Analysis of Personnel Management and HRM Perspectives

Analysis of Personnel Management and HRM Perspectives INTRODUCTION The report has two sections; the first will focus on critically analysing the principals of Personnel Management (PM) and Human Resource Management (HRM) and the similarities and differences between them. Furthermore, John Storeys (1992), Guests (1987), Beer and Spectors (1985) points of difference will be provided and adapted to a Subway franchise. Finally, the appropriate recommendations on how the company could improve its HR procedures. The second will focus on context of Subway Franchisor Corporation which is currently the leading fast food company in the US, winning numerous awards since it was founded in 1965 by a 17 year old Fred DeLuca. It provides nutritious menu choices, flexible food options on its gourmet breads, sauces and toppings. The company also specialises in wraps, tortillas and salads as well as a variety of drinks. According to Subways official website (subway.co.uk), their mission is to supply good quality food and service, and also provide the tools and knowledge to entrepreneurs to gain competitive advantage over other fast food companies. It is important to understand Subways role as a franchisor. This report is not based on an analysis of the Subway Corporation, the franchisor, but rather on an individual Subway franchisee. 1 Personnel Management The history of PM began around the end of the 19th Century; a concept closely connected to the contradiction in relations between companies and their employees. It is believed that PM evolved through phases: Welfarist (until 1920s) Characterised by an emphasis on the provision of welfare facilities and efforts made to create the ideal factory (Cumming, 1993, pp.4-5). Personnel Administration (1930s) In the form of recruitment, basic training and record keeping (Armstrong, 1996, p.32). Development (1950s) Management of employee relations becomes the critical contingency factor of PM due to the rise in TU membership and collective bargaining. A wider range of personnel services were provided (Armstrong, 1996). A broad definition of PM is a function concerned with putting in place, the processes and procedures to make sure the organisation has the right staff at the right time so it can operate at a very basic level. Similarly, Cole (2002) describes PM as the function of management that has to deal with the recruitment, employment, training, redeployment, safety and departure of employees. 1.1 Functions of Personnel Management PM tries to maintain fair terms and conditions of employment, whilst efficiently managing day-to-day, personnel activities at the operational level. Heavily based on administrative tasks; It involves hiring and developing employees so that they become more valuable to the organisation. More specifically, the functions of PM are identified by Armstrong (1996) in Appendix 1. In broader terms, the functions include:- Conducting job analysis, recruiting and selecting and handling promotion internally. Training based on legal requirements of Health and Safety procedures, risk assessment. Remuneration: making sure the correct wage/salary is paid at the right time (Cole, 2002). Providing benefits and incentives. Appraising performance, resolving disputes in the form of grievance and discipline. Monitoring absences and sickness using techniques such as the Bradford Factor (identifies the number and patterns of absences). Redundancy: administration of and dismissal procedures (Cole, 2002, p.26) 1.2 Advantages and Disadvantages of Personnel Management Identifying people as the central function of an organisation which need controlling and allocated effectively (Bach, 2005), is the key advantage of PM as it is essential to the survival of the organisation. As previously mentioned, personnel managers can identify staffing gaps and assign the right number and type of people the organisation needs, (Armstrong, 1996, p.28). Furthermore, it is a very methodical. There are clear ideas of what has to be done in certain situations implying that there is transparency and consistency in the way individuals are treated. The advantages of PM may however also have negative implications. For example, Maslow (cited in Strage, 1992) identifies that individuals are different with different needs. The model is inflexible and standardised, dealing with each employee and every organisation in a certain way. This may not be appropriate for all employees or organisations. PM has often been described as routine and very process driven. This may be ideal for large organisations however not for smaller firms. The process is costly and time consuming to manage effectively. Finally, the culture and individual values of the workers are not considered, along with the adversarial relationship (the wanting of different things) between workers and management. 