INternational Corporate Communications in KFC Essay

INternational Corporate Communications in KFC - Essay Example Without effective communication, the business activities will become awkward and organisations will lose concentration on the operational goals. In the international corporate environment, majority of communication is external i.e. between organisation and customers, and without effective communication strategy, organisations will be unable to recognise market demand and ultimately lose effectiveness and market position (Smith & Et. Al., 1999). The paper describes the international communication strategies of KFC, which is a famous chain of fast food restaurants. The main focus of the paper is related to how KFC uses communication models, frameworks and theories in its business as well as how the company maintains its reputation and corporate ethics through proper communication media. The objective of the paper is to understand the importance and the aspects of communication in the international business environment and the way KFC has utilised those aspects in their business. Intern ational Communication Strategy International communication strategy is based on selecting the communication modes in a specific market. It is concerned about deciding communication themes in the international business environment. The choice of communication media can be achieved in terms of uniform method which indicates the application of same tool in every nation or identical selection method for selecting communication tools and media which are active in every market. Usually, an organisation requires differentiated approach as the international culture is different from nation to nation which can impact on the usage of media or availability of media (Morschett & Et. Al., 2010). The international communication strategies of KFC are targeted towards attracting the young customer segments. There are several communication tools available for an organisation in the international market such as advertising, public relations, sales promotion, direct marketing and personal selling. Adv ertising: Advertising is one of the most vital communication media used by marketers to enter in the international market. KFC has participated in several advertising cooperatives and developed advertisements for appealing customers. KFC had developed several humorous and Claymation advertisements as a means of communication. In advertisement communication, KFC uses differentiated approach by considering the culture of a country. For instance, in China, people prefer to maintain a family tradition such as admiration, care, assistance and friendship among others. Thus, the advertisements of KFC reflect the theme of common Chinese people. KFC applies localisation approach in their advertisement communication by considering the culture, values, and ethics of customers (YUM! Brands, Inc, 2010). Promotion: Promotion is the other communication media used by KFC to communicate about the products to the target customers. Promotion is the other method which can help to entice chicken lovers to the offerings of KFC. In order to attract young customer segments, KFC uses premium strategy i.e. providing gifts such as wristwatches, keychain, coffee beaker, T-Shirt, and toys. In several stores, KFC provides customers with numerous inducements to

Foreign Policy Roles of The President and The Congress Essay Example for Free

Foreign Policy Roles of The President and The Congress Essay According to the United States Constitution, the making of foreign policy is shared by both the President and the Congress. They are said to be working at a cross-purposes in foreign policy. Each plays important roles that are different but often overlap. It is quite inevitable to have disagreements between these executive and legislative branches. But these foreign policy disputes are actually sometimes constructive or not necessarily bad. Every so often, this can contribute to useful improvements to foreign policies. Significantly, the two branches possess ongoing opportunities in making and altering foreign policies, and the interactions between them continue indefinitely throughout the life of a policy. However, when the foreign policy is poorly served, the relationship between the executive and legislative branches becomes hostile and unpleasant. Having the accountability for check and balance between these government branches, the Congress should critic the administration of the President in the light that it is seeking better partnership with the administration in view of better governance of the country and, in this specific case, progress in the formulation of America foreign policy. The President usually responds to current events in foreign countries and thus initiates U. S. policy. Sometimes, the executive branch wants to begin a foreign policy program that requires legislation, and accordingly proposes legislation to Congress, thereby needing approval from the latter in this situation. Also, the power of negotiation gives the executive branch a dominant role in making foreign policy through international agreements, but the President must take into account congressional opinion because these agreements often require the approval of the Senate or the Congress. The latter also influence agreements by placing in legislation instructions and views concerning international agreements, indicating what kind of agreement would be acceptable. The President also establishes US foreign policy through unilateral statements or joint statements with other governments. The executive branch also establishes foreign policy through legislation, continues to shape policy as it interprets and applies the various provisions of law. Occasionally, the President undertakes a sudden foreign policy action before Congress is fully informed about it. The Congress then usually supports the President, but sometimes it tries to halt or reverse the policy or pass legislation to restrain the President from similar actions in the future. The Congress introduces many resolutions stating the sense of the House on foreign policy, and many of these resolutions are adopted. It sometimes initiates a foreign policy by using legislation to establish a new program, set objectives and guidelines, authorize and direct the executive branch to undertake specified activities, and by earmarking appropriations used in a specified way. At times, the Congress pressures the executive branch into a new direction in foreign policy by threatening to pass legislation, even though the legislation is not enacted, or by continuing to exhort a policy through many means. Providing advice to the executive branch in informal contacts is also a means of the Congress to shape foreign policy. Regular oversight of executive branch implementation of foreign policy helps the Congress as well in shaping these policies (Grimmet). The international agreements regardless of their title, designation or form whose entry into force with respect to the United States takes place only after two thirds of the US Senate has given its advice and consent under Article II, section 2, Clause 2 of the Constitution, are treaties. On the other hand, international agreements brought into force with respect to the United States on a constitutional basis other than with the advice and consent of the Senate are international agreements other than treaties, and are often referred to as executive agreements. Treaties require the consent of the Senate. The Senate, therefore, may approve, reject or revise a treaty. The Senate approves most of the treaties but some are also rejected. One significant example is the Treaty of Versailles. Executive agreements are far more common than treaties. They do not require the consent of the Senate, though Congress may be notified shortly after an agreement is reached. Unlike treaties, these agreements do not supersede existing statues. Examples are the Yalta and Potsdam agreements and the Vietnam Peace agreement. In summary, the President or the executive branch can make foreign policy through responses to foreign events, proposals for legislation, negotiation of international agreements, policy statements, policy implementation and independent action. Moreover, the Congress can make foreign policy through resolutions and policy statements, legislative directives, legislative pressure, legislative restrictions / funding denials, informal advice, and congressional oversight. The Congress maintains a decisive voice in either supporting the President’s approach or changing it. Changing policies may prove to be quite complex in the short term. In most cases though, Congress agrees with the President, but often makes significant modifications in the process of approving them. It is then important to note that the support or approval of both the legislative and executive branch is required for an effective and well-founded U. S. foreign policy. Works Cited Grimmett, Richard F. Foreign Policy Roles of the President and Congress. Foreign Affairs and National Defense Division. US Department of State. 1999, June 1. http://fpc.state.gov/fpc/6172.htm.

