The Corruption of Ambition free essay sample

The Corruption of Ambition The desire for some sort of vigorous achievement: the longing for power, wealth, honor, and fame push many people to do great deeds but can urge others to do murderous acts. Those who strive to do the unthinkable just to satisfy their ambition often create devastating disasters. William Shakespeare’s The Tragedy of Julius Caesar illustrates how ambition urges people to do atrocious deeds. The ambition Caesar carries lead the conspirators to question whether he is an absolute ruler; they fear that Caesar can potentially become a tyrant, so they plot to overthrow him.During the Lepercal festivities a soothsayer came to Caesar saying, â€Å"‘Beware the ides of March,’ [Caesar replies to all] ‘He is a dreamer, let us leave him. Pass’† (829). Caesar’s ambition to become the most powerful man he can be leads to him thinking nothing can happen to him because of his high status; making him ignorant. We will write a custom essay sample on The Corruption of Ambition or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Ignoring this warning is an example of how his ambition causes ignorance; his ignorance leads to his death. Later on, when Caesar sees Cassius, he says to Mark Anthony, â€Å"‘Let me have men about me that are fat, sleek headed men and such as sleep a-nights. Yond Cassius has a lean and hungry look; He thinks too much; such men are dangerous’† (835). Caesar prefers sluggardly, healthy men that do not think much over those who are lean, hungry men that think too much; in other words Caesar prefers dumb men over smart men Saying that lean people who think too much are dangerous men is an example of how Caesar’s ambition can be tyrannical. After Caesar was offered the crown, Brutus asks Casca â€Å"‘Was the crown offered him thrice? ’ [Casca replies] ‘Ay, marry, was’t, and he put it by thrice, every time gentler than the other; and at every putting by mine honest neighbors shouted’† (836).This could be interpreted as being an act of humility. However, the truth is that Caesar’s malicious ambition continues to be demonstrated each and every time he meditates on whether or not to put the crown down. If Caesar would have been offered the crown once more surely he would have acc epted; this would have resulted in a tyrant ruler. Ambition is the primary motivating factor for the conspirators to rise up and plot Caesar’s murder. Brutus has great ambition to do what he believes is just for the people of Rome; realizing Caesar can be a potential threat to this justice, Brutus joined the conspirators in their plot to kill Caesar.Alone, Brutus explains to himself why Caesar must die: â€Å"‘It must be by his death; and for my part I know no personal cause to spurn at him, but for the general good’† (Act 2 Scene 1 Lines 10-12). Brutus will do what he believes is right for the people; even putting Caesar to death. The death of Caesar will bring an end to a possible tyrant and an end to any possible danger to the people. After Caesar’s murder, Brutus tells the people that the reason that he rose against Caesar was, â€Å"‘Not that I loved Caesar less, but that I loved Rome more’â€Å"(Act 3 Scene 2 Line 22).This exemplifies how Brutus’ ambition makes him an untrustworthy man by betraying Caesar. His great love for the people creates ambition in Brutus; urging himsel f to do anything for the good of the people of Rome. Continuing his speech, Brutus says, â€Å"‘As Caesar loved me, I weep for him; as he was fortunate, I rejoice at it; as he was valiant, I honor him; but, as he was ambitious, I slew him. ’† (Act 3 Scene 2 lines 23-25) Brutus slays Caesar because he is ambitious without ever realizing he himself is ambitious. He dies believing he did what was right for the people.Although Brutus killed Caesar for the good of the common people, Cassius killed him because of his hatred and jealousy toward Caesar. The hatred and jealousy Cassius has for Caesar grows into ambition for his death. After a talk with Brutus, Cassius explains to himself how he will persuade Brutus to become part of the Conspirators, â€Å"‘I will this night, In several hands, in at his window throw, As if they came from several citizens, Writings, all tending to the great opinion That Rome holds of his name; wherein obscurely Caesar’s ambition shall be glanced at’† (Act 1 Scene 2 lines 11-16).By persuading Brutus to become part of the conspirators, Cassius would have a very honorable man supporting them. The people of Rome would see that Brutus is on the conspirator’s side and they also would be in favor of Caesar’s death. Speaking on the injustice of what is Caesar, Cassius tells Brutus, â€Å"‘Why, man, he doth bestride the narrow world Like a Colossus, and we petty men Walk under his huge legs and peep about To find ourselves dishonorable graves’† (833). The jealousy that possesses Cassius exemplifies his ambition to be equal to Caesar.The ambition within Cassius drives him to expose to Brutus the unrighteous side of Caesar; Cassius does this because he wants Brutus to join the conspirators in their plot to kill Caesar. Cassius continues a speech he hopes will push Brutus in the conspiracy: â€Å"‘Men at some time are masters of their fates. The fault, dear Brutus, is not in our stars But in ourselves, that we are underlings’† (833). Brutus was ultimately swayed into pursuing the murder of Caesar; it was all in the apparent na me of justice. However, the truth again, lay in the evil and self serving ambition exemplified throughout Shakespeare’s The Tragedy of Julius Caesar. Truly the many atrocious deeds demonstrated in The Tragedy of Julius Caesar are caused by the corruption of ambition. As ambition grows, the earnest desire for an achievement, honor, wealth, and power becomes a highly motivating factor in oneself. As Rebecca Miller once said â€Å"Ambition can be a disease, and it feeds on itself. †

