Sports Psychology

Sport mental science Athletes in todays society atomic morsel 18 bigger, stronger, and faster than ever before but they still share the same goals as their predecessors, climb to the twitch of their fun and be crowned champion. Unlike in previous gen geological erations, the game is no longer average a game, its a booming business. Major League Baseball alone boasts a third point seven billion dollar a year industry.In this new generation of big business, how do athletes cope with the pressure of grossing fifteen million dollars a year and performing in front of 20 thousand screaming fans packed into Madison Square Garden or seventy-two thousand passionate Cheese Heads at Lambeau Field? One of those answers is with boast psychological science. But one answer leads us cut out a convoluted path with many other unanswered questions. This paper will define lark about psychology and identify where it come from. It will also discuss the target areas of bid psychology and how are they applied.The terminal topic will describe frolic psychologists do. According to the mutant psychology program at San Diego nation University, sport psychology throne be defined as the study of people and their behavior in sport and exercise contexts, or the effect of sport itself on human behavior, or a field of study in which the principles of psychology are applied in a sports setting. (SDSU, web para. 1) How did we mother at this definition? The history of sport psychology rat be divided into five decimal points date as early as 1895 to the present.The first period is from 1895-1920. Norman Triplett, a psychology professor at Indiana University, was the first researcher to confirm that bicyclists sometimes rode faster when they raced in conclaves or pairs than when they rode alone. Following Tripletts hold in 1899 is E. W. Scripture of Yale. Scripture believed that a certain set of personality traits could be fostered by dint of participation in sports. In 190 3, G. T. W Patrick wrote an article for the American ledger of Psychology that stated attendance sporting events allowed fans to release pent-up emotions.We wrap up the early era with Coleman Griffith. Griffith began informal research of hoops and football players in 1918. His research led to the second period of sport psychology named in his honor, the Griffith era. The Griffith era of sport psychology begins in 1921 and runs into 1938. Coleman Griffith is considered the grandfather of north-central American Sport Psychology due to his contributions during this period. amidst 1921 and 1931, Griffith published over twenty five research articles relating to sport psychology.Griffith was also appointed as the handler of research in athletics at the University of Illinois in 1925. The focus of the department was psychomotor skills, learning, and personality. The largest accomplishments of Griffith come in 1926 and 1928 when he wrote Psychology of Coaching and Psychology of Athleti cs respectively. We close the Griffith era when Phillip Wrigley hires him as sport psychologist for the clams Cubs in 1938. The third and fourth periods of sport psychology are by far the slowest ontogenesis time for the new science.This portion begins in 1938 when Franklin Henry of the University of California, Berkeley established the psychology of animal(prenominal) activity potassium alum program. The forties and fifties were rather stagnant but we arrive in Rome, Italy for the first World recounting of Sport Psychology in 1965. Following the World Congress gathering is the first annual North American Society for the Psychology of Sport and Physical Activity (NASPSPA) conference in 1967. NASPSPA closed the entrance on the fourth period in 1974 when they published the proceedings of their conference for the first time.Our current period in sport psychology is considered the contemporary period. The first event of the contemporary period was the establishment of the Journal o f Sport Psychology, which is now known as Sport and Exercise Psychology. One of the nigh monumental steps was during the 1984 Olympic Games when American television emphasized the aim that sport psychology contend in premier athletic facts of life. The US Olympic Team hired its first full-time sport psychologist in 1985. The trend continued in 1986 as The Association for the forwarding of Applied Sport Psychology (AAASP) is established.The AAASP began to publish their official journal in 1989. Finally, the AAASP began to award the certified consultant designation in 1991. straight off that we know what sport psychology is and where it began, we can attempt to determine the objectives of sport psychology. The first grassroots objective in sport psychology is to learn how psychological incidentors shape a persons physical