KPIs and PRP as the drive in organisations - Free Essay Example

Sample details Pages: 3 Words: 804 Downloads: 6 Date added: 2017/06/26 Category Marketing Essay Type Argumentative essay Did you like this example? With the use of at least two detailed examples critically examine the view that organisational targets, Key Performance Indicators (KPIs) and Performance Related Pay (PRP) are the modern engines that drive the assembly lines of many contemporary organisations When approaching this topic it is clearly important to have the correct and concise knowledge of just what Taylorism and Fordism are and how intrinsically important they were and are within the confines of the industrial revolution and modern business today. Many people believe that it is Henry Ford alone to whom we can attribute the immense growth and success of capitalism, for it was the mass expansion and methods of his work with Ford which created a model for so many other companies to follow in his wake. He was a master at reducing labour costs, and production costs with the effect that retail costs could therefore be brought down, resulting in an increase in overall sales and therefore profit. Ant onio Gramsci called Fordism; ‘an ultra-modern form of production and of working methods such as is offered by the most advanced American variety, the industry of Henry Ford.’ Ford discovered a way to mass produce a product so cheaply that he could make it available to the common man, reduce it’s exclusivity and therefore allow it to become something which was marketed at base level and therefore desired by millions who suddenly discovered something was within their grasp and strived to afford it naturally increasing sales. Frederick Taylor is equally to be celebrated within the modern world of business, for it is him who developed division of labour, and a wage system based on performance. These are two standard usages in business today. Taylor himself described these as; ‘merely the elements or details of the mechanisms of management’ Indeed, now, these tactics are so widely used and considered such logical means of extracting more p roficient labour that it is difficult to remember a time when they were not implicated. So, it is with these initial points in mind that we approach where we have reached and developed these initial ideas today. Key Performance Targets and Performance Related Pay are surely the children of what was once Taylor’s idea of division of labour and performance based wage systems. KPI’s and PRP’s are indeed implicated in massive organisations the world over, successfully. To illustrate the success of these methods we will use two examples of substantial size and profitability, indeed, since he began it all, let us take the company of Ford, and the ever growing conglomerate that is Tesco. Some are of the opinion that the way in which company’s are run has not changed much in the past fifty years, that the ‘assembly line’ is still essentially what is used to motivate workers to produce. Large company’s such as Ford who were once pioneers of the assembly line now use organisational targets, KPI’s and PRP’s to motivate their workers. These work in the way that where people once became more efficient because they stood at the assembly line and each had their own part to add to the product making the process more time efficient, motivators are now used to make the actual production of the work from the individual greater. Depending on the level of management, different forms of motivation are used to achieve this. Ford are particular believers in PRP. Performance Related Pay is used throughout management levels with higher management to encourage them to constantly creatively find ways to make their men work more efficiently, because not only do they get rewarded for this, but the person in the management position gets rewarded depending on their output. This is often in the form of capped or uncapped commission added onto their basic salary. If a target is reached, X amount of commission is awarded. Thes e targets are then segregational, performance related targets being offered to the individual at base level for achieving a certain number of sales, producing a certain number of products depending on what sector of the business they work in. There is then a pyramid effect, the person in management of this department, gets commission for each one of his workers hitting their targets, and he also has a departmental target to hit, it is his job to ensure that his team are happy, motivated and working well, because it is in his interests that they hit their own targets, and therefore the overall target, netting him his own performance related bonus. This method works right up the strata to the very top, and ensures that every member of the organisation, no matter how huge, has a reason and indeed a desire to work hard and be productive because they will be rewarded for it at the end. Don’t waste time! Our writers will create an original "KPIs and PRP as the drive in organisations" essay for you Create order

Italian Adjective Order

In general  Italian adjectives  follow the  noun: È una lingua difficile.  (It is a difficult language.)Marina à ¨ una ragazza generosa.  (Marina is a generous girl.) Certain common adjectives, however, generally come before the noun: Anna à ¨ una cara amica.  (Anna is a dear friend.)Gino à ¨ un bravo dottore.  (Gino is a good doctor.)È un bruttaffare.  (Its a bad situation.) The most common adjectives that come before the noun are listed in the table below. Italian Adjectives That Precede Nouns bello beautiful bravo good, able brutto ugly buono good caro dear cattivo bad giovane young grande large; great lungo long nuovo new piccolo small, little stesso same vecchio old vero true But even these adjectives must follow the noun for emphasis or contrast, and when modified by an  adverb: Oggi non porta labito vecchio, porta un abito nuovo.  (Today he is not wearing the old suit, he is wearing a new suit.)Abitano in una casa molto piccola.  (They live in a very small house.)

