black holocaust :: essays research papers

â€Å"Black Holocaust for Beginners ‘Death Ships’† By Anderson S. Black Holocaust for Beginners â€Å"Death Ships†, is a realistic, and trapping article about the slave trade. Instead of the former stories on slavery and giving it a general description telling reader how slavery is bad and slavery is immoral, this article goes in and describes what it was like in a slave ship. It made the reader feel the pain of the middle passage in every page. There are three things in the article that is very compelling to me as a reader, the living conditions of the slaves in the ships, the rape the women faced, and the punishment styles the rebellious slaves had to endure. What they endured was almost like hell on earth, it was almost genocide, but without the intention of genocide. The living conditions were horrible, according to the article Black Holocaust for Beginngers â€Å"Death Ships†, â€Å"You see the vomit above you and alongside you and you come close to passing out. You can barely breathe. You are trapped. You can’t move a leg or arm without increasing someone else’s misery. The chains rattle as we try to shift out bodies to get away from the running yellow brown stream and odor from next to us, from above us. The flies and mosquitoes begin to swarm around you. But you can’t swipe at them without yanking your chained brethren or sisteren.† Such condition sound like how a pig lives, only the slaves did not want to live like that. The writer wrote it as if the reader was in it, I thought I was a slave. The rape of the female slaves, was described by the writer as an almost normal occurrence in the ship as the article Black Holocaust For Beginners â€Å"Death Ships† states â€Å"†¦we hear African screams and white men’s laughter. To the women, to the girl, we KNOW. Many of us have been in the Enemy’s presence now for four to six months and we know that rape is always a grab away†¦Ã¢â‚¬  Later in the article it put the reader in as the rape victim who, get raped by the first mate. The rape described in the article was more violent than the rape we now know.

Klinefelter Syndrome :: essays research papers

KLINEFELTER SYNDROME Klinefelter Syndrome is a syndrome in which a person has an additional X- chromosome. It is not life consuming, but rather people who have this syndrome can live perfectly normal lives proper treatment and care. If precautions are taken early on. Dr. Harry Klinefelter and his co-workers at Massachusetts center hospital in Boston in 1942 first identified the syndrome. These men were of the first to publish a report on this syndrome in its whole, so as to not leave any questions in your mind about this syndrome. What is Klinefelter syndrome Klinefelter syndrome is a syndrome in which a person inherits an extra X-chromosome making their genetic makeup xxy instead of the normal How it occurs This syndrome occurs by natural selection in which the condition arises from chromosomal nondisjunction during meiosis in this process, the 46 chromosomes in the cell separate, ulimatiing producing two new cells having 23 chromosomes each. Before meiosis is completed, however, chromosomes pair with their corresponding chromosomes and exchange bits of genetic material. In women, X-chromosomes pair, in men, the X and Y-chromosomes separate, and meiosis continues. Otherwise it is not something that happens by the law of nature in which you are randomly chosen in its specific frame of how many times it happens, whom it effects, and how it happens. There is really no specific frame in which it invariably happens. It is known through that it happens during the process of meiosis in which chromosomes split. WHO IT AFFECTS Klinefelter Syndrome only occurs in males. This is so because females have a similar condition called Turner’s Syndrome who generally has the same side effects as Klinefelter Syndrome. Instead of having one X chrosomes they have two. Where as in Klinefelter patients are XXY, instead of XY which is the normal. PROGNOSIS Although many men can live out their lives without ever seeing the effects of XXY many men do see the effects of XXY, many men do see the effects of this syndrome. Common effects are; tall around six feet, small testes, inability to produce sperm, spare facial and body hair, and gynecomastig. A few associated conditions are:  infertility  incomplete masculinization; feminine or pear shaped body  osteoporosis  venous disease  learning, emotional, and mental disorders  low energy  low self-esteem  communications difficulties  frustration based outbursts  motor skill issues  developmental delays Although these things are Klinefelter Syndrome, many doctors distinguish chromosomal anomalies. From any possible resulting syndrome diseases, and conditions.

Hospitality Story Assignment Essay

This paper discusses strategic opportunities for a unique non-profit venture. The equine industry is one among the major animal industry in the world. This is because horses – the layman’s term for equine – are one of the most expensive animals to buy and to take care of. Equines can be considered as a pet for animal lovers, a practical means of transport within the farm or to country-side areas, and also a good form of business in a way of breeding and racing quality horses. But what happens to the race horses that can no longer race? Introduction The equine industry is one among the major animal industries in the world. This is because horses – the layman’s term for equine – are one of the most expensive animals to buy and to take care of. Horses can be considered as a pet for animal lovers, a practical means of transport within the farm or to country-side areas, and also a good form of business in a way of breeding and racing horses. Indeed, there are a number of uses that can be applied for the horses. This is the very reason why the equine industry has been receiving great attention both from the government sector and the private animal-related organizations. There are a series of laws and regulations made to facilitate the smooth flow of equine industry, both in the business and health perspectives. Background Racing Industry History Horses, one of the most fascinating animals in the history of mankind, have been an integral part of society since the beginning of civilization. In the days of primitive culture, man looked towards the horse as a source of food. Since that time however, he has relied on the horse for warfare, work, transportation and sport. After God, said the Spanish conquistadors, we owed the victory to the horse. With equal truth it can be asserted that much of our human progress has been dependent upon the use man has made of the horse (Edwards, 1985). Edward’s affirmation is further proven throughout history. From the migration of primitive nomads to the conquering of entire civilizations, there is no aspect of life that the horse has not affected. The horses’ history began millions of years before humans even evolved. Horses were so important to ancient society, that such evidence is depicted through many works of art and literature. Through these remnants one can see exactly how horses were eaten, sacrificed, worshiped and ridden in battle since pre-historic times. Often times, especially in mythology, certain ideas about horses came about from an explanation of actual events. What is known today as the modern horse took many years to evolve into what it has become. â€Å"One of the earliest records of man riding a horse is an engraving on bone, found at Susa from the third millennium BC† (Edwards, 1985). As they became more popular, horses soon replaced reindeer, and were used to draw sleds in Northern Europe. Likewise, horses also began to replace other animals as a vehicle. A mounted man on these fast-moving creatures could certainly hunt with greater efficiency. â€Å"The first time man employed some means other than human power was an immense step in world history† (Roberts, 1987). â€Å"Man’s domestication of the horse throughout the centuries has been so thorough and comprehensive that there are really no truly wild horses left in existence† (Roberts, 1987). Although horses do run free in the world, they are all decedents of some form of domesticated animal. The Breeders Breeders of Thoroughbred racehorses have a motto: â€Å"Breed the best to the best, and hope for the best. † Farms from California to New York, Florida to Maryland, are all trying to emulate what breeders in the state of Kentucky have done for centuries — produce champions. For breeders, the study of bloodlines is a way of life. The art of matching a dam (the horse’s mother) with a sire (the father) to produce a top foal is part art form, part science, and a great deal of luck. For instance, Alydar, who finished second to Affirmed in all the 1978 Triple Crown races, sired a pair of Kentucky Derby winners in Alysheba (1987) and Strike the Gold (1991); Affirmed has yet to sire a Derby winner. The breeder will contribute to the race horse shelter every time a thoroughbred race horse is registered with the Jockey Association. This fee, of $200. 