Literary Analysis of Shakespeare’s Hamlet Essay Example for Free

Literary Analysis of Shakespeares critical point EssayIn the position Renaissance, individualism was an important concern, particularly the construction of identity. As Stephen Greenblatt argues, there is in the early modern period a change in the intellectual, social, psychological, and aesthetic structures that govern the coevals of identities that is non exclusively complex alone resolutely dialectical (1). The identity of the sovereign was of particular importance how monarchs shaped their own identities, and how these identities affected their subjects.Ta superpower Greenblatts argument, this newsprint examines the construction and manipulation of identity in Shakespeares village in particular, the directions in which Elizabeth Is self-representations inform the play. In rundown, the paper will show how the characterization of Hamlet is shaped by the rule of Elizabeth I, who controlled her commonplace image through elaborately constructed self-representations. Reflecting her use of these representations, Hamlet, who possesses stereotypically powder-puff attributes, fights to recreate himself as a masculine character to recoup his familys and kingdoms honor.The slowly Elizabethan period was filled with anxiety and dismay over the aging of Queen Elizabeth I. Concern about her impending death was only do worse by her refusal to name a substitute. When Shakespeare composed Hamlet in 1600, the playwright was subject to an aging, infirm queen, who at sixty-seven had left no heirs to the position green goddess. In Hamlet, Shakespeare thus addresses two policy-making problems that England faced at the beginning of the seventeenth-century royal succession and distaff sovereignty. As Tennenhouse argues, History plays could non be scripted after Hamlet, because the whole matter of polish offring power from one monarch to another had to be rethought in view of the aging body of the queen (85). The preoccupation of the side public with who would become their new ruler, along with eager anticipation of male kingship, is expressed throughout Hamlet. Although the play is not written as a political allegory, undeniable similarities do exist between aspects of Queen Elizabeth Is public use and the character of Hamlet. Before further explaining this comparison, however, it is necessary to describe how Elizabeth I shaped her public persona.Elizabeth Is Image As head of the Anglican Church, Elizabeth I was wary to align herself in marriage with a Catholic. Accordingly, hume Levin argues that Elizabeth I promoted the image of herself as a pure maiden well into the middle and advanced years of her life Elizabeth presented herself to her batch as a symbol of virginity, a Virgin Queen (64). Whether political or personal, her refusal to marry was in many counsellings advantageous, for she avoided the disaster of Mary Is match with Phillip II. Yet it also caused a great deal of concern among the populace.As Levin observes, by not marrying, Elizabeth also refused the most open-and-shut function of being a queen, that of bearing a child. Nor would she name a successor as Parliament begged her to do, since Elizabeth was confident(p) this would increase, rather than ease, both the political tension and her personal danger (66). Elizabeth Is strategy to retain political power may have prevented the usurpation of her authority by a married man, but it did cause disfavor among the English citizens, especially as she grew older without announcing an heir.Anxiety over the succession led to contempt for Elizabeth I, with many people gossiping that she did not marry because she was an unnatural fair sex. Levin writes, there were rumors that Elizabeth had an impediment that would prohibit regular sexual relations (86). Levin provides an example for these rumors in an excerpt of a garner from her cousin Mary Stuart indubitably you are not like other women, and it is folly to advance the notion of your marriage wi th the Duke of Alencon, seeing that such a connubial union would never be consummated (86).Others rented that Elizabeth I had illegitimate children who were kept secret (Levin 85). These accusations indicate that English citizens, as well as family relations, perceived Elizabeth Fs protracted maidenhood as unnatural and even monstrous. Although Elizabeth I was willing to admit to Parliament that she had spent practically of her medium, she was careful to cultivate the image of herself as a young woman to the public. One important example of this method is the famous Rainbow Portrait, which Elizabeth I commissioned in approximately 1600, the same period Hamlet was written. so far though Elizabeth I was sixty-seven years old when the painting was commissioned, she appears in the painting to be a young woman (Levin). Elizabeth I created an intricate and different image of herself. As an unmarried monarch, she became Englands Virgin Queen. Possessing two bodies, Elizabeth I establ ished masculine authority as Prince and as mother to her subjects. As Elizabeth I grew older, she relied on iconography to deceive the English populace into viewing her as young and vital. These diverse representations of Elizabeth I are complexly reflected in Hamlet.The similarities between Elizabeth I and Gertrude are obvious both women are perceived as indulgent, sensuous monarchs and are criticized for attempting to act like women younger than their true ages. To Gertrude, Hamlet even states, O shame, where is thy blush? (3. 4. 91). condescension these correspondences, a more interesting analogy exists between Elizabeth I and the character of Hamlet. The paper will compare Elizabeth I, who claimed to have the heart and stomach of a king (Levin 1) with Hamlet, a prince often castigated for acting in a stereotypically feminine manner. Reflections of Elizabeth Is Constructed Identities in HamletOne attempt by Elizabeth I to maintain her image as the Virgin Queen was a use of heav y cosmetics in an effort to make herself look younger and therefore stronger. Mullaney quotes Jesuit priest Anthony Rivers as describing Elizabeth Is theme at or so(a) celebrations in 1600, when Hamlet was written, to be in some places near half an inch thick (147). Unfortunately for Elizabeth I, this attempt to hide the helplessness of her age seems only to have exacerbated her subjects contempt for the assumed weakness of her sex. M. P. Tilley observes that during the late Elizabethan period, there was a strong feeling against a woman utilize cosmetics (312).Women who used cosmetics, according to popular feeling, altered their bodies, the creations of God, and were therefore not only immodest but blasphemous. According to Mullaney, women who used cosmetics considered to be false women because they created a jerry-built face to replace the one given to them by God altering their natural female appearance made them not truly women. Not only were cosmetics blasphemous and dishon est, they were physically destructive. A woman who painted her face in the Renaissance thus arguably destroyed her person in every way possible spiritually and bodily.Hamlet displays notable disgust toward painted women, yet critics have overlooked that many of the contemporary Renaissance objections to womens use of cosmetics apply to Hamlets actions. alike(p) to the way that painted women used cosmetics to disguise the faces that God had given them, Hamlet puts on his antic disposition to disguise the faculties of reason which God has given him (1. 5. 192), faculties which in the Renaissance were an essential aspect of the virtuous man. Whether or not Hamlet is truly mad, he constructs a persona to dissimulate his purpose of revenge.Painted women were disparaged for intoxication their body with dangerous chemicals Hamlet engages in a dangerous quest to avenge his mystify, and because of his quest for revenge, he is fatally poisoned. By assuming an antic disposition, a false fac e, Hamlet is physically poisoned by the bated sword of Laertes. Laertes poison destroys Hamlets body natural and symbolically disrupts the body politic, since Hamlet will be otiose to rule Denmark. In addition to putting on an antic disposition, a type of face painting, Hamlet possesses other womanly attributes that would arguably have caused some anxiety.Mullaney asserts that popular opinion in the Renaissance, especially in the final years of Elizabeth Is reign, was against the rule of a female monarch. The English people had always been hesitant to encounter a female queen as Elizabeth I grew older and more infirm, their tolerance for being ruled by a woman diminished. Mullaney further argues that this bigotry was a part of the English subjects realization that Elizabeth I was feeble and politically weakening for the Renaissance misogyny may in fact be an total part of the mourning process when the lost object or ideal being processed is a woman, especially but not exclusivel y when that woman is a queen of England, overly (140). As the English publics grief for the decline of their queens strength increased, so too did their contempt for her bodily weakness and unfitness to govern effectively. Reflecting anxiety about Elizabeths I old age and infirmity, Hamlet displays a stereotypically feminine quality that makes him problematic as heir to the Danish throne. advance(prenominal) in the play, Claudius chides Hamlet for his unmanly grief concerning the passing of his father (1. 2. 98). Elaine Showalter claims that Hamlets emotional vulnerability can readily be conceptualized as feminine (223). Discussing Hamlets creation of a mad persona, Carol Thomas Neely also lists passivity and loss of control among Hamlets feminine attributes during his period of madness (326). Hamlets emotional vulnerability and passivity, when considered in the politically-charged atmosphere of the late Elizabethan period, can even be seen as his downfall.Mullaney, quoting Tennen house, argues that Hamlet is a play keenly aware of its late Elizabethan status, in which the impending transfer of power from one monarch to another had to be rethought in view of the aging body of the queen (149). He goes on to view Hamlet as inhabiting a male-constructed world. Mullaney asserts that like other Shakespearean males, Hamlet achieves a partial if suicidal resolution of the contradictions of patriarchy by constructing a world that is not so much gendered as free from gender differentiationa world that is all male (158).It is believable that Hamlets true problem is actually the oppositehis world is too female, or rather feminine. Despite the small number of females in the play, Hamlet presents a feminine character in a male body, a kinky reflection of Elizabeth I, who claimed to have the body of a weak and feeble woman, but the heart and stomach of a king (Levin 1). Hamlet possesses the body of a prince, but the heart and stomach of a woman a fusion which was particu larly problematic in the misogynistic environment that prevailed during the sixteenth and seventeenth centuries.As a feminine character in the body of a male, particularly one who, as Claudius observes, is most immediate to the throne (1. 