Employee recruitment in China

Employee recruitment in China Introduction The introduction of the ‘‘open-door policy in 1978 has sparked exceptional economic growth in mainland China. A significant driving force of this remarkable economic feat remains China as one of the worlds most attractive destinations for foreign capital investment. In 2008, â€Å"foreign direct investment (FDI) inflows reached US$109 billion and recorded a period growth of 41.1% in real terms between 2003 and 2008†. The Chinese government generally welcomes foreign investment and implements a wide range of incentive policies to foreign businesses (Euromonitor, 2010). With the growing importance of the Chinese domestic market to the world economy and introduction of government incentives, large number of international companies has established operations in China. The opening up of the vast market has formed many opportunities and, at the same time, created many problems to foreign enterprises (Siu Darby, 1999). This mainly because of the unique political, economi c and cultural environment different in China, it led foreign investors or expatriates manager difficult to introduce their preferred approach in managing the employees and the organisation in China (Siu Darby, 1999). Human resource management is one of the mostly frequently discussed ( Bjorkman Lu, 1999), as well as managing local Chinese employees away from ones home office is never an easy task (Gross, 2007). The purpose of this working paper is to review the major HRM challenges of multinational enterprises (MNEs) operating in China; the issues they faces when trying to apply global corporate HR policies in Chin with a focus on their justice implications. It begins with review of the recent China employment and recruitment situations, and then the evidences of challenges issues facing of MNE in Chinas HRM practices. In the following section includes several major HR critical issues in training and development and staff retaining. At the end of the section, major issues of employees management included leader developing, cross-cultural expatriates management and managerial effectiveness in cross-cultural are individually introduced. A research area is then identified in the conclusions. Recruitment Recruitment is about selecting and recruiting employees. The purposes of recruitment help MNE to meet the organization everyday jobs, legal and social obligations regarding the composition of the workforce. This increases organizational and individual effectiveness in the short term and the long term (Schuler and Huber, 1993). Analysed by most of the MNE industries, online advertising of recruitment is now a standard part of the recruitment process for them. It has been embraced by technology companies like IBM and cosmetics company Loreal in China evaluates their prospects from online recruitment (Xinhua News Agency, 2010). However, many multinational companies assume that a country with a population as large as Chinas would not have a labor shortage. In fact, the rising demand for Chinese labor has exceeded its supply, and hiring talented employees is even more difficult (Gross Connor, 2007). Chinas rapid economic growth has caused the countrys huge labour force faces difficulty i n providing the right skills needed for many foreign companies. Research found that this is mainly due to inadequate and out-of-date university training; graduates often do not possess the required skills including computer literacy and foreign languages. Cheap labour costs have long been history Chinas advantage over other developing countries which enhance the countrys competitiveness in attracting FDI. But Chinas booming coastal cities are now actually facing a shortage of manual labour, become a major issue for most MNEs manufacturing sector suffer in manual labour recruiting (CRIENGLISH.com, 2010). Guangdong, one of the economic powerhouses in South China Province, reported a shortage of half a million workers as business has skyrocketing for many companies (Xinhua News Agency, 2010). Some manufacturers closed down production lines because they could not find enough workers. â€Å"Low-wage workers are fading from the scene†, leading foreigner investors struggle with near double-digit unemployment (Xinhua News Agency, 2010). However, â€Å"higher wages could ease labor shortages by prompting factories to reduce their work forces† (New York Times, 2010). Hence the provincial authority has adjusted the minimum wage by an average of 21% to attract the labour mainly blue collar. â€Å"The rise will bring the minimum wage up to 1,030 yuan (150 U.S. dollars) in the provincial capital, Guangzhou, and to 920 yuan in Dongguan, a major manufacturing center† (Xinhua News Agency, 2010). Similarly to other booming regions like coastal cities of Fujian Province, Jiangsu Province and Shanghai City raised its monthly minimum wage rate by 13 percent to 960 yuan. According to Euromonitor (2010), â€Å"Chinas productivity stood at US$6,286 per person employed in 2009, significantly up from US$2,641 in 2004 owing to the countrys strong economic performance†. Critically, recruitment of factories manual labour is becoming an issue for many MNEs in China and employers have to increase their starting pay to attract them. Accordingly, the hiring of blue-collar is getting tougher and tougher in China because of one-child policy adopted by China in 1978. The parents with child born in late 1980 and early1990s are normally at middle-class income groups; as a result they can afford to send their children up to tertiary education. Overtime these groups of children are in the age of 20s now and are more educated and hence no longer willing to work in factories. They are far too optimistic about their career options and see no need to work hundreds of miles from their families. Besides, the new generation of