The Raven That Refused To Sing (and other stories) by Steven Wilson free essay sample

Album Review of The Raven That Refused To Sing by Steven Wilson While most of todays progressive rock artists are greatly influenced by 70s prog giants, but never create anything that sounds as if it came from the 70s, Steven Wilson did. And he did it good, with The Raven That Refused to Sing (and other stories). Just like every other album Wilson has put out, the uniqueness is enough to get you hooked. The record starts out with a twelve-minute track titled Luminol. Almost half way through the song has no vocals from anyone, causing you to begin to think its an instrumental track.As far as the sound goes, it sticks to its genre, but throws in some jazz. With funky bass lines and rare guitar chords, youd easily consider this a jazz track but prog in the 70s promoted a tool that was used by big names such as King Crimson and Gentle Giant. We will write a custom essay sample on The Raven That Refused To Sing (and other stories) by Steven Wilson or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The keyed machine was called the Mellotron. When the Mellotron kicks in, one thing is thought by music nerds such as myself. Prog. In terms of Wilsons fans, many appreciate his ability to express his poetic skills in his music. His fan base even consists of people who grew up in eras (mainly the 70s) where prog was more common, and respect Steven for resurrecting the dinosaur. This encouraged young artists to cross over to Prog, forming solo projects and bands that performed the glorious genre. The number of such projects has increased highly, mostly having to do with how much weve advanced technologically. But who knows, maybe Wilson had a huge part in it all. Out of all songs within the record, one is perhaps the easiest to compare to another artist from the genesis of prog. This is the second track, and is called Drive Home. This song shares qualities mostly with none other than Pink Floyd. Its deep and unique title and slow paced tune make no question that this song is Pink Floyd-influenced. It might have something to do with the fact that Alan Parsons engineered the record, and engineered Pink Floyds Dark Side of the Moon. The record being based off of ghost stories that Steven wrote, it has a rather dark feel to it. And what most consider, quite sad. Diving into the feel of the record a little more, the story combined with the cover art concealing it, is most thought to be dark. But what only some can see is the light of it all. it gives off somewhat of a feeling youd get from a good fairytale, similar to what the progressive rock group, Genesis shot for and succeeded in the 70s. This caused many progheads to fall in love with the childrens-story-like aspect and the record as a whole. The track produces such delightful feelings, despite its spooky intentions. The song is called The Watchmaker. The song contains folk-carried instruments such as acoustic guitar, flute, grand piano, and other instruments. The song sounds rather like a slowed down Jethro still track, considering its use of the flute and acoustic guitar. Now for my personal favorite track on the record. The title track. The Raven That Refused To Sing. Perhaps the most sad in terms of the story behind the sound, but the most beautiful nonetheless. About half way into the song, fades in an addicting tune produced by lead guitar and piano. This, as you might of guessed, is a big part of why the song is my favorite, bit it isnt the biggest. I primarily love the such creative story. It is the perfect ending, to what is in my opinion, a perfect record.

Gestures The Dos And Taboos Of Body Language Aro Essay Example For Students

Gestures The Dos And Taboos Of Body Language Aro Essay und The WorldAxtell, Roger E. Gestures: The DOs and TABOOS of Body Language Around the World. Jon Wiley ; Sons, Inc, 1998 Rev. and expanded edition.Over the past decade the author has been presenting seminars, speeches and workshops around the United States on the subject of international behavior. This book is the result of accumulation of more than ten years of research on the subject and it includes research on his travels to England, Germany, Thailand, Malaysia, Indonesia and the Philippines. All this reinforced a conviction that gestures are powerful communicators used by people all over the world. The purpose of this book is to let people know how powerful gestures can be when used correctly or incorrectly. He also wants you to know how a gesture can mean one thing here and another thing somewhere else, something as simple as a wave good bye, could get you into a lot of trouble in another country. This book was broken down into seven chapters: Chapter 1, illustrated with numerous examples, is that not only are gestures and body language powerful communicators, but different cultures use gestures and body language in dramatically different ways.Chapter 2 discusses the most popular gestures found around the world, beginning with how we greet each other. Shaking hand is not the universal greeting. In fact, there are at least a half-dozen other social greetings even different ways of shaking hands. This chapter also deals with farewells, beckoning, insulting, touching and other types of gestures.Chapter 3 gets into the special types of gestures such as, American Sign Language, Tai Chi, flirting kissing. Chapter 4 is designed to help you learn or trace a particular gesture, using scores of drawings. Chapter 5 describes what the author calls the ultimate gesture, which is simply the smile. It is rarely misunderstood, scientist believe this particular gesture releases chemicals in the brain called endorphins into the system that create a mild feeling of euphoria. It also may help you slip out of the prickliest or difficult situations world wide. Chapter 6 is an important list of gestures to keep in mind. It is compiled of 20 gestures that can help you separate right from rude, and rude