Position paper 7 see below Essay Example | Topics and Well Written Essays - 500 words

Position paper 7 see below - Essay Example The action to be taken should be determined by a court of law. Killing without trial is only allowed in incidences self-defense or as a necessity to save more lives. That said target killing of terrorists, in my opinion, is an immediate necessity executed with the aim of saving more lives. Therefore, the United States should be allowed to continue killing terrorist based on their intelligence. The benefit of targeted killing is that, unlike an arrest operation, there are fewer risks. For example, in U.S, targeted killing are mostly executed using an automated drone craft. According to Becker  and  Shane (2012), among the counterterrorism tactic applicable, targeted killing has proved to be the most effective in the prevention of terror attacks. A targeted killing meant to kill a leader of a terrorist organization disrupts terrorist organization’s plans to a point of collapsing. For example, killing the Gaza military commander, Salah Shehadeh, prevented six terror attacks he planned to execute in Israel. Base on the outcome of targeted killing Obama’s regime has embraced the tactic as the most effective approach to eradication Al-Qaeda and Taliban members Afghanistan-Pakistan border. However, United States need make targeted killing acceptable in other countries by justifying the tactic. For instance, United States should not engage enforcement operations in a foreign country without their knowledge. Doing so is a violation of peaceful relations and international norms (Taylor, 2013). The government should come up with a set of norms that support targeted killing but upholds and acknowledge the principles of peace. Additionally, the collateral damage that comes with targeted killing need to be considered. Regardless the fear of an attack plot advancing following delays to counterattack, consideration should be given to damage expected. The government need to form policies that validate all operations

Revised proposal Dissertation Example | Topics and Well Written Essays - 1500 words

Revised proposal - Dissertation Example Project Title: (Your title should tell the reader the key objective of the research) Proposal Submission Date: Version Number of the Proposal: DA Class ID: (A full and accurate number is a must!) Name of DA: RMT Class ID: (Specify the RMT class that you attended) Name of GDI: Ethical Checklist Completed: (Yes or No)? Name of SSM: The Program: IT or ISM: MSc in IT / MSc in Internet Systems / MSC in Computer Security / MSC in Engineering / MSc in Information Systems and Technology / MSC in ISM [Please erase the non-relevant domains] Domain: Computer Science / Communication and Internet / Software Engineering / Computer Security / Management and Resources / Information Systems Management [Please erase the non-relevant domains] Proposal approved by: (To be filled by the approver) Date of the approval: (To be filled by the approver) Verification of the Proposal's Domain: (To be checked and verified by the approver) Sponsor's Details: (Name, Company. Address) Sponsor's Background: (Who the sponsor is. Contact name(s). Location. Agreement. ) Sponsor's Agreement: (Has the person you have requested agreed to sponsor the project? Please note that quoting the agreement will suffice at this stage. When the proposal is approved and there is an external sponsor, a document signed by the sponsor agreeing to the project must be sent to the Student Support Manager prior to the start of the project. The form is found in the Forms section in the RMT class.). The Project Aims and Objectives: The aim and objective of the paper is multi fold. The first part entails understanding the concept of VOIP, its benefits, its applicability and then in the last part creating a prototype to evaluate its practical implementation, the conditions attached with, the probable resources needed in form of the hardware, the software package and the implementation in different scales such as medium to large scale which depends upon the size of organization. Literature review: Broadband technologies hav e found large usage in recent times with regard to their application in the healthcare organizations. The time taken in responses to the queries, emergencies and other services has largely been reduced with help of broadband and other relevant technologies (Gawande, 2008). A report published late in the 20th century revealed that large number of human lives was lost due to errors as a result of manual operations and lack of technology. Citing this, stress has been laid on bringing about digital trends in the health care field for the purpose of improving the healthcare functions. Wireless technology and VOIP are two of the recommended functions in this regard (Meru, 2006). Faxcom is one similar device that allows the patients staying in touch with the health care center. This would allow for easy and health driven operations that allow for reduction of casualties and other incidents which pose direct threat to the safety of patients in one way or the other (Horowitz, 2012). The earl ier traces of VOIP can be traced to the mid 1990s (Kelly 2011 74) when a sound card set of headphones and internet connection would allow for connection establishment. With time, the overall domain got expanded and the business enterprises gained interest in this field and also the common users and thereby it started expanding and a new set of standard in form of VOIP. The concept of VOIP gained prominence in the early days of 21st century when the technology took a

Multinational Enterprises Engage In Foreign Direct Investment Economics Essay

Multinational Enterprises Engage In Foreign Direct Investment Economics Essay A multinational enterprise is defined as an enterprise that engages foreign direct investment (FDI) and owns or controls value adding activities in more than one country (John H. Dunning, 1992). Today all big multinational enterprise was once a small firm with a less number of employees. Once the firm started manufacturing the product according to customer needs and satisfaction, then the firm can achieve high success in the market. To start a business a firm needs a capital amount. In the beginning stage of business the firm does not know how to market the product and who are the entire customers and what actually the consumer want. The main reason that firms outsource the products is to know what actually the consumer really needs and to understand the market conditions. Outsourcing helps to reduce the overall costs in an organization. So the cost factor becomes less. Once the firm satisfies customer needs and satisfaction then the business and market can be globally expanded. To achieve high success in business, the firm has to design products according to consumer needs and satisfaction than market conditions. Market conditions are also an important factor; the firms should know how well the product is playing into market and how long it lasts in the market. Customers are the king source in business. To reach our product to all kinds of customers is through advertising, the advertising costs are expensive. So if the firms outsource the product then there is no problem to worry about advertising costs. To expand the business globally the firm has to manufacture products with good quality. A national enterprise is the one which does business within the country and it has no foreign direct investment (FDI) and no exchange value. The difference between national enterprise and multinational enterprise is national enterprise has less number of competitors and multinational enterprise has more number of competitors. Once the business started growing globally the multinational enterprise contributes fifty percent of funds to its organization. To do a business in a particular product, the product has to be patented. The cost of obtaining the patent license is expensive. So if the firms outsource the products then the patent cost becomes less. If the patent license is obtained, then the business can be expanded globally and export cost is also reduced. Globalization is the circulation of goods, services and capital, but also information, ideas and people. It has shaped all of the twentieth century, albeit with large cyclical variations and has become an increasingly visible force in recent decades (World Bank, 2000). FDI Local Packing Assembly Export through own Supply representative or sale subsidiary vxfczxfgd Representative or sales subsialary Export via agent or distributor License Time Depth of involvement in foreign market Fig: 1 Entry into foreign Market Source : Rugman A.M., and Collinson S,2009 Once the business starts growing globally, the competitive advantage also starts increasing. We will come to know about latest technology in the market and more firms in the world. In the initial stage the firm should target only one country to market the product. Once the firms become success in that country then the firms can target many other countries. If the firm exports the product through agents or through distributors then the firm will come to know about the market conditions and the competitive advantage of the product. The important thing is that firms should concentrate mainly on quality, customers need and satisfaction and market condition of the product. The reason that firms export the product through agents or through distributors is the exportation cost. The exportation cost is less. Once the quantity of customers is increased, then the firm can achieve high profits. Then gradually the firm can increase its production and globally the market is also expanded. The firms can exchange ideas and information, improves communication and networking is developed. Initially the main reasons for outsourcing the business are the cost factor. Cost is an important factor to design a business. While doing business the firms should know how to control the overall costs and expenditure. The main aim is to manufacture products with good quality and low costs. The raw material costs are high and the availability of raw materials is very low. Once the number of consumers is gained the business is expanded globally and the firm itself can directly market the product. The main reasons for multinational enterprises are responsiveness to environmental forces such as competitors, customers, suppliers, financial institutions and government. Attracts common pool of resources including assets, patents, trademarks and human resources. More number of competitors starts increasing once the firms become multinational enterprise. The level of development of each country vis-à  -vis the aforementioned prerequisites clearly differs (Patrick, 2000). Central Europe is advanced in terms of infrastructure and privatization than south-west Europe. Mainly western countries give tax benefits and the government itself will provide funds for the firms which are all sick. Foreign direct investment takes an increasingly important role in the restructuring process which hinges on a number of variables. The main reasons that firms go for multinational enterprise is the job opportunities. Job opportunities will be expanded and a large number of employments are provided to large number of people. The national enterprise face pressure from trade union activity to avoid company spread their bases around the world; this in turn weakens the companys growth and economy. One of the important reason firms go multinational is to increase sales and to expand production activities. National firms naturally do not become multinational firms; the company has to expand its production, manufacture good quality products and should solve the problems. There should be a smooth flow in running the firms. Then only the company has improved in its production, profit, technology and growth. The advantages of multinational company are as follows:- Marketing opportunity: When they expand over different countries their market expands. The products can be marketed world-wide in different parts of the world and the exports also can be increased. Joint -venture with overseas countries also makes a national firm multinational. Research and Development: This helps us to manufacture products with good quality. If any failure occurs, while designing a product, this helps us to rectify the errors. And immediately the problem is solved. Export promotion: Export and import plays a key role for the countries income. Lot of foreign exchange is earned through supply of raw materials, technology and various other product. Growth of industry: The growth of multinational companies are considered to be quick when compared to others. It also helps the domestic companies to grow by giving work opportunities. They also help them enter global market through their network. Gives latest technology: it plays the role of manufacturing good quality products and reduces the cost of production. Multinational companies are basically rich. It solves the bridge between developed countries and developing countries. Optimum utilization of resources: this helps us to utilize the natural and artificial resource in a preserved manner. Uses natural and artificial resources of the home country. Home country gets benefited by the growth of these companies. Help to local industry: This provides a ready market to domestic suppliers of raw materials or semi-finished products Management opportunities: Opens management opportunities to management students who can be appointed as professional managers to earn a handsome salary and build reputation of the company. National development: Developing countries are highly benefited by the multinational companies. It helps them to increase their efficiency and improve the technology and most importantly foreign direct investment. It helps the developing country improve economically as well by providing financial and technical support. Monopoly: When multinational company enters in to domestic market they compete with existing competitors and break the monopoly of selected few companies. Conclusion Firms go multinational as they are bound to have many advantages such as cheap labour, cheap raw materials which will help them in cost cutting. They enter into a competitive market and strive to increase their sales. There are three important stages to become a multinational firm. They greatly depend up on export and expansions of export sales to justify building new plants out of the countries. Secondly overseas production, there must be a limit to overseas sales that is being halted by a multinational company. Lastly the firm needs to start their research, planning, organizing, coordinating, production, marketing and financial support which is said to be RD (Research and Development) to go multinational. In deciding whether the reasons for becoming multinational have changed, considering the buzz word has only been around for the best part of forty years it is fair to say that it has not. If we look back at the end of the last century the only difference is that the huge petroleum companies, gold mines and fruit growers only became multinational. To get closer to their market, the transport of such goods are difficult than it is today. Indeed, as recently as it could still be taken as axiomatic that it was both desirable and feasible for firms that were diversified both by product and to develop multidimensional strategic capabilities. To build broader organizational capabilities those transcend formal structure. Referencing Artisien.P and Maksimenko 2000.  Multinationals in Eastern Europe. London: St.Martins Press Inc. pp.11-35 Coolreferat. 2008.  Why Do National Firms Become M Essay. [ONLINE] Available at:http://pda.coolreferat.com/Why_Do_National_Firms_Become_M_Essay. [Accessed 29th March 2011] Haider. M.J. 2010.  Advantages of Multinational Company  . [ONLINE] Available at: http://www.indiastudychannel.com/resources/125324-Advantages-Multinational-Company.aspx. [Accessed 24th March 2011] John H. Dunning, 2000. The eclectic paradigm as an envelope for economic and business theories of MNE activity, International Business Review 9 (1), pp.163-190. Needle,D. 2004. Globalization: Paoli,L. and Cooke,A.  Business in Context. 5th ed. Hampshire: Rennie,T. pp.11-46. Rugman A.M., and Collinson S, 2009.  International Business. 5th ed. Essex: MCGraw-Hill. pp.7-21,39-45. World Bank. 2000.  Poverty in Age of Globalisation. [ONLINE] Available at:http://www.sph.umich.edu/symposium/2004/pdf/povertyglobalization.pdf. [Accessed 29th March 2011]