workers born in the 1980s and 1990s are aware of their employment rights. For example, â€Å"unions have begun to aggressively exercise their rights by engaging in organizational efforts with large multinational companies such as Intel after informal discussions have failed† (Gross Connor, 2007). Commonly in China, Younger Chinese become major trends in the current labor market. They not only dem and higher pay but also ask for better opportunities for career development. Similarly, skilled middle managers are extremely sought after (Gross Connor, 2007). The Cultural Revolution had invaded the education of those born between 1950 and 1965 (Wang, 2002). During that time, people of this generation were sent to the countryside to work in agriculture. The so-called â€Å"Cultural Revolution Generations† in China are less recruit due to their lacking in skills (Gross Connor, 2007). While recruiting qualified Chinese labour is challenging from both of legal and human resources standpoint (BizTimes, 2007). Employers that are willing to take the time to understand the Chinese labour market and recent economic trend of employment will likely be successful. Training Training is mainly on-the-job and is seen as a lifelong process (Fischer, 2000). It focuses on employees knowledge, skills, attitudes and personalities (Human Resource Development Review, 2002). These enable staff members to discharge their job related skills and duties professionally and effectively (Grzeda, 1999). Training for newly hired employees have to go classroom curriculum like company policies, labor law, company culture, compensation packages, company expectations, company goals, company KPI (Key Performance Index) and of course hands-on equipment training (Kleiman, 1997). Companies in China for example in Electronic Industries spent between 1 to 3% from the overall input cost on training. (Xiao J Tsang M.C, 1999) But the number is gradually going up for a simple reason due to high attrition rate, particularly amongst the younger workers. The attrition rate always a worsening effect on the company as other FDI move in and attract those workers with managerial experience, offering better pay rates and further training opportunities (Randeree, 2009). The rich and wealthy companies are willing to pay handsomely for the experienced staffs of other companies and competitors. As in common, the culture of pinch staffs from one another is common in China (Wong, 1999). Despite Chinas high adult literacy rate of 94.5% in 2009, the countrys huge labour force faces difficulty in providing the right skills needed to support Chinas rapid economic growth (www.euromonitor .com). Research finding has showed the local Chinese graduates do not possess the required skills including computer literacy and foreign languages due to out-of-date university training. In order to cope with skills shortage problem, training programme provided in MNEs suit various needs (Cheung, 2004). They include overseas training programmes, on-site management skills development programmes and language courses (Wang, 2002). In fact, staff Training can help MNEs in China reduce turnover. Young Chinese professionals and graduates are attracted to the training opportunities that foreign companies can offer (Shen, 2006). Most of Chinese are not well-versed in spoken English language. Many MNEs send their employees for overseas training to enhance themselves in spoken English and true un derstanding of Western business practices (Waxin, 2007). Besides, it also creates a closer bond between employees and a better understanding of company culture (Ritchie et al., 2001). Rather than that, every company has their own training centre equipped with comprehensive training systems and real-live hand-on training equipments. Many of them have established their own training facilities. These programs have proven effective in building company loyalty and increasing retention (Meier, 1995). These may cost heavy, but they cannot do without it. Carrefour China, an example, established a Carrefour China Institute (CCI) in Shanghai in year 2000 to train Chinese managers (China Daily, 12 AUG 2008). Since then, the school has trained about 15,000 managers, and 40,000 employees have attended a range of training programs for self improvement. Regularly, a number of local managers are sent off to Europe for further training to gain greater overseas market knowledge and experience. Wal-Ma rt Chinas regional training centers, also located in Shanghai are other examples of winning internal training programs (Gross and Connor, 2007). Retention The most valuable assets of every MNE are its labor force; retaining them has become a challenge to company management because of varied employee needs (Som, 2005).Employee retention is critically benefited for an organization save the cost of turning over a staff position (Berry, 2008). For most MNEs in China, recruiting is only half the game. However, the biggest challenge that companies face, by a significant margin, is difficult to keep the talent employees as well as attract the excellent and qualified candidates among the masses. It is gradually increase complexity for companies in China to retain key talent, mainly as the lure of higher salaries affect the Chinese to abandon posts for more lucrative positions. Empirical study showed Chinese employees aged between 25 and 29 shift jobs most frequently, which implies this group of employees is the hardest to retain (www.mercer.com.hk). Hewitts 2009/2010 data shows that most Asian companies continue to experience double-digit volu ntary turnover rate, particularly China reported the top four markets which is the highest turnover rate after India, Australia and New Zealand (www.hewittassociates.com). Obviously, the high employees turnover rate has become the significant issue of most organization. Significantly, it