within the strategy literature have led to an increasing convergence between the field of strategic management and SHRM (Snell, Shadar Wright, 2001 cited in Wright et al., 2001). The RBV proposes that internal organizational resources that are valuable, rare, inimitable, and non-substitutable are a source of sustainable competitive advantage (Barney, 1991). Barney (1991) further argued that firm’s resources can be imperfectly imitable for three reasons: Historical condition (Path dependency): As firm evolve they obtain skills, abilities and resources over the period of time that then become unique to the firm (Barney 1995 cited in Paauwe and Boselie, 2003). Paauwe and Boselie (2003) argued that this is equally true for firm’s human resources who are recruited and trained over the time to be properly embedded in firm’s cultural network. Causal ambiguity: Causal ambiguity exits when the relationship between firm’s resources and competitive advantage is not understood or imperfectly understood by the firm who posses the competitive advantage and most importantly by the competitors . Paauwe and Boselie (2003) argued that the ways employee’s competencies have been formed are subject to thousands of small decision and events in the firms which have contributed to specific pattern of capabilities and hence these patterns are no easily understood by the competitors. Social Complexity: And finally firm’s resources are imperfectly imitable because they are subject to very complex social phenomena that are beyond the ability of the firms to systematically manage and influence. So when the competitive advantage is based on such complex social phenomena then the ability of other firms to imitate these resources is ceased (Barney, 1991). Paauwe and Boselie (2003) pointed out that social complexity exits in HR characteristics such teamwork, interpersonal relationships among managers, cultural traditions, and firm’s networks. Wright et al. (1994 cited in Wright et al., 2001) separate firm’s human resources and HR practices. In applying the concept of value, rareness, inimitable and non-substitutability, they argued that HR practices cannot be the source of firm’s sustainable competitive advantage as HR practices can easily be copied by competitors. Rather they voted in the favour of human capital pool (a highly skilled and highly motivated workforce) as source of sustainable competitive advantage for the firm. They noted that to gain a source of competitive advantage, the human capital pool must have both high level of skill and willingness (i.e. motivation) to exhibit productive behaviour. Opposingly, Lado and Wilson (1994 cited in Wright et al., 2001) argued that HR practices could provide the source of sustainable competitive advantage. There point of view is that HR systems can be unique, causally ambiguous and synergistic in how they enhance firm competencies, and therefore could be inimitable. Snell et al. (1996 cited in cited in Wright et al., 2001) further justify Lado and Wilson point of view and seem it as widely accepted in current SHRM paradigm. Boxall (cited in Wright, 1998) indicates the process through which Human Resource Advantage (HRA) can be developed. He argues that HRA consists of two components: Human resource capital advantage which may provide advantage when firm employs people with higher level of skill than their competitors. Human resource process advantage which can be gain when employees’ relationships and joint problem solving process enable the firm to execute operations more quickly, efficiently and/or effectively. Furthermore, Lepak and Snell (1999 cited in Wright et al., 2001) argued that some employees groups are more instrumental to competitive advantage than others, so they are likely to be managed differently. This may help researchers to recognize that real and valid difference exists in HR practices in organisations and looking for one HR strategy may not help to identify the important differences in the types of human capital available to the firm (cf. Truss Gratton, 1994 cited in Wright et al., 2001). Researchers also have consensus that employee behaviour is an important independent component of SHRM. Unlike, the skills of human capital pool, employee behaviour recognize individuals as cognitive and emotional beings who posses free will and this free will enables the employees to make decisions regarding the behaviour in which they are engage (Wright et al., 2001). MacDuffie (1995 cited in Wright et al., 2001) argued about discretionary behaviour that recognizes that within prescribed organisational roles, employees exhibit discretion that may have positive or negative impact on the firm. Similarly, March and Simon (1958 cited in Wright et al., 2001) recognizes the discretionary behaviour and suggest that competitive advantage can only be gained if the members of human capital pool individually or collectively choose to engage in behaviour that benefits the firm. Based on the above discussion Wright et al. (2001) provide a preliminary framework that suggests core competence, dynamic capabilities, and knowledge serve as a bridge between the emphasis in the strategy literature on who provides sources of competitive advantage and the focus in the HRM literature on the process of attraction, development, motivation, and retention of people. The authors pointed out that the people management systems construct which is actually the focus on HR field that creates value to the extent that they impact the stock, flow, and change of intellectual capital/knowledge that form the basis of core competencies. They further argued in this model that, skill concept should be looked from the broader perspective of the firm strategy and therefore, might be expanded to consider the stock of intellectual capital in the firm, embedded in both people and systems, this stock of human capital consists of human (knowledge, skills, and abilities of the people) social (the valuable relationships among people), and organisational (processes and routines within the firm). The â€Å"behaviour† element within the SHRM literature has been embedded in the flow of knowledge within the firm through its creation, transfer, and integration. The authors have indicated that, this â€Å"knowledge management† behaviour becomes very important as information and knowledge play greater role in firm competitive advantage. It is through the flow of knowledge that firms increase or maintain the stock of intellectual capital. They further propose that core competencies arises from the combination of the firms stock of knowledge (human, social, and organisational capital embedded in both people and systems) and flow of this knowledge through creation, transfer, and integration in a way that is valuable, rare, inimitable, and organized. Finally, the dynamic capability construct represents the processes that the organisation has to cope with, in order to remain competitive. It illustrates the relationship between the workforce and the core competence as it changes overtime. The authors argued that dynamic capability requires changing competencies on the part of both the organization and the people who comprise it. It is facilitated by people management systems that promote the change of both the stock and flow of knowledge within the firm that enable a firm to constantly renew its core competencies. This frame work developed by Wright et al. (2001) is an important development in SHRM literature; however its application in real world scenario is subject to empirical testing. SHRM in Japanese Multinational in USA, Russia, UK, China and Taiwan: To further investigate the issue in the real world scenario, this essay will look into the matter of SHRM integration in Japanese multinational companies operating in USA, UK, Russia, China and Taiwan. This discussion is based on the empirical research conducted by Park, Mitsuhashi, Fey and Bjo ¨rkman (2003) on fifty two Japanese multinational corporation operating in USA and Russia, Basu and Miroshnik (1999) case study of Nisan and Toyota (Japanese automobile companies) operating in UK and Takeuchi, Wakabayashi and Chen (2003) study of 286 Japanese affiliates operating in Mainland China and Taiwan. Japanese manufacturing organisations have made a lot of inroads in overseas production bases. The successes of their enterprises have raised