Human Resources JDT2 Essay Example for Free

Human Resources JDT2 Essay Summary: Based on recent quality testing on the toys manufactured for elementary school aged children, it has been noted that the metal whistles contain an amount of lead that is over the United States legally acceptable limit for children age 7 and under. A large shipment is packaged and scheduled to depart at the end of the week. The whistles were manufactured under our company name and at our own warehouse facility. Decision Alternatives: Alternate Process In creating the following possible decision scenarios, the well-being of this company is a massive concern to everyone when a situation such as this arises. The outcome from any decisions made not only effect the consumer of the product, but also the Toy Company, it’s employees, stakeholders, and future customers based on the reputation of the company. In order to determine the best decision, without favoritism, a decision model (7 step decision making process) has been used to guide each deciding deliberation. Therefore, understand that all possible alternatives have been researched and only the best three possible solutions have been included for review. Decision Alternatives: Alternate Advantages and Disadvantages Explain Decision Model or Process Used for Each Advantages Disadvantages Financial considerations Legal considerations Ethical considerations Contact the South American Ministry of Education 7 step decision model, shown above. Allow product receiver to make decision Contamination of company reputation. 50/50 chance of increased reproduction cost. Release of legal obligations once South American Ministry accepts product. The possible subjection of harm to innocent children is simply unethical. Reproduce Contaminated Toy 7 step decision model, shown above. Maintain higher level of satisfaction. Increased costs of reproduction, product delivery late. Approximate cost of $100,000 will be incurred. Maintained federal requirements even outside of geographical requirements. Providing safe products to all children. Ship Product As Is 7 step decision model, shown above. Lowered costs. Potential harm to innocent children Possible litigation cost if families choose to enact a class action. Possible litigation and class action suit The subjection of harm to innocent children is simply unethical. Decision Alternatives: Alternate Considerations 1. Contact the South American Ministry of Education This decision will allow for the receiver of the product to determine for themselves if in fact the shipment is not acceptable and needs replaced. Each government has developed their own criteria of quality control aspects, and should be respected in their own research and limitations of product quality. Within this decision the possibility of the cost of reproduction has a weighing chance of a 50/50 percentage based on the request of the South American Ministry of Education. Also, the informing of and accepting of the product as is will place no further legal obligations on the toy company. 2. Reproduce Contaminated Toy Within the borders of the United States of America, this is the only  acceptable decision to be made. The lead amounts found are above the legal limits and should by all considerations be destroyed and reproduced under the proper legal lead limit guidelines produced by the United States Consumer Product Safety Commission. The cost of this reproduction will fall solely on the shoulders of the company. The approximate cost to be incurred is $100,000. Also, in the making of this decision the Toy Company will be required to contact and inform the consumer of the production issue and the steps being taken to remedy the issue. The consumer may in turn be upset at the delay and remove their business from our company or may find our honesty in the situation to be respectable and assist in promoting our company due to highly ethical character display. 3. Ship Product As Is The guidelines for lead contamination are much more detailed within the United States than that of most regions. The product could easily be shipped and arrive on time for the opening of school in the South American region expected to receive the whistles. The product information would be included in the packaging, leaving the decision for a return of the product to be determined on the chance someone will notice the lead limits information. This choice could possibly rid the company of any further expenses. However, this leaves to chance the harming of many children, the legal allegations that can be brought up by the South American Ministry of Education, and the extreme tarnish of the company’s reputation within the United States and as a worldwide supplier of children’s products. During the narrowing of possible decisions to be established, a system of steps was utilized to enable a criterion for selecting the best possible outcomes. Each of the previous actions stated posse a decision between respect, ethical behavior, or financial consideration. As a whole each of these three actions must be carefully considered as a possible benefit to the company, as well as a possible strike against the reputation that has been so carefully created through producing top quality products for children all over the world. Alternative Recommendation: Recommendation Justification Of the three best available choices the superior choice would be the Reproduction of the Product. The reasoning in this decision is: Legal Aspect: Although as a company legal retaliation could be avoided if the  consumer accepted the product as is after being fully informed, the families of the children involved will still have the legal right to produce a class action claiming Product Liability on the part of the company for allowing the acceptance of the product by the South American Ministry of Education. Under Product Liability when individuals are harmed by an unsafe product, they may have a Cause of Action against the persons who designed, manufactured, sold, or furnished that product. Wests Encyclopedia of American Law, edition 2. (2008) Financial Aspect: The reproducing of the product will initially cost the company approximately $100,000. This by all considerations is a financial blow to any company; however, if you consider the alternative cost of ongoing litigation and a class action pay-out, $100,000 seems rather insufficient. Also consider the possible benefit from this loss of monies; not only will the children involved not be affected negatively by a product produce in the land of the free, but the word will quickly spread about the companies quick action plan to resolve an issue for the safety of their consumer, before being forced to do so by the courts. In addition to the consideration of time, effort, and the expense of recovery, an effective plan to recover from the loss incurred on the reproduction of the product there are a few majors concerns that will be on the front line of significance; Brand Protection: The importance of brand protection is only outweighed by the health and safety concerns of the consumer. Cost recovery is a secondary concern. (Belcastro Alfonso, 2011) Supplier relationships. Supplier issues that may make cost recovery difficult include difficulties in tracking supplier contracts or supplier insurance documentation and preservation of supplier business relationships. (Belcastro Alfonso, 2011) Ethical Aspect: For a moment let us look at this situation from the consumer’s side. Would we as parents want the toy company we trust to first consider our children before their personal gain? I would assume anyone would agree that a child should never be subjected to the cruelty of mass production oversight in the products that will be utilized to teach them, care for them, feed them, or protect them. As a company the media would portray any action less than replacement of the product as a grotesque  display of unethical and malice behavior. All businesses, small and large, have an ethical obligation to their consumers, first of all to provide the product purchased and then to not harm anyone-including the consumer. (Gray, 2011) Product safety is an ethical obligation to the extent that companies have a duty to provide consumers with whatever it is they pay for and products are assumed to be safe for ordinary use. (Gray, 2011) Alternative Recommendation: Recommendation Ana lysis Overall, the purpose behind any decision that focuses on an issue that requires action on the part of the company is the ethical obligation the company has, not only to the consumer of the product but also to the employee that we depend on to produce the product, the children for which the product is purchased, and the Board of decision makers for the company and the general public that will recommend our product or company to others based on previous experiences. By providing a less than optimal product, we as a company, say that it is acceptable to lessen our value when the product is for children outside of the United States; this is not an acceptable way of thinking, nor an acceptable reputation of the company and its stakeholders. Moving forward on the remanufacturing of the whistle-even though it is a costly choice-will show for the value the company holds in their customers and the general population of consumers. Displaying a behavior of ethical decision practices will develop a stronger relationship between consumer and producer. This behavior can also produce a chain reaction of ethical revisions in other company actions. In current business the dollar comes before the consumer-making a move to be above the competition will place the company above others in their guarantee to produce only the best. Alternative Recommendation: Social Responsibility The remanufacturing of the product will display this company as being of the utmost ethical level in protecting its consumers even though the consumer is not on the American soil. Placing consideration in the safety and well-being of children of all aspects of geographical location, financial status, and nationality shows American and foreign manufacturing companies that the dollars involved do not come before that of the safety of the people that depend on our moral stature as a producer of children’s toys.  