has morale and financial impact on the daily operation of an organization (Cox Blake, 1991). While many would believe comparatively high turnover rate in China mainly due the competition for talent along with better wages offer from competitors (Byman, 2007). MNES move in and attract those worker with managerial experience, offering better training opportunities (Whiteley et al., 2000).The survey of ‘Employee Retention in China 2006–2007 sheds light on why employees determine to stay or leave and what organizations can do to stanch the accelerating outward flow of human talent (Howard et al., 2007). Survey respondents included 215 HR professionals and 862 employees in a wide range of organizations operating in China; while 81 % participants organizations were multinational (Work and life in China, 2008). To summaries the findings, the cause of turnover is the availability of better career opportunities elsewhere, particularly the growing entry of new MNES each year (Tung, 2007). HR professionals from survey described that competitors presenting a better salaries and sufficient compensation, but also noted the impact on retention of regional salary differences between Chinas coastal and inland cities (Howard et al., 2007). Not surprising, organizations that face high employee turnover often suffer negative residual effects among remaining employees. In short, the misunderstanding of employees needs is difficult for a company to retain and prevent turnovers (Branham, 2005).However, successful companies in China rely on a relatively small group of key talent to drive the business forward (Speth and Doeringer, 2006). The key strategy of MNEs applied to retain the talents further discuss in next paragraph. A high rate of turnover usually forces an organization to face difficult dilemmas (Wong. Wong. Hui Law, 2001) More and more people change numerous jobs within a year rather than choose to grow in one; and this has also been a problem for corporate management. Employee turnover demands management attention because it incurs costs in rehiring, training, placement, and motivating employees (Aberra, 2008). However,high employee satisfaction with working style of an organization should bode well for retention (Howard et al., 2007). Retaining often focus on opportunities for employers to promote the right employees or tangible rewards like compensation or remuneration based on appropriate performance appraisal (Whiteley et al., 2000). For instance, a comprehensive reward system can be a kind of rewarding either pay for hours worked or pay for pieces of work completed. Besides, most companies have retention bonuses to retain the key staffs and key talents. Some of the retention programs ar e sponsor for further educations, overseas training, stocks option and career advancement opportunities (Branham, 2001). Of cause conditionally, the employees who took the programs like further educations or overseas training have to be borne with company for number of years pending the amount spent. Commonly, talented employees would be less likely to leave the company ones if they are well compensated and motivated (Hong Chao, 2007 p. 217). However, sometimes retention method was inconsistent with its value in specific instances. Therefore, organizations should aware to these specialized occasions when developing strategies for retaining talent. Managing Employees Leaders developing For foreign companies operating in China, the difficulties are magnified by the talent shortage for future leader, particularly of managers and executives. For example, approximately 60% of companies surveyed in Hewitts 2003 Best Employers in China study reported shortages in leadership skills (www. hewittassociates.com). It further reported many talented executive have been lured away from an MNE job into a well-paid position with a leading Chinese company. For many foreign investors, developing future leaders tends to be very difficult in China mainly of rapid turnover. A good example is the America firm Leshan-phoenix Semiconductor Cooperation, in Sichuan Province, struggling with annual turnover rates of their local managers of 20% or more (onsemiconductor.com, 2010). This is mainly because demand for strong leadership executives far exceeds supply; they are tempted to leave their current position for higher pay and a bigger title (Meridian Resources, 2007). In fact, a competent leader helps multi-national corporations work effectively in the Chinese workplace. As foreign company enter fully into China marketplace, it forming competing domestically with local corporations. High turnover makes planned, consistent leadership development extremely difficult. Cross-cultural expatriates management China is the top expatriates destination followed by the U.S., UK, Singapore and Switzerland, survey reveals (kwintessential.co.uk, 2009). But, predicament comes from greatest challenges of expatriates failure grown concern for many multinationals in the evaluation of managerial performance (Leunga and Kwong, 1999). Evidence, empirical figures finds Western expatriate failures in China to range as wide as 25% to 70% (Harzing, 2002; Selmer, 2002). Significantly, such high failure rates potential impact business relationships between Western expatriates and Chinese organizations. Whereby, a financial loss can be inferred, due to damage to business relationships as a result of low commitment levels commited by expatriate (Lund Barker, 2004; Harzing, 2002). Lund Barker (2004) further cited such financial loss is estimated to range from US$250,000 to US$ 1,000,000 per expatriate. Further, Goodall Warner cited in Black (1988), 2007) showed there is high percentage up to 40% of expatriate managers terminated their foreign assignments early of their poor performance. Eventually it represents the organizational failure to manage human