Attitudes of War in Ancient Civilizations Essay -- essays research pap

Chapter Eight War and Society reveals the attitudes about war in both ancient Rome and China. These attitudes prove that in these cases perhaps it is safe to say that wars are not inevitable or natural but were caused by warlike societies and social situations. After reading bits and pieces of both the ancient Roman and Chinese history, one can only gain a greater perspective on how these attitudes derived. In 391 nomads called the Gauls defeated a small army of Roman aristocrats and burnt down the town of Rome. After this attack, Rome rebuilt its town and changed it into an empire, which spread its laws, culture, and peace from the North. Rome was convinced that after this first invasion, it was necessary to change their military. Over time the Romans were able to conquer most of Italy. As the Romans began to gain power and land, they set their eyes on larger obstacles. This is when Roman attitude was perhaps revealed about the subject of war. Romans believed that their expansion had been inevitable so they were to believe that they were blameless, and that their ancestors had been more than a passive tool of destiny. They believed that other areas, posed as possible threats and that it was necessary â€Å"for defensive reasons† to attack first. Today, these can be viewed as possibly preventive wars. But during the time of the expansion of the Roman Empire, a preventive war wasn’t a concern. Other views were demonstrated in their actions, that although at first Romans were unable to take Carthage, they kept trying, and over time, and most likely many deaths, the Roman soldiers wore them down. Rome was like a bulldozer and used their skilled military to their advantage, to take over and destroy anything that it set its eyes on. Their actions, such as later completely destroying Carthage and massacring the majority of its population all because it posed as a potential economic threat to Roman land. These views or attitudes of war can be easily seen, war was not considered a preventive war, but a necessary war, although many times, it was clearly unnecessary and the fall of the Roman Empire, eventually gave the Roman commanders what they deserved. On the flipside, ancient Chinese attitude toward war was quite similar to that of the Romans. Warfare in this society was common and accepted, the idea of honor also coincides with their attitude toward war. â€Å"When ... ...e end. I believe that this closely relates to the early context of â€Å"Is the Glory of War a Boy Thing?† Because I believe one can easily glorify both the rise of the empires as a courageous and powerful movement, rather then closely looking at the true outcome of these wars. A Pericles type of funeral oration would have possibly been effective in ancient Rome or China, because at the time both were such powerful empires, people would have easily been convinced to believe practically anything. How can one find it just, to kill practically a whole society because they pose as a possible threat to economy because they too, are growing grapes? Pericles states in his oration that the people under his society are the best, and that it was perfectly acceptable to dominate other areas. He also mentions ancestors, and the pride in Athens, so its important to praise and glorify those who died. Isn’t it funny how history repeats itself? The Romans believed that because felt threatened it was okay to dominate other lands, and their ancestors faced hardships with the nomads it was acceptable to do so in return. Or the Chinese, who believed that war a proper, powerful, and masculine act of man.

