The Purple Rose of Cairo essays

The Purple Rose of Cairo papers Numerous messages can be gotten from Woody Allens 1984 achievement, Purple Rose of Cairo. It is anything but difficult to see this is one of Allens progressively stifled movies, and in light of current circumstances. He is really keeping with the 1930s code of good respectability by utilizing excessively tame thoughts and activities all through the film. A model is when Tom challenges Gil to a battle and gets thumped in light of the fact that he expects Gil to follow the rules. This ethical proclamation, albeit to some degree a farce, demonstrates us that it is conceivable to be brought into a very surprising time (the 1930s) and class (dream) and still have something to consider in the wake of having viewed the film. The consummation of the film is one that has come as an astonishment and frustration to numerous watchers. Cecilia is left deserted by both Tom and Gil. It appears to be a failure, yet it leaves a solid articulation. Allen is stating that the setting of his steady adages is only a film too. He is removing us from not simply the sentimental fantasies he is flattening in the film inside the film, yet in addition this motion pictures sentimental hallucination to us. Its his ethical suggestion to us that regardless of what desires we may have of characters on a screen that cheerful endings dont consistently work out, all things considered. Despite the fact that it is baffling, it should be said. The Purple Rose of Cairo is very offset with its messages. Allen deftly makes numerous topics and contemplations on film and its connection to reality while never hurting the story, yet additionally makes the two work inseparably. By having an explanation behind Tom to stroll off the screen, he makes a phenomenally leveled tale on life, and how film can genuinely influence it. Allen is additionally truly mindful about it. Whenever removed from hand, film can make individuals obscure reality with the imaginary, which is made remarkable through Cecilia's associations with Tom and Gil. Through this contention, Allen shows that individuals regularly ... <!

Pre-school children Essay

I completed my perception on a gathering of pre-younger students comprising 1 kid and 2 young ladies for 13 minutes in the first part of the day free play meeting. These youngsters were going to do leaf and twig printing just because. The hardware that was given was yellow paint, earthy colored paint and green paint these were in little paint plate. There was additionally sugar paper for the kids to print their leaves on. There was likewise different measured leafs and twigs in a little plate. Every kid proceeded to put their covers on. At that point they came and sat planted around the table on the seats. I disclosed to them what they need to do and I showed this by touching a leaf into the paint and printing it onto a bit of sugar paper. At that point I got a bit of twig and touched it into the paint and printed it onto the sugar paper. The youngsters tuned in to me cautiously and afterward they began to their printing. A picked a huge leaf utilizing her privilege and took a gander at it, and afterward she said â€Å"wow, take a gander at what number of hues this leaf has, 1, 2, 3 distinctive colours†. Next she painstakingly lifted another enormous leaf she touched it into the green painted. Next she printed the leaf onto the enormous piece sugar paper. R got a twig and he stroked it into the earthy colored paint; next he stroked the twig onto the bit of sugar paper and while he was doing this he said â€Å"this paint is going in lines, it would appear that chocolate, weeeeehhh†. Close to this K got a leaf and touched it into the yellow paint. K scoured the leaf into the yellow paint, next he lifted the leaf from the yellow paint and set the leaf in the green paint, and again he scoured the leaf and said while doing this he energetically said â€Å"I am blending colours†. Next I asked the kids â€Å"where do leaves originate from? † An immediately addressed â€Å"they originate from trees†. R included â€Å"then they tumble off the trees†. K additionally included â€Å"twigs originate from trees as well†. K said â€Å"Look, I made a pleasant picture†, she likewise included â€Å"I have 1, 2, 3, 4, 5 leaves printed†. Not long after R got a leaf and said boisterously â€Å"this leaf is red, yellow and brown†. A got a twig and utilizing both of her hands she folded it into the green paint, she next rolled the twig onto the sugar paper. A got 3 diverse estimated leaves and put them onto the sugar paper and said â€Å"this one is minuscule, this one is somewhat greater and this one is the biggest†. R at that point said energetically â€Å"look my twig has made patterns†. A hung over to have take a gander at R’s picture. A said â€Å"it hassss! â€Å". At that point she saw her image and said â€Å"look! My leaves have made examples in the middle†. Next K held up her paper and said â€Å"I am done! â€Å". She set her paper on the drying rack and took her cover off, washed her hands and went to play with some toys. R and An additionally said that they had completed they set their bits of paper onto the drying rack. Next they evacuated their covers and washed their hands and went to play. E6 and E7 and E10 I did my perception on a gathering of morning offspring of the pre-school for a sum of 13 minutes around while they had a free play. I saw how a gathering of youngsters play with common materials and taking note of how it causes them to learn. While I was watching this little gathering of kids playing I saw that this movement causes them to find out about the information and comprehension of the world. I likewise saw that they were connecting and discussing truly well with one another. You can see this by perusing my perception in E5. In any case, we should recall that every youngster creates at their own pace. This gathering of children’s ages run from 3:6 years to 3: 9 years. The Foundation Stage Curriculum states â€Å"Knowledge and Understanding of The World; youngsters notice and remark on patterns† (2000, pg89). This announcement was from the green territory venturing stone and this gives me that this gathering of youngsters are at the right formative stage. In any case, we should recall that every kid is a person. Likewise The Foundation Stage Curriculum states â€Å"Mathematical Development; youngsters check activities and items that can't be moved† (2000, pg 75). This announcement from The Foundation Stage Curriculum is from the green territory venturing stone, and it gives me that K is at the right formative stage since you can see from my perception in E5 that K was tallying the leaf printings on her bit of sugar paper. The Foundation Stage Curriculum additionally states â€Å"Mathematical Development; kids utilize size language, for example, ‘big’ and ‘little’. † This announcement gives me that R is at the right formative stage since he was utilizing size language when he was depicting the three leaves. You can see this by survey my perception in E5.