00 is collected by The Jockey Association and sent directly to the shelter to help with the costs of providing food, shelter and medical care for the horses. The fee will also provide the necessary salaries to the members of the team. The Horses The Thoroughbred breed originates from the Middle East, where centuries ago Arab rulers bred their great stallions to select mares in the hopes of producing faster and stronger horses. The lineage, or family history, of a horse is known as its pedigree. Soon after a horse’s birth, the owner and/or breeder registers it with The Jockey Club, the official racing record keeping organization for the breed. After the colt (male) or filly (female) is born, the breeder puts in countless hours of hard work to get the horse ready for the races. While most thoroughbreds are born between January and June, they have a universal birthday of January 1. This standard was set up to simplify the process of creating races for horses of a certain age. (For example, the Kentucky Derby is restricted to three year olds). During the young horse’s first autumn, they are separated from the mother and grouped together with other â€Å"weanlings†; continuing to grow and learn. The following spring, the developing horses, now known as â€Å"yearlings† will begin to be taught the ways of the racetrack. Beginning with the first days of placing a saddle on their back, they are being trained for a career at the races. The young horses begin training at on their â€Å"home† farm or shipped to a training facility to be â€Å"broken† for riding and eventually racing. Developing a good racehorse takes considerable time and patience. Training begins slowly, with light jogs and gallops around the track; developing a routine to get the horse accustomed to track life. Later, serious training begins; they start to put in longer gallops to build stamina, and work their way up to a â€Å"two-minute lick†, meaning a robust mile gallop in two minutes. As it gets closer to their second birthday, the casual farm life has been left behind. Horses at this age now begin workouts, usually starting with 1/8 of a mile, called their first â€Å"blowout†, and working their way up as the day of moving from training center to racetrack nears. The Thoroughbred on the Track Today, Thoroughbreds generally begin their racing career at age two (Remember, all racehorses have a universal birthday of January 1), and remain racing as long as they are main competitive or until retirement for breeding purposes. A Thoroughbred is not considered an adult horse until it is five years of age, so when they begin their career at age two or three, they are really just developing children and teenagers. Horses go through a lot of growing pains and changes during this time. Often you will see precocious two-year-olds that are touted as next year’s Kentucky Derby favorite that end up no where to be seen come that first Saturday in May. Most everyone in racing will tell you that their dream is to see their horse in the Derby winner’s circle, but with some 35,000 foals born in the United States each year, and only 20 maximum make it to the race, reality sets in quickly. So even if a horse doesn’t make the Derby, there are plenty of opportunities for a horse to be successful on the track. As a horse develops, it usually acquires a certain racing style; whether it is a front-runner or off-the-pace type, or maybe it prefers racing on turf rather than dirt. There is the rare animal that is comfortable no matter how the race develops or on any type of track, able to adapt to every situation. Whatever their style, the bettor needs to compare it to the rest of the horses in the field and see how the race might unfold. The Trainers While the jockey is usually the person that the racing fans most identify with, the single most important player in a racehorse’s life is the trainer. Trainers generally earn their money in two ways: through a â€Å"day rate† they charge the owner(s) for day-to-day training; and â€Å"stakes† they earn when their owner’s horse wins a race, usually 10% of the owners winnings. The trainer is comparable to a team’s coach – continually trying to produce winners with a constantly changing barnful of talent. For every horse in the barn, the trainer teaches them how to race, hones their speed, builds their endurance, sees to their care, and calls in help to heal their injuries. All horses possess a certain amount of class; ultimately telling in the level of race at which they will be successful. As a trainer begins to work with a horse, they assess that class and train accordingly. For the fans, training is like practicing. Horses are trained almost every morning, when they are taken to the racetrack to walk, jog, gallop or workout, depending on their schedule. Workouts are the most noteworthy part of the training regimen. Shorter workouts (those a half mile or under) are designed to increase speed, while longer ones build stamina. As with any athlete, horses experience physical problems. This is where the keen eye of an experienced trainer can significantly affect a horse’s career. Racehorses are by nature delicate, and by closely watching for and treating injuries before they become serious, the trainer will save his horse, owner and himself a lot of problems. For medical problems, trainers call in their veterinarian. At all racetracks, there are a group of vets who, usually working out of their vehicle instead of an office, travel through the barn area taking care of their clients’ horses day to day needs. After all of this, the trainer still has to select the races in which the horses will compete. Trainers use the condition book, created by the Racing Secretary, to select the type of race for each horse in the stable. For example, if the horse has yet to win, it would be entered in a â€Å"maiden† race against other non-winners. An old horsemen’s adage is to, â€Å"keep myself in the best company and my horses in the worst†. Easier said than done, but some trainers have the knack. For the bettor, it is essential to watch the trainers and see which ones are the most successful. The track program has a stats page for trainers, with all the information needed evaluate when they are most successful. Knowing the trainers and being able to pick up on their hot and cold spells is a top priority in making winning selections at the track. The trainer will contribute to the race horse shelter every time a thoroughbred race horse is registered as a racing horse. This fee, of $100. 00 is collected by the race track and sent directly to the shelter to help with the costs of providing food, shelter and medical care for the horses. The fee will also provide the necessary salaries to the members of the team. The Jockeys Jockeys generally get their mounts in races when the horses are training each morning. A jockey employs an agent, who, working for a percentage of their rider’s winnings, tries to secure the best horse for them in each race. The tricky part for the agent comes when several trainers want their rider for the same race. Now the jockey’s agent is like any bettor – they are handicapping the horses and putting their rider on the most likely winner. Riding atop a Thoroughbred at speeds up to 40 miles per hour for a mile or more requires tremendous athletic ability and concentration. The best jockeys are skillful strategists and superior gamesmen. They are experts at bringing out the best qualities of their mounts. Top riders are also familiar with the characteristics of many other horses in the race. In addition to the athletic demands of racing, a jockey must maintain a certain weight for riding, normally between 100 and 115 pounds. Strict dieting and conditioning programs are a constant concern for most riders. The jockeys will be desired as caregivers and exercisers for the horses residing at the race horse shelter. The jockeys will be a salaried employee of the team. Many jockeys have a hard time finding employment after their racing careers are over. The race horse shelter will provide employment for these retire jockeys. Racehorse Industry The racehorse industry has been demonstrating positive levels of success and has had a considerable impact on the market overall. A 2003 summary report provided by the Louisiana State University summarized the successes and contributions of the horse industry as follow: â€Å"The race horse industry is composed of 1,178 breeders who own 10,161 mares that produced 5,971 foals that were sold in 2003 for $35. 