By maintaining the same standards internationally as we would within the American borders, with our products we can inevitably lessen the boundaries between product and consumer all over the world. The ground floor for a decision has been laid for all involved in the determination of an appropriate action in this case. Based on the information provided here, it is desired that a decision based on the good of all mankind-both producer and consumer will be in consideratio n in the deciding of the steps to follow. The American people base much of their perception of a company on its viewpoint to the greater good to humanity; this should what is seen in the products we supply. References: Belcastro, Denny and Alfonso, Bert, October 2011, Capturing Recall Costs Measuring and Recovering the Losses Retrieved on December 27, 2013, http://www.ey.com/Publication/vwLUAssets/Capturing_Recall_Costs/$FILE/Capturing_recall_costs.pdf. Gray, JW, May 16, 2011, Moral Issues Related to Consumers, retrieved from: http://ethicalrealism.wordpress.com/2011/05/16/moral-issues-related-to-consumers/ Product Liability. (n.d.) Wests Encyclopedia of American Law, edition 2. (2008). Retrieved December 27 2013 from http://legal- dictionary.thefreedictionary.com/Product+Liability

Designing and Planning High Voltage Laboratories

Designing and Planning High Voltage Laboratories 1. Introduction The demand of energy which has to be delivered over long distances is increasing in todays world due to industrial and economic development. Transportation of such a large amount of power needs extra high voltage transmission lines. High voltage laboratories are an essential requirement for making acceptance tests for the equipment that go into operation in the extra high voltage transmission systems. In addition, they are also used in the development work on equipment for conducting research, and for planning to ensure economical and reliable extra high voltage transmission systems. 2. Transmission System Equipment in High Voltage Laboratories A high voltage laboratory is expected to carry out withstand tests at high voltages on the following transmission system equipment: (i) Transformers (ii) Capacitors (iii) Cables (iv) Lightning arresters (v) Isolators and circuit breakers (vi) Line hardware and accessories (vii) Other equipment like reactors, etc. 3. Activities and Studies in High Voltage Laboratories On equipment, professors use high voltage laboratories for study and improvement work and conducting tests on equipment. At voltage, more dominant than the test voltage needed, this contains decision making of the security factor for dielectrics and trusty works under varied atmospheric conditions for example rain, fogà ¢Ã¢â€š ¬Ã‚ ¦ Occasionally, it is needed to work problems related test lines and another equipment under pollution and atmospheric conditions. It cannot be done enclosed spaces. Research activities generally contain the following: 1) Breakdown case in insulating media for example solids, liquids, gases or composite systems 2) Insist on voltage on large gaps, requisites used in power systems and surface flashover works on equipment specific reference to the equipment. 3) Electrical interference works because of the discharges from equipment working at high voltages. 4) Works on insulation regulation on high voltage power systems. 5) High current case for example plasma physics, electric arcs. Generally, high voltage laboratories equipped with an expensive tool and that increasing their build cost. As a result, planning and order have to be with caution done in order that with the test rig chosen, the enterprise isnt high and maximum beneficences of the laboratory is done. 4. Classification of High Voltage Laboratories High voltage laboratories can be classified into three types, depending on the purpose for which they are goal and the available finances. (i) Small laboratories (ii) Medium laboratories (iii) Large (general) laboratories 4.1 Small Laboratories Small Laboratories A small laboratory is one that contains d.c. or power frequency testequipment of less  than 10 kW/10 WA rating and impulse equipment of energy rating of about lOKJor  less. Voltage ratings can be about 300 kV for a.c., single unit or 500 to 600 kV a.c. for cascade units,  ±200 to 400 kV d.c. and less than 1OO kV impulse voltage. Normally  the equipment is meant for housing in a room or hall of size 15m x 10 m x 8 m. Sometimes the equipment ratings are limited such that they can be accommodated in  a room of height 5 m to 6 m only. Such laboratories are meant for Engineering  Colleges and Universities who decide to build such a facility with small resources for  doing high voltage tests or research or for imparting training. In such a case, it is  preferable that the Engineering college or University associate with a local industry  or R D organization. It is important to decide and define the responsibilities of the  parties concerned as to how the test facilities and time can be shared. Another idea is  to have the university to decide to own the laboratory fully but throw open the  facilities of regular technical training and high voltage testing for the clients. Here it  may be mentioned that many high voltage problems can be solved by tests at moderate  voltage levels. Such laboratories can be built with an investment of 2 to 10 million  rupees (at 1991 prices).

Management Practices in Japanese and US Companies

Management Practices in Japanese and US Companies This Research Paper makes a summary comparison of cross-cultural research conducted in the last ten to fifteen years in the areas of Human Resource Management; Management Style and Negotiation Strategies in Japanese and US companies. The different Research Studies in these three areas analyzed the learning possibilities for Japanese and US companies on two different levels: At headquarters and at subsidiary level. For each one of the three research topics, a Roadmap is drafted with concrete steps and strategies as to how these companies should adapt their management practices in these 3 areas in order to be even more successful. The findings of this paper also cover the very central debates in the international Human Resource Management literature: The Convergence vs. Divergence issue and the Standardization vs. Localization issue. The results clearly show that overall the dominance effect is most important (i.e., subsidiary practices appear to converge to the dominant US practices). Hence the results obtained in this paper lead to the rather surprising conclusion that for what might be considered to be the most localized of functions HRM convergence to a world-wide best practices model is clearly present. From the authors viewpoint his is a logical consequence of globalization in all business sectors. Key Words: Road Map; Human Resource Development; Leadership Style, Negotiation Strategies; USA; Japan; Cross-Cultural Introduction to Human Resource Management Practices in Japan and in the USA From a historic perspective, Human Resource Management (HRM) has been identified as a key ingredient for the success of Japanese companies on world markets during the 1980s. In this decade, suggestions as to how Western managers could learn from Japanese HRM practices were plentiful. Only one decade later, however, Japan went into a recession from which its business model has not yet fully recovered. Oddly enough, these formerly superior HRM practices are now being viewed as the root of the malaise of the underperforming Japanese economy A Research Perspective of HRM Practices in Japanese and US Companies In the early 1980s of the last century, the Japanese management model, and in particular its HRM model, have often been depicted as very different from Western-style management, yet much more competitive (Kono Clegg, 2001). Its deep-rooted and unique cultural and institutional characteristics usually were cited as the key reasons for these differences (Pudelko, 2006). Earlier, Frenkel Peetz (1998) described a rapidly speeding up globalization-induced trend towards increasing convergence resulting from global competitive pressures. In parallel, Katz, Darbishire (2000) noted a clear trend towards convergence in key patterns of HRM practices among industrialized countries. This phenomenon they call converging divergences. In parallel, the research of Frenkel Kuruvilla (2002) concludes that employment relations patterns are being determined by the interplay of what they define as three distinct à ¢Ã¢â€š ¬Ã… ¾logics of actionà ¢Ã¢â€š ¬Ã… ¸: The logic of global competition, resulting in the pursuit of global à ¢Ã¢â€š ¬Ã… ¾best practicesà ¢Ã¢â€š ¬Ã… ¸ and ultimately global convergence does not allow local insular cross-cultural happiness and coziness any longer. One reason that the USA has achieved its dominant status in the 1990s was its superior economic performance. The conclusion from these findings were that if the strengths of a successful economy are concentrated in industries characterized by intense international competition such as IT, computers