Case Study and Implementing Diversity Policies

Implementing Diversity Policies: Guiding Principles A guide for ITEC and other engineering businesses who want to benefit from employing a diverse workforce Implementing Diversity Policies: Guiding Principles A guide for ITEC and other engineering businesses who want to benefit from employing a diverse workforce Christina Evans, Judith Glover, Yvonne Guerrier and Cornelia Wilson School of Business and Social Sciences Roehampton University 80 Roehampton Lane London SW15 5SL Tel: +44 (0)20 8392 3000 www. roehampton. ac. uk For correspondence about this report please email mailto: c. [email  protected] ac. uk September 2007  © The Royal Academy of Engineering ISBN: 1-903496-37-3 Content Foreword Acknowledgements List of figures Executive summary 1. Introduction 1. 1 Why the need for a set of Guiding Principles for embedding diversity in the ITEC sector 1. 2 How the Guiding Principles have been derived 1. 3 Summary of the Guiding Principles 1. 4 Schema of the Guiding Principles Sugge stions on how organisations might use these Guiding Principles Guiding Principles 3. 1 Vision and leadership 3. 2 Well-defined business case 3. Company wide policies to mainstream diversity 3. 4 Education, training and knowledge building 3. 5 Supportive work practices and organisational culture 3. 6 Open and transparent recruitment and career development practices 3. 7 Partnering with external bodies 3. 8 Targeted outreach and widening the recruitment net 3. 9 Management of suppliers 3. 10 Monitor, improve and celebrate success 3. 11 Matrix of key supporting organisational case studies Conclusions Resources to help with your diversity journey Notes 3 4 5 6 9 9 10 11 12 14 2. 3. 15 15 20 23 29 36 40 45 49 53 56 60 62 63 66 . 5. 6. Appendices I. List of acronyms 68 2 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles Foreword I am delighted to welcome this new report – Implementing Diversity Policies: Guiding Principles – funded by The R oyal Academy of Engineering and produced in partnership with Equalitec. Equalitec, funded in part by the European Social Fund, under the Equal Programme, is a broad-ranging partnership of organisations committed to promoting and supporting women’s advancement in Information Technology, Electronics and Computing (ITEC).ITEC is a key driver of change in the global knowledge economy and a key contributor to the productivity and competitiveness of the European economy. But growth is being affected in some areas by a shortage of skilled ITEC workers. To meet the continuing growth in ITEC we need to encourage more individuals with diverse backgrounds and skills, particularly women, to consider a career in ITEC and ITEC related businesses.It is now well recognised that there are many business and social benefits from encouraging greater diversity within the workplace. Yet women are currently under-represented in the ITEC sector, especially in more senior roles. This report provides some practical guidelines on how to build an organisational culture where women and others from diverse backgrounds with business critical ITEC skills are encouraged to participate and reach their full potential. It contains many examples of good practice drawn from a range of ITEC employers.I would encourage you to use this report with a range of people in your organisation to help stimulate debate and change polices and practices to encourage greater diversity. Dr Rosalie Zobel Director Directorate G/Components and Systems Information Society and Media Directorate General European Commission The Royal Academy of Engineering 3 Acknowledgements The authors would like to thank the many organisations and individuals that have made this report possible.In particular we would like to thank The Royal Academy of Engineering for sponsoring the project; Professor Wendy Hall, CBE FREng, Senior Vice President of The Royal Academy of Engineering, for chairing each of the Equalitec Diversity Fo rums; Dr Elizabeth Pollitzer, Director, Equalitec, for the initial inspiration for this report, as well as her continuing support, and all of the Equalitec partners and other participating organisations that have contributed to the ideas and case examples contained within this report.A list of Equalitec partners and contributing organisations can be found on the back cover of this report. 4 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles List of figuresFigure 1 Summary of the Guiding Principles Figure 2 Schema of the Guiding Principles Figure 3 Diversity – Balanced Business Scorecard Figure 4 Development options to help managers manage a flexible workforce Figure 5 Recruitment strategies to assist entry and re-entry of women into ITEC Figure 6 Equalitec Career Model (reproduced with permission from Portia Ltd) Figure 7 REC – Diversity Pledge for Recruiters (reproduced with permission from REC) Figure 8 Intellect’s Women in IT Forum Survey – ‘Perceptions of Equal Pay’ (reproduced with permission from Intellect) 11 12 20 31 40 41 54 57The Royal Academy of Engineering 5 Executive summary This report draws together key learning from earlier Equalitec Diversity Forums and reports, as well as other research on implementing diversity, in the form of ten Guiding Principles that can be applied in organisations that want to build a more diverse workforce. It is intended to act as a practical guide for managers and diversity practitioners in Information Technology, Electronics and Computing (ITEC) businesses, and other organisations. ITEC is now a major driver of change in many businesses, particularly in the service sector.But a shortage of skilled workers is making it difficult for some firms to compete successfully in the global economy. Despite this skills shortage, fewer than one in five ITEC professionals and managers are women and the number of women employed in ITEC is declining in most industrialised countries. With organisations chasing fewer and fewer skilled workers, there is a strong business case for increasing the proportion of women in ITEC. Within the UK it has been estimated that removing barriers to women’s employment and increasing their labour market participation could be worth between ? 5 billion and ? 23 billion. This is equivalent to 1. 3 – 2. 0% of Gross Domestic Product (GDP), according to the Women and Work Commission’s report – Shaping a Fairer Future [1]. Yet many ITEC companies find it difficult to attract and retain women. One reason may be that IT continues to have a macho male image that can put women off. In addition many women and young girls are not aware of the diverse roles on offer in the ITEC sector and so do not see a match between their career aspirations and what is on offer.Building a diverse workforce is not easy. It requires on-going commitment from senior leaders to bring about cultural change, un derpinned by investment to develop a cohesive set of employment policies and practices. Furthermore, a concern raised at the November 2006 Equalitec Diversity Forum [2] is that the growing trend of global sourcing in IT is affecting the diversity and inclusion agenda in the UK. Where organisations can easily ‘buy in’ labour from other countries there is less of a business imperative to invest in growing its own workforce.So why does this matter? Is diversity, particularly gender diversity, more difficult to achieve in the ITEC sector? Wider research suggests that women in Science, Engineering and Technology workplaces face difficulties over and above those experienced by women in other occupations, as these workplaces have traditionally been male dominated [3]. Industry commentators also acknowledge that the sector does create additional pressures for employees something that can make it more difficult for women and others with caring responsibilities.First, there is of ten a need to deliver projects to specific deadlines, involving working long hours. Second, individuals need to spend significant amounts of time keeping abreast of the latest developments in the field and maintaining their skill levels; for women with caring responsibilities this can be especially problematic as updating of skills is costly and time consuming. Many women working in ITEC are concerned that maternity leave and career breaks accelerate skills obsolescence.Although funding is allocated to training graduates (new entrants) this is generally not the case for women returners [4]. In addition women, and indeed men, who choose to work part-time often find their commitment questioned. 6 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles Whilst the equality duties (race, disability and gender) have created a ‘burning platform for change’ in public sector organisations, this same burning platform does not currently apply to privat e sector companies.But changes in the public sector tendering process, to ensure compliance with the general duties, are beginning to influence practice in private sector companies who bid for public sector contracts; this change forms a key component of the business case for some private sector companies as this set of Guiding Principles shows. Equalitec, originally supported by funding from the Department of Trade and Industry (DTI), and latterly the European Social Fund (ESF), was established to promote and support women’s employment in ITEC.Over the six years that Equalitec has been running it has worked with over 50 organisations to help build and disseminate good practice for employing and retaining women in ITEC. The Guiding Principles covered within this report, and listed below, are supported with many examples of good practice drawn from a range of ITEC employers. Many of these employers are working in partnership with Equalitec. Adopting the good practices containe d within this report will help build workplaces that benefit all workers, not just women.Guiding Principles for embedding diversity in ITEC and other related businesses 1 Vision and leadership 2 Well defined business case 3 Company wide policies to mainstream diversity 4 Education, training and knowledge building 5 Supportive work practices and organisational culture 6 Transparent recruitment and career development practices 7 Partnering with external bodies 8 Targeted outreach and widening the recruitment net 9 Management of suppliers 10 Monitor, improve and share success Recommendations for taking these Guiding Principles forward Business leaders  ¦ Use this Guiding Principles report creatively to help raise debates and develop policies and practices in your own organisation. Some initial suggestions on how to do this can be found later on in the report. A key policy to review is your career and succession planning, making these more open and transparent. This will help address the needs of individuals at different life-stages and with different needs and aspirations, thus encouraging them to join your organisation. Revisit data monitoring policies and practices to find ways of enabling greater availability and transparency of data. Where firms are reticent about making specific data public they could perhaps share techniques of data gathering.This would help the measurement of progress both within and between organisations and help establish industry-wide benchmarks, against which broader change could be measured, particularly in relation to the gender pay gap.  ¦ The Royal Academy of Engineering 7  ¦ Consider partnering with a range of educational and professional bodies to ensure that the skills needed to work in the sector meet changing employers’ needs. One possible way of achieving this is to work in partnership with HE institutions, professional bodies, and other employers, to create an ITEC Academy, something similar to the Power Academy recently established to address the shortage of skilled power engineers. This would help continue the excellent work started by Equalitec.Equalitec partners have found the Equalitec brand, underpinned by the European Social Fund and support from the DTI, has created a legitimacy for the various activities that they are engaged in to bring about change. Without a similar body going forward there is a concern that change will not happen at the pace that is needed. Central government and other policy makers  ¦ Provide more resources for educational institutions as well as the careers service to promote the diverse career opportunities available within ITEC.  ¦ Review policies to help women returners, especially occupational returners (i. e. returners to the industry after an extended career break), who are an under-utilised pool of talent.A key policy area for change is education, where there is an opportunity to develop conversion courses for people with a degree in a discipline other than computer science, enabling them to take up an ITEC role. This would not only help women returners, but other people who may want to move into ITEC at a later stage in their career. e-skills UK: work more closely with businesses to develop skills frameworks and progression pathways for ITEC professionals working in different business sectors.  ¦ Professional bodies  ¦ Work closely with educational partners to change the general perception of the ITEC sector and encourage more people to seek employment in the sector. Encourage and assist ITEC employers to introduce and develop good employment development practices. This could be achieved by gathering data on the gender balance among members, promoting cultural change, and brokering learning networks. Develop the range and accessibility of professional development programmes, qualifications and networks, that address the development needs of women on maternity leave, as well as men and women who want to take a career bre ak. Apply these Guiding Principles within their own professions and organisations.  ¦  ¦ 8 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles 1. Introduction 1. 