To what extent does Heidi Hartmanns metaphor of an unhappy marriage Essay

To what extent does Heidi Hartmanns metaphor of an unhappy marriage still characterise the relationship between Marxism and feminism - Essay Example She further asserted to the fact that the relationship that existed between feminism and Marxism is one that is similar. According to me, I think That Marxism was predominantly what made up feminism. This is from a line in her work in which she said, ‘Marxism and feminism are one, and that one is Marxism†. In her opinion, Hartman made it clear that a marriage needed to be healthy, failure of which a divorce was inevitable. The relationship that has existed between feminism and Marxism is characterized by tension. This is because the two theories of Marxism and feminism have an analysis that is radical (Yuval-Davi & Nira, 2006). However, in this article, I intend to bring out the aspect of there being an existence of a ‘healthier’ relationship between feminism and Marxism. There is the need to have a connection between the two divergent views. This is primarily because the Marxism analysis has in itself an analysis that presents insights that are essential in the historical developments vis-à  -vis those of capital particularly. Moreover, the arguments and fundamentals of Marxism are blind to sex. There is only a particular feminist analysis that clearly reveals the systematic character that exists between the relationship of man and woman. However, the feminist argument itself has been deemed to be inadequate as it does not consider historical facts and has materials that are inadequate (Brah, Avtar, Phoenix & Ann 2004). Looking at â€Å"The Unhappy Marriage of Marxism and Feminism†, an article by Heidi Hartmann, many questions went through my mind. One is left wondering the relationship that exists between feminism and Marxism. I wondered where these two concepts agree and where they are in conflict. More interesting is looking at Hartmann’s metaphor of â€Å"unhappy marriage†, and to try to relate it with Marxism and feminism. The review of Hartmann and that of Rosemarie Tong never convinced me hence the urge and curiosity to

Why study Chemical and Biological Engineering Essay Example for Free

Why study Chemical and Biological Engineering Essay Engineering combines quantitative analysis and synthesis to elucidate system design principles. Through the genomics revolution engineers can now begin to tackle biological problems using the same measure, model, and manipulate approach they have applied to physics and chemistry. Indeed, applying this system approach is widely recognised as essential not only for the development of innovative biotechnologies but also to yield fundamental scientific understanding of biological systems. As our ability to modify and control biological systems increases, biological processes will replace chemical and mechanical processes due to their inherent advantages of renewable resources, mild operation conditions and minimal waste problems. Early signs of the change are seen not only in the high-value pharmaceutical industry, but also in the production of bulk chemicals like lysine by fermentation and in bioleaching of copper and gold from mineral ore. Advances in our understanding of and ability to mimic biological systems are also inspiring completely new approaches such as nanotechnology and tissue engineering, which will form the foundation of new industries of the 21st century. Chemical biology is a scientific discipline spanning the fields of chemistry and biology. It involves the application of chemical techniques and tools, often compounds produced through synthetic chemistry, to the study and manipulation of biological systems. Chemical biologists attempt to use chemical principles to modulate systems to either investigate the underlying biology or create new function. Research done by chemical biologists is often closer related to that of cell biology than biochemistry. Biochemists study of the chemistry of biomolecules and regulation of biochemical pathways within cells and tissues, e. g. cAMP or cGMP, while chemical biologists deal with novel chemical compounds applied to biology. Pharmacology researches the effect of highly selective chemical compounds on cells, tissues, organs and organisms. Toxicology researches the adverse effect of highly selective chemical compounds on cells, tissues, organs and organisms. In the field of drug discovery, hit identification is the screening of chemical libraries of small molecules in biological systems such ascell lines or whole animals to identify compounds that cause a desirable change in phenotype. [1] This strategy which employsphenotypic screening to identify starting points for drug discovery is also known as classical pharmacology,[2] forward pharmacology,[3]or phenotypic drug discovery (PDD). [4] In ecology, you study the relationships among organisms. You look at past, present, and future environments. You examine factors such as population size, pollutants, rainfall, temperature, and altitude. You study various environments oceans, deserts, forests, and grasslands and the dynamics of each habitat. You learn about plants, animals, birds, fish, and humans. You also learn about natural predators and how species compete for food, water, and shelter. This program requires a broad background in the life and natural sciences. The study of ecology enables you to contribute to our understanding and preservation of the natural world. Some community colleges offer a two-year program in this field. With this preparation, you can work as a field crewmember, technical assistant, or lab technician. Pharmacology is the branch of medicine andbiology concerned with the study of drug action,[1] where a drug can be broadly defined as any man-made, natural, or endogenous (within the body) molecule which exerts a biochemical and/or physiological effect on the cell, tissue, organ, or organism. More specifically, it is the study of the interactions that occur between a living organism and chemi cals that affect normal or abnormal biochemical function. If substances have medicinalproperties, they are considered pharmaceuticals. Astronomy The natural world beyond the earth Astrophysics All physics required to understand astronomical phenomena (includes elements of nearly all fields of physics) Cosmology The universe: its origin, structure, and evolution on the largest possible scale Cosmogony The origin of the universe (and sometimes the solar system), is a subfield of cosmology Astrochemistry All chemistry required to understand astronomical phenomena (primarily the chemistry of the interstellar medium and protostellar accretion disks) Space Science The physics of the interplanetary medium Planetary Science The physics of planets, their formation, structure and evolution Astrology The purported relationships between the planetary positions at the time of a persons birth, that persons personality, and events in that persons life. A pseudoscience, has no scientific basis.