interests on the system of production and organisation peculiar to the Japanese business firms (Wickens, 1987; Suzaki, 1987 cited in Basu and Miroshnik, 1999). Japanese system of management is a complete philosophy of organisation which can affect every part of the enterprise (Ohno, 1978; Nohara, 1985 cited in Basu and Miroshnik, 1999). The empirical research done by the authors, mentioned above to investigate the issue of HRM strategy and firm performance in Japanese MNEs is subject to the idea of best HR practices. However, some interesting facts come into attention with the previous discussion of best-fit, best-practices and resource-based view of the firm which would be discussed below. The Japanese MNEs have maintained their own management styles in overseas operations and despite of cultural difference, environment impact, and local labour market conditions these MNEs have adopted the best practices idea and tried to coordinate the HRM policies and practices between their overseas subsidiaries and parent headquarters. The Japanese philosophy of continuous improvement, zero defect, just-in-time method of delivery, team based problem solving practices (Quality circles, management by objectives, kaizen (suggestion and improvement)), long-term commitment, in-company welfare system, extensive training for skill development, performance based rewards, decentralised responsibilities, vertical information systems are at the heart of their management strategy . And this style of management has not only proved to be successful for Japanese MNEs but it has forced other local companies to adopt Japanese styles of management for increased organizational performance. The concept of team working through quality circles and management by objectives (MBO) are the important components to manage the human resources of the firm and bring them in align with company strategic goals to achieve higher performance. Employees through quality circle teams can put forward their suggestions, and then feedback is given to employees for their suggestion and there are also rewards for employees. This foster employee’s motivation and give them the sense of involvement. It does not only ends here, as the concept of quality circle is also important for organizational learning, as the members of quality circle comes from every department of the organization and share their knowledge and information, this helps in creating new skills and attitudes that can help to attain the company goals. Zero defect policy refers to the fact that instead of individual parts the whole process is controlled and quality is insured through process instead of inspection. Therefore, employees are given extensive on the job and off the job training not only for specific but rather multiple operations of the firm. This refers to the fact of upskilling of employees. The long term commitment and performance based rewards helps to ensure employee retention and continuous commitment towards the firm’s objectives, this refers to the fact that the valuable and rare skills of the employee’s that have been developed over the period of time and are integrated into firm’s HR systems should not be imitable and substitutable. The above discussion points out, that these Japanese MNEs’ HR systems are some what in coherence with the framework developed by Wright et al. (2001). As it is obvious from above discussion that the people management systems of Japanese overseas subsidiaries are continuously maintaining their stock of intellectual capital both embedded in people and systems of the company i.e. through extensive training, performance based rewards, concept of continuous improvement etc. And the concept of team working through quality circles and MBO is fostering learning in Japanese organization and this valuable knowledge and skills that employees developed is retained by the policy of long-term commitment and in-company welfare system,decentralised responsibilitieswhich all help to develop employee’s behaviour and attitudes for high commitment and hence increased organizational performance. It is also observed that these patterns of HR practice is quite relevant to our earlier discussion of best practices in which we refer to the seven practices identified by Jeffrey Pfeffer (1998 cited in Wright et al., 2001). Conclusion: The empirical research done in the field of SHRM to investigate the issue of strategic HRM and its impact on performance of Japanese MNEs is only based on finding relationship between HR practices (configurational perspective) of the firm and their impact on organizational performance. The concepts of dynamic capabilities, core competencies, organizational learning are gaining popularity in strategic literature and as argued by Wright et al., 2001 are the important source of gaining sustained competitive advantage. Therefore, the future empirical research should incorporate these concepts to investigate the issue of integration of HR into firm’s strategy. Secondly the above research also lack the evidence of how these Japanese MNEs incorporate the local market, government regulations, cultural impact that can have influence on HR strategies of these firms. In the view of above theoretical developments in the literature it can be proposed that the firms who seek high performance and want to gain competitive edge over their competitors should device their HR policies and practices that develop skills, attitudes and behaviours of the employees in such a way that are valuable, rare, imperfectly imitable and non-substitutable in the firm’s same line of business, organizational learning is an important component in developing up these characteristics and therefore, firms should develop up knowledge management systems incorporated into their HR strategy to foster organizational learning that would have positive impact on firm’s performance. References: Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management. 17, 1, 99-120. Basu, D.R. and Miroshnik, V. (1999). Strategic human resource management of Japanese multinationals A case study of Japanese multinational companies in the UK. The Journal of Management Development. 18, 9, 714-732. Boxall, P. and Purcell, J. (2000). Strategic human resource management: where have we come from and where should we be going?. International Journal of Management Reviews. 2, 2, 183-203. MartÄ ±Ã‚ ´n-Alca ´zar, F., Romero-Ferna ´ndez, P.M. and Sa ´nchez-Gardey, G. (2005). Strategic human resource management: integrating the universalistic, contingent, configurational and contextual perspectives. The International Journal of Human Resource Management. 16, 5, 633-659. Paauwe, J. and Boselie, P. (2003). Challenging ‘strategic HRM’ and the relevance of the institutional setting. Human Resource Management Journal. 13, 3, 56-70. Park, H.J., Mitsuhashi, H., Fey, C.F. and Bjo ¨rkman, I. (2003). The effect of human resource management practices on Japanese MNC subsidiary performance: a partial mediating model. The International Journal of Human Resource Management. 14, 8, 1391-1406. Takeuchi, N., Wakabayashi, M. and Chen, Z. (2003). The strategic HRM configuration for competitive advantage: Evidence from Japanese firms in China and Taiwan. Asia Pacific Journal of Management. 20, 4, 447-480. Truss, C. and Gratton, L. (1994). Strategic human resource management: a conceptual approach. The International Journal of Human Resource Management. 5, 3, 663-686. Wright, P.M. (1998). Introduction: Strategic human resource management research in the 21st century. Human Resource Management Review. 8, 3, 187-191. Wright, P., Dunford, B. and Snell, S. (2001). Human resources and the resource based view of the firm. Journal of Management. 27, 6, 701 -721. Wright, P.M., Snell, S.A. and Dyer, L. (2005). New models of strategic HRM in a global context. The International Journal of Human Resource Management. 16, 6, 875-881. Bibliography: Lepak, D.P. and Snell, S.A. (1998). Virtual HR: Strategic human resource management in 21st century. Human Resource Management Review. 8, 3, 215-234. Lundy, O. (1994). From personnel management to strategic human resource management. The International Journal of Human Resource Management. 5, 3, 687-720. Mabey, C., Salaman, G. and Storey, J. (1998). Human Resource Management A Strategic Introduction (2nd Edition). Massachusetts: Blackwell Publishers Inc.