8 million. These breeders own 1,977 stallions that were bred to 5,313 mares, generating income from stud fees of $13. 3 million. The total income generated from racehorse production was $49. 1 million. An additional 2,229 racehorse owners owned 10,903 racehorses in training or on the track at a value of $109 million. The impact of racehorse owners and breeders’ activities in 2003 was $158. 1 million. The show and competition horse industry (horse shows, barrel racing, cutting, roping, team penning, etc. ) is composed of 2,600 breeders who own 7,847 mares that produced 4,901 foals that were sold for $14. 7 million. These breeders own 718 stallions that bred 8,351 mares, generating $12. 5 million in income from stud fees. The total income generated from show and competition horse production was $27. 2 million. Another 4,634 owners compete on their 14,901 horses valued at $59. 6 million. The total impact of the show and competition horse industry is $86. 8 million. A large portion of the horse industry is recreational. The horse is used for comfort, exercise and enjoyment. About 20% or 8,570 of the recreational horse owners bred 21,554 mares and sold 11,392 foals in 2003 for $17. 1 million. These horsemen own 933 stallions that were bred to 5,924 mares, generating income from stud fees of $592,400. The total income from production in the recreational horse industry was $17. 6 million in 2003. Another 25,453 recreational horse owners have 61,366 horses valued at $61 million. There are 129,022 registered horses in Louisiana, owned by 45,331 horsemen. These horses are valued at $324 million. An additional 70,000 grade and other equines are owned by 25,000 people who have a $210 million impact on the economy. In addition to the value of horses produced and maintained in Louisiana, the activities of the horse industry generate a tremendous cash flow. The four racetracks employ 3,000 people and generate expenditures of about $1 billion per year. The show and competition industry conducts an estimated 500 activities per year and generates $12. 5 million in expenditures. With the value of horses, expenditures on horses and the activities in which they engage, the impact of the horse industry is estimated at $1. 6 billion per year. † (LSU, 2003). Apparently, the industry is heading in a positive direction. However, there needs to be better regulation of the industry, particularly in the development of appropriate business ethics to govern those involved in the industry. Sensible business ethics are one of the keys to organizational success. As a corporate strategy businesses involved with horses should lobby for effective legislation to protect the consumer, the business owner and the horse. In the U. K. , for example, all horses are required to possess a passport according to a legislation that came into effect on 31 December 2003. Other European countries have similar requirements. Even though horse owners previously registered horses this was on a voluntary basis for horses born after 1 January 1998. The new requirement ensures that all horses, particularly those specifically reared for the purposes of slaughtering and consumption, have a passport containing a history of veterinary medicines so that certain medicines do not pass along the food chain to humans. This requirement is also a more effective way of controlling over breeding in certain areas (Defra, 2002). Policies such as these are useful guidelines for conducting business so that managers adopt correct strategies in all aspects of the industry. Organizations must provide these business ethics and rights to employees (as well as to the livestock of the agriculture or farm industry) to safeguard their needs, to maintain friendly working environment, and to provide boost to a certain industry. Managers cannot anticipate that there will not be challenges in implementing certain principles that will contribute to eventual organizational success. Jonash (2005) warns that business owners need to be willing to face the challenges that go along with difficult business decisions and strategies. He holds that achieving short, medium and long-term success is not easy. He suggests that managers accept the reality that there are no quick fixes to organizational problems and thus should be willing to follow through with tested and proven strategies even if the implementation process seems difficult. The above-mentioned statistics show clearly that this system is working very well in the US and can even improve if the overall racehorse industry follows proper policies and procedures. Slaughter Industry History Slaughterhouses slaughter, for consumption, horses which have outlived their usefulness, or are in poor health condition. The history of horse slaughter houses can be trace back from the 8th century when Pope Gregorio III declared that the consumption of horse meat for food is an abominable act (Martuzzi et. al. , n. d. ). He also declared the people eating it as unclean people. However, until today, the use of horse meat is rampant. Customers who use horsemeat in their diet purchase the slaughtered meat in large quantities (House of Commons Hansard, 2002). Horses are slaughtered for meat and sold in France, Belgium, Holland, Japan and Italy. This mainly originates from the horse slaughtering houses that are widely distributed in Europe and in America. It was in 1928 when the selling of horse meat was strictly prohibited. However, the eventual abolition of this law may be the caused of the emanating horse slaughtering houses. During 1995-2000, the number of horse slaughtering houses along with horse consumption increased. It was only in 1999 when a decrease in the trend was observed and this was mainly caused by BSE, a disease that can be obtained from eating animal meat. More recently (2005), â€Å"around 100,000 horses are slaughtered each year in the United States alone †¦ to be slaughtered† (Meszoly, 2006). Among this large number of horses, 20,000 were exported alive to their countries. These countries include Japan, Mexico, and Canada (Reeves, n. d). In line with the rampant case of horse slaughtering houses, the American Horse Slaughter Prevention Act was established. Its primary goal is to end the slaughter of horses for human consumption. Most recently, it was on August 2, 2007 when an amendment to the 2008 Agriculture Appropriations bill was approved. This is another move to stop the act done by horse slaughtering horses, to remove its history, present deeds and future acts. Humane Society History The word humane means merciful, sympathetic and benevolent. (HSI Europe, 2008). The humane society is a collective effort of an association to ensure that feelings of mercy and benevolence spread among the local people not only towards their fellow humans but also towards all the â€Å"living beings† around them. These living beings include a whole range of animals, birds and at times even plants. Most recently altering the gene of animals through genetic engineering for the purpose of mere experimentation are also taken into serious consideration by the modern humane societies. Humane societies aim to prohibit in-humane and brutal behavior towards other humans and animals. Today humane societies for animal protection are specifically called â€Å"societies for the prevention of cruelty to animals (SPCA’s)† (HSI Europe, 2008). Brief Aims and Purposes of Humane Societies The basic aim of most humane societies and SPCA’s, remains to be the prevention of cruelty against animals. If animals cannot voice their own demands and cannot speak up against the brutalities being committed on them, it does not mean that humans should take advantage of them and justify their cruel acts to be correct. Other major purposes include dealing with the problem of shelter, adoption and euthanasia. Euthanasia (bringing about an easy death) is carried out in order to deal with the problems of unwanted animals in a community and prevent conditions of overcrowding in animal shelters. However, some SPCA’s have a no kill policy. This nevertheless does not mean that euthanasia is completely avoided; it means that it is used only very rarely in serious situations. On the international and national front many organizations fight for the rights of wildlife and work animals which face extremely harsh treatment from poachers, smugglers, hunters and other people who kill or use animals merely for economic gain and people who employ animals to work for them. History of Humane Societies United States of America: Though England was possibly the first known country to have set