White Fang :: essays research papers

White Fang by Jack London, was written in 1906. The story is about a half-wolf, half-dog who is born from a she-wolf. His name is White Fang he is the only survivor of the litter. He becomes a pet of some Indians and becomes a great fighter. A man named Beauty Smith buys White Fang for liquor. Beauty uses White Fang to make money. He arranges fights to let people bet on, White Fang wins them all. Except A pitbull who bites White Fang in the neck and grips on. Finally a man named Weedon Scott punches Beauty and pries the pitbull from White Fang's neck. Weedon and White Fang became best friends, they loved each other. White Fang gets away and the rest of the story is about their friendship. There were many turning points in the story, some are bigger than others. When Weedon first helps White Fang and they become friends is a big turning point in the story. When the Indians first taught White Fang how to fight also was a big turning point because it shows he is wild. Near the end of the story White Fang and Weedon were living in Sierra Vista with Weedon's dad who was a judge. A man named Jim Hall was after Judge Scott, Jim Hall one night broke into their house. White Fang sensed his presence and fought with Jim and killed him. White Fang suffered a gun shot wound but was ok and lived the rest of his days in Sierra Valley. White Fang didn't make me feel any special way, books never make me feel a certain way. Otherwise it reminded me of my Dogs (not that are like White Fang but the bond we have together.) When Weedon saved White Fang made me feel like I'm the same way. Also when White Fang protected the Scott's reminded me of how my dogs would probably do the same thing because they are very protective. My dogs are very important to me just like White Fang was to Weedon. The book was very descriptive and it involved dogs and dogfights and cool stuff like that. On the bad side the book was long (25 chapters long) and very, very boring in some parts. White Fang is for people with a lot of time on their hand they would like to spend reading a book and like outdoor-like books, if you liked Call Of The Wild you probably will like this book.