resources internationally (moinul.com, 2007). However, there might be several reasons why many expatriates fail to deliver the objectives. Research found that (Hays, 1974; Feng Pearson, 1999), they are three exact dimensions have been recognized as related with their overseas performance: the environment, the task, and the individual. This is due to expatriates are often faced with radically unfamiliar cultures, politics, language differences, length of assignment, and legal systems (Rahim, 1983; Feng Pearson, 1999). Sometimes, there is not inability from expatriates, but culture conflict affect local Chinese managers are less likely than their foreign counterpart to handle independent decision making responsibilities (Leunga Kwong, 1999). Chinese and expatriate managers may have different principles in judging within their job scope as well as criteria used for performance evaluation. Managerial effectiveness in cross-cultural Culture is an important contextual issue in employees management study. In general, management is closely related to the culture (Drucker, 2003). According to Wang (2002), the communist style of education and the long history of China differentiate the cultures of organization management between Mainland China from those of Asian countries, American and European cultures. This is especially true for MNEs who have operations on a global scale and employ people of different countries, ethical and cultural backgrounds. Cultural difference can have a direct impact on individual managerial effectiveness (Goodall Warner, 2007). It affects the motivation and satisfaction manager as well as staff; and effectiveness of key organizational systems such as recruitment, training, performance evaluation and rewards (Goodall Warner, 2007). Sometimes cultural sensitivity drove the management effort since the different in culture of management concept. Take the case study of Japanese T.L. Electroni cs Company based in China for example, the Chinese workers commented the style of Japanese management is not conductive their expectation (Whiteley et al., 2000). It is generally assumed the HR management approach is due to remarkable cultural difference between the parent country and the host country. In fact, a MNE should focus on a combination of global integration and local adaptation, allowing its employees to â€Å"think globally, act locally†. To ensure global thinking, the global company has to encourage the local employees to accept the corporate culture and values. For instance, Chinese employee who employed in the Western setting is encouraged to learn the Western-style organization management and communication skills. Meanwhile, operations of the Company have to adjust to comply with the legal requirements and services that reflect the Chinese culture. Conclusions In conclusions, recruiting the right people, training in right time, retaining the best staff, and employees empowerment of recent human resource management are difficult tasks for any MNEs operating in China. Chinas rapid economic growth has created more job opportunities but it also creates more opportunities for labour turnover to others organizations with higher paid indeed. This heavy labour turnover in China has been a substantial problem in managing Chinese employees .This hindered many multinational corporations localization plans because those talents who have been trained for succession have usually ended up as the focus of aggressive recruiting efforts by other organizations. Eventually, they face a dilemma of whether it is worthwhile to invest in better compensation packages and training programs, because it might possible happen with the employees leaving the organizations at the end. However, every issue has its balanced view of its advantages. Still, China Government, Provincial Government, City and Town Government give the best support to foreign investors in terms tax rebate, , free land, training cost subsidizes and so forth. Even though the labour cost (cost on training and wages) is growing fast in China but it is still cheaper than America, Europe and most of well to-do countries in Asia like Japan, Korea, Singapore, Taiwan and Hong Kong. At least, the great population of China is having highly educated workforce with hungry for knowledge, it is easily trainable. References Xinhua News Agency, 2010. ‘Chinese manufacturers learn to love labor lost http://news.xinhuanet.com/english2010/china/2010-03/25/c_13224772.htm Gross, A., Connor, A. (2007). China Recruiting and Retention Issues http://www.pacificbridge.com/publication.asp?id=81 BizTimes. (2007). Employee recruitment in China is challenging New York Times. 2010. ‘Defying Global Slump, China Has Labor Shortage http://www.nytimes.com/2010/02/27/business/global/27yuan.html

Abortion - The Wrong Choice Essay -- The Right to Life, Pro-Life Essays

Positive . How often do people hear that word? "Your blood type is a positive. "Are you positive?" "Your pregnancy test is positive." Thousands of women hear the word "positive" every year and, for some, the moment is unwanted. Abortion often seems like the only way out of a positive pregnancy test, partially because abortion is not completely understood. This is because many pro-choice advocates use "sugar coated" words to explain abortion. This fact was made known to the public in 2004 when, while considering a law banning partial-birth abortions, Judge Richard C. Casey had the following conversation (exerted from World magazine) with an anonymous abortion-industry witness. "Do you use simple English words so that they know what they're doing and authorizing?" When the witness answered yes, he probed further. "Do you discuss killing the fetus?" "I tell them that when I cut the umbilical cord of the fetus, the fetus exsanguinates." "Exsanguinwhat?" the judge replied. "In layman's terms, it would be