Hrm †the Google Way Free Essays

string(71) " to know what percentage of time people are spending on side projects\." HUMAN RESOURCE MANAGEMENT – THE GOOGLE WAY SUBMITTED BY AKANSHA AGARWAL -100031 DEEPTI HORA – 100016 GAZAL BABEL- 100011 PRIYAM MAHESHWARI-100055 ROHIT NAIR – 100201 CONTENTS Executive Summary3 Introduction4 Company Overview4 People Operations at Google4 (with the help of Harvard and Guest models) Standard Recruitment and Selection10 Google India Code Jam11 Recommendations11 References12 Appendix15 EXECUTIVE SUMMARY HUMAN RESOURCE MANAGEMENT – THE GOOGLE WAY In this project, we discuss the Human Resource practices at Google Inc. They are known as â€Å"PEOPLE OPERATIONS† headed by Laszlo Bock. Googlers(Google employees) work hard, and have fun too. We will write a custom essay sample on Hrm – the Google Way or any similar topic only for you Order Now The workforce is diversified with international communities, Gayglers (lesbian, gay, bisexual, and transgender), and Greyglers (Googlers over 40 years). We have tried to use HRM Models such as â€Å"The Harvard Model† and â€Å"The Guest Model† which link the current HRM policies of Google with the theoretical aspect of HRM as a subject. The Harvard model throws light on aspects such as situational factors, stakeholder’s interest, HR management choices and decisions, their outcomes and consequences. Whereas the Guest Model throws light on aspects such as HRM practices like hiring, training, appraisals, relations, etc. and also aspects such as behavioural, financial and performance outcomes. In accordance with these models we saw that the success of Google lies in its open policy to accept the employee’s ideas. Google has been able to instil creativity and innovation among its employees. The next part of the project gives a detailed idea about the standard recruitment and selection process at Google offices all over the world including India. Google conducts the GLAT (Google Lab Aptitude test) to see if the prospective employees are compatible with the work environment. Bringing to light techniques such as the GOOGLE INDIA CODE JAM, through which they hire the best techies from all across India to work for the company. Finally we have given recommendations wherein keeping in mind the drawbacks of some of its practices, we suggest corrective measures. INTRODUCTION This report identifies the current HRM policies of Google Inc. The company which had less than 20 employees in 1998 now has over 20000 on its pay rolls. We have evaluated them against the Harvard and Guest model of HRM. Also recruitment and selection procedures have been discussed. Some of them are standard while some unusual concluding with a few recommendations. COMPANY OVERVIEW Google is one of the leading internet technology and advertising companies in the world. It flagship product is its internet search engine. It also provides advertising services which is its main source of revenue. Google employees named GOOGLERS, which are now almost 20,000 in numbers. (Datamonitor 2010) PEOPLE OPERATONS AT GOOGLE The HRM activities are classified on the basis of the parameters given by the HARVARD MODEL and the GUEST MODEL. Situational factors and Stakeholder interest of the Harvard model and HR practices and Outcomes of the Guest model have been identified w. r. t Google. (Bratton. J and Gold. J 2007) Refer to Appendix for diagrammatic representation. SITUATIONAL FACTORS : Business strategy and conditions – The mission is to gather the entire world’s information and make it accessible to everyone. At the company data is sacred. Employees are encouraged to voice out inferences from data and not feelings. It is believed that more data equals more knowledge and better decisions. (Hardy. Q 2005). Its informal corporate motto â€Å"Don’t be Evil†, reminds Googlers that being ethical is essential. However this can be debated in view of its acceptance of filtering search results in China. Management philosophy – The management believes that if any employee fails, his/her managers