from crude. Chapter 7 is a listing of country-by-country common gestures and body languages. They group the countries by major geographic region. The organization of the book was a combination of narrative and topical. The basic point of view of the entire book was that if you are planning to leave the United States and travel to another country, you better either keep your hands in you pockets at all times or know the proper gesture for the country you intend on visiting. I would like to site some examples.An American teenager was hitchhiking in Nigeria. A carload of locals passed him. The car screeched to a halt. The locals jumped out and promptly roughed up the teenage visitor. Why? Because in Nigeria, the gesture commonly used in America for hitchhiking (thumb extended upward) is considered a very rude signal. An American couple on an auto tour in Australia was stopped by a police officer in Sydney for failing to signal before turning. Since they were tourists the officer gave them only a friendly warning. Relieved, the American man responded with a smile and the thumbs-up sign. The police officer became enraged, ordered the couple out of the car, called a backup, searched the car, and finally gave the driver an expensive ticket. Later, back in their hotel and recounting their experience, the tourist learned that in Australia the thumbs-up gesture means screw you!As you can see this book has a humorous, but yet serious overtone. It covers important aspects of body languages gestures in society which is serious stuff, that has a very strong impact on all that come in contact with you. Yet the author is able to express it in a comical nature. I enjoyed the book immensely. There are many ways the ideas in this book can be related to sociology. In fact the whole book is directly related to the subject of sociology especially the culture aspect of it. I will explain in the following paragraphs.Anthologists divide our actions and gestures into three broad categories: instinctive, coded and acquired. Sir Gawain And The Green Knight: Stanza 74 Essay Smoking of cigarettes in public is not common practice. However, it is not uncommon in some Saudi locations to pass the water pipe or hookah around to all those present in a room.In Japan, displays of emotion-fear, anger, exuberance- are rare because they are taught to suppress any such displays, especially in public. Standing with arms folded across the chest signals that the person is thinking intently. Women should avoid wearing high heels so as not to risk towering over Japanese counterparts. Periods of silence may occur during meetings, do not rush to fill the silent void, they are just stopping to contemplate. Displaying a open mouth is considered rude. In Pakistan, eat only with the right hand because the left hand is used for bodily hygiene and is considered unclean. Also never offer to shake hands with your left hand for the same reason. Women are kept separated in social situations. Two men may be seen walking along holding hands. This is nothing more than a sign of friendship, not homosexuality. Last, but not least, In the good old United States, The only time you will see two men walking down the street holding hands is if they are openly homosexual. Stand at least an arms length away from each other while conversing or standing in public, we tend to need our comfort zone respected. Direct eye contact is very important. There are two well-know rude and insulting gestures in the United States. Both are recognized in all parts of the country. They are the middle finger thrust and the forearm jerk, these gestures could get you into trouble. We wave to say hello or good-bye.We must learn that every culture has different types of values, beliefs, customs, norms and taboos. We have to except them and respect them for what they are and who they are. When going to other parts of the world and meeting people or when they come to our part of the world and we greet them it is very important to put ourselves in their shoes and not judge their traditions, values and ways of communicating. We must educate ourselves to their ways and except them for what they are. Our convictions and beliefs are no better than theres, they are just different. As human beings we must learn to adapt to each others differences and learn to except them, which is sometimes hard for people who do not understand them.Most Americans tend to be insensitive to they ways of others, especially those who come from our neighboring countries, which tends to create tension among those people. To be honest I found some of the behaviors of other countries strange, such as women not being allowed to drive a motor vehicle in Saudi Arabia. If I was not allowed to drive because I was a female I would be quite angry. I also would probably be one of the first people to accuse someone of being homosexual, especially men, if I were to see two people of the same sex walking down the street holding hands. Those are things we need to except because this is part of someones culture. If this was how they were raised, and the things that they believe to be OK, who are we to judge it? Since reading this book I have really opened my eyes to the way other countries do things that we might find unexceptable, and I now find them expectable. Had I not read this book I might have never opened my eyes to these cultural differences. I feel that everyone should read this book. I can not think of any reason why someone should not read this book. I dont feel that this book would offend anyone. Than again this is a strange world and you never know who will be offended by what. I feel that most people will be enlightened, supprised, and get a good laugh out of most parts of this book. There is a part of this book that deals with mooning which some may be offended by, but most people would probably get a good laugh out of it. I personally highly recommend this book, great bedtime reading. If you plan to travel this book is a must.

