Alcohol Annotated Bibliography Essay - 2886 Words

Jenna Knight 000474041 Mrs. Cukrowski Cornerstone 1 April 2013 Annotated Bibliography: Effects of Alcohol on the Brain Research Question: What long lasting effects does binge drinking have on the brain? As a college student, alcohol is a very real and prevalent temptation. It is a normal occurrence for a Friday night to be filled with friends, a bonfire, and alcohol out on the lake. Unfortunately, not many students know the effects of alcohol on their brain. I took a personal interest in this subject because alcoholism runs deep in my family. I want to know what effects my personal consumption of alcohol have on my brain and how they will affect my life if I continue to drink or choose to stop. Alfonso-Loeches, Silvia, and†¦show more content†¦However, many binge drinkers are less cautious when it comes to the drive home. Also, according to their studies, women are more likely to become drunk faster due to the fact that they have less water to absorb the alcohol in their blood stream. Men on the other hand, have larger bodies and more water in their bloodstream therefore making them less susceptible to alcohol. The tests that Bernosky-Smith made her subjects take included a line test in which she asked questions and had them draw a line to an answer and a simulated driving test that involved a monetary reward if the impaired driver could get through a 9 mile course in 16.5 minutes or less. By making each drinker take tests like these, Kimberly received tangible results regarding the impairment of the individuals. This is good for me to know, as a teenager, because so often teenagers feel as though they are invincible and can drive after they have been drinking. Bonar, Erin E., Kathleen M. Young, Erica Hoffman, Shinakee Gumber, Jeremy P. Cummings, Michelle Pavlick, and Harold Rosenberg. Quantitative and Qualitative Assessment of University Students’ Definitions of Binge Drinking. Quantitative and Qualitative Assessment of University Students’ Definitions of Binge Drinking 26.2 (2011): 187-93. Web. 3 Apr. 2013. This study was developed in order to discover what university students saw as binge drinking.Show MoreRelatedAlcohol Annotated Bibliography2329 Words   |  10 PagesAlcohol Annotated Bibliography. Introduction. This Annotated Bibliography has been developed in co-ordination with an Alcohol Poster presentation, with the aim of elucidating the dangers alcohol has on a person’s health and wellbeing. The author chose alcohol as a topic, as it is well-known to be dangerous but in contrast it is readily available for people to purchase. Alcohol dependency has serious detrimental effects on people’s health and social lives. 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Self-efficacy is one’s belief that they will be able to succeed in specific situationsRead MoreCafs I.R.P Study Notes1352 Words   |  6 PagesInterpreting Autumn Analysing - develop a suitable question - select appropriate methodologies - consider bias and sampling - plan use of resources - collect and record data (primary/secondary) - analyse and interpret data - bibliography and appendix - ethical procedures presenting data graphs, tables, presenting key data - Tables are useful in showing relationships and making comparisons. They should have title, row, column headings, population, source and explanationsRead MoreEssay on The War On Drugs1079 Words   |  5 Pagesthe future. Should the government really be allowed to prosecute non-violent offenders for consensual crimes committed in their own home? You may have heard the saying â€Å"history always repeats itself,† does America not remember what the outcome of alcohol prohibition was. The outlawing of any controlled substance will only bring rise to more violent outlaws willing to risk life and limb for high profits. By making drugs illegal, they are also making drug prices skyrocket. As Weir puts it â€Å"the War onRead MoreLegalization of marijuana789 Words   |  4 PagesAnnotated Bibliography The topic I chose is the legalization of marijuana. My research was enjoyable because I love reading on a topic that I fully support and agree with. The four sources I found are very persuading and contain strong points. I used the web for research but as I found sources, I made sure they were credible sources since this is such a debatable issue. Jacques, Renee. This Is Why Marijuana Should Be Legal Everywhere. The Huffington Post. TheHuffingtonPost.com, 24 Oct. 2013Read MoreChildhood Development Of Anxiety And Depression940 Words   |  4 PagesAnnotated Bibliography Hudson, J. (2014, December 1). 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A Raisin in the Sun †5 Free Essays

â€Å" The whole course of human history may depend on a change of heart in one solitary and even humble individual- for it is in the solitary mind and soul of the individual that the battle between good and evil is waged and ultimately won or lost. † This quote speaks of changes in heart. I believe someone who has a change in anyway, whether it’s in heart o anything else, for good has grown and become dynamic. We will write a custom essay sample on A Raisin in the Sun – 5 or any similar topic only for you Order Now Dynamic is characterized as a constant change in activity or progress. Perhaps the most dynamic character in Hansberry’s A Raisin in the Sun is Beneatha because of her change in identity, career, and love. The first reason why I believe she is the most dynamic character is because of her change in identity. During the beginning of the play Beneatha had straight hair, along with everyone else in her family that was a female. She enjoyed and did not mind her straight hair; until Asagai pointed out that she was conforming to society. He was speaking of the act of imitating the behavior of some situation or some process by means of something suitably analogous, or a simulation. He makes the argument that she should straighten her hair because she should keep her original routes. He begins to speak of being assimilated or, people of different backgrounds come to see themselves as part of a larger national family. Another thing that Beneatha to change her identity was listen to different types of music. She did this in the hopes to prove to her family she did not want to conform. She wanted to prove that she could stay true to her heritage. The next thing that led me to believe that Beneatha is the most dynamic character is her change in career. Although Beneatha has chosen a career path, she is not sure what she would like to do in her spare time. She speaks to mama about learning how to play the guitar. Mama says, â€Å"Why you got to flit so from one thing to another, baby? † (Hansberry 47) Beneatha replies, â€Å"I just want to learn to play the guitar. Is there anything wrong with that? † (Hansberry 47) â€Å"Ain’t nobody trying to stop you. I just wonders sometimes why you has to flit so from one thing to another all the time. You ain’t never done nothing with all that camera equipment you brought home-â€Å", Mama says (Hansberry 47). She has pursued several different options, but she is like a kid in a candy store and has an extremely difficult time staying, or sticking to one thing. But the thing about her career that changes isn’t what she wants to do, but why she wants to do it. In the beginning of the play she talks about how she wanted to be a doctor because of a tragic accident she witnessed as a child. Her friends face split open before her eyes, and she thought, â€Å"Well that’s the end of him. † But, one day he returned with just a simply scar on his face, and since then she wanted to be that person to help a child live on. But, in the middle of the play, she loses faith and finds all dreams pointless, she loses sight of everything that she once stood for. Asagai brings her back to reality, and helps her realize that she can make a difference and change the world, one person at a time. At the end of the play it now becomes clear that she wants to help kids in Africa along side of Asigai. The structure of why is changed because love gets mixed within her dreams. My last reason why I believe that Beneatha is a dynamic character is because of her in heart. George Murchison offers the best opportunities for Beneatha and her family. However, Beneatha comes to a startling discovery after spending an evening with George. He says to her, â€Å"I don’t go out with you to discuss the nature of ‘quiet desperation’ or to hear all about your thoughts – because the world will go on thinking what it thinks regardless – â€Å"(Hansberry 97). After George’s departure, Beneatha is speaking to Mama. She says, â€Å"Mama, George is a fool – honest† (Hansberry 97). Even though George is a wealthy, good-looking man, his shallowness becomes his bitter downfall. Beneatha realizes that she can do much better than him, and that she deserves better than him. George is completely oblivious to her revelation and thinks that his opinion is neither ignorant nor cruel. The irony in George’s statement is that Beneatha can make a difference simply by voicing her opinions and letting her presence made known. Even before George made his brutal comments to Beneatha, she was rethinking her choice of companion. This is when she begins to look further into the enigma that is Asagai. Joseph Asagai, an intellectual from Nigeria. Asagai says that Beneatha seeks out those who understand her hardships, her lack of a definite identity, and her need for an intellectual relationship. As is true with almost any young woman, what she thinks she needs and what she actually needs are two strikingly different things. With two men vying for her heart, Beneatha must make a decision regarding who is best for her. She then, at the end the play, realizes this is the man the she wants and should be with. In conclusion, As Beneatha’s interests change, so does who she is. Her ever-changing identity helps to define her as a diverse individual. This is shown through her change in identity, career, and love. Maybe who we are as a person isn’t so much about what we do, but rather what we’re capable of when we least expect it. Never doubt oneself and don’t worry about what others think, because sometimes change can be a good thing, and sometimes change is needed. How to cite A Raisin in the Sun – 5, Essay examples