How to Deal with Disagreements Between Children and Young People Essay

Dealing with conflicts with children can be challenging. Young children get very emotional and are often crying. Especially children in Infants years, the smallest thing can cause a disagreement, usually in the playground over toys. I find the best way to deal with conflicts is to be calm and get each child to explain what happened, this shows you are not taking sides and you are listening to both, explain the difference in right and wrong. Try to make them understand if they were put in the same position, how they would feel and get them to apologise. Also, younger children, especially those who may be an only child find it harder to share. This is another issue affecting disagreements in this age group. For example, during art class, sharing colours, some children don’t have the patience to wait for their turn; this causes little conflicts amongst children. So I try to explain to them that they should be patient, be considerate of others and wait for their turn. Whereas with young people you need to have a different strategy in order to deal with disagreements. This age group are strong willed and most will have their own views and ideas. They are more independent and have their individual personalities hence will clash more. They should be encouraged to discuss the issue and come to a mutual agreement. Learning to accept others views and opinions and to respect this. Adults should give young people the opportunity to resolves issues themselves and intervene only when needed. I feel when dealing with young people, you need to be able to listen to them, let them explain the issue before jumping in giving them your view. If the matter is discussed, they will realise for themselves what is the right answer.

Fraud, Deceptions, and Downright Lies About Intermediate Level Essay Topics Exposed

Fraud, Deceptions, and Downright Lies About Intermediate Level Essay Topics Exposed You may find there's a compelling argument for learning another language after all! The Study Problem must meet with the deadline picking a topic that's compelling enough to sustain additional study is crucial. Selecting a great topic for your essay is among the most crucial and frequently tricky parts for many students. Following are a few of the advised sociology essay topic for those students that are unable to decide on a great topic for their assignment. Since you can see, lots of the topics listed are new and tackle the present issues happening in the World today. There's a remarkable solution to your issue! If you can select the problem by yourself, it's possible to develop the issue of interest! Among the most prevalent issues in our world today is the matter of deforestation. 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Understand Physical disability Essay - 1189 Words

Unit 32 Understand physical Disability 1. Understand the importance of differentiating between the individual and the disability. 1.1 Explain why it is important to recognize and value an individual as a person It is important because each person deserves respect and each person has their own individual needs. Not every person is the same, and treating a person in the exact same way as everyone else may not be the best way to help show that persons individuality. 1.2 Describe the importance of recognising and individuals strengths and abilities Helps to recognise what methods or ways are best suited to help that person. And where further help is needed to help teach or to use their strengths and abilities in which will†¦show more content†¦Not giving equal opportunities or discrimination. 3.3 Describe steps that can be taken to challenge and change discriminatory attitudes Educating people on their ignorance can be helpful. Although it is hard to change someone’s opinion if that is how they already think. Starting young – educating children at an earlier age while still in school regarding the issues around discrimination. Never ignoring this behaviour, challenge it and try and make that person aware of the damage they could be causing, if within a work place raise the issue with your line manager. 3.4 Describe the impact of disability legislation on community attitudes and practices Legislation ensures support is put in place to help with financial and physical needs. Helps ensure action is taken against people who discriminate others. Helps to recognise a person’s disability and ensures they have access to the same resources and activities that a person without disabilities has access to. Also makes it against the law to discriminate against people with a disability. 3.5 Describe the effects that having a physical disability can have on a person’s day to day life Can result in people getting mental health problems or anxiety, loss of freedom or independence. People could become frustrated or angry at having to rely on other people. Practical problems, such as transport, choice of activities, or accessing building. Loss of selfShow MoreRelatedUnderstand Physical Disability1779 Words   |  8 Pagesï » ¿UNIT 34: UNDERSTAND PHYSICAL DISABILITY – LEARNING OUTCOME 2 2.1 Define the term â€Å"physical disability† Physical disability pertains to  total  or  partial loss  of a person’s bodily functions (e.g. walking, gross motor skills, bladder control etc) and  total  or  partial loss  of a part of the body (e.g. a person with an amputation). Simply stated, a  physical disability  is any type of physical condition that significantly impacts one or more major life activities. That is a pretty broad definition, butRead MoreUnderstand Physical Disability Essay1733 Words   |  7 PagesUnit 29 Understand Physical Disability Understand the importance of differentiating between the individual and the disability 1.1 Explain the importance of recognising the centrality of the individual rather than the disability It is important you recognise the individuality of the person to help boost their confidence and self-esteem and make sure you arent labelling them. If you were to label them you would forget their individuality and start thinking they cant do something becauseRead MorePhysical Diversity in the Workplace Essay1445 Words   |  6 PagesRunning head: Physical Diversity in the Workplace Physical Diversity Claim A physical disability is one type of diversity in the workplace because it can cause harassment, discrimination, and occupational hazards. Physical diversity in the Workplace . 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The Salem Witch Trial During The Spring Of 1692 - 1533 Words

Austin walls mrs barker salem witch trial the infomous salem witch trials began during the spring of 1692, after a group of young girls in salem village massachusetts claimed to be possessed by the devil and accused several local women of witchcraft. as a wave of hysteria spread throughout colonial massachusetts, a spread court convened in salem to hear the cases; the first convened witch birdget bishop , was hanged that some more men,women and chileren were accused over the next several months. by september 1692 the hysteria had begun to about and public opinion truned against the trials.though the massachusetts general court later annaned guity verdicts aganist witshes and granted indemnities to their families, bitterness lingered ingered in the salem witch trail would endure for centuries. The seeds of the hysteria that afflicted Salem Village, Massachusetts were sown in January 1692 when a group of young girls began to display bizarre behavior. The tight-knit community was at a loss to explain the convulsive seizures, blasphemous screaming, and trance-like states that afflicted the youngsters. The physicians called in to examine the girls could find no natural cause of the disturbing behavior. If the source of the