ISMG Essay Example | Topics and Well Written Essays - 1250 words

ISMG - Essay Example Atkins, and many others in the MDCM IT department were already aware of this. MDCM, Inc. Strategic IT Portfolio Management, Page 2. During the meeting there were many options made available to the IT department. The IT department would implement new strategies in an effort to cut costs, and save the company money. McMullen has found blame for the companies loss of revenue in the previous five quarters on the IT department. McMullen hired Atkins to begin an assessment of the IT department, and to help the company begin posting profits again as soon as possible. Atkins began his position with an internal audit of the IT department. Some of the options discussed in the meeting were to create a company email. Every personnel who needed to communicate would be given their own email address. With a just one email address for everyone in the company this will filter out possible important information being filtered to the junk folder by the recipients email provider. The company was going t o an overhaul the computer system within the organization. The company was going to update all computers throughout. Every computer would then operate with the same operating system. With the computers operate with the same operating system the computer would be compatible with each other. Currently there are computers with four types of operating systems. The computers are not compatible with each other. ... The company will also create a website. The website will allow customers to order products directly from the site with no need to contact a representative in the organization. The website will allow a customer to leave an email message, and to contact the company if necessary. The company will implement new strategies for the different offices too effectively, and efficiently communicate with one another. The company will cut some of the labor force. The United States division of the company currently has the largest work force. The company will begin to eliminate some of the jobs. Every position the company eliminates will help the company save money. The company wanted to assess the situation, and develop the most effective solution to the company’s current situation. The company will use the savings of cutting some of the positions and appropriate the funds to the Information Technology department. Atkins requested an increase in the budget for the IT department. The compan y found they could not increase the current budget of the IT department without cutting costs elsewhere. The company, Atkins, and the leaders of the IT department have developed the strategy to cut some of the positions and re appropriate the funds to the IT department budget. With the extra funds available to the IT department the company will be permitted to implement the strategies, and recommendations made by Atkins, and other leaders of the IT department. When the company implements one network, this will be beneficial to the company. There can possibly be a strong financial gain to incorporating one network. In having only one network, the associates in France will communicate more efficiently, and effectively. The network will be one, so there will be no compatibility

Buddhism- Critical Thinking Paper Essay Example for Free

Buddhism- Critical Thinking Paper Essay October 3, 2011 Buddhism- Critical Thinking Paper Part One: Origin Buddhism was founded by Prince Siddhartha Gautama. His father the king kept him sheltered from the world. He never witnessed sadness, hungry, pain, or the aging. On four occasions he had visions of people sick, hungry and dying. After having the visions he left his family and his home to go out to experience the world on the â€Å"Great Renunciation†. For six years he had very little to eat or drink. Finally one day while sitting under a fig tree, (Bodhi-tree of wisdom). He was enlightened about the way life should be. He had reached nirvana (the highest level of knowledge). Once he reached nirvana he changed his name to Buddha (meaning: the Enlightened One). Identity Buddha gave the Sermon at Benares to share what he had discovered during his meditation under the fig tree (Bodhi-the tree of wisdom). He thought the Four Nobles and Eightfold Noble Path. His belief was if you stopped desire you would not suffer. You can obtain what is called the Middle Way when you use moderation. This is to keep you from desire. Meaning The meaning of Buddhism is to find inner peace. To be removed from life’s desires. Morality There is a sense of morality in Buddhism. It is taught not commit adultery, or to steal, or to lie. They look at stealing and adultery as somewhat the same. To commit adultery is like stealing someone else’s partner. Destiny The destiny for a Buddhist is to reach nirvana, totally enlightened and to be wise about life. Buddhism- Critical Thinking Paper Part two: Origin Buddhism was founded by an Asian prince who was on a six year quest for knowledge and wisdom. Christianity was created by God though his inspired words, through prophets and the teachings of Jesus. Identity Buddhism’s identity is peace and wisdom.