up a humane society, other countries like USA, Canada, Australia and New Zealand were quick to follow. Henry Burgh founded the first humane society of USA in 1866 in New York, known as the â€Å"American Society for Prevention of Cruelty to Animals (ASPCA)† The Humane Society of the United States, American Humane which was founded in 1877 as a network of local organizations to prevent cruelty to children and animals (HSI Europe, 2008). Many other local organizations were set up and worked with similar objectives such as, animal safety, providing sanctuaries and possibilities of adoption for animals and dealing with the problems of unwanted animals through the controversial process of euthanasia or otherwise through a â€Å"no kill† policy (HSI Europe, 2008). No kill actually means minimizing euthanasia so that it is only used under certain circumstances. United Kingdom: The first ever humane society was set up in England, known as the Royal Humane society founded in 1774 A. D. (HSI Europe, 2008). It was a charitable organization which awarded people for acts of saving human lives or restoring human lives by resuscitation. Following the steps of Royal Humane society, the Glasgow Humane Society was founded in Glasgow, Scotland in 1790. Since then it has been acting as an organization for the† prevention, rescue and recovery group set up for Greater Glasgow, Scotland (HSI Europe, 2008). An organization especially for animal rights was founded in 1824, known as the â€Å"Royal Society for Prevention of Cruelty to animals (RSPCA) followed by Scottish Society for Prevention of Cruelty to animals (SSCPA) and Ulster Society for Prevention of Cruelty to animals (USCPA). An organization for treating animal illnesses and injuries of wildlife and the pets and working animals of the local poor people, known as the People’s Dispensary for Sick animals was founded in 1917 (HSI Europe, 2008). Canada: The Canadian Federation of Humane Societies is a federation which represents as whole around 123 humane societies all over Canada. However, in 1869 in Montreal the first ever humane society of Canada was set up, known as the Canadian SPCA (HSI Europe, 2008). Australia: The first Australian SPCA was founded in 1871 in Victoria based on British RSPCA. Later, other such organizations were built in other states like in Tasmania in 1872, New South Wales in 1873, Queensland in 1883 and Western Australia in 1892. Though they were warranted the Royal Warrant in 1956, they had no connection with the RSPCA in the UK. For the purpose of voicing their desires in the federal government regarding animal issues, Australian RSPCA was founded in 1981 (HSI Europe, 2008). New Zealand: In 1882, in Dunedin, the first SPCA of New Zealand was set up. Other such organizations were formed in quick succession. Later they all combined into a union known as the Royal New Zealand Society for the Prevention of Cruelty to Animals, to work for unified goals and objectives (HSI Europe, 2008). International: Many SPCA’s are also running successfully on an international scale, mostly in European countries. Humane Society International HSI is one such example of an eminent US based SPCA working successfully in Europe since 1990 (HSI Europe, 2008). Non Profit Horse Rescue History At present, there are many non profit organizations for horse rescue and all of them share the same goals and objectives. These organizations’ main goal and mission is to provide rescue, rehabilitation, foster care, and have a positive environment for those horses and equines that have either been abandoned, abused, unwanted, mistreated, neglected, tortured, retired, or are at risk of going to slaughter. Each non profit organization for horse rescue has its own history. Long ago, horses and equines were used for transportation. In 1950’s when motorized vehicles were becoming more practical and affordable, horses were replaced as means of transportation by these lower maintenance and faster vehicles. Because of this, many horses were abandoned and neglected and were being sent to slaughter. Thus in 1952, a non profit horse rescue organization called HorseWorld was established to take care of the many working horses whose jobs were taken away and replaced by the motorized vehicles (HorseWorld, 2008). Many wild horses or mustangs or more accurately termed as feral horses freely roam on public lands in several states of America like Arizona, California, Idaho, Nevada, and Wyoming. However, the numbers of mustangs were declining as time passes. Mustangs are horses whose ancestors were domestic horses that first arrived in America with Christopher Columbus on his voyage in 1493 (Lifesavers Inc. , 1997). Many of these domestic horses were freed or escaped from early explorers, native tribes, etc. to become free-roaming horses all across America. In order to protect and rescue these horses, the Wild Free-roaming Horse and Burro Act was passed by Congress in 1971 and many non profit horse rescue organizations have come out to protect, manage, and control wild free-roaming horses on public lands. One of these organizations is the Lifesavers Wild Horse Rescue. There are many other non profit organizations that protect and rescue not only horses but also dogs and cats from dangerous situations. The important thing is that these organizations give a chance for these animals to have a better life. This reflects how these animal rescue organizations give value to the rights of animals to safety and just treatment. The equine rescue also provides a better option rather than horse slaughter. The fact that most of the rescue facilities are privately owned and mainly rely on donations may pose a challenge the implementation regulations lay down. This means that horses should not just be sent to slaughter just because they have lost their usefulness. The termination of these horses may be termed as a better option instead of heaping the animals in a rescue facility. Problem Statement This study is designed to assess the need to provide an alternative to sending race horse to slaughter, if the horse can be rehabilitated and have a successful purpose in life. The study includes a survey to the population of, breeders, trainers, jockeys, and race track owners. The survey consists of both qualitative and quantitative questions. The primary objective of the survey is to determine the need for optional resources for the race horse that can still have a viable life outside if the racetrack. Horseracing and the slaughtering of horses are two key industry areas involving the use of horses and both private and public sector corporations have some amount of share in either industry area. As with any other animal group it is no surprise that there is a continuing debate on the ethics of both horseracing and horse slaughtering for consumption. These twin industry areas have been the targets of concerns raised on the ethic of slaughtering horses, particularly those that would have previously been used in the horseracing industry but which are no longer of further use to their owners for a variety of reasons. These horses may be diseased, injured or ill and have little prospect for future recovery. To ensure that they do not suffer a complete loss, owners of racehorses sell these unwanted horses to slaughterers. Some people are totally against the slaughtering of horses. In America and European countries, horsemeat is comparable to the meat of other large animals such as the buffalo, goat, sheep, pig and others. Since people throughout the United States and Europe desire to have horsemeat as a part of their diet then naturally, the slaughter industry too has its own place. Thus, while persons object to the slaughtering of horses, there are those who have little or no objection to the consumption of horsemeat. Similarly, there are objections to the use of horses for racing because of the reported cruel treatment of these animals and their injection with dangerous substances and steroids to enhance performance. This is a very sore issue in the horse industry. Even sorer is the slaughtering of these horses when they are no longer profitable in the horseracing industry. This debate is challenging the viability of the equine industry, putting industry shareholders in an uncomfortable position. Both the racehorse and the slaughtering industries are producing at their full capacities in the US and the rest of the world. Like any other business these industries whether private or public need to adopt sound business management strategies through appropriate training so as to be good in business and to provide the best service to buyers and consumers. The care and the right use of horses is also the matter of concern. The primary use of horses is for racing. However, one cannot avoid the fact that the slaughterhouse, rather than the racecourse, becomes the home for horses unfit for racing. Every year, the number of unfit horses increases thus the number of slaughterhouses also increases. Slaughter industries in the public and private sectors purchase the unwanted horses. Traditionally, the hunter-jumper market has acquired most former racehorses that have no signs of muscular-skeletal abnormalities, and some use previous standard-bred racehorses for driving carriages. Horses that obtain career-ending injuries are not useful anymore for the owners and fall into the category of unwanted horses. Figures produced by the U. S. department of agriculture reveal, however, that the majority of horses slaughtered (92. 