Line Managers In Human Resource Management Management Essay

Line Managers In Human Resource Management Management Essay Abstract Restructuring, downsizing, and an increased need to focus on employees for competitive edge are levelled to be among the factors encouraging the devolvement of human resource management to line managers. However, recent research indicates that there is substantial potential for human resource specialists and line managers to share more effectively responsibility for their organisations human resource activities in business partnerships. The foundation for this is arguably commonality in opinions on the principles and practices of human resource activities. However, line managers and human resource specialists often have dissonant opinions on human resource management. This paper explores line manager and human resource specialists perspectives on line manager involvement in human resource management, theoretically and empirically. The primary work comprises a survey of the views of line managers and human resource specialists on devolving a range of human resource activities to line managers in a case organisation, Hilton Internationals UK hotels, which is seeking to achieve a successful human resource business partnership. Differences between line managers and human resource specialists perspectives are found in five aspects: understanding and ownership of the companys service and HR strategy; line manager involvement in and rankings of HR activities; HR specialists support of line managers; barriers to line managers involvement in HR activities; and the competence of line managers in HR activities. In addition, a need for more line manager training in human resource activities, together with addressing line managers heavy workloads and short ter m job pressures emerge as highly defined findings. These findings may have resonance for other organisations in devolving human resource management to the line and developing human resource business partnerships. Key Words: line managers devolving human resource management human resource business partnerships Background: Research Issue Business partnerships whereby human resource (HR) specialists and line managers share an organisations HR responsibility have recently emerged as the dominant model for HR professionals (Chartered Institute of Personnel and Development (CIPD), 2003). However, it is evident that such partnerships are generally not yet operating as effectively as they could. For the CIPD report on the role of front line managers in people management concludes that delivery of HR practices by the line is seen as an area requiring substantial improvement with HR managers tending to believe that line managers have not fully accepted HR responsibility (CIPD, 2003:2). A fundamental element of HR business partnership development is arguably commonality in line and HR manager perceptions on the HR function in which line managers are elemental (Larson and Brewster, 2003). Evidence that there is such commonality is conspicuous by its absence. Rather, there is evidence that line managers and HR specialists views on HR are generally divergent. The work of Ulrich (1997), Wright et al. (2001), Becker et al. (2001), Harris (2001) and Phelps (2002) on, for example, perceptions of levels of HR service, all point to this perceptual divergence. As McLean (2004) points out in her case study of line and HR manager perceptions of the importance and performance of the HR function, increasingly academic studies of HR are involving examination of different stakeholder perspectives. Because perceptual divergence may negatively impact on line manager and, ultimately, business performance (Gilbert, 2000; Kearns, 2004), understanding it is important. This article addresses, theoretically and empirically, stakeholder perspectives of HR in a dimension not covered thus far in academic studies: the issue of line managers and HR specialists perceptions on line managers involvement in HR. It analyses the inherent challenges from both line manager and HR specialist perspectives on line managers involvement in, and ability to deliver, human resource management (HRM) and human resource development (HRD) activities. First, line manager responsibility for HRM and HRD are discussed from theoretical perspectives. Next, primary work conducted in Hilton Internationals UK hotels on line and HR manager perspectives on line managers in HR is presented. Finally, the key findings and conclusions on the challenges in developing HR business partnerships are offered. Theoretical Perspectives Relationships between line managers, HRM and HRD are arguably changing (Gibb, 2003) and becoming more fused, despite continuing debate about the focus of HRM (Budhwar, 2000) and scope of HRD (Garavan et al., 1999). Indeed it is argued that fusing HRM and HRD is essential to provide the necessary synergy for HR to be a truly valued organisational partner (Ruona and Gibson, 2004: 49). In defining the connections between HRM and HRD, the relationship has been dubbed ambiguous and elusive (Mankin, 2003:2). The literature on these two areas largely treats HRM and HRD separately; therefore the theory underpinning this paper explores the challenges in line manager responsibility for HRM and HRD in turn. Since the advent of human resource management (HRM) in the UK in the 1980s there has been some debate about devolving aspects of HRM to line managers (Gennard and Kelly, 1997; Hall and Torrington, 1998). Indeed, the devolving of human resource activities to line managers has received much attention by both academics and practitioners in the UK and Europe over the last decade (Larsen and Brewster, 2003). Various reasons for this devolution have been cited, including restructuring, downsizing, and an increased need to focus on employees for competitive edge (Cunningham and Hyman, 1999; Renwick, 2000; and Gibb, 2003). Storey (1995), in articulating differences between personnel management and human resource management (HRM), highlights the critical role of line managers in delivering HRM. A recurrent and established feature in discussion on HRM is therefore the centre-stage role for line managers (Renwick, 2003:262). As to the benefits of line manager involvement, several researchers assert that line managers assuming some HRM responsibility can positively influence employee commitment and, ultimately, business performance. For example Cunningham and Hyman (1999:9) highlight the role of line managers in promoting an integrative culture of employee management through line management. Thornhill and Saunders (1998) signal the role of line managers in securing employee commitment to quality, while increased productivity has also been asserted as a basis for devolution of HRM (Industrial Relations Survey Employment Review, 1995). A recent Chartered Institute of Personnel and Development (CIPD) report indicates that line managers involvement in coaching and guidance, communication and involvement has a positive influence on overall organisational performance (Hutchinson and Purcell, 2003). A key finding from this report is that to gain line managers commitment to people management requires support from strong organisational values that emphasise the fundamentals of people management and leadership (Hutchinson and Purcell, 2003). Devolving HRM to line managers has, however, been noted as being problematic (McGovern et al., 1997:12). Renwick (2003) posits that the new millennium marked the onset of keen discussion about the challenges surrounding line manager involvement in HRM. Challenges lie not least in the relationship between line managers and HRM specialists (Cunningham and Hyman, 1997), the ability and willingness of line managers to carry out HR tasks properly (Renwick and MacNeil, 2002:407), and line managers knowledge of company policies (Bond and Wise, 2003). Hall and Torringtons (1998) research on the progress of devolution of operational HRM activities and its consequences points to organisations making sustained and deliberate efforts to vest HRM responsibility with line managers. However, the absence of a designated human resource specialist role (Thornhill and Saunders, 1998:474) may have negative effects on strategic integration and, consequently, organisational commitment, flexibility and qua lity. Renwick (2003), drawing on the work of Ulrich (1998) and Jackson and Schuler (2000), identifies that a partnership approach to HR requires the integration of HR activities into the work of line managers and that a real partnership approach requires a triad approach between HR specialists, line managers and employees. Similarly, the involvement of line managers in HRD has been the subject of academic debate and organisational challenges. In clarifying the role of line managers in HRD, Heraty and Morley (1995) assert that activities surrounding identification of training needs, deciding who should be trained and undertaking direct training either fall within the domain of line managers or in partnership with HR specialists. The aspects of HRD concerned with policy formulation, training plans and advising on strategy