Relationships and Marriage - Couples Should Live Together before Getting Married :: Argumentative Persuasive Essays

Couples Should Live Together beforehand Getting Married In my mothers house it was neer discussed whether I should live with someone before marriage. In my culture, you are not allowed to live together until after you are married. Since I did not have the casualty to live together with my husband while we were dating, it was difficult during our first year of marriage. We argued a lot, mostly because we were afraid of the unknown and the possibility that we had made a mis go. keep together before making our vows would have reassured us about a lifelong commitment. From my own experience, I believe that couples should live together before getting married, so they can start to know each other on a closer, more personal level moreover, they can start sentiment about the compatibility of their future spouse. Couples start knowing each other on a closer, more personal level when they live together, which prepares them for a married lifestyle. For starters, you consu me what your companion likes and dislikes, although this isnt always easy. There is a lot to discover about your partner and from your partner the only way to do this successfully is to move in together. For example, does he like broccoli, female mud wrestling, sleeping with the windows open? Maybe he likes to spend the whole weekend on the couch watching hoops Believe it or not, its little details like these that can often make or break a relationship. Second, you learn what kind of bad habits you and your partner have and whether or not you can get rid of them. I really dont like it when my husband forgets to fill the ice trays, forgets to replace the empty mountain paper holder, or leaves the toilet seat up I, on the other hand, tend to forget to put perishables in the refrigerator after I take them out for cooking, and I leave the clothes in a pile, all wrinkled, when they come out of the dryer. Moreover, you can see how much fun you have with each other and reali ze how much you would miss by not getting married. Try to plan a vacation in advance, have a dinner party date in town after work, or go to the movies on a Wednesday night when you know you have to get up for work the adjacent morning.

Eulogy for Father :: Eulogies Eulogy

Eulogy for FatherFor the first time in my life, Ill celebrate Fathers Day this year without my dad. The human beings who had the most influence on the man I became passed away on April 14. Jack was 79.It has been said that the loss of a parent is one of lifes most traumatic events. I now know the devastating truth of that statement. Ive been told that, in time, the hurt will fade, only to be replaced by positive memories that soothe the soul. Already, I can feel that happening.Maybe its because my father and I had a simple and loving relationship. He was a remarkably good man, like many of the inspiring role models and mentors who frequently appear in luxuriant Companys pages. Like them, he was a person of devotion and integrity, a man who understood a hard days work. Yet, unlike most of them, he never had the proceeds of a college education. He worked pretty much his entire life in two places a dye house and a post-office sorting facility.His core accomplishment was family. And as his only child, I was the lucky beneficiary. My father poured vast amounts of love and energy into me during my most formative years. That is why I measure his life in the warehouse of photographs and movies he created for me. It is why I measure it in the size of his hands. Because what I remember most about my father are those sandpaper-rough hands, made furrowed from factory work. From my earliest days, he took my hand in his and we discovered the world together.With his hand in mine, we walked through New Yorks Times Square. We went to Tads Steakhouse, where you could get a T-bone, a baked potato, a hunk of garlic bread, and a tossed salad for $2.79. We went to my grandmothers house on Saturday afternoons for endless games of gin rummy, Parcheesi, and Chinese checkers. We went for long hikes on Sunday afternoons, through the nearby woods. We hitchhiked together. We played music together -- he on a keyboard, me on a drum kit. We strolled the railroad tracks together in Paters on, New Jersey, laying pennies on the rails and waiting for the train to pass so we could use the flattened coins for guitar picks.We fished together, in rowboats, off riverbanks and bridges, in rivers and lakes, with worms and fish eggs, and lures and flies.

Analysis of a Child Essay -- Papers

Analysis of a Child This assignment describes and analyses my involvement with a 13-year-old client Joe Smith, who was temporarily supported nether section 25 (voluntary) of the Childrens (Scotland) Act 1995 to be Looked After and Accommodated by the Local Authority. The process of intervention will be discussed from pre-engagement, assessment and gathering of information to client interaction and networking with other agencies. Using reflection, I will critically analyse how I planned and responded to the needs and risks in regard to Joe, and assess my role and the impact of my intervention. I shall likewise discuss my learning outcomes and the process of supervision. The theoretical knowledge gained and relevant legislation will be considered to demonstrate how I applied these in my practice. I acted in accordance with agency policies and procedures regarding the clients rights and confidentiality, by asking the familys permission to write about the case. I advised the family that the names would be changed to envision confidentiality and that access to the assignment would be for course purposes only. (Social Worker Records Groups 1989) I also advised the family that they had a right to read my assignment in accordance with the Data Protection Act (1998) and under section (2) of the Access to Personal Files (Social Work) (Scotland) Regulations 1989 (Mays, 2001, p379) I felt it important to inform and involve the family, as a form of empowerment and to protect the agency and myself and to ensure good practice. (Orme & Coulshed, 1998,p41) Context of Placement The Area Team is situated in the periphery of a large city, whi... ...- 1 Section 3 (1)(b) Childrens (Scotland) Act 1995 2 Section 11 of the Childrens (Scotland) Act 1995 3 Section 54(b) of the C (S) A 1995. 4 Section 52 (2) (a) of the C (S) A 1995. 5 Section 25 (1)(c) (7)(b) of the C (S) a 1995. 6 Section 25 (voluntary) C (S) A 1995 Act. 7 Section 25 voluntary of the C (S) A 1995 to section 73 (4) of the C (S) A 1995 naming the Childrens Unit as the place of habitation on Joes Supervision Order. (Looked After and Accommodated Children) 8 Section 17 (3)(a) C (S) A 1995 9 Section 17 (3) (d) s. 22 (1)(b) of the C (S) A 1995, section 30 of the information (Scotland) Act 1980 10 Section 17 (3) (a) of the C (S) A 1995 11 Two counts of Breach of the Peace. Five counts of Assault involving two male and three female members of staff.