Disciplinary Actions From the Employee Perspective

Disciplinary Actions From the Employee Perspective Background to the Study Managing a group of people in a workplace is a complex task. Organizational leaders are familiar with the complexities that are innate in handling an organization. An example of a difficult inevitable occurrence in managing an organization is conflict. It represents a struggle between two opposing ideas. With this existence, conflicts between a manager and an employee are most likely a continuous encounter in the workplace. Ensuring a sound relationship between the management and employees depends upon how it is regulated by the manager. One of the conditions for maintaining such relationship is that employees should uphold a particular performance and behavioral standards. (Jegadeesan G, 2008). Should the employees do not comply with these standards, it is assumed that disciplinary measures are enforced to improve their performance and maintain the healthy relationship. However, if the employees do not agree with the manner of implementing disciplinary actions, it can have an adverse effect on the rapport between the manager and the employees. It is believed that the most unpleasant role of an organizational leader is to institute a disciplinary action to an erring employee (Franklin and Pagan, 2006). Although the goal is to modify the employees undesirable behaviors, their decisions are often subjected to opposing personal interpretations. At STI, the organizational relationship is directed by the general policies provided by the STI Educational Services group to its member schools through the school administrators. A disciplinary action is instituted to employees who failed to meet the rules, meriting the imposition of a penalty. The schools disciplinary guideline values the use of a progressive and positive discipline, which aims to correct the behavior of its employees. It is imposed to the offending employee after the disciplinary committee has made their final verdict. In my experiences as a member of the disciplinary committee, I have observed that employees, whether they are recipients or observers of disciplinary actions, have various opinions with regard to our disciplinary practices. These opinions need to be examined and scrutinized in order to identify possible disorders that may complicate the organizational stability. Nature of the Problem It is the purpose of a disciplinary process to preserve a healthy relationship between employees and managers for an organization to perform well. Both parties are expected to abide by the prevailing regulations. Disciplinary policies are in place to serve as a guide to an orderly conduct in the workplace in order to achieve the organizational goal. (Gatchalian and Lumiqued, 2005). The situation in which the employee commits misbehavior may vary in the same way that the manager may also handle an individual situation in different ways that is commensurate to the situation. However, the method in which the manager executes the disciplinary action may produce various opinions from the employees. It can go with or contradict with the managers perception. These opinions should not be taken for granted for it may result to future problems in the organizational relationship. The credibility of the disciplinary process should be maintained in order to preserve the strong rapport between the manager and the employees. In order to verify the credibility of the process, it is necessary to identify the perspective of the employees about the disciplinary process. While several studies have been made about proper control of employee misconducts, little is known about how disciplined employees react about the implementation of the disciplinary systems. (Greer and Labig, 1987). It is on this premise that I am convinced to explore this topic more extensively using a qualitative method to examine how disciplined employees actually think and feel about the discipline experiences. This study will consist of the exploration and description of the employees experience of disciplinary procedures at STI College Koronadal City Inc. After determining their views, problem areas will be identified for use as basis in improving disciplinary practices in the workplace. Statement of the Problem General: How do employees view the disciplinary process at STI College Koronadal City Inc.? Specific: What are the disciplinary practices implemented in the workplace? What are the different opinions of employees about the way the disciplinary actions are implemented? What are the preferences of employees in relation to the process of investigating employee misconduct? Significance of the Study For the school administrators, the information from this study can be used in identifying the loopholes and problem areas in developing a strategic plan for the improvement of employee discipline practices in the workplace. For the supervisors/managers, The information from this study can be used to direct the choice of relevant strategies to be implemented. For researchers, the result of this study will also add to the current facts and provide a general source for further research on the topic. Scope and Limitation of the Study This study will use the exploratory method to describe the views of employees about the disciplinary practices at STI College Koronadal City Inc. The reactions will be measured primarily through interviews and document reviews. It will be limited to rank and file employees. Such constraints will permit the researcher to employ a thorough exploration of the problems