are meanwhile more likely to be undertaken by HRD specialists. Gibb (2003) asserts that concerns over increased line manager involvement in HRD are valid in that it may limit the use of specialist resources in HRD. Another issue is that while line managers have been identified as one of the key stakeholders with the HRD process (Heraty and Morley, 1995:31), difficulties in securing line manager acceptance of HRD responsibilities have been evident (Aston, 1984). Research has identified f actors that may enable and inhibit the take-up of line manager responsibility for HRD. Arguably the most significant enabler of line manager responsibility for HRD is the growing body of literature on the emergence and growth of HRD and in particular HRD with a strategic focus (Garavan et al., 1995:4). HRD may be seen as providing the key connection between HRM and business strategy (Garavan et al., 2001). Business-led approaches to HRD can indeed be evidenced (Sparrow and Pettigrew, 1988; Harrison, 1993). For Torraco and Swanson (1995), HRD is not only supportive of, but also central to, business strategy. It is also, as Keep (1989) maintains, central to HRM. Therefore it can be seen that there are important lines to be drawn between HRM, HRD, line managers and business strategy. McCracken and Wallaces (2000) model of the characteristics of strategic HRD indicates that all four of these factors are integral to a strategic human resource development (SHRD) approach being taken. In this model they are expressed as: integration with organisational missions and goals; HRD plans and policies; line manager commitment and involvement; and complementary HRM activities. Within this literature Garavan et al. (1993) and colleagues identify a range of strategic drivers that are moving organisations down the route of integration of HRD activities with strategic goals, including an increased emphasis on quality and change of leadership. In terms of enabling HRD at an operational level, de Jong et al.s (1999:183) research suggests that this is a feasible option providing specific conditions are met in organisations. One significant condition may be the credibility of HRD as an organisational activity in general. For despite the relatively recent interest in, and expansion of, HRD in UK organisations, there seems to be a residual issue of credibility of the training and development function in organisations generally (Chartered Institute of Personnel and Development, 2001). Organisational support for line managers in their HRD responsibility is important too in the facilitation of the devolution of HRD responsibility (Heraty and Morley, 1995), as is senior managers understanding of training and development issues (de Jong et al., 1999). Trust between line managers and HRD specialists is another important enabler (Garavan et al., 1993). Lastly, as emphasised by de Jong et al. (1999), line managers acting as role models in demonstrating commitment to HRD in their operational tasks may be a powerful enabler of HRD. On the other hand, a number of barriers to the effective delegation of HRD have been recognised. One potential issue that is conceivably acute in the hotel sector is the pressure of short-term imperatives (Tsui, 1987) that may squeeze out HRD activities for line managers. This factor, in combination with a lack of training in HRD, may minimise the priority of HRD for line managers (Aston, 1984; Brewster and Soderstrom, 1994; de Jong et al.1999). Untrained line managers may avoid a coaching role due to their discomfort with it (de Jong et al., 1999). Further, where managers do not reflect a belief in HRD in their operational role the impact of HRD is likely to be reduced (de Jong, 1999), the direct converse of reflecting a belief in HRD being an enabler of HRD, as pointed out earlier. Thus it is apparent that a number of challenges present themselves in devolving HR responsibility to the line in order to develop HR business partnerships. Arguably, the organisational context within which these challenges may be surmounted (or not) is a positive organisational culture, transcending formal and functional requirements, that supports change (Higgins and McAllister, 2004). Organisational culture may be conceived as the essential medium between formal organisational policy and implementation in practice (Maxwell, 2004;189). It has both a pervasive nature and behavioural outcomes, as Scholzs (1987;80) description reflects: corporate culture is the implicit, invisible, instrinsic and informal consciousness of the organization which guides the behaviour of the individuals [at work] and which shapes itself out their behaviour. In a sense, as Cunningham and Hyman (op. cit) claim, organisational culture may be an adhesive for HR business partnerships as it may support acceptance of devolved HR responsibility. The case organisation examined in this paper, Hilton International hotels, has sought to generate an organisational culture that links their HR activities to their strategic service quality initiative. This requires line managers and HR specialists in hotel units working in partnership to implement and deliver HR activities to employees. The next section of this article explains the methods used by the authors to investigate the views of both line managers and HR specialists on line manager involvement in HR, a key part of HR business relationships. Research Questions and Design Case Study Background The key strategic driver for devolving HR to line managers in the 76 UK based hotels of Hilton International was the development of a worldwide service quality initiative from a UK launch in 2001, following the integration of Hilton and Stakis hotels. This reflects Garavan et al.s (1993) assertion that increasing emphasis on quality and change of leadership moves organisations to integrate HRD activities with strategic goals. Integral to the new service concept in Hilton was the linking of all HR activities to the service initiative in an HR policy and employment package called Esprit. Within Hilton, Esprit is portrayed as being a concept directing the way employees are managed and work. It is a promise on how our colleagues are treated within the company (UK HR Vice-President), consisting of a range of HR activities. Further, HRHHHilton perceives Esprit as being fundamentally concerned with instilling a service culture throughout the organisation. In the words of the UK HR Vice-President, it is intended that Esprit should live in the hotels and [line] managers should determine recognition rather than it being seen as a Head Office initiative. Respect, recognition and reward are the key principles of Esprit. They are supported in practical terms by a comprehensive training and reward system which is packaged as a club employees join through achieving levels of training. Another central tenet of Esprit is that line managers in hotels are expected to assume much of the responsibility HRM and HRD activities together known as HR in Hilton that support the strategic quality service driver. These activities include selection, training and development, employee motivation and recognition, and performance management. Line managers are provided with support from specialist HR staff at unit and Head Offic e level. The strategic banner of Esprit is leading the organisation down the route of HR specialist and line managers having to work in partnership to deliver HR activities (Maxwell and Quail, 2002; Maxwell and Watson, 2004). In order to explore perspectives of the challenges in this partnership, views from both line managers and HR specialists were surveyed by the authors. The research questions that underpin this article are, from line manager and HR specialist perspectives: Is there a shared understanding of line manager HR roles and responsibilities? What are the key mechanisms that support line managers with their HR responsibilities? What are the barriers that hinder line managers involvement in HR activities? In order to explore the research questions, a deductive approach has been taken in developing the questionnaires, with the content being informed by the literature review, a series of semi-structured interviews with the UK HR vice-president of the case organisation, and semi-structured interviews with three hotel HR managers. Both questionnaire formats encompassed nominal, ordinal, ranking and Likert rating scales, and several open-ended questions. Both questionnaires were piloted, on consultation with a regional HR director, a hotel HR manager and an external survey organisation. The key themes in the line managers questionnaire were understanding and acceptance of Esprit, then exploration of HR activities in relation to involvement in and importance of HR including support mechanisms; barriers; training; level of confidence; and further support. The closing section of the questionnaire addressed biographical data of respondents. The questionnaire for a census of the HR specialists in Hilton Internationals UK hotels was developed to parallel the line managers survey. The survey population comprises 760 line managers, and 76 HR specialists in Hilton hotels throughout