2. 113), Hamlet cannot be allowed to survive and assume the throne. His death, as well as the passage of the Danish monarchy to the quintessential warrior figure, Fortinbras, reflects the transition of the throne from Elizabeth I to James I. James Is ascension to the English throne alleviated some anxiety of female sovereignty, although his reign showed his peevish, cowardly, and self-indulgent disposition.When Hamlet puts on an antic disposition, crafting himself as mad, he evinces natural traits that are usually associated with feminine weakness. Hamlet is get to with passivity and indecision, two qualities often ascribed to women in the Renaissance (Woodbridge 275-99). Passivity and indecision impede and nearly thwart his quest to obey his fath ers demand for revenge. Davis D. McElroy claims that Hamlet, in addition to considering the ghosts exhortation to avenge him, contemplates taking no action at all. McElroy examines the opening five lines of the to be or not to be soliloquy To be, or not to be, that is the questionWhether is nobler in the mind to suffer The slings and arrows of outrageous fortune, Or to take arms against a sea of troubles, And by opposing, end them. (3. 1. 64-8) McElroy alleges that these lines, which are generally believed to be Hamlets argument regarding suicide, constitute a different deliberation on revenge killing Claudius, as the alleged ghost of his father demands, or taking no action at alla more cowardly decision, certainly, but definitely safer. McElroy compares the two options by examining the rhetoric of chiasmusclaiming that to be refers to taking arms against Claudius and not to be refers to suffering outrageous fortune. He argues that the speech pertains more reasonably to revenge tha n suicide because killing oneself is more like avoiding ones troubles than opposing them (544). It can be posited that Hamlets indecision concerning his vow to avenge his father parallels Elizabeth Fs refusal to name an heir. As Tennenhouse observes, Where Claudius would be second to Hamlet and Hamlets line in a patrilineal system, the queens husband and uncle of the kings son occupies the privileged male position in a matrilineal system... It is to be expected that Claudius could not legally possess the crown, the matrilinear succession having the weaker claim on British political thinking. (89) Hamlets duty is not merely to uphold his promise of vengeance. He also has an obligation to his country to see Claudius removed from the throne and Hamlet, the rightful ruler in patrilineal succession, put in his place. When Hamlet contemplates neglecting this obligation, he endangers the succession to the Danish throne in much the same way that Elizabeth Is secrecy concerning her own succe ssion endangers England.Arguably, Hamlet fails in his responsibility to protect the Danish succession after Hamlets death, Fortinbras, a Norwegian, assumes the throne. Although Fortinbras is a better candidate than the bring down Claudius, he is a member of Norways royal line, not Denmarks. Elizabeth Is refusal to marry consigns England to a similar fate regarding kingship and royal lines. James I is a member of the British royal family, but he is a Stuart, not a Tudor. As the Virgin Queen, Elizabeth I secures her own power by refusing to name a successor during her lifetime, but she allows her familial line to die with her.Elizabeth I also protected her political authority by crafting several personas. As seen in the Rainbow Portrait, she took liberally from mythical figures, such as Astraea, Flora, and Diana. Just as Elizabeth I appropriated the appearance and femininity of goddesses, Hamlet appropriates the masculine authority he observes in Fortinbras. Hamlet attempts to const ruct a persona that goes beyond an antic disposition, wanting to fashion himself as a strong son and leader of Denmark.After hearing of Fortinbrass plan to attack a desolate stretch of Poland, Hamlet resolves to emulate the militant Fortinbras by fashioning himself as a bloody avenger How stand I, then, That have a father killed, a mother stained, Excitements of my reason and my blood, And let all sleep O, from this time forth My thoughts be bloody or be nothing worth (4. 4. 59-62, 68-9) Although Hamlet desires to construct himself as an aggressive and violent fighter, he is never able to attain Fortinbrass forcefulness. Hamlets passivity here shows weakness and debility, not qualities appropriate in a military leader or a monarch.Although Hamlet attempts to assume the maleness of Fortinbras, shaping himself as a potent agent of revenge, Hamlets attempted emulation of Fortinbrass masculinity is merely another false front. Hamlet recognizes his own passivity, but however much he tr ies to counter and suppress it, his femininity is too firmly a part of his personality for him to overcome it completely. Even though Hamlet seeks to avenge his fathers murder, he is unable to kill Claudius in Act three, scene three. Hamlet decides not to kill Claudius at his attempted prayer, and he thus does not do what he has resolved to do.At this point in the play, the audience sees a roving character, one who first fashions himself as mad, then earnestly attempts to mold himself like the soldier Fortinbras. However much Hamlet views himself as mutable, he cannot override his still nature. Hamlet attempts to put on Fortinbrass masculine disposition after killing Polonius and assuring the deaths of Rosencrantz and Guildenstern, yet even after returning from his voyage to England, Hamlet is caught in his feminine passivity. Despite his earlier resolve that his thoughts be bloody or be nothing worth (4. 4. 69), Hamlet makes no move against Claudius.He walks with Horatio in the g raveyard, where he learns of Ophelias death (5. 1. 253), and he attacks Laertes at her gravesite (5. 1. 273), but he still clings to his false antic disposition. Gertrude calls his behavior mere madness and compares Hamlet to a female dove (5. 1. 302, 304). Hamlets shock and grief at learning about Ophelias death could excuse his distraction from attacking Claudius, but Hamlet delays his task too long. By waiting for Laertes challenge instead of choosing his own time to confront Claudius, Hamlet is forced to fight on the treacherous kings terms and dies at the tip of Laertes poisoned sword.Hamlets seek mirrors the rule of Elizabeth I, who controlled her public image through elaborately constructed personas. Similar to Hamlet, Elizabeth I attempted to disguise or suppress her feminine weakness. She proclaimed that she possessed a masculine body politic despite her female body natural. Elizabeth I maintained supremacy throughout her reignno easy task for a woman in the Renaissanceyet her refusal to marry and produce heirs ended the Tudor line of succession.Hamlets plight reflects the anxiety experienced by many English subjects as Elizabeth I grew older with no children to succeed her as Elizabeth I aged, the question of the sovereigns role or representation to provide for the common welfare became more and more critical. The Queen was still a mere woman, even though she had the heart and stomach of a king (Levin 1). Equally, Hamlet strives to create a public persona that corresponds with the masculine strength of Fortinbras, but he ultimately succumbs to feminine passivity, even though he is a prince. ConclusionHamlet reflects the anxiety of many of Elizabeth Is subjects concerning the strength of their Queen and the succession of the monarchy. With no husband and no heir to the throne, the political security of the country was at stake. Furthermore, many citizens were concerned with Elizabeth Is aging body and her demeaning attempts to appear younger. This concern developed in many cases into contempt for Elizabeth Is deceptive manipulations of her image. Hamlet has many feminine characteristics that, especially in the climate of Elizabeth Is decline, make him unsuitable as a ruler or potential king.Although he is not naturally suited to the masculine requirements of kingship, Hamlet strives to overcome his feminine nature in order to reinstate the honor and dignity of his family and kingdom. Although he accomplishes this end, his femininity delays him until he is betrayed by Claudius treachery. Hamlet removes Claudius from the throne, but at the cost of many lives, and the Danish monarchy passes to a Norwegian ruler. Like Elizabeth I, Hamlet tries to recreate his identity to gain needed respect and authority, but ultimately fails to protect his fathers line of succession.In Hamlet, readers can venture some of the feelings Shakespeare may have experienced in the growing misogyny that permeated the final years of Elizabeth Is reign. Like Hamlet, Elizabeth I was not without flaws, and her subjects came to resent her for these weaknesses, anticipating the advent of a more powerfuland masculinemonarch. As Shakespeare demonstrates with Hamlets poignant death and with Fortinbrass triumph, a stronger, more manful monarch is not necessarily a more estimable or worthy one.Works Cited Greenblatt, Stephen. Renaissance Self-Fashioning From More to Shakespeare. Chicago U of Chicago P, 1980.Levin, Carole. The Heart and Stomach of a King Elizabeth I and the Politics of call down and Power. Philadelphia U of Pennsylvania P, 1994. McElroy, Davis D. To Be, or Not to BeIs That the Question? College English 25. 7 (1964) 543-545. Mullaney, Steven. Mourning and Misogyny Hamlet, The Revengers Tragedy, and the Final Progress of Elizabeth I, 1600-1607. Shakespeare Quarterly 45. 2 (1994) 139-62. Neely, Carol Thomas. Documents in Madness Reading Madness and Gender in Shakespeares Tragedies and Early Modern Culture. Shakespeare Quar terly 42. 3 (1991) 315-38. Shakespeare, William. Hamlet. Eds. Barbara A.Mowat and Paul Werstine. invigorated York Washington Square P, 1992. Showaiter, Elaine. Representing Ophelia Women, Madness, and the Responsibilities of womens liberationist Criticism. Hamlet Complete, Authoritative Text with Biographical and Historical Contexts, Critical History, and Essays from Five Contemporary Critical Perspectives. Ed. Susanne L. Wofford. Boston Bedford Books of St. Martins Press, 1994. Tennenhouse, Leonard. Power on Display The Politics of Shakespeares Genres. New York Methuen, 1986. Tilley, M. P, I Have Heard of Your Paintings Too. (Hamlet III, i, 148). The Review of English Studies 5. 19 (1929) 312-17

Law and Morality Essay Example for Free