2 Shift from Personnel to HRM In the 20th Century there was a broad discussion whether or not HRM represents a fundamental change in people management or it just a phase of PM (Beardwell and Claydon, 2004). Some theorists emphasised a transformational shift from PM to HRM (Spector, 1985). Tyson and York (1993) believed that people are a businesss most important resource and that the achievement of organisational goals depends mostly on this. At the same time others believed that HRM was just a next step in PM development caused by historical and environmental factors (Bach and Sisson, 2000). It was stated that in PM, employees are seen as a variable cost, while HRM shows that they are a variable asset to the organisation. However, some theorists argued that change in name didnt bring a change in reality, therefore HRM was described as an old wine in new bottles (Armstrong, 1987) and as a wolf in sheeps clothing (Keenoy, 1990). Theorists tried to answer these questions by identifying similarities and differences between two approaches of people management. Legge (1995) identifies following similarities:- Both emphasise the importance of integration. Both linked employee development with the achievement of organisational goals. Both sought to ensure that the right people were in the right job. Both gave the responsibility of people management to line managers. 2.1 Beardwell and Claydon Model (2007) In contrast, Beer and Spector (1985), Guest (1987) and Storey (1992) compared the models and identified several points of difference which are summarised in a single model developed by Beardwell and Claydon, (2007, p.13). It examines differences between them in 5 perspectives seen in Appendix 2. 2.2 John Storeys Model (1992) Another model, underlying the previous one was made by John Storey, who identified 27 differences between PM and HRM. These points are grouped into four categories: beliefs and assumptions, strategic aspects, line management and key levers (Appendix 3). 2.2.1 Advantages Clearly identifies the differences between the two. Shows consideration to organisational culture, strategies, leadership. Identifies a two dimensional map: interventionary/non-interventionary and strategic/tactical (Armstrong, 1996, p.62) 2.2.2 Limitations Companies often combine both approaches and therefore cannot be characterised under just one. Organisations beliefs and assumptions as these are often invisible and non-tangible (Beardwell and Claydon, 2007). 3 Human Resource Management HRM presents a variety of different styles and models. Storey (1989) identifies its two types: hard and soft. Later, Michigan Business School (MBS) and Harvard University developed two different basic models, which have been very influential in the interpretation of HRM (Beardwell and Claydon, 2007): Matching model associated with a hard approach and Harvard model, in connection with soft. These two particular models underline the two main concepts: Matching model became a basis of best-fit school of Strategic Human Resource Management (SHRM), whilst Harvard models ideas contributed to best-practice approach. These will be discussed further. 3.1 Soft/Hard approach to HRM The hard approach stresses the importance of close integration of HR policies, and activities and systems of business strategy. Also, the emphasis is placed on cost-reduction strategies (Schuler and Jackson, 1987). Furthermore, it detects the strong from the weak i.e. those whose attributes and skills help the company to achieve strong strategic positioning and competitive advantage. The soft approach recognises employees as valued assets to attain competitive advantage through their commitment, high quality, adaptability, performance and their skill set. Employees are proactive through collaborations and participation. Soft and hard approaches are very contrasting especially when implementing a single approach. Soft and hard approaches show an obvious gap between what would be characterised as rhetoric and reality. 3.2 Matching Model The model is developed by MBS (Fombrun et al.,1984). It shows an interconnection between different environmental forces (political, economical, cultural), business structure and strategy and HR policies and practices. It emphasise a close relationship between the last two (Appendix 4). The model is associated with a hard version of HRM that is characterised by using HR in order to meet business objectives. Two basic assumptions form a model (Beardwell and Claydon, 2007): Effective way of people management is not universal: it depends on the particular organisation. Employees should follow the same business views as managers and the owners in order to maximise organisational performance. 3.2.1 Advantages Takes into account the influence of external factors on an organisation and its HR polices. Emphasises tight fit between HR and business strategy that leads to competitive advantage (Beardwell and Claydon, 2007, p.7). 3.2.2 Disadvantages Business level strategy and HR strategy could not be linear (Bratton and Gold, 2001). Fails to generate employee commitment (Purcell, 1995, cited in Storey). Excessive fit could be a disadvantageous to achieving goals (Boxall, 1996). 3.3 The Best-Fit Model Best-fit model belongs to contingency school of SHRM that explores the link between stages of organisational development, strategy, HRM policies and practices (Boxall and Purcell, 2000). There are several best-fit models: life-cycle model (Kochan and Barocci, 1985), competitive advantage models (Schuler and Jackson, 1987 and Miles and Snow, 1984) and configurational perspective (Marchington and Wilkinson, 2002; Delery and Doty, 1996). 