Pygmy goats essays

Pygmy goats essays The goat was domesticated in Iran around 10,000 years ago. Historians think they were the first domesticated animal, partly because they are so adaptable to live just about anywhere in any type of environment or climate. In fact, Goats are depicted in Paleolithic art. It is known that the goats were so valuable to humans that they were eventually used as a form of currency. They belong to the same family as the sheep and the lama. A species of goat is the pygmy goat. Also known as the, African Dwarf, Djallonke, Dwarf West African, Forest goat, Fouta Djallon, Grassland Dwarf, Chevre naine de Savanes, Guinean, Guinean Dwarf, Pygmy, Tibetana, Cameroon Dwarf, Chevre de Casamance, Diougry, Chevre naine de l'est, Kosi, Nigerian Dwarf, or as most of us would say, little goats or mini goats. Originated in the Middle East and Africa, it is believed the small size of the African Pygmy Goat allows it to survive in lands unsuitable for sheep and cattle. Domestic goats are found worldwide. They are small for two reasons. They were mainly bred for their small size and also because the extreme heat and harsh conditions of the desert stunted their growth. They were imported into the United States by Lutz Ruhe for display in zoos in the late 1950's. They are becoming increasingly popular as pets and are mostly raised for show and personal enjoyment in the U. S. Goats are mainly used for their meat, wool, and milk. The pygmy goat produces a surprisingly large amount of milk for their small size. Although most people in America dislike goat milk, cheese and other goat products, they are more popular than cow products through out the rest of the world. Goats milk is lower in cholesterol, higher in calcium, vitamin A and B and phosphorus. Goats wool is also used through out the world for clothing and other fabrics. If they are domesticated, the female is the nanny or if they are wil ...

International Human resources Management Essay Example | Topics and Well Written Essays - 1500 words