drained of blood." "Do you tell them that?" "No." Many people regard abortion as the only way out of an unplanned pregnancy and that is where they are misled. While women retain the legal right to decide on abortion, they're under the influence of an allusion that abortion is the only option and a safe and has little or no side effects. The Planned Parenthood website, often visited by women considering abortion, says that abortion is one of the safest medical procedures performed today. According to Planned Parenthood, when abortion is performed properly, abortion has only mild side effects including dizziness, strong cramps, vomiting, temporary a domino pain, diarrhea, temporary mild fever or paints. Planned P... ... pregnancy, and certainly not the safest. Abortion poses risks to women, including desk, losses of Philip the two bear children, and possibly breast cancer. Aborting the fetus causes the fetus pain and takes away its life, something no human to do to another. Planned Parenthood and the National Abortion Federation?s desire to make abortion appealing to all women in all situations, has led them to compromise the law, to the point of not reporting statuary rate. Abortion is not the best answer to an unplanned pregnancy. It is understood that not all women can care for their unborn children, but there are hundreds of families across the country who would be glad to adopt the unborn babies. The word ?positive? does not have to indicate an abortion. Abortion is not the safest or only action, and women throughout the United States should be informed of that. And

Ap Euro Martin Luther Conservative or Revolutionary Essay

â€Å"Luther was both a revolutionary and a conservative.† Evaluate this statement with respect to Luther’s responses to the political and social questions of his day. Martin Luther was one of the greatest monks, priests, and theological teachers of Germany, along with being the symbol of the Protestant Reformation. He did not start off so religious however. One day he was caught in a frightening and dangerous storm. He prayed to God begging not to be killed, and vowed to become a monk if he survived. He did live, upholding his word to the lord, and joined a monastery. He joined an Augustinian friary in 1505, where he suffered from anfechtung, or spiritual anxiety. He never knew if he was doing enough good works to achieve salvation and gain entrance to the kingdom of heaven, as it was believed by the Catholic religion that it took good works along with faith in order to enter. To take his mind off of his religious worries, he was recommended to a teaching post at the University of Wittenberg. There, he taught theology and was quite popular among his students. Luther suffered from constant constipation, so he often read the bible while on the toile t. One day while doing this a certain passage from the epistle of St. Paul to the Romans: â€Å"the just shall live by faith,† which led to Luther’s core belief of sola fide, or faith alone. Through this belief, Luther believed that the only thing needed to achieve salvation was to live by faith alone, which challenged the Roman Catholic Church’s theology that both faith and good works were necessary. Luther shared his beliefs with the people of the Holy Roman Empire, demanding change to the way theology was widely taught. He agreed with parts of the current teachings and was conservative, wanting to keep parts of the religion the same. He kept the sacraments, however reduced the amount of them from 7 to 2. He was also like many Roman Catholic religious figures, anti-Semitic. Lutheranism, as his religion came to be called, became more submissive to the state as well. However Luther also had many revolutionary ideas, which angered those of the RCC. In response to the political problems, he wished to do away with the process of indulgences, which were  no more than pieces of paper in his eyes as works had nothing to do with salvation. His nailing of the 95 Theses highly angered the church authorities, as it went against everything they taught and believe. However in his response to the social problem of the Peasant’s Revolt, he told the princes to crush those who rebelled, as social revolution was not his intention. After careful evaluation, Martin Luther has proven to be both a revolutionary as well as a conservative. Luther proved himself time and again of his revolutionary approach to religion. His best example of this was the 95 Theses. Johann Tetzel, a German Roman Catholic priest, was selling an expensive indulgence as a fund-raising idea of Pope Leo X to finance the building of St. Peters basilica. When one of Luther’s parishioners came to confession, he presented an indulgence he had paid for, claiming he no longer had to repent of his sins, since the document promised to forgive all his sins. Luther was outraged, and wrote up the Ninety-Five Theses, protesting the sale of indulgences, which he proceeded to nail to the door of All Saints’ Church in Wittenberg Germany. He did this on a major Catholic holiday, All Saints Day, which struck at the core of the Catholic religion. The most prominent, challenging, and well known was Theses 86 which read â€Å"Why does the pope, wh ose wealth today is greater than the wealth of the richest Crassus, build the basilica of Saint Peter with the money of poor believers rather than with his own money?