are to blame. (Sullivan. J 2007) Labour market – The IT industry has a labour market with engineers from Ivy League Schools (full-timers) as well as contractors. Task technology – The IT industry is highly dynamic and competitive and to thrive one must continually innovate and delight the customers. Laws and societal values – There have been instances where Googlers have taken the company to court for outstanding payment of salary and disabled accounts which could prove harmful to the company. (Google 2010) STAKEHOLDER INTEREST : Management – LASZLO BOCK, vice president of people operations, Google. A Chief Cultural Officer or Director of Human Resources is designated to maintain the company’s unique work culture. He is in charge of making sure that the company’s values are adhered to. (Kuntze. R Matulich. E, 2010) Community – It gives back to society through its philanthropic wing which undertakes in-kind product donations, volunteering and charity. (Google 2011) HRM PRACTICES : Hiring – Due to the dynamic work environment the company hires people who are quick learners and innovative. (Sullivan. J 2007). The hiring process is quite long and difficult with tests, pre-interview screening and finally at least 4 rounds of interviews. Reward system – Refer to Appendix TABLE 1 for Compensation of top 5 executives in Google. The Google infrastructure has day care and elder care centres, spa and hair salons, car wash and oil check facilities and everything else that technology obsessed person would need in terms of a benefits package. Employees must work for 70% of their working hours and are entitled to unlimited sick leave, stock options and various other perquisites. (Logan. G 2008) WORK SYSTEM The employees have experience in three main areas – human resource, business consulting with good problem-solving skills, statistics and psychology. (Anonymous 2008) Google has an informal ‘value-added’ environment. The environment is creative, fun and relaxed. Individuality and innovation is encouraged. There is neither dress code nor formal daily meetings. TGIFs or weekly Friday meetings are held where questions can be posed to the co-founders also. Nooglers are given special treatment and made to experience the spirit of co-operation. The downside of such an environment is that Googlers show up late, don’t pay attention, leave early and keep messaging on their mobiles. 20% TIME. Simply put, employees get 1/5th of their time to work on projects of their own choosing. This keeps employees challenged and at the same time provides good business opportunities for the company. Kuntze. R Matulich. E, 2010). Hourly time isn’t tracked so there’s no way to know what percentage of time people are spending on side projects. You read "Hrm – the Google Way" in category "Papers" The concept functions more as an attitude – that new projects should be started anyone, not necessarily those at the top. Also giving time i s of no use if the culture of the company does not support it. Training and Development – Google sponsors lessons in foreign languages. Unique development opportunities are provided to engineers. EngEDU, an engineering training group provides training classes and career development services to them. It is mandatory to undergo training and development sessions for a minimum of 120 hours/year. Google stresses development of the people through on-the-job learning. It occurs through frequent departmental â€Å"tech talks†, new mentors, etc. (Sullivan. J 2007) Appraisal – Google says it puts a â€Å"twist on 360-degree feedback by providing functionality for managers and employees to nominate `peer reviewers’ from anywhere across the organization†. Quarterly goals are set and performance evaluations are based on these; the company aims for a 70 percent success rate. Anonymous 2008) Relations – HR practices at Google are coined ‘People Operations’. Employee passion is maintained by limiting bureaucracy. Ideas which are unique are encouraged no matter where they came from. (Sullivan. J 2007) When