Analysis Of Corporate Culture Management Essay

Analysis Of Corporate Culture Management Essay Daimler-Chrysler was a merger formed by joining German industrial giant Daimler-Benz AG and American auto mobile manufacturer Chrysler Corporation, in 1998. Brands they produce include Dodge, Jeep, Chrysler, Mercedes, and Plymouth. DaimlerChrysler upholds headquarters in Stuttgart, Germany, the original home of Daimler-Benz, and in Auburn Hills, Michigan, the original headquarters of Chrysler. According to (Mopardaddy, 2013), Daimler-Benz acquired Chrysler Corporation for $38 billion, and it became one of the largest industrial mergers in history. The merger also placed DaimlerChrysler for contractions into Asian and Latin American markets, where analysts foresee significant future growth in the automobile industry. (Miliou, 2011) mentioned the reason for this merger in her study. By this merger Daimler will be able to enter U.S market and produce more low-end cars in their production. On the other hand Chrysler will be able to access Europe market. Daimler-Chrysler also has benefit of lowering the cost, increasing the productivity and exchanges the technology. The main goal of this merger is to form a larger global enterprise to compete in the larger markets of the world. The result of this merger was unexpected. DCs sales and share price started falling, started making huge losses and synergies were not working as expected. This failure resulted to selling Chrysler to Cerberus Capital Management. After all the main reasons behind the failure of merger of Daimler-Chrysler can be answer by several factors, which is cultural clash, mismanagement, lack of due diligence and Asian challenge. Analysis of Corporate Culture Edgar Schein of MITs Sloan School of Management define organizational culture as follows: a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems. The main reason for the failure of Daimler-Chrysler is cultural mismatch. The two companies failed in managing and reducing the difference between both companies. The diversity of culture from each region will take effect in work manner, quality, system of authority, and create the business culture itself. In this merger Daimler-Benz and Chrysler come from two different cultures. Daimler-Benz is from east culture of Germany and Chrysler Corp is from America. Two cultures is different in terms of organization, working style and compensation. The cultural incompatibility is the single largest cause of lack of projected performance, departure of key executives, and time consuming conflicts in the consolidation of business (Bijilsma-Frankema, 2001) The Culture of Human Resource Management of Daimler: According to Daimler, the companys sustainable human resources policy focuses on safeguarding the future, ensuring effective health management and occupational safety, and promoting diversity throughout the Group. We seek to achieve top performance in these areas and thus present Daimler as an attractive employer (Daimler.com) With this, it shows that the company mainly focus on its HR in order to achieve and maintain competitive advantage. According to the report of the company, for December 31, 2008, the Group had already a 273,216 employees in the world. All of them are considered as very important to the overall operations and performance of the organization. Thus, the company mainly focus on the altered strategies and efforts that will aid them to retain their talented people, which will help them in order to save cost of hiring and training new employees, at the same time, maintain efficiency and effectiveness of the entire HR. According to (Habsjah, 2011), Daimler-Benz perceived itself as a leading innovator of the automotive industry with a rich engineering and quality heritage building the upscale cars. According to Daimler, the companys sustainable human resources policy focuses on safeguarding the future, ensuring effective health management and occupational safety, and promoting diversity throughout the Group. We seek to achieve top performance in these areas and thus present Daimler as an attractive employer (Daimler.com). Daimlers main focus is on quality rather than providing low priced products. Looking at the strengths and weakness of the Daimler-Benz, Daimler-Benz offers luxurious products to the market and they are the leader in the quality. However, high production cost is the main weakness of Daimler-Benz and they also have face lacking of global models offer to the market. Corporate Structure and Corporate Culture: Daimler-Benz has a hierarchical structure in their organization where Chryslers is team-oriented. Daimler-Benzs corporate cultures depend on management processes of planning, organizing and controlling. By this they are more conservative, efficient and safe. In Chrysler corporate culture depends on setting goals, directing and monitoring implementation. (Lu Sampsel). From this we can conclude that Daimler-Benz have based their work more on individualism with higher power distance with less uncertainty avoidance and Chrysler possess the quality of low power distance with more team oriented works. Daimler-Benz considers the quality regardless of the cost occurred. According to (THE HOFSTEDE CENTRE), American scores low on power distance whereas German is highly decentralized and are among low power distant countries. Chrysler used the strategy of being innovative to develop business ideas and venture into new markets. Daimler was a complete opposite of this and encouraged formality and hierarchy. At Daimler, decision making is formalized and the employees wear formal clothes at work (Luo, Jackson Schuler, 2003). Corporate Proposition and value chain: Daimler-Benzs main focus is image and experience connected with the highest quality obtainable in the market. Where Chrysler aim at satisfying customers by providing eye-catching, attractive design at comparatively low prices. Daimler-Benz alleged itself as a leading innovator of the automotive industry with a rich engineering and quality inheritance building the upscale cars( (Habsjah, 2011)). Chrysler, in the other hand, was a