3.3.1 Life-Cycle Model The model matches HR policies and practises with the stage of organisational life-cycle (Appendix 5). In the start-up phase, HR polices should be flexible and attract talented and skilled employees. The growth stage should have more formal HR procedures, efficient management and organisational development. The maturity stage is characterised by cost control, HR strategy and, finally, in the decline stage, the company shifts to rationalisation with a reduction of workforce and redundancy implications (Kochan and Barocci, 1985). 3.3.2 Competitive Advantage Model The model links HR systems and organisational strategy. Porter (1980) argued that firms could follow only three generic strategies: cost leadership, differentiation or focus strategy. Schuler and Jackson (1987) matches these with a firms HRM polices (Appendix 6). The emphasis shifts from long-term focus, coordination and broad career path under the innovation strategy to fixed job descriptions, immediate focus and continuous training under quality enhancement and to short-term focus and minimal level of training under the cost reduction strategy (Schuler and Jackson, 1987). Miles and Snow (1978) classify companies into four distinct strategic groups (defenders, prospectors, analyzers and reactors) and base their response to three major problems: entrepreneurial, engineering, and administrative. Their competitive advantage framework (Miles and Snow, 1984) links three of these strategies with firms HR practices (Appendix 7). Application of their model to the organisation increases busi ness performance. 3.3.3 Configurational Model Contingency school was criticised for its lack of sophistication, because of its attempt to relate only to one variable. Configurational model is a more complicated approach that focuses on multiple independent variables that effect HRM strategy. This approach represents non-linear synergistic effects and higher order interaction to maximise performance of the company (Delery and Doty, 1996, p.808). The model emphasises internal congruence with organisational systems such as management style, finance and culture (Paauwe, 2004) as well as their vertical integration with strategic configuration (Marchington and Wilkinson, 2002). 3.3.4 Advantages of Best-fit model Analyses the influence of external environmental factors on organisation and its HR practises. Emphasises congruence and coordination between internal HR practises (Delery and Doty, 1996). Matches HR system with strategic management processes (Schuler and Jackson, 1999). 3.3.5 Disadvantages of the Best-fit model Ignores unique characteristics of individual businesses that could be the main source of competitive advantage (Beardwell and Claydon, 2004, pp.48-49). Ignores employee interests. Simplicity of classical approach in describing competitive strategies. Lacks sufficient attention to dynamics (Boxall, Purcell, 2000, p.187). 3.4 Harvard Model The soft approach Harvard model described by Beer et al. (1984) provides one of the first major statements on how managers should practise SHRM (Appendix 8). The analytical framework consists of six basic components: situational factors, stakeholders interest, HRM policy choices, HR outcomes, long term consequences and a feedback loop through which outputs flow directly into the organisation and to the stakeholders. It is associated with the goals of flexibility and adaptability and implies that communication plays a central role in management (Storey and Sisson, 1993). 3.4.1 Advantages Recognises and incorporates a range of stakeholder interests (Armstrong, 2003) Recognises the importance of trade-offs. Widens the context of HRM to include employee influence, the organisation of work and the associated questions of supervisory style (Armstrong, 2003). 3.4.2 Disadvantages Fails to show corporate or business strategy as key determinant of HRM strategies and polices (Tyson, 2006). This model does not explain SHRM functions in a detailed way (Loosemore, Dainty and Lingard, 2003). 3.5 Best Practice: High Commitment Models These models are tools which are used to enhance companys overall performance in improving employee spirits, behaviours, lowering labour turnover and absenteeism. The aim is to improve productivity, encourage high levels of expertise, and enhance quality and efficiency (Claydon et al. 2004). There are two approaches: the best practice SHRM and universalism. The best practice according to Guest (1989) has four objectives: strategic integration, commitment, flexibility, and quality. These objectives mentioned are required to achieve:- High job performance, Good problem solving among employees, Flexibility Lower employee turnover Another model is Pfeffers (1994): 16 HR practices for competitive advantage through people, later changed to seven practices for building income by putting people first (Appendix 9). This type of model signifies that HR enables organisations to adapt and innovate to gain a competitive advantage. With the universal approach, the concern is with how close organisations can get to the ideal of practices, (Claydon et al. 2004) the assumption being that the closer a company gets, the better the company performs. Other best practice models vary depending on the relationship of organisational performance. This can be seen in Appendix 10. Limitations of best practice