Age Discrimination and Mandatory Retirement free essay sample

Age Discrimination and Mandatory Retirement Joyce Cook The mandatory retirement age controversy should be re-examined and redefined further. Baby boomers are very different from their predecessors; they are living longer, maintain lifestyles that are more active and are generally better able to continue working than in the past. The real challenge is the reality of how the insufficient number of young people will fill the vacancies left by the aging workforce. Mandatory retirement may be unavoidable, as older workers are forced from the work field to create more vacancies for new younger employees.According to most seniors, it is an unfair practice and does not take into account if the person wants to retire; it also does not take into account the mental and physical capabilities or financial position of the person. Not a popular subject by most studies, often it has some effect on many elderly baby boomers plans on how they retire. We will write a custom essay sample on Age Discrimination and Mandatory Retirement or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Since it involves less than 1 percent of the working population, retirement only opens a small fraction of the total jobs and affects a tiny portion of the population.There is no need to force retirement to create vacancies; most workers retire voluntarily, and still do so even though mandatory retirement is outlawed in most of the United States. Critics for mandatory retirement of pilots at age 60, worry that safety may be compromised, since pilots in their 60’s may find it tougher to battle fatigue or rebound from jet lag than younger colleagues. The Air Line Pilots Association, (ALPA) and the Allied Pilots Association, (APA) has long been supportive of the â€Å"age 60 rule†.In 1950, there was one elderly person to every seven workers. In the year 2000, the ratio was one in five and projected to increase to one in three in 2050. With the impending retirement of the baby boom generation, employers face the loss of many experienced workers and quite possibly skill gap s in certain occupations. This could have an adverse effect on productivity and economic growth. Furthermore, the expected increased ratio of the elderly to those of working ages will place added stress on Social Security and Medicare both of which face long-term financial problems.What most employers do not consider is that the work environment can be adapted to accommodate the needs of the rising population of baby boomers. In addition, to accommodate the changing abilities of older workers, employers need to re-design the job as well. Instead of having to hire new younger workers who are not as skilled or trained in the job, there is a chance it would benefit employers to accommodate older workers’ needs. Functionality and not chronological age must become the prime criteria in all employment practices.As baby boomers exit the work force, letting people work longer could help to curb a predicted skilled and experienced labor shortage in many occupations. Employers need to revise human resource plans to reflect the possibility of more employees working past their previously expected retirement date as well as change testing and performance evaluations to reflect the reality of an aging workforce. Organizations need to develop programs to maximize the contributions of older workers, particularly in the areas of adult learning and flexible work arrangements; it may encourage older workers who wish to continue working.Labor force participation rates of older ages has been on the rise slightly since 1970 and is projected to rise more in the coming years. Couple slow labor force growth with an aging population and it poses serious economic and fiscal challenges to America in the 21st century. Policies that encourage those older workers who want to continue doing so that remove work deterrents for this age group would ease the problem. Perhaps increasing the labor force with people who are able to work longer may be one part of the solutio n to this problem.

The Positive Re-channeling of Nerves Essays

The Positive Re-channeling of Nerves Essays The Positive Re-channeling of Nerves Essay The Positive Re-channeling of Nerves Essay Cicero once said, â€Å"If we are not ashamed to think it, we should not be ashamed to speak it† (qtd. in WorldofQuotes.com 1).   This is good advice, but those who engage in any type of public speaking are bound to feel some type of nervousness or insecurity about what they are going to say.   It may not be that we are necessarily ashamed of the content, but most people report having fears that they will appear foolish to their audience.   This nervousness, however harrowing, is actually quite natural, and if channeled correctly, can work to the speaker’s benefit.The first step to dealing with the nervousness of public speaking is to know your topic.   The more one knows their subject, the more confident they feel.   If the speaker is well versed in the topic, even if they should lose their place or train of thought, they still possess enough knowledge to create a segue-way that will prevent the panic caused by awkward pauses.   If this nervous energy can b e channeled into knowing the subject matter, the speaker extremely diminishes their chances of going blank or being caught off-guard.The book of lists says that public speaking is the number one fear of all fears (Laskowski 1 ).   However, if one can also channel this energy toward their audience, one has a greater possibility of succeeding.   Many speakers are simply not concentrating on their audience or message but rather their own anxiety.   Concentrating on the audience brings the speaker out of their own self-consciousness and creates an awareness that may allow the speaker to better capture the audience’sattention.   A speaker worried about the own internal fears cannot aptly address the audience’s needs.   These speakers often have poor eye contact or articulation.   Placing emphasis on the audience not only calms the speaker but at the same time keeps the audience engaged.Student Name 2The last and probably most important thing that a speaker can d o to re-direct nervous energy is too simply make it positive energy.   The best speakers are those who can turn butterflies into a voluptuous surge of vivacity and enthusiasm.   Speakers can use this energy to make hand-gestures or alter inflection for emphasis; these in turn show that the speaker is truly impassioned about the subject.   This type of energy is contagious and it is likely that the enthusiastic speaker will see their own energy spilling over into the crowd.   Audience members may smile or nod along with the speaker’s important points; some may sit erect or even lean forward in their seats.   Likely, when the speaker who has transformed nervousness into vivacity concludes, there is not likely to be vacant stares or disinterest but energetic acceptance and warm applause.Public speaking can cause a great amount of insecurity in even a seasoned speaker.   Speakers are naturally concerned about the acceptance of their presentation and the possibility of making mistakes in front of their peers.   This natural energy does not have to work to paralyze the speaker.   When re-focused, it can lead to a speaker who is better informed, more aware, and greatly more enthusiastic and engaging.   A speaker should not be overly concerned regarding their anxiety, but realize that this extra energy can be a catalyst that will serve to enhance and intensify the performance.   In this light, a person may realize that the butterflies that they had in the beginning may have been what made the speech special in the end.