International Human resources Management - Essay Example This shift is reflected in the differences in training and development (T&D) practices with respect to 1) the purpose of T&D, 2) the focus of T&D, 3) strategies and methods of training, and 4) training content. MULTINATIONAL STRATEGY. The main purpose of training and development is for managers to develop a cognitive understanding of many possible issues and problems that includes such as cost reduction, sources of relative production efficiency, interpretation of roles, policies and rules and also to maintain the normal situation such as to enhance the efficiency of existing operations (Tichy, 1993). Training is the same as the Human resource function where it serves as a backup support to the main controls such as financial controls and making budgets, organizational design and structure and making of a strategic plan that works. The training and development is concentrated on local and regional efforts (Briscoe, 1995; Dowling, Schuler & Welch, 1994). The scarceness of money is made available for more globally complete, and also very expensive, training costs. The more extensive global training opportunities will be focused on the financial control managers, those auditors and controllers in order to monitor costs and revenue flows in many subsidiaries in manycountries (Lessard, 1997). Strategies and Methods. The multinational firms will concentrate its trainings by providing relatively discrete training investments and actions for individuals or small groups over time periods that are short. The training includes applying low-risk simulation activities to enact behavior changes on such a superficial range, the strategic manager will seek to develop skills relevant to the main cultures of interest (Tichy, 1993).Therefore, multinational trainings and developments are shown with extensive use of case-studies or simulations in environments within the classroom, country handbooks, language training, the company internal counseling on legal and finance subjects. This includes meetings with many repatriated managers and others(Briscoe, 1995; Tichy, 1993). Content. Trainings and developments include marketing, distribution,budgeting, manufacturing, headcount, dominate multinational training curricula, finances, etc., (Tichy, 1993, p.210).Because of the cost containment and rationalization emphasis here, efficiency of operation is at a premium. TRANSNATIONAL STRATEGY. Purpose. The main objectives of the firm are very complex and also very challenging as compared to the multinational firm. The main benchmark is to identify and develop a select group of managers who can define and answer brilliantly major organizational problems and also they must transform significant organizational systems and processes(Tichy, 1993). The transnational mind makes it a requirement to be structural and planning forms of control under the multinational strategy. The managers must be collaborative, multi

Rana Plaza Factory Collapse Case Study Example | Topics and Well Written Essays - 2000 words

Rana Plaza Factory Collapse - Case Study Example Bangladesh witnessed the deadliest Rana Plaza factory collapse in which more than 1000 factory workers were killed (BBC News Asia, 2013). On April 24, 2013, Rana Plaza factory, situated in Savar District of Dhaka, Bangladesh, collapsed for unknown reasons, killing more than 1,021 factory workers in which bodies of many dead workers were decomposed; the main reason behind the higher death toll was caused by the presence of many factories in the Rana Plaza at the time of collapse; similarly, the absence of respect for human lives can be gauged by the fact that the same building was evacuated a few days as some reports highlighted cracks in the building; later on, the factory workers were ordered by the factory owners to return to their work (BBC News Asia, 2013). This single event has highlighted weaknesses, negligence, and incompetence on the part of factory owners and related government departments authorized to ensure the safety and security of workplace environments, especially in densely populated areas. At the same time, it can also be highlighted that the role of workers cannot be undermined as they are main stakeholders.This situation has raised a number of ethical questions: Did the factory owners fulfill their legal and moral duty and role for protecting and safeguarding the lives of their workers? Did they provide enough safety and security measures? Did the related government departments or agencies ensure industrial compliance with the related code of conduct? KantianismKantianism is based on the system of wrongness or rightness of actions (Wood, 2008). Kantianism refers to respecting individuals with dignity and identifies them as ends (Gardiner, 2011). And, it has also been contended that the moral values should not be influenced by the contingency because when it affects actions, the outcome will also be influenced (Patrone, 2005). This ethical framework has numerous perspectives; each has its own rightness or wrongness.

HIPPA and Technology Essay Example | Topics and Well Written Essays - 250 words

HIPPA and Technology - Essay Example iii. â€Å"Technologies that address the needs of children and other vulnerable populations.† HIPAA allows for technology that will address the needs of vulnerable people; iPhones and iPads may help to reach them since they may find it hard to reach various health institutions. The new changes in HIPAA regulations state that the sale of protected health information must not involve a disclosure of protected health information. An entity may not reveal protected health information unless the law compels the release of information or when required by the Secretary. The article â€Å"How might the iPad change healthcare† notes that the iPad will bring a revolution in the health care sector since sharing of health related information will be very easy. The article â€Å"Identification of iPhone and iPad Applications for Obstetrics and Gynecology Providers† believes that it may be very hard to design gadgets that will address issues that pertain to obstetrics and gynecology. Breach Notifications: Formerly, notifications were needed when a data breach posed any harm. Today, it is required to inform the Department of Health and Human Services once unsecured data is breached. Department of Health and Human Services Office for Civil Rights (2006). HIPAA Administrative Simplification. Retrieved on May 26, 2015 from