IT Risk Significant Technology Decision

Question: Discuss about the IT Management Risk Significant Technology Decision. Answer: Introduction IT Risk Management is referred to the application of the methods of managing risks towards the information technology in terms of managing the IT risks (McNeil, Frey and Embrechts 2015). Moreover, the risks over businesses are associated with the utilization, adoption, ownership, influence, involvement as well as operation of IT within a particular organization. Therefore, this report is mainly aimed to interface between the business technologists as well as stakeholders, translating the potential technical difficulties into the risk language for facilitating the effective decision making by the stakeholders. Hence, the project of outsourcing the key functionality of IT systems like application development, desktop management or network to a third party executed by a fictional company Aztec has been considered in this report. This particular project carries few significant risks related to IT those would need to be managed in terms of supporting the business case as to whether the project should go forward or not. Thus, in this regard, this report primarily provides a clear statement of this particular IT technology project as well as outlines the recommendations to the Aztec management as per the merits of the project based on risk assessment. In addition, this study also reviews this project in the context of financial services sector that would incorporate any relevant industry or government regulation or compliance as well as any established best practices. On the other hand, this report also explores the impact of this project on the current security posture of Aztec as expressed by its current maturity against the procedures and policies of IT security. Furthermore, this report also assesses risks based on consequences, vulnerabilities and threats derived from an IT control framework and any existin g recommendations for the industry risks for this project. In particular, this study aims to address the data security risks from the project viewpoint of what data would be utilized and who would have the access to the data and where the data would flow. Project Review Aztec operates in financial service sector in Australia. The management authority of Aztec financial service sector has decided to undertake a particular project of outsourcing the key functionality of IT systems like application development, desktop management or network to a third party (Olson and Wu 2015). This section provides a detailed insight of the project review which has been undertaken by Aztec. This organization has decided to outsource their enterprise network, application development or desktop management. However, this project should be successfully executed through a well-structured process. In case of the network outsourcing, it is the annuity or multiyear relationship or contract incorporating the purchase of telecom management or ongoing network services in order to manage, support, enhance as well as maintain the premises or the core infrastructure of network or the assets of telecommunications (DeAngelo and Stulz 2015). Moreover, Aztec financial service sector aims to execute the network outsourcing because it would be migrating part of the network towards the third party organizational services in terms of effectively shifting the burden of operation and administration away from this organization. The enterprise network outsourcing does not incorporate project-based and discrete professional services or staff augmentation services. Additionally, it does not incorporate services based on the physical cable plant or the other services related to facilities. The network outsourcing solutions portfolio implemented by Aztec is mainly designed for giving the organization a beginning block from that for better understanding the possibilities of where interoute can help driving the network deployments of the company. On the other hand, Aztec has focused on outsourcing desktop management in order to cut operational costs. Outsourcing desktop management permits this organization for reallocating IT resources for focusing on more critical issues and can minimize also the financial risk with the help of limiting up-front capital outlays for resources and equipment and asset shifting like PCs off the balance sheet (Tjader et al. 2014). Apart from that, with the help of the application outsourcing, a wide range of application services is offered incorporating staff augmentation, management of packaged applications, offshore programming, legacy systems maintenance and new development. This particular project can be reviewed with respect to the industry or government regulation or compliance in the context of outsourcing of network, desktop management as well as application development, which are relevant to the financial service sectors. Outsourcing has become a significant component of the management of the cost control and business operations of the financial institutions. In light of the outsourcing of network, application development and desktop management in financial sectors, the Federal Redserve Board (FRB) and the Office of the Controller of the Currency (OCC) has issued guidelines on how the financial sectors can manage the third party risks (Spithoven and Teirlinck 2015). There are major regulations for the Australian financial service sectors such as the Prudential Standard on Outsourcing as well as the Prudential Practice Guide on Outsourcing. However, between the two regulations, Prudential Practice Guide on Outsourcing is applicable to the banks wher eas the prudential standard on outsourcing is generally applicable to the insurance companies. The major purpose of outsourcing regulations is for protecting the customer interests. These outsourcing regulations ensure that the regulators would maintain the control over the regulated institutions. Moreover, these regulations also protect shareholders and others who are related with the financial service sectors or who fund this kind of enterprises. Therefore, in order to conduct this particular project, Aztec has typically set the regulations which need the outsourcing contracts in order to accomplish several objectives to sustain in the financial service industry such as: Providing levels of robust services Requiring the service provider for protecting confidentiality Containing provisions for business continuity Restricting sub-contracting Containing government law clause (it should be normally the laws of the jurisdiction of Aztec) Aztec Financial Service Sector has adopted an outsourcing policy approved the management authority of the organization as well as an approval process for all the proposed outsourcing of desktop management, application development and network (Hopkin 2017). Aztec Financial service sector has also implemented a framework to assess materiality. On the other hand, Aztec has also made the periodic review of capability of the chosen providers of services. Project Impact on the Current Security Posture As expressed by the current maturity of Aztec against the procedures as well as policies of IT security, this particular outsourcing project has a huge impact over the current security posture of the organization. The financial service industry is regulated with several contradicting regulatory requirements on the state as well as country levels (Pritchard and PMP 2014). The financial service sectors like Aztec are facing numerous challenges with several views on the obligations regarding compliance with a large inconsistencies and overlap between mandates. Therefore, silo-based solutions and excessive controls are leading to the increase in complexity and cost. Several important breaches in regards to security at JPMorgan Chase, Montana Department of Public Health, KB Kookmin Card, Target and others demonstrate that being complaint isnt a guarantee necessarily that the entire risks are mitigated as well as managed adequately (Hirschheim and Dibbern 2014). Therefore, the industry reg ulations adopted by Aztec in order to execute the outsourcing project have both the positive as well as negative impacts over the project implementation in regards to the current security aspects lie within the operations performed in the financial service sector. Most significantly, it is very important for monitoring as well as identifying compliances. Nevertheless, it is important equally for preparing the company for responding to the previously unknown vulnerabilities through a proper timely approach. In