the UK. Following piloting for face validity (Veal, 1997), 10 questionnaires were distributed to each hotel for completion by line managers and one for the HR specialist in each hotel, for completion on a self-selected, self-administered, anonymous basis to address response bias (Mitchell, 1996). The response rate was 43% (328) for line managers and 60% (46) for the HR specialists. Descriptive statistics were used to analyse the quantitative results. Open-ended question responses were coded into themes to enable these to be presented using percentage response rates. Quantitative responses are supplemented with qualitative statements where appropriate. Some 775 comments were included in the returns on the 11 questions inviting additional comments from line managers and some 258 comments from HR specialists on the ten questions inviting additional comments from them. A combination of qu antitative and qualitative data reduction techniques were used. Descriptive statistics, including the non-parametric Mann-Witney test to measure the significance of differences between the opinions of the two constituent groups (p The credible volume of primary data generated arguably affords a close analysis of the HR business partnership in Hilton Internationals UK hotels. Nonetheless, a few potential limitations should be raised. Firstly, the non-random self-selection of the line managers may have led to some response bias, though none has been identified. Secondly, the relative lack of anonymity for the HR specialists may have led to reservations in expression of their opinions. However, the nature of the results suggests otherwise. Possibly the inherent limitation of unique case studies, like Hilton International, in the wholesale transferability of findings is the most significant research limitation. With the importance of commonality in line manager and HR specialists on the involvement of line managers in HR, in conjunction with a lack of empirical work addressing the devolvement of HR to line managers in the tourism sector, the primary work is relevant. It may expose some key points in building an effective partnership between line managers and HR specialists that are not only valuable to Hilton but similarly market-orientated organisations. The findings reported next compare line managers and HR specialists perspectives on line managers in HR in relation to: the concept and ownership of Esprit; involvement in activities and ranking of the importance of activities; and supports of, and barriers, to HR activity. Empirical Findings Line manager profiles All 76 hotels in the UK are represented in the sample, with 34% of respondents located in Central and North England, 22% from Scotland and Ireland, 29% South of England and 16% in London. Thirty percent of the sample comprises senior managers, consisting of general managers and deputy managers, 53% are departmental managers, 9% supervisors and 7% (assistant and deputy departmental managers). Two percent of the respondents did not indicate their position in the organisation. Fifty six percent of the respondents have been in their current position for 1-5years, 15% over 5 years and 27 % less than one year. Of those who have been in their current position for less than one year, 39% have been with the organisation for less than one year, representing 10% of the total returns. Forty eight percent of the respondents indicated that they had been with Hilton hotels for 1-5years and a further 38% over 5 years. HR manager profiles All HR managers in Hiltons hotels have the same status and title. There was an even spread of HR manager respondents across the four regions with 26% located in Central North England, 24% from Scotland and Ireland, 26% South of England and 24% in London. In relation to length of service, 41% of the respondents have been in their current position for 1-5years, 50% over 5 years and 9% less than one year. Of those who have been in their current position for less than one year, 57% have been with the organisation for less than one year. Understanding of the Esprit HR Strategy Before examining views on human resource activities, it is important to ascertain whether there is a shared understanding of the philosophy of the strategic driver of Esprit as it is the foundation of HR activities (Heraty and Morley, 1995; Bond and Wise, 2003). Respondents were able to give multiple responses to the question on their understanding of Esprit within Hilton. From their majority responses (see Table 1), it is evident that the respondents do not have an understanding of Esprit that is commensurate with the Hilton conception. For the majority of line managers (87%) and HR specialists (72%) perceive Esprit as a club for employees. This majority view is represented across all levels of management, and is not dependent on length of service, age or gender. Only 26% of the line managers indicate that Esprit is a concept directing the way employees work, with a further 14% indicating that it is a way of working practices. In contrast, 57% of the HR specialists view Esprit as a concept directing the way employees work, with a further 43% indicating that it is a way of working practices. The differences across the line managers and HR specialists here are highly significant (p=.000). Further, only four line managers and four HR specialists indicated understanding of the concept and values underpinning Esprit in positing additional comments: [Esprit is] a belief/ culture system (HR manager, Scotland) and positive enforcement of Hilton as a group in the minds of our employees (line manager, Scotland). Table 1 here Ownership of the Esprit HR Strategy In a similar vein to the findings on understanding the Esprit strategy, there also appears to be discrepancies regarding ownership of Esprit that may be resonant of line manger willingness to carry out HR activities (Aston, 1984; de Jong et al., 1993; Garavan et al., 1995 and 2001; Renwick and MacNeil, 2002).The general view expressed is that there is multiple-ownership. Nearly all respondents provided three responses each to the question on this subject, generating a total of 865 responses. However in analysing these based on number of respondents it can be seen that 69% of line-managers and 59% HR specialists consider Esprit to be owned by Hilton, whilst 54% of line managers and 65% of HR specialists indicated that employees own it. Almost two thirds of the line managers consider it to be owned by human resource specialists (30% head office HR and 31% hotel based human resource specialists). Twenty three percent of line managers perceive it to be owned by senior management, compare d with 39% of HR specialists. Thirty percent of line managers expressed the view that departmental managers own it and 22% considered Esprit to be owned by the individual hotels. This contrasts with the views of the 61% of HR specialists who perceive that departmental managers own Esprit and 50% who indicated that the individual hotels own it. In the other response allowed for the question on ownership of Esprit, all respondents expressed the view that everyone in the organisation owns Esprit, reflecting the corporate view of ownership. What is starkly evident from this comparison is that HR specialists perceive that the Esprit strategic driver has multi-ownership more than the line managers. A significance value of 0.15 in the opinions of the HR and line managers on senior manager ownership of Esprit is a significant aspect of perceptual divergence, while divergence on perceptions of individual hotels, hotel HR and departmental managers ownership of Esprit is highly significant p= 0.000 (see Table 2). Moreover, it is again apparent that the general understanding of the HR managers on Esprit ownership is closer than that of the line managers to the formal Hilton position. Table 2 here Line managers in HR: understanding of roles and responsibilities Renwick (2003), drawing on the work of Ulrich (1998) and Jackson and Schuler (2000), identifies that a partnership approach to HR requires the integration of HR activities into the work of line managers. In order to obtain an overview of the range of HR activities undertaken by line managers, both line managers and HR specialists were asked to indicate their views on: the human resource activities in which line managers are actively involved; the level of importance of HR activities in relation to importance to business effectiveness; and ranking of the most important HR activities. Table 3 provides a breakdown of the results. Table 3 here The first notable point about the findings tabled above is that while all of the HR respondents opine that line managers are involved in four HR activities employee selection, motivation and morale of employees; performance appraisal; disciplinary and grievance procedures there are no activities that all the respondent line managers opine they are involved in. The second notable point is that in every activity the HR managers perceptions of line manager involvement is greater than the level of involvement as perceived by the line managers. The third conspicuous finding is that there are marked differences