Definition of Expatriate Failure

Definition of Expatriate Failure Understanding what expatriate failure is and minimising the risk of it occurring is important to multinational companies.  Ã‚  Discuss. Introduction Staffing in Multinational Company (MNC) is a challenging but crucial and strategic issue to international human resource management (IHRM) (Graigner Nankervis, 2001). According to Edstron and Galbraith (1977), MNCs may decide to use international staffing for three major reasons. First, the lack of suitable and qualified resources in the host country national (HNCs); second, a mean for management development and third, a way to establish control and coordination among the subsidiaries. A fourth reason, increasing knowledge transfer among the subsidiaries, was added later (Bonache et al. 2001 and Hocking et al. 2004). There are four major categories or practices for MNCs staffing: ethnocentric, polycentric, geocentric and regioncentric (Perlmutter, 1969 and Heenan Perlmutter, 1979 as cited in Dowling et al., 2008, p.80). In general, a multinational company can select several different approaches to international staffing. It may recruit from the local country (HCN), or from the pare nt country (PCN) or from a foreign subsidiary (TCN) (Dowling et al 2008, p.80). The IHRM literature has an extensive amount of research that has studied the field of international staffing and expatriates, their effectiveness (Dowling Wetch 2004 as cited in Nanda Kumar 2012, p.58), associated costs (Dowling et, al. 2008, p.81) and return on investment, compensations, performance, expatriates adaptation in the local countries, challenges and issues and failure. Effectiveness of expatriate assignments International assignments are very costly as they are estimated at millions of dollars annually (Collings, Scullion, Dowling 2009). Consequently, the effectiveness, utility and viability of expatriates assignments and international staffing have been questioned (Dowling et, al. 2008). Collings and his colleagues (2007) have addressed this issue by identifying five aspects: supply side issues, demand side issues, expatriate performance and expatriate failure, performance evaluation, cost and career dynamics. Recently, Return on Investments (ROIs) à ¢Ã¢â€š ¬Ã¢â‚¬Å"both individual and corporate, instead of costs, have been used to evaluate their effectiveness (McNulty Tharenou 2005; McNulty, De Cieri Hutchings 2013). Expatriate Failure Definition In its simplest term, expatriate failure could be defined as premature return. However, Harzing (1995, p.2) argues that this definition might be very inadequate way to measure expatriate failure, as the ones who stay but failed to achieve expected performances are more damaging to the organisation. According to Lee (2007), it should also include the expatriates that failed to adapt, to learn new things or to meet expected performance standards. Bruning and McCaughey (2005) argue that it amounts to an expatriates premature return from the international assignment or under-performance whilst conducting the assignment. Harzing and Christensen (2004, p.7) defines expatriate failure as the inability of [an] expatriate to perform according to the expectations of the organisation. This definition include both under-performance during the international assignment including premature return and the inappropriate repatriation à ¢Ã¢â€š ¬Ã¢â‚¬Å"permanent departure or dysfunction after return (i bid, p.7). As the objective is to successfully complete the international assignment, a broad definition of expatriate failure should be considered. Failure Rates In the recent years, many studies have reported high rates of expatriate failures. For example, around 10 to 20% of the US expatriates returned prematurely while 33% of the ones who stayed had poor performance standards (Black and Gregersen 1997). A survey of global trends in international assignments, by GMAC Global Relocation Services, National Foreign Trade Council (NFTC) and SHRM Global Forum (GMAC, NFTC SHRM) in 2004 shows that 7% of expatriates prematurely returned. However, as the cost of expatriates is relatively high (PriceWaterhouseCoopers 2006, as cited in Dowling et al 2008, p.81, others), a key issue in international staffing literature is expatriate failure and its cost. However, Harzing (1995, p.2), in The persistent myth of high expatriate failure rates argues that there is almost no empirical foundation for the existence of high failure rates when measured as premature reentry. Reasons for Expatriate Failure Many researches have addressed the issues of expatriate failure and attempted to identify identified the reasons that cause it. Some of these reasons are: the lack of cross-cultural adjustment by expatriates, their spouse or family and some dissatisfaction with the international assignments leading to poor performance. Around 10 to 20% of the US expatriates returned prematurely due to these reasons, while 33% of the ones who stayed had poor performance (Black and Gregersen 1997). Other reasons are due to poor selection, increased responsibilities and stresses and adjustment within the social context. Cross-Cultural adjustment When expatriates start international assignments in the host country, they and their families have to adjust to a new culture. They normally experience what is called a culture shock cycle as visualised in Figure 1 (Adler 2008). At the beginning, expatriates are very positive and excited about their assignments aboard, and about discovering new culture. But, after a period of few months, they enter the next phase until they reach the lowest point in the curve, known as culture shock. However, as the expatriates start to adapt to the new culture and feel more settled, the curve will go up again. Difficulties with Cross-Cultural adjustments are some of the major reasons for premature return of expatriates or their families (Black and Gregersen 1997). A recent study (Abdul Malek Budhwar 2013) found a positive direct influence of the expatriates cultural intelligence with their work interaction and adjustments. Emotional