Minorities In The Criminal Justice System Criminology Essay

Minorities In The Criminal Justice System Criminology Essay The significance of perceiving the key ideas of issues in the Canadian criminal equity framework is basic in the delineation of equity to minorities predominately Blacks and Aboriginal. Blacks and Aboriginals have been tested socially, monetarily and strategically. In looking at the Canadian criminal equity framework, it tends to be finished up there are numerous intricacies in endeavoring to legitimize the result of a case. It is basic to perceive if the Canadian legal framework is essentially answerable for the over portrayal of Blacks and Aboriginals in the equity framework. This paper will additionally inspect and fundamentally dissect the blemishes of the equity framework. The procedures of indicting a guilty party in some cases depend on the hearers. The significance of choosing jury should be additionally tended to. Along these lines, this paper will inspect various parts of the Canadian criminal equity framework corresponding to the presence of racial separation. The establishment of Canada was shaped by the Aboriginals proceeding to the frontier upset to turn into a multicultural nation. Anyway the various races that are existent in Canada have been in struggle. Bigotry has waited for endless years wherein complete abolishment will be fruitless giving minimization and generalizations are existent in the public eye. It is important to perceive the race-related foul play minorities experience inside the criminal equity framework. In spite of the fact that the various frameworks and methods in the criminal equity framework are intended to ensure society, minorities are frequently tested with belittling. Proof from the Canadian culture demonstrates an over portrayal of minorities inside the criminal equity framework to the degree that there are concerns seeing unfair feelings, for example, Donald Marshall, Jr. Common abuse of these races lead to the disappointment of the equity framework to be a solid wellspring of trustworthiness to residents, neglecting to construct certainty. This paper will talk about the significance of reasonable and equivalent treatment in the equity framework. The inability to perceive the foul play minorities experience regularly brings about the steady act of foundational segregation. Unfair practices, for example, racial segregation and racial profiling are as yet pervasive inside the Canadian Criminal Justice System. The noteworthiness of tending to this issue is having a fair-minded attitude in the legal framework when a minority is indicted. This issue can be tended to as foundational separation prompting the over portrayal of Black and Aboriginal in detainment facilities in Canada. The key zones I will concentrate on are: the white commanded jury choice in preliminaries including minorities. I will analyze if the criminal cases are a consequence of fundamental oppressive practices or on the off chance that it is the intricacies inside those cases. Furthermore I will likewise break down the motivation behind why there is an ove r portrayal of Blacks and Aboriginals inside the Criminal Justice System and if Canada disregards the enacted human rights distinguished under the Charter of Rights and Freedoms and perhaps the Criminal Code. This paper will comprise of different examinations directed to inspect whether racial segregation is existent in the public eye. Numerous examinations have been directed to decide whether racial preference is available through captures and court frameworks bringing about the over populace of the jails. In this paper I will investigate different wellsprings of writing survey, reports, articles, cases, hypotheses and studies to upgrade my contentions and convince the peruser to execute answers for help decrease the halfway treatment in all degrees of the criminal equity framework. By tending to the essential issue in the public eye it brings issues to light of the potential arrangements that can be tended to. This is a subject of enthusiasm as I can relate as a minority. I plan to constrain the halfway practices in the Criminal Justice System. The investigation of criminal legal disputes, for example, R. v. Williams (1998), R. v. Khan (2004), R. v. Marshall (1971) will bolster my contentions in regards to existing abuse of ethnic minorities with the Canadian criminal equity framework. I will likewise talk about that derision of blacks and Aboriginals are as yet conspicuous in todays society in the capture and court forms. In this paper, I will investigate why such shamefulness is as yet happening and what moves can be made to limit vilification. I will cause to notice the different types of unfairness inside the Canadian criminal equity framework. Through investigation of specific cases I will cause to notice the sorts of unfair practice that exist. I will lik ewise make suggestion on the most proficient method to all the more likely location the current bigotry issues inside the present equity framework as tending to such mal rehearses are indispensable in improving the equity framework. Verifiable Concepts of Race: It is fundamental to consider the recorded foundation of the racial foundations that will be centered around in this paper. It decides the crucial reason for the issue today that influences numerous lives. It is basic to perceive the perspectives that will encourage for a superior comprehension of the results of cases. What's more this will affirm the difficulties minorities have confronted are as yet present today. Mosher (1998) has demonstrated, The examination of racial disparity in differing chronicled settings permits us to build up a point of view from which to see contemporary issues (p.28). Blacks in Canada Because of imperialism, Canada has pulled in settlers from everywhere throughout the world including blacks. In 2006, information gathered through reviews finished up the dark populace expanded to more than seventy five percent of a million rough 783,000 (Wortley Owusu-Bempah, 2010). Despite the fact that the populace expanded fundamentally from the previous years, the portrayal of blacks inside the Canadian populace stays at 2.5%. The dark populace in Canada neglects to be similarly dissipate in populace conveyance, subsequently just gathered in explicit urban communities. The relocation of the dark populace is differentiated from the nation of root with various creation of societies, qualities and convictions. The review closed Canadas dark populace experiences financial and social impediment (Wortley Owusu-Bempah, 2010). The advancement of multiculturalism in Canada through the provincial unrest essentially influenced the dark populace. Verifiably dated, the noticeable serious act of subjugation of dark people was polished in the United Stated and the Caribbean. In any case, Canada likewise had a type of inclusion. It has been clear in the responsibility for by six officials of Upper Canadas first parliament (Wortley Owusu-Bempah, 2010). This shows the establishment of all things considered putting the dark populace in social divergence from the earliest starting point. In this way, the effect of drawback proceeds to the current day. The poor treatment of white elites towards the dark populace frequently prevented the fundamental rights from securing people. The demonization of blacks prompted isolation in school just as open life alongside restrictions of possessing properties (Winks, 2008). The unfriendly treatment of the white populace towards blacks was exceptionally unequivocal in contrast with todays society. Despite the fact that issues of racial separation have been tended to today is still certainly unmistakable. Cliché sees The recorded point of view of the blacks in Canada can additionally outline the base of the issue of society today. The convictions and generalizations that have been the main viewpoint of whites towards the dark populace have been ingrained in people proceeding to convey those allowance of faith based expectations. As indicated by an ongoing study, results have given 33% of the Canadian populace report being at any rate somewhat bigot (Leger, 2007). The mindset that has been made about the dark populace being socially and financially oppressed