3%) are quite healthy and not, in fact, neglected. An overwhelming majority of Americans and members of Congress oppose slaughtering horses for human consumption (HSUS, 2007). One of the options in dealing with these unwanted horses is for slaughtering and distribution for consumption. The precise number of horses that make up this category of unwanted is unknown. However, some research reveals that 100,000 horses fall to slaughterhouses each year in the USA. The real number of unwanted horses is much higher than that reported. Horses used on farms are costly to owners, specifically maintenance costs for food, wastage disposal and land use. The slaughter industry appears to be the most attractive option in dealing with these horses.

An Investigation of the impact of staff motivation on organizational performance: A case study of comparing Primark retail store, Tesco Plc and ASDA Group Ltd.

Aim of Study The study aims to determine employee motivation levels and its effect on organizational performance at the three retail stores. The specific related objectives are: To evaluate the extent to which the organizations provide different motivating factors for its employees To test the relationship between employee motivation and organizational performance Rationale of study Managers have the responsibility of attaining organizational success and competitive advantage through human capital. They can do this by improving the motivation levels of their employees (Wagner & Hollenbeck, 2010). The proposed study will seek to establish whether the management at the selected organizations has put in place measures for increasing employee motivation to influence organizational performance. Background to the Research Topic/Literature Review Motivation Motivation is a concept that is defined differently in literature. Some authors defined motivation as the processes where individuals focus on satisfy their perceived needs, personal goals, and basic goals and this activates human behavior (Guest & Conway, 2004). Another definition is motivation is a portrayal of the physiological processes that lead to stimulation and persistence of a voluntary action that directed toward specific goals (Kreitner & Kinicki, 2008). Employees who are motivated can be easily spotted based on their dedication, enthusiasm, performance, and their contribution to the objectives and goals of an organization. Other authors observed that a motivated individual has awareness of the particular goals that have to be attained in particular ways and focus their efforts on attainment of these goals (Nel et al., 2004). Motivation theories Various theories have been proposed to explain the motivation of employees in organizations. These include Maslow’s hierarchy of needs, and Herzberg’s hygiene theory, the expectancy theory, goal theory, and fair process concept theory. Maslow’s hierarchy of needs assumes that the motivation of individuals is based on achieving a hierarchy of needs (Griffin & Moorhead, 2009). Specifically, individuals have physiological, safety, social, self –esteem, and self actualization needs that have to be met in the work setting. Physiological needs include shelter, clothing, food, and water and are at the bottom of the hierarchy of needs. Safety needs involve protecting individuals from injuries in the work setting and providing work conditions that are stress free. Social needs entail meaningful interpersonal interactions in the workplace. Esteem needs are related to a person’s desire for competency, achievement, recognition, prestige, and status. Finally, self actualization entails an individual’s desire in reaching the highest potential. Maslow suggested that higher needs can only be fulfilled after those at the bottom have been met. Therefore, after employees have attained their physiological n eeds, they want their safety, social, self-esteem and self actualization to be satisfied in that order. Managers can offer job security, fringe benefits, and pay to meet the security and physiological needs of their employees. To meet social needs, managers should promote team work in the organization. Concerning esteem needs, these can be met by the rewarding employees for high performance with recognition and establishing linkages between performance attainment and pay. Finally, self actualization needs can be met through challenging work, promotion opportunities, training, and autonomy in job performance. Herzberg’s hygiene theory contends those individuals are motivated because of job satisfaction in their work environment. This theory views that individuals are motivated when specific motivators are found in the work environment (Griffin & Moorhead, 2009). These motivators include advancement, challenging work, recognition, growth, responsibility and achievement. In addition, the theory delineates needs related to the job context or environment. These factors comprise of interpersonal relations, security, status, continuous learning opportunities, organizational culture, working conditions, and organizational policies. However, these factors do not result in motivation among employees but when they are absent in the organization, employees become dissatisfied with the work setting. Based on this theory, a manager can motivate employees by ensuring that both hygiene factors and motivators are available in the organization. The expectancy theory argues that the behavior of an individual is determined by outcomes based on the concepts ofexpectancy, instrumentality and Valence (Kreitner & Kinicki, 2008). Valence describes the strength of an individual’s preference for a reward or outcome for performing a specific behavior. Expectancy is an individual’s belief that a particular action will lead to a specific reward or outcome. Instrumentality explains the extent to which a person believes that specific performance levels will result in the achievement of desired outcomes. Therefore, individuals are motivated to carry out specific assignments when they value the rewards associated with the accomplishment of the assignment. In this regard, if the outcome or reward of performance is very high, an individual will be more motivated to execute the required tasks to achieve the outcomes. This theory indicates that managers can employ various strategies to enhance motivation among employees includ ing setting achievable performance standards and offering the required support such as training to increase perceptions that employees’ effort will result in performance. In addition, managers should link rewards given to employees to performance standards and the employee’s personal goals. The goal theory postulates that individuals are motivated to achieve challenging goals (Kreitner & Kinicki, 2008). The theory contends that goals are vital in guiding the actions and responses of individuals. This theory places goal acceptance, specificity, and difficulty. Goal difficulty describes the degree to which a specific goal demands a lot of effort. Thus, assigning goals with more difficulty leads to higher performance levels. Goal specificity is associated with an adequately defined target for directing performance. Goal acceptance is associated with the extent to which goals are accepted as legitimate by individuals. Therefore, goal setting results in higher motivation as it allows individuals to focus their efforts in the required direction (Daft & Marcic, 2009). Managers can influence the motivation of employees through goal setting by providing feedback about the employee’s progress in achieving the goals and by linking incentives to the achievement of the goals (Kreitner & Kinicki, 2008). Finally, the fair process concept theory deals with the degree to which organizational members perceive that the organization treatments them in a fair manner (Greenberg, 1993). This theory focuses on procedural and distributive justice. Distributive justice is related to perceptions of fairness in allocating