360 Degree Feedback: Analysis

360 Degree Feedback: Analysis 1. Introduction The researcher has highlighted the research question, aim and objectives, before the specific introduction to give a clear picture of the dissertation. 1.1 Research Question To ascertain whether 360 degree feedback could prove to be a promising appraisal mechanism for the staff motivation and development in the current economic crisis and funding cuts? 1.2 Aims and Objectives The research sets out to explore the relevance of 360 degree feedback appraisal system in contrast to the traditional appraisal process currently functional in the library and technical services department of the University. What is 360 degree feedback and in what ways it could prove to be an efficient tool for continuous improvement, development? What is the current functional appraisal technique in the universities library/technical services department and the benefits of introducing 360 degree feedback as an appraisal tool? To analyse the functions/pitfalls of introducing 360 degree feedback within the library/technical services department of the University, with an emphasis on its use for the continuous improvement, development and motivation of the staff. 1.3 Specific Introduction â€Å"University staffs tend to report high levels of stress at the best of times, and academic staffs usually rate their experience of stress as higher than other staff groups in the higher education setting,† (Easton and Laar, 2010). The current funding cuts by the government and the global financial crisis demands a major change in the way various processes function across universities in United Kingdom (UK). The current study is an endeavour to address the numerous limitations in between the traditional appraisal system and the 360 degree tool. The researcher aims to expand the literature that previously exists on the 360 degree appraisal system and to analyse why the gap exists in between both the processes. The researchers primary focus is on the staff motivation and personal development as the key factors that need consideration within the University of Huddersfield. The researcher has given a thorough critical analysis of the 360 degree feedback appraisal system through the review of the academic literature and has focussed on identifying whether or not there are any benefits of using 360 degree feedback over the traditional appraisal systems. As stated by Mason, et.al, (2009), multi-rater feedback is by fa r the best tool for staff development and monitoring effective continuous development in any organisation. Borman, (1997); Javitch and Burke, (1995); Yammarino and Atwater, (1997) state that one of the elementary assumptions of the 360 degree feedback approach is about the employees specific workplace behaviour and when compared to an individuals perception, can act like a catalyst and prove extremely beneficial for enhancing the employees self awareness, self development, motivation and subsequent behavioural change (Church, 2000). Concurrently, Cardy, et.al., (2011), critic that although the evaluation from 360 degree feedback includes feedback from all directions managers, colleagues, customers and the responses from all the point of views propose immense probability for improvement, insight and learning, the feedback from these multiple source seldom agree. On the rating scale, colleagues may rate some characteristics higher while managers may rate those very characteristics lo wer and likewise. The whole prototype of 360 degree feedback interpretation and evaluations can draw a perplexing image of the feedback which will hardly be of any significance to the individual in improving their performance. The underlying rationale of this study has been to evaluate the pros and cons of the traditional appraisal system currently functional in the university, and to analyse by what extent the human resource department, can benefit by introducing 360 degree feedback as their employee appraisal mechanism, especially in relation to the motivation and development of staff. 1.4 Research Plan The below figure (Figure.1) gives a diagrammatic representation of the research plan. The researcher has used the mind mapping technique to construct the research plan (Buzan and Buzan, 2007), which gives a clear picture of how the research task is carried forward as per the time line set by the researcher. The research plan has helped the researcher to carefully pre-plan the actions that needed to be taken during the research. In the following chapters the researcher has critically analysed the 360 degree feedback tool. The literature review covers the latest developments in the 360 degree feedback mechanism along with a thorough comparison with the traditional appraisal system currently functional in the library and technical services department of the University of Huddersfield. The research methodology chapter gives a thorough account of the research design chosen by the researcher, the various techniques used for the research, discussions about the semi structured interviews and questionnaires, followed by the analysis of data, research findings and conclusion. Chapter 2 2 General Literature Review 12-21 2.1 Specific Literature Review 21-27 2.2 Summary of the Literature Review 27 2. General Literature Review â€Å"The way 360 degree feedback is done seems to be critical to successfeedback interventions depend for their effectiveness on the extent to which they augment task motivation and encourage learning, although there are moderating variables such as the nature of the task,† (Kluger and De Nisi, 1996; Tyson and Ward, 2004). 360 degree feedback is an appraisal system used in strategic Human Resource management (HRM) as an intervention and an evaluation technique for personal development of the employees (Cardy, et.al, 2011; Fleenor, 2008; Tyson and Ward, 2004). It has also been referred as the ‘‘vital sign of the modern organization (Fortunato and Smith, 2008; Church and Waclawski, 1998). In this process the employees receive confidential, anonymous response from colleagues, managers, customers, family members etc (Figure 2). About three to five people fill out an anonymous online feedback form that asks questions covering a broad range of workplace competencies. The feedback forms include questions that are measured on a rating scale and also ask raters to provide written comments. The person receiving feedback also fills out a self-rating survey that includes the same survey questions that others receive in their forms. Various authors have outlined that 360 degree feedback is quite effective as it is a non bias process which makes performance management a more objective and fair process (CIPD, 2009), in contrast to the traditional appraisal processes where in a lot depends upon how the appraiser perceives the individual, which can be bias and less transparent. The 360 degree feedback has been used in many organisations for the development of staff members, and the gap in the two appraisal systems is due to the bias nature of the traditional appraisal mechanisms over the transparency of the 360 degree f eedback process. While traditional measures of appraisal systems date back to decades, current literature highlights the multiple developments in the field of appraisal techniques (Dalton, 1996). One among the later developments in the field is the 360 degree feedback appraisal mechanism. This research has explored the relevance of 360 degree feedback appraisal system in contrast to the traditional appraisal process currently functional in the University. Specifically, the author has examined how employee motivation and personal development are affected by 360 degree feedback. The aim throughout the research has been on comparing the traditional appraisal system functional in the University of