has figured out how to cause citizenry to accept they are constantly being slandered. On the previous years, whites have consistently had the high ground as opposed to blacks, this has certainly proceeded by analyzing the individuals from the criminal equity framework from the police framework to the individuals from the legal executive. As racial separation has framed in different manners from the earliest starting point, it has had unfavorab le effects on the dark populace of todays society and the law. Along these lines, the attitude from the servitude days have advanced and incorporated into the equity framework, influencing the strategy for serving equity to blacks. The issue of racial segregation in Canada is a dubious theme. Conversely, the most widely recognized express proof of racial separation is racial profiling obvious through episodic records. The discussion in Canada comprises of the distrust of the overall population with center around foundational separation that exists in the equity framework and if there is equivalent access to administrations offered inside the Canadian criminal equity framework (Wortley, 2003). Canada in contrast with the United States comes up short on the assets for exact proof to additionally evaluate the measure of racial separation in the equity framework. In any case, the negligible research directed has clearly shown the pervasiveness of separation inside the dark and First Nation gathering of minorities. Indigenous First Nations endured a staggering history anyway one may not accept it has been totally halted. Shockingly, in the current day the abuse of police powers or other definitive figures have not just legitimized reasonable and equivalent treatment. Numerous researchers have endeavored to examine the relationship of the medicines of the criminal equity framework through the correspondence forms (Roberts, Doob, 1997). Verifiably, Aboriginals were viewed as a boundary to colonization and progress, as a result they were dependent upon unfair treatment and had to acclimatize into Canadian life. They were likewise dependent upon

Evaluation of Shylock as a Tragic Hero Essay Example for Free

Assessment of Shylock as a Tragic Hero Essay We Are Witnesses: Five Diaries of Teenagers Who Died in the Holocaust by Jacob Boas Rescue: The Story of How Gentiles Saved Jews in the Holocaust by Milton Meltzer Hiding to Survive: Stories of Jewish Children Rescued from the Holocaust by Maxine B. Rosenberg Parts of the Book Report: Title Page Actual Book Report Contents of Book Report: 1. Talk about the setting of the book. 2. Give an outline of the book by examining the genuine people/people groups life/lives. 3. Talk about the character/people attributes and bolster them with models from the book. 4. Talk about the topic the message of the book and some fascinating realities you gained from this book. 5. Offer your input of the book. Incorporate the responses to the accompanying: *How would you rate the book? Why? *What part of the book influenced you and how? *Do you think the book gave a genuine record of the personOs life? *Do you appreciate any of the individuals in the book? Why? Book Report: Fiction Kriss War via Carol Matas Lisas War via Carol Matas Parts of the Book Report: Title Page Actual Book Report Contents of Book Report: 1. Talk about the setting of the book. 2. Give a synopsis of the book by examining the genuine people life. 3. Talk about the principle characters characteristics and bolster them with models from the book. 4. Examine the topic the message of the book. 5. Offer your input of the book. Incorporate the responses to the accompanying: *How would you rate the book? Why? *What part of the book influenced you and how? *Do you think the book gave a genuine record of a people life during the Holocaust? Indication: Follow manage sheets for book report for the four components of a book; there is one more thing included this time your supposition.

Independent Evolution vs Cultural Diffusion Free Essays

Since the start of advancement, a wide range of societies appeared. Civic establishments started and obviously domains developed. A few reasons lead to the advancement of enormous, incredible realms. We will compose a custom article test on Autonomous Evolution versus Cultural Diffusion or on the other hand any comparative subject just for you Request Now Some incorporate social dissemination, extraordinary pioneers, creations, and the sky is the limit from there. The principle reasons were autonomous creations and social dissemination. The best clarification for the development of the enormous ground-breaking domains was social dissemination. Social dispersion is the point at which a culture spreads starting with one gathering or realm then onto the next and in this way the domains societies are different and the more the assorted a network is the more steady it is. Autonomous developments is the point at which a culture imagines new strategies for life all alone, for example, techniques for social event food, chasing, making weapons, wood work, and just as services. Culture dissemination was seen all through numerous civic establishments. In Document 1, Confucius talks about the significance of guardians and how you devotion and your thinking in life is to initially serve your folks. Confucius at that point says subsequent to serving the guardians you serve the ruler. Social dispersion makes this benefit spread. In Document 2, Seng Du, states the serving the ruler is the help with the decision of one’s nation. Numerous human advancements followed a similar good. In Documents 6 and 7, the subtleties where the structures were fabricated are fundamentally the same as. Social dispersion is depicted in the archives. The Romans started utilizing segments simply like the Greek. In Document 8, the exchange courses were the primary explanation in social dispersion. Brokers started meeting with others and started creating there dialects and soon they took them back to there own civic establishments and the way of life spread. The advancement of huge ground-breaking realms was brought about by autonomous innovations. In Document 4, In the Bhagavad-Gita the Hindu concocted there own way they saw the universe. The Hindus trusted in spirits and the various world. The archive depicts the presence of the god. In Document 4, Ashoka rehearses ethical quality and the once war machine finished. Since he is the ruler he trusts in all men to be his youngsters. Ashoka wants that every one of his youngsters be upbeat in this world and in the after as he wants for the men moreover. Ashoka accepts that there ought to be development of soul of ethical quality. Autonomous developments are depicted in light of the fact that there are diverse eliefs and various ethics. In Document 5, Julius Caesar routs adversaries and afterward celebrates with five triumphs. Autonomous innovations are appeared in the record since Romans thought of their own functions. Julius praised five triumphs. The festivals were after the war finished. Numerous developments had their own functions and techniques forever. Social dissemination a dditionally assumed a significant job. Some extra sorts of archives that would help asses the advancement of realms are essential reports like diaries. Diaries from dealers or residents would be the best. Exchanging was the principle reason of extension and development. Dealers were the explanation new dialects and societies spread. With the spreading there were extensions and the domains developed. As should be obvious, social dissemination and autonomous creations were a few purposes behind advancement is the extraordinary realms. With social dispersion and free creation a continuous change happened in the domains. Convictions and conventions spread and services advanced. Decent variety turned into a significant job and the more differing a network is the more steady it is. Step by step instructions to refer to Independent Evolution versus Cultural Diffusion, Papers

Laughter is The Best Medicine