and electronics the attention and the readiness to learn from it tends to be particularly strong. Such industries are often the pioneers for defining and producing à ¢Ã¢â€š ¬Ã… ¾best practicesà ¢Ã¢â€š ¬Ã… ¸ and the place where such global standards of management practice are set. Taylorism, or à ¢Ã¢â€š ¬Ã… ¾scientific managementà ¢Ã¢â€š ¬Ã… ¸, has been the prime example for a management concept claiming universal validity. Other examples were lean production, kaizen, re-engineering and management by objectives once strong points of the Japanese economy, when they were the best practice leader in doing so. Since the implosion of the Japanese economy and with the advent of globalizatio n, speed of action and instant flexibility to adapt to changing global market conditions were key criteria to succeed. Cultural diversity research carried out in the US and in Japan over the last one and a half decades has been that the American management model is particularly well suited to provide the required speed and flexibility to cope with rapidly changing economic and technological conditions. Consequently, the USA became again the dominant role model (Edwards, Almond, Clark, Colling Ferner, 2005). Summary Comparison of Key HRM Practices in Japanese and US Companies The following diagram shows a comparison between Japanese and US firms HRM practices. Areas discussed are: Recruitment and release of personnel; training and human resource development; employee assessment and promotion; as well as employee incentives. The comparison clearly illustrates the individualistic HRM approach in American firms as compared to the collectivism-oriented HRM orientation in Japanese firms. It is obvious that in the high technology sector especially the team and consensus oriented HRM philosophy of the Japanese is a hindrance to success. It appears that there are several other reasons for the declining importance attached to key attributes of Japanese model (kaizen, kanban, total quality management, quality circles, team work). Just like the Japanese firms have to learn from best practice solutions from other countries, these attributes have already been adopted by American HRM managers in the last 20 years, therefore are less significant in the future as sources for orientation. The changes brought about by globalization in the competitive environment probably also have played a role. For the future, fundamental developments such as globalization require substantial on-going responses from multi-national companies to maintain competitiveness. Figure 1 compares Japanese and US HRM practices and their competitive impact on HRM management in general. Figure 1: Comparison of Japanese US HRM Practices in 4 Key Areas HRM Sector: Japanese HRM Practices: US HRM Practices: 1. Recruitment Release of Personnel: Recruitment of new graduates to a permanent position Selection based on inter-personal skills Life-long employment philosophy low staff turnover rate= high loyalty Managerial positions filled with internal staff only Finding the best candidate internally or externally available Selection based on performance/expertise Job hopping philosophy pouts individual goals above company interests Positions filled with best expert available Competitive Effects of respective HRM Practices: Slowness towards innovation Lack of external expertise Promotes rapid innovation from inside or outside Low loyalty to employer HRM Sector: Japanese HRM Practices: US HRM Practices: 2. Training HRD Development: Broad training towards generalist knowledge Extensive training based on work group approach Employee is trained to fit corporate culture Specific training for specific tasks only Training is limited and focused on the individual only Little effort to mould the employee towards the corporate culture Competitive Effects of respective HRM Practices: Focused on corporate culture building Focused on individualism to promote success HRM Sector: Japanese HRM Practices: US HRM Practices: 3. Employee Assessment Promotion: Emphasis on seniority and not on performance Emphasis on group achievements Qualitative informal evaluation criteria Career path broad based in several Divisions Emphasis on individual success only Emphasis on individual achievements Quantitative measurable criteria and objectives Career path mostly confined to one functional part only HRM Sector: Japanese HRM Practices: US HRM Practices: 4. Employee Incentives: A mix of material and immaterial incentives Pay increases based upon seniority Little difference between top management pay levels and workers: Low with 20:1 Emphasis is on material incentives: Pay + bonus Pay based upon individual performance only Very large differences between top management and workers: High with 100:1 Competitive Effects of respective HRM Practices: Slow promotion for top performers Slow climate of innovation Quick promotion for top talents Innovative staff ensures innovative corporate climate Proposed cross-cultural Roadmap for a strategic HRM Approach Throughout the research reports analyzed for this paper, Globalization demands a broader-based strategic HRM response by Japanese firms on this more than 90 % of the interviewed Japanese Executives agreed. The results from the American respondents showed that they considered it to be a particular strength of the American HR management. Japanese managers agree in turn, that their process based incremental improvements concepts will lose in significance in the future. Furthermore the research data clearly shows that only Japan management has a distinct desire to change its own HRM model in a rather comprehensive way. This definitely can be described as a paradigm shift. The following Figure 2 gives some key thoughts and elements for such a strategic approach to HRM tasks in the future. Figure 2: A cross-cultural Roadmap for a strategic Approach to HRM Tasks in the Future Drivers of Global Changes in HRM: Elements causing Changes: Impacts of Change Elements on HRM: Need to reduce costs Speed of product innovation Quality of service Knowledge of client needs Staff motivation Training in design to cost method Innovative methods in product management Staff motivation and skills training Market knowledge has to be communicated Individual performance alone counts Risks involved: Overall corporate management philosophy has to be benchmarked against industrys best practice Key Changes needed: HRM has to install and accompany a change management process Individual performance evaluation has to abolish consensus-based group performance evaluation concepts Conclusions: HRM has to become the driving integrative force for the implementation of the Corporate Business Plan Resulting Roadmap for HRM Strategy: HRM Parameters that need to improve the Competitiveness of Corporations: HRM Parameter: Expected Benefits from HRM Changes: Strategic HRM Plan has to be part of Business Plan Future staff qualifications are in sync with corporate business plan Business Plan has to contain Change Management Concept HRM develops a long term focus linked to strategic corporate objectives Innovative Career Development Allows quick promotion of top performers Innovation oriented recruiting Speed up innovation cycles Promotion based on merit only Does away with risk minimizing attitude Introduction Best HRM Practice Concept HRM does self-control of its performance against key competitors Strategic HRM Implementation Roadmap: Overall Strategic HRM Objectives: HRM is the binding link of overall corporate business strategy to the employees of the company HRM promotes innovation and change culture in the company Planning Horizon of chosen HRM Strategy: Long term plan over 20 to 30 years Strategic plan over 5 years Operative rolling plans over 2 to 3 years Top Management Support required to implement new HRM Strategy: HRM has be a board level responsibility with staffing and budget to implement HRM Strategy chosen Introduction to cross-cultural Management Styles Globalization has changed the managerial tasks of US and Japanese mangers dramatically: Many have to work now in an international environment, in Japan or in the USA. Reasons for these changes were joint ventures, mergers, acquisitions and cooperation alliances. In the 1980s, Japan taught the work what kaizen; kanban, total quality control, etc meant in terms of competitive advantage. So the US managers had to learn these concepts. Towards the end of the late 1990s, the US had caught up with this cross cultural learning approach. Then the globalization effect came to full speed suddenly the individualistic type of US management proved to be much more flexible and successful then the slow consensus-based Japanese management style. Research findings towards different Business Cultures in Japan and in the US The research for this paper showed that the business cultures in Japan and in the US differ in 5 key categories: 1. Power Structure: National level versus international level; egalitarian approach versus non-egalitarian approach; centralized management forms versus decentralized management practices. In the authority-driven business environment still prevailing in Japanese companies, aspects of power play a critical role. This slows down decision making, as power issues dominate business cultures dominating innovative US companies (Browaeys 2009). 2. People Relationships: Collectivism versus individualism; team orientation versus individual focus. Japanese collectivism is documented in its overemphasis on team issues; where consensus finding warrants longer times until a decision is being taken (Dickson 2003). Management emphasizes group loyalty, relationships in groups prevail over individual tasks. Americans have lesser loyalty to their companies, they see employment as a temporary issue for the mutual benefit of employer and employee. 