addition, it can easily be achieved by constructing adequate flexibility into the risk-and-control framework of the organization for ensuring the constant monitoring as well as recognition of the emerging as well as new vulnerabilities over the framework of a comprehensive security risk management. The overall growth of the outsourcing has been declined. However, in spite of the decline in the overall outsourcing market development remains the biggest customer sector. The organizations in todays world enable the multinational operation with the help of the regional hubs and centralized shared services (Marti and Scherer 2016). On the other hand, financial service sectors are more depending on the partner ecosystems in terms of providing customer focused, efficient as well as cost effective business services. The information security has become a serious concern in any kind of outsourcing management, in particular while that arrangement includes the shifting of services, workloads or applications for saying nothing of the sensitive data overseas. Therefore, with the help of the industry regulations discussed above, the financial service sectors have also demonstrated few progresses as well as enhanced its maturity and advancements over the security posture of the financial operations undertaken by Aztec (Nienaber, Hofeditz and Searle 2014). The financial organizations like Aztec has become forward learning while it comes to the collaboration of cyber security. For an example, a forum is there, which is known as the FS-ISAC that encourages the industry collaboration on the cyber security in regards to the outsourcing operations undertaken by this organization. Moreover, a core value of this forum is the essence of sharing the threat intelligence among the companies. However, it is also fai r for saying that Aztec would always be the target for the security issues especially for the cyber security attacks. On the other hand, this organization has also developed an overreaching international compliance framework by recognizing all the applicable requirements followed by the elimination of overlapping the obligations with the help of the outsourcing regulations adopted by Aztec. Risk Assessment After reviewing the entire project with respect to the financial service sector and the impact of the project on the current posture of Aztec, it is also important for assessing the threats, consequences as well as vulnerabilities derived from an IT control framework (Gill, Bunker and Seltsikas 2015). In addition, it is also very essential to derive and explore existing recommendations relating to the industry risk. Risk Identification There are several risks, which have potential existence over the outsourcing project undertaken by Aztec. These are as follows: Regulatory Compliances across Geographies Aztec financial service sector is facing certain issues regarding several views on the compliance obligations with inconsistencies and a large overlap between mandates (Chakrabarty and Bass 2015). Thus, the silo-based solutions and the excessive controls are leading to a rise in complexity as well as cost. Most importantly, the information security is also a delicate concern in regards to the compliances. Cross Border Data Transfer, Data Protection and Data Security Aztec financial service sector cannot be able to clearly classify as well as identify the data depending on the criticality and sensitivity. This organization focused traditionally on the deployment of several point solutions for managing unintentional or intentional data (Feng, Wang and Li 2014). Moreover, the other issue is the difficulty in aligning the operating model as well as the supporting environment of this company for meeting the regulatory requirements of the process of outsourcing of network, desktop management and application development. Concerns regarding the sensitive informations privacy have resulted in adopting particular regional and specific jurisdictional mandates in several countries worldwide. Information Security Management requirements beyond the boundaries of this enterprise outsourcing has become the accepted business practice for the financial organizations for enabling the customer-focused, efficient and cost effective business operations. The conventional models utilized for outsourcing the unimportant internal features like the IT equipment maintenance whereas the new or advanced models are able to reach prominently into the supply chain. Aztec has begun for consuming actively the cloud services and engaging several business partners for providing the material business functions like insurance brokerage and claims management (Chance and Brooks 2015). However, these trends have introduced new information security challenges and complicated data-sharing requirements that need to be managed proactively for ensuring that the services accomplish the business goals and details are protected over its lifecycle from its collection and destruction as well. Cyber Risk Management from Advanced and Emerging Threats Cyber-security is a dynamic problem of value, volume and velocity in regards to the outsourcing of network, desktop management and application development within which, the threat agent is laced, covert and unknown with the arms as well as skills concerning about the weakest link for exploitation (Hopkin 2017). Moreover, cybercrime is aggressive and widespread and it also poses key threat towards the national and economic security where several financial service sectors dont share information regarding cooperate or threats externally. Risk Resolving Recommendations Finding proper risk recommendation is the significant part of risk assessment after identifying the risk threats, consequences and vulnerabilities (Spithoven and Teirlinck 2015). Therefore, Aztec financial service organization should follow few significant recommendations in order to resolve the risks associated with outsourcing network, desktop management and application development. This organization should implement an overarching framework of global compliance by recognizing the entire applicable requirements followed by the overlapping obligations elimination. Moreover, the requirements should be mapped with the specific regulations of Australia and operating environment (Sadgrove 2016). Reporting and testing on the control effectiveness should be centralized where feasible for ensuring consistency for further reducing the compliance cost. It would enable Aztec for providing a status for compliance for several regulatory bodies by control mapping facilitation towards the regulations governed by Australia. Aztec should have a holistic view holistic view regarding the requirements of data security maintained by the comprehensive framework of data governance (Bromiley et al. 2015). It incorporates the geographic compliance requirements, roles and responsibilities, reporting on assets, inventory, data handling and classification and technical solutions like data leak prevention. Aztec should implement constant assessment of risk by introducing the process of monitoring for the unknown vulnerabilities (Mortimer and Mortimer 2015). Enhancing the information source utilizing the behavior of threat indicator monitoring with the analytical abilities and notification would increase of an organization. Addressing Risks for Data Security Risks are generally encountered within the data security system in outsourcing operations performed by an organization due to the non-accomplishment of three major criteria such as availability, integrity and confidentiality of data information. Confidentiality, integrity as well as availability are the most important aspects of data security and these aspects should be maintained properly in order to implement the successful financial operations (Ho et al. 2015). The data breaches pattern over the previous few years can show that few security controls are effective particularly in order to mitigate the types of attacks in regards to data security. Therefore, the data security or the information security issues generated in this project can better be addressed through application of more convenient processes as well as controls. Moreover, these risks mitigation techniques can improve greatly the security posture of Aztec financial service sector. Aztec financial service sector should utilize the network access controls and network segmentation for protecting the sensitive data. However, it can be more relevant for the internal stakeholders of this financial service sector in terms of interconnecting all of the digital functionalities of this organization (Lam 2014). Doing such thing can eave Aztec more vulnerable to thee breaches. Instead of it, systems should be identified that store and process the sensitive information of the financial operations performed by this enterprise and segment them onto several networks. In addition, this organization should employ application blacklisting as it is greatly capable of reducing the chances for a non-approved application or user for infiltrating the system. On the other hand, Aztec should review the vulnerability or patching management program (Galliers and Leidner 2014). The security patch installation for fixing the flaws in software has become a routine task for teams of IT all over the world. Moreover, it is also very essential to have the means to validate that the entire necessary patches have been applied. Furthermore, this