Laughter is The Best Medicine Many years ago, Norman Cousins was diagnosed as terminally ill. He was given six months to live. His chance for recovery was 1 in 500.He could see the worry, depression and anger in his life contributed to, and perhaps helped cause, his disease. He wondered, If illness can be caused by negativity, can wellness be created by positivity?He decided to make an experiment of himself. Laughter was one of the most positive activities he knew. He rented all the funny movies he could find Keaton, Chaplin, Fields, the Marx Brothers. (This was before VCRs, so he had to rent the actual films.) He read funny stories. He asked his friends to call him whenever they said, heard or did something funny. His pain was so great he could not sleep. Laughing for 10 solid minutes, he found, relieved the pain for several hours so he could sleep.He fully recovered from his illness and lived another 20 happy, healthy and productive years. (His journey is detailed in his book, Anatomy of an Illness.) He credi ts visualization, the love of his family and friends, and laughter for his recovery.Some people think laughter is a waste of time. It is a luxury, they say, a frivolity, something to indulge in only every so often.Nothing could be further from the truth. Laughter is essential to our equilibrium, to our well-being, to our aliveness. If were not well, laughter helps us get well; if we are well, laughter helps us stay that way.Since Cousins ground-breaking subjective work, scientific studies have shown that laughter has a curative effect on the body, the mind and the emotions.So, if you like laughter, consider it sound medical advice to indulge in it as often as you can. If you dont like laughter, then take your medicine laugh anyway.Use whatever makes you laugh movies, sitcoms, Monty Python, records, books, New Yorker cartoons, jokes, friends.Give yourself permission to laugh long and loud and out loud whenever anything strikes you as funny. The people around you may think youre s trange, but sooner or later theyll join in even if they dont know what youre laughing about.Some diseases may be contagious, but none is as contagious as the cure. . . laughter.By Peter McWilliams From Chicken Soup for the Surviving Soul

Different Economic Situation Motivation Business Business Essay - Free Essay Example

1What is motivation? A man or woman is motivated when he or she WANTS to do something. A motive is not quite the same as an incentive. Whereas a person may be inspired or made enthusiastic by an incentive, his or her main motive for wanting to do something may be fear of punishment. Motivation covers ALL the reasons which underlie the way in which a person acts. 2Te word motivation is sometimes used to describe how hard someone is willing to work to accomplish something: you might say that a colleague is highly motivated to finish a project. It can also describe what inspires someone: one person may be motivated by recognition, another by pay raises. Motivation to diet or exercise conjures up images of the discipline required to do something unpleasant. And in offices everywhere, we watch for visible levels of enthusiasm, order pizza to compensate for low morale, and then describe this as motivation as well. Lets look at a more technical definition. People have needs they want to satisfy. We behave in ways that we expect will satisfy those needs. Needs are like the magnet shown in Figure 1.1 that create an internal force to satisfy them. Think about being hungry: the hungrier you get the stronger your desire to eat. In a very simple model (see Figure 1.1), we can say that we use energy from our own personal Energy Pool to satisfy our Needs. Motivation is how we choose to allocate that energy to different actions to achieve the greatest satisfaction of our needs. Motivation is the process used to allocate energy to maximize the satisfaction of needs. We allocate time and energy to different actions by deciding direction, effort, and persistence: Direction: Which actions we will work on Effort: How hard we will work on those actions Persistence: How long we will work on those actions Problems can show up in any of these areas: you may be doing the wrong actions (direction), putting too little energy into an action (effort), or failing to work on an action long enough (persistence). Suppose that each of three project managers does a poor job on a report. Assume that all three have the capability and the resources to do a good job. The first one spends too much time on formatting the report and too little time on getting the content correct. This manager put too much effort into the wrong tasks, an error in direction. The second manager spent only a few hours on the report; not enough time to do a good job. The report required more effort. The third manager did not do the extra steps needed to get all the supplementary information needed to add to the report, so this manager didnt end up with a good report. Here the problem was persistence. All these actions are made possible by the energy a person has available to allocate to actions. A motivating environment will be one where expending more energy leads to satisfying more needs. ITS IMPORTANCE 3Motivation is important and makes a difference to results, but just saying or believing this is so does not guarantee that it will be done; much less that it will be done well. If you manage people, think for a moment of your own manager or of those others to whom you have reported in the past. You probably have strong views of them, perhaps they helped you or hindered you. Their attitude may have been constructive, innovative, or they may have driven you mad with what you regarded as an attitude of unnecessary bureaucracy. One lasting impression is surely how your job worked for you as you related with them and how they made you feel about it. The people who work for you will have similar feelings. Motivation is not, however, for all its importance, the only thing a manager must do. The management task Managers must manage. But what does that mean? It can be defned as the whole process of obtaining results through other people. Managers are judged on the results of their team, not just on the work they do personally. Classically, there are six key management tasks and it is worth thinking about motivation in context of this full description. The key tasks can be defned as: ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ planning; ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Recruitment and selection; ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ organizing; ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Training and development; ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Motivation; ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Control. These are the main tasks. They must be achieved, of course, through a profusion of activities: communication, problem solving, decision making, consultation through to sitting in meetings. And everything, but everything, involves people. Even solo tasks, writing a report for instance, are ultimately c oncerned with people (unless nobody reads it!). On the one hand, motivation is a particular task, as are the other things that must be done, and one that needs individual care and attention. Here lies one of the problems. Other matters may seem to have greater importance, or rather for the most part greater urgency. For instance, imagine that the monthly sales figures are down and you must instigate a crash programme of promotion to rectify matters in a situation where competitors are stepping up their efforts and results are expected by the end of a financial period. Given any such circumstances, then it may be a little difficult to remember to spend some time boosting the feelings of the people who work with you. On the other hand, motivational feeling can, in part at least, be influenced through all the other activities. What is more, time spent building in some action to motivate people might well help achieve the result. Because motivation goes so tightly hand in hand with ot her management activities, and because how people perform is so closely linked to how they feel about the work they do, the job of motivating people can become an inherent element of the total management job. To set the scene, an example from each of the main management task areas will help illustrate the point: ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Planning: plan the work and work the plan, as the old saying has it; planning whether it involves an overall business plan or simply (simply?) a project plan is ubiquitous in business. Many regard it as a chore; certainly an annual planning exercise can represent a major undertaking, one that is often felt to be primarily for the benefit of senior management. Yet a good plan should make all that follows operationally easier and more certain to achieve (if not, why have a plan at all?). And a plan that plays a part in communication, that has a role in spelling out to those down the line how things will work and why, is certainly motivatio nal. So the various effects on others is something that must be accommodated during any planning process. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Recruitment and selection: few things are more important than assembling an effective team. Although many managers like to claim an infallible ability to judge people, it is in fact no easy task and must be done thoroughly, systematically and with a real element of objectivity. It also constitutes the first opportunity to communicate with those who work with the organization; an effective interview and selection process is remembered and sets the scene for successful candidates in terms of how they feel during their early time working for the organization. If they think well of it, it plays a part in creating their initial motivational feelings. It may influence the feelings of others too, who respect a manager who creates a powerful team, and resent a slapdash approach that adds people to the team who do not pull their weight. ÃÆ' ¢Ãƒ ¢ ‚ ¬Ãƒâ€šÃ‚ ¢ Organizing: good organization may have to reflect many things: the work to be done, the standards to be set and more. But what is being organized is how people work, and work together, and if organization is also seen to take into account how it affects people personally then it is more likely that they will feel well motivated at least in one respect about their jobs. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Training and development: this is a prime management responsibility, especially given the current rate of change in the business world and the need to update or add skills in order to maintain a full capability to do a job. Surveys that ask people what they want of an ideal manager will often list someone from whom I learn at or near the top of the list of criteria. There are surely plenty of opportunities in this area not just to instigate necessary development, but to create positive motivation. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Motivation: some things must be done, and must be seen to be done, in a way that concentrates on the task of motivating. Staff expect attention to be given to this and just working for someone who manifestly cares about the people who work for them, and is at pains to take their situation into account, is itself motivational. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Control: managers must manage, and that necessarily entails activities to check results (and to take correcting action if things are not going to plan). Even here there are motivational opportunities if the amount of checking (and therefore the lack of trust) is too much then de-motivation results. But a manager who never checks, and is seen as uninterested or uncaring, can also be regarded as less than attractive as a boss. Under all of the above headings, and through all the many activities that they constitute, motivation will be influenced. It is not a question of will management action affect peoples motivational status it will but only of how it will be affected. For example, at one course I ran in a large City law firm, I was with a group of recent graduate recruits. This is a specialist area and the job of selecting exactly who is invited to join the firm is vital, yet cannot be easy. I asked if they felt that the recruitment process had been well executed. One member of the group responded instantly, saying he felt it had been less than professional. I dont think, he said, they really have any idea whether Im a successful recruitment for them or not. He might have dismissed such feeling and been simply pleased that he had been successful in joining the firm. But, looking back, the process left him with negative feelings about his new employers, yet it surely could and perhaps should have acted to motivate. Almost every activity a manager engages in will have motivational consequences. The job is to make sure they are good ones. The first step to doing so is to understand something of the psychology involved. Just w hat is it that motivates people? In fact, as so often is the case, there are two sides to this particular coin. The questions to ask are: What makes people feel good and positive about their employer, particularly their manager, and above all their job and all it entails? And what creates negative feelings? Motivation is essentially the job of creating a balance, one that minimizes those things that might create negative feelings and maximizes those that create positive ones; and doing so in a way that ensures that the positive ones predominate. MOTIVATION THROUGH MONEY What about money? Our qualitative and quantitative research con ¬Ãƒâ€šÃ‚ rms that money is not and never has been a primary motivator. This conclusion will undoubtedly upset many behavioral psychologists who claim that money is a reinforce, and that reinforces are motivators. The Silent Side does not see things that way. The non- conscious is concerned with causes and reasons for human behavior, not the tactical pursuit of enablers. Money is simply a means for us all to get what we really want. If your Adaptation Motive tells you its important to own a Lexus to keep up with the neighbors, then you will need money to keep the Adaptation Motive from becoming frustrated. If your Personal Orientation Motive tells you its important to change your looks, and your Expectation Motive tells you to trust good old Dr. Wintercorn not to ravage your face, money will get you the plastic surgery you crave. In every case, the Silent Side process is that you make a non- conscious decision a bout what you want; then you  ¬Ãƒâ€šÃ‚ nd a way to get it. In management, money is a factor, not a motivator. To the manager, matters of money, greed, positioning, praise and status are valid considerations. But they are of secondary, not primary, importance. To  ¬Ãƒâ€šÃ‚ nd the motives for such secondary factors, manager must look into the non conscious mind. Silent Side motivations to the resulting whys and wherefores of consumer behavior. For the manager, this information is essential. For the leader, its critical. Variable pay for performance has become a fashionable proposal over recent years in private companies as well as in the public sector. Many  ¬Ãƒâ€šÃ‚ rms have given up  ¬Ãƒâ€šÃ‚ xed salaries and have adopted performance-related pay. Firms try to match payment to objectively evaluated performance. It is re ¬Ãƒ ¢Ã¢â€š ¬Ã… ¡ected in such popular concepts as stock options for managers and various types of bonuses. In the public sector, e ¬Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬orts to raise productivity in the wake of New Public Management have also resulted in attempts to variably adjust the compensation of public employees to their performance. This means that  ¬Ãƒâ€šÃ‚ rms and public administrations increasingly rely on price incentives, i.e. on extrinsic motivations. We argue in this contribution that variable pay for performance under certain conditions has severe limits. In situations of incomplete contracts and these dominate work relationships an incentive system based only on monetary compensation of work is insu ¬Ãƒâ€ Ã¢â‚¬â„¢cient to bring forth the performance required. In many situations monetary incentives even reduce performance. Work valued by the employee for its own sake or by ful ¬Ãƒâ€šÃ‚ lling personal or social norms is often indispensable. These values or norms may be undermined or even destroyed by o ¬Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬ering monetary incentives. Our basic message is that focusing on money as an incentive scheme with complex tasks causes problems. Complex tasks are a typical feature of knowledge-intensive companies which today comprise the most rapidly