affliction Surely the Devil had come to salem in 1692. Young girls screaming and barking like a dog? Strange dances in the woods? This was behavior hardly becoming of virtuous teenage maidens. The town doctor was called onto the scene. After a thoroughShow MoreRelatedThe Salem Witch Trials Of 16921281 Words   |  6 PagesThe Salem Witch Trials were a sequence of hearings, prosecutions, and hangings of people who were thought to be involved in witchcraft in Massachusetts. These trials occurred between February 1692 and May 1693(The Salem Witch Trials, 1692. ). The Trials resulted in the execution of twenty people, in fact, most of them were women. The first of the trials began in several towns in the Province of Massachusetts Bay, such as Salem Village (currently known as Danvers), Salem Town, Ipswich, and Andover(SalemRead MoreThe Salem Witch Trials Of Colonial Massachusetts1473 Words   |  6 PagesThe infamous Salem witch trials of colonial Massachusetts took place between 1692 and 1693. They involved the execution of fourteen women and five men within the brief time period. What is now the New England region had been established by a homogenous Puritan population, which emigrated from England. Abiding by a strict set of beliefs, the Puritans did not accept people of other backgrounds,therefore it might follow that the Salem Witch Trials of New England were a result of the strict Puritan societyRead MoreThe Causes of the Salem Witch Hunt Essay925 Words   |  4 PagesThe Causes of the Salem Witch Hunt Many American colonists brought with them from Europe a notion in witches and an intrigue with alleged manipulation with the devil. During the seventeenth century, people were executed for witchcraft all over the colonies, chiefly in Massachusetts. Various of the accused were women, inducing some recent historians to recommend that charges of witchcraft were a way of dominating women who endangered the present economic and social orderRead MoreThe Crucible By John Proctor895 Words   |  4 Pagesboth the Salem Witch Trials and The Crucible, was tried and executed for witchcraft in 1692. When the witchcraft hysteria first began in Salem village in the winter of 1692, Proctor became an outspoken opponent of the trials and stated to many that the afflicted girls, who had been accusing many of the villagers of witchcraft, were frauds and liars (Brooks). There were many parallels between John Proctor and his character in The Crucible, including his vocal opposition towards the trials and hisRead MoreThe Trials Of Salem Witch Trials Essay1267 Words   |  6 PagesThe notorious witch trials in Salem began in Spring of 1692. This started after a young group of girls in Salem Village, Massachusetts, professed they were possessed by the devil. These young girls even went as far as accusing some local women of practicing witchcraft. As a frenzy spreaded throughout colonial Massachuse tts, a specific court was summoned to hear cases. Bridget Bishop was the first convicted witch and she was hung in that June following her trial. Eighteen other people followed BishopRead MoreTruth and Reality597 Words   |  3 Pageshistorical period in which it exists.   An example that came to mind is the Salem witch trials. The witch hunt occurred in Massachusetts between the years 1692 and 1693. During this time people believed that the Devil could give give others special powers. The Salem which trials came about shortly after thousands of accused witches in Europe were executed in their own witch hunt. Throughout the entire Salem witch trials over 200 people (mostly women) were accused of being witches influenced byRead MoreThe Salem Witch Trials : Witchcraft And Magic Were Two Ideas1180 Words   |  5 PagesThe Salem Witch Trials transpired from 1692 to 1693 resulting with many imprisonments; yet, only twenty deaths. The witch frenzy materialized from the allegation s of a group of young girls claiming to be possessed by supernatural forces. Yet, the people accused of being witches in Salem, Massachusetts did not practice witchcraft. The Puritans were falsely accused of sorcery which can be proven through many theories and the false credibility of legal evidence. The lifestyle of the Puritans mayRead MoreEssay on Salem Witch Trials1396 Words   |  6 Pagesbrought with them from Europe a belief in witches and the devil. During the seventeenth century, people were executed for being witches and follower of Satan. Most of these executions were performed in Salem, Massachusetts in 1692. Mostly all of the accused were women, which makes some modern historians believe that the charges of witchcraft were a way of controlling the women who threatened the power of the men. During the witchcraft trials, hundreds of arrests were made, and some were even put to deathRead MoreCauses Of The Salem Witch Trials994 Words   |  4 Pagespossible. The Salem Witch Trials are an example of such conflict, as they resulted in many people being falsely accused for crimes, arrested, and killed. But what provoked this mass hysteria? Scholars have attempted to answer this question, but the most common idea is that it was due to a variety of economic, social, and ph ysiological problems within the Salem village. In order to understand the cause of the Salem Witch Trials, some background must be given about the event. In the spring of 1692, madnessRead MoreThe Salem Witch Trials : The Causes Of The Deadly Accusations912 Words   |  4 PagesPeriod 1 11 April 2015 The Salem Witch Trials: The Causes of the Deadly Accusations In Arthur Miller’s The Crucible, he writes, â€Å"We are what we always were in Salem, but now the little crazy children are jangling the keys of the kingdom, and common vengeance writes the law!† (Miller 77). This partially fictionalized tale of the Salem Witch Trials points to one of the causes of the trials, vengeance, but the over dramatized tale s early stages were quiet. The Salem Witch Episode had humble beginnings

The Host Chapter 52 Separated Free Essays

string(22) " a reaction from her\." We brought our plunder in through the south vent, though this meant that the jeep would have to be moved before dawn. My main concern with using the bigger entrance was that the Seeker would hear the commotion our arrival was sure to cause. I wasn’t sure if she had any idea of what I was going to do, and I didn’t want to give her any reason to kill her host and herself. We will write a custom essay sample on The Host Chapter 52: Separated or any similar topic only for you Order Now The story Jeb had told me about one of their captives-the man who had simply collapsed, leaving no external evidence on the outside of the havoc wreaked inside his skull-haunted my thoughts. The hospital was not empty. As I squeezed myself through the last tight bubble of space out into the main room, I found Doc preparing for the operation. His desk was laid out; on it, a propane lantern-the brightest illumination we had available-waited to be lit. The scalpels glinted in the duller blue light of the solar lamp. I had known that Doc would agree to my terms, but seeing him thus occupied sent a wave of nervous nausea through me. Or maybe it was just the memory of that other day that sickened me, the day I’d caught him with blood on his hands. â€Å"You’re back,† he said with relief. I realized that he’d been worried about us, just as everyone worried when someone left the safety of the caves. â€Å"We brought you a gift,† Jared said as he pushed himself free behind me. He straightened up and reached back for a box. With a flourish, he held it up, displaying the label on the side. â€Å"Heal!† Doc crowed. â€Å"How much did you get?† â€Å"Two cases. And we’ve found a much better way to renew our stores than to have Wanda stabbing herself.