performance. The second objective is to comprehend how participation in athletics affects a persons psychological health, development, and well-being. With t hose two objectives in mind, how do we actually apply them?First off, on that point are a number of reasons for sport psychology, and for every reason, there is a distinct group of people who are using sport psychology to their advantage. With that said, lets move on to those reasons. The first reason for sport psychology is plausibly the most obvious, the pursuit of excellence by athletes. Simply put, sport psychology plays a vital role in how athletes train. Next is the enormous salaries paid in passe-partout sports today. A 24 year darkened college graduate being drafted by a professional sports team is suddenly a very wealthy person overnight. almost people need assistance in transitioning to that kind of lifestyle. Our third reason is the undisputable fact that the recognition gained by athletic competition is huge. Most children cannot tell you that the current Vice President of the unify Sates is Dick Cheney but could tell you who Alex Rodriguez or Ron James are, who th ey play for, and what position they play. The final reason for sports psychology is what is known as the fitness movement. The phenomena can be dated back to the fifties where fitness was branch to be sold as a look of life.It is safe to say that fitness is a way of life. The television can confirm this as it is filled with ads that include sports drinks and home exercise equipment. What groups is sport psychology for? We can start with our children when we let them play tee ball and pee wee football and bet all the way through senior citizens taking aerobics classes at the nearest community center. We can also include our novice intramural softball leagues on the weekends all the way to our elite professionals and Olympians competing on the world stage.Applying sport psychology techniques to most of the different groups in sports is very basic. The most popular group for sport psychologists are coaches, teachers, fitness trainers, and elite athletes. Coaches, teachers, and fitne ss trainers receive basic reinforcement and motivation training to help them get their teams to perform. Our elite athletes however have a full scope of services offered to them. Most professionally owned sports teams have a team of three to four sport psychologists assisting the organization. It can be considered a type of insurance policy on their investment.Lets discuss how this insurance policy work for the pros. Sports psychologists handle many issues depending on the sub area of sport psychology in which they certified. The two basic areas are clinical sport psychology and educational sport psychology. The less traveled path of these is the clinical approach. These specialists are licensed psychologists and primarily deal with picke emotional disorders. Examples of these are athletes with eating disorders and substance abuse. The most common area of sport psychology is the educational side.Educational sport psychologists have been trained with a sport science background. This type of psychology is considered the mental coach approach. The goal of these psychologists is to assist coaches and athletes with shortcomings in their confidence level, transaction with performance anxiety, and improving concentration skills. Educational sport psychologists are typically employed by professional sports teams. These psychologists are not certified in clinical psychology and usually refer athletes with more sever disorders to a clinical psychologist.With sports and exercise such a big part of todays society, there comes a need for a field dedicated to the psychological aspects of sports and exercise. Sport psychology has grown from an accidental study of cyclists to a science that can identify what athlete performs better and why. This paper has defined what sport psychology is and where it started. I have also cover the objectives of sport psychology and how they are applied. Finally, I covered what sport psychologists do. The next time you sit down to watch a pro fessional sports contest you can ask yourself if this athlete is mentally prepared to perform today.WORKS SITED American Board of Sport Psychology. http//www. americanboardofsportpsychology. org/ Association for the Advancement of Applied Sport Psychology. http//www. aaasponline. org/ Martin, Scott. http//www. coe. unt. edu/martin/KINE5121/5121intr. htm University of North Texas. 2004 SDSU sport psychology http//www-rohan. sdsu. edu/psyched/index. html Street and Smith. For a handful of sport psychologists serving teams, a mind is a terrible thing to overlook. Street and Smiths Sports Business Journal. http//www. mwiop. com/perf_consult/articles/sport_a. html December 1999.