models are: difficulty in determining whether or not the HRM practices lead to enhanced organisational performance or whether it is the current financial position which leads to increases in performance. It is also very difficult to determine how organisations with tight financial control operate within highly competitive markets and how they can invest in some of the HR practices advocated in the best practice models (Storey, 1995). Other limitations include: improved performance through efficiency and its tight financial control could be associated with the hard HR policies as mentioned in Storeys 27 points of differences. According to Boxall and Purcell (2003) high commitment models tend to fudge the question of pluralists goals and interests (Boxall et al, 2003) which has also led to negative comments of how best practice models assist with the organisations overall performance. 4 Subways Approach to Human Resource Management/Personnel Management In this part we explore and critically evaluate Subways Leicester based franchisees HR practises and procedures and assess their PM and HRM characteristics. Mannys Classic Subs Limited is a typical example of Subway UK based franchisee. HR practises in this company are conducted by the HR manager and Managing Director (MD), which include planning, advertising, interviewing, recruitment and selection, disciplinary procedures, training, payment and wages review, rewards system and retention. Some fundamental HR procedures are communicated from the head office; however, the way in which they are implemented depends on the management of individual franchisees. In this particular firm HR procedures are still being developed. 4.1 Role perspective There are several top management roles such as the MD, Restaurant Managers, and Company Secretary. These are however, not clearly defined. When looking at lower roles: within the stores themselves, there is a high level of specialisation. The specific roles include: Sandwich Artist involves customer service, paperwork accuracy, cash register, equipment usage, product preparation and taking phone orders. Shift Leader involves supervision of sandwich artist, deals with customer complaints, delegating work, enforcing policies and dealing with staffing issues. Assistant manager involves hiring, training and supervising procedures, weekly inventory and paperwork, food service certification, service counter marketing (Subway Operations Manual, 2009) According to Storey (1992) and Guest (1987), characteristics of PM can be seen at the lower levels and HRM at the top levels. It can however be said that the level of standardisation is high in general. This is because strict guidelines are passed down from the corporate Franchisor to each Franchisee in relation to its operations. In addition to this, communication throughout the company is direct in reference to HR approaches. This could be associated with the size of the company and with the stage within its life cycle. This company has 46 employees and therefore classified as a small firm. In addition, Subway is in the growth stage because it was established two years ago and its market share is still growing. 4.2 Training and Development A two week training program, in the corporate headquarters, in management, book-keeping and personnel procedures, is offered to new franchisees. Plus an additional 34 hours of job training at a nearest subway (Subway Staff Handbook, 2009). In contrast, staff training is provided by the local managers or supervisors however, when training employees in first aid, they are sent in groups to St Johns Ambulance to attend a four day training course in advance first aid. Preliminary courses are also organised before sales training. This way of controlling access to courses when training staff relates directly to PM. Furthermore, the Subway Staff Handout (2009) states that employees could be sponsored to obtain relevant qualifications that may be beneficial to their development within the company. 4.3 Recruitment and Selection The recruitment processes within Subway include e-recruitment (company website), job fairs and word-of-mouth from current employees. They clearly identify what they want from candidates especially in relation to punctuality, accuracy, communication, ability to take direction and follow rules and most importantly, customer friendliness. The selection process begins once the company has received candidates applications. The HR manager identifies the key characteristics of a candidate for example, age, availability and previous work experience. On the second stage of selection, the HR manager selects appropriate candidates for a telephone interview to discuss in detail the requirements of the role. The candidates that match the companys criteria are then invited to a face-to-face interview; ultimately leading to the selection of one candidate and the signing of the contract. The company contract is simple and generic as it applies to most employees. All requirements included within this contract are clearly stated implying a personnel approach. 4.4 Employment relations Managers treat employees according to the business needs. The main focus is on company stakeholders especially customers, who they believe is the heart of their business (Kang, 2009). Internal relationships between staff are fundamental to the company. If conflicts occur, they are de-emphasised and the main role for management is to manage climate and culture. This is a reflection of the HR approach. 