Event project management Assignment Example | Topics and Well Written Essays - 750 words

Event project management - Assignment Example It is in the interest of both the team and the clients for St. Patrick’s Day turns out to be a memorable event among Huddersfield habitat. Core values set the framework that all players in a given field work towards a common goal and harmoniously. The case still applies to the group for the event to be prosperous then each member is obligated to do due diligence. EMBOK has five core values that are believed to be the guiding principle for an event just like St. Patrick Day Parade. The values are creativity, strategic thinking, continuous improvement, ethics, and integration. The model identified the values should operate in a synergy. One value should lead to the other and vice versa. For instance, a creative idea should incorporate the needs of people affected by the idea. The team using the core values from EMBOK will make the goals for St. Patrick’s Day Parade successful. Creativity of the team is exhibited by the sourcing for funds to be used during the parade. St. Patrick had no charitable number and therefore, could not get any charity. This did not stop them from planning for the event, but motivated them to be more creative. Another creativity; is identified by the group when they identify the need for face painters and balloon blowers to entertain the children. EPRAS fails to identify the core values that will enhance the outcome of an event. EMBOK becomes resilient by this element in an event planning and management. Comparing EPRAS to EMBOK to this element leaves EMBOK to be a superb model in setting grounds for other stages/phases to be completed. The team selecting this element is for a good course in delivering the objectives for St. Patrick’s Day Parade. The core values will be the guiding principles for all stages and the next St. Patrick’s day. EPRAS cannot be regarded as irrelevant model in managing events in fact it is among the best in ensuring deliverables are met. The only deficit in it is that it does not identify values

Financial Statement Analysis and Valuation Assignment

Financial Statement Analysis and Valuation - Assignment Example The organization has a rich history which dates back to the industrial revolution. The company was founded on September 19, 1759. The human capital of the firm is what has made this organization so successful. The biggest companies in the world are recognized by their talent and the attitude of their people (Martinez, 2014). The global workforce of the firm is composed of 49,700 employees. The majority employees of the firm are located in the UK and Europe. GKN has operations in 33 countries across five continents. GKN has expanded its operations using both wholly owned subsidiaries and joint ventures. The strategy of the organization is to maximize shareholder value by growing its earnings, dividends paid to shareholders, and maintaining sustainable growth in sales, profitability, and cash generation (Gkn, 2015). A main competitor of the company is Meggit PLC. Meggit PLC is a global engineering company that specializes in extreme environment components and smart sub-systems for aerospace and energy markets (Meggit, 2015). The global workforce of this firm is composed of 10,000 employees and the operations of the company are located across Asia, Europe, North America, Brazil, India, and the Middle East. One of the goals of the corporate governance initiatives of the company is to maintain internal control. The board of directors of the company is composed of nine members. Kevin Cummings is the chief executive officer (CEO) of the firm. Within the board of directors there are four committees. These four committees are the executive committee, audit committee, remuneration committee and nominations committee. Over the last few years three of the awards that the company has won include Quality Achievement Award 2013, Excellent Quality Supplier Award, and Fords certification for manufacturing excellence. GKN generated revenues of  £7,136 million of 2013. The revenues of the company

Human Resources Reputation and Effectiveness | Analysis

Human Resources Reputation and Effectiveness | Analysis â€Å"Human Resources Reputation and Effectiveness.† SUMMARY OF THIS ARTICLE This issue of Human Resource Management Review considers the past, present, and future of HRM theory and research, exploring how these issues have considerable potential to enhance organizational efficiency and effectiveness. The compilation includes suchthemes as identifying the shortfalls of the science of HRM; predicting, understanding, and influencing the behavior of individuals in organizations; and the status of research on compensation in organizations. Organizational theorists have suggested that reputation is one of the few resources that can give firms a sustainable competitive advantage, because it is viewed as a non-tradable, non-substitutable, non-imitable, resource that can be managed. HR-firm performance linkage examines the impact of an overall set of HR practices on firm performance. This perspective advanced the literature from examining the effect of a single HR practice on performance, to examining a set of practices that work together synergistically. Another perspective explains the positive findings between HRM and firm performance by emphasizing the role HR plays in implementing strategies. To effectively implement a particular strategy, HR practices must â€Å"fit† with the strategic goals of the firm. The two studies indicate that HR reputation does have an impact on the larger overarching image of the organization. It is important to have an HR reputation of fairness, and to advertise this quality to important stakeholders. It is important to examine the more intermediate linkages between HR reputation and firm reputation and performance. It would also be interesting to examine negative HR reputation signals, and their impact on the reputation of the organization. Employees are likely to recommend an organization for employment when that organization is fully committed to work-family policies. As human capital continues to gain credence as a critical resource, organizations have viewed their HR departments as holding the key to unlocking this important resource. Thus, the power of HR has increased over the past several years, and should continue to grow. In light of the foregoing review and evaluation, and the strengths and limitations of prior work on HR reputation and effectiveness the authors have proposed some directions for theory and research in this area that they believe could result in useful and productive streams of work. â€Å"Effectiveness Index† can be one of the tools to identify firms with very progressive or reputable HR functions. Also, the need to determine what might be the underlying dimensions of HR reputation, and, if multi-dimensional, are all dimensions equally important for effectiveness, or are they differentially weighted? Firms bring about this publicity by taking non-conforming actions and proactively seeking to manage impressions to facilitate their own celebrity to the degree that celebrity