intelligence was found by Gabel, Dolan Cerdin (2005) as having a significant correlation with specific performance and can be used predictor of cultural adjustment for success in international assignment. Figure 1. Culture shock cycle Poor Expatriate Selection Improper selection of the expatriates is another reason for expatriate failure. Despite their importance, technical and managerial skills are not for the only skills required for effective international staffing. More attention must be paid to interpersonal skills that help in cross-cultural adjustment (Lee 2007). Another important factor that should be taken into consideration is the employees motivation and feelings towards the assignment. With high motivation, they will consider the assignment aboard as an opportunity rather than a restraint in their career development (ibid). It is also important to consider the attitude of the spouse and children as well as their willingness towards moving and living aboard. For example, spouse resistance and family adjustment were among the highest critical challenges for expatriates (GMAC, NFTC SHRM 2004). Also, 47% of assignment refusals were due to family concerns (GMAC, NFTC SHRM 2004). Increased Responsibilities and Stresses Moving to another country and leaving family, parents, friends and comfortable environments behind causes stress. The amount of stress will increase with the cross-cultural adjustment as the expatriates would face ambiguous situations at work and outside work. Additionally, the new assignment may require higher level of commitment and responsibility leading to more stress. Balancing between work responsibilities à ¢Ã¢â€š ¬Ã¢â‚¬Å"locally and with headquarters à ¢Ã¢â€š ¬Ã¢â‚¬Å" on the one and family expectations on the other hand will increase pressure and stress (Brown 2008). Adjustment within the social context In order to achieve the expected performance and cope with the increasing stress, expatriates must adapt to the new working and living conditions. Studies have found that social contexts, such as positive social contact with local nationals and social networks, have positive influence on the expatriates adjustments, stress-coping, problem-focused and emotion-focused coping (McGinley 2008; Osman-Gani Rockstuhl, 2008). Costs of Failure Costs occur in any international assignment particularly when an expatriate prematurely returns home or fails to perform as expected. There are two types of costs, direct and indirect costs. Direct costs comprise the expatriates salary, cost of training especially during the pre-departure preparation, travel and relocation expenses. This cost could be between US$250,000 and US$1,250,000 (Briscoe 1995; Black Gregersen 1999; Abbottet al. 2006; all cited in Cole 2011, p.1505). However, indirect costs could be loss of customers and markets, damaging customer relationships, difficulties with host countrys government and authorities and the cost of replacement (Forster 2000; Cole, 2011). Avoiding or Minimising Expatriate Failure Managing the international resources is a major challenge, but it is an important factor in the success or failure of the MNC. Many factors can contribute to the failure of MNCs, including expatriate failures due to premature return or poor repatriation. MNCs must control and mitigate any kind of failure and crisis including expatriate crises. In order to avoid expatriate failure or minimise its risk, proper and suitable international human resource management policies and procedures should be in place. With such policies and procedures, IHRM can effectively and efficiently manage the international human resources. First, they can efficiently plan for the selection of expatriates; second, pre-departure can be better prepared; third, continuous communication with the expatriates while they are in their international assignment can be maintained, leading to better planning for their return to their home country with a proper position and job assignment; and fourth, repatriation can be effectively planed and implemented. Expatriate Selection In addition to technical and managerial skills, interpersonal skills that could assist in the cultural adjustment are very essential to the success of the expatriates in their international assignments (Clarke and Hammer (1995). A study by Tung (1987) across 80 US MNCs had identified four general categories which may contribute to expatriate success. These categories are (1) technical competence, (2) personality traits or relational abilities, (3) environmental variables, and (4) family situations. Later, by examining 15 organisations, Ronen (1989) as cited in Chew (2004) developed a model, for an effective selection, that consists of five categories: (1) job factors, (2) relational dimensions, (3) motivational state, (4) family situation, and (5) language skills. The job factors consist of technical skills as identified by Tung, familiarity with the operations of both headquarter and host country, managerial skills and administrative competence. The relational dimensions include tolerance for ambiguity, behavioural flexibility, non- judgementalism, cultural empathy and low ethnocentrism and interpersonal skills. Motivational state comprises belief in the mission, congruence with career path, interest in overseas experience, interest in specific host country culture and willingness to acquire new patterns of behaviour and attitudes. In family situation, willingness of a spouse to live abroad, adaptive and supportive spouse and stable marriages should be considered. Finally, host country language and non-verbal communication are very essential. Pre-departure preparation Once the expatriate has been selected, pre-departure preparation should take place. This preparation should prepare the expatriate for the assignment abroad and ensure her/his success in the international assignment (Mendenhall et al. 1987). Some of the activities that should be considered during this phase are career counseling, cross-cultural adjustment and languages. Career counselling for both the expatriate and accompanied spouse is