† He said indulgences did not do what the Church said it did because salvation was granted by sola fide. The ideas in the Ninety-Five Theses quickly spread throughout Europe via the moveable type printing press. Another time Luther engaged in revolutionary actions was at The Disputation at Leipzig. He was invited to participate in the Church-sponsored debate, as the Church wanted a dialogue concerning Luther’s challenges to Catholic doctrine and practices. RCC leaders at Leipzig declared that Luther’s ideas were wrong because the pope and Church traditions could not be wrong. Luther then shocked everyone, denying the authority of the pope and church councils. He declared that the only authority on matters of faith for Christians was the Bible. He said that sola scriptura, or scripture alone, determined the belief of Christians, not the teachings of the Pope. Upon the conclusion of the meeting at Leipzig, Luther was threatened with a papal bull of excommunication, which he burned in protest. Luther also showed revolutionary idea at the Diet of Worms. He  was called to attend by Charles V, the recently elected Holy Roman Emperor. At the assembly, Luther was asked if he had written the â€Å"Ninety-Five Theses,† â€Å"The Address to the Christian Nobility,† â€Å"The Babylonian Captivity of the Church,† and other works. Luther accepted the accusations and acknowledged that he had written them, and when asked to recant his ideas or suffer the consequences, he requested a night to think about his decision. When Luther returned the next day, he stood firm when asked if he would recant and proudly declared â€Å"Here I stand, I can do no other.† Luther was then declared a heretic and became a marked man. Troops of Frederick the Elector rescued Luther and took him to safe hiding in Wartburg Castle, where he proceeded to translate the Bible into the vernacular, which was highly against the teachings of the church and very illegal. He also declared that monks and nuns were not obligated to uphold their vows. Luther not only acted revolutionarily towards political religious issues, but towards the social issues of the time as well. The most well known was the Peasants’ Revolt. Some religious leaders twisted and perverted Luther’s ideas to benefit their own causes, with the most prominent being Thomas Mà ¼ntzer. They wrote the â€Å"Twelve Articles†: a petition of peasant demands and sent it to the Swabian League that called upon the Holy Roman Emperor to help the peasantry deal with economic and religious issues. When Charles V ignored the â€Å"Twelve Articles,† preachers led by Mà ¼ntzer stirred the masses to revolt against the nobles. Luther believed the peasants were way out of line, as he was adamantly against mixing religious reformation with political and social revolution. He disassociated himself with Mà ¼ntzer and the revolting peasants. He urged the princes to work together to â€Å"slaughter the swine,† or the peasants. He argued that reli gious subjects must be subordinate to their secular authorities. Luther proved himself a revolutionary over and over through many acts throughout his religious life. Though Luther was a revolutionary, many of his actions also dictate a conservative approach, wanting to keep some things the same or even go back to the way they used to be. An important message Luther delivered was that good Christians owed obedience to established authority in worldly matters. Lutheranism viewed the state with more respect than other religions did. Lutheranism was much more submissive to the state. He insisted that Christian liberty was an internal freedom, known only to God. Luther wanted the church teachings to  go back to how they used to be, based on sola scriptura or scripture alone, without the need of outside interpretation by the pope, bishops, abbots, etc. He was conservative in that he made many alliances with princes who liked his ideas, spreading them to their own kingdoms. He didn’t side with armed rebellions, citing his name, against the nobility in regions of Germany, instead he backed the nobility, telling them to work together to â€Å"slaughter the swine.† He did not want to do away with the sacraments, however he did want to reduce them from seven to two. This showed how he did not want to change all parts of the Roman Catholic religion, only parts. Also, like most religious figures of the time Martin Luther was anti-Semitic. He wanted all the Jewish people to convert to Lutheranism, as he did not believe the Jewish religion was correct in its teachings and be liefs. He restricted the right of private judgement in matters involving conscience, but never denied it. A conservative in the way he did things, Luther was truly a great leader. Luther believed that the only thing needed to achieve salvation was to live by faith alone, which challenged the Roman Catholic Church’s theology that both faith and good works were necessary. Luther shared his beliefs with the people of the Holy Roman Empire, demanding change to the way theology was widely taught. He agreed with parts of the current teachings and was conservative, wanting to keep parts of the religion the same. He kept the sacraments, however reduced the amount of them from 7 to 2. An anti-Semitic, Luther displayed similarities with other religious officials. Lutheranism became more submissive to the state, as Luther believed that in worldly matters religion has to listen to authority. However Luther also had many revolutionary ideas, which upset those of the RCC as it went against the basics of Roman Catholic teachings. In response to the political problems, he wished to do away with the money robbery of the selling of indulgences, which were no more than pieces of paper in his eyes as works had nothing to do with salvation. His nailing of the 95 Theses made the power of the church authorities fluctuate, as it went against everything they taught their followers and everything they had been taught.. However in his response to the social problem of the Peasant’s Revolt, he told the princes to crush those who rebelled, as social revolution was not his intention. He meant to keep the matters of social or political problems separate from religious reform. After carefully evaluating his actions,  Martin Luther has proven to be both a revolutionary as well as a conservative on multiple occasions.