3.Tolerance for Risk-taking: High avoidance levels versus low avoidance levels; bureaucratic orientation versus non-bureaucratic orientation. The consensus-based Japanese business culture tries to minimize uncertainties through an over-emphasis on planning. As a result, they do not like to change plans once they were approved (Yamazaki 2008).US companies treasure the opportunities offered in risky endeavors a horror for traditional Japanese companies! 4. Masculinity/Femininity: Role differentiation between males and females at society and organizational levels. Japanese managers are expected to be assertive and decisive, with sex roles clearly defined. This means fewer women progress to managerial positions in Japan, whereas in the US women climb to executive posts on a much more regular basis (Jacofsky 1988). Work for Japanese managers is seen as the center of life interests. Edwards 2005) 5. Time Orientation: Long term view versus short term view in business planning and strategy formulation. The time perspective in their business philosophy: Past/present in Japan versus present/future perspective in US companies. American companies are a lot quicker to react to new opportunities what was successful in the past is less important than new opportunities which lay ahead in the near future (Dahl 2004). The retrospective business approach of Japanese companies has them look for long-term relationships. US companies take the present and look quicker and often farther into the future. This speeds up their decision making processes and facilitates the acceptance of risk taking among their executives (Tsui 2007). Research findings towards Key Managerial Skills in Japan and in the US Effective cross-cultural management skills have to fit the prevailing national business culture where they are being applied to on their workplaces. In individualistic business environments as in the US, new employees are being hired on the basis of their personal records. In the collectivistic business culture of Japan, recommendations from elite universities or from family members who already work for the company play a vital role. The following key managerial functions have been analyzed in research paper: Reward allocation and employee motivation; employee participation and managerial communication; executive development. 1. Reward Allocation and Employee Motivation: The proper allocation of rewards is the driving force of the individualistic US business environment: Rewards are expected to be equity based, i.e. based upon an individuals contribution to corporate success. Rewards are supposed to be equal for equal performance: Rewards have to based upon the specific needs of a position (Riley 2007). In the more equality and group oriented Japanese business culture, rewards are being allocated on a group basis. These research findings did prove that the application of inappropriate reward systems caused feelings of de-motivation and injustice (Buttery 2000) 2. Employee Participation and Managerial Communication: To get employees to participate in goal setting in a US company is daily business, as in this way it increases the employees involvement in how his work environment is being shaped. Given the individualistic US business culture team effectiveness rises if team members are personally accountable for their personal contribution, which can be measured i.e. management by objectives (Javidan 2006). In the more socially oriented Japanese Business culture, employee participation is more socially oriented and the employees display lower levels of power distance between organizational levels (Hofstede 1980) 3. Executive Development: In an American business environment, qualified staff is classified into high potential groups for future executive positions at a much earlier stage of their career and at a much younger age as compared to the Japanese business culture. This encompasses a mix of specialist type of work assignments combined with near executive project assignments, to give them an early feeling of how an executive ticks (Yamazaki 2008). Japanese companies tend to focus on generalist type of assignments with intensive functional and geographic job rotation at almost the same hierarchical levels. Promotion is by seniority criteria mostly (Saee 2010). In consequence this implies: Executive development in US companies is based upon the potential benefits seen in a junior executive, whereas the Japanese approach is more oriented towards rewards for the past performance (Raimo 2009). Proposed Roadmap for a strategic cross-cultural Management Style The following Figure 3 gives a strategic roadmap for a cross-culturally based management style which facilities quick and efficient adaptation to cross-culturally different work environment. Figure 3: A cross-cultural Roadmap for a strategic Approach to Drivers of cross-cultural Management Styles:Management Style Development Common Management Skills Deficiencies: Negative Impacts of missing cross-cultural Management Skills: Lack of employee motivation In-adequate communication style De-motivating reward system Slow pace of promotion system Lack of managerial skills training Performance is not recognized/rewarded Work objectives unclear=de-motivating Individual motivation not released Resistance to innovations Necessary changes do not take place Risks involved: Mix of management skills not suited for work environment High potentials are not identified and promoted High staff turnover; slow pace of innovation and change management Key Changes needed: HRD concept oriented towards cross cultural sensitivity Top management involvement in management skills profile development Cross-culturally oriented career development system Conclusions: An innovative HRD approach is needed Designed by managers with local management experience HRD skills Resulting Roadmap towards a cross-cultural oriented Management Style: Managerial Skills that need to be improved: Management Skills requiring Attention: Expected Benefits better Management Styles: Reward systems motivation tools Keep staff and attract talents Career development system for talents Quick promotion for high potentials Innovative pay system Increased motivation to innovate Clear set of managerial objectives Rewards are measurable and objective Internal PR for new management style More credibility for management styles Top managers have to practice this style Extra motivation to manage/risk changes Strategic Management Skills Implementation Roadmap: Overall Strategic Management Skill Development Objectives: Analyze requirements for necessary cross-cultural management skills Incorporate necessary changes into overall management philosophy and corporate mission Document and promote concept at all managerial levels Planning Elements for chosen Management Skill Development Strategy: Assess time and research requirements properly; involve superiors where needed Involve top management team properly and show their support in public statements/info releases Managerial Support required to implement new Management Skill Development Strategy: Develop a strategy paper involving top management and clarify roles and inputs and state resource requirements as compared to potential gains from these improved management skills Introduction to cross-cultural Negotiation Styles Cultural Diversity is one of the most critical issues in international negotiations. A key requirement for successful international negotiation is the extent to which the negotiating parties are capable of understanding the negotiating habits and thoughts of their counterparts who come from another culture (Brett 2000). When entering into an international negotiation process, the full awareness and understanding of the cultural differences, such as cultural background, national character, emotional aspects, rules and regulations of other countries, decision making styles, ways of discussing, meeting and negotiating is of vital importance in order to make the negotiation successful. The difficulty the negotiators are facing have to do with dealing on the basis of different sets of values, attitudes, behaviors and communication styles of the other party participating in the negotiation process. The proper planning and preparation for negotiations, and participating in the negotiation p rocess must take into consideration all these factors. This will avoid setbacks, surprises and shock so often faced in cross-cultural negotiations. A. Basic Research Findings linking Negotiation and Culture A nations culture in itself consists of interrelated patterns or dimensions which come together to form a unique social identity shared by a minimum of two or more people It is the unique character of a social group and the values and norms common to its members that set it apart from other social groups (Brett, 2001;). Consequently for this reason, because of the different values and norms, people from different cultures negotiate differently (Brett, 2001;). Many authors talk of a set of cultural values associated with each cultural group which actually is the determining force for the culture (Tinsley, 2001, Brett, 2001;). The knowledge of these values and norms provides insight into the choices made and influences these very negotiators cognitions, emotions, motivations and strategy. Research shows a clear differentiation: Whilst values refer to what a person considers important (more on cognitive side), norms refer to what is considered appropriate behavior (behavioral aspects) i n a specific culture. Consequently, because of these different values and norms, people from different cultures tend to negotiate differently (Brett 2001). These cultural values and norms shape implicit theories invoked in negotiations (Gelfand and Dyer 2000) and may influence a negotiators response to strategically displayed emotions. In Japanese companies, the emphasis of a group being the core nucleus for negotiations communicates these values to its members and rewards conformity. In this way a members values become thoroughly culturally constituted. Thus, culture creates an overall environment for Japanese companies and their negotiators which in many ways directly or indirectly compels the constituent members to be guided by their cultural value sets while negotiating. B. Research Findings concerning the strategic Framework of cross-cultural Negotiations According to the book The Global Negotiator: Making, Managing, and Mending Deals around the World in the twenty-First Century (Salacuse 2005) there are a total ten particular elements consistently complicating intercultural negotiations. 