4.5 Monitoring and Control Subway adopts a personnel approach to monitoring its employees so that all procedures and regulations set by senior management are followed. The monitoring system used is called KADCAM which ensures every transaction is processed accordingly and any errors within the process line inform the manager that employees are not following the rules. 4.6 Pay and Rewards Wage starts at  £7 per hour for all staff apart from store managers, after a trial period. These are then reviewed annually and depend upon company results and in accordance with the HR approach; pay is also based on individual performance. Company policy also includes promotion for suitable candidates with an appropriate level of experience and essential competencies (Subway Staff Handbook, 2009). CONCLUSION The first section of the report critically analysed PM and HRM and evaluated the similarities and differences between the two approaches. It was identified that PM sees employees as a cost and the objective is to minimise this. In contrast, HRM approach argues that people are a valuable asset and its practices are aimed to increase the employees commitment. They allow for HR policies to fit company strategy and ensure the company maximises business performance. In the second part of the report Subways approach to people management is analysed using comparative frameworks by Beer and Spector (1985), Guest (1987) and Storey (1992) and identified features of both personnel and HRM approaches in Subway. RECOMMENDATIONS According to the companys life cycle which is at the growth stage, and strategy involving maximising return on investment and providing excellent customer service (Subway Staff Handbook, 2009); they have relatively appropriate HR strategies in place. However, in order for them to adapt to the changing dynamic environment, they could improve and develop some of their procedures. From speaking directly with staff at the franchise, it was identified that the employees are given a high level of empowerment. When management first implemented this, staff members were allowed to give out free upgrades but werent given appropriate instructions on procedures. It is recommended that management provides training and supervision (in the form of instruction booklets) before employees are empowered. Subway currently closely controls its staff, but it could shift from PM, monitoring approach to nurturing in order to build trust between the company and its employees. As this franchise in particular is in the development stage, some HR procedures such as rewards and promotions are not clearly identified yet. The company could improve this in order to increase enthusiasm within employees, thus leads to achievement of organisational goals. Subway already emphasises the importance of teamwork however this can always be improved and develop for example by the use of team building workshops. They could also have an additional rewards set for teamwork as opposed to just individual rewards. Finally, rate of pay is fixed as there is no difference between weekend and week pay. Separate teams are allocated to work weekends and mid-week. With a separate team just working on the busier weekends, dissatisfaction may occur. In compliance with other fast food companies within the UK, a recommendation would be to increase the hourly pay rate for the members that work on the weekends. REFERENCE LIST Armstrong, M. (1987) Human resource management: a case of the emperors new clothes?, Personnel Management, 19(8), pp.30-35 Armstrong, M. (1996) A handbook of Personnel Management Practise 6th Edition, Kogan Page Ltd, pp.27-63 Armstrong, M. (2003) Human Resource Management Practice 9th ed. 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Dracula Extension Speech

From the ability to change physical form to a blood-thirsty nature society has always been morbidly fascinated with the concept of Dracula. It has not only seduced literature such as Bram Stoker’s Dracula but also infected mainstream music and film industries. Many composers have expanded and appropriated much of the vampire genre such as Francis Ford Coppola’s Dracula and Slayer’s Bloodline. The ideas surrounding vampires has been of good versus evil, the nature of religion and immortality.It is due to these notions which allow us to assess the visual and literary techniques, and context of these texts where vampires have long grasped the general population’s interest. Bram Stoker’s Dracula deals with the concept of vampirism in a ‘black and white’ view. The main antagonist is seen as a demonic monster that defied the status quo and attacked the innocent. Stoker purposely uses the technique of writing the novel in first person of every character except for Dracula creating a sense of mystery and foreboding, as the characters and readers themself is uncertain about Dracula’s true nature.However, the reader is hinted that Dracula is characterised as a sinister monster by small occurrences such as his feeding of a young child to the three vampires where Jonathan recounts, ‘there was a gasp and a low wail, as