Management Action Plan

M is an innovative global company with significant goals set for the future. MM has set aggressive sales growth goals over the next five years. These goals are to include: Sales Growth Portfolio of Goods – understanding customer needs globally New Customers New Products Increased Environmental Sustainability Reduce Air Emissions Reduce Waste Improve Energy Efficiency Develop Water Conservation Plans Fill 4,500 new positions over the next three years to compensate for organizational goals MM has set organizational goals without the consideration of its workforce plan. M has not assessed the talent pool availability in all of its new global locations. It also has not fully grasped the correct way to fill these new positions With individuals that are well versed in the cultural differences in each new area. Aligning MM Business Goals with HER MM has a large deficit of workforce planning in all of its plans both locally and globally. Each individual business plan has not been alig ned with the talent pools that are available in each area that MM currently operates in. â€Å"Workforce planning involves analyzing the workforce implications of a business plan and developing solutions to address them† (SHRUB, 2013).To o this MM project managers and HER managers must answer the following questions: 1 What are the strategic goals of each new plan? 2. What are the competencies needed for each position? 3. What is the talent and conduct of our current employees? 4. What is the labor market availability in each area Of operations? 5. What is our gap between current capabilities and the needs? These questions allow both the project managers and HER managers to fully understand both the project and the personnel needs for these projects. HER managers can develop proper job descriptions and utilize proper recruitment channels.Depending on the location of workforce needs, HER managers will utilize several different methods of recruitment streams. These streams incl ude but are not limited to: Internet Mass Media College Relations Referral Programs Direct Talent Scouting Special Events Next, MM must conduct a cost savings metric to analyze the benefit of having localized HER managers verses centralized or outsourced HER operations. â€Å"The cost savings metric will report recruiter fee savings realized verses the manpower costs to provide HER services in-house.This can be cumulative for the year verses previous year or previous method, or can be reported as a prepare cost per time comparison metric† (Miller-Merrill, 2012). The need for localized HER managers is imperative. Localized HER managers are able to understand cultural differences in the global locations. HER managers will be able to tweak m's international vision and mission to cater to each individual location. â€Å"HER does not own change but rather facilitates it. By championing change, HER can increase buy-in, solidify support for change across departments and thereby inc rease the success rate of such initiatives† (SHRUB, 2013).HER managers that are able to develop a strong vision and mission in ACH location will form a strong workforce base to meet the goals of the project managers. MM will then move to examine a thorough SOOT analysis for each of its locations. â€Å"SOOT is an acronym used to describe the particular Strengths, Weaknesses, Opportunities, and Threats that are strategic factors for a specific company' (Olsen, 2010). The SOOT analysis will inform MM professionals of the best method to separate it from its competitors.The SOOT analysis Will also enable MM professionals to recognize where they are already excelling over their competitors locally and globally. The SOOT analysis will also examine gaps in proper personnel that fully understand the economic, political, and regulatory needs at MM. MM must evaluate how its HER managers measure up to its key performance indicators. MM utilizes various key performance indicators to meas ure its achievement of its organizational goals. MM is a large conglomerate and it is difficult to narrow down the numbers to visualize how the company is doing as a whole.Its vast size poses difficulties at all levels of management. MM has narrowed down its key performance indicators to a select few that are able to measure all areas Of business across the board and globally. Return on Investment â€Å"Using quantifiable metrics improves the credibility of the HER as a profession, and allows upper management to identify specific measurable ways that HER services benefit the organization† (Benjamin, 2014). HER managers are able to quantify information about specific programs that are started and maintained by the department.If HER managers develop a new health and safety program, HER managers can quantify its effectiveness by associating the reduced costs in work related injuries. MM will need to develop an advanced training and orientation program for new hires. This ill dec rease turnover and increase return on investment. This will be done by assessing the costs saved by reduction of turnover, new recruiting, and training. This program will also increase ROI by acquiring proper personnel and reduce: Planning mistakes that can lead to larger initial investments.Acquiring and training proper workforce personnel to understand local needs and customs quickly. Identify the needs of the local economy to offer proper products in different global areas. Selling the Portfolio MM strives to not only grow new sales but also selling its portfolio of goods. Sales techniques vary greatly globally. Despite the fact a growing number of firms now derive a large percentage of their revenues from global operations, our understanding of the means through which cross-cultural sales relationships are best managed is limited† (Hansen, Tanana, Willowier, & Gulags, 2011).Localized HER managers are able to better understand the culture of the workforce. This information is able to be collected through employee surveys. The insight gained from the surveys will allow HER managers to assess how employees feel about their work-life balance. Proper examination by the HER managers in employee absenteeism, employee distraction, and employee motivation will also enable them to create a proper reward and recognition program. By gathering all this data locally and creating programs that reward the workforce appropriately will build a strong talent pool that believes in the vision and mission Of MM. Empowering ethical growth and inspiring integrity through collaboration, education, and stewardship of m's greatest assets – our people and our reputation† (MM, 2014). Environmental Footprint â€Å"m's environmental sustainability efforts thrive today inside this, large, global manufacturing giant because sustainability defines the way MM wants to do equines† (Jackson, Ones, Dilbert, 2012). HER managers are imperative in developing a strong wor kforce that strives for sustainability.

Predictors Of A Student s Overall Level Of Satisfaction...

Noncognitive Predictors Furthermore, this is why noncognitive predictors need to be used with the traditional means of determining academic persistence. As stated previously, only so much information can be gathered from traditional predictors and to have a firmer grasp one a scholar’s capability to persist in a college environment. According to Sparkman, Maulding, and Roberts (2012), â€Å"the level of integration is inversely related to the potential that a student will drop out† (p. 642). This added insight reveals that scholars are more likely to be retained if said students have rooted themselves to something at the university. If the students are grounded to the postsecondary education either academically or socially then this indicated†¦show more content†¦All off these measures factor in to the level that the student is satisfied with the higher education system. A lack of commitment towards an institution is viewed as one of the most viable indicators that a potential scholar will drop out of the college. A source cited in Sparkman et al. (2012) introduced, â€Å"the developmental theory of student involvement, which looked to clearly designate issues that affect student retention in the college environment† (p. 643). A researcher known as Astin discovered that students were greatly influenced by three kinds of social involvement at an institution. He found that participation with fellow peer groups, faculty, and academia in general impacted retention. Of these major influences, peer groups had the largest effect on the psyche of the student. The degree of exertion invested in these social involvement areas has a closely tied relationship with the academic persistence of the student (Sparkman et al., 2012). Though there has been limited research on the result of individual practices of institutions, the effects of first year protocols have been called into question. Scholars have hypothesized that attendance policies, required seminars, academic advising, and the methods used by professors to both teach and grade all are related to the retention rate of first year students. Though many