1) Negotiating goal: Contract or relationship? 2) Negotiating attitude: Win-Lose or Win-Win? 3) Personal style: Informal or formal? 4) Communication: Direct or indirect? 5) Sensitivity to time: High or low? 6) Emotionalism: High or low? 7) Form of agreement: General or specific? 8) Building an agreement: Bottom up or top down? 9) Team organization: One leader or group consensus? 10) Risk taking: High or low? Research shows that for a Japanese manager negotiation is also about being sensitive to the personal/emotional factors and hence may sometimes be indirect, informal, and general with less sensitivity to time whereas. On the other side for a negotiator from USA, any negotiation is to the point, direct, formal, with high consideration for time and less care for personal or emotional factors. B. Research Findings concerning Diversity Factors and Strategies in Cross -Cultural Negotiations In countries such as in the US and much of northern Europe, strong, direct eye contact conveys confidence and sincerity while in Japan, prolonged eye contact is considered rude and is generally avoided. In Japan they always prefer personal space during business dealings. With regard to the Japanese, Salacuse shows that 100 percent of the Japanese respondents claimed that they approached negotiations as a win-win process. Communication itself constitutes a basic component of negotiation framework. Diversity in this communication aspect is also very obvious and pertinent. In a culture that emphasizes directness, such as the American one, you can expect to receive a clear and definite response to the proposals and questions. In SE Asian cultures such as the Japanese reaction to proposals made to them may be gained by interpreting seemingly vague comments, gestures, and other signs. Concerning the cultural sensitivity to time, Salacuse in his study quotes Japanese tend to negotiate slowly, and Americans are quick to make a deal. Contrary to this perception of time, for Americans the objective is a signed contract and as for them time is money, they want to close a deal quickly. Americans therefore try to reduce time invested in formalities to a minimum and get down to business quickly. Japanese and other Asians, whose objective is to create a relationship rather than simply sign a contract, need to invest time in the negotiating process so that the parties can get to know one another well and determine whether they wish to embark on a long-term relationship Another crucial aspect in cross-cultural negotiations is risk taking ability. The Japanese tend to be highly risk averse in negotiations, and this tendency was affirmed by the survey conducted by Salacuse, which found Japanese respondents to be the most risk averse of the twelve cultures. Americans in this survey, by comparison, considered themselves to be risk takers. C. Research Factors concerning the Management of Conflict in cross-cultural Negotiations Research findings with regard to managing conflict in cross culture negotiation show that different cultures focus on different aspects. Tinsley (1998), revealed that when managing conflict American managers preferred to focus on interests, while Japanese managers concentrated on status power. The differences could be explained by the American value for poly- chronicity (or multitasking) and the Japanese occupation with hierarchy (or unequal social structures. It is obvious though, that awareness of emotions is vital to negotiation and it plays a key role when it comes to cross-culture negotiation conflicts. In the Japanese business culture, status and power also play an important role in conflict management where parties try to manage conflict by using differences in authority, status and power. To them it is normal that high status parties try to enforce their ideas for resolution on lower status parties. If this is not possible, Japanese negotiation parties try to enhance their st atus by co-opting people of higher status. D. Research Findings concerning cross-cultural Decision-Making styles during Negotiations Decision-making styles vary a lot between Americans and Japanese. When it comes to team based versus individual way of taking decisions one extreme is the American negotiating team with a supreme leader who has complete authority to decide all matters. The Japanese business culture stresses team negotiation and consensus-based decision making. American managers usually tend to make decisions by themselves, while Japanese managers tend to make decisions by consensus. Furthermore, Americans treasure the value of flexibility, whereas once a Japanese manager has reached a decision, may believe it is shameful to change it. Decisions can be taken either through a deductive process or through an inductive process. In his research, (Salacuse 2005) found that Americans do view deal making as a top down (deductive process); while the Japanese tend to see it as a bottom up (i.e. inductive) process. E. Research Findings concerning the Interests Strategy in cross-cultural Negotiations The process of aligning and integrating the best interests of both parties works as a catalyst for successful negotiation. This interests-based strategy promotes the resolution of dilemmas through cognitive problem solving. Research shows is essential to shift focus from position to interest. Several authors suggest that as both parties want to gain their individual interest therefore they always want to implement the negotiation. From their perspective, individual interests of parties are always more important than collective group interests. A cross-cultural Roadmap for a strategic Approach to Negotiation Styles The following Figure 4 shows a roadmap for the development of efficient cross-cultural negotiation styles. Figure 4: A cross-cultural Roadmap for a strategic Approach to Negotiation Drivers of cross-cultural Negotiations: Common Negotiation Difficulties: Negative Impacts on Negotiations:

Vegetarianism :: Healthy Lifestyle Essay

Vegetarianism Vegetarianism is the limitation of ones diet to only vegetables. Vegetarianism has been around for centuries, but recently we have seen the eruption of a more militant vegetarianism that is inspired by the animal "rights" movement. Today, vegetarian activists are throwing pies at Ronald McDonald and the Pork Queen, scrawling "meat is murder" in prominent locations, committing terrorist acts of arson, and waging media campaigns equating meat consumption with cannibalism. Vegetarians are, on the average, far healthier than those who consume the typical Western diet, and enjoy a lower incidence of many chronic diseases. However, it has not been proven that one must eliminate meat from one's diet in order to be healthy. It has been aptly demonstrated that the typical Western diet contains too much fat. Eliminating meat from the diet is one way to reduce fat, but it is not the only way. Vegetarian diets have also been shown to increase the risk for nutrient deficiencies. Children are particularly vulnerable and can lead to growth problems. Vegetarian children often fail to grow as well as their omnivorous counterparts despite protein intakes. Ecological arguments against omnivorous and carnivorous eating are little more than an attempt by those from the less popular animal "rights" movement to ride the coattails of the more popular environmental movement. In some cases, warnings of impending environmental cataclysm are used to advance an ethical agenda. However, arguments to the effect that eating meat is "destroying the planet" overlook that the planet has not yet been destroyed despite millions of years of omnivorous and carnivorous eating by millions of individuals from a multitude of species. The Second Law of Thermodynamics dictates that some energy will be inevitably lost as one moves up the food web. Therefore, arguments about how it takes X pounds of plant protein to generate Y pounds of meat have a sound theoretical basis. However, these arguments are often overstated. These arguments falsely assume that pork chops and steak are the only products of animal agriculture. They falsely presume that a pound of animal foodstuffs is nutritionally and energetically equivalent to a pound of plant foodstuffs. These arguments also ignore the energy content and opportunity cost of replacing animal by-products, which is considerable. Even the animal's excrement is a valuable resource. Certain animal products, such as fetal calf serum, collagen and laminin are crucial for medical research using cell cultures, and have no available alternatives.