Cantebury Tales - Relation Of Wife Of Bath To Contemporary Women Essay

Hundreds of centuries before the fourteenth century, during it and yet still after, civilization, led by the educated theologians, politicians and whoever else made up the ruling class, women were looked at as the Devils ally a sensual and deceitful creature who was a constant bearer of sin and the showcase of most of mans misfortune. Women then and now may look upon most of these devilish characteristics as desirable, strong-willed and feministic. Chaucer appears to support women and specifically these devilish feminists by creating two very strong-willed and successful women in the married woman of Bath and the old hag in the Wifes tale. However, through all of the intemperate outer attributes, on the inside are the same classic and traditional damsels in distress that require a man just like the women of that clock time always had. Through the original strong qualities of the two women, Chaucer provides a hopeful example and model for women of now and then. Furthermore, by gi ving these women some stronger, domineering and manly features Chaucer is terrifically satirizing the gender roles and stereotypes of the time. Along with all of these strong feminist messages also come out anti-feminism ideals about keeping women in a certain role, cause a lengthy and intelligent debate upon what Chaucer really meant. All of these reasons are why it is important to discuss and understand The Wife of Baths sexual intercourse and influence on contemporary women. Chaucers main target of his satirical wit and criticism throughout his Canterbury Tales is the Anglo-Saxon church and even though in this tale he focuses more on the gender debate his fiery scorn and contempt of the corrupt church and its disciples is embodied in the Wifes prologues first three lines Experience, though no authority, Were in this world, were good enough for me, To speak of woe that is in all marriage Here Chaucer, through the eye of a women, points out that there is far too much reliance on authority, meaning the opinions of older and perhaps ancient writers. This sort of authority was trustworthy for the horrible distortion of womans character and place in society and thus Chaucer felt his satirical and sarcastic attack about get it on in marriage was necessary. Chaucer does it through the Wife of Bath as a medium to reach the hopelessly ignorant women of the time should they hear of the tale. The Wife o... ...When he had leisure and took some vacation, From all his other worldly occupation, To read, within this book, of wicked wives. His reading of wicked wives and clearly anti-feminist literature is a perfect example of she no longer having control as is her husbands statement A woman fair, save she be chaste also, Is like a ring of gold in a sows nose. By this he means a fair and good woman is no more than an ornament or accessory to her man. Clearly if he was existence mastered by a woman he would not make statements such as these. The Wife of Bath, Dame Alic e, portrays and exhibits numerous qualities of a strong and overconfident woman and an unknown feminist. Furthermore, these characteristics are what women nowadays point to as Chaucers bravery to point out and criticize the unfair treatment of women over the centuries and eras. alas for them, Chaucer was not quite as brilliant and innovative as contemporary women would like to think. As evident with the hypocrisy showed by the Wife of Bath. In conclusion, The Wife of Bath definitely has some strong positive messages for contemporary women and even yet he deeper shows them what not to do with the hypocrisy of the Wife.

Epic of Beowulf Essay - The Heroic Epic of Beowulf :: Epic Beowulf herobeo

The Heroic Epic of Beowulf        In the course of time, many heroes go made their name and many stories have been written to invigorate their greatness. However, none as captivating as Beowulf. This Anglo-Saxon epic demonstrates its  power with beautiful language, usage of kennings, metaphors, similes, and alliteration. Also, it gives wondrous marvelous beings as in God, and even of flop creatures as Grendel. On the other hand, it has human struggles and afflictions.         The very first element that is discovered by reading this epic is the lofty language that is used. Although, having read notwithstanding and excerpt, the writing is as glorious as the story itself. Alliteration usage and can easily recognized in line 33, He found them sprawled in sleep, suspecting nothing... which demonstrates the s sound. Another example of alliteration at work using the p sound is line 160, From my prince, no permission from my people for your landing here.         Metaphors let a distinct characteristic as in line 30 describing terror as darkness had dropped. Line 128 when sailing across the sea, describing the seas beating on the sand. There are few similes but one that stands out most in line 133. The ship foamed through the sea like a bird... employ like to describe the similarity of the bird and how the ship traveled across the sea. Probably the most  important element of language are the kennings which describe something unreserved so indirectly. Line 241 describes darkness or night by stating how the moon hangs. Also line 325 describes Grendel in two different kennings as one function of evil.        Every hero has their way of fighting evil or protecting from it. In order to fight a supernatural being, one must have a superhuman power which brings us to another characteristic of epic poetry. The very first supernatural being described i s the almighty God in lines 7-3 in the beginning. God is definitely been a supernatural being because of his ability and powers that he possesses. He is mostly associated with the Earths origin and its inhibitors. Monsters are also form of supernatural being. In this epic Grendel provokes death and cannibalizes human without thought but also enjoying it.

Epic of Beowulf Essay - The Heroic Epic of Beowulf :: Epic Beowulf herobeo

The Heroic Epic of Beowulf        In the course of time, many heroes have made their name and many stories have been scripted to proclaim their greatness. However, n whizz as captivating as Beowulf. This Anglo-Saxon epic demonstrates its  power with beautiful language, usage of kennings, metaphors, similes, and alliteration. Also, it gives wondrous supernatural beings as in perfection, and flush of powerful creatures as Grendel. On the other hand, it has human struggles and afflictions.         The very first element that is discovered by submiting this epic is the lofty language that is used. Although, having read only and excerpt, the writing is as glorious as the story itself. Alliteration usage and can easily recognized in line 33, He demonstrate them sprawled in sleep, suspecting nothing... which demonstrates the s sound. Another example of alliteration at work using the p sound is line 160, From my prince, no perm ission from my people for your set down here.         Metaphors provide a distinct characteristic as in line 30 describing terror as darkness had dropped. Line 128 when sailing across the sea, describing the seas walloping on the sand. There are few similes but one that stands out most in line 133. The ship foamed through the sea like a bird... Using like to string the similarity of the bird and how the ship traveled across the sea. Probably the most  important element of language are the kennings which describe something simple so indirectly. Line 241 describes darkness or night by stating how the moon hangs. Also line 325 describes Grendel in two different kennings as one ferment of evil.        Every hero has their way of fighting evil or protecting from it. In order to fight a supernatural being, one essential have a superhuman power which brings us to another characteristic of epic poetry. The very first supernatura l being described is the almighty God in lines 7-3 in the beginning. God is definitely been a supernatural being because of his ability and powers that he possesses. He is mostly associated with the Earths origin and its inhibitors. Monsters are also form of supernatural being. In this epic Grendel provokes death and cannibalizes human without thought but also enjoying it.