Huddersfield (UOH) with the 360 degree feedback methodology by exploring how it could contribute in the personal development and motivation of the staff members within the University of Huddersfield. Meyer, (1991); and Folger and Cropanzano, (1998), disagree that evaluations of traditional appraisals are often positively inflated as usually the appraisers are not trained to give negative feedback, and if this is the manner in which the appraisals are conducted then the effectiveness of the performance management process will significantly be undermined (Guangrong, 2010; McCarthy and Garavan, 2001). Therefore one could state that if the tool if used accurately it can provide a non bias and more transparent appraisal system, which may decrease the possibilities of employee dissatisfaction in contrast to the traditional appraisal mechanism, and can emerge as an excellent motivational factor for the employees. As a matter of fact ‘360 degree feedback can significantly enhance the performance management process (Staff360, 2011; CIPD, 2009). However Fleenor, (2008) and Vinson, M.N. (1996) disregards the facts about the effectiveness of 360 degree feedback as people may use their role as a feedback provider as an opportunity to criticize others behaviour at work. According to Chartered Institute of Personnel and Development, (2009) if the 360 degree tool is perceived to be in any way threatening, it can seriously damage both commitment and performance. â€Å"It is important that people receive regular honest feedback on their performance. They should understand how their role contributes to overall organisational aims and objectives and how they are performing against agreed criteria. 360 degree feedback can enhance this process by widening the scope for information from the line manager relationship to embrace a wider range of opinion. However, it is important that this is carried out sensitively and fairly,† (Staff360, 2011). Lepsinger and Lucia, (2009); Fleenor, (2008); Tyson and Ward, (2004) comprehend that there are direct evidences of employees performance improvements from 360 degree feedback appraisal mechanism. Various authors research prove that 360 degree feedback also results in improved customer satisfaction, improved management skills and these improvements motivate the employees to work on their identified strengths and use them for advancement in their carrier (Edwards and Ewens, 1996; Hazucha et al. 1993). Hence, the current study is an attempt to deal with the several limitations, and develop the literature that previously exists on the 360 degree appraisal system and to analyse why does the gap exist in between the traditional appraisal system and the 360 degree tool. â€Å"The University of Huddersfield has charitable status as an exempt charity under Schedule 2 to the Charities Act 1993 (amended by the Charities Act 2006). It is therefore subject to charity legislation but is not required to register with the Charity Commission and is not regulated by it. As an exempt charity, the University does not have a registered charity number. In 2010, the Higher Education Funding Council for England took over as the ‘Principal Regulator for the institutions it funds and now has a general duty to promote compliance with charity legislation. This does not affect the Universitys status as an exempt charity,† (hud.ac.uk, 2011). The UK governments educational funding slice and the recession hit economy demands a drastic alteration in the way various processes function across the Universities in UK. However, since the 360 degree feedback is a tool primarily developed and used mainly in the private sector organisations, there is a challenge in its implementation in a public sector or a third sector organisation and as in this case, the University of Huddersfield which is a registered for charity organisation. Brutus et al., (1998) support that the reactions to performance measurements may vary between public and private sector organizations—public sector managers underestimate their achievements compared with private sector managers, for example. Hence, based on these findings one could ascertain that there is a greater need for motivation and development of employees in the public/third sector organisations, and the 360 degree performance appraisal system is an HRs ideal response to combat such issues. As suggested and supported by Lepsinger and Lucia, (2009); Borman, W.C. (1997); Javitch, M.J. and Burke, W.W., (1995); Yammarino, F.J. and Atwater, L.E. (1997), one of the elementary assumptions of the 360 degree feedback approach is about the employees specific workplace behaviour and when compared to an individuals perceptions, can act like a catalyst and prove extremely beneficial for enhancing the employees self awareness, self development, motivation and subsequent behavioural change (Church, 1995, 2000). The researcher has explored the 360 degree appraisals methodology that has become popular in human resource circles over the last few years, wherein the employees performance is assessed by their colleagues, managers and others and has analysed its benefits over the traditional appraisal processes. Brown, (2006) criticizes that while the 360 degree process seems like an interesting idea; it involves more meetings and many forms to be filled out in comparison to the traditional appraisal systems. However Maylett, (2009) and Wiley, (1993) supports that 360 degree feedback can prove to be a good instrument for the staff development as this process gives an individual in-depth performance feedback and hence based on the findings the employee can work on their personal development, by getting trained in the area where there weakness lies and the time lost in filling the extra forms are worth the effort. Arguments from different authors suggest that the feedback systems have always been in to existence in the organisations in some form or the other, but of-late has been developed and given a name ‘360 degree feedback and according to Garavan, et al., (1997) 360 degree feedback process is like an ‘old wine in new a bottle. It is also known as multi-rater feedback and is an appraisal process in which the individual is assessed by themselves, colleagues, managers, stakeholders, customers, etc. The 360 degree instrument can be used to achieve various goals and one aspect of it is the need of continuous measurement of improvement efforts, development of staff and their motivation. Ward, (1997) defined 360 degree feedback as ‘the systematic collection and feedback of performance data on an individual or group derived from a number of the stakeholders in their performance. †Because of their shorter expected tenure, women are less likely to be as motivated by the deferred rewards of career ladders. As a consequence, she argues that employers with large shares of women have historically used shorter-term rewards and undertaken more routine and extensive monitoring,† (Brown and Heywood, 2005; Goldin, 1986). Various authors criticize that traditional appraisal techniques are not that effective in case of female employees and there are many incidences of gender bias in appraisals. Renowned authors, Brown and Heywood, (2005) support that ‘a major and recurrent criticism of the traditional appraisal process is its openness to subjective and discriminatory outcome. The primary goal of this research has been to expand beyond the current literature by analysing the data and results to create suggested policies for the University of Huddersfield, to implement pertaining to the improvement of staff morale and productivity. Furthermore, on reviewing the growing body of literature and the research on 360 degree feedback, the researcher was able to identify the usefulness of having 360 degree feedback over the traditional appraisal processes in