Theory Matrix

Many of his 14 points atomic number 18 process-driven, such as breaking down barriers between departments will lead to a reduction of waste, errors, and delay. His estimation on constantly improving the system of growthion and service is customer-driven because it focuses on providing the best possible products to customers. Toyota Curran Focuses on parts of the organization, not whole. He also defined quality as fitness for use, and substantial concept of cost of quality.Three basic strides to progress Ten steps to quality improvement The Curran Trilogy Sarans pretor Principle Curran was an engineer and he firmly debated that quality does not happen accidentally, therefore all of his theories be process driven organizations deed to determine who its customers are and plan for quality through every step of the process. look planning is the first stage of his trilogy and is basically aligning an organizations products and processes with customers needs.Bausch & Lomb Chickasa ws He focused on substance abuser friendly quality go steady and emphasized the internal customer. Cause and effect diagram (fishbone diagram) Quality circles He emphasized on the internal customer, meaning that during each step in the creation of a product or service, the department will need to treat the ext department as a customer, so that quality is controlled at every step. This is how Jigsaws method is process-driven because every process is tightly connected to the next.His quality prerequisite is customer-driven because he pushed for the concept of company wide quality control that called for continued customer service. He believe that management should not merely focus on improving a products quality, and insisted that quality improvement hatful always go one step further. Nippon Telephone & Telegraph used quality circles. Crosby He coined the excogitate quality is free and introduced the concept of zero defects. He also believed in team building undertake that is org anization wide.Four absolutes of quality management Idea of zero defects He believes in the process of educating the entire workforce about quality principles, so when each failure is well-documented, management can institute formal programs to redesign faulty production processes. His view of how quality is not some vague concept of goodness you cant down quality that is good enough, he wants zero defect and its customer driven because e said specifications moldiness be set according to customer needs and wants. Glenn L. Martin Company (1912-1961) Figment He introduced the concept of intact quality control, which has 40 steps.He promoted the idea of a work environment in which both management and employees father a total commitment to improve quality, and people learn from each others successes. Total quality control in 40 steps (also termed company-wide quality control), which was later known as Total Quality Management. It is process driven because he believed that quality mu st be actively managed and have the usability at the highest levels of management, therefore, it is Copernican that each employee does his part correctly so the whole process is correct, and quality might become nobody job.

Chris Peterson at DSS Consulting Essay

Presentation of the Facts Surrounding the eventThe case examines a dispute between Meg Cooke, DSSs COO and Chris Peterson, newly appointed southwestward Regions team leader. Cooke appointed Peterson a leadership role for one of the newly organize cross-functional teams designated to create a new integrated budget and planning system. The cross functional teams were tasked with building relationships with animated school districts in their regions and can them a full range of DSS services and to develop new consulting offerings in response to the districts needs. (Case 2010) Theses goals were created to facilitate a transition to servicing larger districts rather than the littler districts, which DSS based it past structure around. Peterson was responsible for creating a successful and efficient team within DSSs re organization. The team was responsible for designing and creating an integrated budget and planning system with in a metre frame of six months. Cooke was updated of t he status and objectives of the project periodically.The meeting were short and not effective for either party. after(prenominal) the six month deadline was reached Peterson met with Cooke to provide an update on the status of the project her group had been on the job(p) on. Cooke unflinching that Petersons project would be discontinued, her team would be reorganized and would not be pertain in futures product development. Peterson was convinced that her team and project were excellent. Further examination of the case reveals that there may be signifi ignoret problems related to to the compeverys transition and Cooke role as COO. Cooke has several deficiencies in the state of leadership, management mien, communication, and teamwork and change management. Regarding Peterson, her exemplary team management and teamwork resulted in group-think, causing her team to lose the great power to make unbiased decisions and effectively evaluate possible risks and alternatives.Identificat ion of the Key Issue(s)Many issued argon related to the substantial strategic and organisational changes taking place at DSS. Peterson and Cooke have varied perspectives relating to leadership, management style, communication, teamwork, organizational culture, and change management. Cookes leadership is