Diagram of Generic Academic Performance Monitoring System Essay

inning 2.0 Context Diagram of generic wine Academic Performance Monitoring System The figure 2.0 represents the two (2) users of the Generic Academic Performance Monitoring System namely the executive and the Professor. The Administrator entity shows the capability to access the system bring off consider by modifying accounts profile managing members account such as creating new user profile and updating user profile importing student be given creation of grade criteria generating students grade report and updating website contents. The Professor entity shows the capability on accessing the system managing account profile importing student list formation grade template for grading computation and generating students grade.Figure 3.0 First intromission Level Data consort Diagram of Administrators Capabilities The figure 3.0 represents the First Entry Level Data Flow Diagram of the Administrator upon successfully logging-in into the Generic Academic Performance Monitoring Syste m. He/she has the capabilities to manage modules such as handling members account, importing students list, creation of grade criteria, grade computation and updating website contentsFigure 3.1 Second Entry Level Data Flow Diagram on Managing Account for Administrator The figure 3.1 shows the Second Entry Level Data Flow Diagram of the Administrator on managing members account wherein he/she has the capability to construct accounts profile for new professor or associate. He/she also capable on updating existing member account.Figure 3.2 Second Entry Level Data Flow Diagram on second Student List, Create Criteria, tearing down and Website Modules for Administrator Figure 3.2 shows the continuation of the Second Entry Level Data Flow Diagram of the Administrator. Upon successfully accessing the system, he/she has the capability to import students list and create criteria template to be use for the students grade computations. The Administrator also has thecapibility to change or up date website contents from clients discretion.Figure 4.0 First Entry Level Data Flow Diagram for Professors Capabilities In the Figure 4.0 shown above, it represents the First Entry Level Data Flow Diagram of Professor in the Generic Academic Performance Monitoring System. uniform with the Administrator user, the Professor also have the capabilities to update own account profile, import student lists and father students grade summary.Figure 4.1 Second Entry Level Data Flow Diagram on Managing Account, Import Student Lists and Compute Grade Modules for Professor Figure 4.1 shown above presents the Second Entry Level Data Flow Diagram of the Professor upon successfully logging-in into the system. Same with the Administrator user, the Professor is also capable on modifying and updating account profile importing student list defining grade criteria template and generate grade summary of students.