many employees started to leave it formulated a mathematical algorithm to look for unhappy Googlers. The idea was to get inside the employees he ad even before they thought of leaving the company. However, it can be argued that it was a waste of money. James Smither, a professor at La Salle University, Philadelphia, says that it doesn’t make sense. â€Å"No algorithm is any better than the data you feed it. And most data about behaviour has questionable reliability. † If we put in garbage the algorithm will give the same back. (Watson. T 2009) LONG TERM CONSEQUENCES : Individual well-being – Google allows employees to work on any project of their choice which boosts creative thought and instils job satisfaction. (Kuntze. R ; Matulich. E 2010). Career development and tutorial services are provided. ( Sullivan. J 2007) One way Google speeds development is through a yearlong â€Å"base camp† training initiative that features a combination of HR specialist training and MBA-like curriculum. Organisational effectiveness – The Company was placed fourth in Fortune’s list of America’s most Admired Companies and first in the list of Best Companies to Work For. (Hansen. F 2008)and (Logan. G 2008) BEHAVIOURAL OUTCOMES : Motivation – The main factors of motivation in the company is the dynamic environment, quick decision making and a culture where ambitious ideas are not only encouraged but also accepted. (Sullivan. J 2007) Co-operation – Googlers across levels and departments say that it doesn’t matter if they are designing search engines or cooking meals for their colleagues, they feel that their work can change the world. (Salter. C et al. 2008) Commitment – The thing about Google is that even after 12 years, it continues to instil a sense of creativity and ambition within its employees and now has more than 20000. The freedom given to its workers infuses in them a sense of responsibility and obligation: â€Å"Are we taking advantage of what we’ve got here? † they ask. â€Å"Are we doing enough? Are we doing everything we can? † (Salter. C et al. 2008) PERFORMANCE OUTCOMES : POSITIVE Productivity – Matt Glotzbach(2008) – PRODUCT MANAGEMENT DIRECTOR FOR GOOGLE ENTERPRISE Generally a new employee is required to fill out paperwork but at Google it is done electronically. I went to a staff meeting that afternoon and got assigned to figure out how Google could launch Enterprise [applications for corporations] in Europe. I was told to come back with the answer at the end of the week. It was like, ‘Hey, New Guy, you don’t know anything about our business yet, and you don’t have any international experience, but here are some people who can help you. Go figure it out. ‘ We launched in Europe a few months later. † Innovation – 20% time. Simply put, employees get 1/5th of their time to work on projects of their own choosing. This keeps employees challenged and at the same time provides good business opportunities for the company. Google services that were all started as individual projects are Gmail, Google News, Orkut etc. (Kuntze. R Matulich. E, 2010). NEGATIVE Turnover – The Company had to raise the wages by 10 % starting 2011 to reduce defection of workers who were looking for brighter pastures. With $33 billion in cash and a stock market capitalization of almost $180 billion, Google can afford to throw money and shares at its employees. Yet the significance of Google’s across-the-board pay raise extends far beyond corporate competition. Farell. C 2010) Paul Buchheit, a Googler who coined â€Å"Don’t be evil! † is a founder, with three ex-Googlers, of a social-networking company called FriendFeed. Nathan Stoll, who managed Google News, is hard at work on his new company, Mechanical Zoo. Several top people have gone to Facebook, most notably Sheryl Sandberg, who ran Google ’s automated ad sales, and Elliot Schrage, who ran PR. (Lashinsky. A et al. 2008) FINANCIAL OUTCOMES : Profits – Google has matured very quickly in the last twelve years since its inception in 1998. The company’s operating profit and net profit have increased to $8312. million and $6520. 