Law and Morality EssayJ. M. FINNIS Rules made, in accordance with regulative legal rules, by a determinate and effective authority (itself identify and standard constituted as an institution by legal rules) for a complete community, and buttressed by sanctions in accordance with the rule-guided stipulations of adjudicative institutions. 1 NATURALISTS ST. THOMAS doubting Thomas A rational ordering of things which concern the common good, promulgated by whoever is charged with the care of the community. 2SOCIOLOGISTS ROSCOE POUND Law is more than a set of overturn norms, it is withal a process of balancing conflicting interests and securing the satisfaction of the maximum wants with the minimum of friction. 3 WHAT IS pietism? No single definition can be offered to reap what holiness is, but in general morality can be understood as a rule prescribing between what is wrong and what is wrong. It could to a fault concoct a value of the acceptable and unacceptable norm of a given society.Some reserve terms moral and immoral that for the realm of sexuality and use the words ethical and unethical instead of the word moral when discussing how the business and professional communities should behave towards their members or toward the public. 4 RELATIONSHIP BETWEEN LAW AND MORALITY 1. The existence of unjust laws proves that morality and law are not identical and do not coincide. 2. The existence of laws that serve to defend basic values, law and morality can work together.3. Laws can state what overt offenses count as wrong and punishable. 4. Laws govern conduct at least partly through business organization of punishment. 5. Morality can influence the law in the sense that it can provide the reason for making whole groups of immoral elections illegal. 6. Law can be a public expression of morality which codifies in a public way the basic principles of conduct which a society accepts. 5 PUBLIC PROSECUTOR v MOHD ROMZAN BIN RAMLI6 BRIEF EXPLANATION ON THE CASEMo hd Romzan bin Ramli was charged under the offence of incest under the provision of section 376A of the Penal Code- a somebody is said to commit incest if he or she has sexual intercourse with another person whose relationship to him or her is such that he or she is prohibited, under the law, religion, consumption or usage applicable to him or her, to marry that person and was sentenced to six years of shackles and one stroke of rotan under section 376B(1)- punish with imprisonment between 6 to 20 years and whipping of the same Code.The accused had committed the crime in between early January 2006 to 26th May 2006 in a room at his house in Kulai, Johor Bharu, Johor. To an 11-year old girl, Nurul Atikah bte Abdul Kadir, which is also his stepdaughter. In 2006, the girl was forced to undress by the accused and was disturbed sexually by him. He had make the disturbance to her several times. In addition, he threatened her not to tell anyone and had beaten her. Father of the victim, lo dged a police chronicle after he had noticed changes in his daughter after he had picked her from his ex-wifes home.After medical check-ups were done by the doctor, the victim suffered from injuries in her offstage part and was treated by a psychologist. The accused pleaded guilty in front of the judge,Zawawi Salleh in the High Court of Johor Bharu, prosecuted by the Deputy Public Prosecutor, Husmin Hussin (Johor, severalise Legal Advisor Office). However, his sentences was changed to eleven years of imprisonment and three strokes of rotan, after the case was appealed to the High Court Of Johor Bharu from the Sessions Court Johor Bharu.The sentences were changed as it was unfair to the victim by taking her trauma and injuries into account and the public learns about this case. OPINION/CONCLUSION In my opinion, the action of appealing the judgement made by the Sessions Court of Johor Bharu was a just and fair decision. Six years of imprisonment with one stroke of rattan is too li ttle compared to the crime. According to bathroom Austin, he defines law as a command given by a sovereign who may be a King, council or parliament. Such a command in his view is backed by coercion so that any person who violates the law, suffer the pain provided by law.7 The accused needs to be punished for what he had done to the victim. The victim was just a little, innocent girl compared to him whose already old enough to think about right and wrong. Secondly, punishments for committed crimes are not sole(prenominal) to punish the criminals, it is also as a deterrence to the public to not commit the same crime as they will be punished in accordance with the law too. Six years imprisonment and one stroke of rattan are not sufficient enough to deter the crime. As John Austin stated on why do we have to obey the law?It is because of the fear of sanction. Austin view is the fear by which the law, by its dogmatic power, strikes in the heart of the people is what makes people obey the law. If we remove the element of fear from the law, it would not be obeyed as there would be no deterrence. In other words, if a law is made without sanction, it would be disobeyed. 8 Lastly, after the High Court Judge of Johor Bharu sentenced the accused to eleven years of imprisonment and three strokes of rattan, only then, the justice can be seen.Bentham refers justice as maximum happiness of maximum number of people. 9 The publics views on the case are also need to be considered. Minimum sentences given could cause an uproar in the society. Even Hart mentioned that justice is a shared concept everybody wants justice seen and done. This is also supported by the aim of having law is to maintain peace and harmony. 1 M. D. A Freeman, Lloyds Introduction to Jurisprudence, page 178. 2 M. D. A Freeman, Lloyds Introduction to Jurisprudence, page 143.3 Hari Chand, novel Jurisprudence, 1994, International Law Book Services, Kuala Lumpur, page 205. 4 Jacques T. Ethics Theory and Prac tice, (5th ed. ). New Jersey Prentice Hall, (1995) 3. 5 Basic Observations on Law and Morality. 10 September 2001. Web. 13 August 2012. 6 Public Prosecutor v Mohd Romzan bin Ramli. Malayan Law Journal, 22nd January 2012. Web. 13th August 2012. . 7 Hari Chand, Modern Jurisprudence, page 72,80,81. 8 Hari Chand, Modern Jurisprudence, page 74. 9 Jeremy Bentham. N. p. Web. fourteenth August 2012. .

Strategic implementation process

Strategic execution procedureImplementing Strategies the step that differentiates between success and failure of strategic planning.AbstractTo discuss in detail, the strategic implementation process and alike to understand the counseling and operational nuances of a successful implementation. The topic spans across vital tools such as annual objectives, organizational structure, reengineering, functioning culture and process improvements. The look paper also brings come in the ch totallyenges of implementation, which be much complex to solve, and makes it even more difficult to implement the formulated strategies. This research also authenticates the fact that there is a pre-requirement for special set of programs/ initiatives etc to prepare an organization towards change in the basis of peoples acceptance towards the saucily implementation. (www.csuchico.edu/mgmt/strategy/ mental faculty/sld044.html)Literature Re persuasionThe strategy charge process does non end when t he satisfying decides what strategy to pursue. There must be a translation of strategic thought into strategic action. This translation is much easier if the managers and the employees of the firm understand the business, feels as part of the company, committed to the organizations strategic intent.Implementing a strategy affects the firm from top to quarter it also affects all the operable/ di imagingal areas of business. Even the most technically perfect strategy plan will serve little purpose if it is not implemented.Many organizations tend to spend an inordinate amount of money, time and resources in developing strategic plans solely lets them wither out once change or uncertainty creeps in, failure of implementation is not only if a setback but erodes the confidence of the firm and brings it back to worse than the pre-strategic scenarios leading to management failure and organization chaos.Research Aims ObjectivesStartegy formulation concepts and tools do not differ greatl y between small, large or bigger firms, but the implementation varies good among different types and sizes of organizations. As the implementation will affect many aspects of the organization like the altering of sales territories, diffuseing financial budgets, changes in the pricing illustration, developing new employee benefits, establishing cost-control procedures, changing marketing approaches, building on infrastructures for ehnaced products and services, better management information systems, launching new organization wide development projects and initiatives. This research paper barely focusses on these aspects and try to elucidate the managerial and operational perspectives in breif details with respect to strategy implementation.Research MethodologyAn individual project research showing many corporate strategies internet links, strategic business books, executive management journals, the Harvard Business Review magazines and various case studies. Some articles were a lso used as references in the Strategy Focused Organization written by the Robert Kaplan David Norton duos. Few were read from various SEM websites, through the search engine Google. It is more of a background signal based literature research and translating the understanding into research paper/ article.Discussion Management PerspectivesThe transition from formulation to implementation requires a shift un responsibility from strategists to divisional/ functional managers. Managers and employees are motivated more on perceived self-interest than organizational interest, hence it is essential for the top management to translate these goals in junction with their personal/ functional goals, so a message is sent across that achieving these small set of goals leads to achieve the super ordinate organizational goals. These will let the management focus on establishing annual objectives and then breaking them down to functional objectives, devising policies and procedures to act as a general guideline for steerage the functionalities, followed by allocating resources (material, money and men), restructuring and regrouping if necessary to align to the need of the organizations strategy, structured communication programs to wither resistance for change, revising the rewards and the incentives plans, developing a strategic support culture, adapting to interactive operational and production processes and developing an effective HR function.Management changes are necessarily more extensive when strategies to be implemented move a firm in a major new direction. The managers should start involving in strategy implementation process right from the early stages so as to maintain the trueness towards the end results and transfer the confidence to grass root level so that their team members are also motivated to take a shit towards the agreed objectives both functional and organizational. Top-down flow of communication is essential for developing bottom-up support. Ev