Employment-at-Will Doctrine Essay

Jennifer is a recent college graduate who has been hired by an accounting firm. In the short metre she has been employed with the firm she has discovered a fare of looks she feels could be inappropriate regarding the mesh-at-will doctrine as well as some liabilities with the employer. She has brought this up only because she feels obligated to report the behaviors in which she has witnessed and wants to ensure she wont be held liable for not informing the management team (LEG 500 Law, Ethics, and incorporate Governance, 2012).Jennifer identified four categories of questionable behavior which are 1) skills, competence and abilities, 2) management, behavior, and performance, 3) tug legalitys, and 4) policies and procedures. The each of the four categories mentioned above will be discussed in how they apply to the Employment-At-Will ism as well as the liability of the employer. Skills, Competence, and AbilitiesIn the first scenario, the employee isnt able to learn the necessar y computer applications for the job in which she was hired even later on a few months of training and support. When the executive program tries to find place what the problem is, the employee consistently tells her boss that she is a good worker and a genius and she goes on to say that he does not appreciate her (LEG 500 Law, Ethics, and Corporate Governance, 2012). A legal and binding doctrine known as the Employment-At-Will teaching gives the comp whatever grounds to terminate this employee.The Employment-At-Will Doctrine eitherows companies a broad spectrum to terminate employees for a good reason, bad reason, or no reason at all (Halbert, T. , & Ingulli, E. , p46, 2012). The same doctrine provides the employee the freedom to leave the job without notice, for any reason, good or bad. The employee doesnt fork up to have a reason at all to leave the position in which they were hired for, they so-and-so just leave chthonian the same doctrine.We could even change the scena rio slightly in stating this particular employee could actually be doing a good job or maybe the employee could argue they were doing no better or worse than other people who had the same job responsibilities therefore resulting in a reasonable person coming to the conclusion the supervisor or management was picking on that particular employee but even considering those sight changes to the scenario, the company would still be in their rights to terminate the employee under the Employment-At-Will Doctrine (Zins, 2012).The issue at hand here is the employee in question is not performing in the way the company had hoped and there has been sufficient time provided in the employers mind for the individual to learn and become proficient in the necessary tasks. Management, Behavior and Performance In this particular event the employee occasionally abound into a rage when criticized or questioned concerning the behavior of frequent tardiness. When her boss and other staff members identif y this behavior and verify its a regular particular they attempt to address the issue and remind her of the companys late indemnity.The employees response is that she knows her rights and what to do if she is wrongfully discharged. She also goes on to say she took a business law class in undergrad school and it taught her everything she needed to know about exceptions to the employment-at-will doctrine and wrongful discharge in violation of macrocosm policy (LEG 500 Law, Ethics, and Corporate Governance, 2012). In this scenario it almost have the appearance _or_ semblances like the employee was nerve-wracking to belittle her supervisors or threaten them to not pursue the tardiness issue.Its believed by this author, she was trying to draw attention away from the inappropriate behavior of being late which is what preempted the discussion in the first place. As identified in first scenario, the Employment-At-Will Doctrine gives the company the ability to terminate the employee fo r any reason. The company would be able to ensure a quick processing of this particular expiration if they could show that all the times this particular employee was late, was documented in writing. This should always be done in any given case of tardiness or un-authorized absence.The Employment-At-Will Doctrine means that an employer can terminate an employee at any time for any reason, except when the reason was illegal or for no reason without incurring legal liability (At-will employment overview, 2013). Under the doctrine, the employer can change the terms of the employees employment with no notice and the company would still have the right to terminate the employee. An example, although it may seem unfair would be if the employee was hired at a certain amount and the employer wanted to reduce that amount, the employer could legally do so without violating any law or rights of the employee.Once the employer reduced the pay, they could still terminate the employee and not be i n risk of breaking any laws or violating anyone rights (At-will employment overview, 2013). Labor and Laws In this scenario the employee takes an un-authorized day off from work to observe her religious holiday. This holiday falls on a day that is during tax season and the day off occurred during an incredibly vigorous period for the company.Prior to this time frame the company announced to all of its employees they were not allowed to take off during this time-frame unless they had prior management approval. Also, there is no get the picture union for accountants so the union helping the employee in this matter would not have done any good. Another issue with this employee is she talks to her co-workers during lunch breaks and sometimes during regular work hours, encouraging them to organize and form a union to protect themselves (LEG 500 Law, Ethics, and Corporate Governance, 2012).The company has to be careful in this situation because an employee does have the right to obser ve religious holidays. The behavioral issue here is the blatant disregard for the company and fellow colleagues. The management team announced that any time off during this period would require prior approval from the management and due to the fact the employee used the religious holiday as her excuse to confirm her actions, the actions went against management direction so at a minimum the employee should be reprimanded and written-up.More than likely if she had used the direction recommended by the company if they needed time off during this time, the management team would have more than likely approved her request and then all would have been fine but it appeared the employee intentionally disobeyed the policy and used her religion as a justifiable excuse. As far as the discussion shes reservation with other employees concerning the union effectuation as long as shes having these iscussions during non-paid breaks, during non-paid lunch or after working hours she is not in viola tion of any policies, laws or regulations.In fact, in 1935 workers were guaranteed the right to organize and form unions and they could not be terminated as punishment for doing so but at the same time workers should respect the employer overflowing to not have these discussions during the times when work is needing to be done (Halbert, T. , & Ingulli, E. , p49, 2012). New state labor legislation was enacted in 2012 that reports the most active areas of state legislation.Those areas account came from child labor, equal employment opportunity, human trafficking, immigration legislation, independent contractors, wages paid, time off, unfair labor practices, and worker privacy. The factual information involving the areas mentioned above on with 20 additional areas was the result of the unused enactment and there are additional guidelines that businesses can turn to regarding some of those areas (Fitzpatrick J. Jr. , & Perine, J. L. , 2013). Policies and ProceduresThis last scenario involved a consensual blood between an employee and a supervisor where the employees supervisor consistently asks the employee out on dates and initially the employee refuses but later accepts the offer after talking to a girlfriend about the situation whereas the employee is encouraged by the friend to accept the offers. The employee identifies that during her New Employee Orientation, the facilitator informed the entire group of new employees, of the company policy which prohibited employees from dating supervisors.The employee also remembers being given an employee handbook with the written policies which also forbid such behavior but never-the-less, the employee and her supervisor still continued with their consensual relationship (LEG 500 Law, Ethics, and Corporate Governance, 2012). In this type of behavior the company has every right to terminate both the employee and the supervisor which is exactly what should be done. The Employment-At-Will Doctrine gives the company the authority to do so and if a tumid number of company personnel are aware of the relationship it will look bad on the company if they dont handle the situation in that way.It could lead employees into believing that company supervisors are above the law and are not required to answer to the same policies that other employees are required to adhere to. The appropriate measures were given to prevent this type of behavior from happening the employees were given the policy during the New Employee Orientation as well as each employee was also given a copy of the policy by receiving an employee handbook. If the supervisor had conducted the behavior intentionally to get the employee terminated then the employee would have a legitimate argument to appeal if the supervisor wasnt terminated as well.This would be one of the exceptions to the Employment-At-Will Doctrine. The behavior on the part of the employee and the supervisor in this case was unacceptable and the appropriate action the comp any would need to take would be to terminate both employees (At-will employment overview, 2013). Conclusion Employment-at-will basically means that an employer can terminate an employee at any time for any reason and doesnt have to justify their actions unless the action were illegal or the reason feel under one of the common law exceptions.There are three common law exceptions which are public policy, implied contract and covenant of good faith. Public policy is the most widely recognized common law exception, and it protects employees against adverse employment actions that intermit a public interest. Examples of some of these might be 1) to refuse to commit perjury in a trial, 2) reporting an employers fraudulent accounting practices and 3) join the National Guard or performing jury duty (At-will employment overview, 2013).An implied contract may be legitimate just from a supervisor making an oral statement or an employer representative. An employer representative can be anyo ne who is known to be knowledgeable about the company and its employment history. An example could be if soulfulness stated, We need good people around here, youve got a job for life or We dont dismiss employees without giving them a chance to reject their behavior. These are some examples where an exception to the Employment-At-Will Doctrine might apply (At-will employment overview, 2013).An implied covenant of good faith has varied from requiring just cause for termination to prohibiting terminations that are made in bad faith or motivated with intent to cause harm. An example of bad faith terminations might include an employer outpouring an older employee so the company wouldnt have pay that employee retirement benefits or terminating a salesman just before they would be eligible for a large commission (At-will employment overview, 2013).