1 Why the need for a set of diversity guiding principles for ITEC organisations?In today’s global knowledge economy the innovative use of ITEC technologies is fundamental to business survival in an ever complex and competitive business world. The ITEC sector continues to be a growth sector. Ten percent of the GDP in the UK comes from the ITEC sector, according to Intellect, the Trade Association for the UK high-tech industry. Furthermore 34% of the worldwide GDP comes from the ICT market according to the Public Technology Association [5]. With this amount of investment and growth in ITEC it is not surprising that the demand for skilled ITEC workers is outstripping supply. This is the case in all businesses, not just amongst the major ITEC producers.Despite this increasing demand, the number of women employed in ITEC roles remains much lower than women’s participation in the workforce more generally and is declining in most industrialised countries. In the UK fewer than one in five ITEC professionals and managers are female and this figure is even lower in IT strategy and software development roles [11]. With 40% of business requirements being for skills at advanced levels, the gender imbalance in the IT workforce creates a continuing challenge for businesses according to Karen Price, CEO, e-skills [6]. What these figures indicate is evidence of horizontal and vertical segregation [8] in a sector that was optimistically viewed in the 1960s and 1970s as a golden era for women’s employment.As a relatively new sector it was anticipated that some of the traditional barriers experienced by women in the workplace would be removed, and that women would be able to participate on a more equal basis with men. Sadly the reality has not matched this optimis m. A concern voiced at one Equalitec Diversity Forum is that the growing trend of global outsourcing in IT is affecting the diversity and inclusion agenda [2] . Where organisations can easily ‘buy in’ labour from other countries, there is less of an imperative for firms to invest in developing its own workforce. However having IT systems developed and serviced by third parties does have skills implications for organisations’ internal workforce. In practical terms this means a growing need for IT literate staff who understand the business and know how to use IT to drive the business forward [7].With organisations struggling to attract and retain skilled knowledge workers, it does not make business sense to under-utilise diverse pools of talent, including women. Speaking at the November 2006 Equalitec Diversity Forum, Meg Munn MP, Parliamentary Under Secretary of State (Women and Equality) endorsed this view: â€Å"If the UK is to further develop and sustain a fle xible, highly skilled workforce – one that is able to cope with the twin challenges of globalisation and rapid demographic change – then we have to ensure that all our talented people are involved. † The Royal Academy of Engineering 9 Yet the reasons for the lack of participation of women in ITEC roles are complex.Sector image, as well as organisational culture, has a role to play here. ITEC work is still perceived as a place for ‘geeks’ and ‘anoraks’, working long hours and with little interaction with others. However as other Equalitec publications have shown this image does not reflect the reality of ITEC work, or the diversity of employment opportunities [8]. The changing nature of ITEC work, particularly as offshoring and outsourcing has become more commonplace, has led to an increased demand for ‘hybrid’ workers. These are workers who can demonstrate both technical and behavioural skills, such as team working, communic ation, relationship management, flexibility and innovation, and project management.Behavioural skills are viewed as those that women are able to contribute, drawing on these from their multiple roles inside and outside the workplace. But if businesses want to capitalise on these behavioural skills they need to find more creative ways of attracting and retaining women. 1. 2 How these Guiding Principles have been derived Working with a diversity agenda is challenging. There is no single simple solution. Organisations have to ensure a common understanding of diversity and the link with Equal Opportunities (EO). Whereas EO is concerned with difference at the social group level, diversity management is focused on individuals, with organisations striving to recruit and retain individuals with diverse backgrounds and experiences [9].In addition, the diversity agenda is heavily contextualised: economic, political, legal and social forces each impact on business priorities and internal organ isational practices. Despite these broader forces there do seem to be a number of key practices that organisations can focus on if they want to mainstream diversity. Developing an organisational culture that is supportive of diversity and where women are encouraged to reach their full potential is not easy. The nature of some ITEC roles can make it difficult for women, and others with caring responsibilities, to combine their work and family lives. Yet as other Equalitec projects have identified, some organisations are actively trying to change their culture so that people from diverse backgrounds, and with diverse talents, feel included.These Guiding Principles draw together some of the good practices developed in a range of private and public sector organisations. They have been derived from categories drawn from various sources: Equalitec Diversity Forum reports; the DTI and Equalitec sponsored report – Successful Recruitment Strategies and Practices; Times Top 50 ‘W orkforce Diversity’ index; BCS Women in IT awards; Aurora’s ‘Where Women Want to Work’ awards; US National Academy of Engineering – Diversity in Engineering report, as well as the National School of Government’s Diversity Excellence model and the Civil Service diversity performance indicators. The supporting case examples are drawn largely from Equalitec publications.They have been tested out with Equalitec partners, and other organisations closely involved with Equalitec’s work, to ensure that they cover the key areas that ITEC and other organisations need to focus on to build a diverse workforce. 10 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles 1. 3 Summary of the Guiding Principles From the background sources outlined above we have identified 10 Guiding Principles. These are shown in Figure 1. 1 Vision and leadership: senior leaders demonstrate an on-going commitment to mainstreaming diversity by ensuring that the relevant policies, practices, metrics and action plans are in place. Ongoing commitment is also demonstrated through frequent and consistent communication, internally and externally, about the organisation’s achievements against its published action plans.Well defined business case: the diversity agenda forms an integral part of the strategic business planning agenda – not something that is a ‘nice to have’, perhaps especially for private sector firms that are bidding for contracts within the public sector. In the public sector the ’effectiveness argument’ i. e. ensuring the diversity of the workforce matches the diversity of service users, is perhaps more of a key driver. Company wide policies to mainstream diversity: overall diversity policy is supported by changes to other organisational policies e. g. recruitment, reward, flexible working and work-life-balance, performance management, career management and retention p olicies. Education, training and knowledge building: on-going commitment to education and training for all employees in order to change behaviours and develop organisational practices.Supportive work practices and organisational culture: a workplace that is open and welcoming of people from diverse backgrounds and which can demonstrate good examples of implementing different forms of flexible work arrangements. Transparent recruitment and career development practices: commitment to changing the recruitment and promotion practices so that women and others from diverse backgrounds are able to develop satisfying careers. Partnering with external bodies: relationships are developed with a range of partnering institutions to advance the diversity agenda, using this as a way of further developing internal knowledge and capabilities.Targeted outreach and widening of the recruitment net: resources (time, energy and money) are invested in developing awareness of the changing nature and oppor tunities within the ITEC sector and encouraging young girls and women of all ages to develop a career in ITEC. Management of suppliers: current and future suppliers understand the organisation’s diversity agenda and the organisation ensures that suppliers adapt their practices appropriately. Monitor, improve and celebrate success: demonstrates a commitment to gathering quantitative and qualitative data to monitor progress on the diversity journey, using this as a way of further refining policies and procedures. 2 3 4 5 6 7 8 9 10 Figure 1: Summary of the Guiding Principles The Royal Academy of Engineering 11 1. Schema of the Guiding Principles Mainstreaming diversity is not a simple linear process. There are a number of inter-related areas that require working on simultaneously. The schema in Figure 2 is intended to illustrate the dynamic relationship amongst the Guiding Principles defined earlier. Depending on the organisational context, change may be initiated from any one of these areas at a given point in time. In some organisations, for example, data on female attrition rates, or lack of diversity in the recruitment pipeline, may act as a catalyst for change. In others a change in leadership, such as the appointment of a new CEO, may act as the catalyst. At different times in the business life cycle organisations may eed to focus on developing policies and practices that have more of an internal focus and at other times they may need to work on policies and practices that have more of an external focus. Vision & leadership Well-defined business case Company wide policies to mainstream diversity Internal focus External focus Education, training & knowledge building Supportive work practices/ culture Open and transparent recruitment & career development practices Partnering with external bodies Targe ted ou treach & widening the recruitment net Management of suppliers Monitor, improve and celebrate success Figure 2: Schema of the Guiding Principles 1 2 The Royal Academy of Engineering Implementing Diversity Policies: Guiding PrinciplesWhat is clear from the background research carried out to produce this report is that implementing polices and practices to mainstream diversity is not easy, given the complexities that we are dealing with. Other reports on diversity have likened this to the complexities of the software engineering process itself, highlighted in the book The Mythical Man Month by Fred Brookes, formally of IBM: â€Å"There is no silver bullet, no magic potion that can fix things. Things only get fixed if you take the problem personally, and you want to make a difference. It is that simple. If you care enough about it to put your money where your mouth is, and you put somebody in a eadership position to do something about it, you can make a difference. † [10] It is not surprising therefore to find leadership at the top of these Guiding Principles. The Royal Academy of Engineering 13 2. Suggestions on how organ isations might use these Guiding Principles One of the key aims of Equalitec is to share and disseminate good practice in the employment and progression of women in ITEC. This report draws together much of the good practice gathered through Equalitec projects. Whilst many organisations have made great progress on increasing the representation of women in ITEC roles, most would agree that they still have more to do.It is hoped that this set of guiding principles will support change in organisations, thus helping to stem the current decline in the number of women in ITEC. Some suggested ways that organisations could use this report include:  ¦ Using this report in your diversity training programmes for line managers, helping to raise awareness of the issues and stimulate debate for change. The questions at the end of each section would provide a start point. Recognising that successful change involves a top-down and bottom-up approach, consider using specific sections of the report with different employee groups/forums to help stimulate a dialogue about change. You could perhaps start with the section ‘Monitor, improve and celebrate success’ with a group of senior managers.This could prompt a review of the diversity data that are currently available, as well as where the gaps are. Using the section on ‘Supportive work practices and organisational culture’ with different employee groups could generate further ideas for change. Making the report available to all staff as part of your e-learning resources. This could help those aspiring to leadership roles broaden their awareness of the diversity agenda. Using the report as a basis for reviewing existing policies and practices.  ¦  ¦  ¦ 14 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles 3. Guiding principles â€Å"having the genuine support of senior leaders sends a powerful message to the rest of the organisation that diversity matters. † 3. Vision and leadership Effective leadership is crucial in all culture change programmes and developing an organisational culture that embraces diversity is no exception. When testing out these guiding principles with experienced managers there was general consensus that vision and leadership needs to be the number one guiding principle. It needs to be number one for a very simple reason – having the genuine support of senior leaders sends a powerful message to the rest of the organisation that diversity matters. Without this, as many Equalitec partners will testify, diversity does not happen. So what type of leadership is required?  ¦ Leaders with a personal commitment to diversity Effective management of diversity requires ongoing commitment from the CEO and other senior leaders.This commitment can be demonstrated in many ways: setting a clear vision for diversity, linked to the business case; making sure that others understand the business case in the context of their organisations; modelling the behaviours needed to build a diverse workforce; making sure that the appropriate structure and polices are in place, as well as ensuring that all employees are aware of their responsibilities and where they fit into the diversity agenda: â€Å"Chuck Prince, who is our chairman, aims to make sure that we are not only the largest financial services organisation but also that we are the most respected. All of us, as employees, have to attest to our shared responsibilities.Those are our responsibilities to the organisations, the franchise through to our clients and also to each other, to make sure we recognise and respect diversity – which includes gender diversity. † Sharon Pagram, Recruitment Manager, Europe Middle East and Asia (EMEA), Citi [2]. Many organisations have introduced Diversity Councils as one of their supporting structures. These can help build insights and knowledge to support the change agenda. A case example of this from Sym antec appears at the end of this sub-section.  ¦ Leaders who demonstrate ‘mindset flexibility’ A key skill referred to time and time again is that of ‘mindset flexibility’, particularly amongst those in leadership roles: â€Å"I think there is something about having men with the right attitude.I don’t know quite how you articulate this, but it is to do with having a diversity of thinking and approach in the senior executive team. Having men who are different from each other and function well in a flexible remote culture. Men who encourage interaction at all levels and really believe that difference is a good thing. I really do believe that if you have a culture which encourages bright, creative individual men to stay at senior levels, women will benefit too. † Rebecca George, Partner, Deloitte [11]. Mindset flexibility is seen as being important to help rethink jobs and how best to resource these: The Royal Academy of Engineering 15 What you are looking for [when recruiting] is a set of outcomes and you try to be more flexible about the people who might be able to provide those outcomes for you. You’re much less prescriptive about the inputs. † Steve Palmer, London Borough of Hillingdon [12]. It is also important when considering flexible work options to ensure that all options are considered: â€Å"We have just gone through a reorganisation at Citigroup Technology Infrastructure (CTI) and we now have two very senior members who are direct reports to the head of EMEA for CTI †¦ One of these will be working remotely, using flexi-working as well as other means. She will be working from Scotland whilst playing a major role in the CTI organisation.She is working flexi-hours and she is working remotely and that has enabled her to take on a position of the size that she has. † Sharon Pagram, Recruitment Manager, EMEA, Citi [2]. HR and diversity practitioners in particular need to demonstrate effectiv e leadership by challenging line managers who are reluctant to try out different flexible work options.  ¦ Leaders who listen to and communicate openly with their staff Open and honest communication is crucial if employees from diverse backgrounds, and with diverse needs, are to feel fully included: â€Å"I believe that communication is very important †¦ ensuring that there are adequate team briefings, newsletters, bulletins and staff gatherings. There are one-to-one meetings, for example for all staff.I think that this mix ensures that there is the opportunity to accommodate individuals and that those for example who are on flexible working, or those who are part-time are kept fully informed and up-to-date just as much as the staff who are there full-time. † Angela Clements, Head of ICT and Business Development, West Dunbartonshire Council [2]. As the Microsoft example below indicates, senior leaders can send out a powerful message if they are personally involved in f inding out what women are looking for in the industry: â€Å"Simon Brown is the general manager for Developer and Partner Evangelism and he is looking to attract more females into technical evangelist roles. He has been helping by investing time and thinking about what it is that women want in the industry, and what they want at Microsoft at different levels. † Helen Duguid, Partner to Microsoft EMEA [2].It is just as important for female leaders to listen to the needs of their junior female colleagues, rather than make assumptions that they all have the same needs: â€Å"†¦ so many of the women who are at the top, they don’t have families, or else they might have had them, but it’s been with a totally supportive background, or they haven’t needed to be the carer in the family †¦ but you wouldn’t necessarily get from somebody at the top who didn’t have that empathy, let’s hear about you and what’s it like for you? Yo u don’t get enough of that. † [13]. 16 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles  ¦ Leaders who act as role models and who champion change The importance of senior leaders acting as role models during organisational change is well documented.But as so much change involves top down and bottom up thinking it is important that organisations mobilise and nurture leaders at all levels to support the change journey. An innovative practice identified from a non-ITEC sector organisation, but one that could be adapted, is illustrated in the case example below. Case: Recruiting internal diversity champions at Wigan & Leigh College [14] The college has 23,000 students located across six different sites. The college recognised that although it had achieved the disability element of the diversity agenda it needed to do more on the other strands. To support its philosophy of inclusion, the college introduced a leadership and management pro gramme to help change behaviours amongst its senior managers.This programme highlighted a need to do more to create a genuine culture of inclusion across the whole of the college. Following an equality and diversity ‘health check’ the college went on to recruit internal equality and diversity champions to help promote their diversity agenda. The role was open to individuals at all levels and in different areas: management, administration and academic staff. All applicants went through a structured selection process. The rationale for such a rigorous process was to ensure that those selected could act as role models, as well as have the skills to help deliver the organisation’s diversity learning programme.Staff recruited into the Diversity Champion roles, were then given additional training to ensure that they were able to perform effectively in their new role. Having a diversity of role models could help junior staff feel a greater sense of belonging, as well as develop a sense of where they might aspire to: â€Å"I like the idea of people from throughout the organisation at all levels, who are happy to be kind of champion †¦not just the high-flyers. If you have people where you are, or the next level up, where you are aspiring to be, its doable and you can relate. † [13].  ¦ Leaders who are willing and able to change Developing an organisational culture that is committed to diversity requires leaders who are willing and able to change.A key point made by Terry Marsh, from the Women into Science, Engineering and Construction (WISE) Campaign: â€Å"We talk a good deal about changing culture but actually the culture that we have to change is one that does not cope with change in many cases. You do not have to change the culture but you have to change people's ability to want to change, or their ability to cope with change †¦ We therefore have to look at whether there is a culture, in certain companies and certain sectors, that cannot cope with change at all. † [2].  ¦ Leaders who reinforce the diversity message Given that change takes time, leaders need to find different ways of promoting and praising those who are helping the organisation achieve its diversity goals:The Royal Academy of Engineering 17 â€Å"One of the practices that we have in place is that whenever a requisition is posted in our system the hiring manager receives a letter, signed personally by our senior VP for the EMEA region, talking about why a diverse workforce is important to the future of HP, for innovation, again referencing the business case. It reminds them that we have hiring goals and encourages them to work with the recruiter for a diverse source pool. † Lisa Kepinski, Diversity & Inclusion Director, HP [13]. Case: Supporting structures to mainstream diversity in Symantec Symantec Corporation is the fourth-largest independent software company in the world.It is the world leader in IT security, providing security and storage products solutions and services, to virtually the entire Fortune 1000 companies. One of Symantec’s best known products is the Norton consumer security solutions. The organisation employs just over 18,000 employees in 40 countries. Deborah Davis, Vice President, Enterprise Support Services, EMEA and India, explained how commitment to diversity within Symantec comes from the top. The group president, Tom Kendra, is the global leader and executive sponsor of the diversity and inclusion initiative within the organisation and Chief Technology Officer, Mark Bregman, is the executive sponsor of the organisation’s global women’s initiative.The organisation has established five goals for increasing the representation of women: a) increase the percentage of women in leadership positions to reflect the overall female demographic and management hierarchy; b) increase the percentage of women at the high end of the technical track in engineering; c) incre ase the number of women in sales; d) increase the number of women across all of our technical fields, not just software development areas; and e) build a work environment that supports and encourages women in their career aspirations. As well as executive commitment to ensure that goals and metrics are in place, the organisation has created a number of structures to sustain its diversity and inclusion initiative, as shown below. Supporting Structure Global Structure Global Diversity & Inclusion Steering Committee †¢ Executive D Steering Committee meets quarterly †¢ 16 Diversity & Inclusion Councils established †¢ D Office – – – – Global Diversity & Inclusion Office 16 Diversity & Inclusion Councils – – 18 SWAN Champions – –Act as a link between SWAN and Executive Leadership Seek support for SWAN recommendations Identify, share and implement best practices Build Symantec brand as an employer of choice for women Id entify external women’s organizations and build long term partnerships Establish Metrics and Reporting Build collateral to support activity of SWAN Champions Conduct quarterly conference calls with SWAN Champions 1 18 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles There is an overall Diversity and Inclusion Steering Committee as well as a network of 16 Diversity and Inclusion Councils, a figure that is expanding across the globe.In addition the organisation has a Symantec Women’s Action Network (SWAN). SWAN champions attend external women’s conferences and organisations, acting as a spokespeople for the company, and build the Symantec brand as the employer of choice for women. There is also a dedicated diversity and inclusion office that acts as a link between the SWAN networks, the Councils and the executive leadership, to ensure that information and knowledge from the various fora and groups are shared. Source: Equalitec D iversity Forum, June 2007 [13]. Points to discuss in your organisation  ¦  ¦  ¦  ¦ Do staff believe that the leadership is really committed to the diversity agenda? What do they believe that they are committed to?How is this monitored, communicated and acted upon? How diverse are the role models in your organisation? How is personal commitment to the diversity agenda monitored in your organisation? Is it something that current and aspiring leaders need to demonstrate in order to gain promotion? How is ‘mindset flexibility’ developed in your organisation? The Royal Academy of Engineering 19 3. 2 Well-defined business case There are several drivers for implementing diversity policies and practices: ethical and social justice, regulatory, economic, and business case. In private sector companies it is the business case argument that provides the main driver for change.There are many dimensions to this. It can help organisations tap into new markets, as well as appea l to a broader customer base. In an increasingly diverse society the importance of the demographics of the workforce mirroring that of clients and customers is also a powerful business case argument. Access to wider pools of labour can be a powerful argument particularly where critical talent is in short supply, as in the case of ITEC. Increasingly organisations are adopting a balanced scorecard approach to the business case for diversity, as indicated in Figure 3. †¢ Enhanced understanding of new and emerging markets Marketplace †¢ ‘Mirroring of clients’ – Customers Winning new business †¢ Products and services that meet the needs of diverse customer base demographics of client base reflected in the workforce †¢ Better understanding of needs of diverse customers †¢ Access to wider customer base †¢ Leveraging diversity of suppliers and other partnerships †¢ Enhanced reputation and profile amongst clients and other stakeholders W orkplace Access to wider pools of talent †¢ †¢ Better staff retention – lower recruitment costs Productivity/effectiveness Enhanced creativity, innovation and problem solving †¢ †¢ Enhanced employer image/reputation †¢ Richer business processes †¢ Greater organisational flexibility and responsiveness to change Employer of choice †¢ Inclusive work environment where all employees are fully †¢ Better utilisation of diverse/scarce engaged and performing talents optimally Figure 3: Diversity – Balanced Business Scorecard Although it is important for those working in change agent roles to have a broader awareness of the business benefits of diversity, it is crucial that they are able to focus on the key business benefit for their organisation, as this is what gets the attention of the senior leadership team: â€Å"For us in Pfizer, the diversity business case rests on the values of creativity and innovation because we want to bring ne w medicines to patients. † Trish Lawrence, Diversity Initiatives Manager, Pfizer PGRD [15]. 20 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles The Value Proposition Profitability and Business Success Invention and High Performance The Business Advantage Creativity and Productivity Diversity and Inclusion 14 August 2007Having got the attention of senior leaders, those working in change agent roles also need to find ways of communicating the business case in a form that line managers identify with: â€Å"One of the things we have learned is that to get the attention of line managers, we need to make the business case much more explicit. In our early efforts, we had a business case but we did not publicise the financial implications enough. † [16]. One way of doing this is to link cost/benefit data directly to line managers’ budgets: â€Å"If it's someone you know, who was a good employee, who wants to come back and they need ? 2,000 of training, but you're not paying for an agency to recruit them, it's a no-brainer from a business case viewpoint. † [23]. A continuing challenge for those working in diversity roles is being able to make direct linkages between diversity policies and enhanced operating performance and bottom line results.As Stephen Alford, HR Manager at Fujitsu Services, pointed out at the first Equalitec Diversity Forum [15] this problem arises as often a range of policy interventions are needed to address a specific diversity issue. The following case study from Fujitsu Services provides further guidance on how diversity champions can build a sound business case for diversity. Case: Building the Business Case at Fujitsu Services Fujitsu Services design, build and operate IT systems and services for customers in the financial services, telecom, retail, utilities and government markets. It employs 21,000 people worldwide. Around 12,000 of those are located in the UK working for a wide range of Public and Private sector organisations.At the 2006 Diversity Forum Stephen Alford, HR Manager, pointed out that one of the key arguments he uses to get senior business leaders to focus on diversity is to link back to the goal of ‘winning new business’. As an IT services company a key business driver is winning new contracts, something that as Stephen explained is now influenced by the changing legislation especially when tendering for public sector contracts. The Race Relations Act 2001, Disability Discrimination Act 2005 and the Equality Act 2006 mean that public sector organisations have a statutory duty to The Royal Academy of Engineering 21 promote equality in these three areas in their own organisation. In addition they have a responsibility to audit their suppliers to ensure that they too have equality schemes in place.Some of the arguments that Stephen draws on to convince managers about diversity include: Legal drivers – focusing on the pre-tend er bid situation where questions are asked about whether there have been any cases taken against the organisation and whether any have been lost. In particular pointing out how the discrimination legislation which underpins equal opportunities is uncapped and how claims can hit the bottom line significantly if the organisation gets it wrong. Raising the profile of Fujitsu – using the strapline – ‘Why focus on diversity inclusion? ’ – to point out how as an organisation Fujitsu wants to be employer of choice in the IT service sector and partner of choice for winning business.As an organisation they are now monitoring their workforce more closely, so that they have the facts to be able to manage the business more effectively. Recruiting and retaining the best talent – pointing out how with changing demographics you may not always be able to recruit the talent from the same place as you have always recruited from. In addition women, and those fr om ethnic minorities, are more likely to join an organisation where there are role models and where they feel that they can get on. Having attracted the best talent then the organisation needs to focus on retention. Losing key talent is expensive. At Fujitsu Services mothers returning to work after maternity leave return on 120% of their salary until their child is 15 months old.The more senior the women then the more this costs the organisation, but as Marjan Kuyken, Practice Manager, Programme and Project Manager points out â€Å"†¦ with that seniority comes more knowledge of the organisation and more expensive skills†. Clearly these are knowledge and skills that the organisation would not want to lose. Limitations of a lack of diversity on performance – diversity practitioners need to be able to provide a number of case examples to show how other organisations have made productivity gains from building a more diverse workforce, as well as examples of where thin gs can go when there is a lack of diversity in the decision-making teams. Sources: Equalitec Diversity Forum, May 2006 [17]; Effective Recruitment Strategies and Practices Report [12].Questions to stimulate debate in your organisation:  ¦  ¦  ¦  ¦ Do you have key data to support your business case? Are they in a format that line managers can easily understand? Do you have a range of case examples, internal and external, that you can use to support the business case? How do you communicate the business case for diversity in your organisation? Do line managers have easy access to the data on changing demographics so that they can make informed recruitment and retention decisions? 