the University of Huddersfield; the study has also given ample scope to the researcher in developing more insightful questions. The author has identif ied the various factors on which the success of 360 degree feedback mechanism depends; the literature supports that more effectively the 360 degree instrument is implemented the better are the results. Newbold, (2008) highlights that that if the tool is implemented accurately, with the proper training and the correct resources, a 360-degree appraisal could prove to be a powerful and positive addition to any performance-management system. The 360 degree feedback has been used in many organisations for the development of staff members, and the gap in the two appraisal systems is due to the bias nature of the traditional appraisal mechanisms over the transparency of the 360 degree feedback process. Various authors have outlined that 360 degree feedback is quite effective as it is a non bias process which makes performance management a more objective and fair process (CIPD, 2009), in contrast to the traditional appraisal processes where in a lot depends upon how the appraiser perceives the individual, which can be bias and less transparent. Maylett, (2009); Meyer, (1991); Folger and Cropanzano, (1998), argue that evaluations of traditional appraisals are often positively inflated as usually the appraisers are not trained to give negative feedback, and if this is the manner in which the appraisals are conducted then the effectiveness of the performance management process will significantly be undermined (McCarthy and Garavan, 2001). Therefore one could state that if the tool if used accurately it can provide a non-bias and more transparent appraisal system, which may decrease the possibilities of employee dissatisfaction in contrast with the traditional appraisal mechanism, and can emerge as an excellent motivational factor for the employees. However Vinson, (1996) disregards the facts about the effectiveness of 360 degree feedback as people may use their role as a feedback provider as an opportunity to criticize others behaviour at work. â€Å"Multirater feedback has several significant advantages over single-rater assessment. Rather than relying on the perceptions of one individual, multirater feedback takes into account multiple perspectives. Those working with the employee, along with the supervisor, are generally able to provide a more comprehensive picture of an employees behaviour or performance. This is especially critical when the supervisor does not have the opportunity to observe all areas of an employees performance,† (Maylett, 2009). Maylett, (2009); DeNisi and Kluger, (2000) support that ‘360-degree feedback for decision making affects the actual ratings given to the individual being appraised and these systems should be primarily, if not exclusively for developmental purposes (Figure 3). Furthermore, the conditions in which 360 degree feedback work in an organisation largely depends upon the perception of 360 degree feedbacks potential to enhance human resource management system of the organisation. As suggested by Lepsinger and Lucia, (2009) factors like culture (that supports openness and honest feedback) and systems (that minimise irrational responses and have built in ways to identify people whose ratings are untrustworthy) assess if the organisation is ready to implement the 360 degree feedback process, and the researcher has explored the possibilities of its implication in the University of Huddersfield, based on these grounds. 2.1 Specific Literature Review This section of the dissertation takes a specific critical standpoint on whether 360 ° feedback as strategic Human Resource tool have a profound strategic justification in the University of Huddersfield (UOH) which is a registered for charity organisation (hud.ac.uk, 2011) . The researcher has given a critical account of the 360-degree feedback tool, as an option for performance development appraisals and for motivating the staff in performing better, in the registered for charity organisations. Currently, the 360 degree tool is not very common in the third sector, registered for charity organisations and the investigation could be a scope for a research elsewhere. According to Berk, (2009); and Fortunato and Smith, (2008) 360 degree feedback is an appraisal tool used by approximately 90% of the Fortune 1000 organisations (Fortunato and Smith, 2008; Bracken et al., 2001; Tornow and Tornow, 2001; Edwards and Ewen, 1996, 2001). Cardy, Leonard and Newman, (2011) believe that the incre ased popularity of the 360 degree feedback is unquestionable and that organisations have spent innumerable amount of funds in implementing the feedback system. However, Cardy et.al, (2011) argue that many Fortune 1000 companies have implemented the 360 degree feedback without having considered the purpose, which is not very advisable, as 360 degree feedback is at its best for staff development, motivation, and for administrative use such as in determining performance related salary. The utility of 360 degree feedback, mainly upward feedback, may be constricted when appraisers provide erroneous ratings (Bernardin and Tyler, 2001; Bracken and Timmreck, 2001). Kuvas, (2006) highlighted that the relationship between the performance appraisal and work is interrelated to the employees inherent motivation at work. For an employee to perform in an organisation, job satisfaction and motivation to execute an activity for itself, in order to experience the pleasure and satisfaction inherent in the activity (Kuvas, 2006; Deci et al., 1989; Vallerand, 1997). Cardy et.al. (2011) highlight that when feedback received from too many sources are used for the estimation of an employees performance the diverse sources of feedback seldom agree in their evaluation, although a broader understanding can be attained. Analysis and criticism of traditional appraisal system in contrast with 360 degree feedback The primary principle of appraisals is to put forward an opinion or feedback on how the employee performs in their current job role and to discuss further what could be done to facilitate the employee to perform the expected job, if they are not performing as per the objectives. Prowse and Prowse, (2009); and Randell, (1994) argue that appraisals are the systematic evaluation of an individuals performance linked to the organisations culture and behaviour. The various departments in the University of Huddersfield (UOH) use different appraisal mechanisms. The computing and library services, technical services and other administration departments of the University use a competencies framework for the staff appraisals. The appraisals are conducted half yearly (every 6 months) to follow up on the employees personal development plan. There are three documents that are usually taken in a one on one appraisal, the filled employee preparation form, the filled up competencies framework and the competency framework Role Profiling document which provides a brief idea of which level each role is at (Figure. 