abovementioned. Chapter 2 Review of Related Literature Employee Discipline Despite the motivational training programs and development of positive work settings, it is believed that not all employees perform according to the acceptable behaviors set by the organization (Hughes, and Tomkiewicz, 1992). The occurrence of organizational misbehaviors is dependent on the opinions of employees towards the organization. If they believe that their organization is fair, it is unlikely that employees will commit misbehaviors (De Schrijver, Delbeke, Maesschalck and Pleysier, 2010).Discipline is an action that must be constantly exercised to rehabilitate employees misbehavior due to violation of work policy and standards. Disciplinary guidelines are used for maintaining the work standard that must be imparted to employees through proper communication. Employee disciplinary processes has transformed over time. In the pursuit of improving these practices, it has evolved from the traditional to the modern systems. The traditional autocratic imposition of punishment has transformed into new methods, where the non-compliant employee is given a chance to improve his behavior. Progressive and positive discipline is one of the modern disciplinary systems that use counseling instead of penalty. Its primary goal is to help the employee acknowledge the faults in his or her performance and is given the chance to improve it. (Chimezie, Osigweh, and Hutchison, 2006). Disciplinary Practices One of the most significant functions of a manager is to make disciplinary decisions. Most managers possibly consider that it is biased to discipline employees for outcomes over which they have no control. The probable significant factor in the decision-making process is attributions, which possibly of particular importance to the managers who value fairness. (Judge and Martocchio, 1995). Managers employ varied procedures in making their decisions when addressing disciplinary cases. By employing a policy-capturing approach, Klaas and Wheeler (1990) pointed out three factors that have possible contribution to the cause of disciplinary problem such as managerial provocation, personal problems and tenure. Environmental occurrences such as economic, institutional and hierarchical were also considered. It was found out that the institutional factor has the largest effect on personnel managers decision. On the other hand, personal problems, tenure, and the economic implications of the decision had more limited influence on managerial decisions. Using the same approach, the results of another study made by Klaas and Wheeler (1992), showed that there is a relative importance of the social and institutional standards to the disciplinary decisions made by supervisors. The findings were based on the six factors used as basis in making disciplinary decisions. These factors were i dentified as performance decrement, documented warning, waiver, tenure, past performance, and the manner of the employee. The effects of these factors were scrutinized to gather perceptions as to the extent to which key social and institutional standards influence disciplinary decisions and subsequently develop nascent rights for employees. For Franklin and Pagan (2003), their study on the variation in the practice of employee discipline, showed that issues such as sector, existence of unions, human resource department support have impact on the managers decision in choosing disciplinary approaches on the assumption that the organizations uses consistency in their use of disciplinary actions. The existence of some of the abovementioned issues motivate the managers to conform to formal disciplinary policy. In another study, Franklin and Pagan (2006) posited culture as an influential factor in making disciplinary decisions. They presented two groups of factors that have causal effects on discipline practices: Tangible and intangible factors. The former describes the formal practices the organization wishes to follow and the latter provide indications why informal strategies appear as successful practices for getting things done. A recommended hypothesis using the idea of organizational culture was suggested to confirm the validity of the supposed influence of culture on decisions pertaining to employee discipline. Disciplinary Experiences in the workplace Greer and Labig (1987) stated that limited researches were made about employee reactions to disciplinary actions. Their exploratory study about employee reactions to disciplinary actions revealed that the manner in which the disciplinary action is instituted seems to greatly influence emotional response and affect the manager-employee relationship. The foregoing positive relationship will seem to deteriorate due to the implementation of a disciplinary action. However, when the discipline is instituted in a pleasant way, it is unlikely that adverse employee reactions will occur. In a qualitative study made by Atwater, Leanne E., Waldman, David A., Carey James A., and Cartier, Priscilla. (2001), on recipients and observers of disciplinary process, results showed a positive perception about discipline from the two categorized groups but they may also lose respect for the one who instituted the discipline, following development of negative attitudes towards the organization as a result of the discipline. They have also the tendency to regard the experience as unfair, when it is used for informal rather than to formal rule violations. In the exploratory study using the internal dynamics of disciplinary process made by Rollinson, Handley, Hook and Foot (2007) about