Thigh Creams :: Media Self Image Papers

Thigh Creams As we approach the twenty-first century, the western world has become increasingly preoccupied with idealizing thin women. As young women are socialized they are exposed to images in the news media which perpetuates the vision that thin women are happy and successful. These are the role models to which women look up to, creating increasing pressure to live up to such an ideal. Desperate to achieve a figure that rivals Elle Mcpherson, women are willing to pay exorbitant costs, and sacrifice, trying almost anything to look like modern society's ideal woman. As the mediums available to advertisements continue to expand so do the number of products available claiming and guarantying weight loss or firming effects. Women shell out billions of dollars each year hoping that one of these "miracle" products will finally render them thin, after all thin is beautiful, right? However, a woman can be thin and still have cellulite, so does this mean that she is not beautiful? The media has taught women that cellulite is a lifelong battle that must be waged. If Cindy Crawford, Claudia Schiffer, and Rachel Hunter certainly don't have cellulite, why should the average American woman? So we are given a plethora of products to chose from which promise to make us all super models. So what is the problem? It is highly unlikely that none of the super models have cellulite, as it is an affliction which is common to women of all weight ranges. Also, super models have an advantage that the rest of us do not, their photographs may be digitally enhanced to redu ce something as unsightly as cellulite. The cosmetic industry has jumped on the opportunity to profit from women who perceive their bodies to be inadequate or at the very least, less than ideal. If these products were not hot sellers than there would not be such a variety available on the market. As a woman who has fallen prey to societal pressures and purchased two different "miracle" thigh creams, I was wondering do these creams work for others even though I, personally, didn't find much of a difference? After all a picture says a thousand words, and everyone has seen those advertisements with the before and after pictures, why hadn't I achieved such results? I was then given the motivation I needed to find out the answer when I was given an assignment to research the claims of a health product.

Effects of Homosexuals in Schools Essay

In the 19th century, a German psychologist coined the term â€Å"homosexuality†. Basically, homosexuality is often a sexual attraction that is primarily towards the members of the same sex (Pickett, 2006). Oftentimes, homosexual equates to being gay and/or lesbian. There are varying points of view regarding homosexuals and homosexuality. Many religious groups believe that there no one born as a homosexual. However, there are plenty of scientists, particularly psychologists who believe that a person is born this way. Religiously speaking, there are no supporting texts in the Bible that there are homosexuals. Only two genders are made: man and woman. Oftentimes, the greater portion of the homosexual community believe that they were â€Å"born gay† (Worthen, 2004). This belief and perspective oftentimes give them comfort and a sort-of justification for their â€Å"state†. Also, this very same ideology relieves them of any responsibility to change. Nevertheless, there is no firm scientific proof until today that affirm that some people are born homosexual. Genetically speaking, they are just either male or female (Worthen, 2004). Since there are no born homosexuals, many psychologists believe that homosexuality is a learned behavior. There are many factors or reasons why a person becomes homosexual. Primarily, most of these factors involve family. These include a disturbed family life in the early years (of the individual), absence of/in love on the part of either parent or a failure to identify with the same-sex parent. Later, the consequences of these reasons manifest in the individual in varying forms—and one of them is through confusion of their identity that oftentimes lead to homosexuality. But one thing is for sure—that homosexuality has many roots (excluding family). Along with the other factors that cause homosexuality, we must not also take for granted the individual. The individual’s choices also play a key part in transforming and shaping his (homosexual) identity. Majority of causes of being homosexual is rooted with family reasons. In such cases this immensely affects the behavior of the individual particularly in school. Majority of homosexuals that go to school instantly faces the burden of â€Å"coming out†. This is one of the hardest challenges that an individual must face. Since most of homosexuals that go to school are having identity crisis and fear of rejection from their peers (if ever they decided to come out), they have a very high tendency to have unusual behavior from â€Å"straight people†. Most of the time, (with the assumption that the individuals are mostly teenagers since they still go to school) these people is in high risk of suicide, substance abuse, the feeling of isolation and more importantly, school problems. Consequently, because of this kind of behavior, they (and it) inevitably affect their relationship with other people. Because they always need the feel to isolated, the tendency is that, they can be the frequent butt of jokes (especially in schools where homosexuality is not yet a very open and accepted topic) that will in turn can lead into more dangerous behaviors. Moreover, when things go uncontrollable, there is also a huge tendency for the individual to resort to many absurd and unsafe displacement methods (i. . substance abuse, committing crimes, etc). Because of the rising number of individuals (particularly young homosexuals) that is involved in this kind of situations, a great deal of number of individuals and concerned groups were established to help them. Most of these help lines offer counseling but more than that, they also make sure that the individual can pursue his/her way to full acceptance and if worse comes to worse, to their recovery. Before the advent of DNA technology, psychologists and sociologists believe that the cause of homosexuality is influenced by the environment of the individual; but with DNA testing, they were able to pinpoint that somehow, genes has something to do with it. But more importantly, we cannot deny the fact that from the beginning, there were only male and female; but as time pass, some strong environmental factors can bend the reality of life that even Nature herself find it hard to turn back (or at least minimize the bad consequences) time.