rewards among employees. Procedural justice is about perceptions of fairness in the procedures used in deciding reward allocations. Therefore, employee’s perceptions about the equity dimensions in allocation of rewards influences their motivation levels (Greenberg, 1993). Therefore, employees can be motivated by rewarding them based on performance, using a performance appraisal system for accurately measuring the performance of employees, consistently using similar standards for all the employees, and openly sharing information on the organization’s reward programs (Hellriegel & Slocum, 2007). Intrinsic and extrinsic motivation Motivation of employees depends on both extrinsic and intrinsic factors working together to improve the commitment of employees to task performance (Danish & Usman, 2010). Extrinsic motivation emphasizes external rewards including procedures and policy, awards, supervision, salary and fringe benefits. Extrinsic motivation has a great and immediate effect on the level of motivation but it cannot be sustained for a longer period. However, intrinsic motivation places emphasis on internal rewards and deals with quality of the work setting. Therefore, intrinsic motivation is about rewarding employees for what they actually enjoy doing and has a lasting effect on motivation levels. An organization can achieve intrinsic motivation by providing employees with challenging work and autonomy to enable employees to derive competence, achievement, and accomplishment from performing such tasks. The effect of motivation on performance An organization with a highly motivated workforce is able to achieve its goals through the performance of work tasks by employees. It is suggested that motivated employees are highly inclined to be highly productive compared to those individuals who are not motivated (Chaudhary, Javed & Sabir, 2012). Khan (2012) established a positive association between the performance of employees and their training and motivation and stated that organizations that want to enhance their employees’ performance should concentrate on training as this motivates the workforce to attain higher performance levels. Frimpong and Fan (2009) observed that motivation among employees has a significant effect on productivity and that managers should focus on channeling motivation toward the achievement of both organizational and personal goals. The researchers concluded that motivational factors and motivation have a positive effect on the performance of teams (Frimpong & Fan, 2009). Another researcher argued that motivation is one of the main factors in the productivity of employees (Mullins, 2006). The author suggested that providing employees with understandable job goals, a supportive work setting, and the adequate skills are inadequate in themselves for ensuring that the job is performed and that employees should have adequate levels of motivation to exert the required efforts levels to the realization of the specific work objectives (Mullins, 2006). Other researchers discovered that employee motivation through recognition, benefits, promotion and payment leads to higher productivity (Khan et al., 2010). Indeed, Gana and Bababe (2011) established that adequate motivation of employees using appropriate incentives enhances their performance and in turn this ensures the achievement of organizational performance goals. In summary, this section has explored relevant literature on employee motivation and its effect on performance. Based on this, the proposed study will examine whether the case study organizations use different motivating factors to influence the motivation of their workforce and achieve higher performance. Research Questions and Methodology The research questions for this study will include: Which motivational factors are used in the selected organizations What is the effect of motivational factors on the motivation of employees in the selected organizations What is the impact of employee motivation on organizational performance To answer these questions, this study will combine both interpretivism and positivism research philosophies. Interpretivism is concerned with understanding the research participants’ subjective reality in relation to the study topic (Saunders, Lewis & Thornhill, 2007). Therefore, to acquire knowledge about the motivating factors of employees at the selected organizations will involve collecting qualitative data from the employees. On the other hand, positivism involves considering social reality as autonomous from actors and quantitative methods are used in collecting data. Therefore, quantitative data in terms of a survey with managers will be collected and analyzed to determine the relationship between employee motivation and organizational performance. Therefore, utilizing both quantitative and qualitative research methods will enable a more comprehensive and holistic approach to be used in investigating the study topic. Relevant Data required and Data collection methods Both qualitative and quantitative data will be collected in this study. The qualitative data will involve interviewing 5 employees in the selected organizations to understand the motivating factors offered by senior management in a way that is not influenced and controlled by the researcher (Patton, 2002). The interviews will be conducted using an interview guide with relevant open ended questions. Thus, interviewing the employees will ensure that important insights on motivation from the perspective of employees are acquired. On the other hand, quantitative data will be gathered using a survey questionnaire administered to senior managers at the organizations. The survey questionnaire will have questions related to the motivating factors available in the organization and the extent to which managers perceive these factors as influencing different organizational outcomes. Accessibility, reliability, and validity and ethics The participants for the study will be accessed by contacting senior management of the selected organizations via email to obtain their permission to conduct the study. The senior managers will then ask the sampled employees to be part of the study. The confidentiality and anonymity of the participants will be maintained by not revealing any identifying information in the data analysis. The results of this study will be valid and reliable as accurate measures of motivation and organizational performance will be used to collect quantitative data. The validity of qualitative data will be achieved by capturing the actual meanings of the participants during transcription and analysis of data. Furthermore, the use of suitable data analysis procedures to acquire findings indicating the relationship between employee motivation and organizational performance will further establish the validity and reliability of this study. References Chaudhry, A., Javed, H., andSabir, M. (2012) `The impact of transformational and transactional leadership styles on the motivation of employees in Pakistan’, Pakistan Economic and Social Review. Vol.50, No.2, pp. 223 – 231. Daft, R., & Marcic, D. (2009) Understanding management. USA: Thompson South Western. Danish, R., and Usman, A. (2010) `Impact of reward and recognition on job satisfaction and motivation: an empirical study from Pakistan’, International Journal of Business and Management, pp. 159-167 Frimpong, S., and Fan, L. (2009) `Comparative study on the relationship between employee motivation and team performance of the Banks in Ghana and China’, Proceedings of the 7th International Conference on Innovation & Management, Wuhan: Wuhan University of Technology Press, 2009 Gana, A., and Bababe, F.B. (2011) `The effects of motivation on workers performance (A case study of Maiduguri Flour Mill Ltd, Borno State, Nigeria)’, Continental Journal of Social Sciences. Vol. 4, No. 2, pp. 8 – 13. Greenberg, J. (1993) `The social side of fairness: Interpersonal and informational classes of organizational justice’, In R. Cropanzano (Ed.), Justice in the workplace: Approaching fairness in human resource management (pp. 79–103). Hillsdale, NJ: Erlbaum Griffin, W., & Moorhead, G. (2009) Organizational behavior: managing people and organizations. USA: Thompson South Western Guest, D., and Conway, N. (2004) Employee wellbeing and the psychological construct. London: Chartered Institute of Personnel and Development. Hellriegel, D., & Slocum, J.(2007) Organizational behavior. USA: Thompson South-Western Khan, I., (2012) `The impact of training and motivation on performance of employees’, Business Review. Vol.7 No. 2, pp. 84 – 95. Khan, K., Farooq, S., and Khan, Z. (2010) `The Relationship between rewards and employee motivation in commercial banks of Pakistan’, Research Journal of International Studies. Available at (Accessed on December 1, 2014) Kreitner, R., & Kinicki, A.(2008), Organizational behavior. Boston: McGraw-hill Mullins, L. J. (2006) Essentials of organizational behavior. USA: Prentice Hall Nel, p., van Dyk, P. , Haasbroek, G., Schultz, H., Sono, T., & Werner, a.(2004) Human resources management. USA: Oxford University Press Patton, M.(2002) Qualitative evaluation and research methods. Thousand Oaks, CA: Sage Saunders, M., Lewis, P., & Thornhill, A. (2007) Research methods for business students. USA: Pearson Education Ltd Wagner, J. and Hollenbeck, J. (2010) Organizational Behavior: Securing Competitive Advantage. 1st edition. New York: Routledge