trendsetter for new design, short development time referring to its organizational flexibility and a sense of market opportunities ( (Habsjah, 2011)). Daimler has quality engineering service with superb designs and provides after sales services, whereas Chrysler produces in high volume and sells in low cost. In other words they emphasis on cost strategies. The summary of Daimler-Benz is they culture is formal, traditional, mannerly and bureaucratic. Daimler-Benz has structure of high authority, strong hierarchy and little payment disparity. They offer products of high quality, high price, luxurious and small sized cars. Chrysler can be summarized as they have culture of relaxed, informal, flexible, risk taking and free form. Their structure designed from top to down management, have lean staffs, highly centralized and encourages team work. Their products are attractive, offer a competitive price, comfortable and moderate speed. Issues faced in the context of organizational culture analysis. Cultural familiarity theory argues that firms are less likely to invest in organizations in culturally distant countries, and subsequently have poorer performance post integration (Lee, Shenkar, Li, 2008; Li Guisinger, 1991; Shenkar, 2001) The research on this issue, however, has been inconclusive. Datta and Puia (1995) found that cultural distance had a negative effect on subsequent shareholder wealth of the acquiring firm, whereas Chakrabarti and colleagues (2009) found a positive effect of cultural distance on firm performance 36 months after integration. Germans and Americans have often ignored cultural differences during initial merger negotiations; however, those differences typically resurface when the actual integration efforts begin and, in essence, signal a major crisis situation (Nees, 1998, p. M6). Misunderstandings between Germans and Americans have often occurred because of differences in communication styles, planning and decision-making processes, negotiation strategies, and leadership practices (Shelton, Hall and Darling, 2003, p. 315). Language and communication barriers: A potential matter that should not have been ignored was the strong cultures and language barriers between the U.S. and Germany. There are lot of language barriers between Daimler-Benz and Chrysler. These barriers should be solved through communication between both the parties. Fitzgibbon and Seeger (2002) found that cultural differences were one of the primary factors in the failed merger of the Chrysler Corporation and Daimler-Benz. Among other things, pre-merger communication and public relations created unrealistic expectations that simply could not be met. Cultural difference is a factor that affects individual communication style and the communication process. Leaderships Role: Academic scholars and most business analysts tend to view these business ventures only from financial and operational perspectives, says Ghosn. They are often surprised when mergers struggle or even fail, when on paper they seemed sure to succeed. The leaders of both companies are from two different culture. The leader of Daimler, Jà ¼rgen Schrempp, is with independent personality and south African overlay and leader of Chrysler Robert Eaton, broke the Chrysler tradition of commanders. Leadership team alignment is also vital to guarantee that common messages and significances are communicated, and that relationship building activities and role lucidity efforts are applied. This case is a strong reminder of the complexity of cross-border integration and the importance of having a leadership team capable of dealing with cultural complexity. James Holden, Chrysler president from 1999 to 2000, share his vew about marrying up and marrying phenomenon. Mercedes was universally perceived as the fancy, special brand, while Chrysler, dodge, Plymouth and jeep were the poorer, blue collar relations(Grasslin, 2000, p.162). Although Daimler-Benz and Chrysler are from same industry both are using different techniques in production. Their target customers are also different. As a result they face difficulties in bringing both the product lines into same order under the newly formed merger. The only product Daimler-Benz relied on was Mercedes Benz. They require extending their product range. This was the main aim of Daimler-Chrysler merger. (Turnock Cobbs, 2003). Management style: Style of management of the Germans encouraged for long meetings with long negotiations and reports. The Americans think that creativity is the central idea in management and they acknowledged short meetings with few reports. Chrysler Group was initiated on the trust that invention and innovation was the best approach to success. This was the opposite of Daimler which accepted formal set up of activities with all the strategies being directed in a formal manner to retain a good image about the company (Luo, Jackson Schuler, 2003). Chrysler had a reputation for having a more freewheeling, open culture, in contrast to the more traditional, top-down management style practiced at Daimler-Benz (Akre, 1998, p. C3). Daimler-Benz was synonymous with words like conservative, ef ¬Ã‚ cient and safe; whereas, Chrysler was known as daring, diverse and creative. In fact, these cultural differences in many ways were the foundation for the mutual attraction between the two companies, but belied the crisis situation that was imminent. Employees interest: American workers tend to have more informal way of working while Germans like to be very formal in the working style. More of the German workers are following instructions from their top managers where American managers welcome feedbacks from lower level employees. German managers frequently prefer a more autocratic style than their American counterparts, and their employees typically expect to be treated accordingly. Research also indicates that a higher percentage of Germans are obedient to their managers than are Americans (Luthans, 1998, p. 591). For example, American employees often feel comfortable challenging their managers, perhaps even giving them advice. German employees, on the other hand, expect their