increases access to critical resources such as human capital, capital markets, and raw materials, celebrity status for the firm increases a firms competitive advantage. Many firms such as Johnson Johnson, Starbucks, and Hewlett-Packard, frequently hit these lists year after year and are on several lists each year. Many of these firms are known for their ability to â€Å"partner† with the HR function to facilitate strategy execution, administrative efficiency, employee commitment, and innovation. At such an early stage in the evolution of this area of scientific inquiry, it is not clear that HR reputation necessarily has only linear relationships with outcomes; such relationships could be non-linear in form. Perhaps there is an optimal level of reputation for the HR sub-unit, and that a ‘more is always better is not accurate. AUOTHERS CONTRIBUTION IN THIS ARTICLE The author has given a brief and precise history on the evolution of Human Resource Management as an important part of any organization from a record keeping employee towards a strategy building. As the number of personal policies continued to increase during the 19th century the importance of human resources management grew as well. Author have noted down that Competitive advantages, such as organizational culture, employee morale, and worker loyalty, fostered by HRM practices, are more difficult to imitate than manufacturing processes or cost management strategies. CRITICAL REVIEW What is interesting about this information? This article revolves around the evolution of Human Resource Management as the integral part of any organization to run smoothly. From the clerical job of just an employee record keeper to a strategic human asset manager this article has evaluated status of theory and research on HR reputation and effectiveness, and recommends directions for future work. The article starts of by looking at the beginning the change chain in the HR function progression. Born from the industrial relations movement, personnel management was first examined in 1920 by Tead and Metcalf. And During the industrial revolution, utilizing the scientific management of work (e.g., Taylor, 1895), companies began to quantify â€Å"†¦ the most efficient method for performing each work task, piece-rate systems of compensation to maximize employee work effort, and the selection and training of employees based on a thorough investigation of their talents and skills† Starting from the first look at HR function more seriously in 1920 it has moved from the century focusing on the years which hold importance towards the shaping of HR functions as we see them today. In 1925 Craig Charter adding to the chain proved that personnel management 1) became autonomous from the line managers and foremen, 2) turned an interest to psychology, 3)said a firm must be focused on leaders ability to â€Å"†¦effectively deal with employees and earn their loyalty and support† As in 1926 Lewisohn noted, the inherent labor problems that exist between workers and organizations were not a matter of capitalistic dialectic incompatibility, but, rather, incongruence between â€Å"†¦the organizational and administrative practices of management.† Thus, the core of a good organizational-employee relationship is recognizing and capitalizing on the mutual interests of maximum satisfaction and financial return (Filene, 1919). More work was done by Follett and Tead in 1929 and further by Kaufman in 1993 which said â€Å"To obtain cooperation, trust, loyalty, and hard work among employees, firms must attempt to simultaneously fulfill the goals of the worker and the organization† As the number of personal policies continued to increase, so did the importance of human resources management (HRM). As HRM grew, even more laws and regulations were passed in the 1950s and 1960s that promoted equal and fair treatment for all able workers (Russ, Galang, Ferris, 1998). However, it was not until the 1970s and 1980s, when U.S.-based companies realized that their technological processes were no longer a source of sustained competitive advantage (Pfeffer, 1994), that HRM was viewed as impacting on organizational performance. As explained by Barney (1991), in his resource-based view of the firm, in order to remain profitable in the long run, organizations must have a sustainable competitive advantage. As organizations placed more emphasis on the human factor, the field of human resource management was formed from a result of various scientific fields of inquiry such as industrial relations and psychology (Dulebohn et al., 1995). In the last 15 years, HRM has further justified its strategic importance, increasingly being viewed as a key resource organizations possess (Pfeffer, 1997), and an essential link in firms strategies (e.g., Arthur, 1994; Huselid, 1995). As human resources are managed appropriately by matching unique internal processes with environmental opportunities and needs, HRM has the potential to be a source of competitive advantage over other firms in the industry. In turn, HRM has been held more accountable to contributing meaningfully to firm performance. Because human resource management is now seen as an important factor in organizational performance and effectiveness, the power and, as a result, the reputation of HR also has increased. How does the author(s) support the hypothesis? Reputation of the firm in the market is based on the Human Resource as an asset to the firm. By quoting; The study of reputation in the organizational sciences largely has been focused on reputation at the corporate level. Organizational theorists have suggested that reputation is one of the few resources that can give firms a sustainable competitive advantage, because it is viewed as a non-tradable, non substitutable, non-imitable, resource that can be managed (Barney, 1991; Kothaa, Rajgopala, Rindova, 2001). Work done by Reed DeFillippi, 1990; Barney, 1991; Lado Wilson, 1994; Huselid 1995; Delaney and Huselid, 1996; Ulrich, 1997; Becker Huselid, 1998; Boxall in 2003; Lawler Mohrman in the year 2003;; Colbert 2004;; Hatch Dyer, 2004; Bowen Ostroff 2004 showed that personal reputation is a collectively agreed upon perception by others, and that reputation exists in a vacuum of imperfect information. When an audience is attempting to gather information regarding an individual (or organization), reputation is relied on to â€Å"fill in the blanks.