in perceptions in the relative value of employee budgeting and forecasting; ensuring HR processes are maintained; rewards and benefits; and performance appraisals. These findings strongly suggest that HR managers believe there is greater line manager involvement in HR activities than the line manager do and, further, some difference in HR priorities exists across the line manager and HR manager groups. In employee selection; motivation and morale of employees; and team briefings and communications, there are broadly similar findings in terms of prioritisation. Comments made in relation to line managers involvement in HR activities deepen insight into the respondents views. Twenty one percent of the line managers took the opportunity to provide additional comments on their role in relation to HR activities. Thirty eight percent of the comments relate to training, encompassing analysing training needs, encouraging employees to participate in training, delivery and evaluation. Communications was mentioned by 14% of the respondents predominantly with HR specialists, communicating HR issues to staff and attending HR meetings. Other activities mentioned by respondents include: coaching; sickness interviews, teambuilding and payroll management. Complaints regarding workloads and staffing levels were voiced in comments by 10% of the respondents, with 5% complaining about HR support within their hotel and head office. At the same time 9% of the managers were extremely positive about their role in HR activities, as illustrated by the following quote s from two of the managers: I feel I have a better/greater opportunity to be more involved within HR because of the hotels and staff itself. It is fantastic not only to be supported by our own team, but the whole hotel team as well; and I get support and encouragement continuously. I run my department as if I was HR but with the bonus of all the help I need being available works fantastic sic. Additional comments on line managers HR role were made by HR specialists and relate to ownership of Esprit, with echoes of findings noted earlier. For example, it was recorded that managers should have a role in all of the above in reality however many areas are not currently perceived as their responsibility (HR manager Central England). Another London based HR specialist indicated that managers also had responsibility for their own development, coaching and absence. Support of line managers in HR responsibility Opinions on a number of features of line manager support in HR were canvassed in the questionnaires. In order to gain an understanding of managers views on the value of HR, they were asked to rate certain HR performance aspects, with 5 being excellent and 1 being poor. The highest mean score was found in relation to line managers opinions on the working relationship with their hotel HR manager (M=3.91), indicated as an important factor by Garavan et al. (1999). In contrast, only nine percent of the HR specialists rated the working relationship with managers as excellent, with a further 59% rating it as very good and 26% as good. Overall, the mean score for HR specialists rating of their working relationship with the line managers was very good (M = 3.69), but slightly less good than the converse view of the relationship. In relation to specific support given by HR specialist to line managers, all HR managers indicated that they advised on training, with 96% indicating that they also provided support in tracking Esprit membership numbers, administrative support and evaluation of training. In addition, other support activities include coaching and mentoring of managers to help them achieve targets, specifically to ensure that they are up to date and that user-friendly policies are in place. Time management reminders; providing disciplinary advice; recruitment and retention; staff budgeting; conducting appraisals; and measure and recognise results through internal HR audits were also articulated by the HR respondents as support

Pablo Picassos Bequest of Gertrude Essay -- Essays Papers

Pablo Picassos Bequest of Gertrude Pablo Picasso was a very famous artist in his time. I have always found his work very interesting and unique. He has a style all his own and, I believe that this was what made him so famous and at the same time controversial. The painting I have chosen is called â€Å"Gertrude†. Pablo Picasso was born in Spain to Jose Ruiz and Maria Picasso. He later adopted his mother’s more distinguished maiden name Picasso. Picasso was a child prodigy who was recognized as such by his art-teacher father who ably led him along. Picasso was taught for a few years and after he attended the Academy of fine art in Curna Spain where his father taught. Picasso’s early drawings such as, Study of A Torso, After A Plaster Cast (1894-1895 Musee Picasso, Paris, France) demonstrates the high level of technical proficiency he had accomplished by the age of 14 years old. (Encarta 2000) Picasso’s artwork is classified as modern art witch started in the early 1880’s to the mid 1970’s. In 1885 his family moved to Barcelona, Spain after his father obtained a teaching post at that city’s academy of fine Arts. Picasso was admitted to advanced classes in the academy after he completed in a single day the entrance examination that applicants were traditionally given a month to complete. In 1897 Picasso left Barcelona to further his study at the San Fernando academy in Madrid witch was located in the Spanish capital. His academic studies did not last long in Madrid. He was unhappy with the training he was receiving and he left and returned back to his home in Barcelona Spain. Picasso visited Paris some time around the early 1900’s. After that visit he decided that he would move back and fourth between Spain and Paris. He did this until 1904 when he finally settled down in the French capital. At this time Picasso started to explore and experiment with different art styles that were modern. This portion of his life is called the blue period. This was because of the blue tones Picasso’s paintings had. During the year of 1905 to 1906 a radical change took place in Picasso’s style of painting once again. His choice of colors and mood were evident in this period of his life. He used subtle pinks and grays that were often highlighted by brighter tones. This was tone as his rose period. (Rodenbeck, Compton's, Joseph) Along w... ...of them include the Tragedy 1903, Girl Reading at the Table 1834, Crucifixion 1934, Dorra Maar 1937 and so many others. Picasso had a very unique sense of style. His willingness and open exploration to try new and different things made him a great artist in his time. He had many talents, he not only painted but, he was a sculptor, he did drawings, he worked with ceramics and he was also a poet which no one really new about. This is only a small glimpse at this artist diverse life and career as an artist. Picasso has contributed a lot to modern art. He has done so much and we have the privilege of being able to see his work displayed in museums. Bibliography Compton’s Encyclopedia 2000 Eakin, Hugh. (Nov. 2000) Picasso’s Party Line. Art News V. 99 no. 10 p. 186-90 Encarta Encyclopedia 2000 Hall, James. (Winter 2000), Picasso As A Sculptor. Modern Painters v. 13 no4 p. 48-50 Joseph, Daniel. (Jan 2001), â€Å"Picasso: figures and portraits†: Kunstforum Wien. Art News v. 100 no1 p. 160. Rodenbeck, Judith, Fall 1993 â€Å"Insistent Presence In Picasso’s Portrait of Gertrude Stein† Columbia University http://www.showgate.com/tots/Picasso/piclink.html

It Infrastructure Security Policy

UNIT 6 ASSIGMENT 1 IT Infrastructure Security Policy Purpose of the Network InfrastructureThe Companies values openness and promotes access to a wide range of information; accordingly, the campus information systems have been designed to be as open as possible.The Companies network consists of: data cables and jacks from the wiring closets to the user's work station, or wireless access points to a user's PC; copper and optical data communications cables; Ethernet switches, routers, servers, and peripherals; systems to enable and manage access; and systems to monitor the capacity and maintain the integrity of the network, with the goal to provide high availability and capacity to support the needs of the network users. The reliability, availability and adequate capacity of network resources is critical to the day-to-day function of the Companies.Each member of the Companies community (students, faculty, staff, and guests) is expected to protect the integrity of the network and to know and adhere to Companies rules, regulations and guidelines for their appropriate use. Regulations that govern personal conduct and use of Companies facilities also apply to the use of network resources. * Components of the Network Infrastructure Policy * Appropriate Use * Unacceptable Use * Access Restrictions * Request for Evaluation Read this  Chapter 2 – Why Security is NeededComponents of the Network Infrastructure Policy * * Connecting Devices to the Network * The campus network is a shared resource. It is therefore necessary to strike a balance between enabling opportunities for teaching and research, and protecting the integrity of network resources. To this end, Companies must be involved in the planning, acquisition, maintenance, and on-going connectivity of all network devices. This will ensure the appropriate network design, interoperability of components and integrity of operation.If a device is connected to the network infrastructure without prior consultation, Companies cannot guarantee the on-going connectivity and proper operation of the device. * * Wireless Network Equipment The interest and use of wireless networking (802. 