ery employee should be able to benchmark his/her efforts against best-in-class competitors so that the challenge constrains personal, on the other(a) attain the firm should provide the best training for both managers and employees to ensure that they film to acquire and maintain skills necessary to be world-class performers.Strategic management should not become self-perpetuating bureaucratic mechanism. Rather it must be a reflective acquire process that familiarizes managers and employers in the organization with key strategic issues and feasible alternatives for solvent those issues. It must not become ritualistic, stilted, orchestrated or too formal, predictable and rigid. Always remember to keep the strategic management process simple but effective, jargon-free but content rich. Words supported by numbers should be represented as the medium for explaining strategic issues and organizational responses. A key consumption of strategist is to facilitate continuous organization change and learning that enhances the next perspective production operations (HR, Learning, Culture and Leadership aspects as well).Discussion toil/ Operations (Learning, HR) PerspectiveThe production or operations perspective constitute more than 70% of the firms total routine strategy or operational strategy. These limitations foundation meaningfully enhance the risk of non-attainment of the desired objectives as they are back bone of the business development/ market expansion focuses of the organization. Production related decisions on plant size, plant locations, product design, choice of equipments, kind of tooling, size of inventory, inventory control, quality control, cost control, use of standards, job specialization, employee training, equipment and resource utilizations, shipping and packaging and expert innovations can have a dramatic impact on the success or failure of strategy-implementation efforts.Factors that should be studied before locating production facil ities involve the availability of resources, make or outsource decisions, margin of production costings, the location of major markets, political risks in the area/ region. For high technology companies, production be may not be as important as production flexibilities because major product changes can happen more frequently. This also results in cross-training of employees in various production platforms leading toReduction in substantial investments in training learning activities.Workers skill level gets cross-pollinated and resulting in higher efficiency.It can reduce the thrust of managers responsibility in training/ and make them focus more towards coaching and mentoring.It reduces time gaps and hence gains on productivity levels are easily expected.You have to understand your industry well to develop the connection between process improvements and outputs achieved. Take three divisional examples of cycle-time measurement, a common process measure. For much of our falsifyi ng business, no premium is earned for early delivery. And the contracts allow for reimbursement of inventory holding costs. Therefore, attempts to reduce inventory or cycle times in this business conjure no benefit for which the customer is willing to pay. The only benefits from cycle time or inventory reduction occur when reduction in factory-floor complexity leads to tangible reductions in product cost. The output performance targets must be real cash savings, not reduced inventory levels or cycle times.In contrast, signifi cant lead-time reductions could be achieved for our packaging machinery business. This improvement led to lower inventory and an option to access an additional 35% of the market. In this case, the cycle-time improvements could be tied to specific targets for increase sales and market share. It wasnt linear, but output seemed to improve each time we improved throughput times.And in one of our agricultural machinery businesses, orders come within a delineate t ime window each year. The current build cycle is longer than the ordering window, so all units must be built to the sales forecast. This process of building to forecast leads to high inventory-more than twice the levels of our other businesses-and frequent overstocking and obsolescence of equipment. Incremental reductions in lead time do little to change the economics of this operation. just now if the build cycle time could be reduced to less than the six-week ordering time window for part or all of the build schedule, then a breakthrough occurs. The division can shift to a build-to-order schedule and eliminate the excess inventory caused by building to forecasts. In this case, the benefit from cycle-time reductions is a step-function that comes only when the cycle time drops below a critical level.So here we have three businesses, three different processes, all of which could have elaborate systems for measure quality, cost, and time but would feel the impact of improvements in r adically different ways. With all the diversity in our business units, senior management really cant have a detailed understanding of the relative impact of time and quality improvements on each unit. All of our senior managers, however, understand output targets, curiously when they are displayed with historical trends and prospective targets.The concept of learning organization (cultural intervention in strategy) is emphasized here as part of the changing business model to suit the strategic intent. Learning organizations are characterized by total employee involvement in a process of collaboratively conducted, collectively accountable change directed towards divided values or principles. (Watkins and Marsick 1992 118). The basic rationale for such organizations is that in situations of rapid change only those that are flexible, adaptive and productive will excel. For this to happen, it is argued, organizations need to keep how to tap peoples commitment and capacity to learn a t all levels. While all people have the capacity to learn, the structures in which they have to function are often not conducive to reflection and engagement. Furthermore, people may lack the tools and guiding ideas to make sense of the situations they face. Organizations that are continually expanding their capacity to nominate their future require a fundamental shift of mind among their members.When you ask people about what it is like being part of a great team, what is most spectacular is the meaningfulness of the experience. People talk about being part of something larger than them, of being connected, of being generative. It becomes quite clear that, for many, their experiences as part of truly great teams stands out as singular periods of life lived to the fullest. Some spend the rest of their lives looking for ways to recapture that spirit. For motherfucker Senge, real learning gets to the heart of what it is to be human. We become able to re-create ourselves. This appli es to both individuals and organizations. Thus, for a learning organization it is not enough to survive. Survival learning or what is more often termed adaptive learning is important indeed it is necessary. But for a learning organization, adaptive learning must be joined by generative learning, learning that enhances our capacity to createThe learning organizations require a new view of leadership. He sees the traditional view of leaders (as special people who set the direction, make key decisions and induce the troops as deriving from a deeply individualistic and non-systemic worldview. At its centre the traditional view of leadership, is based on assumptions of peoples powerlessness, their lack of personal vision and inability to master the forces of change, deficits which can be remedied only by a few great leaders. Against this traditional view he sets a new view of leadership that centers on subtler and more important tasks.In a learning organization, leaders are designers, stewards and teachers. They are responsible for building organizations were people continually expand their capabilities to understand complexity, clarify vision, and improve shared mental models that is they are responsible for learning. Learning organizations will remain a good idea until people groom a stand for building such organizations. Taking this stand is the first leadership act, the start of inspiring (literally to breathe life into) the vision of the learning organization, which is also part of the structural intervention, a part of planned change or Organization Development.ConclusionSuccessful Strategy formulation does not at all guarantee successful strategy implementation, although they are sequential in nature, but the latter simply means the change actually. It is widely agreed that the real work starts after strategies are formulated. It is sometimes frightening to think a single individual, a system failure, a process hiccup or a impress structure would comple tely sabotage the success of the strategic implementation and achievement of the agreed objectives. So the actual grounds have to prepare in terms of managing human resources and political relationships, creating a strategy supporting conducive climate/ culture, adapting to the right kind of systems, operations and processes.Depending on the size and type of the organization other management issues could be equally important to successful strategic implementation.ReferencesDale McConkey, Planning in a Changing Environment, Business Horizons, September October 1988 66.S. Ghoshal C.A. Bartlett, Changing the role of management beyond structure to processes, HBR 73, 1(1995) 88 90.www.hbr.org How important is personal goal alignment in Strategic Objectives, article by Thomas Strickland in 1998 (White Papers Category).Richard Brown, outsider CEO Inspiring changes with force and grace, USA Today (July 19, 1999) 3B.H. Igor Ansoff, Strategic Management of Technology, Journal of Busine ss Strategy 7, no 3 (Winter 1987) 38.Jack Duncan, Management (New York haphazard House, 1983) 381-390.Translating strategies into action, course notes on published by HBS Feb 1990.Robert Waterman Jr. How the better get best?, Business Week (September 14th 1987) 104-105.Implementing Strategies Management Operations Issue, Fred R. David, south-central Carolina University, 2006 Prentice Hall Edition, 245 261.T. Deal A. Kennedy, Culture A new look through the old lenses, Journal of Applied Behavioral Sciences 19, no4 (1983), 498 504.Peter Senge on Learning Organizations in the American Management Journal, (Senge 1990 340)Harris Dawn, Constance E. Helfat and Paul J Wolfson the pipeline to the top, the Academy of Management Perspectives 20, No 4 (2006) 42.James C Wimbush, speckle on Human Resources Management, Business Horizon 49, No 6 (Nov-Dec 2006) 433Robert Simons, Control in the Age of Empowerment, Harvard Business Review (March-April 1995) 80.Readings from Strategic Manageme nt by Charles W.L. hill Gareth R. Jones, 4th Reprinted 2000 Millennium Edition.