4). After the discussion the appraising line manager fills up the appraisal record which both the appraiser and the ‘appraisee sign and get a copy. This process is followed up every 6 months (Please refer to appendix 1 for appraisal documents). The purpose of the process is to facilitate the employees to develop in a systematic way so that university as an organisation functions in the best possible way utilising the optimum talent identified. Various authors support that the appraisal system also offers an opportunity to put across and discuss the employees achievements over the past year with th eir managers to confer their performance in general and make plans for the year ahead. The performance appraisals are potentially a solution for the organisations to get the most out of their employees (Prowse and Prowse, 2009; Armstrong and Baron, 2005). The scheme currently functional in the university is highly participative, with a huge emphasis on appraisal ‘self and making sure that the staffs have a key responsibility in determining their own improvement and personal development (UOH, 2011). â€Å"In order for an appraisal system to be absolutely flawless and effective a number of elements have to be in place, as in the understanding and agreement on performance goals, a process for collecting ongoing performance data and a framework of productive periodic review and formal appraisal discussions,† (Lepsinger and Lucia, 2009). Although the current appraisals seemed to have worked fine till date, the literature provides evidence of the flaws in the traditional appraisal processes. Lepsinger and Lucia, (2009); and Lee, (2006) highlight that disagreement on set performance criterion, the line managers inability as an appraiser to process the bulk of information received and the employees need, while being appraised to defend their self image, are the key factors which act as a barrier in the smooth functioning of the traditional appraisals. It could be argued that the two parties involved in a traditional appraisal usually do not agree with the performance criteria set and it is highly likely that a difference of opinion may crop up between the appraisers and appraisee on what it takes to perform the job effectively. Prowse and Prowse, (2009); and Lee, (2006) argue that that the appraisal practice cannot be executed successfully unless the appraiser has the right interpersonal skills to provide the feedback t o the appraisee. If the appraiser and appraisee do not come to a conclusion on what can mutually be agreed as a requirement for excellent performance, then it is quite evident that both may end up with diverse conclusions about the staffs effectiveness in meeting the set performance criteria. Furthermore, rather than reassessing the actions necessary for a thriving performance at work, if the traditional appraisal attempts to achieve a specific target or result, it hardly does anything to seize the gap in perception or help the appraisee in comprehending what amendments are vital for their advancement and development in performing the job (Lepsinger and Lucia, 2009). â€Å"Traditional performance appraisal systems are flawed in their design, implementation and use. Supervisors seldom are effective in using such systems because the assumptions that guide how we use performance appraisals are unsubstantiated,† (Lee, 2006). Lepsinger and Lucia, (2009); and Lee, (2006) solicit to discontinue the use of the traditional performance appraisal methods and state that the traditional appraisal processes that rely upon ratings should be discontinued and advanced performance management mechanisms should be adopted which are designed to produce ample quantitative and qualitative information. The line managers inability as an appraiser to process the mass information received is another major issue in the traditional appraisal processes. The though process behind an effective appraisal is very complex. Experts break down the intricate process for collecting and processing information used in the appraisal process (Lepsinger and Lucia, 2009). Merits of introducing 360 degree feedback as an appraisal tool in the University of Huddersfield â€Å"Critiques of appraisal have continued as appraisals have increased in use and scope across sectors and occupations. The dominant critique is the management framework using appraisal as an â€Å"orthodox† technique that seeks to remedy the weakness and propose of appraisals as a system to develop performance,† (Bach, 2005). As discussed previously The University of Huddersfield uses competencies framework for the staff appraisals. The competencies framework is a description of the relevant behaviours needed to be competent in the job roles and support the organisation in remaining an exceptional University. The competencies appraisal framework boasts to benefit the employees by providing precision of performance expectations, uniformity and fairness throughout the appraisal, allowing superior identification of individual development requirements and giving a clearer picture of required skills to progress in the career path. In turn the university benefits by a lucid method of continuous development and performance management, enabling the identification and prioritisation of improvement needs to facilitate the improved stipulation of the learning and development courses or other areas of development (Source: HR, 2011). â€Å"360 degree feedback can make a positive contribution to the appraisal system. It can help to gain agreement on expectations, by using a broader range of information, and by facilitating open discussion,† (Lepsinger and Lucia, 2009). There are numerous benefits of introducing 360 degree feedback in the University of Huddersfield. As per the discussions with the human resource staff and the appraising managers it can be argued that the current appraisal system functional in the university is not flawless. The bias nature of the one on one performance appraisals is prone to disputes among the appraising manager and the employees, and although the university has a procedure in place to resolve such conflicts it could still benefit by introducing 360 degree feedback along with the traditional appraisal mechanism to rule out any such possibilities of conflicts. 2.2 Summary of the Literature Review To sum it could be concluded that the 360 degree feedback has a proven record as an excellent tool for staff development and motivation. The researcher has observed that the tool has become increasingly accepted in the organisations worldwide ever since the masses have discovered its value. Since the academic literature supports the research question proposed by the researchers. Chapter 3 3 Introduction to the Research Methodology 29 3.1 Research Design 29-33 3.2 Research Strategy 33-35 3.3 Review of Research Data Collection Methods 35-36 3.3.1 Semi-Structured Interviews Qualitative Data 36 3.3.2. Questionnaires Quantitative Data 37-39 3.4 Pilot Test 39 3.4.1 Questionnaire Pilot Test 1 40 3.4.2 Questionnaire Pilot Test 2 40-41 3.5 Alternate Research Methods considered but 41-42 3.6 Ethical Considerations 42-43 3.7 Methods of Data Analysis 43-44 3.8 Summary of the methodology 44 3. An Introduction of the Research Methodology In this section of the research paper the researcher has explained the various types of research methods and techniques available, and used by the researcher, followed by a justification of why these methods have been considered appropriate for this dissertation and why the other methods have not been considered. The process of data collection and data analysis has also been described in this chapter. 3.1 Research Design The researcher throws light on the research design and gives a general idea of how the researcher has gone about addressing the research question and description of its approach with rationality, followed by an account of the objectives derived from this research, gives an account of the sources which has been used in this research to collect data, and a description of the ethical considerations (Creswell, et.al. 2011; Saunders, Lewis and Thornhill, 2009). To quote Saunders, et.al, (2009): â€Å"Combining both quantitative and qualitative analysis ‘the researcher may possibly use the quantitative data and ‘qualitize it that is converting it into narrative that can be analysed qualitatively. Alternately, the researcher may ‘quantitise the qualitative data, converting it into numerical codes so that it could be analysed statistically,† (Saunders et.al, 2009). The author has carried out the research by conducting semi-structured interviews followed by a brief experimental introduction of 360 degree feedback process, and the analysis of the results were done by the careful examination of combination of the mixed methods. Various authors justify that there are diverse rationales for research; however practitioner researchers are faced with queries that demand versatile responses (Creswell, 2003) Hence, a mixed methods approach that uses qualitative and quantitative research can be considered as appropriate for several p