managers to give them speci ¬Ã‚ c instructions and they typically follow them unquestioningly. In addition, many Germans view American hiring and  ¬Ã‚ ring practices as unnaturally brutal (Daft and Noe, 2001, p. 62). The companies were not well-matched with each other in terms of corporate culture. For example, Daimler AG had a corporate culture of permitting the employees to have beer breaks. This culture was not tolerable by Chrysler since them apparent that it could cause fortunes and other unlawful impacts. Later the DaimlerChrysler merger was proven, this matter carried struggles leading to poor support between the managers of the two companies. This resulted to the failure of the merger (OSullivan, 2001). Recommendation on how merger can be managed to achieve strategic objectives. Quickly eradicating inconsistent and non-common functions  causes  cultural integration conflict to side track post-merger activities. The post-merger issues with DaimlerChrysler were a result of not clearly identifying non-common or unneeded functions from a company culture standpoint.  Ã‚  If the employee base is not clear on strategies of the new company, this causes a separation into two companies vs. a new merged environment. (Jaybrownonline, 2013). The Chrysler worker base could have n realize that Daimler wasnt going to throw the baby out with the bath water. Likewise, Daimler through this team effort described above would have realize American culture and processes enough to decide upon the most effective approach globally for the new company ensuring that cultural integration was not forgotten. This would have made a smoother transaction and to provide spot check of how it will be handled and communicated early in post-merger negotiations. Culture clash could have been reduced with the approach described above. (Jaybrownonline, 2013) The severity of communication style differences should have been identified very early on in the pre-merger planning. A plan should have been developed and implemented to ensure cross communication training and awareness were promoted throughout the merger (Jaybrownonline, 2013). Factually the communications style of the Chrysler Corporation was non-hierarchical and far less organized than the bequest Daimler Corporation. Contracts were generally by consensus and employees were given more authorization and self-determination. When this was known to be different from Daimler, they should have taken the necessary steps to transfer and train people on the new communication styles that were to be used going forward. Top management should have better communicated the reasons for the intensely different return packages between the two legacies companies (i.e. cost of living, etc.) and set the expectations of both companies. Chryslers leadership should have not taken the back seat in the newly merged company. The combined leadership should have lessened the impact of bowing out to let the German counter-part lead. A concerted approach could be to have the leaders spouse to ensure adequate span of management control between the two companies to avoid the incorrect message sent out to the employee base. Jà ¼rgen Schrempp, CEO of DaimlerChrysler, July, 2000 stated Implementation is a harder act than the doing of a deal. This was portrayed in the post timeline after the merger. A clear leadership implementation plan was attempted but not effective to fire up the company as a whole. Pre-merger activities should have identified a discovery period between companies and post-merger should have created a clear plan of action, identified key management and communicated quickly throughout the new organization (Jaybrownonline, 2013). Changing of the German employees compensation to be more bonus driven should have been better evaluated, as this went against the European culture and was bound to have negative consequences. Daimler could have also alleviated the preservation issues by taking better steps to ratify a retention plan which could have included elements such as stay pay and a new bonus strategy, based on indicators of the merger. Reward systems of each legacy company should be examined pre-merger to determine areas where significant gaps or potential areas of conflict may occur. The HR organization should create reward systems for each of the disparate cultures but are consistent to the company as a whole. They also need to keep the people that are currently there happy and renew the new companys commitment to them (Jaybrownonline, 2013). DaimlerChrysler should have built their platforms around taking advantage of the synergies that could be achieved instead of the cannibalizing markets for their own brands. (An instance of this would be not letting the K-car to be exported/built in emerging markets for fear that it would eat into the non-existent profits of the Mercedes in the same region.) DaimlerChrysler should have followed ABB merger to the letter or choose a more suitable merger to model their addition (Jaybrownonline, 2013). Conclusion Culture plays an important role when it comes to merge two companies across the border. If the two companies fails in taking cultural differences into account, there would be disasters happening inside the newly formed company. The case of merger of two auto mobile company, Daimler-Benz and Chrysler has shown this clearly. The main cultural differences of Daimler-Benz and Chrysler is started from regional difference, communication and language difference, management style difference and difference of leadership style. Most of the difference is found among the working employees. They are differentiated by the organization before merger. The merger named of equal merger was led by the Daimler-Benz. This was the root of cultural problems. Issues faced by the two organizations include communication barriers, leadership and management barriers and conflict of interest among the employees of the new corporation. To overcome these barriers some actions should be taken by which I have included as recommendations. The culture of the organization should be considered as an iceberg, most of it is water under awareness.