† Doc did not laugh at Jared’s joke. Instead he turned to stare at me piercingly. We both must have been thinking the same thing: Convenient, since Wanda won’t be around. â€Å"Did you get the cryotanks?† he asked, more subdued. Jared noticed the look and the tension. He glanced at me, his expression impossible to read. â€Å"Yes,† I answered. â€Å"Ten of them. It was all the car could hold.† While I spoke, Jared yanked on the rope behind him. With a clatter of loose rock, the second box of Heal, followed by the tanks, tumbled onto the floor behind him. The tanks clanked like metal, though they were built of no element that existed on this planet. I’d told him it was fine to treat the empty cryotanks roughly; they were built to withstand much worse abuse than being tugged through a stone channel. They glinted on the floor now, looking shiny and pristine. Doc picked one up, freeing it from the rope, and turned it around in his hands. â€Å"Ten?† The number seemed to surprise him. Did he think it too many? Or not enough? â€Å"Are they difficult to use?† â€Å"No. Extremely easy. I’ll show you how.† Doc nodded, his eyes examining the alien construction. I could feel Jared watching me, but I kept my eyes on Doc. â€Å"What did Jeb, Brandt, and Aaron say?† I asked. Doc looked up, locked his eyes on mine. â€Å"They’re†¦ in agreement with your terms.† I nodded, not convinced. â€Å"I won’t show you unless I believe that.† â€Å"That’s fair.† Jared glared at us, confused and frustrated. â€Å"What did you tell him?† Doc asked me, being cautious. â€Å"Just that I was going to save the Seeker.† I turned to look in Jared’s general direction without meeting his gaze. â€Å"Doc has promised me that if I show him how to perform the separation, you will give the released souls safe conduct to another life on another planet. No killing.† Jared nodded thoughtfully, his eyes flickering back to Doc. â€Å"I can agree to those terms. And I can make sure the others follow through. I assume you have a plan to get them off-planet?† â€Å"It will be no more dangerous than what we did tonight. Just the opposite-adding to the stack rather than taking from it.† â€Å"Okay.† â€Å"Did you†¦ have a time schedule in mind?† Doc asked. He tried to sound nonchalant, but I could hear the eagerness behind his voice. He just wanted the answer that had eluded him for so long, I tried to tell myself. It wasn’t that he was in a hurry to kill me. â€Å"I have to take the jeep back-can you wait? I’d like to watch this.† â€Å"Sure, Jared,† Doc agreed. â€Å"Won’t take me long,† Jared promised as he shoved himself back into the vent. That I was sure of. It wouldn’t take enough time at all. Doc and I did not speak until the sound of Jared’s scrambling exit had faded. â€Å"You didn’t talk about†¦ Melanie?† he asked softly. I shook my head. â€Å"I think he sees where this is going. He must guess my plan.† â€Å"But not all of it. He won’t allow -â€Å" â€Å"He won’t get a say,† I interrupted severely. â€Å"All or nothing, Doc.† Doc sighed. After a moment of silence, he stretched and glanced toward the main exit. â€Å"I’m going to go talk to Jeb, get things ready.† He reached for a bottle on the table. The chloroform. I was sure the souls had something better to use. I would have to try to find it for Doc, before I was gone. â€Å"Who knows about this?† â€Å"Still just Jeb, Aaron, and Brandt. They all want to watch.† This didn’t surprise me; Aaron and Brandt would be suspicious. â€Å"Don’t tell anyone else. Not tonight.† Doc nodded, then he disappeared into the black corridor. I went to sit against the wall, as far from the prepared cot as I could get. I’d have my turn on top of it all too soon. Trying to think of something besides that grim fact, I realized that I hadn’t heard from Melanie since†¦ When was the last time she’d spoken to me? When I’d made the deal with Doc? I was belatedly surprised that the sleeping arrangements by the jeep today had not elicited a reaction from her. You read "The Host Chapter 52: Separated" in category "Essay examples" Mel? No answer. It wasn’t like before, so I didn’t panic. I could definitely feel her there in my head, but she was†¦ ignoring me? What was she doing? Mel? What’s going on? No answer. Are you mad at me? I’m sorry about before, by the jeep. I didn’t do anything, you know, so it’s not really fair – She interrupted me, exasperated. Oh, stop. I’m not mad at you. Leave me alone. Why won’t you talk to me? No answer. I pushed a little harder, hoping to pick up the direction of her thoughts. She tried to keep me out, to put the wall in place, but it was too weak from disuse. I saw her plan. I tried to keep my mental tone even. Have you lost your mind? In a manner of speaking, she teased halfheartedly. You think that if you can make yourself disappear, that will stop me? What else can I do to stop you? If you’ve got a better idea, please share. I don’t get it, Melanie. Don’t you want them back? Don’t you want to be with Jared again? With Jamie? She writhed, fighting the obviousness of the answer. Yes, but†¦ I can’t†¦ She took a moment to steady herself. I find myself unable to be the death of you, Wanda. I can’t stand it. I saw the depth of her pain, and tears formed in my eyes. Love you too, Mel. But there’s not room for the both of us here. In this body, in this cave, in their lives†¦ I disagree. Look, just stop trying to annihilate yourself, okay? Because if I think you can do it, I’ll make Doc pull me out today. Or I’ll tell Jared. Just imagine what he would do. I imagined it for her, smiling a little through my tears. Remember? He said no guarantees about what he would or wouldn’t do to keep you here. I thought of those burning kisses in the hall†¦ thought of other kisses and other nights in her memory. My face warmed as I blushed. You fight dirty. You bet I do. I’m not giving up. You’ve been warned. No more silent treatment. We thought of other things then, things that didn’t hurt. Like where we would send the Seeker. Mel was all for the Mists Planet after my story tonight, but I thought the Planet of the Flowers would be more fitting. There wasn’t a mellower planet in the universe. The Seeker needed a nice long lifetime eating sunshine. We thought of my memories, the pretty ones. The ice castles and the night music and the colored suns. They were like fairytales to her. And she told me fairytales, too. Glass slippers, poisoned apples, mermaids who wanted to have souls†¦ Of course, we didn’t have time to tell many stories. They all returned together. Jared had come back through the main entrance. It had taken so very little time-perhaps he’d just driven the jeep around to the north side and hidden it under the overhang there. In a hurry. I heard their voices coming, subdued, serious, low, and knew from their tone that the Seeker was with them. Knew that the time had come for the first stage of my death. No. Pay attention. You’re going to have to help them do this when I’m – No! But she wasn’t protesting my instruction, just the conclusion of my thought. Jared was the one who carried the Seeker into the room. He came first, the others behind. Aaron and Brandt both had the guns ready-in case she was only feigning unconsciousness, perhaps, and about to jump up and attack them with her tiny hands. Jeb and Doc came last, and I knew Jeb’s canny eyes would be on my face. How much had he figured out already with his crazy, insightful shrewdness? I kept myself focused on the task at hand. Jared laid the Seeker’s inert form on the cot with exceptional gentleness. This might have bothered me before, but now it touched me. I understood that he did this for me, wishing that he could have treated me this way in the beginning. â€Å"Doc, where’s the No Pain?† â€Å"I’ll get it for you,† he murmured. I stared at the Seeker’s face while I waited, wondering what it would look like when her host was free. Would anything be left? Would the host be empty or would the rightful owner reassert herself? Would the face be less repugnant to me when another awareness looked out of those eyes? â€Å"Here you go.