growing segment of the economy. In contrast variable pay for performance (e.g. via piece rates) is adequate only for simple jobs. For complex tasks monetary rewards are no substitute for good management. Relying solely on money is too simple to motivate people in complex jobs. Successful management consists in wisely choosing among the many di ¬Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬erent possibilities to evoke interest in the work i.e., raising intrinsic motivation. This can be achieved by establishing personal relationships within the  ¬Ãƒâ€šÃ‚ rm, strengthening participation, and securing procedural justice. All serve to communicate to the employees recognition and appreciation of their work. 4The Personal Orientation Motive in Leadership There are four Orientation Motives: Personal Orientation, Place Orientation, Time Orientation and Circumstances Orientation. When an individual gets up in the morning, the  ¬Ãƒâ€šÃ‚ rst thing he or she does before anything else, is orient him- or herself. Sometimes particularly in the very early hours on very cold mornings-that is not an easy task. But once oriented, the individual pretty much stays that way, off and on, throughout the day. Usually its more on than it is off, since thats the way it has to be. That special orienting device keeps us all on track; the same orienting device that keeps a bird  ¬Ãƒ ¢Ã¢â€š ¬Ã… ¡ying north in the spring time and south in the winter time. Just like we are not conscious of walking, we dont consciously tire because of having to remain oriented. But it can be tiring. And the whole rationale of vacation, weekends, escapes, and so on, is based on the need we all have to disorient. KEY WORKERS 5The contrast between control and commitment has been used to describe approaches to HRM. The distinction has also been described as top down versus bottom-up management, a low road and a high road approach and hard versus soft HRM. In partly by the vogue for process re-engineering and partly by research in organizational psychology and labor economics, another approach to HRM is often manifested through an emphasis on performance management. The adoption of best HR practices remains as the heart of this approach; but it divers from the high-commitment model in the important respect that management retains much of its control. The focus is on the adoption of practices designed to maximize high performance by ensuring high levels of competence and motivation. The relevant HR practices, which have their roots in goal-setting theory and, to a lesser extent, expectancy theory, over an approach to fully utilizing employees. If the focus remains exclusively on high performance, it displa ys little concern for worker well-being. This short analysis reveals two ideal type approaches to HRM that address the issue of control of workers in rather divergent ways. The high-commitment model appears to cede control to employees by emphasizing self-control alongside but also as a means of generating high commitment. The performance management model allows managers to retain control and uses HR practices as a means of directing workers efforts more effectively. The former emphasizes intrinsic control and intrinsic rewards; the latter emphasizes external control and extrinsic rewards. Attempts have been made to integrate elements of these two contrasting approaches. At a strategic level, this might be achieved through the concept of ability. In the UK, the initial idea was based on a distinction between a core group of key workers and a peripheral group who were less central to the success of the organization. The implication was that most key workers could be managed using a h igh-commitment model while peripheral workers required tighter performance management. Indeed, this second group could either be managed divergently or possibly covered divergent kinds of contract or subcontracted to other norms. 6The high-commitment model relies on intrinsic rather than extrinsic motivation. As in our model, managers in the high-commitment model evoke intrinsic motivation by voluntarily relinquishing e ¬Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬orts to control. Our model di ¬Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬ers however in focusing on the role of performance measurement. We acknowledge that we have not come near to a full description of the ambiguity-based model. Also, it is impossible to reach conclusive answers through reasoning from anecdotal information. But we maintain that there is something very interesting that asserts itself in these vignettes, and, whatever that is, it deserves more mainstream attention. Moreover, the continued acceptance of the ideal expressed in the three principle s of performance measurement seems misplaced. 7The direct high commitment model views key workers as a prototype of the new knowledge worker engaged in high-trust employment relationships where the job and the organizations in which they are employed provide high intrinsic satisfaction and autonomy. If this is the case, then organizations will be exemplars of the high commitment management organization and will show: (1) high levels of affective commitment amongst software workers; continuance commitment will be low because employees wish to stay with the organization even if there are other opportunities elsewhere; (2) high perceived levels of job control, decision influence, fair treatment, satisfaction with pay, skills, training and career prospects. In the independent organizations, fair treatment and greater job control were positively related to affective commitment, and training to intention to remain. For these organizations elements of the direct high commitment model appeared to be operating. COMPARATIVE ANALYSIS OF OHTHER INDURTIES Within the bureaucracy of a firm or other organization, the effect of reward contingency depends very much on the context and the way rewards are being applied. Four cases may be distinguished: (I) In firms, managers spend a great deal of time establishing personal relationships with their inferiors (see, for example, Mintzberg, 1975). This activity serves to build up intrinsic motivation, but as a consequence, an external intervention perceived to be controlling may crowd out the intrinsic motivation fostered. This danger is understood by top management. As a consequence, monetary incentive payments are little used in reality although standard economics strongly favours them (see for example Baker, Jensen and Murphy, 1988). (ii) Promotion based on performance, if interpreted as an acknowledgement of general competence, tends to raise work morale. However, if perceived as a reward contingent only on ones specific externally determined performance, this tends to reduce it. This d oes not mean that in the latter case the promoted person is less motivated overall, but only that his or her intrinsic motivation has been marginally substituted by the external incentive of promotion. It therefore does not contradict the basic incentive-promoting assumption underlying the economics of tournaments, provided the additional external motivation is larger than the crowding out effect. An employees perception of whether the principals intervention is controlling or supporting depends on the extent of differentiation made between the workers. At one extreme, all employees are treated the same by the principal; at the other extreme, the principal makes a conscious effort to distinguish the rewards or commands according to the workers presumed level of intrinsic motivation. The more uniform the external intervention, the more negatively are those employees affected who have above-average work morale. They therefore adjust their intrinsic motivation down wards. A case in point is the administration of governments and hierarchically structured large private firms which are forced by general rules to intervene uniformly. The public sector, in particular, is often restricted by a general salary scale and finds it difficult or impossible to vary compensation according to the work morale exhibited. As a result, in state-run institutions, more employees reduce their intrinsic work motivation to a low level than is the case in more flexible small private institutions. Intrinsic work motivation tends