Discuss How Art Can Be Used To Promote, Reflect Or Challenge :: essays research papers

Discuss how art can be used to reflect, promote, or challenge cultural beliefs. Art, throughout the times have reflected, promoted and challenged the cultural beliefs of many different societies. To reflect a culture or society the artwork must create or suggest a particular impression of that era. To promote the cultural beliefs of a society the artwork must encourage and support the beliefs. For the artwork to challenge the beliefs it must question tradition. Gislebertus and Michelangelo promote and reflected the society and religion in which they belonged whereas Kruger and Serrano reflected yet challenged their society and religion. Gislebertus was a "sculptor of genius" of the Romanesque period. His sculpture of the last Judgement in progress on the West Tympanum of St. Lazare, Autun, France in 1130, reflected and promoted the strong Christian beliefs of this society. This artwork is extremely detailed and reveals many Christian icons and symbols. In the middle of the artwork is Christ, who is the focus of the composition and on either side of him are devils and angles blowing their trumpets. The weighing of souls is depicted throughout the artwork and next to each scale, are angles and devils competing for each soul. Below Christ are the dead rising, one being "plucked" from the earth by giant hands. Here humanity’s pitiful weakness in revealed in these terror stricken people as the angles summon them to judgement. The devils have legs which end in sharp claws and lean from hell as they drag souls in and are accompanied by howling and roaring demons. Gislebertus’ sculpture was affective in influencing and inspiring the viewers of his artwork as he created a sense of terror and fear by revealing the awful consequences for the damned which encouraged the viewers to follow the Christian and as a result increased the power of the church. Gislebertus was commissioned to depict biblical stories as the majority of the population was illiterate and this was the only way which God’s message could be heard. Therefore, Gislebertus reflected the Christian dominated society and promoted the Christian religion. Michelangelo also reflects and promotes his Italian; Christian dominated culture and the religion itself through his artwork. Michelangelo’s fresco in the Sistine Chapel, Italy, was created between 1508 and 1512 and depicts the most solemn biblical story of the creation of man in the High Renaissance style. The large size of 18’18" X 9’22" reflects the grandness and power of the God and the church.

Are Clinical Psychologists Simply Expensive Therapists?

Are Clinical Psychologists simply expensive therapists? Discuss. Clinical Psychology is a combination of science, knowledge and theories which together formulate a scientific approach which enables a clinical psychologist to ask questions about the human experience and life and how these experiences affect people in order to treat them (Plante, 2010). The services of clinical psychologists and therapists are required when individuals are suffering with anxiety, depression, trauma, relationship and marital issues and deeper mental health issues which alter and have a negative effect on psychological well-being (Hunsley & Lee, 2010).Mental health statistics show that one in four people will experience a mental health problem at some course in a year with anxiety and depression being the most common in the UK so it is therefore no wonder that waiting lists for therapists and clinical psychologists are very long (Foundation, 2011). There are many debates as to whether clinical psychologi sts are simply expensive therapists because it has been argued that therapists and clinical psychologists offer very similar treatments, both of which are successful but with the only different being the price.This essay will investigate and aim to answer the question as to whether clinical psychologists are simply expensive therapists. This essay will look at what clinical psychologists do and who they work with and also what therapists do. It will focus on key differences between the two and the reasons why clinical psychology is more expensive and whether this cost is justified. What do Clinical Psychologists do?Clinical psychologists as with many psychologists aim to reduce, prevent and alleviate psychological distress and dysfunction in order to promote psychological well-being and to improve people’s lives. Clinical psychologists can work with a number of people across the lifespan including those suffering from anxiety problems, depression learning disabilities and als o deeper routed mental illnesses. They can work with very young children suffering with emotional or physical trauma or the elderly coming to terms with a terminal illness.They diagnose these illnesses or disorders that people are suffering with and decide on the best course of treatment. They then work alongside a medical team of Doctors so that the Doctors can then prescribe the treatment and medication that a clinical psychologist recommends (BPS, 2011). Due to the vast amount of knowledge that Clinical Psychologists have from years and years of training, they are able to carry out research which can be very important to science and change the way we view and treat certain illnesses or disorders (Allpsychologyschools, 2011).What do therapists do? Therapists also aim to reduce psychological distress and increase wellbeing. The term therapist is a very broad term for trained people to offer treatment in order to help people feel better. As with clinical psychologists they help peop le to make decisions and problem solve by offering support, guidance and clarification (Allpsychologyschools, 2011). There are many different types of therapists and they tend to work with adults with those suffering with marital and relationships problems and life problems in general (recomparison, 2011).Examples of different therapies available are; behavioural therapies which look at thought processes and behaviours, Psychodynamic therapies which investigate the unconscious and link current behaviour to traumas and events during childhood and humanistic therapies which look at the person in the current situation and how they can develop (Counsellingdirectory, 2011). Similarities and differences between clinical psychologists and therapists.From the above