characterized by low regard for creating systems for getting the job doneand for creating a satisfying and motivating work environment. The outcome of such leadership style is disorganization, dissatisfaction and disharmony. Collected evidence pop the question that Cooke provided very little leadership to Peterson. Peterson and other associates matte anxious for the uncertainty on how the new organizational dodging would unfold. Cooke was only interested in the outcome of what Peterson and her team were working on at the oddity of the six month period. Cooke did not pose any questions and did not ask for any status updates passim the projects duration. When Peterson asked for s upport for her group and the task they were working on, Cooke did not provide any direct action. Other DSS associates felt that Cooke was playing favorites.Cooke did not involve her employs to feel involved and understand the organizations new purpose and determine the work needs. When employees are committed to and have an interest in the organization success, production and moral typically acquiesce with positive outcomes. This leads to the organization successfully meeting the designated goals. The capacity to have employees buy in to desired goals are promoted by an organizational environment based on trust and respect, which leads to high satisfaction and motivation and, as a consequence, high production. ( MindTools). Cooke gave Peterson the ability to choose her own team members, projects, and location of operations. Cooke did so in a passive manner.In the following follow-up meeting Cooke never expressed any objections to Peterson actions and plans, but when she did set a problem concerning the assistance she required form management and other supporting operations, Cooke dismissed her claims by stating that she would provide the needed facilitate at a later duration. Petersons behavior and management style influenced her teams performance, while Cookes absence of communication and guidance lead to wasted time and resources on a system that did not meet DSS goals.Listing Alternative Courses of Action That Could Be interpreted fracture communication needs to be created between mid and upper management. Proper communication testament lead to a better understanding of the goals desired. Feedback is provided by upward communication, which makes employees feel involved and can help managers to get employees to understand their concerns (Thrilwall, 2012). Cooke and Peterson communicated scarcely and poorly. No regular meeting were scheduled. When the two did communicatethere was no clear and actionable dialogue. Communication is only successful when b oth the sender and receiver understand the equivalent information as a result of communication ( MindTools, n.d.) Both Cooke and Peterson should establish regular structured communication. This can be accomplished by setting periodic meetings, written updates via e-mail or memos. These meeting impart provide downward communication that go out allow information to be dispensed to the team working on the projects in question. These meeting testament make Peterson and her team feel more involved in the focalization of the project and it will also keep Cooke abreast of the attitudes and values of her employees.Cooke can defuse any potential problems before they have a negative impact on the group and the project. Cookes could objurgate her management style. Her methods when dealing with Peterson and her team lead to confusion. Her managerial confine and direction were minimal, due the delegation of direction to Peterson, which allowed her to act with maximum freedom. Peterson was allowed to develop a specific product for a small district irrespective of the new DSS strategy to refocus its resources on acquiring larger school districts. Cooke needs to focus on redirecting Peterson and her team to achieving the newly desired mission the organization has set in place. That includes providing a direction and strategy which will integrate the individual and the organization ( Thirlwall, 2012). Peterson displayed her ability to effectively act independently. If Cooke would have provided more control pertaining to the direction Peterson and her group were heading the negative outcome could have been avoided.Evaluation of Alternative Courses of ActionBetter communication needs to be created between mid and upper management. Establishing better communication can provide several benefits for DSS. The first, which would be a necessity for any future DSS strategy to be successful would be team building. Team building can transition an organizations culture from coopera tion to collaboration. By establishing team environment employees will feel they are a part of something. The feeling of being involved in something extends the effort employees will place in projects and designated task. Better communication also creates a culture of transparency. When companies encourage employees to communicate candidly without fear of repercussions, transparency will transform from anideal to a reality. An environment of honesty promotes respect amongst employees. An increase in communication and honesty can cause increased revenue and innovation. Cooke could adjust her management style.Cooke moldiness be willing to make the needed adjustments to improve her management style. She first needs to understand herself. She has to receipt her flaws, not just in the situation with Peterson but her role in DSS organization. She also has to recognize her