“Dinner Guest: Me”: The Problem has a Problem Essay

The speaker in Langston Hughes’s â€Å"Dinner Guest: Me† finds himself the center of attention at a dinner party on Park Avenue. The speaker deceptively sets the reader up in the first few lines of stanza one by using a rhyme scheme that suggests a slightly cavalier outlook on the evening ahead; he says, â€Å"I know I am / The Negro Problem / Being wined and dined† (lines 1-3). By using a mixture of alternating and repetitive end rhyme, in addition to the internal rhyme, the speaker’s rhythm and pace is initially quick and bright, immediately engaging the reader’s curiosity about what should prove to be an interesting evening. The irony of the dinner party for the speaker is that he represents the black Problem, and he makes the point early on in the poem, that all of the other guests are white; nevertheless, the speaker is the main attraction at this lavish gathering, â€Å"Answering the usual questions / That come to white mind† (4-5). The juxtaposition of the Problem as an invited guest, not to mention the primary focus of conversation, is something the speaker feels is not the norm; if the black Problem is present for a dinner party on this side of town, it would not be sitting at the dinner table; the Problem would be serving the dinner table. The speaker in Langston Hughes’s â€Å"Dinner Guest: Me† uses personification and imagery to allow the reader to experience his bemusement and conflict as a black man partaking in what he believes to be a white man’s world on Park Avenue. The speaker’s use of personification in this poem is not immediately evident. However, a valid argument can be made that a black man is not literally present for this dinner party at all; the Problem of the black man and the plight of the black community is obviously the center of attention and the primary topic of discussion, but the Problem’s physical presence is not needed to capture this dialogue among the white dinner guests. Through his use of personification, the speaker is able to address the Problem of black culture, and its place in upper class white society, without actually having to be present himself. Furthermore, the speaker’s ability to project the black man’s plight in to this racially exclusionary clique is a clever use of personification; by making the Problem come alive, the reader gets an insider’s view of how this white class of people views the issues facing black culture; in addition, personification offers the alternate view of how the black culture views itself in these same circumstances; sadly for the speaker, it appears that they all have the same opinion of the black Problem: â€Å"Solutions to the Problem, / Of course, wait† (22-23). By applying personification the speaker is able to reveal to the reader that, unfortunately, both factions agree on all points: the Problem is real; the Problem warrants discussion; but, the Problem is not a priority; therefore, the Problem can wait. The speaker should be enraged by the apathy this statement evokes, but instead he concedes â€Å"To be a Problem on / Park Avenue at eight / Is not so bad† (19-21). Through effective use of personification we realize that the speaker likes being the thrust of the discussion, even if there is no solution in sight for the Problem. Additionally, the speaker’s persuasive use of imagery is palpable throughout the poem, especially as he describes the guests consuming lobster and fraises du bois [wild French strawberries] at a well-appointed dinner table, saying â€Å"I’m so ashamed of being white† (14). The speaker’s use of imagery here illustrates the stark dichotomy between the two races, and the real priority the Problem is, or is not, within both cultures. The white party goers ask among themselves, The why and wherewithal Of darkness U.S.A.– Wondering how things got this way In current democratic night. (8-11) The speaker allows us to feel the awkward approach of the white guests on the subject of black culture: the uneasy transition, almost tip-toeing around the topic, afraid to say too much. Then he turns around and relieves our anxiety by showing us how the Problem is enjoying being the center of attention, â€Å"At the damask table, mine† (18). The speaker’s narrative on imagery is used effectively by elaborating in great detail on the table coverings [Damask], the haute cuisine they are dining upon, and the specific location of Park Avenue. This is an intentional ploy by the speaker to elicit a clear-cut image of upper class white society where the black Problem should clearly feel out of place; there is only one problem for the Problem: he fits right in! In conclusion, â€Å"Dinner Guest: Me† successfully uses personification and imagery to capture the reader’s imagination as the speaker attends a Park Avenue dinner party in upper class white society; the main topic of discussion for the evening is the issue of the black Problem. Although both groups, black and white, agree that there is a real Problem, no one is prepared for what the speaker reveals at the end of the poem; sitting around a dining room table on Park Avenue, â€Å"Over fraises du bois† (13), the Problem and white society do appear to agree on at least one thing: â€Å"Solutions to the Problem, / Of course, wait† (23). Furthermore, through the speaker’s creative use of personification and imagery the reader can conclude that the Problem and white society are more alike in their outlook on racial equality than either wants to admit. Therefore, the Problem has a problem: neither white party goer nor black Problem sees the need for any r eal urgency to address the issues â€Å"Of darkness U.S.A† (9). Works Cited Hughes, Langston. â€Å"Dinner Guest: Me.† Literature: Reading, Reacting, Writing. 8th ed. Eds. Laurie Kirszner, and Stephen Mandell. Boston: Wadsworth, 2012. 1009. Print.

Race and Ethics Essay

I think that race could have several meanings depending on the individual. To me, race means â€Å"a group of people that have some same, common physical attributes at one another.† I think that race is society’s way of categorizing certain people into certain groups. Ethnicity is defined as â€Å"The classification of a population that shares common characteristics, such as, religion, traditions, culture, language, and tribal or national origin.† I think that this definition pretty much covers my personal opinion of what ethnicity means. What I didn’t realize is that ethnicity can also cover religion and I never thought religion could fall under ethnicity. I thought that ethnicity only covered skin colour and other physical attributes in people. The concepts are important to United States society in that the U.S. is a melting pot already. It is an equal opportunity country. I think that race and ethnicity are used for several studies to get a good idea of the future of the United States. I think that both of these two concepts are also important to the future of education, policies, laws, opportunities, families, and future views of society. On the other hand, I don’t feel that there is a huge problem at the moment. I think that these concepts are important but I don’t think that the U.S. as a whole looks at race and ethnicity as being a problem. I feel that it’s just the norm when you see other race and ethnicity in the United States.