4 million in 2009 respectively which is almost 25. 3% and 54. 3% as compared to the previous years. (Datamonitor 2010) STANDARD RECRUITMENT AND SELECTION The HR Technology and Operations Manager, Melissa Karp says that the fast pace with which Google is growing means that the senior managers have to spend 30% of their time in interviewing prospective employees. The company says every applicant goes through at least four rounds of interviews taken by direct line managers, potential peers and subordinates. Liane Hornsey apparently had to go through fourteen interviews before getting her job. Once selected and the contract signed, presents are given to the NOOGLER, his/her desk is decorated with balloons and an invitation is given to dine with his/her manager. This tough entry means that only the most talented and culturally compatible people are hired and firing of employees is less. There is not much stress among people over being thrown out. (Wright. A. D 2008) and(Dempsey. K 2007) Refer to Appendix AD for the hiring advertisement of Google. After anyone applies online in the company, it uses its applicant tracking system (ATS) to weigh in on applicants. Background information on education and work experience is collected and stored in the ATS. Then it is compared to data about existing Google employees and if there is a match, an e-mail is sent to ask the particular employee for internal references. Employees update the ATS by replying to this e-mail. Google uses its GOOGLE LAB APTITUDE TEST (GLAT) which tries to measure his/her compatibility with its work environment. It is put in technology magazines and applicants hand it in accompanied by their resume. It also serves to select those applicants who have the desired skills and mindset for the interview stage. (Willock. R 2007) GOOGLE INDIA CODE JAM The India Code Jam is a contest where software writers are asked to write codes which can land them a job at Google’s Research and Development Centre which otherwise is a long and difficult process. The fastest writer also gets $6,900. It is a hunt to find the most brilliant code writer in South and Southeast Asia. Their problem solving, designing and code writing skills are put to test. Finalists are required to create and test software and finally programme a war-based game. However this contest is so complex to complete that only the most brilliant code writers think of applying. Google has been unsuccessful in finding these brilliant engineers for its Indian office. According to insiders the Bangalore office wanted to hire 100 employees but their staffs has only 25 people. (Puliyenthuruthel. J 2005) RECOMMENDATIONS The work culture of Google is very motivating and challenging. The 20% time concept is a huge success. The perquisites offered are more than any employee hopes for. However, after studying the policies of Google and arguments of various third parties in favour or against them we have come up with a few suggestions for improvement. Employee turnover rate – The number of employees leaving the company has been increasing in the last few years. Some of the cited reasons were low pay, bureaucracy and poor mentoring. We suggest that superiors pay more attention to employees and guide them wherever necessary. Also an environment that is fun may backfire. A balance between work and fun must be maintained. * Mathematical Algorithm – James Smi ther, a professor of management at La Salle University in Philadelphia argues that the idea of the mathematical algorithm is very unrealistic as the behavioural data may or may not be accurate. Rather it is suggested that Googlers should be approached directly so as to know why they are dissatisfied. * It has a bad reputation for underpaying the employees, even though they are trying to motivate them by providing stock options. Thus Google should see that the employees they hire are paid in accordance to the work that they do and at the same time see that they are not dissatisfied. * Recruitment – Google India Code Jam is an innovative way of recruiting people, but the only drawback is that it is a very difficult process. Thus measures should be taken to see that the process is neither too easy nor too difficult, so that the best talent is selected and at the same time it should not deter people from applying. REFERENCES 1. Kuntze R. , and Matulich E. , (2010). Google: Searching for Value. Journal of Case Research in Business and Economics. Volume 2. Pp 2-7. [online]Available at :- http://www. aabri. com/manuscripts/09429. pdf [Accessed on 5 April 2011]. 