strengths. Her ability to identify her strengths and weakness will allow her to build a stronger relationship with her employees. The bonds that she can build with her employees and peers will be reflective of her inter personal communication skills. This reflection will provide insight into areas in the organization and within herself that require improvement. Cooke will need to continually re-evaluate her management style. Being able to realize what kit and boodle and what doesnt is key to being an effective manager ( WordPress, 2009)Recommendation of the Best Course of ActionThe silk hat course of action is for DSS to create a standard outline for communication prior to and during the lifespan of a project. These guidelines should include timing and require length of meetings, scheduled times for updates via e-mail or in person meetings. Also they should provide the specification for any information that needs to be provided to all person involved in the project in question. The information should be pertinent to the status of the project and personal. Also the tag on of information should allow as a segue to any questions or concerns by either party. An capable dialogue should be the basis of all communication throughout the projects duration.ReferencesMindTools, n.d. Blake Mouton Managerial Grid. Retrieved July 20, 2014 from http//www.mindtools.com/pages/article/newLDR_73.htm Accessed 16 June 2012MindTools, n.d. Introduction to Communication Skills. Retrieved July 20, 2014 from http//mindtools.com/CommSkll/CommunicationIntro.htm Accessed 18 June 2012Organizational Behavior and HRM. Unpublished ed. Emirates Aviation College.Thirlwall, A., 2012.Ineffective leadership in Business, Retrieved from July 22, 2014 btrostle.wordpress.com/2009/11/16/adjusting-your-management-style/

Micromax Info Essay

Regd. Office 21/14, Naraina Industrial Area, New Delhi-110028. CODE OF CONDUCT FOR DIRECTORS, cured MANAGEMENT, OFFICERS AND EMPLOYEES OF MICROMAX INFORMATICS LTD. MICROMAX INFORMATICS LIMITED is committed to reading its business concern in accordance with the applicable laws, rules and regulations and with highest standards of business ethics. This inscribe is intended to provide guidance and help in recognizing and dealing with estimable issues, provide mechanisms to report wrong get hold of, and to help foster a culture of honesty and accountability. Each Director, aged(a) manager, officer and employee is expected to conform to with the letter and spirit of this code. The Directors, elder worry, officers and employees of the fraternity must not only stick with with applicable laws, rules and regulations simply should also promote honest and ethical conduct of the business.They must abide by the policies and procedures that govern the conduct of the orders business. Their responsibilities include helping to create and maintain a culture of high ethical standards and commitment to accordance, and to maintain a work environment that encourages the s set outholders to raise concerns to the attention of the management. A present, overall, contents of this order ar in practice, being already followed by the Directors and the of age(p) watchfulness, however, in compliance with the new article 49 of the listing agreement, the Code as set out below, is to take effect from the date, when approved by the maturate in its meeting1. APPLICABILITYThe Code is applicable to all the members of the scorecard of Directors, elder Management, Officers and employees of the gild. higher-ranking Management shall include all executives holding the positions of Director (Non-Board Member/s), Sr. Manager, Managers, Asst. Managers and all head of the departments excluding Board of Directors. Such personnel shall herein later be treated as members of its core ma nagement team.2. DILIGENCEThe Directors, senior management, officers and employees atomic number 18 to exercise due perseverance in attending to their respective duties and obligations in the best stakes of the lodge.3. CONFLICTS OF INTERESTThe Directors, senior management, officers and employees should be scrupulousin avoiding conflicts of interest with the companionship. In case there is probably to be a conflict of interest, he/she should make full disclosure of all facts and circumstances so to the Board of directors or any Committee / officer nominated for this purpose by the Board and a prior written approval should be obtained. A conflict situation can arisea. When an employee, officer, senior manager or Director takes follow through or has interests that may make it difficult to perform his or her work objectively and effectively, b. The receipt of im halal personal benefits by a member of his or her family as a result of ones position in the phoner, c. Any outside business practise that detracts an individuals ability to devote appropriate time and attention to his or her responsibilities with the Company, d. The receipt of non-nominal gifts or excessive entertainment from any person/company with which the Company has current or prospective business dealings, e. Any significant ownership interest in any supplier, customer, development partner or rivalry of the Company, f. Any consulting or employment kin with any supplier, customer, business associate or competitor of the Company.4. transp arenceThe Directors and the ranking(prenominal) Management are to get wind that their action/s in the conduct of business are transparent, except where the confidentiality of the business requires otherwise. Such transparency