outsourcing project of Aztec should have the intrusion and detection capability incorporating both of the log as well as traffic monitoring. The cyber criminals bank on this financial service sector being complacent with their intrusion and detection monitoring (Samarati 2014). The network infrastructure as well as the servers should be monitored regularly for the attempts of unauthorized incoming connection incorporating modifications of the file systems, administrator access activity or unusual root and incoming port scans. This organization should properly focus on all the risk mitigating techniques over data security would effectively serve for reducing the risk of security breaches associated with the outsourcing operations involving the process (McNeil, Frey and Embrechts 2015). Furthermore, the financial service sectors like Aztec should incorporate a holistic view on the requirements of data security maintained by the framework of comprehensive data governance that incorporate proper the reporting on assets and inventory, data handling and classification, geographic compliance requirements as well as roles and responsibilities. Conclusion This entire report has successfully portrayed a project review in regards to the financial service sector and it has also significantly done the risk assessment associated with the project of outsourcing network, application development and desktop management undertaken by Aztec. Therefore, in this regard, this study has provided an in-depth view regarding the relevant and major industry or government regulations adopted by Aztec financial service sector while proceeding with the outsourcing project. Hence, it can be seen that this organization follows the guidelines of the Federal Reserve Board (FRB) and the Office of the Controller of the Currency (OCC). Moreover, Prudential Standard on Outsourcing as well as the Prudential Practice Guide on Outsourcing are two major Australian regulations on outsourcing, which have been followed by this organization. Moreover, the project impact on the current security posture has also been interpreted successfully in this study by analyzing the c yber-security issues and way of resolving the issues. Furthermore, this study has successfully identified all the threats and vulnerabilities and portrayed the techniques for mitigating these risks in terms of risk assessment. Lastly, this report has also tried to address the data security risks, which actually help this organization to maintain information security during the implementation of the outsourcing project. References Bromiley, P., McShane, M., Nair, A. and Rustambekov, E., 2015. Enterprise risk management: Review, critique, and research directions.Long range planning,48(4), pp.265-276. Chakrabarty, S. and Bass, A.E., 2015. Comparing virtue, consequentialist, and deontological ethics-based corporate social responsibility: Mitigating microfinance risk in institutional voids.Journal of Business Ethics,126(3), pp.487-512. Chance, D.M. and Brooks, R., 2015.Introduction to derivatives and risk management. Cengage Learning. DeAngelo, H. and Stulz, R.M., 2015. Liquid-claim production, risk management, and bank capital structure: Why high leverage is optimal for banks.Journal of Financial Economics,116(2), pp.219-236. Feng, N., Wang, H.J. and Li, M., 2014. A security risk analysis model for information systems: Causal relationships of risk factors and vulnerability propagation analysis.Information sciences,256, pp.57-73. Galliers, R.D. and Leidner, D.E., 2014.Strategic information management: challenges and strategies in managing information systems. Routledge. Gill, A.Q., Bunker, D. and Seltsikas, P., 2015. Moving Forward: Emerging Themes in Financial Services Technologies' Adoption.Communications of the Association for Information Systems,36(1), p.12. Hirschheim, R. and Dibbern, J., 2014. Information technology outsourcing: towards sustainable business value. InInformation Systems Outsourcing(pp. 1-19). Springer Berlin Heidelberg. Ho, W., Zheng, T., Yildiz, H. and Talluri, S., 2015. Supply chain risk management: a literature review.International Journal of Production Research,53(16), pp.5031-5069. Hopkin, P., 2017.Fundamentals of risk management: understanding, evaluating and implementing effective risk management. Kogan Page Publishers. Hopkin, P., 2017.Fundamentals of risk management: understanding, evaluating and implementing effective risk management. Kogan Page Publishers. Lam, J., 2014.Enterprise risk management: from incentives to controls. John Wiley Sons. Marti, E. and Scherer, A.G., 2016. Financial regulation and social welfare: The critical contribution of management theory.Academy of Management Review,41(2), pp.298-323. McNeil, A.J., Frey, R. and Embrechts, P., 2015. Quantitative risk management. Mortimer, S.T. and Mortimer, D., 2015.Quality and risk management in the IVF laboratory. Cambridge University Press. Nienaber, A.M., Hofeditz, M. and H. Searle, R., 2014. Do we bank on regulation or reputation? A meta-analysis and meta-regression of organizational trust in the financial services sector.International journal of bank marketing,32(5), pp.367-407. Olson, D.L. and Wu, D.D., 2015.Enterprise risk management(Vol. 3). World Scientific Publishing Co Inc. Pritchard, C.L. and PMP, P.R., 2014.Risk management: concepts and guidance. CRC Press. Sadgrove, K., 2016.The complete guide to business risk management. Routledge. Samarati, P., 2014, May. Data security and privacy in the cloud. InInternational Conference on Information Security Practice and Experience(pp. 28-41). Springer International Publishing. Spithoven, A. and Teirlinck, P., 2015. Internal capabilities, network resources and appropriation mechanisms as determinants of RD outsourcing.Research Policy,44(3), pp.711-725. Tjader, Y., May, J.H., Shang, J., Vargas, L.G. and Gao, N., 2014. Firm-level outsourcing decision making: A balanced scorecard-based analytic network process model.International Journal of Production Economics,147, pp.614-623.

Managing Employee Relations Essay Example

Managing Employee Relations Essay Section 1: Evaluate three major external constraints placed upon your Organisation’s approach to employee relations (1,018 words) Section 2: Analyse management’s approach to employee relations in your organisation making reference to appropriate academics models (1,023 words) Section 3: Evaluate whether the approaches identified in Section 2 above are the most effective for your organisation in the near future (3-5 years), justify any recommendations you make for a different approach (1,043 words) Introduction This report is in three sections. The first section outlines the external constraints that impact upon employee relations within the organisation. A brief summary of this organisation can be found within Appendix 1. The second section outlines management’s approach to employee relations and the final section evaluates the effectiveness of this approach. External Constraints on Employee Relations Three key external constraints on employee relations within the organisation are recognised trade unions, legislation and competition. These constraints have been chosen as they are all very different to each other and impact upon the organisation in very different ways. Trade Unions Trade unions are recognised within an organisation as representing of all, or a group of employees for the purpose of jointly determining the terms and conditions of employment (Salamon, 2001). There are three unions that are recognised by the organisation for the purposes of collective bargaining. These unions represent the 3 main groups of staff. Those on a local contract are not represented by a recognised union. We will write a custom essay sample on Managing Employee Relations specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Managing Employee Relations specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Managing Employee Relations specifically for you FOR ONLY $16.38 $13.9/page Hire Writer These unions negotiate on a national basis to determine the national framework of pay and conditions of members. (Farnham, 2000) These negotiations are an external constraint to the university, as they determine amongst other things, the level of the annual pay award. The impact on employee relations of these negotiations depends upon whether the university wishes to adopt national recommendations or choose to negotiate locally on a variation. For example if the pay award could not be afforded by the organisation. Should funding be available, then relations between employee and employer will not be affected, however should the funding not be available for the size of the award agreed, then this can cause problems with employee relations and can lead to the unions going into dispute with the university. (Farnham, 2000) This can lead to industrial sanctions being taken by the union and its members. This occurs because it is believed that this is the only by imposing their unilateral power on the management that the unions can achieve their employee relations objectives. The form of industrial sanctions can include * Working to contract Going Slow * Strikes The impact of these industrial sanctions on the organisation would be that students do not get the lectures they require for their degrees or that assignments go unmarked or marks unrecorded. In the long-term this may impact upon reputation and have a long term effect on recruitment and marketing as well as