The Disciplinary Experience and its Effects on Behavior, it was tentatively concluded that half of those formally disciplined will internalize the rules and the other half have the inclinations of breaking the rules. These behaviors were said to be caused by first; conditioning by punishment paradigm, where punishment stimuli is ineffective in influencing the behavior. The second cause is attributed to the managerial styles that have created impressions of motives of retaliation on the disciplined person. Suggestive Definition Alternative Investigation : refers to other possible choices in conducting inquiry Process about disciplinary problems. Causes of Misbehavior : refers to the reasons why a an organizational misbehavior is committed. Discipline : refers to the state of employee self-control and orderly conduct observed in an organization. Disciplinary action : refers to the act of implementing a corrective measures to an employee who has committed an organizational misbehavior. Disciplinary attitudes : refers to the outlook of an employee towards discipline. Disciplinary experiences : refers to an exposure or observation of a person to a disciplinary action. Disciplinary process : refers to the period between the recording of misbehavior and the decision at a disciplinary committee hearing. Organizational Misbehavior : are actions by organizational members that violates the organizational and social norms. Progressive discipline : a procedure in which harder penalties is implemented for repeated disciplinary misconducts. It usually starts with an oral warning, then written warning, followed by suspension and finally dismissal. Chapter 3 Research Design This study will use a phenomenological research method to present and interpret the data which will prevent and control possible biases. It will explore and describe the employees experiences of disciplinary procedures at STI College Koronadal City Inc. A literature review of on the views of Employee Discipline, and studies about Disciplinary Practices and Disciplinary Experiences in the workplace will be done. From this review, this study will identify the premise of the disciplinary process which will form the bases of the questions for the interview. The opinions of employees about progressive disciplinary approach such as warning, reprimand and suspension will be given emphasis. Moreover, pertinent data sources such as STI disciplinary rules, government legislations and observations made during interviews will also be considered. Locale of the Study The study will be conducted at STI College Koronadal City Inc. because the respondents are employees of this educational organization. It runs under a franchising agreement with the STI Educational Services Group. The organization started its operation as an education center in 1998 and became a full college in 2009. This organization has two branches; the main branch is located at Koronadal City and the other at Tacurong City. Currently, it has 70 employees and more than a thousand students in both TESDA and CHED Programs. Respondents and Sampling The respondents of the study are those employees holding the rank and file positions who are recipients and observers of the disciplinary procedures practiced in the organization. Since these employees are not in managerial positions, they are normally susceptible for exposure to the disciplinary process. The views of employees about progressive disciplinary approach such as warning, reprimand and suspension will be given importance in the study. Data Collection Strategies The primary instrument to be used in this study will be an interview protocol which I will develop. Two employees who have experiences of disciplinary procedure and two employees who are observers of the disciplinary procedure will be invited to an interview. The questions will be open-ended so that it will lessen any guiding of the participants responses. There will be reminders to be prepared for the questions to guarantee that detailed idea of the research questions will be addressed. Important data sources will also be considered for the purpose of the study, such as document reviews and field notes recorded from observations taken during the interviews. All interviews will be recorded using an MP3 recorder. Individual recorded interviews will be extracted from the MP3 recorder and then electronically stored into a computers hard drive. Folders will be created with proper labels which will contain the individual recordings. After each interview, the recordings will be played and then transcribed. Field notes will also be transcribed and stored in the same manner as the recorded audio interviews (Groenewald, 2004). Data Analysis Initially, the data will be recorded using an interview protocol. The audio recordings of the interview will be repeatedly played and then transcribed and reviewed to get the main idea. The interesting information in the interview will be analyzed to determine its underlying meaning. Ideas will be noted and will be transformed into themes which reflect their meaning. This process will be repeated for all interviews. Similar themes will be compiled and grouped together (Groenewald, 2004). References: Atwater, Leanne E., Waldman, David A., Carey James A., and Cartier, Priscilla. Recipient and observer reactions to discipline: are managers experiencing wishful thinking? [Abstract]. Journal of Organizational Behavior volume 22, issue 3, pages 249 270, May 2001 Article first published online: 20 APR 2001 DOI:ÂÂ  10.1002/job.67 retrieved March 7, 2011. http://onlinelibrary.wiley.com/doi/10.1002/job.67/abstract