Transformational and Transactional Leadership

Transformational and Transactional Leadership Transformational and Transactional Leadership Thomas J. Kenny CRJ-810 Dec 16, 2011 Many styles of leadership exist in the management world. Most of these approaches are very similar to one another. Two very different styles of leadership are the transactional and transformational leadership styles identified by James Burns in 1978. These leadership styles are almost polar opposites of one another, with employees in the transactional leadership style motivated by rewards and benefits, and employees in the transformational style motivated by their charismatic managers.These two leadership styles, though different from each another, can be very effective tools in the world of policing. Transactional leadership represents â€Å"those exchanges in which both the superior and the subordinate influence one another reciprocally so that each derives something of value. †(Yukl, 1981) This style of leadership can be compared to dangling a car rot in front of someone, or giving officers who write the most tickets steady weekends off. Leaders who use this style give their subordinates something they want in exchange for something that the leader wants.The reward system of leadership used by the transactional leader can also involve rewards or values that are not as easily tangible such as trust and respect. Burns(1978) referred to these values as modal values; â€Å"modal values bond leaders to followers in an attempt to actualize the needs of both parties. † These rewards such as trust and respect may still be given out by low level police supervisors who may not have the authority to give out overtime or authorize special days off.While transactional leadership is concerned with increasing production and motivation through a reward based system, transformational leadership is concerned with making the employee want to succeed. Bass & Steidlmeier (1998) describes this difference as: Transformational leadership is p redicated upon the inner dynamics of a freely embraced change of heart in the realm of core values and motivation, upon open-ended intellectual stimulation and a commitment to treating people as ends not mere means.To bring about change, authentic transformational leadership fosters the modal values of honesty, loyalty and fairness and the end values of justice, equality, and human rights. Transformational leadership contains four components: â€Å"idealized influence (attributed or behavioral),inspirational motivation, intellectual stimulation, and individualized consideration. † (Bass, 1985) These four components can be summed up as that of a charismatic leader. Employees will see the qualities of this charismatic leader and try to emulate them.Bass (1985) describes this emulation of charismatic leaders as: If the leadership is transformational, its charisma or idealized influence is envisioning, confident, and sets high standards for emulation. Its inspirational motivation provides followers with challenges and meaning for engaging in shared goals and undertakings. Its intellectual stimulation helps followers to question assumptions and to generate more creative solutions to problems. Its individualized consideration treats each follower as an individual and provides coaching, mentoring and growth opportunities.Transformational leadership can be very effective in the world of policing, where the leadership exists from the top down. Officers who work for a transformational leader in a police department must â€Å"understand the vision of the department’s direction, appreciate the organization’s potential, believe that the goal of improvement is supported by the entire organization, and support the idea that change is needed. † (Bynum, 2008) Transformational Leadership can be very effective due to the fact that its motivational and inspirational effects can be long lasting and felt by every employee in the organization.Transformati onal leadership encourages its members to be more proactive and more productive without any specific direction or a reward in mind other than that it benefit’s the organization as a whole. With transactional leadership, some of the rewards such as better hours or days off can only be enjoyed by a few of the members. A competition to see who can write the most summonses, with the winner getting better days off, may increase production at first.The benefit of weekends off can not be given to everyone though, and usually only those who receive the reward will continue to produce as much. Transformational leadership might have a difficult time succeeding in an organization such as the New York City Police Department. The NYPD was founded in 1845, and therefore is deeply rooted in traditions and norms. Even the most charismatic leader, brought into the NYPD to institute change and a new direction, is going to be met with extreme resistance.Police Officers, who can tend to be very reflexive at times, might not take well to the idea of being self starting, proactive, and productive for their department. This initial resistance by subordinates usually makes the transformational leadership approach a long term solution to a departments problems. Transformational leadership tends to be more effective that transactional leadership, due to the fact that most of the terms in the reward based system of transactional leadership are defined and tangible.The subordinate is expected to produce a certain amount in order to receive a benefit. This can tend to make the employee cease production once they have met the production requirement. Conversely in transformational leadership the employees are motivated not by a reward, but for the good of the organization as a whole. This motivation can lead employees in a transformational leader organization to produce much more than what is expected of them. The fact that the terms of a transactional leadership arrangement are tang ible also makes it effective for a short term production problem.A precinct with an influx of burglaries, might offer an extra day off to the next officer who makes a burglary arrest. While in the long run they would want the officer to always be vigilant for burglary arrests, the added benefit of a day off will have additional motivational effects. Transformational leadership is most often effective in organizations that have a need for change, or that have undergone a recent crisis. Transformational leaders tend to have uniting qualities, which can bring an organization out of mediocrity.Adolf Hitler, who was a tremendously charismatic transformational leader, was able to bring Germany back from the brink of total collapse and financial ruin that it was in following World War I. Transformational and transactional leadership can be two of the most effective styles of leadership in policing. By using the transformational leadership style, police managers can foster an group of proac tive and motivated police officers, who want to achieve greater results for the good of the team.By using the transactional leadership approach, they can achieve great results exchanging rewards and benefits with subordinates for increased production. Using a combination of these two approaches to police leadership should lead to great success. References Bass, B. , & Steidlmeier, P. (1998). Ethics, Character, and Authentic Transformational Leadership. Vanguard. edu. Retrieved December 10, 2011, from www. vanguard. edu/uploadedFiles/Faculty/RHeuser/ETHICS,%20MORAL%20CHARACTER%20AND%20AUTHENTIC%20TRANSFORMATIONAL%20LEADERSHIP. df Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press ;. Burns, J. M. (1978). Leadership. New York: Harper & Row. Bynum, R. (2008). Transformational Leadership and Staff Training in the Law Enforcement Profession. The Police Chief. Retrieved December 10, 2011, from www. policechiefmagazine. org/magazine/index. cfm? fuseacti on=display_arch&article_id=1422&issue_id=22008 Yukl, G. A. (1981). Leadership in organizations. Englewood Cliffs, N. J. : Prentice-Hall.