examples of what clinical psychologists and therapists do it is clear to see that they are very similar. In fact many people believe the terms clinical psychologist and therapist are interchangeable and therefore this essay will now look at how they are different and answer the question of whether clinical psychologists are simply expensive therapists (Tarren, 2010). One difference between clinical psychologists and therapists is the academic qualifications and training they have undergone.Clinical psychologists have a very advanced degree, usually having studied at undergraduate level, master’s level and then PhD or Doctorate level. This therefore means they have a very deep knowledge and understand of the human mind and ways to help treat people. The training they undergo enables them to function as scientist practitioners in the NHS focusing on evidence based practises unlike therapists which focus on theory based practices.Also, Therapists only have only a general degree or in some disciples no degree at all (Allpsychologyschools, 2011). It could therefore be said that clinical psychologists ought to be more expensive as they are more advanced than the typical therapist, they are able to contribu te their knowledge and understanding at a number of different levels within the healthcare system such as schools and organizations and they also contribute to a variety of roles within the healthcare system such as assessments, consultancy, intervention and treatment.However it has been suggested that clinical psychologist are vastly over priced to the point that people cannot afford to pay for their services and now many services within the NHS are looking for opportunities to create therapy posts which will employ people from other professions who have the correct post-graduate training therefore causing implications for clinical psychologist places within the NHS.The fact that many people cannot afford clinical psychologists and see them as too expensive in the current climate gives people a reason to seek therapy and help from elsewhere and therefore using therapists. Even when the economic climate returns to the way it was, people may still avoid using expensive clinical psych ologists because using therapists and alternate therapies would have been a norm for quite a while and clinical psychologists may no longer seem a necessity.To avoid this there needs to be an increase global emphasis on the importance of clinical psychologists and the unique skills and advantages that clinical psychologists supposedly have over other therapists to make them more expensive (Smith, 2006). Clinical psychologists are able to diagnose problems and why people feel certain ways, they are trained on how the mind works and therefore work very closely with doctors and psychiatrists in order to say what medications should be prescribed to help the person.They can then refer the individual for treatment or therapy with a different person (multidisciplinary). Therapists on the other hand don’t tell the individual what the problem is but rather they listen and help the individual themselves discover why they feel the way they do. They are not as advanced on how the mind wo rks but they are trained on the techniques involved in providing therapy. These are usually called ‘talking therapies’ and are promoted in the NHS (Talking Therapies, 2011). Due to the popularity of ‘talking therapies’ within the NHS, NICE believe that 10,000 ore therapists are needed, 5,000 of which should be clinical psychologists but their training should become more based on therapy, more specifically cognitive behavioural therapy (CBT). CBT is a treatment which looks at the thought processes and aims to change negative, irrational thinking into more positive, realistic though processes, therefore resulting in positive personality changes and outlook on life. CBT has been proven very successful with a success rate of over 50% for anxiety sufferers and just one course of CBT can lead to 12 months free of depression (Economics, 2006).Practitioners of CBT can claim they are therefore offering NICE approved treatments and charge a lot more fees because of t his whereas other general therapists and counsellors cannot despite the fact that there has been no sufficient evidence that CBT is more effective than other therapies even though some therapies are much more effective than others (Mollon, 2010). Clinical psychologists and therapy. Clinical psychologists seem to dislike being referred to as ‘therapists’ or those who provide therapy.Eysenck (1940) was the first clinical psychologist in Britain and he attacked one form of therapy – psychotherapy; â€Å"It is our belief that training in therapy is not, and should not be, an essential part of the clinical psychologist’s training, that clinical psychology demands competence in the fields of diagnosis and/or research, but that therapy is something essentially alien to clinical psychology, and that if it is considered desirable on practical grounds that psychologists perform therapy, a separate discipline of Psychotherapist should be built up to take its place a longside that of Clinical Psychologist. Despite Eysenck’s view of this form of therapy, Smith (1977) carried out a study of clinical psychology looking at psychotherapy and found that it is effective, â€Å"someone chosen at random from the experimental group after therapy had a two-to-one chance of being better off on the measure examined than someone chosen at random from the control group†. However the study also brought about results that slightly devalue clinical psychologists by finding that the therapy was effective regardless of the therapists academic and previous experience (PhD, no degree etc) and also the type of therapy did not affect the effectiveness either.Eysenck later developed behaviour therapy based on Pavlov’s Dog and from this cognitive behavioural therapy was formed to which clinical psychologists attacked. One clinical psychologist defined CBT as â€Å"virtually anything to anyone† therefore it is not individual specific and anyone can use it therefore devaluing clinical psychologists and also devalue the context of the patient’s experience. It has been stated that people need to be cared for and respected for and valued and not just pushed into compliant with models of ‘normality’ which are handed down by psychologists and cognitive behavioural therapists (Hussain, 2006).Why clinical psychologists are expensive. If a person goes to a therapist for help then they will talk a lot more and actually help themselves through self discovery rather than the therapist helping them directly. A clinical psychologist however, you pay for help that is specific to your needs, you gain an accurate diagnosis which can help you understand your problems and also you can be prescribed medications because clinical psychologists work in tandem with doctors and psychiatrists (Allpsychologyschools, 2011).Clinical psychologists are indeed very expensive and they are also paid a significant amount more than thera pists, sometimes up to ? 