Night World : Spellbinder Chapter 11

I don't understand,† Eric said pitifully as Thea towed him toward the bleachers. â€Å"Well, that's reasonable.† â€Å"Blaise wants to talk to me alone and you want me to do it.† â€Å"That's right.† Thea hadn't realized it was possible to sound bright and bleak at the same time. â€Å"I told you she'd probably go after you-â€Å" â€Å"And you told me to be careful of her. You made the point very strongly.† â€Å"I know. It's just†¦Ã¢â‚¬  Thea searched for an explanation that wouldn't be too much of a lie and clutched her bottle of Evian water. She didn't need to ask him if he had the protective charm with him- she could smell New Hampshire pine needles. â€Å"It's just that I think it's better to get things settled,† she said finally. â€Å"One way or the other. So maybe if you talk to her face-to-face†¦ well, you can decide what you want, and we can get this over with.† â€Å"Thea†¦Ã¢â‚¬  Eric stopped, forcing Thea to stop, too. He looked completely bewildered. â€Å"Thea-I don't know what you're thinking, but I don't need to talk to Blaise to know what I want.† He put his hands gently on her upper arms. â€Å"Nothing she can say could make any difference.† Thea looked at him, at his clean, good features and his expressive eyes. He thought things were so simple. â€Å"Then you can just tell her that,† she said, trying to sound optimistic. â€Å"And the whole thing will be resolved.† Eric shook his head, but allowed her to guide him onward. Blaise was leaning against a concrete dugout by the baseball diamond. When they were about ten feet away, Thea stopped and nodded at Eric to keep going. He walked to Blaise, who slowly straightened with the leisurely grace of a snake uncoiling. Thea put her thumb into the Evian bottle and jiggled it gently. â€Å"Thea said you wanted to talk to me.† Eric's voice was polite, but not encouraging. He looked back at Thea after he said it. â€Å"I did,† Blaise said in her liquid, persuasive voice. But to Thea's surprise, she addressed the ground, as if she felt awkward. â€Å"But now†¦ well, I feel so embarrassed. I know what you probably think of me-trying to say something like this while your girlfriend is standing there.† â€Å"Well†¦Ã¢â‚¬  Eric glanced back at Thea again. â€Å"It's okay,† he added, his voice softer. â€Å"I mean, it's better to say whatever it is in front of her than behind her back.† â€Å"Yes. Yes, that's true.† Blaise took a deep breath as if steeling herself and then lifted her head to meet Eric's eyes. What on earth is she doing? Thea stared at her cousin. Where did this scene come from? â€Å"Eric†¦ I don't know how to say this, but†¦ I care about you. I know how that sounds. You're thinking that I have dozens of guys, and the way I treat them I can't possibly care about any of them. And I don't blame you if you just want to walk away right now, without even listening to any more.† Blaise fiddled with the zipper at her throat. â€Å"Oh, look, I'm not going to walk away. I wouldn't do that to you,† Eric said, and his voice was even more gentle. â€Å"Thank you. You're being so nice-much nicer than I deserve.† Absently, as if it were the most casual of gestures, Blaise reached for the zipper at her throat and pulled it down. The necklace was revealed. Don't look directly at it, Thea told herself. She stared instead at the back of Eric's sandy head-which suddenly went very still. â€Å"And you know, this is going to sound strange, but most of those boys don't really like me.† Blaise's voice was soft now-seductive but vulnerable. â€Å"They just-want me. They look at the surface, and never even try to see any deeper. And that makes me feel†¦ so lonely sometimes.† In Thea's peripheral vision, gold stars and moons were shifting and flowing. Yemonja root and other delicious scents wafted toward her. She hadn't even noticed that the first time; she'd been too deep in the necklace's spell to analyze it. And a faint, high resonance hung in the air-two or three notes that seemed to shimmer almost above the threshold of hearing. Singing crystals. Of course. Blaise was assaulting every sense, weaving an inescapable golden web†¦ and the whole thing was tuned to Eric's blood. â€Å"All I've ever wanted is a guy who cares enough about me to look deeper than the surface.† Blaise's voice had a slight catch now. â€Å"And-well, before I knew Thea liked you, I guess I thought you might be that guy. Eric, please tell me-is that completely impossible? Should I just totally give up hope? Because if you say so, I will.† Eric was standing oddly now, as if he were crippled. Thea could see his breath coming faster. She didn't want to see his face-she knew what it would be like. Like Luke's. Blank wonder changing into slow adulation for Blaise. â€Å"Just tell me,† Blaise said, raising one hand in a gesture full of pathos. â€Å"And if you say no, I'll go away forever. But if†¦ if you think you could care about me†¦ even just a little†¦Ã¢â‚¬  She gazed at him with luminous, yearning eyes. â€Å"I†¦Ã¢â‚¬  Eric's voice was thick and hesitant. â€Å"I†¦ Blaise†¦Ã¢â‚¬  He couldn't seem to get started on a sentence. And no wonder. He's lost already. Certainty hit Thea, and she stopped shaking her plastic bottle. Her little Elixir of Abhorrence didn't stand a chance against Blaise's magic. Eric was hooked and Blaise was reeling him in. And it wasn't his fault. Nobody could be expected to hold out against the kind of enchantment Blaise was using. Enchantment and psychology so beautifully mixed that even Thea found herself half believing Blaise's story. But she had to try anyway. She couldn't let Eric go without a fight. With one final, violent shake, Thea took her thumb out of the bottle neck. Colorless liquid skyrocketed, spraying up and then raining down on Eric. A geyser of loathing. Only one thing went wrong. As soon as the mysterious downpour hit Eric, he turned to see where it was coming from. Instead of looking at Blaise when the elixir soaked into his skin, he was looking at Thea. She stared back into his gray-flecked eyes with a kind of horror. Twice. He'd been twice enchanted now, once to love Blaise and once to hate her. Oh, Eileithyia, it's over†¦. It was a crisis, and Thea responded instinctively. She reached for Eric, to save him, to be saved herself. She flung out a thought the way she'd fling out a hand to someone going over a cliff. Eric. A connection†¦ Like dosing a circuit-and that was all it took. Thea felt a wave of†¦ something, something hot and sweet, more magical than Blaise's magic. Distilled lightning, maybe. The air between her and Eric was so charged that she felt as though her skin was being brushed with velvet. It was like being at the intersection of cosmic force lines. And it was all okay. Eric's face was his ordinary face. Alive, alert, full of warmth-for her. Not zombie worship for Blaise. Thea. It can't be this simple. But it was. She and Eric were staring at each other in the quivering air and the universe was just one big singing crystal. We're right together. A yell shattered the silent communion. Thea looked toward the dugout and saw that Blaise the vulnerable had disappeared. â€Å"I'm wet,† Blaise shrieked. â€Å"Are you crazy? Do you have any idea what water drops do to silk?† Thea opened her mouth, then shut it again. She felt giddy with the sweetness of relief. She had no idea if Blaise really thought the elixir was only water-but one thing was clear. However strong Blaise's spell had been, it was broken now. And Blaise knew it. Blaise jerked the zipper up and stalked off. â€Å"She's mad,† Eric said. â€Å"Well†¦Ã¢â‚¬  Thea was still dizzy. â€Å"I told you she likes getting mad.† She took Eric's arm, very gently, and partly to steady herself. â€Å"Let's go.† They'd only gone a few steps when Eric said, â€Å"Thank God you hit me with that water.† â€Å"Yes.† Even if the elixir hadn't worked it had somehow broken Eric's concentration or distracted Blaise or something. She'd have to see if she could figure out what had happened to disrupt a spell as potent as the one Blaise had created†¦. â€Å"Yeah, because, you know, it was getting really awkward,† Eric went on. â€Å"I kept trying to think of a polite way to tell her there wasn't a chance, but I couldn't. And just when I realized I was going to have to say it and hurt her feelings-well, you soaked us.† Thea stopped dead. She stared at him. He was serious. â€Å"I mean-I know I hurt her feelings anyway. Or she wouldn't have gone away mad. Uh, are you mad now? Thea?† She started walking again. â€Å"Are you saying you didn't even want to be with her? Not even just a little?† He stopped. â€Å"How could I want to be with her when I want to be with you? I told you that before this whole thing started.