11a, 802. 11b & 802. 11g, Wi-Fi) is evolving rapidly. All network use policies apply to the use of wireless LAN technology. Wireless access to Companies resources whic h will be secured through a central authentication system, except for specific departmental needs.The company will work with individual departments and colleges to help address their special needs for wireless technology. * * Domain Name Service Internet servers for academic departments or administrative units serving campus related information may need DNS entries set up for the server. Requests for DNS entries will need to be submitted to the Networking unit of Companies for approval. No other DNS server should be setup by other campus units. DNS names will not be given to a server set up for personal use, such as a personal web server.Any web site served on the web servers maintained by Companies such as www. uww. edu, facstaff. uww. edu, and students. uww. edu will carry the appropriate path names as URL; no DNS name will be given. Occasionally members of the Companies community may sponsor an organization that is loosely affiliated with the Companies. These organizations may be of professional, scholarly, partnership or entrepreneurial nature. Under certain circumstances it may be appropriate for these organizations to hold DNS names other than uww. edu , while hosting them in the Companies domain.Provided that the use of these domains support the Companies’s mission and are consistent with all applicable Companies policy, Companies may host them within the uww. edu domain. Approval and regular review of these domains will be conducted on a case-by-case basis by the Chancellor and the CIO. Additionally, there are technical criteria that must be met, such as: 1. â€Å"Servers in the domain must reside in the McGraw data center. 2. This progress must be listed as the technical contact with the registrar**, so that others are aware of any changes and can respond appropriately. 3.Only UW-W DNS servers should be specified to the registrar * * Dynamic Host Control Protocol The DHCP service delivers IP information to campus workstations to provide Intern et connectivity. The central DHCP service and the management of IP assignments is administered by Companies. No other DHCP service should be set up on campus without prior consultation with Companies, and only to meet specific administrative or academic needs. *Remote Access to Network Resources While web access is sufficient for the majority of Companies educational and business activities there are some instances when direct access to network resources is necessary.To enable remote access to network resources in a secure manner that protects confidentiality and integrity of Companies and personal information Virtual Private Networking is a method by which a user can access UWW’s internal network via the internet in a secure manner through a firewall or similar security layer. Remote access for some campus services, such as email and library databases, may be addressed in separate campus policies. Authorized users must only connect to the Companies network from computers tha t conform to the Network Infrastructure Use Policy security requirements.This includes ensuring that computers are fully patched with the latest operating system updates and have current antivirus software. Appropriate UseListed below are the policies that govern data network access and usage for students, staff and faculty at the Companies of Wisconsin Whitewater. 1. Authorized users Authorized users are (1) current faculty, staff, and students of the Companies; (2) individuals connecting to a public information service supported on the Campus network and (3) others who are specifically authorized to use a particular computing or network resource by the campus unit responsible for the resource. . General Guidelines Those who use the campus network resources are expected to do so responsibly, that is, to comply with state and federal laws, with this and other policies and procedures of the Companies, and with normal standards of professional and personal courtesy and conduct. 3. Sec urity Information security at Companiesis everyone's responsibility. To maintain security in using the campus network services, it is important to adhere to the following guidelines: * Protect your login ID and password.Computer accounts, passwords, ids and other types of authorization are assigned to individual users and should not be shared with others. * Be aware that the person to whom an account is assigned will be held accountable for any activity originating from that account. * Do not access data or systems for which you have not been given specific authority. * Take reasonable steps to ensure that your desktop or laptop computer system does not create a security risk when connected to the network, including keeping anti-virus software and operating patches up-to-date. Report security violations. 4. Confidentiality Information stored on computers is considered confidential, whether protected by the computer system or not, unless the owner intentionally makes that information available to other groups or individuals. The Companies of Wisconsin Whitewater takes the position that computer users desire that the information that they store on central and/or campus shared computing resources remain confidential.While all efforts will be made to ensure confidentiality, users should be aware that data (including e-mail) might, due to software or hardware failure, become accessible to those Companies who are not authorized for that access. Companies personnel may also on occasion have access to such data while performing routine operations or pursuing apparent systems or user problems. No guarantee of complete privacy is made or implied by this policy. Requests for the disclosure of confidential information will be governed by the provisions of the Family Educational Rights and Privacy Act of 1974 (FERPA) and the Wisconsin Open Records Statutes .All such requests will be honored only when approved by Companies officials who are the legal custodians of the infor mation requested, or when required by state or federal law, or court order. Users found to be copying, modifying, or otherwise accessing information for which they have not been granted permission may be liable to disciplinary action. Unacceptable UseNetwork resources at this Companies may not be used for unlawful activities, commercial purposes not associated with the Companies, or uses that violate other Companies policies or guidelines.The following activities are NOT acceptable use of the campus network resources: * Damaging or performing unauthorized removal of networking equipment, software or data * Tampering with network hardware, wiring, or software * Disrupting or interfering with the normal operation of network communications, generating excessive network activity or performing unauthorized monitoring of network traffic * Willfully introducing computer viruses or other disruptive programs into the Companies network, which are intended to damage or create excessive load on network resources * Intentionally violating or attempting to bypass network security strategies * Using unauthorized accounts, passwords, IP addresses or other network access information * Accessing or modifying any software, files, data or other Companies information for which an individual has not been given authorization * Using network resources to harass or intimidate others * Using network resources to impersonate others or to forge another's identity * Interfering with the computing activities of others. * Setting up network services or equipment without knowledge or involvement of Companies. * Violating state, federal or copyright laws * Using network resources for commercial activity or financial gain which does not conform to UW-W rules and regulations Access RestrictionsAccess to campus network resources may be wholly or partially restricted by the Companies without prior notice and without the consent of the user when: 1. required by and consistent with law 2. when ther e is reason to believe that violations of policy or law have taken place 3. hen the continued access/use of network resources by an individual significantly affects the integrity, performance, or security of the campus network as a whole The individual will be notified of the reason and duration of the access restriction as soon as possible. Access will be restored when the situation has been resolved. These are general Companies policies; departments or other units may place additional restrictions on the resources that they manage. Work cited : http://www. uww. edu/icit/governance/policies/network/infrastructure. htmlg3ctoolkit. net/†¦ /IT_Infrastructure_Security_†¦ – United Kingdom www. wokingham. gov. uk/EasysiteWeb/getresource. axd?