impacting on relations between emplo yees, employers and unions. Legislation Legislation is an external constraint that affects organisations. It is concerned with * the relationship between employer and employee * the relationship between employer and union and the relationship between the union and its membership (Rose, 2001) One recent piece of legislation that has recently come into affect is that of the Fixed Term Employees (Prevention of Less Favourable Treatment) Regulations 2002. This legislation, which came into force on 1st October 2002, required institutions to reduce significantly the use of these contracts. The Bett Report (The Report of the Independent Review of Higher Education Pay and Conditions – June 1999) recommended that institutions review carefully the reasons for such contracts in order to limit their use. The purpose of this legislation is: to protect employees on fixed-term contracts from being treated less favourably than comparable employees on indefinite contracts * to prevent the pot ential abuse of continuous use of fixed-term contracts by limiting the overall duration of a series of fixed term contracts to 4 continuous years after which the contract automatically becomes indefinite The organisation depends on a range of funding sources, all of them variable and insecure. It needs to make full use of modern and flexible work organisation and to adopt patterns of work that will fit challenges in the future. One group of staff that this affects particularly is sessional lecturers (hourly paid teaching staff). These staff are employed year on year to deliver an agreed number of teaching hours. This group of staff is used to give the university flexibility. Sessional lecturers have commonly been used to cover absences. The impact of this legislation is that sessional staff, who have been with the university for over 4 years, have been offered indefinite contracts, whereas staff that have durations of less than 4 years have not. The impact of this is to cause a poor relationship between employer and employee and as such the number of grievances are on the increase. Competition The extent to which the market influences employee relations and styles depends upon competitive pressure and customer pressure (Marchington amp; Parker, 1990; cited by Rose, 2001). Lack of competitive pressure can dictate terms to the customer because of the absence of alternative suppliers. The existence of competitive pressure may influence management styles as the organisation may have to make decisions affecting the workforce, including possible redundancies (Rose 2001). Customer pressure is dependent upon customer demand and customer profile. The more stable the demand by customer, and the more predictable the customer profile, the easier it is for managers to predict what is going to happen and therefore make the necessary changes to the workforce (Rose 2001). For many years The organisation has been the sole provider of business courses within the city. From September 2002, a competitor has emerged. This now means that the two organisations are now offering similar courses and thus competing for the same students. There are only a certain number of students wanting to go to study. Given this, it means that there will be a risk of fewer students going to the organisation to study their business courses. As Rose stated above, the competitive pressure is being increased on the university and this in turn will have an impact on employee relations. Fewer students on courses would mean less funding for the university. One option may include reducing the number of staff, or the number of hours each member of staff works. Analysis of Managements Approach to Employee Relations This section of the report will identify the current approach by management to employee relations within the organisation. Employee relations can be defined as â€Å"the study of the regulation of the employment relationship between employer and employee, both collectively and individually, and the determination of substantive and procedural issues at industrial, organisational and workplace levels† (Rose, 2001) Management style can be defined as â€Å"a distinctive set of guiding principles, written or otherwise, which set parameters to signposts for management action in the way employees are treated and particular events handled. Management style is therefore akin to business policy and its strategic derivatives. † (Purcell, 1987; cited by Salamon, 2000) Therefore it is management style that dictates the boundaries and direction of acceptable management action in its dealing with employees (Feltham, 2000). Pluralist Approach Management approach within the organisation has a pluralist perspective. A pluralist perspective believes that * there are rival sources of leadership and attachment within organisations * conflict can be functional if recognised and contained within the organisations procedures e. . ‘creative tensions’ * trade unions are legitimate, useful and an integral part of the organisation (Feltham, 2000) The staff within the organisation are made of 4 staff groups. Each of these staff groups have different terms and conditions and as such the organisation is in a ‘permanent state of dynamic tension’ (Salamon, 2000), this, together with perception of role, purpose a nd value (teaching versus non-teaching, faculty versus centre, school versus faculty) result in the conflict of interest between the various groups of staff. Within the organisation, there are 3 recognised unions; these unions represent the different groups of staff with the organisation. Local contract staff are not represented collectively by a union, it is up to individuals to join a union on an individual basis and as such do not have any collective bargaining rights with the organisation. Individual bargaining is in effect. The unions negotiate nationally the pay awards for their members and agree the best terms and conditions for their members The model defined by Dunlop (1958) and later modified by Woods (1975) identified the inputs that go into employee relations, including the actors, contexts and ideology that form the employee relations system. The processes which have been implemented and the outputs that exist are highlighted by the model. Internal and external conflicts are represented by the inputs, whereas conflict resolution is represented by the outputs. With reference to the organisation, the actors are the managers, the employees and the various legal bodies. The political, legal and economic contexts influence the various processes that happen within employee relations, such as conciliation, arbitration, negotiation and bargaining. Sources of conflict within the university could include new working practices (for example those introduced because of the use of new technology), rising absence levels, bullying and harassment. the organisation have very clear employment relations policies, including disciplinary, grievance and capability. These policies are written to promote good practice, to comply with legislation, and to provide a positive ethos. Soft Approach the organisation has a soft approach human resource management. The soft approach sees employees as valued assets and are proactive and capable of development, worthy of trust and collaboration, through participation and informed choice. (Legge, 1996) This is because the organisation has a strong emphasis on developing and multi-skilling its staff; it recognises unions and values them as assets of the organisation. Management expects employee commitment and gains this through strong leadership, communication and motivation. Rose 2000) the organisation is currently in the process of realigning its staffing profile, to meet the needs of the students, its customers. For example, the demand for one type of degree programmes is declining, whilst the demand for another is on the increase. To overcome this problem, the organisation would first consider the re-training of lecturers from one discipline to another, in preference to a harder solution such as redundancy. Descriptiv e-Functional Model Personnel management within the organisation can be described as following the ‘descriptive-functional’ model (Rose, 2001). This model defines personnel management in terms of the functions it actually serves, rather than what these functions should be. Torrington and Hall (1987) describe this as a series of activities which: enable working people and their employing organisations to agree about the nature of their working relationships and it also ensures the agreement is fulfilled. This model is most common in a pluralist organisation. Under this model, the personnel department is a mainly administrative based personnel department that is more reactive rather than pro-active. Consultative Style Purcell and Sissons (1983) identified five typical management styles; authoritarian, paternalistic, consultative, and constitutional and opportunist. The consultative style describes an organisation that operates through a mixture of formal and informal mechanisms in its employee relations, but both are based upon forward planning and pro-activity in managing people. Trade unions are considered to be partners and are central to communication process as well as representing employees’ opinions. the organisation fits into the consultative style where trade unions are used on a regular basis to assist with problem solving. Staff are consulted and