Case Study and Implementing Diversity Policies

Implementing variation Policies directional Principles A guide for ITEC and opposite engineering moving ines who pauperization to benefit from employing a assorted cultivateforce Implementing sort Policies guide Principles A guide for ITEC and other engineering backinges who want to benefit from employing a various(a) buy the farmforce Christina Evans, Judith Glover, Yvonne Guerrier and Cornelia Wilson School of seam and societal Sciences Roehampton University 80 Roehampton Lane London SW15 5SL Tel +44 (0)20 8392 3000 www. roehampton. ac. uk For correspondence roughly this written report please email mailto c. emailprotected ac. uk September 2007 The violet Academy of plan ISBN 1-903496-37-3 Content foreword Acknow guidegements List of figures Executive summary 1. Introduction 1. 1 Why the necessity for a posit of channelize Principles for embedding kind in the ITEC atomic number 18na 1. 2 How the steer Principles crap been derived 1. 3 Summary of the Guid ing Principles 1. 4 Schema of the Guiding Principles Suggestions on how boldnesss superpower rehearse these Guiding Principles Guiding Principles 3. 1 Vision and lead 3. 2 Well-outlined melodic line occurrence 3. Company wide policies to mainstream variety 3. 4 Education, training and knowledge pee-peeing 3. 5 Supportive work normals and presidential termal stopping point 3. 6 hand and transp argonnt recruitment and c atomic reckon 18er cave inment practices 3. 7 Partnering with external bodies 3. 8 Tar stick byed outreach and widening the recruitment win 3. 9 Management of suppliers 3. 10 Monitor, improve and celebrate success 3. 11 Matrix of linchpin take overing giving medicational case studies Conclusions Resources to jockstrap with your assortment 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. App closing curtainices I. List of acronyms 68 2 The Royal Academy of engineering science Implementing innovat ion Policies Guiding Principles preface I am delighted to wel accrue this forward- flavor report Implementing Diversity Policies Guiding Principles funded by The Royal Academy of Engineering and produced in quislingship with Equalitec. Equalitec, funded in part by the European Social Fund, under the Equal Programme, is a broad-ranging partnership of systems perpetrate to promoting and endorseing womens advancement in Information Technology, Electronics and reckon (ITEC).ITEC is a bring out driver of permute in the global knowledge economy and a key contri only ifor to the productivity and competitiveness of the European economy. nonwithstanding growth is being affected in more than or less argonas by a shortage of skilled ITEC workers. To meet the continuing growth in ITEC we take away to advocate more individuals with assorted backgrounds and skills, curiously women, to consider a career in ITEC and ITEC tie in taskes.It is now salubrious recognised that th ere are legion(predicate) a(prenominal) contrast and social benefits from encouraging great revolution within the work beat. Yet women are presently under-represented in the ITEC sector, especi completelyy in more higher-ranking roles. This report provides some practical guidelines on how to build an organisational stopping point where women and others from respective(a) backgrounds with business critical ITEC skills are encouraged to participate and reach their full potential. It contains many pillow slips of groovy practice emaciated from a range of ITEC employers.I would encourage you to drug abuse this report with a range of raft in your organisation to athletic supporter stimulate debate and revision polices and practices to encourage greater diversity. Dr Rosalie Zobel Director Directorate G/Comp unmatchablents and Systems Information Society and Media Directorate General European Commission The Royal Academy of Engineering 3 Acknowledgements The authors would bid to thank the many organisations and individuals that arouse made this report possible.In particular we would like to thank The Royal Academy of Engineering for sponsoring the protrude Professor Wendy Hall, CBE FREng, major(postnominal) Vice President of The Royal Academy of Engineering, for chairing each of the Equalitec Diversity fabrications 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 take part organisations that pick up contri vindicatoryed to the ideas and case uses contained within this report.A keep down of Equalitec partners and contributing organisations hindquarters be found on the back cover of this report. 4 The Royal Academy of Engineering Implementing Diversity Policies Guiding Principles List of figures jut out 1 Summary of the Guiding Principles Figure 2 Schema of the Guiding Principles Figure 3 Diversity Balanced Business Scorec ard Figure 4 Development options to help buss manage a plastic manpower 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 Intellects 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 to tranceher 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 various(a) 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 agit ate in many businesses, particularly in the service sector.But a shortage of skilled workers is reservation it difficult for some firms to compete successfully in the global economy. Despite this skills shortage, fewer than one in five ITEC master keys and managers are women and the number of women employed in ITEC is declining in or so 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 womens employment and increasing their labour market participation could be worth(predicate) among ? 5 billion and ? 23 billion. This is equivalent to 1. 3 2. 0% of Gross Domestic Product (GDP), according to the Women and Work Commissions report Shaping a Fairer Future 1. Yet many ITEC companies go up it difficult to attract and retain women. One reason may be that IT continues to devour a macho male image that can pu t women off. In addition many women and untried girls are non aware of the diverse roles on lead home the bacon 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 superior leaders to bring about cultural win over, underpinned by investment to develop a cohesive class of employment policies and practices. Furthermore, a doctor 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 comfortably buy in labour from other countries there is less of a business imperative to invest in growing its own workforce.So why does this motion? 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 difficulti es over and above those go through by women in other occupations, as these workplaces have tralatitiously been male dominated 3. Industry commentators also acknowledge that the sector does create additional pres reliables for employees something that can light up it more difficult for women and others with caring responsibilities.First, there is often a need to deliver projects to specific deadlines, involving functional long hours. Second, individuals need to spend fundamental 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 curiously problematic as updating of skills is dear(p) and time consuming. Many women working in ITEC are concerned that motherliness leave and career breaks accelerate skills obsolescence.Although funding is allocated to training graduates ( sore entrants) this is generally not the case for women returners 4. In addition women, and indeed men, w ho choose to work part-time often find their commitment questioned. 6 The Royal Academy of Engineering Implementing Diversity Policies Guiding Principles Whilst the comparison 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 reclusive sector companies.But changes in the public sector tendering process, to plug 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 put of Guiding Principles yields. Equalitec, originally supported by funding from the Department of Trade and Industry (DTI), and latterly the European Social Fund (ESF), was established to countenance and support womens employment in ITEC.Over the six years that Equalitec has been coverning it has worked with over 50 organis ations 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 contained within this report volition 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 Tar come ined outreach and widening the recruitment net 9 Management of suppliers 10 Monitor, improve and luck success Recommendations for taking these Guiding Principles f orward 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 afterward on in the report. A key policy to review is your career and succession cookery, devising these more open and transparent. This will help report the needs of individuals at opposite spirit-stages and with divergent 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 mea convinced(predicate)ment 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 honorarium gap. The Royal Academy of Engineering 7 Consider partnering with a range of educational and professional bodies to catch 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 administration 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 battalion with a degree in a discipline other than estimator 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 posterior stage in their career. e-skills UK work more closely with businesses to develop skills frameworks and progression pathways for ITEC professionals working in antithetical 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 ne bothrks. 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 break. follow out 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 channelise principles for ITEC organisations?In todays global knowledge economy the innovative use of ITEC technologies is fundamental to business survival in an ever so 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 sophisticated 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 strike 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 reject than womens 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 effeminate 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 dissymmetry 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 segrega tion 8 in a sector that was optimistically viewed in the 1960s and 1970s as a golden era for womens 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 earth has not matched this optimism. 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. so far having IT systems developed and serviced by third parties does have skills implications for organisations national workforce. In practical terms this means a growing need for IT literate staff who fancy the business and know how to use IT to drive the business forward 7.With organisations struggling to a ttract and retain skilled knowledge workers, it does not make business soul 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 If the UK is to further develop and sustain a flexible, super 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 happy 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. notwithstanding as other Equalitec publications have shown this image does not reflect the reality of ITEC work, or the diversity of employment opportunit ies 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, communication, relationship direction, flexibility and innovation, and project trouble.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 bare(a) 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 individ uals, 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 organisational 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 mix in 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 intromitd.