2. The Finest People, The Coolest Environment. Times Ascent: HR Forum, Empowering Potential, New Delhi. 18th January’ 07. Pp. , 22. [online]Available at :- http://www. myadrenalin. om/india/Downloads/news/CAP_2007_1_18_22. pdf [Accessed on 3 April 2011]. 3. Wright A. D. , (2008). At Google, It Takes A Village To Hire An Employee. HR Magazine. SHRM’s HR Trend. Volume 53. Pp 56-57. [online]Available at :- http://web. ebscohost. com. ezproxy. lancs. ac. uk/ehost/detail? vid=3;hid=8;sid=ed72b75c-a4b7-4a49-85f0-b26e67d8e6ff%40sessionmgr4;bdat a=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh;AN=36048756 [Accessed on 2 April 2011]. 4. Anonymous (2008)Google’s Lessons for Employers: Put Your Employees First. HR Focus. Volume 85(9). Pp 8-9. [online]Available at :- http://web. ebscohost. com. ezproxy. ancs. ac. uk/ehost/detail? vid=5;hid=8;sid=ed72b75c-a4b7-4a49-85f0-b26e67d8e6ff%40sessionmgr4;bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh;AN=33764457 [Accessed on 2 April 2011]. 5. Shipman. D (2006). Can We Learn A Few Things from Google? Nursing Management. Volume 37(8). Pp 10-12. [online]Available at :- http://web. ebscohost. com. ezproxy. lancs. ac. uk/ehost/detail? vid=7;hid=8;sid=ed72b75c-a4b7-4a49-85f0-b26e67d8e6ff%40sessionmgr4;bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh;AN=21819793 [Accessed on 2 April 2011]. 6. DataMonitor, 2010. [online]Available at :- http://web. ebscohost. om. ezproxy. lancs. ac. uk/ehost/companyinfo? sid=653132a9-31a4-40e4-83bf-024bc4691e5b%40sessionmgr115;vid=5;hid=111;bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db =buh;authdb=dmhco;AN=5B199F61-608D-4923-B4A3-F5EE15285ADE [Accessed on 1 April 2011]. 7. Verma. M(2008), Google’s HR Dilemma, Human Asset Management, ICFAI Books Volume 1, Chennai, ICFAI University Press, Pp-140-149 8. Bratton J. and Gold. J (2007), Human Resource Management, 4th Edition, London, Macmillan, Chapter 1. 9. Work Example- Google (2010), T+D. Volume 64(5). Pp 44. [online]Available at :- http://web. ebscohost. com. ezproxy. lancs. c. uk/ehost/detail? vid=9;hid=8;sid=ed72b75c-a4b7-4a49-85f0-b26e67d8e6ff%40sessionmgr4;bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh;AN=50256392 [Accessed on 2 April 2011]. 10. Hansen. F (2008). TOP of the CLASS. Workforce Management. Volume 86(20). [online]Available at :- http://web. ebscohost. com. ezproxy. lancs. ac. uk/ehost/detail? vid=11;hid=8;sid=ed72b75c-a4b7-4a49-85f0-b26e67d8e6ff%40sessionmgr4;bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh;AN=33066193 [Accessed on 2 April 2011]. 11. Logan, G. ,(2008). Hiring Policy makes Google best plac e to work in UK: Personnel Today, 3June. [Online] Available at: http://web. ebscohost. com. ezproxy. lancs. ac. uk/ehost/detail? vid=15;hid=8;sid=ed72b75c-a4b7-4a49-85f0-b26e67d8e6ff%40sessionmgr4;bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh;AN=33066355 [Accessed on 4 April 2011] 12. Watson, T. ,(2009). A Google Eye: Canadian Business, 16 June. , Volume 82 (11), [Online] Available at: http://web. ebscohost. com. ezproxy. lancs. ac. uk/ehost/detail? vid=17;hid=8;sid=ed72b75c-a4b7-4a49-85f0-b26e67d8e6ff%40sessionmgr4;bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh;AN=42208422 [Accessed on 2 April 2011] 3. Willock, R. ,(2007). Google makes the mind boggle with its recruitment challenges: Personnel Today, 6 Feb. , [Online] Available at: http://web. ebscohost. com. ezproxy. lancs. ac. uk/ehost/detail? vid=17;hid=8;sid=ed72b75c-a4b7-4a49-85f0-b26e67d8e6ff%40sessionmgr4;bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh;AN=42208422 [Accessed on 4 April 2011] 14. Dempsey, K. ,(2007). Invest more time in Hiri ng to spend less time firing: Personnel Management, 6 Feb. , [Online] Available at: http://web. ebscohost. com. ezproxy. lancs. ac. uk/ehost/detail? id=22;hid=8;sid=ed72b75c-a4b7-4a49-85f0-b26e67d8e6ff%40sessionmgr4;bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh;AN=24663216[Accessed on 29 March 2011] 15. Farrell, C. , (2010). On pay raises, its Google or Bust: Business week, 1 Dec. , [Online] Available at: http://web. ebscohost. com. ezproxy. lancs. ac. uk/ehost/detail? vid=33;hid=8;sid=ed72b75c-a4b7-4a49-85f0-b26e67d8e6ff%40sessionmgr4;bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh;AN=55618496 [Accessed on 3 April 2011] 16. Hardy, Q. (2005). Google Thinks Small: Forbes, 14 Nov. ,Volume 176 (10), [Online]Available at: http://web. bscohost. com. ezproxy. lancs. ac. uk/ehost/detail? vid=30;hid=8;sid=ed72b75c-a4b7-4a49-85f0-b26e67d8e6ff%40sessionmgr4;bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh;AN=18728217 [Accessed on 1 April 2011] 17. Puliyenthuruthel, J. ,(2005). How Google Searches-For Talent: Business week, 11 April, Issue 3928. [Online] Available at:http://web. ebscohost. com. ezproxy. lancs. ac. uk/ehost/detail? vid=28;hid=8;sid=ed72b75c-a4b7-4a49-85f0-b26e67d8e6ff%40sessionmgr4;bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh;AN=16599813 [Accessed on 1 April 2011] 18. Salter, C. , et al. (2008). Google: The Faces and Voices of the world’s most Innovative company: Fast Company, March, Issue 123. [Online]Available at: http://web. ebscohost. com. ezproxy. lancs. ac. uk/ehost/detail? vid=26;hid=8;sid=ed72b75c-a4b7-4a49-85f0-b26e67d8e6ff%40sessionmgr4;bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh;AN=29959444[Accessed on 5 April 2011] 19. Lashinsky, A. , et al. (2008). Where Does Google Go Next? Fortune, 26 May,Volume 157 (11). [Online] Available at:http://web. ebscohost. com. ezproxy. lancs. ac. uk/ehost/detail? vid=24;hid=8;sid=ed72b75c-a4b7-4a49-85f0-b26e67d8e6ff%40sessionmgr4;bd How to cite Hrm – the Google Way, Papers

Comparing A Lady of the Letters and Bed Amoung the lentils Essay Example For Students

Comparing A Lady of the Letters and Bed Amoung the lentils Essay A Lady of Letters and Bed Among the Lentils are monologues about two lonely characters in the late 20th Century. Miss Ruddock is an ordinary middle-aged woman who has an obsession to write letters of complaint so it landed her in trouble. Susan is the heroine in Bed Among the Lentils, she is a vicars wife and an alcoholic. Susan lives in a loveless marriage and strongly disagrees with the role of the vicars wife; she lacks love and attention from her husband. Susan in dissatisfied with sex in her marriage rare and desiccated conjunctions that take place between Geoffrey and me and hates Geoffreys fun club and his ambition and career. On the other hand Geoffrey covers for her but everyone is aware that she is an addict. Susan is not religious and doubts that even her husband is a real believer. Everyone in the parish ignores her, even the bishop refers to her as Mrs Vicar. Being an outcast she drifted to alcoholism and later to adultery. She even failed her own vision of her old age but excused herself with lacking the temperament. It is unclear why Susan started an affair, was it to get back at Geoffrey or lack of sex or even just out of drunkenness? She did find sexual satisfaction and even showed some curiosity in Mr Rameshs religion which might mean that she disagree with the basic of Christianity. Susan does make odd comments about Jesus You never see picture of Jesus smiling, do you? It seems that she is searching for an excuse to drink and Mrs Shrubsole is as good as any. Obviously that she is trapped and unable to find way out, drinking and the affair are only extra weight on her. The awakening point is when Mr Ramesh suggested that it would be nice to try sex while she is