† Doc put the canister in my hand. â€Å"Thanks.† I pulled out one thin tissue square and handed the container back to him. I found myself reluctant to touch the Seeker, but I made my hands move swiftly and purposefully as I pulled her chin down and put the No Pain on her tongue. Her face was very small-it made my hands feel big. Her tiny size always threw me off. It seemed so inappropriate. I closed her mouth again. It was moist-the medicine would dissolve quickly. â€Å"Jared, could you please roll her onto her stomach?† I asked. He did as I asked-again, gently. Just then, the propane lantern flared to life. The cave was suddenly bright, almost like daylight. I glanced up instinctively and saw that Doc had covered the big holes in the roof with tarps to keep our light from escaping. He’d done a lot of preparation in our absence. It was very quiet. I could hear the Seeker breathing evenly in and out. I could hear the faster, tenser breathing of the men in the room with me. Someone shifted from one foot to the other, and sand ground against rock under his heel. Their stares had a physical weight on my skin. I swallowed, hoping I could keep my voice normal. â€Å"Doc, I need Heal, Clean, Seal, and Smooth.† â€Å"Right here.† I brushed the Seeker’s coarse black hair out of the way, exposing the little pink line at the base of her skull. I stared at her olive tan skin and hesitated. â€Å"Would you cut, Doc? I don’t†¦ I don’t want to.† â€Å"No problem, Wanda.† I saw only his hands as he came to stand across from me. He set a little row of white cylinders on the cot next to the Seeker’s shoulder. The scalpel winked in the bright light, flashing across my face. â€Å"Hold her hair out of the way.† I used both hands to clear her neck. â€Å"Wish I could scrub up,† Doc muttered to himself, obviously feeling underprepared. â€Å"It’s not really necessary. We have Clean.† â€Å"I know.† He sighed. What he really wanted was the routine, the mental cleansing that the old habits had given him. â€Å"How much room do you need?† he asked, hesitating with the point of the blade an inch from her skin. I could feel the heat of the other bodies behind me, squeezing in to get a better view. They were careful not to touch either of us. â€Å"Just the length of the scar. That will be enough.† This didn’t seem like enough to him. â€Å"You sure?† â€Å"Yes. Oh, wait!† Doc pulled back. I realized I was doing this all backward. I was no Healer. I wasn’t cut out for this. My hands were shaking. I couldn’t seem to look away from the Seeker’s body. â€Å"Jared, could you get one of those tanks for me?† â€Å"Of course.† I heard him walk the few steps away, heard the dull, metallic clunk of the tank he chose knocking against the others. â€Å"What now?† â€Å"There’s a circle on top of the lid. Press it in.† I heard the low hum of the cryotank as it powered on. The men muttered and shuffled their feet, moving away from it. â€Å"Okay, on the side there should be a switch†¦ more like a dial, actually. Can you see it?† â€Å"Yes.† â€Å"Spin it all the way down.† â€Å"Okay.† â€Å"What color is the light on top of the tank?† â€Å"It’s†¦ it’s just turning from purple to†¦ bright blue. Light blue now.† I took a deep breath. At least the tanks were functional. â€Å"Great. Pop the lid and wait for me.† â€Å"How?† â€Å"Latch under the lip.† â€Å"Got it.† I heard the click of the latch, and then the whir of the mechanism. â€Å"It’s cold!† â€Å"That’s sort of the point.† â€Å"How does it work? What’s the power source?† I sighed. â€Å"I knew the answers when I was a Spider. I don’t understand it now. Doc, you can go ahead. I’m ready.† â€Å"Here we go,† Doc whispered as he slid the blade of the scalpel deftly, almost gracefully, through the skin. Blood coursed down the side of her neck, pooling on the towel Doc had placed underneath. â€Å"A tiny bit deeper. Just under the edge -â€Å" â€Å"Yes, I see.† Doc was breathing fast, excited. Silver glinted out from the red. â€Å"That’s good. Now you hold the hair.† Doc switched places with me in a smooth, swift movement. He was good at his Calling. He would have made quite a Healer. I didn’t try to hide what I was doing from him. The movements were too minute for him to have any chance of seeing. He would not be able to do this until I explained. I slid one fingertip carefully along the back ridge of the tiny silver creature until my finger was almost entirely inserted into the hot opening at the base of the host body’s neck. I traced my way to the anterior antennae, feeling the taut lines of the bound attachments stretched tight like harp strings into the deeper recesses of her head. I twisted my finger around the underside of the soul’s body, caressing down from the first segment along the other line of attachments, as stiff and profuse as the bristles of a brush. I felt carefully at the juncture of these tight strings, at the tiny joints, no bigger than pinheads. I stroked my way about a third of the way down. I could have counted, but that would have taken a very long time. It would be the two hundred seventeenth connection, but there was another way to find it. There it was, the little ridge that made this joint just a bit bigger-a seed pearl rather than a pinhead. It was smooth under my fingertip. I pressed against it with gentle pressure, tenderly massaging. Kindness was always the way of the souls. Never violence. â€Å"Relax,† I breathed. And, though the soul could not hear me, it obeyed. The harp strings loosened, went slack. I could feel the slither as they retracted, feel the slight swelling of the body as it absorbed them. The process took no more than a few beats of my heart. I held my breath until I felt the soul undulate under my touch. Wriggling free. I let it twist itself a little farther out, and then I curled my fingers gently around the tiny, fragile body. I lifted it, silver and gleaming, wet with blood that was quickly shed from the smooth casing, and cradled it in my hand. It was beautiful. The soul whose name I’d never known billowed like a silver wave in my hand†¦ a lovely feathered ribbon. I couldn’t hate the Seeker in this form. An almost maternal love swept through me. â€Å"Sleep well, little one,† I whispered. I turned toward the faint hum of the cryotank, just to my left. Jared held it low and angled, so it was a simple matter for me to ease the soul into the shockingly cold air that gusted from the opening. I let it slide into the small space and then carefully relatched the lid. I took the cryotank from Jared, easing it rather than tugging it, turning it with care until it was vertical, and then I hugged it to my chest. The outside of the tank was the same temperature as the warm room. I cradled it to my body, protective as any mother. I looked back at the stranger on the table. Doc was already dust-ing Smooth over the sealed wound. We made a good team: one attending to the soul, the other to the body. Everyone was taken care of. Doc looked up at me, his eyes full of exhilaration and wonder. â€Å"Amazing,† he murmured. â€Å"That was incredible.† â€Å"Good job,† I whispered back. â€Å"When do you think she’ll wake up?† Doc asked. â€Å"That depends on how much chloroform she inhaled.† â€Å"Not much.† â€Å"And if she’s still there. We’ll have to wait and see.† Before I could ask, Jared lifted the nameless woman tenderly from the cot, rolled her face-up, and laid her on another, cleaner resting place. This tenderness did not move me. This tenderness was for the human, for Melanie†¦ Doc went with him, checking her pulse, peeking under her lids. He shone a flashlight into her unconscious eyes and watched the pupils constrict. No light reflected back to blind him. He and Jared exchanged a long glance. â€Å"She really did it,† Jared said, his voice low. â€Å"Yes,† Doc agreed. I didn’t hear Jeb sidle up next to me. â€Å"Pretty slick, kid,† he murmured. I shrugged. â€Å"Feeling a smidge conflicted?