Development of Project Management Plan

Development of flip Management PlanLITERATURE REVIEWHaving seen in the previous chapter well-nigh the realise solicitude is a cargonfully inventned and organized effort to accomplish a specific (and usu tout ensemble(prenominal)y) one-time effort, for example, implementing a refreshful computer system. Project forethought holds exploitation a interpret program, which includes defining aim goals and objectives, specifying tasks or how goals ordain be secured, what resources atomic number 18 need, and associating reckons and timelines for completion. It also includes implementing the s exterminate off throw, along with careful influences to stay on the critical path, that is, to agree the plan is existence managed according to plan. Project counsel usually follows major phases (with various titles for these phases), including feasibility study, cat planning, implementation, military rank and support/ master(prenominal)tenance.Comninos and Frigenti (2002 p.72) defines Project management as The use of knowledge, skills, tools and techniques to determine activities to wreak tramp requirements.Further Haynes (1995 pp. 623) defines aim management as Project management c one timentrates on the gestate . A cast off is an undertaking that has a beginning and an end and is carried out to meet imbeded goals within cost , account and fiber objectives . Project management brings together and optimizes the resources necessary to exonerate the project luckyly . These resources include the skills , talents and co-operative effort of a team of pot , facilities , tools and equipment information systems and techniques and moneyDuncan (1995 pp. 742) has a similar view Project management is the application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements Harrison ((1988 pp.62) states these definition as The application of modern management techniques and systems to the deed of a pr oject from boodle to finish, to achieve predetermined objectives of scope, feeling, time and cost, to the equal satisfaction of those involvedCleland and Gareis (1993 pp.58) states that Project management is the ability to define, schedule and assign project activities record project issues monitor make and report changes in activity accomplishment and issue resolution and brinytain and keep in line changes to designs, plans and issue listsSimilarly Morris (1997 pp. 221) defines as Planning, observe and go for of all aspects of a project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and carrying outCiborra (2002 pp. 525) defines Information System (IS) as the system of persons, data records and activities that deform the data and information in a given organization, including manual fulfilles or automated suees. Usually the term is used mistakenly as a synonym for computer-based information syst ems, which is only the Information technologies component of an Information System. The computer-based information systems are the field of study for Information technologies (IT)Project management is concerned with managing the entity called People. There is no single universal definition of a packet project , although some definitions do have similar structure. Projects consume a variety of resources , Projects have a specific start and end point (or life cycle), Projects have a owner (i.e. consumer ), Projects have a specific budget , Project have a clear method , Projects have finite objectives. A unique undertaking with a concise life cycle , start and end dates , a finite budget , resource allocation and defined outcome or objective (Gary 2001 p.25)2.1 P recapitulation of packet industry in IndiaThe software program program industry is one of the fastest growing industries and highest earners of foreign exchange in the Indian economy. With help from the Indian Government including tax benefits and the suppuration of infrastructure links, the software sector has grown over 56% annually since 1995. Software exports currently reach about 95 countries and account for 10.5% of Indias total exports.There is, therefore, significant interaction on the global level between IT companies and other countries and companies, which might account for the lead Infosys has taken amongst its peers in the field of CSR (Narayana Murthy CEO Infosys , 2006 15/02/07)The India Software effort has brought about a tremendous success for the emerging economy. The software industry is the main component of the Information technology in India. Indias pool of young aged hands is the key behind this success story. Presently there are more(prenominal) than 500 software firms in the country which shows the monumental advancement that the India Software Industry has experienced (IIT,2002 p.4)2.2 Infosys and its relation to software project managementFounded in 1981 in Bangalore by Narayana Murthy and six colleagues, Infosys is positioned to integrate the needs of vendors and service providers, using existing solutions or relying on bare-assed intersection development. The comp either does the necessary integration, software development, feature enhancements exam, release and third level support. It provides solutions to the financial sector the biggest chunk of its business- as well as to 460 other clients across a broad spectrum of other industries. (www.infosys.com 14/02/08)In terms of project management, software project work is split into twain components onsite and offshore, according to where it can be best done, at the lowest cost, and with the lowest level of acceptable stake, thereby de-coupling capability development and drop outy.Although Infosys was not spared by the dotcom jampack in 2001, thanks in part to the loyalty built up among employees the business bounced back, and by 2006 its market capitalization was US$18 billion. For Murthy , leading by example is what counts. This translates into three core values respect for the individual, data-based decision making, and embracing constant change by forcing people to share their innovations. Infosys has established a systematic pattern of succession planning whereby board members remain in the vanguard but are underpinned by a three-tier leadership structure for high-tension handlers. Younger employees are viewed as the eyes and the ears of the company, bringing to the forefront contemporary issues that might otherwise be overlooked (Manfred , Vries, Agrawal and Florent-Treacy 2006 p.121)Since incorporation, Infosys annual revenue has rapidly increase and it reached 1 trillion in 2006. Unlike many other Indian IT companies Infosys has concentrated on building software applications and this has contributed to its global success Infosys Technologies employs nearly 17,000 people worldwide, almost 10,000 of whom are software professionals. 116 new clients in the finan cial year (FY) 2002 added to the already prestigious list that includes Airbus, Cisco, Nordstrom and Boeing. Retail banking services account for around 4% of total revenue. The company vision is to be the best globally, commercially and ethically. As such, Infosys has veritable a C-Life principle of core values that it aims to honour in all aspects of its business conduct . C LIFE represents Customer delight , Lead by example , Integrity and transparency , Fairness and Excellence (www.infy.com 15/06/07)2.3 Project Management Processes (Infosys based approach)Turner J and Rodney (2005 p..43) states that A project management work is the management process of planning and controlling the accomplishance or slaying of a project Although all projects are different and have unique features m there are elements which are common to most . A process model needs a baffle of features whichAre adaptable to a wide range of applicationsProvide a complete and adequate definition of any projec t to which they are appliedAre easy to assimilate , with the key tasks and points of interest highlightedAre suitable to act as a memorandum and checklist to en certainly that everything is coveredDo not impose any unnecessary constraints on the use of tools , techniques and methods during the projectsA process model can be helpful to a project manager in planning the project but obviously cannot be followed blindly and must be tailored to meet the requirements of the project . non all the elements of the process model impart be appropriate , but the model can be used as a checklist to ensure that nobody important is missed from the project . The process model is also used to help define what is required of the project manager at each horizontal surface in the project and to define the inputs and outputs of each stage . (Van Vliet , 2004 p.52)Infosys executes hundreds of projects each year. Full responsibility for executing a project rests with the project manager, who must make sure that the project team delivers high-quality software to the customer on time and within cost. To help the project manager fulfill this responsibility, support from the organization is necessary. (Mahajan and Ives , 2006 p.231) This section provides a brief background Infosys support for managing software projects. For a project team to successfully execute a project, it must perform hundreds of tasks, many of them interdependent. Effectively managing this process is extremely important for success. (Harvey 2003 p.52)At Infosys, the set of activities executed by a project manager is specified in the project management process. It is fairly standard, having three main stagesSoftware project planningSoftware project executionSoftware project closure2.3.1 Software Project PlanningThe key to a successful software project is in the planning. Creating a project plan is the first thing one should do when undertaking any kind of project. Often project planning is ignored in favor of ge tting on with the work. However, many people fail to realize the value of a project plan in saving time, money and many problems. A project is successful when the needs of the stakeholders have been met. A stakeholder is anybody directly or indirectly tinted by the project. (Lackman 1987 p.57)As a first step it is important to identify the stakeholders of software project. It is not al substances easy to identify the stakeholders of a project, particularly those impacted indirectly. (Lewis J 1995) Examples of stakeholders areThe project sponsorThe customer who receives the deliverablesThe users of the project outputsThe project manager and project teamOnce understanding who the stakeholders are, the next step is to establish their needs. The best way to do this is by conducting stakeholder interviews. Considerable time can be utilized during the interviews to draw out the true needs that create real benefits. Often stakeholders will talk about needs that arent relevant and dont del iver benefits. These can be recorded and set as a low priority. ( Berlick 1992 p.72)The next step once later all the interviews done and have a comprehensive list of needs it is now to prioritize them. From the prioritized list its important to create a set of goals that can be easily measured. A technique for doing this is to review them against the SMART (specific, measurable, agreed upon, realistic and time-based ) principle. This way it will be easy to know when a goal has been achieved. Once having established a clear set of goals they should be recorded in the project plan. It can be useful to also include the needs and expectations of the end users- stakeholders. (Thomsett 1989 p.51)At Infosys , in the project planning stage, as revealed by Marsh (1998 p.17) , the project manager reviews contractual commitments and creates a plan to meet them. Creating a project plan involves defining a life-cycle process to be followed, estimating the effort and schedule, preparing a detai led schedule of tasks, and so on. It also includes planning for quality and configuration management as well as risk management. In this phase, the major activities of the project manager are as followsAccording to McManus (1997 p.69) , the project manager performs startup and administrative tasks and creates the project plan and schedule. He is also responsible for defining the objectives of the project . The suitable standard process for the project execution is place . as well the standard process to meet project requirements are tailer . Also a process for managing changes in requirements is designed . The estimation of effort involved is undertaken . Also the plan for human resources and team organization is determined . The project milestones are defined and schedules created accordingly. Also the quality of objectives and a quality plan to achieve them are determined . A defect prevention plan in designed. The risks are identified and plans are made to mitigate them. A meas urement plan for the project is defined .A training plan for the project is designed . The project-tracking procedures are analyzed for effective execution . Also a review of the project plan and schedule are performed . Authorization from senior management is obtained . The configuration management plan and defined and reviewed . Also orientation of the project team to the project management plan is executedIn addition to the project manager, this phase involves the customer, an SEPG representative, and the business manager for the project. The entry cadence is that the contract or project authorization is available. The exit criterion is that the project plan has been documented and group reviewed (Morgon 1986 p.19)2.3.2 Software Project ExecutionAccording to ,Harvey ( 2003 p.167) ,the purpose of Project Execution and Control is to develop the product or service that the project was commissioned to deliver. Typically, this is the longest phase of the project management lifecycle, where most resources are applied. Project Execution and Control utilizes all the plans, schedules, procedures and templates that were prepared and pass judgment during prior phases. Unanticipated events and situations will inevitably be encountered, and the Project Manager and Project Team will be taxed to capacity to deal with them while minimizing impact on the projects CSSQ.Project Execution and Control Kick-off is where the project manager conducts a confluence to formally begin the project execution and control phase, orient new project team members, and review the documentation and current status of the project. The purpose of Project Execution and Control Kickoff is to formally accommodate the beginning of project execution and control and facilitate the transition from project planning. Similar to project planning kick-off, project execution and control kickoff ensures that the project is still on track and focused on the original business need. Many new team members will be introduced to the project at this point, and must be thoroughly oriented and prepared to begin work. Most importantly, current project status is reviewed and all prior deliverables are re-examined, giving all new team members a common reference point. (Rodney 1999 p.123) Manage CSSQ is where the project manager must manage changes to the project scope and project schedule, implement quality assurance and quality control processes according to the quality standards, and control and manage costs as established in the project budget. (SEI 1996 p.4)The purpose of Manage CSSQ is to manage changes to project scope , control the project schedule and manage schedule changes , implement quality assurance and quality control , processes according to the quality standards revised during project planning control and manage costs established in the projectMonitor and Control Risks, where the project manager and project team utilize the risk management plan prepared in previous phases, and de velop and apply new response and resolution strategies to unexpected eventualities.Risks are potential future events that can adversely take up a projects Cost, Schedule, Scope or Quality (CSSQ). In prior phases, the project manager defined these events as accurately as possible, determined when they would impact the project, and developed a risk management plan. As the impact dates draw closer, it is important to continue re-evaluating probability, impact, and timing of risks, as well as to identify additional risk factors and events. When the risk event actually occurs, the risk (which is by definition a future, potential event) becomes an issue (which is by definition a current, definite condition) and issue observe and control takes over. The purpose of monitor and control risks is to deploy the risk management plans prepared in prior phases to anticipate project challenges, and to develop and apply new response and resolution strategies to unexpected eventualities. (Humphrey 1989 p.92)Manage Project Execution, where the Project Manager must manage every aspect of the Project Plan to ensure that all the work of the project is being performed correctly and on time.Project Execution is typically the part of the lifecycle of a project when the majority of the actual work to produce the product is performed and the majority of the project budget is expended. The purpose of manage project execution is to manage every aspect of the project plan as work is being done to make certain the project is a success. This process is performed concurrently with the manage CSSQ and monitor and control risks processes. The tasks in this process are performed concurrently and repeatedly as various aspects of the product of the project are constructed, tested, and accepted. (Dion 1994 p.172)Gain Project Acceptance, where the Project Manager, customer decision-makers and project sponsor acknowledge that all deliverables produced during project execution and control have been completed, tested, accepted and approved, and that the product or service of the project has been successfully transitioned to the performing organization.The purpose of Gain Project Acceptance is to formally acknowledge that all deliverables produced during project execution and control have been completed, tested, accepted, and approved by the projects Customers and the Project Sponsor, and that the product or service the project developed was successfully transitioned from the Project Team to the Performing Organization. Formal acceptance and approval also signify that the project is essentially over, and is ready for Project Closeout. (Duran 1988 p.49)At Infosys , the second phase, as in the words of Finney ( 1999 p.193) , project execution, involves executing the project plan, tracking the status of the project, and making corrections whenever project military operation strays from the path laid down in the project plan. In other words, it involves tracking and controlling t he implementation of the project process. This phase is the longest in the project management process, incorporating periodic tasks such as monitoring project status and quality and taking any needed corrective steps.In this phase, as said by ( Harvey 2003 p.62) , the project manager executes the project as per the project plan. , tracks the project status., reviews the project status with senior management. , monitor compliance with the defined project process. , analyze defects and perform defect prevention activities, monitor implementation at the program level and conduct milestone reviews and replan if necessary. Other members of the team also participate in this stage. The entry criterion is that the project plan is complete and approved, and the exit criterion is that all work products delivered are accepted by the customer2.3.3 Software Project ClosureThe Project closure report is produced at the end of the Project, and provides the Project Board with a review of the overal l Project and an assessment of how successfully the Project has met its objectives. This report will be presented at the closing Project Board meeting, and must be signed off by the Project Board as part of the process of formally closing the Project. (Watts 1987 p.122)As said by Sanders and Curran (1994 p.623) , a carefully structured project closure phase should ensure that the project is brought to a controlled end. The project manager should prepare the end project report, which details the main findings and outcome of the project and represents a formal review of the projects degree of success. The project manager should organize the project closure meeting and draw up a list of who should attend. This meeting is concerned with reviewing the project and ensuring the completeness of all of the major project deliverables. It is the final formal control point away from the post implementation review and should be attended by the project owner and the overall project manager. Th e basic question facing the attendees is Did the project deliver its intended end-product within the time and budgetary limits set?According to Thomsett (1989 p.62) , The last stage of the project management process, project closure, involves a systematic wind-up of the project after customer acceptance. The main goal here is to learn from the experience so that the process can be improved. Post-project data analysis constitutes the main activity prosody are analyzed, process assets (materials, such as templates and guidelines, used to aid in managing the process itself) are collected for future use, and lessons are recorded. Because learning from the project is the main goal, this is a group activity that involves the project manager, the SEPG, and other members of the team. The entry criterion is that the customer has accepted the work products. The exit criterion is that a post project meeting has been conducted. The main outputs of this phase are the project closure report and t he collected process assets.2.4 Capability Maturity ModelCMM is a development methodology thats designed to help projects make use of reusable processes . There are some pain involved in making the switch , but the benefits to development staff and the organization make it worthwhile The CMM describes a continuum of characteristics based on how well your company or organization follows common and repeatable processes to get your work done. CMMs have been developed for software acquisition, people, and software (Paulk 1993 p.342)Although the SEI continues to enhance and expand the scope and breadth of various CMM models, the primary focus for most companies continues to be software development. perhaps the biggest reason for looking at software development is that the process uses a fair amount of creativity, which can lead to unpredictable results. However, much (but not all) of the software development process can be standardized using a common set of processes. Common processe s can be set up for the project management side Moving up the CMM levels allows an organization to standardize its software development processes in areas that can be successfully repeated from project to project Organizations that use the CMM for software development describe their level of standardization against CMM benchmarks using a scale of 1 to 5. The low end of the scale describes companies that arent using repeatable processes much of their work is chaotic and ad hoc. The high end describes companies that use defined and repeatable processes, collect metrics to help them continuously improve their processes, and look for creative ways to do things better on an ongoing basis.(Watts 1987 p.79)Many companies are seeing that they can drive business value by implementing good, reusable processes throughout their organizations. The CMM provides a framework that companies can use to measure themselves on a standard 1 to 5 scale. Most companies today are at level 1 and would love t o get as high as level 2. Most managers and organizations realise that they should have common and repeatable processes. However, pain will definitely be involved (Gilb 1998 p.122)Infosys has been assessed at level 5 (the highest level) of the Capability Maturity Model (CMM). By extracting project management processes from the set of processes at Infosys, this sustain also illustrates how projects are managed in a high-maturity organization. Through this illustration, I hope to bring the benefits of the CMM to project managers who have not studied it because of lack of time, because they regard it as being for process folks or because they have found it difficult to relate the CMM to project management practices. (www.infosys.com 02.07.07)2.5 KPAs and its importance in Project Management each(prenominal) KPA specifies goals that the processes of the organization must meet to satisfy that KPA. In addition, each KPA specifies a group of activities, called key practices, that collecti vely satisfy the goals of that KPA. In many senses, the goals for each KPA inhibit its essence. They specify the objectives that the CMM has set for the processes relating to the KPA. To illustrate the KPAs associated with project management, we briefly discuss here the goals of these KPAs. These goals are taken from the CMM,with some minor changes in the wording of some goals. ( make and Woolgar , 1994 p.589)2.5.1 Goals of KPAs at Level 22.5.1.1 Requirement Management RMRequirements management is all about balance, intercourse, and adjustment along the way. To prevent one class of requirements from over-riding another, constant communication among members of the development team is critical. For example, in software development for internal applications, the business has such strong needs that it may ignore user requirements, or accept that in creating use cases, the user requirements are being taken care of. (Bevan 1992 p.165)2.5.1.2 Software Project Planning SPPThe purpose of Software Project Planning is to establish reasonable plans for performing the software engineering and for managing the software project. Software Project Planning involves developing estimates for the work to be performed, establishing the necessary commitments, and defining the plan to perform the work (Barker 1992 p.522)2.5.1.3 Software Project Tracking and Oversight SPTOThe purpose of Software Project Tracking and Oversight is to provide adequate visibility into actual supercharge so that management can take effective actions when the software projects performance deviates significantly from the software plans. Software Project Tracking and Oversight involves tracking and reviewing the software accomplishments and results against documented estimates, commitments, and plans, and adjusting these plans based on the actual accomplishments and results (Budlong and Peterson 1996 p.523)2.5.1.4 Software Subcontract Management SSMThe purpose of Software Subcontract Management is t o select qualified software subcontractors and manage them effectively. Software Subcontract Management involves selecting a software subcontractor, establishing commitments with the subcontractor, and tracking and reviewing the subcontractors performance and results. These practices cover the management of a software (only) subcontract, as well as the management of the software component of a subcontract