100,000 they are paid if they are for example a consultant clinical psychologist. This different in salary has caused a vast amount of rivalry amongst the profession especially with those who offer psychological therapies whom believe that the pay difference is unjustified especially since a lot of the treatment and service is very similar (NIMHE, 2007).Despite some people believing the two terms are interchangeable and therapists believing they offer a very similar service, it is not necessarily true. Indeed clinical psychologists aim to reduce psychological distress as with therapists, however clinical psychologists have been through a rigorous education system to gain a much deeper understanding and knowledge which gives them the ability to work in a multidisciplinary team and also the ability to operate across a variety of therapeutic models so that a patient receives individual specific treatment tailored to them.Therapists however are trained in their specific therapy and will usually only offer this one therapy to patients. Turpin (2009) said that clinical psychologist service is dependent on a much high level of knowledge, skills and competences rather than the provision of good quality evidence based therapies and this is why they are more expensive because these skills and competences are part of the clinical psychology curriculum and training with other therapists will not come into contact with.Overall there is great controversy as to whether clinical psychologists are simply expensive therapists. Nick Serieys, a CBT therapist argued against the NICE decision to employ 10,000 new therapists, 50% of which should be clinical psychologists. He argues that there is no sufficient evidence that clinical psychologists are more effective than CBT therapists who are counsellors, occupational therapists and so on and the only different being is that they are very expensive in comparison (Hussain, 2006).In contrary, Jeremy Halstead, a lead consultant clinical Psychologist believes that clinical psychologists are rightly more expensive than other therapists, arguing that clinical psychologists offer a much better deal as therapists due to their ability to formulate problems from a variety of perspectives and theories therefore they are more flexible in their approach and can tailor more individual specific treatment (Hussain, 2006). I believe that clinical psychologists are simply just expensive therapists, but rightly so.Clinical Psychologists go through years of extensive training as previously mentioned and have a significantly greater depth of knowledge in order to work in multidisciplinary teams and to link their knowledge for diagnosis and treatment across many topics, whereas therapists are trained in how to provide an individual therapist and do now have a greater knowledge of the underlying reasons why a person may need therapy. Clinical psychologists however do have this knowledge and work with doctors in order to ensure they are prescribed the right medicines.Therefore although clinical psychologists and therapists may appear to do very similar work, clinical psychologists have a greater depth of knowledge in order to treat, diagnose and also the skills to carry out research and are very flexible compared to therapists who do have a vast amount of knowledge but in the area of just therapy. References Allpsychologyschools. (2011). Therapist vs. Psychologist. Retrieved 04 05, 2011, from All Psychology Schools: www. allpsychologyschools. com/psychology-careers/article/therapist-psychologis

Differences Between Personnel Management And Hr Management Commerce Essay

In this chapter of the thesis, I will discourse the chief maps of an HR director, Personnel Management, differences between Personnel Management and Human Resource Management like joy analysis, forces planning and recruiting, employee testing and choice every bit good as preparation and development.2.1 Challenges of Personnel ManagementDay to twenty-four hours challenges are faced by Personnel Management. Personnel Management have to cover with a work force that includes struggle between the staff members or sometimes with the direction. Analyzing the statistics of the concern which includes day-to-day analysis of the employees like the absence of employee, predictable market forces that impact on concern results. Changes in engineering, is one of the chief challenges that is included on the top challenges of Personnel Management. Business are trade with limitations which is caused by budget restraints, non holding accomplishments within the work force Personnel direction are responsible for happening out the solution and get the better of this state of affairs. Practical jobs like failure of equipment and machinery can besides take to this job. The direction should maintain be cautious that no employee is idle.2.2 Differences between Personnel Management and HR ManagementThe chief difference between forces direction and human resource direction is: forces direction is the traditional attack and human resource direction is the modern attack towards pull offing employees in an endeavor. We compare personnel direction and human resource direction, forces direction is a preponderantly administrative record-keeping map that establishes and manage just footings and conditions of employment contract, whereas human resource direction integrates the traditional forces direction maps to corporate ends and schemes, and performs extra people centered organisational developmental activities. Significant difference exists between forces direction and human resource direction in footings of range, attack, and application.2.2.1 Differences in ScopeThe range of forces direction includes activities like work force