Habits and Traits of Jumping Spiders

Habits and Traits of Jumping Spiders When you look at a jumping spider, it will look right back at you with large, forward-facing eyes. They can be found throughout the world in the Americas, Europe, Asia, Africa, and Australia. Salticidae is the largest family of spiders, with over 5,000 species described worldwide. While more prevalent in the tropics, jumping spiders are abundant nearly everywhere in their range. Jumping Spider Traits Jumping spiders are small and scrappy carnivores. They are often fuzzy and measure less than a half inch in body length. Salticids can run, climb, and (as the common name suggests) jump. Prior to jumping, the spider attaches a silk thread to the surface beneath it, so it can climb quickly back to its perch if needed. Salticids, like most other spiders, have eight eyes. Their unique eye arrangement makes it easy to differentiate jumping spiders from other species. A jumping spider has four eyes on its face, with an enormous pair in the center, giving it an almost alien appearance. The remaining, smaller eyes are located on the dorsal surface of the cephalothorax (a structure combining the fused head and thorax). The Himalayan jumping spider (Euophrys omnisuperstes) lives at high elevations in the Himalayan mountains. They feed on insects that are  carried up the  mountain on the wind from lower elevations. The species name, omnisuperstes, means highest of all, so its not that surprising that specimens of this remarkable species have been found on Mount Everest at elevations of 22,000 feet. Fast facts: Jumping Spider Classification Kingdom: AnimaliaPhylum: ArthropodaClass: ArachnidaOrder: AraneaeFamily: Salticidae Diet and Life Cycle Jumping spiders hunt and feed on small insects. All are carnivorous, but a few species also eat pollen and nectar. Female jumping spiders build a silk case around their eggs and often stand guard over them until they hatch. (Youve probably seen these spiders with their eggs in corners of exterior windows or door frames.) Young jumping spiders emerge from the egg sac looking like miniature versions of their parents. They molt and grow into adulthood. Special Behaviors and Defenses As the common name suggests, a jumping spider can jump quite far, achieving distances more than 50 times its body length. If you examine their legs, however, youll notice that they are not strong or muscular in appearance. Rather than relying on muscle strength to leap, salticids are able to quickly increase the blood pressure in their legs, which causes the legs to extend and propel their bodies through the air. The size and shape of jumping spiders eyes give afford them excellent vision. Salticids use their enhanced sight to their advantage as hunters, employing their high-resolution vision to locate potential prey. Some jumping spiders mimic other insects such as ants. Others are able to camouflage themselves to blend into their surroundings, helping them sneak up on prey. Insects and spiders with heightened visual acuity often engage in elaborate courtship dances to attract mates, and jumping spiders are no exception to this rule. Sources Borror and DeLongs Introduction to the Study of Insects,  7th edition, by Charles A. Triplehorn and Norman F. Johnson.The Insects: An Outline of Entomology, 3rd edition, by  P. J. Gullan and P. S. Cranston.  Family Salticidae - Jumping Spiders, Bugguide.net. Accessed online February 29, 2016.Salticidae, Tree of Life Web Project, Wayne Maddison. Accessed online February 29, 2016.Tales of the Himalaya: Adventures of a Naturalist, by Lawrence W. Swan.