asked for their opinions through the use of staff questionnaires and focus groups. In summary the organisation, as a pluralist organisation recognises trade unions as being a useful part of large organisations. Conflict is inevitable, but is functional within the context of the university, it is therefore necessary to structure and accept it. Sophisticated Modern Approach Fox (1974) identified six sub-categories of patterns of employee relations management. The style the best represents the organisation is that of ‘Sophisticated Modern’. Sophisticated Moderns are described as accepting a trade union presence, even though this may limit managements’ perceived freedom of decision making. There is a strong emphasis upon the development and operation of formal and informal procedures on order to handle and resolve conflicts of interests. (Rose 2001) Procedures are in place within the organisation for dealing with issues such as poor attendance, managing performance, capability or gross misconduct. These procedures are detailed in the employment handbook and require a series of meetings between managers, employees and personnel staff. Evaluation of the Effectiveness of Managements Approach to Employee Relations in the Near Future In order to evaluate managements approach to employee relations in the next 3 to 5 years, the challenges and factors that will affect employee relations need to be identified. These challenges can be summarised as financial pressures, implementation of a new HR Strategy (including job evaluation and a reward strategy) and EU and government regulations. Hard versus Soft Approach Funding from the government, within the sector is likely to follow the trend of gradual decline over the coming years. With less money, the soft approach (Legge, 1996) to employee resourcing becomes under pressure. the organisation would have to start looking at a hard approach, and to start treating its employees as expense of the organisation. The ‘hard’ model emphasises the importance of integrating human resource policies with the business strategy. (Rose, 2001) The hard approach sees human resources as passive and reactive rather than creative and proactive. (Storey, 1987; cited by Rose, 2001). This approach is used by organisations to become more competitive, to become a market leader. Management would put the business first and the employees second. In this situation, re-profiling of staff through retraining and natural wastage would not be able to continue in the current fashion. Management would need to consider downsizing issues such as effectiveness, value etc. (Staff are the highest cost within the organisation ? 65m, from a turnover of ? 110m) Other methods that management may look at, as a way of saving money, include not paying the cost of living award to staff and not paying overtime. All these methods heavily impact upon the employee relations within the organisation. The impact of this approach could be a loss in motivation by staff, an increase in staff turnover and an increase in the sickness levels. The hard approach may also be adopted to increase the organisation’s position competitively within the higher education sector, together with an improved marketing strategy, which would in turn improve student numbers, and thus increase funding. (Funding for universities is directly related to the number of students) Recommendation: That a harder approach to human resources be implemented, through integration of the human resource strategy with the business strategy. This will give the university competitive advantage, should the funding continue to decline. Pluralistic versus Unitary Approach The continuing involvement of EU and UK legislation in the areas of employee rights and allocation of financial resources requires the organisation to operate a pluralist approach to employee relations, in order to agree policies and processes with the unions. This is the process used to implement new legislation. Moving towards a unitary perspective would require the organisation to take on a paternalistic approach. However, the paternalistic approach requires the employer to take a ‘fatherly’ interest in its workforce. These organisations are described by Rose (2001) as neo-paternalistic. This is practised by organisations such as Marks and Spencers and tends to be the style of non-union companies which display a sense of caring, high growth, single status and profit sharing (Blyton and Turnbull, 1998 cited by Rose, 2001). the organisation has a heavily unionised workforce, a lack of profit and as such would not be able to fully adopt this paternalistic/unitary approach. However, the organisation should strive to build a more effective, â€Å"high performing† culture over the coming few years, by smoothing the differences between teaching and non-teaching staff, to see each others as equals, to make things better. Recommendation: That the organisation begins a move towards a more unitary approach by removing some of the differences that are apparent between the teaching and non-teaching community’s. the organisation currently has 3 unions representing various groups of staff. These unions currently represent the organisation staff independently of each other, negotiating separately for their own staff. This is a time consuming method and one way forward for the university is for these unions to form a single bargaining unit and to operate single table bargaining. Single-table bargaining is the process whereby there is one set of negotiations between unions and the employer, in a multi-union setting, covering both manual an non-manual workers. (Rose, 2001) Single-table bargaining allows for all unions to keep their recognition status. The single bargaining unit would consist of representatives from each union and could be used for information and consultation. Single-table bargaining would give management the following advantages:- * To make the bargaining process more efficient, remove potential sources of conflict within the organisation and to build trust and co-operation of between management and the unions * To support changes in working practices * To achieve consistency between different groups of staff (Salamon, 2000) This process would look at harmonisation of terms and conditions between the groups of staff, for example the hours per week, holidays and sick leave and would reflect what is happening nationally. However the problems that may be encountered if single table bargaining is bought in, include:- * Unions needing to have a common bargaining strategy, which would mean that, any differences that existed between them would have to be resolved. * The status differences that exist between groups of staff; academics and non-academics; manuals and non-manuals * Management not being able to reward specific groups of staff who are making above average contributions to the organisation As many of these issues are those that nationally are trying to be resolved, then single table bargaining seems a natural way forward at the organisation. Recommendation: That single table bargaining be considered at the organisation, to facilitate the process of harmonization of terms and conditions. Consultative Style There is pressure from the sector for all institutions to implement a job evaluation scheme. National negotiations between unions are also working towards a new pay modernisation framework. The outcomes of these negotiations will need to be implemented within the next 5 years. The effect of these changes on employee relations will depend upon the individual concerned. Some staff may gain an increase in pay, whilst others may have their pay frozen for a period of time. the organisation currently has a consultative style (Purcell amp; Sissons, 1983), whereby the unions are central to the communication process. This will need to continue, in order that these outcomes are implemented. Recommendation: That the consultative style of management be continued. Conclusion From this report it can be seen that managements approach to employee relations over the next 3 to 5 years may need to change in order to increase he competitive advantage of the organisation. These changes can only be implemented if management, staff and unions all work together for the benefit of the organisation. Bibliography Blyton, P. amp; Turnbull, P. (1998) The Dynamics of Employee Relations. London, Macmillan Fox, A. (1974) Beyond Contract: Work Power and Trust Relations. London, Faber and Faber Feltham, D. (2000) Employee Relations in Context, 2nd edition, CIPD Legge, K. (1995) Hu man Resource Management: Rhetorics and Realities, London, Macmillan Marchington, M. amp; Parker, P. (1990) Changing Patterns of Employee Relations. London, Harvester, Wheatsheaf Purcell, J. amp; Sisson, K. (1983) Strategies and Practice in the Management of Industrial Relations, Journal of Management Studies Purcell, J. (1987) Mapping Management Styles in Employment relations, Journal of Management Studies, 24(5) September Rose, E. (2001) Employment Relations, London, Financial Times Prentice-Hall Salamon, M. (2000) Industrial Relations, London, 4th edition, Financial Times Prentice-Hall Storey, J. 1987) Developments in the Management of Human Resource Management: an interim report, Warwick Papers in Industrial Relations, no 17. Coventry, University of Warwick Torrington, D. amp; Hall, L. (1987) Personnel Management: A New Approach, London, Prentice-Hall Tyson, S. (1987) The management of the personnel function, Journal of Management Studies, 24(5) Woods, S. J. , Wagner, A. , Armstr ong, E. G. A , Goodman, J. F. B. amp; Davis, J. E. (1975) The Industrial Relations System concept as a basis for theory in industrial relations, British Journal of Industrial Relations, vol 13, p295