† I didn’t answer. â€Å"Yeah. Me, too, hon. Me, too.† Aaron and Brandt were talking behind me, their voices rising with excitement, answering each other’s thoughts before the questions were spoken. No conflict there. â€Å"Wait till the others hear!† â€Å"Think of the -â€Å" â€Å"We should go get some -â€Å" â€Å"Right now, I’m ready -â€Å" â€Å"Hold up,† Jeb cut Brandt off. â€Å"No soul snatching until that cryotank is safely on its way into outer space. Right, Wanda?† â€Å"Right,† I agreed in a firmer voice, hugging the tank tighter to my chest. Brandt and Aaron exchanged sour glances. I was going to need more allies. Jared and Jeb and Doc were only three, though certainly the most influential three here. Still, they would need support. I knew what this meant. It meant talking to Ian. Others, too, of course, but Ian would have to be one of them. My heart seemed to slump lower in my chest, to curl limply in on itself. I’d done many things I had not wanted to do since joining the humans, but I couldn’t remember any this sharply and pointedly painful. Even deciding to trade my life for the Seeker’s-that was a huge, vast hurt, a wide field of ache, but it was almost manageable because it was so tied up in the bigger picture. Telling Ian goodbye was a razor-sharp piercing; it made the greater vision hard to see. I wished there was some way, any way, to save him from the same pain. There wasn’t. The only thing worse would be telling Jared goodbye. That one would burn and fester. Because he wouldn’t feel pain. His joy would far outweigh any small regret he might feel over me. As for Jamie, well, I wasn’t planning on facing that goodbye at all. â€Å"Wanda!† Doc’s voice was sharp. I hurried to the bed Doc was hovering over. Before I got there, I could see the tiny olive hand fisting and unfisting where it hung over the edge of the cot. â€Å"Ah,† the Seeker’s familiar voice moaned from the human body. â€Å"Ah.† The room went utterly silent. Everyone looked at me, as if I were the expert on humans. I elbowed Doc, my hands still wrapped around the tank. â€Å"Talk to her,† I whispered. â€Å"Um†¦ Hello? Can you hear me†¦ miss? You’re safe now. Do you understand me?† â€Å"Ah,† she groaned. Her eyes fluttered open, focused quickly on Doc’s face. There was no discomfort in her expression-the No Pain would be making her feel wonderful, of course. Her eyes were onyx black. They darted around the room until she found me, and recognition was quickly followed by a scowl. She looked away, back to Doc. â€Å"Well, it feels good to have my head back,† she said in a loud, clear voice. â€Å"Thanks.† How to cite The Host Chapter 52: Separated, Essay examples

Aboriginal and Torres Strait Islander Legal Service (Qld) Ltd

Question: Write an essay on the "Aboriginal and Torres Strait Islander Legal Service (Qld) Ltd". Answer: Introduction The Aboriginal and Torres Strait Islander Legal Service (Qld) is a non-profit organization that works for the indigenous population of Australia. The primitive ability of the organization is to provide legal services in the field of criminal, civil and family law to the Indigenous population of Queensland[1]. The ATSILS was formed with the intention of giving assistance to all Indigenous people so that they can have a clear understanding of the judicial systems that can help them in coping with the problems they have because of lack of education or other physical problems. The ATSILS also had the insight to ensure that their clients should be followed up regularly with their legal advice and also be represented in front of the police or the judicial systems without making any compromise of the culture from which they belong. Over the last financial years, ATSILS has provided various services for extending legal advice, solving indigenous test cases, bringing reform and policy develop ment, providing community legal education and also giving care and support services to prisoners who are in custody. In this essay, these services of ATSILS shall be discussed. Legal Assistance Provided by ATSILS The ATSILS makes sure that at the national level, the rights of the Aboriginal and the Torres Strait Islander people does not get hampered and that they work within the justice system to ensure equal delivery of rights and equitable access to justice for all people. Over the last year, several clients have been helped by the ATSILS and they have also worked in collaboration with other agencies like NAQ to make sure that high quality and culturally competent legal services. Those are delivered to all the people in the easiest way possible[2]. The work of ATSILS is underpinned with the ideals of Integrity, Human Rights, Collaboration, Leadership, and Diversity and Cultural grandeur. With expertise of members, the ATSILS has succeeded in becoming an expert in voicing their opinion on the rights of the Aboriginal and Torres Strait Islander people and also ensuring delivery of justice to them[3]. It has given expert advice and commentary on the issues of human rights, social inclusion, an d evidence-based criminal justice policy, access to justice, and systematic discrimination against the people living comprising of the Indigenous population of Australia. ATSILS is known to provide 24-hour legal representation to the people who require the same on matters of civil criminal and family law. Over the last year this involves: Advice Matters- This includes giving advice to the people on those matters that are not a part of any ongoing Duty or Casework. In this service, there is the availability of making free calls over the telephone and providing advice before taking any service or assisting in referrals. It is helping the clients in giving them preliminary assistance so that they can find ease in writing short letters or complete certain form filling procedures[4]. Duty Matters- This includes giving attendance in the courts and also receiving the initial instructions that are given by a lawyer in any particular case. In this service, there are all legal inclusions like mentioning clients, providing pleas, making applications for granting bail or performing the adjournments. That are supposed to be done on a duty lawyer basis or to ensure closure of matters in speedy trials on the same day and so on[5]. Casework Matters- This includes providing ongoing services to a particular legal problem that is in question. A defended hearing is one of the examples. It is not an imperative requirement that the matter should include litigation to it[6]. However, worth noting is the fact that the casework matters also include all those instances where there is a detailed provision of providing legal advice or negotiating a claim against any client. ATSILS makes sure that they remain available 24 hours so that any minor problem to any of the clients can be attended to by them at the earliest. It works more like a community development plan[7]. Indigenous Test Cases of ATSILS The Means Test is applied by ATSILS to find out the people who are eligible to take services rendered by them. Since the resources are limited in front of the service providers, it is necessary to make sure that the most vulnerable ones get access to these services. The applications received by them are firstly put through a means and merit test and depending on the results of these tests. The applications are divided into three categories[8]. They are categorized either as those applicants who are eligible to get free legal assistance or they are pit into the category where they are given the opportunity of getting legal assistance subject to payment of certain fees, or they are categorized into applicants who are not eligible