sober. Susan joins AA. Soon there is a transformation in her outer appearance but inside she become even more isolated. Mr Ramesh is gone and Geoffrey is using Susan and her fight with the addiction as his achievement hoping to speed up his career. Susan ended up worse than at the beginning. Miss Ruddock is a guardian of local community, writing complaints to everyone about everything. She is very traditional and prejudice evens a racist. Irene does not mean to be destructive but being a busybody she did make some wrong accusations and ended up in prison. She did care for her mother until her death and stayed single since. Irene is a virgin and does not show any interest in men or sex. She is snobbish I never said she could call me Irene. She has a little contact with people, even does not know how to swear. Her compulsive writing is her way to be part of society, her only contact with outside world. She can not go along the progress, noticing that policemen wears  glasses or that neighbours do not have curtains makes her an outsider. Unfortunate interference about the child across the road and reporting about a policemen-spending time at No.56 landed her in prison. Ironically she finds a freedom in the prison This is the first taste of freedom Ive had in years. Irene needs to be needed and helping Bridget to deal with killing she has on conscience gives Irene happiness. In some ways she is a funny and interesting character, the happiest of the all Talking Heads. Irene changes her situation while Susan stayed trapped. Susan is rebellious and had conflict with herself too; Irene just can not help but tells what she thinks about everything that goes in her street but tempt to jump to conclusion. We feel sorry for Susan because as she said she ended up with two churches, sadly she was unable to break free. Irene has happy ending even she is in prison but she found herself there. .ua11dc809b01d752a91fa5994a0729caa , .ua11dc809b01d752a91fa5994a0729caa .postImageUrl , .ua11dc809b01d752a91fa5994a0729caa .centered-text-area { min-height: 80px; position: relative; } .ua11dc809b01d752a91fa5994a0729caa , .ua11dc809b01d752a91fa5994a0729caa:hover , .ua11dc809b01d752a91fa5994a0729caa:visited , .ua11dc809b01d752a91fa5994a0729caa:active { border:0!important; } .ua11dc809b01d752a91fa5994a0729caa .clearfix:after { content: ""; display: table; clear: both; } .ua11dc809b01d752a91fa5994a0729caa { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ua11dc809b01d752a91fa5994a0729caa:active , .ua11dc809b01d752a91fa5994a0729caa:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ua11dc809b01d752a91fa5994a0729caa .centered-text-area { width: 100%; position: relative ; } .ua11dc809b01d752a91fa5994a0729caa .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ua11dc809b01d752a91fa5994a0729caa .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ua11dc809b01d752a91fa5994a0729caa .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ua11dc809b01d752a91fa5994a0729caa:hover .ctaButton { background-color: #34495E!important; } .ua11dc809b01d752a91fa5994a0729caa .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ua11dc809b01d752a91fa5994a0729caa .ua11dc809b01d752a91fa5994a0729caa-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ua11dc809b01d752a91fa5994a0729caa:after { content: ""; display: block; clear: both; } READ: Analytical Discussion of Cold Mountain by Charles Frazier EssayMonologues tells us more about the characters then they want to tell but it is also a one-sided story, other characters might be completely different. Obviously Bennett has some disagreement with church, police and social services, his monologues clearly shows a critique about them. He uses simple but eye-catching words to give very strong statements, he knows how to describe thoughts of lonely and even mentally disturbed character. Bennett is brilliant and has very strong narrating skills, the tragic-comic Talking Heads are full of irony but it shows us how much isolation there was in late 80s. Sadly there is even more nowadays.