Diageo Capital Structure Essay - 1141 Words

1. What do you think about the capital structure policies Diageo has pursued in the past. Do they make sense? How does it compare to Diageo’s competitors’ policies? Which competitors would make for the best comparison? (40%) Diageo was formed from the merger of Grand Metropolitan plc and Guinness plc. Before the merge, both companies used little debt (based on the book D/E ratio and net debt to total capital in the table below) to finance themselves which helped them gain and maintain high credit rating (A and AA respectively). After the merge, Diageo wanted to take the same path by maintaining the interest coverage between 5 and 8 (through actions such as new debt issuance, share repurchase programs shown in figure 1) and having†¦show more content†¦* Diageo’s book gearing (59%) is slightly lower than average spirits’ segment figure, higher than the average book gearing of competitors in beer and beverage industry, lower than package food and fast food industry averages. * Diageo’s market gearing (25%) is slightly lower than average spirits’ segment figure, higher than the average market gearing of competitors in beer, beverage and package food industry averages. Given its current prospects and strategy, the appropriate credit rating targeted by managers is an A. Exhibit 2 shows that spirits and wine is the best profitable business and we know Diageo’s plan to focus on this business. Let’s compare it with Allied Domecq, one of its major rivals in the alcoholic beverage industry. Allied Domecq has a way higher book gearing and a slightly higher market gearing. However, it has a credit rating of A-. With its positive and increasing net income, this could mean that Diageo may take up more debt (probably up to its competitor ratio level) without having to fear about a potential downgrade. 2. Why is Diageo selling Pillsbury and spinning off Burger King? How might value be created through these transactions? (20%) Exhibit 2 shows that Pillsbury represents 24% of Diageo’s operating profit in FY00 while Burger King represents 10%. Spirits and wine is the biggest division (high operating margin) of the firm and also the fastest growing with sales growth of 8% for the year. Guinness wasShow MoreRelatedCapital structure for Diageo1977 Words   |  8 PagesIntroduction and Background Diageo was formed in 1997 through the merger of two consumer product companies Grand Metropolitan plc and Guinness plc under the strategy of reducing costs through marketing synergies, cutting overhead expenses and increasing production and purchasing efficiencies. The new merger wanted to concentrate solely on the beverage alcohol business, so it sold its packaged foods (Pillsbury) and fast food (Burger King) businesses. While the mandate for Managing for Value cameRead MoreEssay on Diageo Capital Structure Case665 Words   |  3 PagesIntroduction Diageo was created when Grand Metropolitan, plc and Guiness, plc merged in 1997. While the Diageo name is not well known to consumers, its brands are among the most famous including Guinness, Smirnoff, Johnnie Walker and Cuervo. 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Essay on Comparing Arnold Schwarzenegger and Adolf Hitler

Comparing Arnold Schwarzenegger and Adolf Hitler To ‘learn’ history means to seek and find the forces which are the causes leading to those effects which we subsequently perceive as historical events.† – Adolf Hitler Growing up poor in a small town in Austria he had dreams of becoming famous; some would even say this dream soon became an obsession. This fascination soon engulfed his life, viewing his goals as a catalyst for a better life. After a brief stint in the army he pursued this dream and learned to use propaganda as a springboard to achieve a high ranking position in a political party. This political party was currently in power in the country he had immigrated to in his twenties, a country he could now call his own. Two†¦show more content†¦The Background I believe today that I am acting in the sense of the Almighty Creator. By warding off the Jews I am fighting for the Lords work. - Adolf Hitler To fully understand the views expressed in this paper, it is necessary to understand Adolf Hitler and to provide context as to why Schwarzenegger is being compared to what many believe to be the embodiment of evil itself. This section of the paper will focus on the background of both states: California and Nazi Germany. In 1929 Germany was hit with the final blow to an already struggling nation; the Great Depression. Black Tuesday hit Germany in the midst of a naval blockade, extreme hyperinflation, and poverty for many Germans. Many historians believe that the blockade against Germany was the main reason for the rise of Nazism and consequently World War II. Regardless, Germany was in a time of crisis and in desperate need of salvation. In 2003, California, while not suffering from the same magnitude of crisis as pre-Nazi Germany, was by no means experiencing prosperity. California was in the midst of an extreme unbalance: suffering from a massive debt, a governor who seemed unable to help, and increasing unemployment. Residents were exhausted of false promises made by former governors and looking for change. A recall was ordered on Governor

The Healing Circle Is Valuable Technique - 1694 Words

The healing circle is valuable technique used within Aboriginal communities to initiate healing through their own traditional belief systems (Stevenson, 1999). Traditionally, â€Å"a sharing of one’s journey is a great teacher, for it acknowledges that the pain, laughter, and love we experience can bring us closer together and helps us to learn from one another’s experiences† (Stevenson, 1999, p.9). Moreover, Aboriginal peoples created the healing circle to help each other learn by personal experiences, and to ensure the community says connected to one another. An organization that uses healing circles to connect individuals is called the Community Holistic Circle Healing. This organization uses healing circles as a response to sexual abuse in†¦show more content†¦During this type of healing circle, the offence will be discussed as well as how it affected the victim and the community and the relationship between them and the offender (Justice Education S ociety, 2016). Not only does the circle attempt to heal community ties, the circle also focuses on the offender and the fundamental causes of their offence (Justice Education Society, 2016). Following a healing circle that is directed towards offenders and victims, a consensus is taken to decide the subsequent steps that should be taken by the offender to correct the harms caused by their actions (Justice Education Society, 2016). These steps could include specialized counseling or treatment programs, community work service, potlatch or other traditional remedies, direct restitution to the victim or community and in some cases, unique and creative solutions emerge (Justice Education Society, 2016). Community Holistic Circle Healing is located in Hollow Water, Manitoba with approximately one thousand people, which is divided into four neighboring communities. 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Security Threats in VoIP Telephony System