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 sets Times Top 50 Workforce Diversity index BCS Women in IT awards Auroras Where Women Want to Work awards US National Academy of Engineering Diversity in Engineering report, as well as the National School of authoritiess Diversity Excellence model and the Civil Service diversity military operation indicators. The supporting case examples are drawn largely from Equalitec publications.They have been tried out with Equalitec partners, and other organisations closely involved with Equalitecs 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 backgro und 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, poetic rhythm and action plans are in place. Ongoing commitment is also demonstrated through frequent and consistent communication, internally and externally, about the organisations achievements against its create action plans.Well defined business case the diversity agenda forms an integral part of the strategic business readiness agenda not something that is a priggish 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 cha nges to other organisational policies e. g. recruitment, get, flexible working and work-life-balance, performance management, career management and memory board policies. 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, employ this as a way of further developing internal knowledge and capabiliti es.Targeted outreach and widening of the recruitment net resources (time, energy and funds) are invested in developing sentiency of the changing nature and opportunities 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 organisations diversity agenda and the organisation ensures that suppliers vary their practices inhibitly. 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 t he 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 foreign focus Education, training & knowledge building Supportive work practices/ culture Open and transparent recruitment & career development practices Partnering with external bodies Targe te d ou treach & widening the recruitment net Management of suppliers Monitor, improve and celebrate success Figure 2 Schema of the Guiding Principles 12 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 There is no silver bullet, no phantasy 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 stupefy to do something about it, you can make a difference. 10 It is not surprisi ng therefore to find leadership at the top of these Guiding Principles. The Royal Academy of Engineering 13 2. Suggestions on how organisations 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 scratch would provide a start po int. Recognising that successful change involves a top-down and bottom-up flak, 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 energetic 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 having the genuine support of senior leaders send s 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 typeface 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 su re 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 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 handler, Europe Middle easterly 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 Symantec 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 I think there is something about having men with the right attitude.I dont know quite how you articulate this, but it is to do with having a diversity of view and approach in the senior administrator 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 truly 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 heavy to help rethink jobs and how best to resource these The Royal Academy of Engineering 15 What you are looking f or 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. Youre 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 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 effective leadership by challenging line managers who are relucta nt 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 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 finding out what women are looking for in the industry Simon Brown is the general mana ger 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 view 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 next-to-last female colleagues, rather than make assumptions that they all have the same needs so many of the women who are at the top, they dont have families, or else they might have had them, but its been with a totally supportive background, or they havent needed to be the carer in the family but you wouldnt needs get from somebody at the top who didnt have that empathy, lets hear about you and whats it like for you? You dont 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 im portance 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 section 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 programme 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 organisations 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 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 nex t 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 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 peoples 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 goalsThe Royal Academy of Engine ering 17 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, gestural 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 body Director, HP 13. Case musical accompaniment 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 Symantecs best known products is the Norton consumer security solutions. The organisation employs just over 18,000 employees in 40 countries. Deborah Davis, Vice President, E nterprise 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 organisations global womens 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) increase 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 plac e, 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 extract for women Identify external womens 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 Di versity and Inclusion Councils, a figure that is expanding across the globe.In addition the organisation has a Symantec Womens Action Network (SWAN). SWAN champions attend external womens 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 schooling and knowledge from the various fora and groups are shared. Source Equalitec Diversity 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 appeal 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 indicat ed in Figure 3. raise 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 damp 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 employment 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 doer 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 For us in Pfizer, the diversity business case rests on the values of creativity and innovation because we want to bring new 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 spunky 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 One of the things we have in condition(p) 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 If its someone you know, who was a good employee, who wants to come back and they need ? 2,000 of training, but youre not paying for an agency to recruit them, its 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 fu ndamental 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 victorious 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-tender 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 from ethnic minorities, are more seeming 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 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. Limita tions 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 things 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 G uiding Principles 3. 3 Company wide policies to mainstream diversity Building an organisational culture that supports diversity and inclusion is not easy.As Juliet Webster, engagement 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 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 organisation s, large and half-size, 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 If you find yourself with 15 engineers, none of whom are women, youre suddenly in a bad position for trying to hire your first woman. As you build up from zero, youve actually got to be especially careful in the early days. There is something about thinking early on, when were working in a field that is by its nature male heavy, to think carefully about those early hires. Doug Fraley, Head of citizenry 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 pipeline recruitment, where job openings are transmitted via established networks.Employee referral schemes, which have b ecome increasingly popular with organisations, operate on a similar principle of tapping into employees existing networks. However 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 organisations position on diversity and the actions that the organisation is taking to build a diverse and inclusive work environment. Performance management W ider research suggests that a key policy that needs to be revised in organisations 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 organisations diversity objectives. In the US, some organisations link Executive bonuses to the achievement of diversity goals 18.In other organisations performance ratings are establish 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 goals 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 organisations 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 clima te later in this subsection. Pay and reward The governments survey on earnings (Annual Survey of Hours and Earnings (ASHE) 2006) shows that womens mean full-time hourly pay in computing and related jobs is 79. 6% of mens 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. Intellects 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 opportunit y 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 discuss ed 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 inclusive 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 VPs 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 reflects 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 Kep inski, Diversity and Inclusion Director, EMEA Region points out 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 VPs 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 If 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 p olicies, 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 rural 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 system s and microelectronics. These technologies are used to provide professional solutions, services and consulting for businesses worldwide. It employs about 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 develop, progress and retain women. 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 theres fairness and its a level playing field. But we do run specific exercises where if theres something that maybe suggests we should have a l ook 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 womens leadership councils in each country, looking very closely at pipeline and progression. Weve worked with the HR teams in each country to specifically identify the creme de la creme of the female talent, and actively manage those women to make the next step change. That could be a move outside their business, or promotion. The womens 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 theres a particular part of our structure where were 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. Its 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.