to get any services from them. The means test is satisfied by an applicant as and when he satisfies three conditions after putting up an application[9]. The applicant needs to be under the age of 18 years firstly. Secondly, it is necessary that the main source of income of the applicant should come from either the CDEP participant wage or from Centrelink Benefits. Thirdly, the gross personal income of the applicant should be less than $46,000 per year that roughly sums up to less than $885 in one week. Law Reform and Policy Development ATSILS encourages gainful group and partner connections and organizations to convey lawful quality help, exhortation and representation, and backer law change and approach advancement to correct lawful strategies and practices. That effect antagonistically and lopsidedly on the lawful privileges of the residents who are either from the Aboriginal communities or the Torres Strait Islander people[10]. The commitment of ATSILS is underpinned by the traditional values of care, share and respect and the founding stone is laid by the values of the organization for which it was established. The people in ATSILS care for the human rights and the legal rights of the people and also make sure that every individual remains safe, and there is the psychological well-being of the clients. These are given primary importance by the people and the workers in ATSILS, and the clients give importance to the fact that care should be rendered for the families and the communities at large while sharing a common motto of understanding the challenges of the clients and attending to their needs along with diligently striving them. It is taking them towards getting the highest quality of services[11]. Respect is given to the cultural diversity and values of each class of people is respected by them so that the clients can have the faith that the services given to them are kept confidential, are innovative in their identity, have professional excellence in them and also are culturally competent to their requirements. A key center upon Prevention and Early Intervention exercises (those went for occupying Aboriginal and Torres Strait Islander people groups far from the criminal equity framework). To that end, Justice Reinvestment activities are a need. Supporting the proceeded with change and availability and value of lawful administrations to Aboriginal and Torres Strait Islander individuals is centered around unsurpassed[12]. Law change activities that are both proactive and examine existing strategies and practices, especially in connection to detainment, policing, family viciousness and the necessities of youth that effect antagonistically and excessively on Aboriginal and Torres Strait Islander people groups. Connecting with key partners to impact positive change and convey imaginative, proficient and socially skilled legitimate administrations is an essential for them. Community Legal Education The community legal education services of the ATSILS includes the provisions available for providing information and educational programs so that clients can be informed and also advances with the protection of the rights of the Aboriginal and Torres Islanders. The consultations are also used for identification and development of the localized communities in ensuring legal education programs[13]. For instance, the Australian Consumer Protection launched a program in July 2015 that was called Avoid a funeral rip-off. The crusade expects to advise Aboriginal and Torres Strait Islander purchasers about the diverse memorial service items that are accessible and to anticipate them agreeing to burial service arranges. Those are costly, complex and not appropriate for their necessities[14]. This was a wonderful initiative that was taken by the legislature but the Aboriginals and the Torres Strait Islanders seldom understood the implications of this initiative. Hence, the ATSILS made sure that all the aspects of the program are explained to them in detail along with making them understand the positive points that could be gained by them by way of this initiative. Prisoner Throughcare Services The goal of this Prisoner Throughcare Service of ATSILS is to extend support to all the prisoners and the youth detainees not only during their pre-release but also after their release. So that their behavioral patterns can be addressed and hence there can be a reduction on the prospects that they would do any such thing for which they might end up returning to the prison. The idea is to assist the clients as well as the communities to develop. The focus is on those clients who are very vulnerable, and there is a high risk that they might return to offending once they are released. Hence, the workers work collaboratively for providing mental correction and also give the scope of reform to these individuals. The inmates are talked to, and their plans are discussed. Once they are released, assistance is given to them to improvise their social life and also help them in returning to the mainstream society[15]. The ATSILSs Prisoner Throughcare services plan to diminish recidivism and imprisonment rates by supporting Aboriginal and Torres Strait Islander detainees (both pre and post discharge) and their families through the conveyance of escalated, top notch case administration ("throughcare") administrations[16]. The center will be after helping a discrete number of focused detainees who are thought to be of a high danger of re-culpable working cooperatively where fitting (and conceivable) with Correctional Facility staff and different partners. Conclusion The ATSILS is working for improvising the living standards of the Aboriginals and the Torres Strait Islanders. The motto of ATSILS is to make sure that all the vulnerable classes of people in Queensland have access to their rights and are duly represented in front of the law. The Society has been working in this regard ever since it was established and has seen success in its endeavors to a great extent. References Anderson, Elayne, Jeanne Ellard, and Jack Wallace. "Torres Strait Islanders".Australian Journal of Primary Health(2015). "ATSILS | Aboriginal And Torres Strait Islander Legal Service".ATSILS. Last modified 2016. Accessed June 17, 2016. Barendrecht, Maurits. "Legal Aid, Accessible Courts Or Legal Information? Three Access To Justice Strategies Compared".Global Jurist11, no. 1 (2011). Beckett, Jeremy.Torres Strait Islanders. 13th ed. Cambridge [Cambridgeshire]: Cambridge University Press, 2013. Biggs, A. K.Legal Aid. Croydon: Tolley, 2010. Brahams, D. "Cutting Legal Aid Down To Size".Medico-Legal Journal78, no. 4 (2010): 113-114. Brown, Alex and Garry L.R. Jennings. "Response To Letter To The Editor: Essential Service Standards For Equitable National Cardiovascular Care For Aboriginal And Torres Strait Islander People".Heart, Lung and Circulation24, no. 6 (2015): 627. Darin, C. "Book Review: Legal Aid Lawyers And The Quest For Justice".Social Legal Studies24, no. 3 (2015): 472-476. Davis, Timothy M.E., Wendy A. Davis, and Daniel McAullay. "Re: Essential Service Standards For Equitable National Cardiovascular Care For Aboriginal And Torres Strait Islander People".Heart, Lung and Circulation24, no. 6 (2015): 626. Jriloo, Kristel. "Free Legal Aid A Human Right".Nordic Journal of Human Rights33, no. 3 (2015): 203-219. Lee, L. "The Future Of Criminal Legal Aid".Medico-Legal Journal81, no. 4 (2013): 152-152. Sharp, Nonie.Stars Of Tagai. 18th ed. Canberra: Aboriginal Studies Press, 2011. Walter, Maggie. "Social Exclusion/Inclusion For Urban Aboriginal And Torres Strait Islander People".SI4, no. 1 (2016): 68. Watkin Lui, Felecia. "My Island Home: Re-Presenting Identities For Torres Strait Islanders Living Outside The Torres Strait".Journal of Australian Studies36, no. 2 (2012): 141-153.