How to Format a US Business Letter

How to Format a US Business Letter How to Format a US Business Letter How to Format a US Business Letter By Ali Hale Whatever you do – whether you’re a student, employed in an office job, or working as a freelancer – I can guarantee that at some point in your life, you’ll need to sit down and write a formal business letter. It might be to a customer, to an employer with a job that you want, or to apply for university funding. Perhaps it’ll even be to a literary agent or publisher who just might take on your undiscovered novel. Of course, you’ll want the letter to be well-written – but almost as important is knowing how to format it correctly. This article is about US business letter format (for UK readers, don’t worry, I’ll be writing a follow-up one for you.) The main formats for business letters in the US are called full block format and modified block format. Full block format means that all the elements of the letter are left-justified so that the start of each line is at the left-hand margin. This is the more formal style, so use it if you’re unsure which to go for. Modified block format means that some elements of the letter are shifted over to the right. Nowadays, this style is appropriate in most contexts. Here’s a full block format letter And a modified block format one: Let’s break those down into the main elements, in top-to-bottom order: Your Address Your address, also known as the â€Å"return address†, should come first. (Note that this applies when using standard plain paper. If you have letter headed paper, you should omit this.) 123 Acacia Avenue Newtown Anywhere AN 98765 Your return address should be positioned: On the left-hand side if you’re using full block format On the right-hand side (tab across, rather than right-aligning) if you’re using modified block format Why put your address? Even if the recipient has your details in their address book, you want it to be as hassle-free as possible for them to reply – you’re likely to receive a speedier response. The Date Directly beneath your address, put the date on which the letter was written: May 15, 2008 To avoid any confusion, especially if you are writing to a business abroad, it is best to put the date in word rather than number form, and you should omit the â€Å"th†. The date should be positioned on the left-hand side, for full block format and for modified block format Why put the date? It’s standard practice to include the date on which the letter was written. Correspondence is often filed in date order. It makes it much easier for the recipient to send a timely reply, and easier for you to chase up an answer if necessary. Eg. â€Å"In my letter of May 15†¦Ã¢â‚¬  Reference Line Ive not included this on the diagram as guidance varies on where it should be placed. You may include a reference line, starting with â€Å"Re:† This is often used when corresponding with large companies, or when applying for a job. The reference line can either appear beneath the date, OR beneath the recipients address. If you use a reference line, you should usually omit the subject line (see below). The reference line should be left-aligned for both full and modified block formats. Different types of letters will require different types of subject and reference lines, so choose the one thats most appropriate to your case. Why put a reference line? You should use a reference line if the recipient has requested specific information, such as a job number or invoice number, or if youre replying to a letter. This makes it easier for the recipient to get a speedy response to you. Recipient’s Name and Address Beneath this, you should put the name and address of the person you’re writing to, just as it would appear on the envelope. If you’re using a window envelope, this should be aligned on the page to show through the window – but even if it won’t be visible until the letter is opened, it should still be included. The recipient’s name and address should be positioned on the left-hand side, for both formats. Why put their address? If you’re writing to someone in an office, it probably won’t be them who opens the post. An administrator is likely to do so – and letters may be separated from their envelopes at this stage. Particularly if there are multiple departments within one building, or if you are starting your letter â€Å"Dear Bob†, a name and address ensures your letter reaches the correct recipient. The Greeting After their address, you should leave a line’s space then put â€Å"Dear Mr Jones†, â€Å"Dear Bob† or â€Å"Dear Sir/Madam† as appropriate. Follow this with a colon. The greeting, sometimes called the â€Å"salutation†, should always be left-aligned. Why put a greeting? Business letters are a formal type of writing, and it’s considered polite to start with a greeting. Although you can get away with starting emails â€Å"Hi† or â€Å"Hello†, letters follow more conservative conventions. The Subject Optionally, you may wish to include a subject for your letter. This is becoming more common, perhaps as people have become used to the subject lines of emails. If you do put a subject line, it should be in uppercase, directly below the â€Å"Dear name:† The subject (if you include one) should be left-aligned for full block format, but can be either left aligned or centred for modified block format. Why put the subject? It’s a good idea to include a subject so that the recipient can see at a glance what the letter refers to. Try to be succinct but include as much information as possible, eg. â€Å"Funding application from Joe Bloggs, candidate 222-456†. The Text of Your Letter Now, finally, you can write the main body of your letter. Your text should have: Single-spacing between lines A blank line (NOT an indent) before each new paragraph (And, of course, you should conform to all the usual rules of grammar, punctuation and spelling: for example, ensuring that you start each sentence with a capital letter, and finish with a full stop.) Why leave blank lines? In the business world, it’s standard practise to put a blank line between paragraphs. This helps to break up the text on the page and make it more readable. The Closing After the body of text, your letter should end with an appropriate closing phrase and a comma. The safest option is â€Å"Yours faithfully† (when you don’t know the name of the person to whom you are writing, ie. when you began â€Å"Dear Sir/Madam†) or â€Å"Yours sincerely† (when you do know their name). If you are already acquainted with the recipient, it may be appropriate to use a phrase such as â€Å"Best regards†, â€Å"With warmest regards†, or â€Å"Kind regards†. The closing should be: Left-aligned for full block format On the right (tab across so it matches up with your address) for modified block format Why use these phrases? Although â€Å"Yours sincerely† and â€Å"Yours faithfully† might sound archaic, they are time-honoured ways to close a formal letter. Your Name and Signature Put several blank lines after the â€Å"Yours sincerely,† or â€Å"Yours faithfully,† then type your name. You can optionally put your job title and company name on the line beneath this. Joe Bloggs Marketing Director, BizSolutions Your name and signature should be: Left-aligned for full block format On the right (tab across so it matches up with your address) for modified block format Why leave a blank space? The blank space is so that, when you’ve printed the letter, you can sign it with your name. This is taken as proof that the letter really is from the person whose name is typed at the bottom. Sometimes, another person may sign the letter on your behalf. If this is the case, they should put the letters â€Å"p.p.† before their name, which stands for the Latin per procurationem meaning â€Å"by agency†. Business letter tone Its very important that you choose the right voice and tone when writing your business letter. Using the correct format but choosing an improper type of language might affect your desired outcome. Heres what the guys from thebalancecareers.com wrote about this: Make the purpose of your letter clear through simple and targeted language, keeping the opening paragraph brief. You can start with, â€Å"I am writing in reference to†¦Ã¢â‚¬  and from there, communicate only what you need to say. The subsequent paragraphs should include information that gives your reader a full understanding of your objective(s) but avoid meandering sentences and needlessly long words. Again, keep it concise to sustain their attention. Enjoy writing your letters, and use the examples above to help you with the formatting if you do get stuck. Your Step by Step Recap Formatting a business letter correctly might seem a bit daunting, especially if you’ve never or rarely written this type of letter before – perhaps you’re applying for a job for the first time, for instance, and writing a covering letter. Here’s a quick recap of what we’ve covered, so you can use it as a handy checklist: Step #1: Decide Whether You’re Using â€Å"Full Block Format† or â€Å"Modified Block Format†. Try not to mix-and-match between these. Remember, full block format (with everything left-justified) is the more formal of the two styles – but these days, modified block format (with some elements shifted over to the right) is fine for most contexts. Step #2: Include Your Address Your address should go on the left for full block format and on the right for modified block format. Don’t right-justify the text – tab across. Step #3: Include the Date The date should go directly after your address, and should be left-justified whatever format you’re using. Write it like this: â€Å"May 15, 2008†. Step #4: Potentially Include a Reference Line If you’re corresponding with a large company or if you’ve been asked to include a specific reference number in your letter, type â€Å"Re:† then the reference line. If you’re using a reference line, omit the subject line. Step #5: Include the Recipient’s Name and Address This should be left-justified, whatever format you use. It’s important to include their full name as well as the address in case the letter becomes separated from the envelope (which it usually will in a large office). If you’re using a window envelope, make sure the recipient’s name and address are positioned to appear within the window. Step #6: Include the Greeting The greeting, sometimes called the salutation, should be followed by a colon. (E.g. â€Å"Dear Mr Jones:†) It should always be left-justified. Step #7: Consider Including a Subject Line The subject line is optional, but it’s become increasingly common practice. Your subject line should show the recipient, at a glance, what your letter is about. It can be left-justified or centered in modified block format. Step #8: Write the Letter Itself The text of your letter itself should be left-justified (in all formats) and single-spaced. You should put a blank line between paragraphs, rather than indenting them. Write in an appropriate business-like tone. Step #9: Add an Appropriate Closing Close your letter with a phrase like â€Å"Yours sincerely† (a safe formal option) or â€Å"Best regards† (a good option for someone who you already know). Follow this with a comma. Step #10: Add Your Name Leave a blank space for your signature, then type your name at the end of the letter. If appropriate, you can put your job title and company name on the line beneath your name. US Business Letter Quiz Select the correct answer for each of these questions about business letters. 1. Which business letter format has all elements of the letter left-justified? Modified block format Which format has all elements of the letter left-justified? 2. What should your greeting be followed by? A colon A semi-colon 3. Should you include the recipients name and address? Yes No 4. In the body of your letter, how should you mark the end of one paragraph and the start of the next? With an indentation With a blank line Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Business Writing category, check our popular posts, or choose a related post below:Masters Degree or Master's Degree?50 Synonyms for â€Å"Idea†How to Style Legislative Terms

The 2004 Indian Ocean Tsunami History and Its Aftermath

The 2004 Indian Ocean Tsunami History and Its Aftermath December 26, 2004, seemed like an ordinary Sunday. Fishermen, shopkeepers, Buddhist nuns, medical doctors, and mullahs - all around the Indian Ocean basin, people went about their morning routines. Western tourists on their Christmas holiday flocked to the beaches of Thailand, Sri Lanka, and Indonesia, reveling in the warm tropical sun and the blue waters of the sea. Without warning, at 7:58 am, a fault along the seafloor 250 kilometers (155 miles) southeast of Banda Aceh, in the state of Sumatra, Indonesia, suddenly gave way. A magnitude 9.1 underwater earthquake ripped along 1,200 kilometers (750 miles) of the fault, displacing parts of the seabed upward by 20 meters (66 feet), and opening a new rift 10 meters deep (33 feet). This sudden movement released an unimaginable amount of energy - equivalent to approximately 550 million times the atomic bomb dropped on Hiroshima in 1945. When the seafloor shot upward, it caused a series of huge ripples in the Indian Ocean - that is, a tsunami. The people closest to the epicenter had some warning about the unfolding catastrophe - after all, they felt the powerful earthquake. However, tsunamis are uncommon in the Indian Ocean, and people had only about 10 minutes to react. There were no tsunami warnings. Around 8:08 am, the sea suddenly drew back from the earthquake-devastated shores of northern Sumatra. Then, a series of four enormous waves crashed ashore, the highest recorded at 24 meters tall (80 feet). Once the waves hit the shallows, in some places the local geography channeled them into even larger monsters, as much as 30 meters (100 feet) tall. The seawater roared inland, scouring large areas of the Indonesian coastline bare of human structures, and carrying away an estimated 168,000 people to their deaths. An hour later, the waves reached Thailand; still unwarned and unaware of the danger, approximately 8,200 people were caught by the tsunami waters, including 2,500 foreign tourists. The waves overran the low-lying Maldive Islands, killing 108 people there, and then raced on to India and Sri Lanka, where an additional 53,000 perished about two hours after the earthquake. The waves were still 12 meters (40 feet) tall. Finally, the tsunami struck the coast of East Africa some seven hours later. Despite the lapse of time, authorities had no way to warn the people of Somalia, Madagascar, Seychelles, Kenya, Tanzania, and South Africa. Energy from the quake in far-off Indonesia carried away approximately 300 to 400 people along Africas Indian Ocean coast, the majority in Somalias Puntland region. The Causation of the Casualties Altogether, an estimated 230,000 to 260,000 people died in the 2004 Indian Ocean earthquake and tsunami. The quake itself was third-most powerful since 1900, exceeded only by the Great Chilean Earthquake of 1960 (magnitude 9.5), and the 1964 Good Friday Earthquake in Prince William Sound, Alaska (magnitude 9.2); both of those quakes also produced killer tsunamis in the Pacific Ocean basin. The Indian Ocean tsunami was the most deadly in recorded history. Why did so many people die on December 26, 2004? Dense coastal populations combined with a lack of tsunami-warning infrastructure came together to produce this horrific result. Since tsunamis are much more common in the Pacific, that ocean is ringed with tsunami-warning sirens, ready to respond to information from the tsunami-detection buoys arrayed across the area. Although the Indian Ocean is seismically active, it was not wired for tsunami detection in the same way - despite its heavily-populated and low-lying coastal areas. Perhaps the great majority of the 2004 tsunamis victims could not have been saved by buoys and sirens. After all, by far the largest death toll was in Indonesia, where people had just been shaken by the massive quake and had only minutes to find high ground. Yet more than 60,000 people in other countries could have been saved; they would have had at least an hour to move away from the shoreline - if they had had some warning. In the years since 2004, officials have worked hard to install and improve an Indian Ocean Tsunami Warning System. Hopefully, this will ensure that the people of the Indian Ocean basin will never again be caught unawares while 100-foot walls of water barrel toward their shores.

Identifying the political or social orientation of a viewpoint Research Paper

Identifying the political or social orientation of a viewpoint - Research Paper Example Griffin as well as Mr. Block. President Obama based his recess appointments on or pro United States Constitution. The same constitution’s article II provision states the United States President has the constitutional power to appoint individuals to fill vacancies during the Senate’s recess. In fact, the same article affirms former United States President G. W. Bush appointed 171 individuals when the Senate was in recess to fill up the prevailing vacancies. In the same manner, former United States President B. Clinton appointed 139 individuals during the Senate’s recess to fill up current vacancies. The same article shows former United States President A. Johnson had appointed 14 individuals under the classification of recess appointments during his term. Under the bandwagon logic, if the prior presidents were legally allowed to appoint individuals during the Senate Recess. The recess appointments avoided the confirmation or disapproval of our assigned United States Senators during the grueli ng and tension-filled appointment scrutiny meetings (Rainbolt, 2014). The pro argument has its own set of strengths. First, the first premise is true. Our United States Constitution allows the President to appoint his preferred individuals to work in government departments. Second, the second premise affirms that United States President, to the best of his knowledge, felt he did not violate any law. The president innocently felt that the appointments of the three individuals correctly done because the senators were in recess, Christmas recess (Hughes, 2004). The pro argument has its weaknesses. First, the first premise is grounded on the general rule. The general statement dictates that the United States president can appoint individuals during the Senate recess. However, there is an exception. The Federal Court affirmed that recess appointments are allowed only during the formal or official senate recesses. The Federal court