WARD Name Meaning and Surname Origin

WARD Name Meaning and Surname Origin Ward is a popular  last name of Old English and Old Gaelic origins dating back prior to the Norman Conquest of 1066.   The Old English surname Ward has several possible meanings: An  occupational surname for a guard or keeper of the watch, from the Old English weard, meaning guard.A geographical or topographical surname for a person who lived near a guardhouse or fortress.Also possibly as a topographical surname from the word werd, meaning marsh. The Ward surname may also be of Irish origin from the Irish last name McWard and variations such as MacAward, MacEvard, MacEward, and Macanward. It derives from the old Gaelic name Mac an Bhaird, from the prefix Mac, meaning son of and bhaird, a Gaelic word meaning bard or poet. Ward may also possibly be an Americanized form of the French surname Guerin, which means guard. Ward is the 71st most popular surname in the United States. Ward is also popular in England, coming in as the 31st most common surname. Statistics collected in Ireland from the 1891 census peg Ward as the 78th most common Irish surname. Surname Origin:  English, Irish Alternate Surname Spellings:  WARDE, WARDEN, WARDMAN, WORDMAN, WARDS, MCWARD, WARDLE, WARDLOW, WARDALE Famous People With the Last Name WARD ​Julia Ward Howe - best known as writer of Battle Hymn of the RepublicBilly Ward and his Dominoes - successful African-American RB vocal groupAaron Montgomery Ward - founder of the Montgomery Ward catalog and retail storeHines Ward - former NFL wide receiver for the Pittsburgh SteelersM. Ward - American singer, songwriter Genealogy Resources for the WARD Surname 100 Most Common U.S. Surnames Their MeaningsSmith, Johnson, Williams, Jones, Brown... Are you one of the millions of Americans sporting one of these top 100 common last names from the 2000 census? Ward, Wardle, Warden DNA ProjectThe goal of this Y-DNA surname project is to identify WARD family relationships by placing them each within their own unique y-DNA groups, allowing researchers within those groups to work toward discovery of their common ancestor. WARD Family Genealogy ForumSearch this popular genealogy forum for the Ward surname to find others who might be researching your ancestors, or post your own Ward query. FamilySearch - WARD Family HistoryAccess free vital, census, military, and other records, plus lineage-linked family trees posted for the Ward surname and its variations. WARD Surname Family Mailing ListsRootsWeb hosts several free mailing lists for researchers of the Ward surname. DistantCousin.com - WARD Genealogy Family HistoryFree databases and genealogy links for the last name Ward. Looking for the meaning of a given name? Check out First Name Meanings Cant find your last name listed? Suggest a surname to be added to the Glossary of Surname Meanings Origins. - References: Surname Meanings Origins Cottle, Basil. Penguin Dictionary of Surnames. Baltimore, MD: Penguin Books, 1967. Menk, Lars. A Dictionary of German Jewish Surnames. Avotaynu, 2005. Beider, Alexander. A Dictionary of Jewish Surnames from Galicia. Avotaynu, 2004. Hanks, Patrick and Flavia Hodges. A Dictionary of Surnames. Oxford University Press, 1989. Hanks, Patrick. Dictionary of American Family Names. Oxford University Press, 2003. Smith, Elsdon C. American Surnames. Genealogical Publishing Company, 1997.

Apple Company Analysis Essay Example | Topics and Well Written Essays - 2250 words - 1

Apple Company Analysis - Essay Example The paper tells that Apple Inc. is the producer of the iTunes software program that is used to store and play music in one place. The company’s clients are varied with respect to the variety of products, for instance, educators, business organizations, and daily basis customers. Owing to its wide range of products, the company has the capability to target a wide range of customers, with most sales being conducted online and a host of others from direct sales, retailers and the company’s retail shops. The company has current operations distributed all over the world; in the United States, Japan, Europe, Asia Pacific and some parts of Africa. On April 1, 1976, three men, Steve Jobs, Steve Wozniak, and Ronald Wayne co-founded Apple Inc. The company did not receive immediate attention in the market but until 1984 when the company introduced the Macintosh computer. Jobs and Wozniak left the company in 1985 in pursuit of other goals. The company went ahead with the release of new computer models that were unique in style and more portable as opposed to other computer models. Even with these improvements, the company could not cement its position as a dominant computer manufacturing company across the globe and in 1997, one founder Steve Jobs rejoined the company when it was losing huge sums of cash. Apple released the iMac in 1998 and immediately gained profits with increasing market share thus turning the downward spiral of the company around. Apple’s revolution of the digital music distribution came with the introduction of the iPod in 2001 along with iTunes and in 2007, the company expanded its scope of production and entered the smart-phones world when it released the iPhone. Today, Apple is among the leading innovators in computer hardware and software, phones and a host of digital portable devices.

The Mountain Meadows Massacre Research Paper Example | Topics and Well Written Essays - 6500 words

The Mountain Meadows Massacre - Research Paper Example The Mountain Meadows massacre was a microcosm for what was happening in America during this time. Since the time of colonial America, the citizens believed that they had a right to take up arms and take the law into their hands as a protest against unjust conditions. This was known as the â€Å"right of the riot† . This belief led to many riots, against negros, Catholics, and anti-abolitionists, as well as riots concerning labor and elections. This was a time of mob rule, where individuals took up arms to put down anybody they did not like, and lax law enforcement enabled this to occur . It was this mentality that led not only to the massacre itself, but to the persecutions that the Mormons faced that made up the justification for the massacres. In the weeks leading up to the massacre, there were a great deal of events that occurred. On July 24, 1857, the Mormons were celebrating Pioneer Day, with speeches and cannon salutes and â€Å"three groans† for the state of Miss ouri . The â€Å"three groans† was a reference to the state of Missouri and how they treated the Mormons – threatening them, subjecting them to rape and beatings, stripping them of their land, imprisoning Smith, and forcing them to leave the state.