† Maybe it's because we're soulmates. Maybe it's because he's so stubborn. But, whatever, I'd better never tell Blaise. She'll have a whole new reason for killing him if she finds out her spell bounced off like water off a duck. â€Å"Well, anyway, it's resolved now,† she murmured-and at that moment she really believed it. She was too happy to think about anything dreadful. â€Å"Is it? Does that mean that we can finally go out? Like on a date?† He sounded so wistful that Thea laughed. She felt light and free and full of energy. â€Å"Yeah. We could go right now. Or†¦ we could go in. Your house, I mean. I'd like to see your sister and Madame Curie again.† Eric made an â€Å"ouch† face. â€Å"Well, Madame Curie would probably like that. But Roz lost her case- the court ruled that the Boy Trekkers are a private organization. And she is not-pardon the pun-a happy camper.† â€Å"All the more reason we should go see her. Poor kid.† Eric looked at her quizzically. â€Å"You're serious? You have a choice of anywhere in Las Vegas and you'd like to go to my house?† â€Å"Why not?† Thea didn't mention that a human house was more exotic to her than anywhere else in Vegas. She was happy. It turned out to be a modest frame house, shaded by a couple of honest-to-goodness trees, not palms. Thea felt a twinge of shyness as they went inside. â€Å"Mom's still at work. And†-Eric checked his watch-â€Å"Roz is supposed to be in her room until five. Home detention. This morning she microwaved her Barbie dolls.† â€Å"That doesn't sound good for the microwave.† Rosamund's door was plastered with homemade Signs. DO NOT ENTER. KEEP OUT AND THIS MEANS ERIC. FEMINISM IS THE RADICAL NOTION THAT WOMEN ARE PEOPLE. When Eric opened the door a piggy bank shaped like a skunk came flying toward him. He ducked. It hit the wall and, amazingly, didn't break. â€Å"Roz-â€Å" â€Å"I hate everybody! And everybody hates me!† A hardback book came soaring. Eric shut the door fast. Bang. â€Å"Everybody doesn't hate you!† he yelled. â€Å"Well, I hate them! Go away!† Bang. Bang. Crash. â€Å"I think maybe we'd better leave her alone,† Eric said. â€Å"She gets a little moody sometimes. Want to see my room?† His room was nice, Thea decided. Lots of books, some smelling of mildew-â€Å"I get them at the used book stores.† Comparative Vertebrate Anatomy. Development and Structure of the Fetal Pig. The Red Pony. Most of them were about animals in some form or other. And lots of trophies. Baseball trophies, basketball trophies, a few tennis trophies. â€Å"I have to switch between baseball and tennis different years.† Sports equipment was scattered carelessly around, mixed with the books and some dirty socks. Not so different from a teenager's room in the Night World. Just a person's room. There was a picture of a man on the desk, a man with sandy hair and a glorious, lightning-bolt smile like Eric's. â€Å"Who is it?† â€Å"My dad. He died when Roz was little-a plane crash. He was a pilot.† Eric said it simply, but his eyes went dark. Thea said softly, â€Å"My parents died when I was little, too. What's sad is that I don't really remember them.† Eric looked at the picture again. â€Å"You know, I never thought about it, but I'm glad I do remember. At least we had him that long.† They smiled at each other. By the bed was a tank that gave off a pleasant percolating sound. Thea sat next to it and watched iridescent blue fish dart around. She turned off the bedside lamp to see the lighted tank better. â€Å"You like it?† â€Å"I like everything,† Thea said. She looked at him. â€Å"Everything.† Eric blinked. He eyed the bed Thea was sitting on, then slowly sat at the desk. He stuck out a casual elbow to lean on and papers showered to the floor. â€Å"Oops.† Thea stifled a laugh. â€Å"Is that the U.C. Davis application?† He looked up hopefully from gathering them. â€Å"It sure is. Want to see it?† Thea almost said yes. She was in such a cheerful mood, ready to agree to anything, be open to anything. But a moment of thought changed her mind. Some things were just going too far. â€Å"Not right now, thanks.† â€Å"Well†¦Ã¢â‚¬ He put the papers back. â€Å"You know, you still might think about transferring to the zoology class at school. Ms. Gasparro is a great teacher. And you'd really like what we're studying.† Maybe I could, Thea thought. What would it hurt? â€Å"And if you were ever interested. Dr. Salinger is always looking for extra help. It doesn't pay much, but it's good experience.† And†¦ what would that hurt? It's not as if I would be breaking any laws. I wouldn't have to use any powers, either, I could just be close to the animals. â€Å"I'll think about it,† she said. She could hear the suppressed excitement in her own voice. She looked at Eric, who was sitting with his elbows on his knees, leaning forward, watching her earnestly. â€Å"And- thanks,† she said softly. â€Å"For what?† â€Å"For†¦ wanting the best for me. For caring.† The light from the fish tank threw wavering blue patterns on the walls and ceiling. It made the bedroom seem like its own little underwater world. It danced over Thea's skin. Eric stared at her. Then he swallowed and shut his eyes. With his eyes still shut, he said in a muted voice, â€Å"I don't think you know how much I care.† Then he looked at her. That connection again. It seemed to be drawing them together-an almost physical feeling of attraction. It was exciting, but scary. Eric got up very slowly and crossed the room. He sat by Thea. Neither of them looked away. And then things just seemed to happen by themselves. Their fingers were intertwined. Thea was looking up and he was looking down. They were so close that their breath mingled. Thea shivered with the electricity. Everything seemed wrapped in a golden haze. Crash. Something hit the other side of the wall. â€Å"Ignore it; it's poltergeists,† Eric murmured. His lips were an inch from hers. â€Å"It's Rosamund,† Thea murmured back. â€Å"She feels bad-and it's not really fair. We should try and make her feel better.† She was so happy that she wanted everyone else to be happy, too. Eric groaned. â€Å"Thea†¦Ã¢â‚¬  â€Å"Let me just go see if I can cheer her up. I'll come back.† Eric shut his eyes, opened them, and turned on the lamp. He gave her a pained smile. â€Å"Okay. I have to water Mom's outside plants and feed the rabbits and stuff, anyway. Let me know when she's cheered up enough. I'll be waiting.† Thea knocked and ducked as she entered Rosamund's room. â€Å"Roz? Can I just talk to you for a minute?† â€Å"Don't call me that. I want you to call me Fred.† â€Å"Uh, how come Fred?† Thea sat cautiously on the edge of the bed-or not the bed, actually, the box springs. The mattress was across the room, standing on its side in a corner. The entire room looked as if it had been hit simultaneously by a hurricane and an earthquake, and it smelled strongly of guinea pig. Slowly, part of a sandy head appeared above the mattress. One green eye regarded Thea directly. â€Å"Because,† Rosamund said with terrible maturity, â€Å"I'm not a girl anymore. Things have always been this way for girls and they will always be this way and they are never going to change. And don't give me any of that B.S. about how females hear better and do better in submarines and have better fine motor skills, because I don't care. I'm going to be a boy now.† â€Å"You're a smart kid,† Thea said. She was surprised at how smart Roz was, and at how much she wanted to comfort her. â€Å"But you need to study your history. Things haven't always been this way. There were times when women and men were equals.† Rosamund just said, â€Å"When?† â€Å"Well-in ancient Crete, for one thing. They were all children of Eileithyia, the Great Goddess, and boys and girls both did dangerous stuff, like acrobatics on wild bulls. Of course†¦Ã¢â‚¬  Thea paused, struck by a thought. â€Å"The Greeks did come and conquer them.† â€Å"Uh-huh.† â€Å"But, um†-Thea wracked her brain for human history-â€Å"Well, the ancient Celts were okay-until the Romans came and conquered them. And†¦ and†¦Ã¢â‚¬  Human history was a problem. â€Å"I told you,† Rosamund said bitterly. â€Å"It always turns out the same. Now go away.† â€Å"Well†¦Ã¢â‚¬  Thea hesitated. It was the excitement that did it. The giddy feeling of everything being right with the world. It made her overconfident, made her feel as if Night World law were a little thing that could be dispensed with if necessary. Don't, a part of her mind whispered. Don't or you'll be sorry. But Rosamund was so miserable. And the golden glow was still around Thea, making her feel protected. Invulnerable. â€Å"Look,† she said. â€Å"This may not help much, but I'll tell you a story, a story that always made me feel better when I was a little girl. Only you have to keep it a secret.† There was a flicker of interest in Rosamund's green eyes. â€Å"A true story?† â€Å"Well-I can't really say it's true.† And that's true-I can't. â€Å"But it's a good story, and it's about a time when women were leaders. About a girl called Hellewise.†