to be most strongly undermined when the superiors are incapable or unwilling to restrict and punish employees who consciously exploit the system to their personal advantage. COMPARATIVE ANALYSIS OF OTHER EONOMIC SITUATION Incentives and Motivation Incentives can be positive, negative, or the sum of both, but in most cases will be based on some relatively complex combinations of interests. Such interests combine in different ways for different people; which complicate attempts to structure incentives in support of improved performance. Such combinations of interests are affected, at least to some degree, by the calculation of the opportunity costs of performing assigned activities and/or complying with established procedures. Although it is the sum of incentives and disincentives which create motivations, for the purposes of this paper it is useful to separate direct financial incentives from non-financial incentives. To illustrate this point, this Section will focus on incentives for civil servants as key stakeholders in the system Financial Incentives When considering financial incentives, it is useful to distinguish broadly between situations in which direct pay and emoluments are sufficient to raise family income above subsistence and situations in which such pay and emoluments are not sufficient. The specific incentives which might further improve performance efficiency and effectiveness are likely to be more complex for those above subsistence than for those below that level Too many civil servants in LDCs, especially in Africa, are paid salaries and benefits below subsistence requirements. These subsistence civil servants cannot be expected to approach the performance of their official tasks with sufficient commitment to efficient and effective performance. Farmers, for example, cannot be motivated to produce above subsistence when the economic cost of inputs is negative or when there is nothing on which to spend profit. In the same manner, subsistence civil servants will not be motivated to increase their expenditure of inputs without, at a minimum, a subsistence level economic return. As obvious as this appears, appropriate responses are not so obvious. When extrapolating from an industrialized developed country perspective, the focus is almost always on direct monetary salaries whose financial costs are easy to identify and measure. However, several other types of indirect benefits also have financial implications for setting civil servants position above or below subsistence. Examples include: time made available for pursuing economic activities outside of government service; availability government transport for use by family members; and services provided by messengers and other marginal staff in the form of shopping for food and other household supplies. The primary advantage in incorporating both direct and indirect costs of income to public employees is that it makes the costs of public employment more transparent than when much of the remuneration is in the form of indirect services . Thus, it is much more difficult to determine the extent to which particular public employees are actually above or below subsistence. Non-competitive salaries and benefits, inefficient employment policies and procedures, and public sector retrenchment programs often result in the temporary recruitment of specialized technical staff as contract personnel outside the normal civil service. Such personnel are often provided with contracts which include enhanced terms and conditions of service. Using contracts to employ staff having specific technical skills pertinent to a particular short-term task or to the requirements of a time-bound project implementation phase can be an efficient approach. Such contracts legitimately include enhanced salaries over that of the regular civil service because such employment is temporary and compensation for retirement and other related benefits should be provided. However, when personnel performing tasks relevant to subsequent operations are p aid enhanced salaries, or when contract personnel are employed as substitutes to avoid such issues, problems of sustainability are likely to result. The issues identified above are particularly important in those countries undergoing a fiscal stabilization program. Under those conditions, the conundrum is often encountered that one must raise salaries and benefits, absorb the increasing costs of indirect benefits to sufficiently motivate people, and recruit technical personnel on contracts outside the civil service while, at the same time, reducing the amount of government finance available to remunerate public employees. That conundrum is quite often resolved by an attempt to reduce the size of the public service and limit reliance on personal employment contracts, with the expectation that funds remaining to the wage bill will be distributed to remaining staff. Such redistribution is often expected to result in increased salaries to remaining staff. When faced with such issu es, yet another approach might yield better results. Contract personnel are, in effect, individual private sector contractors. In those terms, the precedent for assigning project implementation responsibilities to the private sector, under contract to the public sector, has already been well established in most LDCs. Thus, all that would be necessary to fulfill the suggestion made throughout this paper would be to extend the practice of hiring individuals to contracting-out to local private sector firms. That is what many LDC governments already do when hiring foreign technical assistance firms to manage donor-financed projects. Such arrangements would be particularly appropriate in situations where local governments intended to contract with private sector firms for OM of those public goods and services established by a project once completed. Non-Financial Incentives The specific incentives which might further improve staff performance are likely to be more complex for those above subsistence level than for those below it. Many incentives are likely to be non-financial. These incentives can be disaggregated further into two categories: generic incentives and incentives associated directly with public sector employment at local levels Generic Incentives. Generic incentives include such considerations as: opportunities for significant career advancement over time; potential for exercising power and influence; pleasant and effective working relationships with supervisors and colleagues; access to appropriate facilities; and status and prestige. The extent to which local governments can provide such incentives to staff whose remuneration exceeds subsistence levels, especially as compared to such conditions offered elsewhere, can have a significant impact on their performance Incentives Specific to Local Governments Some elements which might contribute to positive incentives for seeking employment in local governments rather than central governments include: ability to work close to home and in own cultural environment; stability of location of employment/avoiding prospects of frequent nationwide reassignments; expectation of observable impact of performance on own communitys environment; reduced costs of living outside of capital cities; reduced disruptions in life-style and/or employment of spouses and children; and entry into organized political parties or local groups of political influence Within a decentralized system, different governments at different levels and agencies within different sectors could offer alternative incentives. Such different schemes could be expected, at least theoretically, to attract different people with different preferences. To the extent that those attracted are the right people for the job, such systems could be deemed to be appropriate. Where the relevan t population groups attitudes towards incentives are shared, different schemes could be expected to provide intelligence about the optimal structure of incentives. Summary Conclusions The many difficulties inherent in any major program of decentralization need not present impossible barriers to the establishment of rational public sector policies and practices. However, appropriate policies are not likely to occur serendipitously. Careful analyses and design