†¦ It Infrastructure Security Policy UNIT 6 ASSIGMENT 1 IT Infrastructure Security Policy Purpose of the Network InfrastructureThe Companies values openness and promotes access to a wide range of information; accordingly, the campus information systems have been designed to be as open as possible.The Companies network consists of: data cables and jacks from the wiring closets to the user's work station, or wireless access points to a user's PC; copper and optical data communications cables; Ethernet switches, routers, servers, and peripherals; systems to enable and manage access; and systems to monitor the capacity and maintain the integrity of the network, with the goal to provide high availability and capacity to support the needs of the network users. The reliability, availability and adequate capacity of network resources is critical to the day-to-day function of the Companies.Each member of the Companies community (students, faculty, staff, and guests) is expected to protect the integrity of the network and to know and adhere to Companies rules, regulations and guidelines for their appropriate use. Regulations that govern personal conduct and use of Companies facilities also apply to the use of network resources. * Components of the Network Infrastructure Policy * Appropriate Use * Unacceptable Use * Access Restrictions * Request for Evaluation Read this  Chapter 2 – Why Security is NeededComponents of the Network Infrastructure Policy * * Connecting Devices to the Network * The campus network is a shared resource. It is therefore necessary to strike a balance between enabling opportunities for teaching and research, and protecting the integrity of network resources. To this end, Companies must be involved in the planning, acquisition, maintenance, and on-going connectivity of all network devices. This will ensure the appropriate network design, interoperability of components and integrity of operation.If a device is connected to the network infrastructure without prior consultation, Companies cannot guarantee the on-going connectivity and proper operation of the device. * * Wireless Network Equipment The interest and use of wireless networking (802. 11a, 802. 11b & 802. 11g, Wi-Fi) is evolving rapidly. All network use policies apply to the use of wireless LAN technology. Wireless access to Companies resources whic h will be secured through a central authentication system, except for specific departmental needs.The company will work with individual departments and colleges to help address their special needs for wireless technology. * * Domain Name Service Internet servers for academic departments or administrative units serving campus related information may need DNS entries set up for the server. Requests for DNS entries will need to be submitted to the Networking unit of Companies for approval. No other DNS server should be setup by other campus units. DNS names will not be given to a server set up for personal use, such as a personal web server.Any web site served on the web servers maintained by Companies such as www. uww. edu, facstaff. uww. edu, and students. uww. edu will carry the appropriate path names as URL; no DNS name will be given. Occasionally members of the Companies community may sponsor an organization that is loosely affiliated with the Companies. These organizations may be of professional, scholarly, partnership or entrepreneurial nature. Under certain circumstances it may be appropriate for these organizations to hold DNS names other than uww. edu , while hosting them in the Companies domain.Provided that the use of these domains support the Companies’s mission and are consistent with all applicable Companies policy, Companies may host them within the uww. edu domain. Approval and regular review of these domains will be conducted on a case-by-case basis by the Chancellor and the CIO. Additionally, there are technical criteria that must be met, such as: 1. â€Å"Servers in the domain must reside in the McGraw data center. 2. This progress must be listed as the technical contact with the registrar**, so that others are aware of any changes and can respond appropriately. 3.Only UW-W DNS servers should be specified to the registrar * * Dynamic Host Control Protocol The DHCP service delivers IP information to campus workstations to provide Intern et connectivity. The central DHCP service and the management of IP assignments is administered by Companies. No other DHCP service should be set up on campus without prior consultation with Companies, and only to meet specific administrative or academic needs. *Remote Access to Network Resources While web access is sufficient for the majority of Companies educational and business activities there are some instances when direct access to network resources is necessary.To enable remote access to network resources in a secure manner that protects confidentiality and integrity of Companies and personal information Virtual Private Networking is a method by which a user can access UWW’s internal network via the internet in a secure manner through a firewall or similar security layer. Remote access for some campus services, such as email and library databases, may be addressed in separate campus policies. Authorized users must only connect to the Companies network from computers tha t conform to the Network Infrastructure Use Policy security requirements.This includes ensuring that computers are fully patched with the latest operating system updates and have current antivirus software. Appropriate UseListed below are the policies that govern data network access and usage for students, staff and faculty at the Companies of Wisconsin Whitewater. 1. Authorized users Authorized users are (1) current faculty, staff, and students of the Companies; (2) individuals connecting to a public information service supported on the Campus network and (3) others who are specifically authorized to use a particular computing or network resource by the campus unit responsible for the resource. . General Guidelines Those who use the campus network resources are expected to do so responsibly, that is, to comply with state and federal laws, with this and other policies and procedures of the Companies, and with normal standards of professional and personal courtesy and conduct. 3. Sec urity Information security at Companiesis everyone's responsibility. To maintain security in using the campus network services, it is important to adhere to the following guidelines: * Protect your login ID and password.Computer accounts, passwords, ids and other types of authorization are assigned to individual users and should not be shared with others. * Be aware that the person to whom an account is assigned will be held accountable for any activity originating from that account. * Do not access data or systems for which you have not been given specific authority. * Take reasonable steps to ensure that your desktop or laptop computer system does not create a security risk when connected to the network, including keeping anti-virus software and operating patches up-to-date. Report security violations. 4. Confidentiality Information stored on computers is considered confidential, whether protected by the computer system or not, unless the owner intentionally makes that information available to other groups or individuals. The Companies of Wisconsin Whitewater takes the position that computer users desire that the information that they store on central and/or campus shared computing resources remain confidential.While all efforts will be made to ensure confidentiality, users should be aware that data (including e-mail) might, due to software or hardware failure, become accessible to those Companies who are not authorized for that access. Companies personnel may also on occasion have access to such data while performing routine operations or pursuing apparent systems or user problems. No guarantee of complete privacy is made or implied by this policy. Requests for the disclosure of confidential information will be governed by the provisions of the Family Educational Rights and Privacy Act of 1974 (FERPA) and the Wisconsin Open Records Statutes .All such requests will be honored only when approved by Companies officials who are the legal custodians of the infor mation requested, or when required by state or federal law, or court order. Users found to be copying, modifying, or otherwise accessing information for which they have not been granted permission may be liable to disciplinary action. Unacceptable UseNetwork resources at this Companies may not be used for unlawful activities, commercial purposes not associated with the Companies, or uses that violate other Companies policies or guidelines.The following activities are NOT acceptable use of the campus network resources: * Damaging or performing unauthorized removal of networking equipment, software