22 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles 3. 3 Company wide policies to mainstream diversity Building an organisational culture that supports diversity and inclusion is not easy.As Juliet Webster, Involvement and Participation Association (IPA), points out organisations need to go beyond value statements and develop a coherent set of policies to ensure that they attract, develop and retain employees from diverse backgrounds: â€Å"The most ‘women-friendly’ ITEC organisations are, not surprisingly, those which have clear, coherent and thoroughgoing equality and diversity frameworks encompassing their employment policies and practices. These frameworks underpin and support a variety of practical initiatives which help organisations to attract, promote and retain women †¦ some of the strongest examples of good equality practice are not always labelled as such, but what distinguishes them is a coherence of approach to staff development and progression and the express inclusion of all employee groups. † [8].Many organisations, large and small, have realised the importance of planning for diversity from the outset when developing their policies and practices, especially when the company is growing, or plans to grow in size: â€Å"If you find yourself with 15 engineers, none of whom are women, you’re suddenly in a bad position for trying to hire your first woman. As you build up from zero, you’ve actually got to be especially careful in the early days. There is something about thinking early on, when we’re working in a field that is by its nature male heavy, to think carefully about those early hires. † Doug Fraley, Head of People Programmes for EMEA, Google [12]. So what key policies and practices should organisations focus on? †¢ Recruitment and selection The Effective Recruitment Strategies and Practices research [12] highlighted how the ITEC sector has developed a reputation for informal ‘grapevine’ recruitment, where job openings are transmitted via established networks.Employee referral schemes, which have become increasingly popular with organisations, operate on a similar principle of tapping into employees’ existing networks. Howeve r there is a concern that practices like these can make it more difficult for women, especially returners, to gain entry into ITEC organisations. Where organisations want to attract a more diverse workforce it is important that they use a number of recruitment methods to signpost their vacancies and employment opportunities – we say more about this in the section on ‘Targeted outreach and widening the recruitment net’. Selection methods should also be clear and consistent, as we explain in the section on ‘Open and transparent recruitment and career development practices’. †¢Induction In some organisations, such as Fujitsu Services, the induction process is used to ensure that all new staff are aware of the organisation’s position on diversity and the actions that the organisation is taking to build a diverse and inclusive work environment. Performance management Wider research suggests that a key policy that needs to be revised in organis ations committed to diversity is performance management. According The Royal Academy of Engineering 23 †¢ to the Corporate Leadership Council, organisations that are the most successful in building a diverse workforce are those that have developed their performance management systems so that managers in particular are held accountable for achieving the organisation’s diversity objectives. In the US, some organisations link Executive bonuses to the achievement of diversity goals [18].In other organisations performance ratings are based on the ’How’ as well as the ‘What’ and a specific case example of this occurs at the end of this subsection. A range of tools can be used to gather feedback on whether management behaviours support organisations’ diversity goals: 360 degree feedback, peer review, and employee attitude surveys [19]. However, ORC, a US based consultancy suggest that organisations should be cautious about linking diversity goa ls to managerial performance, as it might distort behaviours. An additional strategy could be to publicise a list of managers that have met the goals for increasing the diversity of their unit [20]. †¢Flexible working and work-life-balance policies Wider research suggests that offering flexible work arrangements, including high quality part-time work, is part of the ‘new business case’ argument [9]. Flexible work arrangements can help women sustain their career through the child rearing phase. The benefit to organisations is better retention of skilled female employees, thus lowering overall recruitment costs. Whilst a policy on flexible working is important, as it signals the organisation’s intent, making flexible working work in practice is more problematic. This requires line managers who are committed to the principle, as well as having the necessary skills to manage flexible working. This point will be covered in more detail under ‘Supportive work practices and climate’ later in this subsection. †¢Pay and reward The government’s survey on earnings (Annual Survey of Hours and Earnings (ASHE) 2006) shows that women’s mean full-time hourly pay in computing and related jobs is 79. 6% of men’s [12]. Thus there is gender pay gap in the sector of just over 20%. This is larger pay gap than the overall UK one [20]. The main reason for the greater pay gap in ITEC is the tendency for women to be concentrated in lower paid jobs. If organisations want to attract more women to work in the sector then the gender pay gap needs to be addressed through the use of equal pay audits and job evaluation schemes. Intellect’s annual survey – ‘Perceptions of Equal Pay May 2006’ [22] – identified that only a small number of firms had carried out an equal pay audit.Yet as the survey also showed; perceptions of unequal pay can affect recruitment. †¢ Talent management and succession planning Having attracted more women into the organisation it is important that they then have every opportunity to progress. Several organisations seem to be developing their succession planning policies to ensure greater diversity amongst their leadership population. A good example of this is shown in the IBM case study at the end of this section. Michael Chivers, Vice President, Human Resources for Sales and Marketing at Sony Ericsson spoke of the importance of organisations moving away from the 24 The Royal Academy of EngineeringImplementing Diversity Policies: Guiding Principles ‘rear view mirror’ approach to succession planning [11]. By this he meant that instead of appointing leaders that are clones of the current leadership there is a need to think more about the leadership qualities that will take the organisation to where it wants to be in the future. Ensuring that women are given early responsibility in their career so that they build up their reputation and visibility was raised as a good strategy by several participating Equalitec organisations. This is something that will be discussed in more detail in the section on ‘Open and transparent recruitment and career development’. †¢Restructuring and downsizing As part of the background research for this report we had several illuminating conversations with HR managers about what happens to diversity when organisations are restructuring or downsizing. Some interesting perspectives emerged. One was that where organisations have made significant investment in their diversity policies and practice they need to make sure that all of that good work is preserved in the new structure. A further perspective was that restructuring could create opportunities to bring in people with different experience because that is what the business needs. In addition to the key policies discussed above there are many other policies that may need revising, or developing, to build a diverse and i nclusive workplace, as the following case from HP indicates.Case: HP Policies and Practices Supporting Diversity and Inclusion Within HP there are three main areas of focus for diversity: attracting diverse talent, promoting and developing diverse talent, and retention of diverse talent. The term ‘diverse talent’ is used within HP as it is broad and allencompassing. The organisation also has a number of policies and practices to support its diversity and inclusion strategy. These include: Non-discrimination policy Electronic job posting Diversity Hiring Goals VP’s message to hiring managers Harassment-free work environment Degree education program Domestic partner benefits Employee resource groups Development opportunities Open door policy Employee Assistance Programme (EAP) Open communication Management by objective Work-Life-Policies and Resources Common Thread’ diversity newsletter A key policy lever is the ‘Diversity Hiring Goals’, which r eflects the philosophy that having a metric in place gives diversity a business grounding and helps the business get to where it wants to get to – a rich, gender diverse workforce -faster. As Lisa Kepinski, Diversity and Inclusion Director, EMEA Region points out â€Å"Having a metric creates a focus for the The Royal Academy of Engineering 25 business and it encourages a partnership between the business and HR, as it is the business that sets the metric, not HR. † A practice that reinforces the ‘Diversity Hiring Goals’ policy is the – ‘VP’s message to hiring managers’.Each time a new recruit is taken on the hiring manager receives a personal letter from the senior VP for the EMEA region, pointing out why a diverse workforce is important to the future of HP, thus reinforcing the business case. Lisa acknowledges that organisations need to watch out for the impact that metrics might have on the focus of their work – â€Å"I f you only have metrics in place for hiring and ignore promotion, development and retention, then you could have the revolving door syndrome. † Source: Equalitec Diversity Forum, June 2007 [13] Organisations that have effective monitoring in place should use these data to develop new policies, as well as refine existing policies (see section on ‘Monitor, Improve and celebrate success’ later in this section).Policies need to be initiated with the use of statistics, but they also need statistics so that monitoring and evaluation, reconstitution and re-evaluation can happen. Finally, policies need to reflect the legislation in the country in which they are being introduced. The legislation makes it easier to introduce family-friendly polices. With an increasingly mobile workforce, opportunities for sharing different policies for attracting and retaining women in ITEC in different country contexts is something that would be most valuable. But again without appropriate data, policies can be meaningless or at worst pointless; this relates as much to individual companies as to countries.Case: Managing the female talent pipeline at IBM IBM is a global company that invents, develops and manufactures information technologies, including computer systems, software, storage systems and microelectronics. These technologies are used to provide professional solutions, services and consulting for businesses worldwide. It employs around 160,000 technical professionals, worldwide. Diversity is critically important to the business: having a diverse workforce is crucial for developing diverse products and services. The organisation has developed its employment policies and practices to ensure that it attracts and retains people from diverse backgrounds, including female employees.As part of the Effective Recruitment Strategies and Practices research [23], Wendy Papworth, Gender Programme Manager, EMEA Workforce Diversity, outlined some of the practices to develo p, progress and retain women. â€Å"We run regular pay audits, as part of our salary rounds. We always look very closely at the gender element of the pay rounds, to make sure there’s fairness and it’s a level playing field. But we do run specific exercises where if there’s something that maybe suggests we should have a look at it, then we do. And we dig quite deep down into the data, and, you know, on pay for graduates, when I last looked at it about two years ago, there was no discrepancy.And there are so many factors involved in the determination of pay, so it was quite a lengthy exercise, but it was really positive. 26 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles So, a couple of things we do. We have women’s leadership councils in each country, looking very closely at pipeline and progression. We’ve worked with the HR teams in each country to specifically identify the creme de la creme of the female talen t, and actively manage those women to make the next step change. That could be a move outside their business, or promotion. The women’s leadership council can assist by profiling role models, by getting women more actively involved in mentoring or networking and engaged in education programmes.We also look at our attrition rates in terms of propensity to leave, so if there’s a particular part of our structure where we’re seeing a higher increase of women likely to leave, say, for example, in the UK compared to that same position in the structure in another country, or overall in Europe, we conduct round tables with that part of the structure, and the band just below as well. It’s very important that we know how the women in the level below see, their future opportunities. So we conduct focus groups and round tables to get a feel for what will keep you with IBM. We keep an eye on where the key pressure points in our pipeline for women are.