Question: Discuss about the Security Threats in VoIP Telephony System. Answer: Introduction Telecommunications has become a vast and large scale system in the present era and the Voice over Internet Protocol popularly known as VOIP has brought a revolution in the way communications are carried out. VOIP refers to a methodology and a combination of a number of technologies that mark the delivery of the voice and multimedia communication over the Internet Protocol. There are a number of services that are made available through VOIP such as fax, SMS, video chat and many more (Vaishnav, 2016). There are number of several threats that are associated with the VOIP telephony system which have been discussed in the report along with the countermeasures of the same. Literature Review VoIP alludes to transmission of voice over an IP based system. This is a standout amongst the most vital developing patterns in broadcast communications today. For some end clients of conventional altered line phone, lower cost and the more prominent adaptability is exceptionally appealing. Similarly as with numerous new innovations, VoIP presents both favorable circumstances and burdens. An undeniable preferred standpoint is that you with VoIP can possibly bring down your expense for nearby and long separation calls, as VoIP is steered over the Internet and no different phone system is required. There is additionally potential for better nature of the discourse as VoIP can give higher data transfer capacity. Conventional communication gives a genuinely hearty arrangement that works the greater part of the times. VoIP requires different situations to be considered as VoIP can be directed over Internet. The nature of the administration can be uneven, system being used might be profoun dly congested, data can be dropped or defers presented by long separation calls. Another potential downside/disservice is, as VoIP is a genuinely new innovation, the security in VoIP. VoIP activity is as a rule steered on the same system as other system movement, which uncovered the voice for the same security dangers as normal information activity. Numerous suppliers of VoIP don't bolster encryption, making it conceivable to tap a line between conveying parts and listen to discussions. It additionally makes is conceivable to get tones sent from supporters of an administration suppliers that might be a wholesalers of delicate information (Fontanini, 2016). Critical analysis The first resources that has been extensively used in the research is paper on the topic A survey of Attacks on VoIP networks and Countermeasures and has been written by Obidinnu and Ibor. It covers the various attacks that take place in the VOIP environment and also explains the each one of them in complete detail. The primary purpose behind the selection was to bring forward the various forms of attacks that are associated with VOIP and to suggest the countermeasures to avoid and control the same from taking place. The need of the research was to create awareness among the business executives and the users about the level of development and activities that are taking place in the world of VOIP to make them at par with the changing times. It was also essential to bring up the forms of attacks in the limelight to make sure that stronger security practices are followed to keep the information safe and secure at all times and also to guarantee that the incidents of attacks are minimize d. The second resource that has been largely referred is the paper that is written on the topic VoIP Technology: Security Issues Analysis. It has been written by Lazzez and the selection was done to make sure that the services that are made available through the introduction of VOIP are utilized accurately and correctly to make sure that there are no risks involved during the entire procedure. The research has provided the guidelines in the form of the countermeasures to follow that can be incorporated by the organizations all across the globe to provide safer services over VOIP. The research will also benefit the end-users as they will be assured of a medium that is safe to use and will also be aware of the things and steps that can potentially go wrong during the journey. Research problem The information that is shared over VOIP comprises of three essential properties that must be maintained and are also specified in the CIA triad. These properties are Confidentiality, Integrity and Availability of the information. The threats that are associated with VOIP come under these three categories. Confidentiality Threats In order to maintain the confidentiality of the information, it is essential that it is not allowed to be accessed by the unauthorized entities. There are a number of threats that are executed that violate this rule and result in compromise of the confidentiality of the information. Eavesdropping of phone conversation There are a large number of nodes that are present between the several entities in the communications and conversations that take place over VOIP. It becomes easy for the attacker to get hold of the IP address of any of these nodes and listen to the conversation that happens over the same. There are also tools that have been developed by the attackers to save the conversation in the form of files or text document which can be easily misused later on (Xin, 2016). Call Pattern Tracking This is the unauthorized access to the information that takes place with the use of VOIP by analyzing specific call patterns. The attackers track the calls on VOIP to get the list of the participants, time of call, frequency of call and other patterns to understand and estimate essential information associated with the same. For instance, if the attackers acquires information such as a call took place between stock market broker and representative of a particular company then the stock exchange took place and likewise. Data Mining Attacks Email spam is a very popular category of attacks in the present era which is a form of data mining attack. In a similar manner, attackers get hold of the phone numbers through intercepted messages which are a kind of data mining attack. These numbers are then utilized to execute a number of attacks such as fraud calls, spam calls and many others (Park, 2016). Reconstruction Attacks There are also a number of reconstruction attacks in which voice, video or fax is acquired from VOIP and is reconstructed to impart misleading information. Extraction and communication is done without the consent from all the parties that are involved and the access is gained in an unauthorized manner which hampers the confidentiality of the information. Integrity Attacks Integrity attacks are broadly classified in two categories and there are a number of threats under each category that affect the integrity of the data. Integrity is violated when the changes or modifications are done on the data without the authorized permission to perform the same. Message Alteration These are the attacks that take place by making alterations to the message in between the communication such as re-routing the call in an unauthorized manner or making changes in the message that is being transferred to impart misleading information to the receiver. There are a number of entities that may be involved in a call through VOIP. Call re-routing is executed by the attackers to re-route the call and add or remove entities that are not authorized to be a part of the same. Call back holing is another form of message alteration integrity attack in which the call is intentionally delayed by making errors in the set up or increasing the turnaround time or similar activities (Obidinnu and Ibor, 2016). Media Alteration These are the attacks in which there are alterations made to the media that is exchanged in a particular operation and the same takes a toll on the integrity of the media being shared between the source and the destination. Media injection is a popular category of media alteration in which the attacker introduces additional media or injects the same in the active media channel. This entity then becomes the part of the channel and the regular path is altered. Media degrading is another form of media alteration in which an attacker makes modification to the media or the media control which results in the reduction of quality of service and also causes a number of integrity issues (Lazzez, 2016). Availability Attacks These are the attacks that are executed to hamper the availability of the service or communication taking place over VOIP. Call Flooding This is the most popular form of availability attack in which the attacker floods a particular call with unnecessary traffic that eventually leads to break down of the availability of the same (Sonkar, 2016). Media Session Hijacking When the media session is in progress, then the attacker may perform an activity in which the media session is hijacked and the