very essential to the success of the expatriate in the international assignment (ref). Preparing the expatriate and his family for cross-cultural adjustment is very crucial especially if the expatriate is not familiar with the culture customs and work ethics in the host country (Weech 2001). In addition to cross-cultural training, language training, and some short academic programs in the host country could be very beneficial (Okpara Kabongo, 2011). A study by Shen and Lang (2009) examined the impacts of cross-cultural training (CCT) on expatriate performance in Australian MNEs, concluded that short-term assignments had a stronger impact on expatriates in term of cross-cultural adjustment. According to the survey of GMAC, NFTC SHRM, 2004, most companies (60%) provide formal cross-cultural training before assignments began with 73% of expatriates indicating that these trainings had great value. Keeping good communications with home company Continuous and good communications between the home company in general and HR personnel in particular from one side and the expatriates from the other side are very healthy and productive. Through these communications, the expatriates are kept aware about what going on in their home organisations, their performances, strategic decisions, re-organisations and potential opportunities when they return home. They also facilitate and make the readjustment and post-employment easier and smother. The Return of Expatriates One of the reasons for international assignment is to gain international and cross-cultural experience and knowledge; therefore it is very important for the MNCs to retain the employee after the international assignment has been completed. One of the major risks, associated with high costs, is the difficulty to maintain the expatriates upon their returns to the home country (Downes Thomas 1999). Considering these difficulties, expatriates need assistance to settle back in their home country. As part of the overall IHRM policies and procedures, repatriation programs must have been developed to tackle two major issues (1) career planning and (2) reverse culture shock (Hammer, Hart Rogan 1998). The GMAC, NFTC SHRM 2004 survey confirmed that 8% of the expatriates have left the company during the assignment while 13% within one year of returning and additional 10% within 2 years. Repatriation Agreement and Career Planning Another important factor to retain the expatriates after their return is to have a repatriation planning, preferably before the international assignment began (Latta 1999). Such planning should include a repatriation agreement that includes provision of a specified period of the assignment and a return incentive with an assurance of an acceptable job. For example, the GMAC, NFTC SHRM survey indicated that 86% held repatriation/re-entry discussion with 44% of had these discussions before departure and 23% under 6 months before return. However, only 24% had guarantees of employment at home country, 11% had guarantees for employment at another location and 68% had no guarantees for post-employment. Job guarantee, with comparable position or a promotion, is very crucial for the repatriation program to be successful. Reverse Culture shock Assisting the employee and his family to re-adjust into their home country and culture is very important. They make the employees fell that the company had taken care of them and acted to their best interests. Definitely, this will enforce the employee commitments and loyalty to the home company and helps maintaining these experienced resources and their international knowledge within the organisation. Alternative Assignments As MNCs are more and more faced with pressures to reduce costs and shortage and resistance of employees to move abroad for long-term assignments, Collings (2007) and his colleagues argue that international assignments are unsustainable. For them, MNCs might need to consider alternative and standard forms of international assignment. Some of these alternatives could be short-term assignments, commuter assignments, international business travel and virtual assignments. It is also essential that IHRM incorporate these emerging alternatives assignments into their policies and procedures. Conclusion Expatriate failure, either premature return, performing below expectation or inability to retain the expatriate after repatriation, is very common whining MNCs and it could be very costly. There are many reasons for expatriate failure. Cross-cultural adjustments for the expatriates, their spouse of their children are one of the most reasons for premature return. Additionally, poor expatriate selection that only considers technical and managerial skills with interpersonal skills is another reason. Added to them is stress caused by increased responsibility and balancing between work and family (Shih, Chiang and Hsu, 2010). Inability to maintain the experienced employees after repatriation is another risk. Improper repatriation program that take in consideration career planning and job guarantee after coming back home and reverse culture shock that help the expatriates and their families to readjust in their home country are ones of the major reasons. Expatriate failure can be avoided or minimised by (1) proper expatriate selection taking in consideration the interpersonal skills of the expatriates, the motivation of the candidates and the willingness of their spouses and families to live in the host country; (2) pre-preparation departure through careers counselling and cultural adjustments and language training for the employees and their families and (3) maintaining good and continuous communications with the employees while there are aboard and (4) having, as an integral part of IHRM processes and procedures, an repatriation program that take care of the employees and their families when they return home. Finally, the key challenge on avoiding or minimising expatriate failures is to have adequate and proper IHRM policies and procedures that ensure proper support for international assignment as well as repatriation.