or data * Tampering with network hardware, wiring, or software * Disrupting or interfering with the normal operation of network communications, generating excessive network activity or performing unauthorized monitoring of network traffic * Willfully introducing computer viruses or other disruptive programs into the Companies network, which are intended to damage or create excessive load on network resources * Intentionally violating or attempting to bypass network security strategies * Using unauthorized accounts, passwords, IP addresses or other network access information * Accessing or modifying any software, files, data or other Companies information for which an individual has not been given authorization * Using network resources to harass or intimidate others * Using network resources to impersonate others or to forge another's identity * Interfering with the computing activities of others. * Setting up network services or equipment without knowledge or involvement of Companies. * Violating state, federal or copyright laws * Using network resources for commercial activity or financial gain which does not conform to UW-W rules and regulations Access RestrictionsAccess to campus network resources may be wholly or partially restricted by the Companies without prior notice and without the consent of the user when: 1. required by and consistent with law 2. when ther e is reason to believe that violations of policy or law have taken place 3. hen the continued access/use of network resources by an individual significantly affects the integrity, performance, or security of the campus network as a whole The individual will be notified of the reason and duration of the access restriction as soon as possible. Access will be restored when the situation has been resolved. These are general Companies policies; departments or other units may place additional restrictions on the resources that they manage. Work cited : http://www. uww. edu/icit/governance/policies/network/infrastructure. htmlg3ctoolkit. net/†¦ /IT_Infrastructure_Security_†¦ – United Kingdom www. wokingham. gov. uk/EasysiteWeb/getresource. axd?†¦

Kidney Transplant

In life a person may do something that he never expected he will do, or that he may ever imagine he will have the courage to do.   However, life as the poem â€Å"You mustn’t Quit! aptly said,     is full of many â€Å"twists and turns,’’ and   a person may   find himself in a place where he   had to make a decision at the risks of his own life   in order to save others ( Anonymous 2001).This may sound heroic but I never thought it that way, all I knew was that it was my dutyWhen I was 2 years old, my father was diagnosed with glomerulonephritis, which is a type of kidney disease.   Due to the fact that we lived in Scranton Pasadena and they did not have dialysis machines to treat my father, we moved to Bronx, New York.   The year was 1968.   My mother, father, brother and I packed up and flew the coop to the Bronx.   There we were informed that my father’s condition was grave and he was not expected to live very long which was quit e tragic considering that he was only in his mid 20’s. As days progressed, the     glomerulonephritis caused his blood pressure to soar so high resulting in the detachment of retina in both eyes, leaving him blind. Just imagine how hard it must have been for my mother who was still young and was forced to face with being in a new city, with a very sick, blind husband and two small children.My father had a brother, who was a priest, and a twin sister.   Both were tested for a kidney transplant for my father, and both were great matches.   For some reason, they both declined to donate to him.   Which, was quite cruel, considering they had been tested and type matched.   I remember him calling them, begging for a kidney, but they both refused.   My uncle the priest claimed it was too risky for him.   My aunt, my father’s twin, said she wanted to have more children, and felt the risk was too high for her. We were angry and at the same time disappointed over their decision.My father was on dialysis 4 to 5 days a week for 6 to 8 hours at a time at the VA (Veterans Administration) Hospital in Bronx.   He was a big man. At 6’4† he was about 240 pounds before his illness but then he was becoming thinner and thinner.   Yet he remained optimistic and happy.   He learned to make his way around the Bronx.   That is no small feat for the seeing person, let alone a blind man.My brother and I, on the other hand, were in school while my mother spent most days taking care of my father.   We were lucky enough to find an apartment right next door to the hospital.   Our relatives from Scranton visited often.   My father got progressively worse.   In 1974, the Moses Taylor Hospital in Scranton opened their own dialysis unit.   My father was thrilled!   We packed up and moved back to Scranton.   It was quite and adjustment, but worth it to be close to family!Thankfully, my father was a veteran.   He was in the Army N ational Guard before his illness.   The VA paid for all his treatments and care.   Being blind, they knew he could not drive himself to the hospital, so they paid a taxi company to take him anywhere he wanted to go even driving him to Old Forge to visit my grandparents. He was always assigned the same cab driver. One Saturday in 1977, the taxi cab my father was in was hit and it crashed into a telephone pole.   Everyone survived, except my frail father who was hurt badly.He broke nearly every bone in his body.   We did not think he would make it through the night.   Thanks to the grace of God, he did live.   However, he never fully recovered.   As a matter of fact, he spent the next three years in the Moses Taylor hospital long term care unit.     Ã‚  The VA hired full time, around the clock nurses to take care of him.   They became like family.   They cared for my father from 1977 to May 20, 1980, when my father’s poor body finally gave in and he died.I t was around that time that my brother Andrew started to lose weight.   He went to the doctor and went through a series of tests.   We worried, but were not out of control with fear.   Then the horrible news came, Andrew also had glomerulonephritis.   My poor mother was heartbroken!   I was petrified and my brother was numb when he learned he had the same disease that took my fathers life.   No immediate action was needed.   Andrew was told to live normally until his condition became worse. Imagine being told that! However, I made it through my junior year of high school without any real trauma.  Then in the beginning of my senior year, Andrew’s condition worsened.   He now needed dialysis.   It was the worst thing that could have happened to our family.   Andrew was on dialysis only 2 days a week for only 2 to 4 hours.   Still a draining experience, Andrew suffered.   When I turned 18, I called my brother’s doctor and asked about donating a k idney to my brother.   I was told it was a long process, but it indeed could be done if we were a match.   I approached Andrew with my idea and he was scared but thrilled.We made a â€Å"secret† appointment for a blood test.   We were a perfect match as far as blood type was concerned.   When we told my mother, she was not sure whether to be happy or scared!   She had one sick kid and one healthy kid and now they were both about to be operated on!   It took about 4 months for the testing to be completed at Geisinger Hospital in Danville PA.   We were a perfect match!   I was thrilled!   Andrew was thrilled!   My mother was petrified!   The operation was to take place on July 17, 1984.   They said the greater risk was for the donor-me!   I was 18!   I was healthy and full of life!   I was a bold and brazen kid!   I was full steam ahead!   The transplant went off without a hitch.I was out of the hospital after a week.   I had 32 staples in my stomach and I felt great!   By the end of the second day, Andrew looked great!   His color had returned!   He was energetic!   His was urinating like a champ!   He was required to stay in the hospital for 3 weeks, until they regulated his anti-rejection medication.   That was 23 years ago.   Andrew is still on anti-rejection medication, but leads a full life.   He is 45 years old.   Andrew is married and has two wonderful little boys.   He has a brand new house in Yatesville and his own mortgage business.It was the greatest thing I could ever imagine doing in my life.   My father was on dialysis for 17 years.   It not only kept him alive, but it also sucked the life out of him.   Andrew was on dialysis for only 7 months.   My mother is still a nervous wreck, but we are all doing fine.   We are quite the family.   Imagine seeing both of your children being wheeled away for an operation at the same time!   I am surprised she survived.   Just for th e record, my aunt and my uncle the priest not only cried when my father died, but they also came to visit me and Andrew in the hospital after the transplant.   I harbor ill feelings toward them.   I suspect I always will.Work CitedAnonymous. 2001. Poem,   â€Å"You Mustn’t Quit! Quoteland. Retrieved). Retrieved October 2, 2007 .