shall be brought through appropriate policies, procedures, and maintaining supporting and proper records.5. pleasure ground DEALINGEach director, member of core management team, officer, and employee should deal fairly with cust omers, suppliers, competitors, and employees of group companies. They should not take unfair advantage of anyone through manipulation, concealment, abuse of confidential, proprietary or trade secret breeding, misrepresentation of significant facts, or any other unfair dealing-practices.6. HONEST AND ETHICAL CONDUCTThe Directors, senior management, officers and employees shall act in accordance with the highest standards of personal and professional integrity, honesty and ethical conduct not only on Companys premises andoffsite but also at company sponsored business, social events as well as any places. They shall act and conduct free from fraud and deception. Their conduct shall conform to the best-accepted professional standards of conduct.7. CORPORATE OPPORTUNITIESDirectors, senior management, officers and employees owe a art to the Company to advance its legitimate interests when the prospect to do so arises. Directors, senior management, officers, and employees are expressly prohibited from a. Taking for themselves personally, opportunities that are discovered through the use of Companys property, education, or position, b. Competing directly with the business of the Company or with any business that the Company is considering. Using Companys property, information, or position for personal gain. If the Company has finally decided not to pursue an opportunity that relates to the Companys business activity, he/she may pursue such activity only after disclosing the homogeneous to the Board of directors or the nominated person/ commission.8. BUSINESS INTEGRITYThe Directors and the Senior Management are to ensure that the Company carries out its business as per accepted practices of business integrity, ethical standards, fair reanimate and conduct, honestly, legitimately and as a fair competitor.9. WORK PLACEThe Directors and the Senior Management are to ensure that there is gender friendly work place, equal opportunities are given to men and women, and there exists steady-going employment practices. 10. QUALITY OF PRODUCTS/SERVICESThe Directors and the Senior Management are to endeavor that the products / services of the Company meet the accepted standards of quality including that of ISO 9001 and any other standard/s, and also the specifications of the legal authorities/laws so that customer satisfaction is ensured. Moreover costs are kept reasonable.11. PROTECTION AND PROPER USE OF familyS ASSETSThe Directors and the Senior Management are to ensure to protect Companys assets and property and the same should be used only for legitimate businesspurposes.12. CONFIDENTIALITYThe Directors, Senior Management, Officers and Employees shall maintain the confidentiality of confidential information of the Company or that of any customer, supplier or business associate of the Company to which Company has a duty to maintain confidentiality, except when disclosure is authorized or legally mandated. The Confidential information includes all non-public information (including private, proprietary, and other) that might be of use to competitors or harmful to the Company or its associates. The use of confidential information for his/her own advantage or profit is also prohibited.13. COMPLIANCE WITH LAWS, RULES, AND REGULATIONSThe Directors, senior management, officers and employees shall comply with all applicable laws, rules, and regulations. Transactions, directly or indirectly, involving securities of the Company should not be chthonictaken without pre-clearance from the Companys compliance officer/Company Secretary. Any Director, member of core management team, officer or employee who is unfamiliar or uncertain about the legal rules involving Company business conducted by him/her should consult the legal department of the Company before taking any action that may jeopardize the Company or that individual.14. RELATIONSHIP WITH CUSTOMERS AND SUPPLIERSThe Directors and the Senior Management are to endeavor that their dea lings with the customers are given due importance, value is created and relationship of effrontery is built. In dealing with suppliers it should be the endeavor that supplies are based on need, quality, service, price, and appropriate terms and conditions.15. SHAREHOLDERSThe Directors and the Senior Management are to ensure that the rights of shareholders are met as per law and good corporate practices, and all efforts are made to provide best services to them.16. COMMUNITY ACTIVITIESThe Directors and the Senior Management are to endeavor that the Company be a trusted corporate citizen and, as an integral part of the Society, fulfills its responsibilities and duties to the societies and communities in which itoperates.17. CODE OF ethics FOR CHIEF FINANCE OFFICERHonesty, integrity and sound judgment of the senior financial officers is fundamental for the winner and reputation of Action Construction Equipment Limited. The professional and ethical conduct of the senior financial offi cers is essential to the proper functioning of the Company. The senior finance officers as well as Directors of the Company shall be bound by the following code of ethics 1. Act with honesty and integrity, including the ethical handling of actual or plain conflicts of interest between personal, financial and professional relationships, 2. Make