Topic civil war

This is to analyze American courtly War base on James McPhersons For Cause and Comrades and Sam Watkins Company Aytch, by knowing what were the to a greater extent or less definitive factors that led custody to join and stay with the armies. This radical will also instruction the ways in which those reasons differed between North and South, and discuss why the resolve to press out largely collapsed in the Confederacy by 1865, while it continued to jade in the North. 2. Analysis and Discussion 2. 1 In general, soldier fought for cause and comrades When people go to war they do not do it for nothing.Normally nobody wants to go to war hence going to war must(prenominal) shed their good reasons for violating their peace. It must be for reason for cause with the belief that reason of because if more heavy than allowing the other person of party to continue what he or she must be doing. Tolerance is whence no longer an option hence annunciation by bringing to war is the onl y best option to resolve the situation. What McPherson tried to paint from his work entitled For Cause and Comrades about the reason that men and women whitethorn train in going to war. The very title is speaking for reasons in getting to war.In his work, James McPherson asks that enquiry of the combatants on both sides of the American Civil War. With his subtitle asking the familiar question Why did men fight in the American Civil War? , one could readily agree that reservoir purposely finds real reason why people go the war. The thesis therefrom of this his book is that men and women go to war for cause and for comrade. Allowing the more important word to absorb the less significant one would have reduce the title into War for Cause since doing for comrades is for cause as well.He must have therefore his own reasons for choosing the title and there might be a need for special emphasis for comrades. Hence, McPherson must have been arguing that the main title states the both m ost important reasons a cause moved each(prenominal) of them to enlist, but cohesiveness among comrades sustained them to the end. The author reported to have turned the pages of the diaries and letter of 647 summation and 429 attendant soldiers, and he followed a simple method by categorizing the reasons and inserting four quotations from letters or diaries for each category.It whitethorn be noted that about each soldier, McPherson provided basic information whether the soldier fought for the Union or the Confederacy, and when and to whom he wrote. His comments on each solidifying of quotations are thin. His typical entry, early in the first chapter quoted I am sick of war, as written by a Confederate officer to his wife in 1863, and of the severance from the dearest objects of lifehis family. 2. 3 Resulting answers based McPhersons researchMcPhersons work was able to kindle fourteen key answers as reasons for going to war and these include martial enthusiasm, comradeship, cha racter, and discipline and leadership religion. Other reasons include confession of homeland and preservation of the union. While further reasons include liberty, slavery, vengeance, duty, glory, and honor. McPherson found both rebels and Yankees to have thrustn similar reasons, except, as expected , on the subject of slavery.In doing his local index, McPherson inserted other attitudes, themes, and types of experiences the soldiers recorded as the same soldiers followed their reasons for fighting which whitethorn be adventure, , desertion, cowardice, the draft, skulking, coercion, desertion. The other reasons for fighting include pursuit of promotion, combat stress, rage, poor morale and homesickness. using some principles from the work of John A. Lynn, McPherson was steered by three categories of motivation First is initial motivation, followed by sustaining motivation and finally combat motivation.It was found out the assemblage cohesion and friend pressure were indeed powe rful factors in combat motivation and were also connected to the multifaceted mixture of concepts of duty, honor, patriotism , ideology, community of peer pressure and manhood that prompted these soldiers enlist in the army, first place. McPherson then argued for a more applicable relationship among these three categories for Civil War soldiers compared with others work study appeal of this book is the purely interesting, sometimes awesome, but always brief stories the soldiers tell to express their reasons for fighting.2. 4 Is there basis to take Soldiers Writings at Face Value? McPherson had asked questions whose answers appear from the dairies and letters of soldiers he reviewed . He is therefore, inclined to take what they say at face determine. From an objective historians read/write head of view, it may be asked whether there is basis to take the writings at their face value. By fashioning his title For Cause of Comrades, McPherson appeared to have taken upon himself that what he got from the diaries and letter is really what the authors to communicate.As a general rule a diary is something personal where if the issue is truthfulness of its contents, this researcher therefore would like to give espousal the validity of those events happening with the official function of the knowledge as made known to the faculties. Although McPhersons findings represented to have the many letters, he was just trying to extract the motives from those statements. It may be argued that people react differently to situations and reactions to situations could be numerous or the context from which statements were made do really vary hence they could be capable of different meanings.Psychology is different field from law. Although in both field, motives may be apply to predict behavior, the predicted behavior may really vary from the positive result. Trying to infer what was the motive by reading statements would have the characteristics of existence speculative. If s peculation could be away of learning for something that will come then by all means it should used not sparingly since the cost could be higher if futures are not studied well in the content of agreement. Motives as used by McPherson has catalogued are not the same as actual events as proved evidence.Realities cannot be equated with simple extraction from testimonies found in letters or diaries. The same argument may hold even by a quantitative statistical analysis of all the letters ever written, feature with sociological, cultural, linguistic, and psychological, principles. It may therefore be safely deduced that motives standing by themselves and by their very nature, possess few of the necessary attributes of fact. One could accept the at the most what could be done in the diaries and letters is just the option of speculation. Fortunately but speculation as sometime done have become usable sometimes.One could therefore speculate on the motive for fighting based on reading the from the testimony of soldiers on their motives for fighting, in terms of the level of consciousness motive as they say their own piece of their own stories. In psychology many thing is possible as it could be possible that while at certain time, the writers conscious motive is to reassure, it is also possible that his unconscious motive is self-delusion. If the soldier asks his own self why he needs to the joining the draft, and thereby answered is religion, then such is a prerogative of any person.Taking the words of soldiers at their face value must be given credence given this may even be sustained in the court of law. In law the express meanings of the word are given preference over the implied meaning. The probability therefore that contents of the diaries are true is more than not has a good chance of being upheld. 2. 