Misconception of Femininity and Females

Misconception of Femininity and Females Femininity is a universal word that we all naturally develop an understanding for. When this word comes up many characteristics run through people's heads. However, the type of person everyone refers to is always female. Feminine and female seem to go hand in hand in our society. Unfortunately, this is a stereotype put on women today. This is because femininity is referred to as someone who is dainty or sensitive, soft spoken or indifferent, and dependent of a stronger individual. Over the years women have proven that this word should no longer define them.As the decades progress women become stronger and more independent, which allows them to take over more controlling roles and become a dominating factor in the work force. From this, the definition of femininity should not be the one thing females are defined as. One of the main characteristics of femininity is daintiness and sensitivity. People imagine someone who is very fragile, or even we ak. They are always in need of assistance and are unable to do very physical activities. Also, they are very emotional and need to express what is on their mind.These characteristics were viewed as very common in women from the 50's who were basically trophy wives and were never taken very seriously. Their only goal was to be the perfect wife and keep the man happy. From these women daintiness and sensitivity become a huge factor when defining femininity in America. Over the years women's roles have changed dramatically. They are no longer just a pretty face who cannot do anything for themselves. Through difficult times women have had to stand up and support their families because the man was not in the picture.This was first seen during World War II when all the men had to go overseas, which left their wives the responsibility of getting a job and taking care of the family. Due to this, the work force boomed with new female workers, whom were even taking traditionally male jobs lik e automotive and factory. Also, women were taking jobs to increase military supplies. For instance, like building weapons and airplanes, which developed the famous fictional female worker called Rosie the Riveter. From this, the characteristics of women started developing into a stronger individual who no longer solely relied on their husband.Also, they became emotionally stronger and were no longer seen as weak, helpless individuals who needed to be coddled. From this, the idea of a woman started to shift away from the central definition of femininity. The second basic trait of femininity is being very soft spoken and indifferent. Someone with this quality is usually very shy and does not over step their boundaries. They do not speak up about their opinions on a topic and tend to rely on a more dominating figure to determine what they believe in. Also, they are very passive and try to avoid confrontation with others.This explanation is very stereotypical to how women were viewed be cause men would only talk about controversial topics between each other and the female was not expected to have her own opinions. They were not given the chance to speak up and from this, women remained quiet and allowed their husbands to speak for the both of them. These early years exemplify how women were viewed and ultimately shaped the definition of femininity. As the years went on and women started to become stronger their opinions soon followed after. They were able to become more comfortable with themselves and started to emerge from the shadows of their husbands.From this, they started to speak up and even fight for what they believed in. As more women started to take charge the development of women's rights movements formed and grew exponentially. Women started to become more confident in their voice and were no longer going to be soft spoken, or indifferent. One of the first women's rights organizations created in 1913 was called the National Women's Party, lead by Alice Paul. The main objective of this organization was to gain voting equality, and to do this Alice organized Picketing in front of the White House for months.Eventually, the women influenced Congress to pass the 19th Amendment in 1920. During this time women began to realize their full potential and appear more dominating to others, which hugely shaped the view of women today. Women were no longer viewed as these feminine beauties, but instead, a strong confident individual who has the power to express her views and fight for her beliefs. The last main characteristic of femininity is that the individual is dependent of another. This person relies on a stronger force to take care of them and is unable to fend for themselves.This is a very common characteristic of a stay at home mom, which was very popular in the 50's. Their only task was to maintain the house and take care of the children, while the husband financially supported them. From this, they completely relied on their husband f or survival because without his pay check there would be no income. This is a very stereotypical view point of a female, which is why femininity becomes tightly associated with the traits of a woman. Over the years more women have strived to no longer depend on a male figure and instead, have excelled in the workforce.From this, there has been a huge increase of females going to college and building their own careers. This is seen statistically over the years because in 1950 one in three women worked, 1998 three out of every five women worked, and now, women account for 47% of the work force. In society today the stay at home mom is very uncommon because women have developed an independence from men. Women's priorities have shifted from wanted to start a family as soon as possible to now wanting to become successful first. Also, the jobs women are going into have dominantly been male driven in the past.For example, the business and science fields have experienced a huge increase in women workers with 60% accountants, 46% biological scientists and 78% Laboratory Technicians. From this, the stereotypes of females being weak and dependent of a male are extremely wrong, which is why the traits of femininity should not solely define a woman. Although not all women may act like the career driven female explained in this essay there has been a dramatic trend line towards this. More women are adapting stronger characteristics and shying away from the basic definition of femininity.People may argue that being feminine is only a trait someone possesses, but in our society women are immediately stereotyped due to the association that being feminine is weak. A human being should not be judged based on one word, which applies to all kinds of things in our society. For instance, if someone is gay people have a habit of associating all these stereotypes on that individual. Every person is different and we should not place generalization on them based on one characteristic. A s women begin to change society needs to change with them because one trait is only one part of a person's whole personality.

Free Essays on Art In Society

The 1940’s through the 1960’s were not only some of the most socially and politically volatile times in American History, but were the catalyst for the numerous changes in which occurred in American Popular culture during these and following years. Instead of experiencing the trauma which resulted after World War I’s end, post-World War II United States returned fairly easily back to everyday life. Although there were some problems converting from a wartime to a peacetime economy in the late 1940’s, Americans took on the task and entered the 1950’s on a very auspicious high note. During the time period after World War II, the United States experienced many changes. Technology was abundant and the rate at which new inventions, industries and technologies came about was at a rate never seen before. From a television in every home to the first computers and ultimately space flight, these two decades after World War II were crowded with advancements. So me of the most dramatic changes came in the field of art. What was once a single, slow road of popular culture advancement branched off into thousands of smaller, faster changing roads. Some of these â€Å"roads†, which can be seen as changing styles, or movements, in art, whipped Americans through a roller coaster of change in what they saw around them. The End of World War II: The major art movement taking place in the United States directly after World War II was abstract expressionism. The abstract expressionist movement â€Å"devoted itself to the principles that art is most expressive when a relationship is established between the artist and the spectator† . For the most part, abstract expressionism attracted the American public with its simple methods and spontaneous appearance and more so because it was an entirely American art movement. With most of Europe at war and in recovery during the 1940’s, Americans were left with the principal responsibility of developing art. Abst... Free Essays on Art In Society Free Essays on Art In Society The 1940’s through the 1960’s were not only some of the most socially and politically volatile times in American History, but were the catalyst for the numerous changes in which occurred in American Popular culture during these and following years. Instead of experiencing the trauma which resulted after World War I’s end, post-World War II United States returned fairly easily back to everyday life. Although there were some problems converting from a wartime to a peacetime economy in the late 1940’s, Americans took on the task and entered the 1950’s on a very auspicious high note. During the time period after World War II, the United States experienced many changes. Technology was abundant and the rate at which new inventions, industries and technologies came about was at a rate never seen before. From a television in every home to the first computers and ultimately space flight, these two decades after World War II were crowded with advancements. So me of the most dramatic changes came in the field of art. What was once a single, slow road of popular culture advancement branched off into thousands of smaller, faster changing roads. Some of these â€Å"roads†, which can be seen as changing styles, or movements, in art, whipped Americans through a roller coaster of change in what they saw around them. The End of World War II: The major art movement taking place in the United States directly after World War II was abstract expressionism. The abstract expressionist movement â€Å"devoted itself to the principles that art is most expressive when a relationship is established between the artist and the spectator† . For the most part, abstract expressionism attracted the American public with its simple methods and spontaneous appearance and more so because it was an entirely American art movement. With most of Europe at war and in recovery during the 1940’s, Americans were left with the principal responsibility of developing art. Abst...