† This is similar to corporate reputation theory in that personal reputation is based upon social norms, as opposed to market norms. Established upon the notion that reputation is related to social norms, current research suggests that to successfully acquire a reputation, an individual or organization must â€Å"stand out† from others in the field. Rindova, Pollock and Hayward (2006) reflected these beliefs in a recent piece dev oted to celebrity firms, acknowledging the relationship between reputation and celebrity. Suggesting that reputation reflects a predictive measure, they argued that both celebrity and reputation are based on others perception of some entity. Similarly the department level reputation depends on the production of the department individuals respectively and collectively different departments form the reputation of the organization as a whole. This view is supported by work done in 2005 by Roberts. Research in CEO celebrity has shown that a leaders reputation may change the reputation of the company (Hayward, Rindova, Pollock, 2004). Logically, the same process should apply to departments. If an HR department has a strong, powerful leader, the members of the department should feel an increase in power (Cialdini et al., 1976). Consistent support has been found for the HRM firm performance link in the literature, and with the continued development of theory, a richer understanding of how this relationship occurs can both advance the literature and facilitate improvement in practice. The theoretical underpinnings of the literature examining the relationship between HRM and firm performance have developed from; o Examining specific sets of HR practices. o Examining a match between HR practices and strategy o Examining the role of HRM in building and maintaining organizational resources and capabilities that contribute directly to a firms competitive advantage. The linkage between HRM and performance has be identified by the authors on the work done by Barney, 1991; Lado Wilson, 1994; Ulrich, 1997; Becker Huselid, 1998; Perry-Smith and Blum 2000; Boxall, 2003; Lawler Mohrman, 2003;, Ranft Lord, 2000, 2002; Collins Clark, 2003; Colbert, 2004; Hatch Dyer, 2004; Bowen Ostroff, 2004; Hatch and Dyer, 2004 HR reputation does have an impact on the larger overarching image of the organization. It is important to have an HR reputation of fairness, and to advertise this quality to important stakeholders. Although only one of the signals from the study affected share price, there may be other advantages of HR reputation at the firm level that are just as important, such as performance, labor costs, and employee turnover. This theory is based on the work done by Wright, Ferris, Hiller and Kroll in 1995; Hannon Milkovich in 1996 and Koys in 1997. What is the main aim of the article? The aim of the article is to provide a base line from the work done throughout the 19th century on the importance of the Human Resource Management as an integral part of the success of any firm. And to provide the readers with information from so many writers from 1920 to 2006 in the history of HR functions enabling the reader to suggest even more on the basis of research work done by them working in their environment any where in the world as human psychology is ever changing. Is the article timely? In the era of fast growing technology and change in almost every firm around the globe the need to develop and consider human resource as an integral part of any organizations success is the key as we read in so many journals and magazines such as â€Å"Times† and â€Å"Business Recorder† the stories of better human resource management success stories of successful companies, it does show that the importance of HR in any firm can not be ignored any more. This article was published in the year 2007 which is to me some what late because of the already changing trends in organization management. So I would have liked the article to be published before the beginning of this century as the boom in technology and industrial revolution has forced companies to review their HR policies and still there are many countries and firms around the world which lack the awareness of the importance of HR as an important mix in the success of their company. Is the methodology appropriate? Any weaknesses? The authors supported their perspective by using quotations and the research work done by over 20 people; from different research papers, articles, books and publications from the year 1920 to 2006. As they moved along the history starting from 1920 little indication of any work between 1930 and 1990 is given. Which I believe has left a big gap in the research work. Although some indication has been given that not much work was done between theses years to promote the importance of HR. Suggestions for future theory and research remains incomplete as many of the ideas merely seem to be repeated of what they have explained in the previous sections. For example: Just as celebrity status for a CEO or a firm has been shown to increase the breadth and volume of resources available to these actors, the popularity and celebrity of HR practices in an organization may increase the resources allocated to the HR function in those organizations. As resources increase, the power and influence of the HR function increase (Pfeffer, 1997). Research in CEO celebrity has shown that a leaders reputation may change the reputation of the company (Hayward, Rindova, Pollock, 2004). First paragraph quotation is taken from the work done by (Pfeffer, 1997) comes in the article in the first part. And the second written in the conclusion part from (Hayward, Rindova, Pollock, 2004). Both implying the same idea, supporting the conclusion by a repeating quote can affect the strength of the conc lusion itself. How does the article contribute to the field? Does it make an original contribution to the field? Human resource management has evolved into a strategic business partner linking organization goals to the internal and external customers of the company. This article contributes to the field of Human Resource Management vitally as organizations today are shifting and transforming into a global business and fostering local businesses. The importance to align the strategic goals with the HR efforts remains vital to the success. How does the article relate to the course? The course entitled management organizational policy is the study of how organizational strategies are made to run the processes and to make the firm as competitive as possible. This article throws light on Human Resource managements importance and how it thrived and evolved over the years. The most important asset in any firm today is considered to be the Human Resource and managing it properly is the key to success. Diagnosing Human Resource Management Practices: Increasingly, teamwork is seen as one of the main building blocks of successful organizations and much time, effort and resources are being invested in developing and managing cohesive teams (Katzenbach and Smith, 1994) The potential benefits of these investments are numerous and diverse. Perhaps the greatest is the achievement of organizational synergy where the output of the whole team becomes greater than the sum of the individual contributors and in so doing boosts the productivity and creativity of their units and functions. In addition, teamwork can benefit the company and its members in the following ways (Wilson, 1994): For many organizations, decentralization and delegation have been central features of their new management philosophy. Current thinking leads to the removal of as many levels as possible in an attempt to rid the organization of bureaucracy. This is expected to provide faster communication both up and down the organization with less chance of distortion. Another benefit of de layering is that individuals and groups can be more autonomous and responsive to customer needs (Wilson, 1994). Within the