Invictus and The Alchemist Response Essay

The poem Invictus written by William Ernest Henley is a poem written about courage in the face of death and holding on to ones own dignity despite the indignities life places before us. In the first stanza the poem’s speaker prays in the dark to â€Å"whatever gods may be† a prayer of thanks for his â€Å"unconquerable soul.† Several things are apparent from the outset: First, the speaker is in some sort of metaphorical darkness, perhaps the darkness of despair. Second, he does not pray for strength, but gives thanks for the strength that he already has. Third, he seems rather flippant about who he is or is not praying to; it is almost a prayer to himself at this point, but not quite. Henley also bring this up in the second stanza where he talks about God’s will or even fate; instead he speaks of â€Å"the fell clutch of circumstance† and insists that he has overcome these bravely and without complaint.The third stanza is about death and what a trifle it seems to the speaker of the poem. This â€Å"place of wrath and tears†, this life, it seems, is not full enough of pain and horror to frighten the poem’s speaker. And death, â€Å"the Horror of the shade,† could not possibly worry him, being an end to â€Å"wrath and tears†. Notice here that he is not concerned in any way about an afterlife. Death is merely an end to suffering for our speaker. Nothing of any concern seems to lie beyond for him until. This poem is an inspiration to it readers depending on the way you read it. This poem like mentioned before has been written for those suffering from an incurable disease or just going thru a tough time in their life, to give that person some hope and strength. I Can relate to this poem because growing up i’ve been threw lots of illnesses it all started when i was diagnosed with Meningococcal Meningitis when i was just a baby. Than at the age of 16 i was diagnosed with Hereditary Breast Cancer. Going thru this i felt so alone and like my life hit a point of no return i lost hope and faith. I felt helpless and i also felt bad for my family making them so worried about me. Nevertheless i have not let this bring me down or think twice about anything that i set my mind to do. I have enlisted in the Marines and hoping to leave to boot camp in september. Going threw everything i’ve been threw in my life has definitely taught me that everything in life comes in threes , but at the end of the day if you fall down seven times you must get up eight , because you can’t let life struggles get in the way of your Personal legend. This Poem is also related to the Alchemist. Santiago hits a point in his journey where he feel’s like he’s losing himself .The alchemist prepares to move on with Santiago to the pyramids, but Santiago complains that he doesn’t want to leave Fatima. The alchemist says Fatima understands that Santiago needs to complete his Personal Legend. at this point Santiago gets frustrated with the alchemist because he doesn’t want to leave fatima behind. Another point where santiago loses faith in his journey is towards the end where He feels frustrated that the alchemist didn’t teach him anything, but the alchemist says Santiago should have learned through actions. Santiago asks him why he is an alchemist, and the alchemist explains he learned the practice from his grandfather, when alchemy was simpler. He says men complicated alchemy by writing books about it. Previously, alchemists only needed the Emerald Tablet. Santiago asks what the tablet says, and the alchemist replies that one can’t understand it through reason since it provides a passage to the Soul of the World. The alchemist encourages Santiago to immerse himself in the desert and listen to his heart so he can also gain an understanding of the Soul of the World but at the end of the book santiago continues his journey and finds his treasure than makes his way back to fatima. This relates to the poem because it talks about where a person’s life goes threw so many obstacles but at the end still overcomes those hard times.

Evaluation of Data and System Security Coursework

Evaluation of Data and System Security - Coursework Example The difficulty in getting this right depends upon the company and its products, if it manufactures then there is an added problem building security into its Information Technology and Telecoms (IT & T) structure on the shop floor which is not present if it is something like a bank or college which has a whole set of differing demands on security and who and where to watch for major attacks. Key words: security, networks, PC Humans in the Loop Like so many areas of IT, security would be invincible if it were not for letting people use the systems and applications, sadly this has to happen and so systems get corrupted, hacked and generally brought to their knees. Both by users and external attacks by hackers, etc. Security has been stepped up over many years as better understanding of where problems can come from and what must be done to stop them. But, now very often the very security is itself the biggest problem as it gets in the way of productive work and can cause major problems f or IT personnel trying to control users and still give them sufficient mobility to do their job well. Problems come from areas such as giving someone permissions to do a task on a mission critical application, the person goes on holiday and gives another person in the department the passwords to get into the application, that person is not well trained and promptly crashes the system on Monday morning, what then? The holidayer and substitute person will be punished then they say â€Å"oh well its impossible to get permissions for something as short as a week off, but the reports have to be done† what should managers think, it has been done for the best of motives, but the outcome is a disaster for the company security systems and for productivity. Making staff aware there can be bad outcomes is all very well, but if they find they cannot work well then human nature says find a way around the problem system or process as it’s no good. The other way will be for staff to say well we cannot do it because of the system and then productivity takes a tumble. Managers are left swearing at the whole mess, which has an apparently impossible set of outcomes. Security officers in various companies have tried some very harsh tactics to ensure they get rid of the bad guys, Carol Dibattiste states that as security officer in ChoicePoint where it had been attacked by a Nigerian person by the name of Olatunji Oluwatosin, who had posed as a legitimate set of enterprises and he was then able to set up 50 bogus accounts and got hold of ChoicePoints’ customers personal data, including names, addresses and social security numbers. When he was arrested he had to pay back $6.5 million in restitution. The problems for ChoicePoint had barely begun though, as the customers had no confidence and disappeared in droves. It was only when the company could show how well it had beefed up security that customers started to return. It now has a very harsh security system bu t feels that is better than being lax. But is it being to harsh, according to reports it will now check existing customers and if it finds something it feels is questionable even though the customer has already been through rigorous vetting it will cut them off, human nature though shows that things can get away from a small, busy company. So maybe a little to harsh today? There are measures that must be taken and then there are those that