full, fair, accurate, timely, and understandable disclosure in reports and documents that the Company files with, or submits or makes periodically, to the shareholders, government authorities, and to the public, 3. Comply with governmental laws, rules, notifications and regulations applicable to the Companys business,4. Disclose to the Board or any delegation/officer designated by the Board for this purpose, any material transaction or relationship that reasonably could be expected to give rise to any violations of the code including actual or likely conflicts with the interests of the company, 5. Promote prompt reporting of violations of th e Code of Ethics to the Board of Directors or any person/committee designated for this purpose, as may be necessary, 6. Respect the confidentiality of information acquired in the course of employment unless legally make to disclose and ensure that no such confidential information is used for personal advantage/benefit, 7. take note the skills necessary and relevant to the Companys needs, 8. Act in good faith, responsibility, with due care, competence and diligence without misrepresenting material facts,9. Refrain from any inappropriate or undue influence of any kind in all dealings with independent auditors, and avoid any actual or apparent conflicts with analysts, 10. Achieve accountable use of and control over all assets and resources employed or entrusted to them, 11. Promote ethical and honest manner within the Company and its associates, Chief Finance Officer should adhere to both the code of business conduct and the code of ethics of the Company. Violation of the code of e thics will lead to appropriate disciplinary action including dismissal from the services of the Company anydeviation/waiver from this code can only be affected on the sole and absolute discretionary authority of the Board or any person/committee designated by the Board for this purpose.18. INTERPRETATION OF CODEAny question or interpretation under this Code of Ethics and Business Conduct will be handled by the Board or any person /committee authorized by the Board of the Company. The Board of Directors or any designated person/committee has the authority to waive compliance with this Code of business conduct for any Director, member of core management team, officer or employee of the Company. The person-seeking waiver of this Code shall make full disclosure of the particular circumstances to the Board or the designated person/ committee19. COMPLIANCE WITH THE CODE OF CONDUCTCompliance with this Code of Conduct is an obligation. The Directors and the Senior Management are to ensure t hat this Code is communicated to, and understood and observed by all employees. The Directors and the Senior Management shall affirm compliance with the Code, on an annual basis. The Board expects employees to bring to their attention, or to that of Senior Management, any respite or suspected breach of this Code. Compliance with this Code is subject to the review by the Board and complemented by the Audit Committee of the Board. Any modification/s, amendment/s, or review of this Code shall be done by the Board.

Discuss the appeal of ‘The Crucible’ Essay

English Lit successionture Coursework The melting pot by Arthur Miller Discuss the appeal of The Crucible to its audience The Crucible is a 20th century draw that focuses on the Salem witchcraft trials of 1692. These events lead to mass hysteria over the persecution of those who, allegedly, participated in acts of incantation. Over-exaggeration, emotion, tautness, suspense and the eradication of characters (due to their alleged involvement in witchcraft) ar the main themes of the play throughout the four volatile scenes of The Crucible.The audience observing would be enticed by the fashion swings of characters and their persecution for such crimes in the theocratic village, where interrogated citizens in the dense society were forced to name separate possible witches. If they failed to produce names of others, they would be hanged ruthlessly. The inhabitants of Salem believed in witches and the Devil and that the Bible had instructed them that witches must be hanged.A feeling of inequity is sensed here. The events of the play, first performed in England in 1954, are analogous to the McCarthy era in the USA , where anyone suspected of criticising the government or its direction was to be brought before a address to respond to the charge of Un-American Activities. The opening scene in The Crucible immediately gives the audience a feeling of a sinister and lifeless atmosphere A candle still burns secure the bed The roof rafters are exposed, and the wood colours are raw and unmellowed. Reverend Parris is discovered , obviously in prayer. His daughter is lying on the bed, inert. (Act One, p1) The candle beside the bed indicates a slight source of light, peradventure hope that Betty will wake. The environment around is silent. The rafters are bare, and the wood is raw. The Reverend is peacefully in prayer and his daughter is lying, as if lifeless, on the bed.A prayer is a silent act which emphasises the mood of the room. The imagery illustrates a dark, dul l and demoralising sector of the Reverends home. The description of the stage in the opening scene creates a false impression for the audience as the majority observing the play would now expect a lethargic plot, with limited excitement and monotonous dialogue with little emotion, except actually it is a play full of overdramatic behaviour and emotion.