general policy guidelines of the organization, employees at the customer interface are empowered to make decisions that previously would have to be referred to higher levels. Finally, another application of the framework presented in this paper would be to investigate the relative influence of so-called best practices on different organizational outcomes. Many of the HRM practices identified in the recent literature seem like fads because they often are implemented without much understanding of the underlying principles of human behavior as well as a tendency to do whatever is popular at the moment, regardless of whether it makes sense in the specific setting or organization (Pfeffer, 1994). It is this trendiness that makes the task of measuring and demonstrating the effective contribution of HR policies and practices of organizations so difficult. Yet, for many line managers, it is the ability to show that HR adds value, not the rhetoric, that forms the basis of policy making and which gives HR its place on company boards. If the HR policies and practices are misaligned, or no attempt is made to provide line managers with a framework to assess practices on an ongoing basis, the credibility and influence of the HR function will suffer. The framework put forward in this article may help to avoid these mistakes. Linkage between Production and Effective HRM: The aspect of this model presenting the greatest practical difficulty is in specifying and measuring employee productivity. A couple of factors complicate this task. The one receiving the most attention in the past has been the problem of measuring productivity, and the more fundamental problem concerning the definition of productivity. At the simplest level, productivity can be defined in terms of quantity of output. Quality is also an important aspect of productivity, but it is the quantity definition of productivity that has received the most attention. The practical difficulty is that many measures of productivity (both quantity and particularly quality) are subjective measures, and thus not very amenable to simulation. Blue collar and routine clerical occupations are the ones most amenable to simulations at present, due to the relative simplicity involved in defining and measuring productivity. Due to the difficulty in determining acceptable objective performance measures, many organizations and studies rely upon subjective measures of productivity, but Bommer et al. [13] conclude that the measures are not interchangeable due to the low published correlations between objective and subjective performance measures. In practical terms, this means that the performance measures used by most organizations are useless for the purpose of simulation studies. The model just illustrated and discussed makes it clear just how complex the human resource aspects of production can be, yet complexity is not a sufficient reason to warrant inclusion in models of production systems. It is only important to include human resources in production system models if biased or deficient conclusions would result from ignoring human resources. The discussion will thus turn to some examples that will highlight the importance of considering carefully the human resource implications of policy decisions. Finally, a brief example of an informal test of the model is discussed. In the example, a post hoc evaluation of an actual example is performed, with simulation results that are consistent with the actual outcome. Leaders influence on organizational effectiveness: Most effects of human capital on firm performance are mediated by efficiency and innovative adaptation. Employees with strong skills and motivation are likely to be more productive, because they will do the work faster and smarter. Research shows that talented employees can improve efficiency and process reliability (e.g., Hatch Dyer, 2004; Ichniowski Shaw, 1999). Talented employees can also improve adaptation by helping to develop innovative products and services, by marketing them effectively, and by providing excellent customer service (Baer Frese, 2003; Pfeffer, 1998; Vermeulen, Jong, OShaughnessy, 2005). Because efficiency and adaptation mediate the effects of human resources and relations on firm performance, the importance of human resources and relations increases when talented, dedicated employees are needed to achieve optimal levels for these other two performance determinants. Human resources are more important when operations are labor intensive, the work is complex and difficult to learn, successful performance requires a high level of skill and experience, and it is difficult to recruit and train competent replacements for people who leave. Examples of organizations likely to have such conditions include hospitals, consulting firms, law firms, advertising agencies, research universities, and companies that rely on advanced manufacturing technology (Snell Dean, 1992). Human resources and relations are very important when the competitive strategy requires unique experts or celebrities to attract and retain customers (Grant, 1996; Pennings et al., 1998). If unusually talented employees are dissatisfied, they can often find jobs in competing companies or start their own company. Voluntary turnover of key employees can be important not only for the loss of unique skills, but also for the loss of their special external relationships with clients, suppliers, strategic partners, and others (Dess Shaw, 2001; Leana Van Buren, 1999; Pennings et al., 1998). Examples of organizations with high dependence on uniquely talented members include professional sports teams, advertising agencies, talent agencies, consulting companies, and investment banking firms. Human relations and resources are less important when much of the work can be done by unskilled workers, there are many people who are able and willing to do simple repetitive work for low wages and benefits, and there are few labor laws or other limitations on how employees are treated (as in many third-world countries). Likewise, human resources and relations are less important when an organization needs few employees except for the headquarters staff (e.g., a chemicals company with highly automated processes, an internet services company, or a â€Å"virtual organization† for which nearly all functions are outsourced). Leaders can improve the performance of an organization by influencing the performance determinants. One form of influence is the use of specific leadership behaviors in interactions with subordinates, peers, and outsiders. A second form of influence involves decisions about management programs and systems, and organizational structure. A third form of influence involves decisions about the competitive strategy for the organization. The three forms of influence must be used together in a consistent way for effective strategic leadership. The Changing Role of HR Managers in Europe: European HR management appears to be a field in transition; external forces such as increasing demands for quality improvement, privatization and completion of the Single European Market are important influences affecting the nature and scope of HRM across European