media is re-directed to another endpoint. It causes the unavailability of normal communications and thus affects the availability of the information. Server Impersonating In this form of the attack, the attacker impersonates as the media server, receives the request for a particular communication, sends the response and performs the malicious activity. The availability of the normal communication in this way is not restored and the same causes a severe impact on the particular form of communication. QoS Abuse QoS stands for Quality of Services and these are the attacks which are included under the availability category since they affect the availability of communication with utmost quality. There are also attacks in this specific category in which special tools are used that exhaust the bandwidth of a particular connection or network in VOIP (Shaidani, 2016). Research question The following research questions have been covered in the research that has been conducted on the topic of VOIP attacks and countermeasures are as written under: What is the basic concept of VOIP and what are the possible attacks that are associated with the same? What are the specific attacks that come under the confidentiality property of the information that is shared through VOIP? What are the specific attacks that come under the integrity property of the information that is shared through VOIP? What are the specific attacks that come under the availability property of the information that is shared through VOIP? Which method should be adopted for data collection and what shall be the procedure that must be followed? What are the countermeasures that should be adopted to control the VOIP attacks? Methodology A mixed method has been adopted in the research by collecting the quantitative as well as qualitative method. Many different entities have been used to inquire about the information that is necessary to implement the VOIP techniques in the organization. The nature of attacks can also be determined with the help of collecting the information that is acquired from the various entities. Data Collection Procedure VOIP has gained popularity among the users in the past few years and a lot of work has been done for the betterment of the services that are made available by the same. Also, there are a number of risks that are also developed by the malicious entities to hamper the functioning of the same. There are attacks that are launched in the word of VOIP looking at the massive exchange that takes place over the medium. The success of these attacks allows the attackers to get hold of the important and vital information that is associated with a particular organization. These attacks are done with the use of the network and the information security features and are primarily executed to affect the confidentiality, integrity and availability of the information. Flooding, sniffing, denial of services, message alteration, media alteration, eavesdropping etc are a number of such attacks that take a toll on the information security over VOIP. The countermeasures to these attacks are also developed simultaneously to come up with the strategy to mitigate and control the impact of these attacks on the information. These measures are developed on the basis of the attack and information category. The techniques that have been used for data collection are as follows: Interviews were conducted with the entities in the organizations and with the end users as well to understand the attacks and the services of VOIP. The countermeasures have also been suggested on the basis of the response that was provided by the users. Questionnaires and surveys were also developed and circulated to determine the nature of attacks along with the key areas in which such attacks are more probable in terms of confidentiality, integrity and availability of the data. Narrative data and frequency counts were determined with the help of the observations done on the frequent level. Specialized focus groups were also created to understand and record the various factors associated with the attacks. Responses are then coded in a number of different categories. Oral conversations and case studies are also designed to interact with the people at all the organizational networks and at all the network sources and destinations. Existing data and records associated with the VOIP attacks and their countermeasures that were undertaken were also determined to understand the key areas. Conclusion The method that has been adopted in this particular research is a mix of quantitative and qualitative data collection and a number of techniques have been used for the same such as questionnaires, surveys, interviews and many others. Voice over Internet Protocol (VOIP) comprises of a list of methods and concepts that provide the conversation and communication to take place over Internet Protocol (IP). The technology has enabled the users to take advantage of an easier medium that provides a number of different services and is way ahead of the tradition system that was being followed prior to it. However, there are a number of risks that lie in the path of the services that are offered through VOIP. These risks affect the three primary properties of the information in adverse manners which are confidentiality, integrity and availability. These attacks and risks are also categorized on the basis of these three properties of the information. There are also a number of countermeasures th at have been developed looking at the number, likelihood and the impact of the risks. These countermeasures can allow the organizations to stay protected from all sorts of threats and vulnerabilities and will also make sure that the best practices are followed as per the latest standards. VOIP has provided a lot many benefits to the users and it is essential to ensure that the services are executed without any problem by making use of a few alterations in the existing architecture. References Fontanini, P. (2016). VoIP Security. [online] Brage.bibsys.no. Available at: https://brage.bibsys.no/xmlui/bitstream/handle/11250/143809/Fontanini_VOIP_Security.pdf?sequence=1 [Accessed 26 Aug. 2016]. Hung, P. (2016). THROUGH THE LOOKING GLASS: SECURITY ISSUES IN VOIP APPLICATIONS. [online] Available at: https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.84.7089rep=rep1type=pdf [Accessed 26 Aug. 2016]. Kulkarni, S. (2016). VoIP Cell Phones : Security concerns and Countermeasures. [online] Available at: https://www.ijser.org/researchpaper%5CVoIP-Cell-Phones-Security-concerns-and-Countermeasures.pdf [Accessed 26 Aug. 2016]. Lazzez, A. (2016). VoIP Technology: Security Issues Analysis. [online] Available at: https://arxiv.org/ftp/arxiv/papers/1312/1312.2225.pdf [Accessed 26 Aug. 2016]. Obidinnu, J. and Ibor, A. (2016). A survey of Attacks on VoIP networks and Countermeasures. [online] Ajol.info. Available at: https://www.ajol.info/index.php/wajiar/article/viewFile/128074/117625 [Accessed 26 Aug. 2016]. Park, P. (2016). Threats Against Confidentiality VoIP Threat Taxonomy. [online] Ciscopress.com. Available at: https://www.ciscopress.com/articles/article.asp?p=1245881seqNum=2 [Accessed 26 Aug. 2016]. Shaidani, S. (2016). Attacks and Defenses Against Voice over IP (VoIP). [online] Available at: https://www.cs.tufts.edu/comp/116/archive/fall2015/sshaidani.pdf [Accessed 26 Aug. 2016]. Sonkar, S. (2016). A Review Paper: Security on Voice over Internet Protocol from Spoofing attacks. [online] Available at: https://www.ijarcce.com/upload/may/A%20Review%20Paper%20Security%20on%20Voice%20over%20Internet%20Protocol%20from%20Spoofing%20attacks.pdf [Accessed 26 Aug. 2016]. Vaishnav, C. (2016). Voice over Internet Protocol (VoIP): The Dynamics of Technology and Regulation. [online] Available at: https://web.mit.edu/chintanv/www/Publications/MIT_TPP_Thesis_Chintan_Vaishnav_Final.pdf [Accessed 26 Aug. 2016]. Xin, J. (2016). Security Issues and countermeasure for VoIP. [online] Sans.org. Available at: https://www.sans.org/reading-room/whitepapers/voip/security-issues-countermeasure-voip-1701 [Accessed 26 Aug. 2016].