The Character of Blanche DuBois in Tennessee Williams A Streetcar Named Desire :: A Streetcar Named Desire Essays

The Character of Blanche in A Streetcar Named Desire  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Blanche, Stella's older sister, until recently a high school English teacher in Laurel, Mississippi. She arrives in New Orleans a loquacious, witty, arrogant, fragile, and ultimately crumbling figure. Blanche once was married to and passionately in love with a tortured young man. He killed himself after she discovered his homosexuality, and she has suffered from guilt and regret ever since. Blanche watched parents and relatives, all the old guard, die off, and then had to endure foreclosure on the family estate. Cracking under the strain, or perhaps yielding to urges so long suppressed that they now could no longer be contained, Blanche engages in a series of sexual escapades that trigger an expulsion from her community. In New Orleans she puts on the airs of a woman who has never known indignity, but Stanley sees through her. Her past catches up with her and destroys her relationship with Mitch. Stanley, as she fears he might, destroys what's left of her. At the end of the play she is led away to an insane asylum. This is indeed the story of what happened to Blanche in the play but what flaws in her own character were to blame for her subsequent tragedy. Blanche is by far the most complex character of the play. An intelligent and sensitive woman who values literature and the creativity of the human imagination, she is also emotionally traumatised and repressed. This gives license for her own imagination to become a haven for her pain. One senses that Blanches own view of her real self as opposed to her ideal self has been increasingly blurred over the years until it is sometimes difficult for her to tell the difference. It is a challenge to find the key to Blanche's melancholy but perhaps the roots of her trauma lie in her early marriage. She was haunted by her inability to help or understand her young, troubled husband and that she has tortured herself for it ever since. Her drive to lose herself in the "kindness of strangers" might also be understood from th is period in that her sense of confidence in her own feminine attraction was shaken by the knowledge of her husband's homosexuality and she is driven to use her sexual charms to attract men over and over. Yet, beneath all this, there is a desire to find a companion, to find fulfilment in love.