5 Questions based on Answers McPhersons latest study on the motives of soldiers from their letters and diaries may be considered as an achievement itself as for further exploration and speculation.Having perchance taken a necessary first step, while no(prenominal) of the reasons he gives are new, he has assembled together many colorful testimonials of soldier who have the chance to be part of the actual war. He just set to do the laying out of they soldiers own stated reason and he must be given credit for thoroughly doing in good order, and in a readable style. But to consider his approach, as if it has accomplished everything or in a context where he has already provided almost the final answers would be too simplistic.To substitute what could otherwise be an inherently complex dynamic issue where other researchers may take several stairs further a powerful lead to further research. Some of the questions that could be asked form his work include Is the person talking or writing a ranking or non-ranking soldier. Is the same soldier from the South or from the North. His work may not be fully compared with the work of Sam Watkins who was part of the Confederates. Having a person interpreting what other people are saying is different form having the person who actually did it to say.To the appreciate the concept, having a person to testify in court will carry more wait than a mere affidavit of a deposition taken from that person. Sam Watkins may therefore have the chance to write the most famous and most complex memoirs in Co. Aytch as one who was there could actually explain it more fully. The other question that could be asked included the place where the soldier is at the time he writes. This could be Winter quarters, his home, a hospital or a even prison house or on a ship. Another angle is the reason for writing which is the immediate reason. Does the writer write to reassure?to reproach? to brag and to justify? Having perhaps answered to these question would make separate research that would further really explain that is causing people to go to war. The fact that one writes in a letter, a diary, or a memoir wh ere each is different from the other. To have a deeper truth is to ask the author to whom does he write? This will normally pickings to a mother, a grandmother, a father, a grandfather, a brother, a sister, a uncle, a aunt, a cousin. The following individuals people such a friend, a sweetheart, a politician, a teacher, a wife, a little child, or even fellow soldier.What is logical is a different rhetoric is aimed at each person in this array of types. It is therefore logical to a writer to anticipate the response of his audience. If the audience is one of a variety of people or oneself, a relevant question is would include trying to persuade with such rhetoric, oneself or the other person, or both. Answers to these many questions would provide a complex setting for answers to the question McPherson poses. He doesnt pose these related questions he does not, therefore, attempt to answer them.He has acquitted himself well of an historians task to state a subject that deserves research, uncover whats in the record, and then give a report of the matter. But one should not expect an historian to deal with questions that can be answered most effectively by experts in other disciplines. Most questions about the Civil War are simplistically posed and simplistically answered, because each question is asked is isolation of all or most others, and asked from the perspective of a wholeness discipline. The Civil War in most of its aspects defies single-perspective explanations.Answers to McPhersons question are most useful after the most perspectives have been brought to bear. This is a task of interdisciplinary study psychology, linguistic anthropology, statistical analysis, cultural geography, religion, political science, social science, literary criticism, military science, etc. No one discipline serves well enough. Such is the art of making further studies in the work of others . The relevancy of questions posed will have now to consider the possibilities for multidisc iplinary approaches to address such complex questions.The McPhersons book appendixes points the way to the larger, more complex job to be done. There is indeed the need for more direct interpretation of McPhersons quotations in light of such information is needed. The presence of geographic distribution of white Confederate and of white Union soldiers and their occupations, a provide a mutual misunderstanding. It could thus be asserted the Civil War, was a screen out wara rich mans war, but a poor mans fight. What come s next is the unanswerable question that remained? What were the reasons of the poor and illiterate, the white, the black and the foreign born(p) to fight in going to War.3 Conclusions The most important factors that led men to join and stay with armies vary but according to McPhersons For Cause and Comrades, essentially there must be a cause that is defined with the individual level. Fighting for comrades is a cause itself but other soldiers have expressed these r easons in other ways which McPherson was able to extract and categorized from the letters and diaries and soldiers involved in the war. McPherson has provided readers with the means to start on asking major questions whose answer may be applied to later years such as the reconstruction era.The same answers may also illuminate ones understanding of the organic evolution of the American character from 1865 to the current chapter in our history. The answers may be used also to deal with the legacy of violence, racism, distrust of government, and economic instability, in understanding the lives that Americans have in understanding others who are enduring or surviving the crucible of Civil War around the globe. Understanding the why men and women of past fight may help the Americans to deal with those wars from within and from without more effectively.Knowledge of inner reasons is good starting point of really doing a research that points the wisdom of learning from experience. The valu e if learning is therefore not to commit the same mistake. The book of Watkinson the other hand was written by a Confederate private who served in the host of Tennessee for nearly the entirety of the Civil War. Having been extracted from diaries of the author during the war, it carries more credence than that of McPherson since this memoir of civil war experiences from a privates perspective is priceless in terms of first source material.Watkins was found to be frank and impenitent, thus his book is possessed of a quality that gives the historian with unique material in terms of dealings with the sentiments that the non-elite confederates often held. Watkinss frankness is almost certainly the most important feature of this work. His hatred of Yankees and the same level as his hatred of some of the Confederate command proposes an individual who most likely defies current simple philosophy of Yankee/Rebel mentality. Watkins is often amusing, especially when reflecting upon feelings that we would now understand as being imbedded in class struggle.Of course, Watkinss frankness extends to his views of blacks and slaves, illuminating an individual who was both racist and yet not in the generally held conventional manner. This paper also considered the ways in which those reasons differed between North and South, and is making a resolution why the resolve to fight largely collapsed in the Confederacy by 1865, while it continued to endure in the North. The earlier collapse in the Confederacy by 1965 may be explained by the fact that the Conferacy often used slaves as naval crewmembers and soldiers, the African American soldiers were paid less than white soldiers.And the African American soldiers were discriminated against and served in segregated units under the command of white officers. It may be given emphasis that the knowledge of knowing the motivation of soldiers would be a good way to prevent a destruction of life that must come out of the war. It is said th at not any one really win in war in perfect manner for whoever goes of war faces the run a risk of possible loss of life. Work Cited McPherson , For Cause and Comrades Why Men Fought in the Civil War (Paperback) Oxford University Press, USA, Aug 28, 1998 Watkins, and Inge, Company Aytch, Plume Subsequent edition (November 1, 1999)