a half-smothered child†¦ I was aghast’. This scene in the early chapters of the book highlights the inhumanity of Dracula where Stoker demonstrates that this character is not only evil but also void of any morals. However in later appropriations, the monster is no longer seen as pure evil, but in fact has the ability to be more humane.In Coppola’s Dracula the opening scenes showcase the creation of Dracula, demonstrating the transition from human to monster. Not only does this allow the audience to understand the existence of this monster but also empathise with this creature, blu rring the lines between good and evil. However the audience is still reminded that Dracula is still an evil monster despite him being given the human capacity of love as he feeds the three vampires a baby and says ‘Yes, I too can love. And I shall love again.    Despite this, Slayer’s Dracula sticks with the original characterisation of Stoker’s Dracula. The imagery that is used throughout Bloodline heavily coincides with the gothic motifs of vampirism such as ‘Blo11od fests’ and supernatural nocturnal manifestations such as ‘Night hides’ and ‘hunting packs. ’ Both Draculas are also void of human emotions and only seek to infect and destroy human lives. This is outlined when Stoker’s Dracula goes to England and attacks the innocent, where he forces Mina to become a vampire ‘flesh of my flesh’ by drinking his own blood as revenge to the slayers.This inhumane nature of Dracula attacking the innocent is al so portrayed throughout the chorus of Bloodline, ‘I'll kill you and your dreams tonight†¦Bleed your death upon me, Let your bloodline feed my youth. ’ Symbolism is a significant link between Stoker’s, Coppola’s and Slayer’s Dracula. Stoker and Slayer’s Dracula represents the anti-Christ, a forbidden entity which engaged readers from the repressed Victorian Era. It is through this symbolism that Dracula is portrayed as a supernatural evil where Stoker’s Dracula is repelled by any holy relics such as the crucifix.The believed ulterior motives of Dracula is made apparent by Slayer’s Dracula as he feels â€Å"Betrayed eternally’ by God and seeks to inflict his pain onto others as he chants ‘‘I’ll rip inside your soul, contaminating the world, defying God and son. ’ This strong inclination demonstrates the extent of how evil Dracula is and that his chosen actions are done to be the twisted paral lel of God’s. In addition, Dracula’s blood consumption in all three texts acts as a perverse parallel of the Holy Communion as it is gruesomely similar to Christian believers who re-enact the ‘drinking’ of Christ’s blood.However Dracula’s strength comes from consuming people’s blood rather than giving it freely, as Renfield suggests, ‘The blood is the life! ’ in an epiphany whilst undertaking his sadistic experiments. This is evident as Stoker’s and Coppola’s Dracula grows stronger as Lucy’s health continues to deteriorate after his feeding on her. However society’s fascination is not based purely on the occult of the vampire but rather the more alluring attribute of being immortal. Stoker’s Dracula represents a creature that does not age nor fall ill, aspects which society today continues to strive to obtain.Thus a time limit is of no great significance to Dracula as he continues his att acks on turning many innocent people into vampires and in turn, inflict the same curse onto them as he states ‘My revenge has just begun! I spread it over centuries and time is on my side. † Similarly, Slayer’s Dracula also deals with the concept of immortality where he also feels the desire to attack innocent people as he states ‘I will live forever†¦ in my veins your eternity. ’ Both these characters are obsessed with turning masses of people into their own kind with the knowledge that immortality comes at a grave rice- a trade up for the soul. This price however is acknowledged by Coppola’s Dracula as he cannot bring himself to completely turn Mina due to his feelings for her. This decision allows the audience to empathise with Dracula as he is given a human emotion of compassion where he cannot bear to let Mina be cursed to live a life of being hated, feared and soulless. This is shown during the scenes when Dracula has cut open his ve in for her to drink but stops her as he exclaims ‘You’ll be cursed as I am†¦I love you too much to condemn you. Thus the concept of immortality is an object of desire by Mina as she yearns to live eternally with Dracula but this resistance by him allows the audience to witness the little ‘good’ that he has and in turn, demonstrates that society’s fascination of immortality should be viewed as a curse rather than blessing. Throughout the analysis of these texts, it is apparent that the key elements of Dracula are good versus evil, the role of religion and immortality.It is due to these elements which capture our interest in the concept of vampirism where we are continually enticed to delve into the darker realms of an occult and explore the concept of immortality. Stoker’s Dracula as well as its appropriations effectively portrays the possessive nature of this character where there is a dependency on people’s blood for life as well as the ease of manipulating victims into giving their life force which accounts for the obsessive fascination of Dracula.