that includes software, hardware, and possibly other system components (ISO 9000-3 p.5)2.5.1.5 Software Quality Assurance SQASoftware Quality Assurance (SQA) is defined as a planned and systematic approach to the evaluation of the quality of and adherence to software product standards, processes, and procedures. SQA includes the process of assuring that standards and procedures are established and are followed throughout the software acquisition life cycle. Compliance with agreed-upon standards and procedures is evaluated through process monitoring, product evaluation, and audits. Software development and control processes should include quality assurance approval points, where an SQA evaluation of the product may be done in relation to the applicable standards. (Kontonya and Sommerville , 1998 p.212)2.5.1.6 Software Configuration Management SCMIn software engineering, software configuration management (SCM) is the task of tracking and controlling changes in the software. Configuration management practices include revision control and the establishment of baselines (Keller et al 1990 p.521 )2.5.2 Goals of KPAs at Level 32.5.2.1 unified Software Management ISMThe purpose of Integrated Software Management is to integrate the software engineering and management activities into a coherent, defined software process that is tailored from the organizations standard software process and related process assets, which are described in Organization Process Definition. Integrated Software Management involves developing the projects defined software process and managi ng the software project using this defined software process. The projects defined software process is tailored from the organizations standard software process to address the specific characteristics of the project (Saiedian Hossein and Kuzara 1995 p.321)2.5.2.2 Intergroup Coordination ICIntergroup Coordination involves the software engineering groups participation with other project engineering groups to address system-level requirements, objectives, and issues. Representatives of the projects engineering groups participate in establishing the system-level requirements, objectives, and plans by working with the customer and end users, as appropriate. These requirements, objectives, and plans become the basis for all engineering activities (TickIT Guide p.21)2.5.2.3 Peer Reviews PRIn software development, peer review refers to a type of software review in which a work product (normally some form of document) is examined by its author and one or more colleagues, in order to evaluat e its technical content and quality When performed as part of each Software development process activity, peer reviews identify problems and doctor up them early in the lifecycle. That is to say, a peer review that identifies a requirements problem during the Requirements analysis activity is cheaper and easier to fix than during the Software architecture or Software testing activities ( Gentleman 1996 p.92)2.5.3 Goals for KPAs at Level 42.5.3.1 Quantitative Process Management QPMQuantitative Process Management involves establishing goals for the performance of the projects defined software process, which is described in the Integrated Software Management key process area, taking measurements of the process performance, analyzing these measurements, and making adjustments to maintain process performance within acceptable limits. When the process performance is stabilized within acceptable limits, the projects defined software process, the associated measurements, and the acceptabl e limits for the measurements are established as a baseline and used to control process performance quantitatively (Daly-jones and Thomas 1997 p.142)2.5.3.2 Software Quality Management SQMIts here were the projects software quality management activities are planned . Measurable goals for software product quality and their priorities are defined . Actual progress toward achieving the quality goals for the software products is quantified and managed (Broad

New Labours Immigration Policy

naked as a jaybird Labours Immigration PolicyA report on new labour in-migration polity UKThe aim of the following report is to provide a summary and analysis of UK immigration indemnity under New Labour governments. The debates surrounding immigration polity have continued to cause political controversy since New Labour came into power in 1997. New Labour had hoped to speed up the immigration run to be fairer to potential immigrants and asylum seekers, whilst improving administrative strength, though it has face up difficulties in achieving its aims. The report will assess the effectiveness or otherwise of immigration constitution and all areas of strengths and weaknesses will be examined. New Labour has found immigration polity a difficult area to handle the reasons for such barrier will be discussed in the report below. It must be mentioned that some take in influences upon immigration policy are outside of the UK governments direct control. For instance, the expa nsion of the European Union (EU) with its corresponding plus in the follow of stack that are free to memorialise the country. Whilst increases in wars, civil wars, and repression by high-and-mighty regimes across the globe can often lead to more people wishing to claim asylum or refugee status.New Labour and immigration policyImmigration policy has always been an issue that has been capable of producing controversy and debate within British politics and society, with the media sometimes beingness particularly influential. Policy is sometimes shaped or altered by that debate, and in the past has convinced governments that immigration policy has had to be completely changed. Since the early 1960s successive British governments had sought to limit immigration into the UK.1 New Labour was keen to make immigration policy fairer without encouraging higher levels of immigration. UK immigration policy was already faced with difficulties when New Labour came into office. Making decisio ns as to whether people were legal immigrants, illegal immigrants, refugees, or asylum seekers was a complicated process. The number of asylum seekers increased behind but surely during the 1990s as a result of conflicts in the former Yugoslavia, Somalia, and Afghanistan, as well as other countries. The Conservatives tried to halt that increase by denying right of draw and withdrawing social security payments to failed asylum seekers.2New Labour reversed some of the Conservatives policies aimed at reducing immigration. For example, returning failed asylum seekers to their topographic point countries if those countries were considered safe was no longer done automatically, and some of the restrictions with regard to social security payments were tightend. New Labour also reintroduced the right to appeal for those that were refused entry or leave to remain in the UK. These initial reductions in immigration control have to a great extent being reversed.3New Labours initial liberali sation of immigration policy was not destined to wear long. Whilst New Labour was reducing the UKs immigration controls other EU states, Germany and France in particular were increasing theirs. Tighter German and French immigration controls meant that that more asylum seekers came to the UK, which placed a strain on the immigration system and tested the go down of New Labour to maintain its more liberal immigration policy. The immigration system was unable to cope with the volume of asylum seekers the appeal process was torpid and caused a large backlog of cases waiting to be decided. The problems with immigration policy were widely reported by the media and were used by both the Conservatives and the Liberal Democrats to notice New Labour. New Labour responded by making its immigration policy less liberal, attempting to im rebel the administration of the immigration system and by reducing the number of asylum seekers allowed into the country. New Labour was able to persuade the French government to c withdraw down the Sangette Refugee Centre, which was close to the Eurotunnel terminal and allowed asylum seekers to get in to the UK. New Labour resorted to some of the stones throws previously used by the Conservatives to restrict immigrants, such as sending failed asylum seekers back to the countries deemed to be safe, speeding up appeal times and making people appeal from abroad.4 New Labour argued that restricting immigration policy would help reduce support for extreme parties such as the British National Party that have received strong electoral support in areas like Burnley and Oldham.5The expansion of the EU has affected the immigration policy of New Labour. New member states citizens have rights to work and live in the UK. Citizens from Poland, the Czech Republic, and the Baltic States of Estonia, Latvia, and Lithuania, have immigrated to the UK to find work. Official statistics show that the Poles were the largest national groups of approved immig rants in 2004, with 26,600 being allowed into the UK.6 New Labour underestimated the number of people from Eastern Europe that would enter the UK after their countries joined the EU, which prompted ministers to consider work permits for those people from Bulgaria and Romania who wished to shine to the UK from January 2007.7An authorized part of New Labour immigration policy is attracting skilled and semi-skilled immigrants and their families into the UK. Firstly these workers are wanted to fill skilled jobs, which means that they should be pay contributors of tax and national insurance contributions. The controlled immigration of skilled workers adds to the UKs resources rather than taking away from them. Secondly, young skilled and semi-skilled workers are encouraged to come to the UK to reduce the economic consequences of an ageing population it is hoped that they will help to pay for the pensions, and public services of everybody that lives in the UK. New Labour has adopted it s immigration policy to tally potential immigrants against a series of criteria that assess their skills for potential employers. Those workers that score the highest points are the people that find it easiest to gain entry into the UK.8 The terms of accession for the Eastern European states means that immigrants do not have to be skilled or semi-skilled workers to enter the UK. However, unskilled workers may find it more difficult to find long-term work and are perhaps more likely to need social security benefits.9 East European immigrant workers have, like previous immigrants, not found themselves welcomed by everyone, as some people believe that they are taking away jobs from British workers. Immigrant workers are often prepared to accept lower wages, yet in many cases they are taking jobs that few British workers want.10Critics of New Labours immigration policy have argued that the UK received more immigrants collectible to less restrictions being in place, such as work perm its and less entitlement to social security benefits. Some also believe that New Labour immigration policy is so ineffective that it hardly constitutes a policy at all. An example of New Labours inability to administer its immigration policy was the sufferance of the junior minister Beverley Hughes over the fast tracking of visas.11 In 2005, Home Secretary John Reid went as far as describing the Immigration and Nationalities Directorate as not been fit for purpose due to its failure to deport foreign prisoners after the completion of their sentences.12 There has certainly been frequent media coverage about sure levels of immigration being unsustainable for the UKs health, education, and social security infrabody structures. Some of these articles are well researched and plausible, whilst others amount to scare mongering. Former New Labour minister vocal Field argues that the present rate of immigration into the UK is unsustainable, especially if the present net population gains c ontinue at 2004 rates, or indeed if they increase which is possible due to Romania and Bulgaria joining the EU. Official figures show that 329,000 immigrants entered the UK from the new EU member states between 2004 and 2006. Field claims that such migration is producing the equivalent of a new city of Birmingham every cardinal years.13These people that believe New Labour immigration policy has become too confining argue that right wing media, pressure groups such as Migrationwatch UK, and the Conservatives have set the agenda over immigration. As with previous restrictions of immigration policy the fear that the Far Right might make electoral gains has been other reason or excuse to restrict immigration.14 With the exception of a few isolated backbenchers the Labour party has accepted its leadership adoption of more restrictive immigration policy. For instance, New Labour MPs voted for the Immigration Act 2002 which introduced detention centres for asylum seekers and the provisi on of citizenship lessons for those immigrants that were allowed to live in the UK. New Labour claimed that the new code restricted immigration, whilst protecting the compassionate rights of asylum seekers. The bill was only passed because the government made concessions about the location of detention centres to the House of Lords.15 The Liberal Democrats have been the closely vocal opponents of New Labour shifts in immigration policy. The Liberal Democrats believe that New Labour has failed to liberalise immigration policy and that claims that they wish to