countries. Competitive pressures have added to the challenges created by the changes in the occupational and demographic make-up of the workforce. What are the implications of these developments for the HR function across Europe? It is interesting to note that HR and non-HR managers attached a different degree of importance to the various skill and knowledge areas. In particular, HR managers rated organizational change skills, general business management, and knowledge of general Personnel HR techniques significantly higher in importance than non- HR managers. In contrast, non-HR managers attached more importance to consultation skills, improving employee motivation, and working in teams. These differences were most pronounced in the manufacturing sector. In fact, analysis of sector scores showed that respondents from manufacturing companies consistently rated the need for skills to improve employee motivation, teamwork, and cross-cultural communication higher than those employed in the service and public sectors. These growing demands put the HR manager in a difficult position. If (as the EAPM findings indicated) HR managers are often perceived as too administrative and traditional, line managers may hesitate to allow them to rotate out of the narrow confines of their function into areas where they can gain broader business experience. In addition, what remains unclear is what will happen to the potential role overload and growing expectations on someone in the role of a hardworking HR manager who cannot do all that is required. The senior HR executive in a Swiss company put it candidly: ‘It scares me to think that I might be expected to go out and run a business after twenty years in HR. Im afraid Id fail. HRM Practices in small firms: According to the RBV, human resources (as distinct from human resource activities) are viewed as a potential source of sustained competitive advantage because value, rareness, inimitability and non substitutability is derived from the inherent heterogeneity, ambiguity and complexity of these resources and the conditions under which they are deployed (Wright et al., 1994). Value derives from the unique contribution of skills, knowledge, and cognitive abilities (for example) to achieving firm goals. Research shows that training is an important HRM issue for many small firms, but formal training is less likely to be provided in these firms (Storey, 2004). Storey and Westhead (1997) provide two explanations for this. First, training is less likely to occur in small firms because of ‘ignorance of the benefit it can bring and second because the cost is too high for small firms (Storey, 2004; Storey Westhead, 1997). Importance of Corporate image and reputation: From the perspective of marketing, the impact of corporate image and reputation on consumer behavior is well recognized in spite of the lack of empirical evidence. Numerous authors assert that a good corporate image or reputation helps to increase the firms sales and its market share (Shapiro, 1982), and to establish and maintain a loyal relationship with customers (Andreassen and Lindestad, 1998; Robertson, 1993; Yoon et al., 1993). How is corporate image related to corporate reputation? A review of the past research in the field shows little empirical results except for some general statements. For example, Porter (1985) suggests that a good reputation may help a pioneer rebuilding an innovative image in the industry, while Franklin (1984) proposes that corporate reputation is a global and final outcome of the process of building a corporate image. Impact of Human Resource Management on Organizational Performance: Throughout the 1980s there were a number of variations along this theme of strategic fit (Lengnick-Hall and Lengnick-Hall, 1988). One of the clearest expositions and developments of this theme was given by Schuler and Jackson (1987). In their model, HRM is seen as a menu of strategic choices to be made by HR executives intended to promote the most effective role behaviors that are consistent with the organization strategy and are aligned with each other. The models starting points are the generic competitive strategies outlined by Porter (1980) i.e. quality enhancement, innovation and cost leadership or reduction. For example, Kravetz (1988) conducted a survey of 150 Forbes 500 companies to examine the relationship between Human Resource Progressiveness (HRP) and a variety of financial measures drawn from Standard Poors Compustat Services, such as five-year growth in sales, five-year growth in profits, and P-E ratio for the latest twelve months. HRP was measured by asking the vice presidents of human resources of each company in the survey to complete a fifty-one item questionnaire on human resource policies and practices in the areas of communication, management style, career development, performance management, working hours and employee participation. Finally, it is clear the contribution of even highly skilled and motivated employees will be limited if jobs are programmed or structured in such a way that employees do not get the opportunity to use their skills and abilities to improve their performance. Consequently, HRM practices can also create competitive advantage through provision of organizational structures, leadership and work conditions that encourage initiative and creativity among employees and allow them to find ways to improve how their jobs are performed. Delegation, cross-functional teamwork and participative management are examples of such conditions. FINAL CONCLUSION With the increasing demands of todays business environment, company executives are placing more pressure on the human resource function to perform better, smarter, faster, and cheaper, while providing more value added services. Now, in addition to supporting workforce requirements and general business initiatives, the activities of HR are increasingly focused on managing the broader human capital capabilities required to achieve and sustain a competitive advantage (e.g., succession planning, leadership development, performance management, cultural transformation).In order to accommodate this shift in focus, HR needs to rapidly align their priorities and resources to provide the wider range of expertise necessary. References: How leaders influence organizational effectiveness Gary Yukl Management Department, University at Albany, Albany, NY 12222, USA. The Leadership Quarterly 19 (2008) 708-722 Hatch, W. N., Dyer, H. J. (2004). Human capital and learning as a source of sustainable competitive advantage. Strategic Management Journal, 25, 1155−1178. Ichniowski, C., Shaw, K. (1999). The effect of human resource management systems on economic performance: an international comparison of U.S. and Japanese plants. . Management Science, 45(5), 704−721. Baer, M., Frese, M. (2003). Innovation is not enough: climates for initiative and psychological safety, process innovations, and firm performance. Journal of Organizational Behavior, 24, 45−68. Pfeffer, J. (1998). The human equation. Boston: Harvard Business School. Vermeulen, A. M. P., Jong, D. P. J. J., O, Shaughnessy, K. C. (2005). Identifying key determinants for new produ