Good and Bad Experiences Essay

One of the many memorable scenes in Lac Su’s memoir, I Love Yous Are for White People, takes place in Chapter Four. It is the scene where Lac’s father takes his family out to buy their first restaurant meal. I find it a very interesting and hilarious scene. Pa receives some extra food stamps from Uncle Sam, so he decides to take his family out to the restaurant around the corner of their house. Obviously, this is the first time of them eating in the American restaurant; therefore, everything is kind of new for them. Since the only one who knows English in the family is Lac, it is not quite easy for them to order foods. The family has to order food through Lac, or they point at the pictures on the menu to order. Even when the food arrives at their table, which are hamburgers and French fries, they still do not know what those are and how to eat them. Lac’s father even asks him if they need to use chopsticks to eat the hamburgers, and says the other patrons are sav ages when he sees they eat hamburgers with their bare hands. When they are done eating and the bill comes, the father pays the bill with the stamp foods, and it drives the waitress crazy when she keeps explaining to Lac’s father that the restaurant doesn’t take stamp foods but he doesn’t understand what she says. However, when the manager comes to their table to solve the problem, he accepts it. He takes all the stamp foods and twelve dollars cash and jettison the family out. This is a very hilarious scene in the memoir, and I remember this scene the most throughout the whole book. This memoir also examines the emotional and physical damage Pa causes for Lac Su. First, when he notices that Su steals money from the piggy bank, Pa whips Su as soon as they get home. Second, Pa forces Su to take all his clothes off until Su is completely naked. Next, Pa throws Su out in the crowded street to let him feels ashamed even though he insists Pa not to and cries. Then, Pa yells out to the street to make sure everybody notices Su when he’s naked (117). All the neighbors come out to street and laugh at Su. (117). When Pa finally lets Su go back inside, he still lectures Su for two hours and doesn’t care how tired and shocked Su is. In contrast to Lac Su’s life of minimal support, the most supportive person in my life has been my best friend, Trang. I first met her in tenth grade and we have been bestfriends since. She is the same age as me but she is wiser than me and open-minded. She has helped me so much in my  life. She is like my other sister who I could turn to when I have no one beside me. She has helped me make right decisions every time I have to do something important in my life. When I first came to the United States from Vietnam, it was the hardest time for me and she was the one who encouraged me to not give up. She told me to be happy and be positive. Until now, she still always tells me to be positive and stay happy. She is very good at keeping secrets; therefore, I feel like I can tell her everything in my life and expect no one knows about it but her. She also accepts and supports me for being who I am. Sometimes, I get bored and sad, but later, talking to her makes me feel better. She always helps me feel stronger and confident about myself. She was also the only one who helped me choose my major. My parents always wanted me to be a businessman or an engineer, they still do now, but I have never seen myself as an engineer or a businessman. I always see myself as a nurse working in the hospital. So, Trang talked me into pursuing my dream. There are many great and wonderful ways she has supported me.

How religion was affected by Industrialization Essay

How religion was affected by Industrialization The Communist Manifesto Great changes took place in the lives and work of people in several parts of the world, resulting from the development of the Industrial Revolution. Just before the outbreak of revolutionary violence in Paris due to the consequences of industrialization, Karl Marx wrote â€Å"The Communist Manifesto.† He saw this revolutionary violence as â€Å"the opening episode of a worldwide communist revolution.†1 There was no such revolution, however the communist ideals had been brought about and had taken a toll on society. The relationship between economic development and Communist party strength is significant. Also the significance of religion during this period had†¦show more content†¦Large factories began to replace the cottage industry and power-driven machinery was introduced. Before industrialization, manufacturing was done by hand or simple machines where people would work at home. â€Å"Domestic industry and rural handicrafts were interpreted a s a transitional stage between handicraft and the factory and as household manufacture destined for trade, and consequently as an intermediate step between the factory proper as a handicraft.†3 Hard labor was now a matter of the past, and as a result, factories developed as the best way of bringing together the machines and the workers to operate them. Instead of one-man multitasking the production of a single product, hundreds of men completed one task that would be a single step in the production of goods.4 With the changes brought about by the industrialization of textile manufacturing, many new machines had become commonplace at that point in time. â€Å"Industry needed a new, cheap, and efficient source of power and found it in the steam engine.†5 Many new machines were powered by steam. Coal and iron were the two natural resources on which early industrialization largely depended. However, iron making was becoming so expensive that many iron makers quit the industry because of the high costs of production. Abraham Darby brought about a successful way of using charcoal to make coke, which made iron making much more economical and efficient. The two most important industries during theShow MoreRelatedEssay on HISTORY1490 Words   |  6 PagesRainforest Panama Canal The Himalayas The Ring of Fire The Mississippi River The Gobi Desert (10 points) II. Graphic Organizer Fill in the table below about these five major world religions. Do not fill in the shaded boxes. (10 points) Religion Name at least one Holy Text How do you achieve enlightment? Describe their view about the afterlife. 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