Chimezie A. B. Osigweh Yg. and William R. Hutchison .Positive discipline Human Resource Management Volume 28, Issue 3, autumn (fall) 1989, Pages: 367-383, Article first published online: 2 NOV 2006, DOI:ÂÂ  10.1002/hrm.3930280306. Retrieved March 7, 2011 from http://onlinelibrary.wiley.com/doi/10.1002/hrm.3930280306/abstract Cooke, Hannah. Examining the disciplinary process in nursing: a case study approach. [Abstract]. Work Employment Society December 2006 vol. 20 no. 4 687-707, doi: 10.1177/0950017006069809. Retrieved March 7, 2011 from http://wes.sagepub.com/content/20/4/687.abstrac De Schrijver, Annelies ; Delbeke, Karlien; Maesschalck, Jeroen ; Pleysier, Stefaan .Fairness Perceptions and Organizational Misbehavior: An Empirical Study [Abstract]. The American Review of Public Administration May 3, 2010 Published online before print May 3, 2010, doi: 10.1177/0275074010363742.Retrieved March 24, 2011. http://arp.sagepub.com/content/early/2010/02/14/0275074010363742.abstract?rss=1 Franklin, Aimee L. and Pagan, Javier F. Organization Culture as an Explanation for Employee Discipline Practices: [Abstract].Review of Public Personnel Administration March 2006 vol. 26 no.1 52-73, DOI:10.1177/0734371X05277335.Retrieved March 3, 2011 from http://rop.sagepub.com/content/26/1/52.abstract Franklin, Aimee L. and Pagan, Javier F. Understanding Variation in the Practice of Employee Discipline: The Perspective of the First-Line Supervisor [Abstract].Review of Public Personnel Administration March 2003 vol. 23 no. 1 61-77, doi: 10.1177/0734371X02250113 .Retrieved March 3, 2011 from http://rop.sagepub.com/content/23/1/61.abstract Gatchalian, Ramon M. and Lumiqued, Richard (2005). Employee Discipline and Dismissal: Basis, Laws, Jurisprudence and Best Practices).Quezon City: Central Print on Demand Greer, Charles R. and Labig, Chalmer E. Employee Reactions to Disciplinary Action [Abstract] HumanRelations August 1987 vol. 40 no. 8 507-524, doi:10.1177/001872678704000803. Retrieved March 3, 2011 from http://hum.sagepub.com/content/40/8/507.abstract Groenewald, Thomas. A phenomenological research design illustrated. International Journal of Qualitative Methods, 3(1). Article 4. 2004. Retrieved March 25, 2011from http://www.ualberta.ca/~iiqm/backissues/3_1/html/groenewald.html Hughes, R. Eugene, Tomkiewicz, Joseph M. Discipline in Response to Unacceptable Performance: Barriers to Access in Academic Organizations [Abstract]. International Journal of Educational Management Volume: 6 Issue: 5 1992. DOI: 10.1108/09513549210015807 Retrieved March 21, 2011. http://www.emeraldinsight.com/journals.htm?articleid=838503 Jegadeesan G (2008, April 25). Employee Discipline [Review of the book Employee Discipline-Concepts and Issues]. Flipkart.com Retrieved from http://www.flipkart.com/employee-discipline-concepts-issues-jegadeesan-book-8131419045 Judge, Timoth A. and Martocchio, Joseph J. The role of fairness orientation and supervisor attributions in absence disciplinary decisions. Journal of Business and Psychology, 1995, Volume 10, Number 1, Pages 115-137. DOI: 10.1007/BF02249274 .Retrieved March 25, 2011 from http://www.springerlink.com/content/ykn712n0q742847l/ Klaas, Brian S and Wheeler Hoyt N. Managerial Decision making about employee discipline: A Policy Capturing Approach [Abstract]. Personal Psychology volume 43 issue 117-134, March 1990.Article first published online: 7 DEC 2006, DOI:ÂÂ  10.1111/j.1744-6570.1990.tb02009.x. Retrieved March 6, 2011 from http://onlinelibrary.wiley.com/doi/10.1111/j.1744-6570.1990.tb02009.x/abstract Klaas, Brian S. and Wheeler Hoyt N. Supervisors and their response to poor performance: A study of disciplinary decision making [Abstract]. Employee Responsibilities and Rights Journal Volume 5, Number 4, 339-355, 1992. DOI: 10.1007/BF01388309. Retrieved March 24, 2011. http://www.springerlink.com/content/tk761l0717636750/ Noe, D.P. The Role of Managers in Initiating Disciplinary Actions to Employees: Helium General Management. March 24, 2010. Retrieved March 21, 2011 from http://www.helium.com/items/1782898-management-and-disciplinary-action-with-employees Rollinson, Derek, Handley, Janet, Hook, Caroline, Foot Margaret. The Disciplinary Experience and its Effects on Behavior: An Exploratory Study [Abstract]. Work Employment Society June 1997 vol. 11 no. 2 283-311 doi: 10.1177/0950017097112005. Retrieved March 12, 2011. http://wes.sagepub.com/content/11/2/283.abstract

Cultural Competency in the Workplace Essay -- Managing Racial Diversity

Today’s management in the workforce is composed of all types of people verses thirty years ago when white males held a majority of upper-management positions in companies. These positions are now held by a mixture of ethnic back grounds and women who hold just as many if not more management positions then men. Just by looking at the changes in management demographics shows how important it is for people to understand cultural competency in the workplace. Dr. Roosevelt Thomas Jr. (1999) stated, â€Å"Diversity is the collective mixture of whomever we have in our workforce characterized by their differences and similarities† (p.11). Managers and supervisors must understand the characteristics of a diversity mature individual; they also need to be able to articulate the differences between affirmative action, managing diversity, understanding and valuing diversity to build skills that transforms awareness into productive and supportive workplace behaviors.   