planning, enlisting, occupation rating, occupation analysis, developing disposal, and related undertakings. Human resources direction includes all the above activities and organisational developmental activities like leading, motive, developing organisational civilization, communicating of shared values. The human resource direction attack remains integrated to the company ‘s nucleus scheme, and seek to optimise this usage of human resource for the accomplishing organisational ends. This strategic and doctrine context of human resource direction makes it more purposeful, relevant, and more effectual compared to the forces direction attack.Difference in ApproachPersonnel direction attack tends to attach much importance to norms, imposts and established patterns, where theA HR approachA gives importance to values and mission. Personnel direction attack besides concerns itself with set uping regulations, policies, processs, and contracts, and strives to supervise and implement conformity to such ordinances, with careful word picture of written contract. The human resource direction attack remains impatient with regulations and ordinances, and attempts to loosen up them based on concern demands and exigencies, and purpose to travel by the spirit of the contract instead than the missive of the contract. An illustration of this difference in attack prevarications in the intervention of employee motive. The personnel direction attack holds employee satisfaction as the key to maintaining employees motivated, and institute compensation, fillips, wagess, and work simplification enterprises as possible incentives. The human resource doctrine hold improved public presentation as the driver of employee satisfaction, and invent schemes such as work challenges, squad work, and creativeness to better motive.Difference in NatureAnother dimension of the difference is attack between human resources and forces direction is the nature of human resource direction compared to the nature of forces direction. Personnel direction remains distant from nucleus organisational activities, maps independently, and takes a reactive attack to alterations in corporate ends or scheme. Human resource direction remains incorporate with corporate scheme and takes a proactive attack to aline the work force toward achievement ofA ends. Example, the forces direction attacks concerns itself with public presentation assessment procedure, human resource direction attack has a more comprehensive public presentation direction system that aims to rectify public presentation instead than do a study card of past public presentation.Difference in ApplicationPersonnel direction is an independent staff map in the organisation, with the actions from directors, and no linkage to the organisations core procedure. Human resource direction remains integrated with the organisations core scheme and maps. Though a distinguishable human resource section carries out much of the human resource direction undertakings, human res ource enterprises involve the direction and runing staff strongly. Personnel direction besides strives to accommodate the aspirations and positions of the work force with direction involvement by institutional agencies such as corporate bargaining, trade brotherhood based dialogues and the similar. This leads to arrested development of work conditions applicable for all, and non needfully aligned to overall corporate ends. Human Resource Management gives covering with each employee independently and provides more importance to client developmental activities and easing single employees ( non dickering or negociating with trade brotherhoods ) . Finally, in our treatment of forces direction and human resource direction, we find that forces direction lays down stiff occupation description with many classs and a fixed publicity policy – normally based on senior status and public presentation assessment evaluations. Human resource direction on the other manus has comparatively fewer classs and ranks, with loosely defined occupation duties supplying much range for using creativeness and enterprise, and plentifulness of calling waies, with accomplishments, endowment and committedness the cardinal drivers of calling promotion.2.3 Use of occupation analysis information[ 1 ]This includes several HR direction activities: Recruitment and choice: It has information on human features required to execute activities every bit good as what the occupation intends. This is described by occupation specifications and descriptions and it besides helps the direction to make up one's mind what sort of people they should engage. Compensation: The HR director usage occupation analysis information in order to make up one's mind appropriate compensation ( such as salary and other inducements ) . Compensation of an employee is depend on occupations required accomplishments and instruction degree, the grade of duty every bit good as on other factors which can be assist through occupation analysis. By and large, the employee classs their occupation into categories ( like secretary in grade III ) .Job analysis besides contains information on the comparative worth of each occupation. Performance assessment: This is a procedure through which existent public presentation is compared in relation with his public presentation criterions. With the aid of occupation analysis, directors determine public presentation criterions every bit good as occupation specific activities. Training: The preparation demands of a occupation are by and large mentioned in the occupation description. Detecting unassigned responsibilities: With the aid of occupation analysis, the directors can apportion even assigned responsibilities. For illustration, the company ‘s production director may be responsible for a twelve of responsibilities like production programming, natural stuff buying. Missing, nevertheless, is any mention to pull offing natural stuff stock lists. After diging deeper, one learns that other fabrication people are non responsible for stock list direction. So, the directors teach whom to delegate all those exposed unassigned responsibilities. EEO complains: EEO complains should be considered by HR directors as reflect to the US federal bureaus uniform guidelines on employee choice. For illustration, employers must be able to turn out that the choice standards and occupation public presentation are really related.