Free Essays on Sally Hemings

Roderick Jackson African American Studies Sally Hemings Life with Thomas Jefferson The documentary on Sally Hemings was interesting. Sally’s life and the relation ship with Thomas Jefferson was even intriguing and interesting life. Some may say she was lucky and some may say she was not treated fair enough. Sally was not a normal slave she had benefits that a normal slave wouldn’t have. Sally also had a relationship with Thomas Jefferson. Sally also had kids in which they had a better chance at life than she did. Sally was not a normal slave. It is true that she was owned by Thomas Jefferson who gave Sally certain privileges that normal slaves didn’t have. When Sally was younger she had a chance to go to London. Sally was more of a servant than a slave; she did more work around the house than out in a field. Even though Sally had been freed but did not leave Virginia, instead she stayed and took care of her children and the law at that time stated that once a slave is freed then they must leave within a year.... Free Essays on Sally Hemings Free Essays on Sally Hemings Roderick Jackson African American Studies Sally Hemings Life with Thomas Jefferson The documentary on Sally Hemings was interesting. Sally’s life and the relation ship with Thomas Jefferson was even intriguing and interesting life. Some may say she was lucky and some may say she was not treated fair enough. Sally was not a normal slave she had benefits that a normal slave wouldn’t have. Sally also had a relationship with Thomas Jefferson. Sally also had kids in which they had a better chance at life than she did. Sally was not a normal slave. It is true that she was owned by Thomas Jefferson who gave Sally certain privileges that normal slaves didn’t have. When Sally was younger she had a chance to go to London. Sally was more of a servant than a slave; she did more work around the house than out in a field. Even though Sally had been freed but did not leave Virginia, instead she stayed and took care of her children and the law at that time stated that once a slave is freed then they must leave within a year....

Bible Translations in German and English

Bible Translations in German and English Essentially, every Bible is a translation. The ancient elements that became what we now call the Bible were originally written in Hebrew, Aramaic, and Greek on papyrus, leather, and clay. Some of the originals have been lost and exist only in copies that suffer from errors and omissions that have dismayed biblical scholars and translators.   More modern editions, using more recent discoveries such as the  Dead Sea Scrolls, try to render the Bible as accurately as possible from the ancient originals. By the end of the 20th century, the Bible had been translated into more than 1,100 different world languages and dialects. The history of biblical translation is long and fascinating, but here well concentrate on the German connections- of which there are many. Ulfilas The earliest Germanic version of the Bible was Ulfilas Gothic translation from Latin and Greek. From Ulfilas came much of the Germanic Christian vocabulary that is still in use today. Later Charlemagne (Karl der Große) would foster Frankish (Germanic) biblical translations in the ninth century. Over the years, prior to the appearance of the first printed German Bible in 1466, various German and German dialect translations of the scriptures were published. The Augsburger Bibel of 1350 was a complete New Testament, while the Wenzel Bible (1389) contained the Old Testament in German. Gutenberg Bible   Johannes Gutenbergs so-called 42-line Bible, printed in Mainz in 1455, was in Latin. About 40 copies exist today in various states of completeness. It was Gutenbergs invention of printing with movable type that made the Bible, in any language, vastly more influential and important. It was now possible to produce Bibles and other books in greater quantities at a lower cost. First Printed Bible in German Before Martin Luther was even born, a German-language Bible was published in 1466, using Gutenbergs invention. Known as the Mentel Bible, this Bible  was a literal translation of the Latin Vulgate. Printed in Strassburg, the Mentel Bible appeared in some 18 editions until it was replaced by Luthers new translation in 1522. Die Luther Bibel The most influential German Bible, and the one that continues to be most widely used in the Germanic world today (it saw its last official revised edition in 1984), was translated from the original Hebrew and Greek by Martin Luther (1483-1546) in the record time of just ten weeks (New Testament) during his involuntary stay in the Wartburg Castle near Eisenach, Germany. Luthers first complete Bible in German appeared in 1534. He continued to revise his translations up until his death. In response to Luthers Protestant Bible, the German Catholic Church published its own versions, most notably the Emser Bibel, which became the standard German Catholic Bible. Luthers German Bible also became the primary source for other northern European versions in Danish, Dutch, and Swedish. Scriptures and  Prayers in German and English German du is equal to thou in English. Modern English versions of the Bible use you since thou has faded from English, but du is still used in German. Nevertheless, revised versions of Luthers 1534 Bible have updated many other language changes, using more modern usage to replace the outdated 16th century German. Here are some oft-quoted Biblical passages in German, with English translations. The Book of Genesis Genesis  - LutherbibelKapitel Die Schà ¶pfung Am Anfang schuf Gott Himmel und Erde.Und die Erde war wà ¼st und leer, und es war finster auf der Tiefe; und der Geist Gottes schwebte auf dem Wasser.Und Gott sprach: Es werde Licht! Und es ward Licht.Und Gott sah, daß das Licht gut war. Da schied Gott das Licht von der Finsternisund nannte das Licht Tag und die Finsternis Nacht. Da ward aus Abend und Morgen der erste Tag.   Genesis - King James,  Chapter One:  Creation   In the beginning God created the heaven and the earth.And the earth was without form, and void; and darkness was upon the face of the deep. And the Spirit of God moved upon the face of the waters.And God said, Let there be light: and there was light.And God saw the light, that it was good: and God divided the light from the darkness.And God called the light Day, and the darkness he called Night. And the evening and the morning were the first day.   Psalm 23  Lutherbibel:  Ein Psalm Davids   Der HERR ist mein Hirte, mir wird nichts mangeln.Er weidet mich auf einer grà ¼nen Aue und fà ¼hret mich zum frischen Wasser.Er erquicket meine Seele. Er fà ¼hret mich auf rechter Straße um seines Namens willen.Und ob ich schon wanderte im finstern Tal, fà ¼rchte ich kein Unglà ¼ck;         denn du bist bei mir, dein Stecken und Stab trà ¶sten mich.Du bereitest vor mir einen Tisch im Angesicht meiner Feinde. Du salbest mein Haupt mit Ãâ€"l und schenkest mir voll ein.Gutes und Barmherzigkeit werden mir folgen mein Leben lang, und ich werde bleiben         im Hause des HERRN immerdar. Psalm 23   King James:  A Psalm of David The Lord is my shepherd; I shall not want.He maketh me to lie down in green pastures: he leadeth me beside the still waters.He restoreth my soul. He leadeth me in the paths of righteousness for his names sake.Yea, though I walk through the valley of the shadow of death, I will fear no evil:         for thou art with me; thy rod and thy staff they comfort me.Thou preparest a table before me in the presence of mine enemies: Thou anointest         my head with oil: my cup runneth over.Surely goodness and mercy shall follow me all the days of my life: and I will dwell in the house of the Lord forever. Gebete (Prayers) Das Vaterunser (Paternoster) - Kirchenbuch (1908)  Vater unser, der Du bist im Himmel. Geheiliget werde Dein Name. Dein Reich komme. Dein Wille geschehe, wie im Himmel, also auch auf Erden. Unser tglich Brot gieb uns heute. Und vergieb uns unsere Schuld, als wir vergieben unsern Schuldigern. Und fà ¼hre uns nicht in Versuchung; Sondern erlà ¶se uns von dem ÃÅ"bel. Denn Dein ist das Reich und die Kraft und die Herrlichkeit in Ewigkeit. Amen. The Lords Prayer (Paternoster) - King James  Our Father who  art in heaven, hallowed be thy name. Thy kingdom come. Thy will be done, in earth as it is in heaven. Give us this day our daily bread. And forgive us our debts, as we forgive our debtors. And lead us not into temptation, but deliver us from evil. For thine is the kingdom, and the power, and the glory, for ever. Amen. Das Gloria Patri - Kirchenbuch   Ehr sei dem Vater und dem Sohn und dem Heiligen Geist, wie es war im Anfang, jetzt und immerdar und von Ewigkeit zu Ewigkeit. Amen. The Gloria Patri - Book of Common Prayer  Glory be to the Father, and to the Son, and to the Holy Ghost; as it was in the beginning, is now and ever shall be, world without end. Amen. Da ich ein Kind war, redete ich wie ein Kind und war klug wie ein Kind und hatte kindische Anschlge. Da ich aber ein Mann ward, tat ich ab, was kindisch war. 1. Korinther 13,11 When I was a child, I spake as a child, I understood as a child, I thought as a child: but when I became a man, I put away childish things.   I Corinthians 13:11 The First Five Books of the German Bible The first five books of the Bible in German are referred to as Mose (Moses) 1-5. They correspond to Genesis, Exodus, Leviticus, Numbers, and Deuteronomy in English. Many of the names of the other books are very similar or identical in German and English, but a few are not that obvious. Below youll find all of the names of the books of the Old and New Testaments listed in the order they appear.   Genesis :  1 Mose, Genesis Exodus:  2 Mose, Exodus Leviticus:  3 Mose, Levitikus Numbers:  4 Mose, Numeri Deuteronomy:  5 Mose, Deuternomium Joshua: Josua Judges:  Richter Ruth:  Rut I Samuel:  1 Samuel II Samuel:  2 Samuel I Kings:  1 Kà ¶nige II Kings:  2 Kà ¶nige I Chronicles:  1 Chronik II Chronicles:  2 Chronik Ezra:  Esra Nehemiah:  Nehemia Esther:  Ester Job:  Hiob Psalms: Der Psalter Proverbs:  Sprueche Ecclesiastes:  Prediger Song of Solomon: Das Hohelied Salomos Isaiah:  Jesaja Jeremiah: Jeremia Lamentations Klagelieder Ezekial:  Hesekiel Daniel:  Daniel Hosea:  Hosea Joel: Joel Amos: Amos Obadiah:  Obadja Jonah:  Jona Micah:  Mica Nahum:  Nahum Habakkuk: Habakuk Zephaniah:  Zephanja Haggai:  Haggai Zechariah: Sacharja Malachi:  Maleachi