Ã‚  Ã‚  Ã‚  Ã‚  There are many different characteristics of a diversity mature individual. The most important characteristic is when a person accepts diversity management responsibility. The person will need to understand the different types of ethnic backgrounds in the organization, and the different types of techniques he or she will have to use to motivate the staff. He or she will also understand how to treat everyone equal no matter what gender, or ethnic background the employee may be.   Ã‚  Ã‚  Ã‚  Ã‚  Diversity mature individuals must demonstrate contextual knowledge. This knowledge is showed by understanding his or her personal objectives. The individual must know what he or she plans to accomplish before working with others to help develop their personal goals. Also by knowing the organizational objectives, the individual can develop a team to strive towards the bottom line of the organizational goals. Finally, the individual must be able to provide conceptual clarity to the team. This clarity will help the team understand how and why these ideas were created. The one thing a manager does not want is for the team to think everything is just busy work and not for a specific purpose.   Ã‚  Ã‚  Ã‚  Ã‚  Other characteristics of a diversity mature individual include a person who challenges conventional wisdom, and engages in continuous learning. When a person challe... ...tes is known as the melting pot of the world. This country is the home of many different cultures from many different areas. Cultural competency in the workplace is an issue that everyone needs to understand. By understanding the characteristics of a diversity mature individual, employees can focus on developing themselves to hold a management position in the future, and be able to relate to other cultures in the organization. Companies continue educate their staff on affirmative action, and what it takes to manage a diverse group. These companies want to supportive workplace behaviors in the organization to help achieve the bottom line, increase stockholder value. References Cox, T., & Beale, R. (1997). Developing Competency to Manage Diversity. San Francisco CA: Berrett-Koehler Publisher Inc. Martin, C., & Tulgan, B. (2002). Managing the Generation Mix. Amherst, MA: HRD Press. Subramaniam, R. (2005). Diversity at Workplace. The Star Online,. Retrieved March 15, 2005, from http://biz.thestar.com.my/news/story/asp. Thomas, R., & Woodruff, M. (1999). Building a House of Diversity. New York, NY: Amacom.   Ã‚  Ã‚  Ã‚  Ã‚  

Evaluation of Self Help Group

Abstract The increased dependence of modern agriculture on fossil fuel-based energy, while reducing drudgery, simultaneously increases the risk of the farmer to fluctuations in fuel prices. Labour costs have also risen sharply in recent times forcing farmers to go in for mechanization. The increased frequency of extreme weather events like droughts, floods, heat-waves and cold-spells being witnessed and attributed to climate change, are also causing frequent losses to farmers. Any strategy in agriculture, therefore, should address these key challenges of land degradation, water availability, energy requirement and labour costs. Conservation agriculture addresses all these key challenges. Zero tillage (ZT) or no-tillage one of the vital approaches of conservation agriculture is now being practiced on almost 100 million ha area worldwide with the major countries being USA, Brazil, Argentina, Canada and Australia. However, the adoption of the technology in Asian countries has been low. The modern concept of ZT tends to imply seeding a crop mechanically in undisturbed soil-covered plant residues. By adopting the zero-tillage system, some of the countries have reportedly got substantial benefits in terms of grain production, revenue generation and environmental protection. Less tillage of the soil reduces labour, fuel, irrigation and machinery costs. In India, efforts to adapt and promote resource conservation technologies have been underway for nearly a decade but it is only in the past 4 to 5 years that the technologies are finding rapid acceptance by the farmers. In India spread of technologies is taking place in the irrigated regions in the Indo-Gangetic plains where rice-wheat cropping system dominates. ZT systems have not been tried or promoted in other major agro-eco regions like rainfed semi-arid tropics, the arid regions or the mountain agro-ecosystems. As sustainable agriculture becomes more popular, monetary grants and awards are becoming readily available to farmers who practice conservation tillage. Some large energy corporations which are among the greatest generators of fossil-fuel-related pollution are willing to purchase carbon credits to encourage farmers to engage in conservation tillage. The farmers' land essentially becomes a carbon sink for the power generators' emissions. This helps the farmer in several ways, and it helps the energy companies meet demands for reduction of pollution. Thus becoming a source of conserving energy in agriculture as it is certain that the way we approach energy, the way we produce, extract and consume it, will determine the future shape of life on earth. There is need of policy initiatives to be adopted to felicitate adaptation to climate change in India like promotion of incentives for good agriculture practices like zero tillage, residue management, cover crops etc that promotes carbon sequestration and reduce emission of GHGs and providing subsidies for these practices in potential regions. Therefore, socially applicable schemes and policies on conservation agriculture is needed to promote a balanced trade-off ensuring functional resilience of the ecosystem.