The Relationships Between Politicians and Media Essay

The Relationships Between Politicians and Media - Essay ExampleThis research will begin with the statement that data-based research has long confirmed that for most people the bundle media are the major firsts of information nearly world events and about goernmental affairs. However, despite televisions growing importance as a source of information, symmetrical readers of newspapers continue to attach a great deal of weight to the print medium. Non-readers show a great dependence on television for policy-making information. Both tables conceal significant variations in responses between readers of quality and tabloid newspapers the originator remain wedded to their preferred medium, using it much more extensively as a message of surveying the world in depth, whilst readers of tabloid newspapers rely more heavily on television and alike tend to attach greater credibility to it as a source of news. These tables confirm the centrality of the media for the public. They are the intend by which the public acquires information about the world and, more importantly, through which the public derives its knowledge and perceptions of electric current political and social problems and of the means to their resolution. Traditionally, the study of politics and its relationship to the mass media has focused on institutions and bona fide political actors. Governments, politicians, departments or voting patterns have usually been the political scientists fodder. When married to an interest in the mass media, the issuance has been an over-concentration on institutions, structures, and the political lite.lite. While this remains of importance, this sort of approach overlooks the part the mass media play in generating public perceptions of political and social change as well as of policies and decision-making processes. The political significance of the political goes far beyond such questions as who controls the media? and how do people get elected? even concerns ov er bias and objectivity are too narrow to take in the full significance of the political Politics and the political infuse all aspects of our lives, our attitudes, and our behaviour. And because the mass media are at the heart of the processes of communication through which problems and their resolution are frame and discussed, they deserve extensive analysis. 5 THE NATURE OF MEDIATED KNOWLEDGE This broad approach to the political significance of the mass media is reflected in many contemporary writings. These emphasize the medias role in providing information-both images and texts-which forms the basis of public perceptions and responses to events. The media provide, in Blumlers words, the informational mental synthesis blocks to structure views of the world Table 1.3 Regular readers of Telegraph, Times, Guardian or FT Express or send Mirror, Sun, or Star Main source of news % % % television 32 62 65 newspapers 57 28 24 radio 25 14 14 Table 1.4 Regular readers of Telegraph, Times , Guardian or FT Express or Mail Mirror, Sun or Star Most believable source of news % % % television 30 59 66 newspapers 35 13 11 radio 20 16 13 from which may stem a range of actions. 6 Although these informational building blocks combine with a multiplicity of political and social factors to direct an individuals action, they determine the limits of our knowledge and of our perceptions of events and

Given the existence of corporate governance codes, based presumably on Essay

Given the existence of corporate governance codes, based presumably on about estimable considerations, among British PLCs why do we still observe crises and failures of, for example, the Northern Rock type - search ExampleIn like manner, Bear Stearns an upper tier US investment bank was yet rescued from the crises by the Federal Reserve Bank. (Avgouleas, 2008). In addition other major investment banks much(prenominal)(prenominal) as Merrill Lynch, Citigroup, UBS, and JPMorgan have completely announced negative earnings in their last financial reports as well as plans to lay off a significant number of workers. The paper first of all looks at the regulatory environment of Northern RockCorporate social responsibility (CSR) refers to the aw beness, acceptance, and management of the implications and effectuate of all corporate decisionmaking, taking particular account of community investment, human rights, and employee relations, environmental practices, and ethical conduct. (Par k, 2007). According to Hsueh (2008) CSR has received much attention in recent years and more and more businesses are taking CSR to improve their corporate image. CSR activities show consideration for the environment, consumers, charity, minority groups, employee welfare, community development, women empowerment, etc. (Hsueh, 2008) For example cable car manufacturers across the globe are responding to the major global concern of Carbon dioxide (CO2) emission which is tremendously depleting the ozone class and increasing the risk of cancer and other diseases that come as a result of ultraviolet light. The attached section looks at the banking code in relation to corporate social responsibility.The practice of CSR is subject to much debate and criticism. Proponents cope that there is a strong business case for CSR, in that corporations benefit in multiple ways by operating with a perspective broader and longer than their own immediate, short-term mesh. (Sacconi, 2004) Critics argu e that CSR distracts from the fundamental economic role of businesses others argue that it is nothing more than superficial window-dressing still others argue that it is an attempt to pre-empt the role of governments as a watchdog over