of decentralization programs, including the establishment of supportive incentive systems, should be a high priority of any program to rationalize the public sector. The conventional wisdom holds that participatory management and decentralization are not likely to work unless they are accompanied by concerted efforts to build local capacity. That most often leads to advocacy of programs for improving public sector management capacity at local levels. But too often, such programs are unnecessarily comprehensive, too long-term, costly, and unlikely to satisfactorily achieve their objectives. Thus, such a response is self-defeating. A more fruitful approach is to consider the capacity required for effecti ve decentralization considering a more limited role for the public sector in general. In that situation, local governments might very well have expanded functions as compared to their role in a substantially centralized system, yet have considerably fewer responsibilities than those normally assigned to them in any system of active decentralization. In this way, the role of local governments would be enhanced with regard to the provision of public goods and services through performance of the planning, public expenditure, and revenue generation functions. Staffing would be mainly limited to those personnel required to perform those three functions. Local government responsibilities for OM would be limited to financing such activities, establishing specifications and schedules, and monitoring the performance of that function. The focus on capacity would shift to some extent to an emphasis on requirements of the institutional system rather broadly conceived. If meeting those requir ements is not feasible or if sub-national governments do not have the capacity to perform those provision functions assigned to them, priorities need to be established for the allocation of responsibilities. Some strengthening of public sector capacity at those levels might also be required. Even with a dramatic reduction in the role of the public sector, scarce professional and technical staff will still be required by both central and sub-national governments. Approaches to such issues should address trade-offs between the potential impact of a labor market approach to public sector employment and the impact of maintaining relatively uniform conditions and terms of service. Although advocacy of substantial changes in the role of the public sector and changes in employment policies can contradict fundamental political values within a country that need not necessarily be the case. With the recognition that incentives at the aggregate level represent the sum of various trades-o ffs among conflicting and changing values at the individual level, some elements of both economic reform and supportive decentralization programs can appeal to a critical mass of individuals and interest groups. Determining which incentives on a disaggregated basis might appeal to what segments of a society is important in assessing the potential impact of alternative decentralization arrangements on economic development programs. I THE PRICE EFFECT ONLY WORKS SOMETIMES 1 Its role in micro- and macro-policy 8The Price Effect stating that individuals change their behaviour systematically when the cost (or price) of doing so changes is the backbone of modern economic theory. For that reason, it is also basic for economic policy both at the micro- and macro-economic level. For policy making at the micro-level, the dependence on the Price Effect is rather obvious. Examples are, for instance, tax incentive programmes for investments which reduce the cost of capital by allowing more rapid depreciation for tax purposes, or subsidy programmes which reduce the cost of hiring additional workers by directly transferring money to the firms. Another example is road pricing where the external effects produced by an individual driver on all other drivers in a congestion are monetarized by imposing an appropriate charge. The Price Effect is also fundamental for macro-economic policy though it is less visible. In environmental policy, the economic approach is based on the notion that while nature is scarce (that is, carries a positive shadow price), it can be used for free, and is therefore overexploited. Thus, it is necessary to establish a positive price for using natural resources either by directly introducing environmental charges (or taxes), or by handing out licences which because of their scarcity will be traded at a positive price. The increased cost of using the resources provided by nature results in a decrease in demand for its exploitation, and hence contributes to saving the environment. In monetary policy, an increase in the stock of money influences aggregate output and the price level by inducing changes in the relative prices of assets, and also the saving and spending decisions of individuals and firms. Under important circumstances, it is not irrelevant what motives induce individuals to act. When creative, innovative, entrepreneurial, scientific and artistic services are desired, they are more efficiently supplied when the individuals concerned are intr insically motivated (as shown in the last chapter). A substitution to monetary incentives is likely to decrease the quality of the service which is often not easily observable. Another reason why the substitution of money-induced behaviour is undesirable or even rejected is the perceived value of the good produced. Many people, for instance, prefer to be cared for by their loving kin when they are ill and old (at least in so far as non-medical services go), and when it comes to dying, few prefer to end their days in the company of people who have been expressly paid for this service. This holds for European countries and even more so for the rest of the world, while it may be somewhat different in North America (but perhaps only because Americans normally no longer have the possibility to be cared for by their kin, and have therefore given up respective desires). When a Crowding-Out Effect takes place, the same quantity of supply is provided at a higher price than if no such effe ct existed. When the effect is strong, the price difference may be sizeable. In the case of individuals demanding the good or activity, this may result in persons of low income no longer being able to consume the commodity because their budget prohibits it. The substitution of intrinsic by extrinsic motivation thus raises questions of income distribution and fairness. In each case it would have to be analysed how the distribution of opportunities looks like between the various incomes groups in society. While it is certainly not possible to provide a general answer, there is a nagging suspicion that me low income groups are often better off in a supply system based on intrinsic motivation than on monetary incentives. To take the example of the previous subsection: it seems likely that the poor in Third World Countries are by far better off when old age care is undertaken in the family framework than if they had to buy the corresponding services on the market. One could well th ink that this result is in many cases obvious as an allocation over the price system is by definition more favorable to those who can invest the necessary money, that is, the high income recipients. But the issue is not quite so simple because one has to consider the additional possibilities of gaining monetary income when the price system is introduced. It might, for instance, be hypothesized that the low income recipients are especially competitive with regard to the market care for the sick and the old. A monetary payment received through the functioning of the market constitutes a case where the reward depends on performance; in a perfectly competitive market the reward (wage rate) depends exactly on the marginal product performed. The price system therefore tends to substitute intrinsic with extrinsic motivation. On the other hand, a market reward may also indicate competence and then tends to raise work morale. Scientists, artists and entrepreneurs receive rewards for perfo rmance that may be described as feelings of competence and self-determination (Lane, 1991, p. 389), an aspect which has been emphasized by Schumpeter(1936).