Developing New Perspectives by Comparing and Contrasting: Tell Tale Heart Versus The Landlady

â€Å" Just a Journey leads to a new vista, a short story leads to new understanding† In your own opinion how well do â€Å" Tell Tale Heart â€Å" and â€Å" The Landlady â€Å" justify the above quotation Reading a story, we can learn the cruel reality of the real world. Since this is a fallen world, it is not realistic to live inside our own shell. It is important for us to be aware of the fact and take precautions even though some stories are fictions and seem to be exaggerated. However, from the fact that writers can create those stories suggests the possibilities of those crimes to be committed. Just a Journey leads to a new vista, a short story leads to new understanding† Through â€Å" The Tell-Tale Heart â€Å" and â€Å" The Land lady ,â€Å" we as readers have the privileges to explore the minds of these two great writers and have new understandings in the fields we were not familiar with. The authors of both stories had done a great job terrifying rea ders by the tension and suspense they built. The genre of these two stories is horror and mystery which contains the element of murder. â€Å"The Tell-Tale Heart† was written in first person narrative which makes the story more vivid and readers are more involved in the process.Poe used the form of confession to explain details so that readers would feel as if they were at the crime scene. The narrator claimed that he was just nervous but not mad. He told the story in a way which he thought could defend his sanity yet he confessed to killing the old man. The advantage of telling a story from the first person point of view is that readers can know author’s thoughts and feelings explicitly. However, this also means reader are left with limited imagination for the story. In the aspect of writing style, the author likes to use short sentences, such as â€Å"They heard! they suspected! † to make the story fast paced and build suspense. The short sentences also make t he main character seem irrational. The Land Lady was written from a third person view which is different from Poe’s. The story started with Weaver trying to find a place to stay overnight. Attracted by an incredibly cheap price, he walked into a â€Å"Bed and Breakfast. † To me, this is such an ironic coincidence that the ending might be Weaver becoming the landlady’s breakfast in a place which is called â€Å" Bed and Breakfast. Both Poe and Dahl used darkness to create suspense for murder, however, the darkness in The Landlady is in a cosy, warm place. Dahl set up the mood using similes. â€Å"But the air was deadly cold and the wind was like a flat blade of ice on his cheeks†. Those bolded words suggest a murder. As for narrative form, readers learn Billy Weaver through his thoughts and questions. Moreover, his questions and observations are also the clues for speculating what would happen next and the possible murder. As readers, we are given informa tion Weaver does not know in the story to foresee the upcoming danger.The Landlady was written in plain words and longer sentences rather than complicated words and shorter sentences. In the beginning, the plot seems to be as normal as ordinary stories. As the story develops, readers are brought into the atmosphere of darkness and horror. Since this story was told from third person point of view, readers are left with more room to imagine their own ending. In conclusion,† Tell Tale Heart â€Å" and â€Å" The Landlady â€Å" justify the quotation â€Å" Just a Journey leads to a new vista, a short story leads to new understanding. It is human nature for us to plan tomorrows as if we were in charge of our own lives. However, from these two stories, the beginnings of the stories are very different from the endings. The narrator in â€Å"The Tell-Tale Heart† claimed he was sane but it turned out that he revealed the murder he committed by losing control. In the â€Å" Landlady,† the plot led us to an unexpected potential murder which no hints were given in the beginning. Life is full of surprises. We should always be open-minded for changes.