protect the human rights of asylum seekers or immigrants are just a sham. Former Home Secretary David Blunkett was certainly enthusiastic about restricting New Labour immigration policy and reducing the number of asylum seekers, a stance his successors will probably continue. The Liberal Democrats have even tried to complain to the Commission for racial Equality about what they claim is New Labours racist immigration policy.1 6Official statistics have shown declining numbers of asylum seekers and higher numbers of people being returned to their countries of origin. Whereas previously New Labour made public declarations of making immigration policy fairer and less restrictive, it now shows figures depicting falling immigrant numbers that prove tighter and controls are working better.17Home Office figures frequently show that 70% of asylum applications fail. It was just taking longer to turn down people when 18,000 applications, a quarter were being received, like the number of applications that were made in the first quarter of 2002.18 The immigration that New Labour has tried to restrict differed from previous periods of immigration in that as would be immigrants were not form the New Commonwealth countries but from Eastern Europe or from places such as Somalia and Afghanistan troubled by violence or the disintegration of their state.19New Labour claims that its immigration policy has started to deliver a fair, fast, and firm system. The backlog in asylum and immigration applications meant that the government adopted pragmatic, as well as restrictive measures to speed up the immigration process and increase administrative efficiency. The first obvious measure was to prevent potential asylum seekers reaching the UK in the first place, by securing ports and airports, as well as preventing boarding the Eurostar trains in France. Improving administrative efficiency was helped by employing some extra 2,000 people within the Home Office to deal with immigration work. Extra cater contributed to more than 84% of first decisions being made within two months of applications being received. The issuing of identity cards and the finger printing of all asylum seekers has allowed for more people being deported and few being able to remain illegally within the UK. Overall New Labour contends that the total of asylum applications has dropped by 70% since October 2002.20 New Labour believes that simplifying the appeals structure and making failed asylum seekers appeal from abroad has contributed to the fall in asylum applications. The Asylum and Immigration Tribunal that replaced the previously more complicated appeals system from 2005 is considered an important part of its drive towards increased administrative efficiency.21When it came to power New Labour had intended to liberalise immigration policy into the UK. If that liberalisation of immigration policy had been continue it would have marked a break from the progressively restrictive policies of Conservative and Labour governments since the 1960s. The administration of the immigration service had started to be s happy in the last years of the Conservative government as worsening conditions in countries such as the former Yugoslavia, Somalia, and Afghanistan had led to more people seeking asylum. The liberalisation of immigration policy by New Labour inadvertently led to making the strain on the immigration service wo rse. Restoring the right of appeal to failed asylum seekers, the peace of restrictions to social security benefits when combined with a large increase in asylum applications made for a chaotic backlog in which the government seemed to lose control of immigration policy. New Labour had to take pragmatic measures to end the backlog by making it harder for people to enter the UK illegally, and by employing more staff to deal with the backlog.New Labour had political reasons for reversing its liberalisation of immigration policy that carried more weight than practical reasons for restoring administrative control of the situation. New Labour despite its huge majorities in the 1997 and 2001 general elections did not wish to lose electoral support to the Conservatives or other right wing parties like the BNP due to its immigration policy being considered too soft. New Labour did not set the agenda over immigration policy the Conservatives, pressure groups, and the media set it. More rest rictive immigration policy and the effect of improved administrative practices helped to lower the number of asylum seekers from its peak in October 2002. However, for right wing critics of New Labour its immigration policy could never be restrictive enough, whilst for the Liberal Democrats and other left wing critics New Labour has betrayed its promises of respecting the human rights of immigrants and asylum seekers for its own electoral gain. possibly the most contentious area of New Labour immigration policy relates to the immigration of people from the new member states of the EU. These people have greater rights to enter the UK than people from outside of the EU. The long term economic benefits or costs of this migration are not yet clear, although the arrival of immigrants has not proved to be commonplace and has caused resentment about lower wages and the taking of jobs from British workers.The main recommendation from this report is that New Labour makes the administration of its immigration policy as efficient as possible. Poor organisation and lack of resources made the backlog of immigration cases worse. New Labour needs to commit enough well trained staff to ensure its immigration policy has direction and works. New Labour should also collect accurate information regarding levels of immigration, and adjust its policy accordingly, as a government it should focus on effective policy rather than spin.BibliographyBright M, Wazir B, Flatt E, The Observer declination 1 2002 Onward march of lobby against immigrationCoxall B, Robins L Leach R (2003) Contemporary British Politics 4th edition, Palgrave, BasingstokeField F, Daily Mail 30th June 2006, Why are politicians ignoring the immigration timebomb?Fisher J, capital of Colorado D, Benyon J, (2003) Central Debates in British Politics, Longman, LondonHume M, 2 April 2004 New Labours problem is disintegration, not immigration www.spiked-online.comKingdom J (2003) Government and Politics in Britain, An entrance 3rd edition, Polity Press, CambridgeMoran M, (2005) Politic and Governance in the UK, Palgrave, BasingstokeSchott B, (2006) Schotts Almanac 2007, Bloomsbury, LondonThe Guardian, November 7 2002 Asylum bill becomes lawWhitakers, (2007) Whitakers Almanack 2007 todays world in one volume, A C Black, LondonYoung H, (2003) supping with the Devils Political writing from Thatcher to Blair, Guardian Books, Londonwww.labour.org.uk Asylum and Immigration1Footnotes1 Fisher et al, (2003) p. 52 Young, (20030 p. 2303 Kingdom, (2003), p.1984 Young, (2003), p.2465 Kingdom, (2003), p.1986 Whitakers Almanack, (2007), p.187 www.labour.org.uk8 Moran, (2005) p. 499 Whitakers Almanack, (2007) p. 1810 Young (2003) p. 24611 Spiked-online.com, 2 April 200412 Schott, (2007) pp. 45-713 Frank Field, Daily Mail 30th June 200614 Bright et al, The Observer December 1 200215 The Guardian, November 7 200216 Kingdom, (2003), p.19817 Coxall et al, (2003), p.39418 Kingdom, (2003), p.19519 Coxall et a l, (2003), p.2020 www.labour.org.uk21 Whitakers Almanack (2007) p. 344

Overview of Mood Disorders Essay -- Diagnosis of Mood Disorders

The biliousness Disorders category of the DSM-IV-TR, is adept of the most dense categories and probably one of the most commonly talked about categories. People often make comments about being depressed or having bipolar disorder however, they might not unfeignedly meet the diagnostic criteria to receive the diagnosis. There are several diagnoses in the Mood Disorders category which have been organized into the following subsections Major Depressive Disorder, Dysthymic Disorder, Depressive Disorder non Otherwise Specified, Bipolar I Disorder, Bipolar II Disorder, Cylcothymic Disorder, Bipolar Disorder Not Otherwise Specified, Mood Disorder Due to a General medical checkup Condition, Substance-Induced Mood Disorder and Mood Disorder Not Otherwise Specified.There diagnostic differences between Mood Disorders and the other categories typically revolve around that Mood Disorders affect a patients mood versus mood and psychosis or mood and dissociation or mood and impulse control. T he mood disorders typically do not involve any other facets of a persons mental health with the exception of a major depressive disorder severe with insane features. A person who is depressed may have difficulties with their sleep however, if the person is depressed then they would not receive a sleep disorder diagnosis and instead would receive a mood disorder diagnosis which encompasses the persons struggles with mood and sleep. For example, the diagnosis major depressive episode or manic episode might be appropriate for the aforementioned person. Moreover, if a persons mood struggles are related to a substance disorder or a general medical condition, then the diagnostician would need to determine which diagnosis is primary and which if any is a secondary diagnosis... ... when ruling out diagnoses from other categories. erstwhile the diagnosis has been determined, the diagnostician needs to select any relevant specifiers. Following the diagnosis, the practitioner should determ ine a route of therapy for the patient. There are several routes and factors to go through and while one route might be to refer the patient to a psychiatrist or some other provider who can prescribe medication, another route might be to provide therapy, such as IPT, for the patient. ReferencesCorsini, R. J., & Wedding, D. (2011). Current Psychotherapies, 9th Ed. Belmont, CABrooks/Cole Cengage Learning.Stuart, S., & Robertson, M. (2003). Interpersonal psychotherapy A clinicians guide. modern York Arnold Publishers.Weissman, M. M., Markowitz, J. C., & Klerman, G. L. (2000). Comprehensive guide to interpersonal psychotherapy. New York Basic Books.

Domestic Violence: Why Do Women Stay? Essay -- Violence Against Women E

It is common knowledge that Ray Rice used his married woman as a punching bag in the elevator of an Atlantic City casino. What is truely remarkable is that his fianc became his wife after that vicious leftfield hook to the face left her unconscious. Why do women stay with men who beat them unconscious? domestic personnel is a serious and complex plague of society that affects all, hardly women exact up the largest number of victims in most case studies. In the United States alone, 1.5 million women are raped or physically assaulted by an intimate abetter _or_ abettor each year. More than 500,000 women victims require medical treatment, and 324,000 victims are pregnant at the time of assault (Berlinger, Taking 42). Numbers like these show how intense the situation of domestic violence truly is. Two women a week are killed by a current or former partner and domestic violence accounts for 22% of all save violent crimes (Jamil 70). Domestic violence takes such a large number in percentages regarding violent crimes, yet often is dismissed by many with the cerebration that this wont happen to me. Somehow, somewhere, domestic violence will touch everyone whether by someone they know or by televised publication. Though domestic violence affects men as well, the female subject is more often the victim. Domestic violence has a continuous cycle that has been influenced since birth and can be stopped with intervention but each victims reason for staying will vary. Researchers are still trying to understand domestic violence, what causes it and how far back psychologically does it go. A Scottish psychoanalyst, W. Ronald D. Fairbairn, conducted studies such as these. These studies had a grand influence on British object relations a nd he founded the ?Object Relations Theory? and the ?Dynamic Structure of the mind? (Stringer). alike to Sigmund Freud?s ?id?, Fairbairn has levels of the internal unified ego that will split as a self defense mechanism in relation to the emotional disoblige a child is feeling (Celani 62). This unconscious strategy is necessary. The internal unified ego is composed of the self-esteem of humans and is divided into three parts ... ...Berlinger, June. ?Domestic Violence.? Nursing Aug. 2001 58-63.Berlinger, June. ?Taking an Intimate Look at Domestic Violence.? Nursing Oct. 2004 42-46.Berlinger, June. ?Why Don?t You Just Leave Him Nursing Apr. 1998 34-40.Busch, Noel Bridget. ?Comparisons of Moral reasoning Levels Between Battered and Non-battered Women.? journal of Social Work Education 40 (2004) 57-71.Celani, David P. ?Applying Fairbairn?s Object Relations Theory to the Dynamics of the Battered Woman.? American Journal of Psychotherapy 53 (1999)60-73.Hadley, Susan M. ?Linking the Ort hopedic Patient with Community Family Violence Resources.? Orthopedic Nursing 21 (2002) 19-24.Jamil, Tanvir. ?Domestic Violence.? Pulse 4 Oct. 2004 70.Marvin, Douglas R. ?The Dynamics of Domestic Abuse.? FBI law Enforcement Bulletin 66 (1997) 13-18.Oeltjen, Holly. ?Stop the Beating.? Women in Business 44 (1992) 20-23.Starsoneck, Leslie, and Sharon Friedman. ?Taking Exception to Asymmetrical Role-Taking Comparing Battered and Non-battered Women.? Social Work 42 (1997) 113-115. Stringer, Kathie. Kathie?s Mental Health Review page. 22 Nov. 2004 http//www.toddlertime.com/fairburn.htm