Theme of a Dolls House Essay Example

Topic of a Dolls House Essay The principle topic of Henrik Ibsen’s â€Å"A Doll’s House† is conduct that depends on the assessments of others and not being consistent with yourself. A large number of the characters exhibit this kind of conduct, yet the character this topic most fundamentally applies to is Nora. Nora is Torvald’s adoring, yet whimsical spouse, who he treats as his manikin. Supposedly on, we start to understand that Nora is really a solid an autonomous lady, yet Torvald doesn't permit her to communicate those characteristics. This exposition will talk about how Torvald controls Nora, instances of the brief looks at freedom we see from Nora and her definitive acknowledgment that she has been carrying on with her life the way Torvald anticipates that her should. She concludes that so as to discover genuine bliss, she ust free herself from this hoax of a marriage. Obviously Nora is certifiably not a frail or dependant doll. Torvald is exceptionally controlling of Nora and he doesn't permit her to do anything all alone. Torvald considers her to be a prize that he shows to cause himself to feel significant. Torvald is more keen on Nora truly than inwardly. We will compose a custom exposition test on Theme of a Dolls House explicitly for you for just $16.38 $13.9/page Request now We will compose a custom paper test on Theme of a Dolls House explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer We will compose a custom paper test on Theme of a Dolls House explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer He feels that Noras primary employment as his significant other is to fulfill him genuinely at whatever point he wants her. Torvald doesn't confide in his better half with his cash either. In the story Torvald says that Nora will simply proceed to squander the cash on something senseless like baked goods. He sees her as an impulsive kid. He ceaselessly calls her disparaging names, for example, â€Å"my little skylark† or â€Å"my little squirrel†. Nora’s obligations are kept straightforward. She is to cook, clean the house, and bring up the kids. Nora relies upon Torvald for everything in her life, and he doesn't need her to have any opportunity. Nora gives us looks at her autonomy all through the play. At a certain point, Nora and Torvald were experiencing a troublesome money related time. Nora needed to find a new line of work so as to enable their family to endure. When Nora glances back at her time working, she says that she misses it, demonstrating her craving to be beneficial outside of her home. Another case of Nora’s autonomy and thinking happens when she plays with Dr. R. She knows that he is charmed by her and utilizing his sentiments to get what she needs. Thirdly, Nora shows her free capacity is the tarantella move. At the point when she is distant from everyone else she can play out the move impeccably and can comprehend the confounded developments. Be that as it may, when she is with Torvald, she imagines she needs his assistance to divert him from the letter. Obviously, Nora can think fundamentally and use control when important demonstrating extraordinary freedom. At long last, Nora gives us that she is can have an independent perspective and do what is best for her. Nora goes to the acknowledgment that she has been carrying on a lie all through her whole marriage. She sees that Torvald possibly values her when she does what he needs. For instance, when Torvald learns reality with regards to the credit and the phony, he is angry with her. Nora accepted that he would adore her regardless and never be frantic, yet she understands he thinks about what others will think and is stunned by this response. She sees that with the end goal for her to be upbeat she should leave Torvald. Nora shows incredible quality by this demonstration, since she is losing all that she cherishes. Nora comprehends that she should isolate herself from the things holding her back, and permit herself to be Nora. Taking everything into account, Nora Helmer understands that she has been carrying on with an actual existence loaded with lies. Both Torvald and Nora have not had the option to see each other in the eight years they have been hitched. Nora is a solid, autonomous lady who is fit for incredible things. Being caught in a marriage with a man like Torvald didn't permit her to communicate her characteristics. Her choice to leave Torvald and her family permits her to recapture self-conviction. Nora now has the chance to be an exceptionally effective lady, in this way, her choice to leave Torvald was not just a decent one, it was the best choice she could have made. As the entryway pummels behind her, we realize that her choice is conclusive.

Organizational change Essay

Authoritative change is a continuous procedure with significant ramifications for hierarchical adequacy. An association and its individuals must be continually watching out for changes from inside the association and from the outside condition, and they should figure out how to acclimate to change rapidly and viably. Authoritative change is the development of an association away from its current state and toward some future state to expand its viability. Powers for authoritative change incorporate serious powers; monetary, political, and worldwide powers; segment and social powers; and moral powers. Associations are regularly hesitant to change since protection from change at the association, gathering, and individual levels has offered ascend to hierarchical idleness. Wellsprings of association level protection from change incorporate force and strife, contrasts in utilitarian direction, unthinking structure, and authoritative culture. Wellsprings of gathering level protection from change incorporate gathering standards, bunch cohesiveness, and mindless conformity and heightening of responsibility. Wellsprings of individual-level protection from change incorporate vulnerability and weakness, particular discernment and maintenance, and propensity. As indicated by Lewin’s power field hypothesis of progress, associations are adjusted between powers pushing for change and powers impervious to change. To get an association to change, supervisors must figure out how to build the powers for change, diminish protection from change, or do both at the same time. Sorts of progress fall into two general classes: transformative and progressive. The primary instruments of transformative change are sociotechnical frameworks hypothesis, complete quality administration, and the advancement of adaptable laborers and work groups. The primary instruments of progressive change are reengineering, rebuilding, and advancement. Regularly, the progressive sorts of progress that come about because of rebuilding and reengineering are fundamental simply because an association and its administrators overlooked or were ignorant of changes in the earth and didn't roll out steady improvements varying. Activity investigate is a methodology that supervisors can use to design the change procedure. The principle steps in real life inquire about are (a) conclusion and investigation of the association, (b) deciding the ideal future state, (c) executing activity, (d) assessing the activity, and (e) systematizing activity explore. Hierarchical turn of events (OD) is a progression of procedures and strategies to build the flexibility of associations. OD procedures can be utilized to defeat protection from change and to assist the association with changing itself. OD methods for managing protection from change incorporate instruction and correspondence, cooperation and strengthening, assistance, dealing and arrangement, control, and intimidation. OD strategies for advancing change incorporate, at the individual level, directing, affectability preparing, and process conference; at the gathering level, group building and intergroup preparing; and at the authoritative level, hierarchical encounter gatherings. Part OUTLINE 10. 1 What Is Organizational Change? Hierarchical change is the procedure by which associations move from their present or present state to some ideal future state to expand their adequacy. An association in decrease may need to rebuild its abilities and assets to improve its fit with an evolving situation. In any event, flourishing, high-performing associations, for example, Google, Apple, and Facebook need to constantly change the manner in which they work after some time to address continuous difficulties. Focuses of Change Organizational change remembers changes for four territories: 1. HR are an organization’s most significant resource. Since these aptitudes and capacities give an association an upper hand, associations should constantly screen their structures to locate the best method of rousing and sorting out HR to secure and utilize their abilities. Changes made in HR remember speculation for preparing, mingling representatives, changing standards to propel an assorted workforce, checking advancement and prize frameworks, and changing top administration. 2. Each hierarchical capacity needs to create techniques that permit it to deal with the specific condition it faces. Vital capacities develop in significance while those whose value is declining shrink. Along these lines, key capacities develop in significance. Associations can change structure, culture, and innovation to improve the worth made by capacities. 3 Authoritative change regularly includes changing the connections among individuals and capacities to build their capacity to make esteem. 10. 2 Forces for and Resistance to Organizational Change Forces for Change If chiefs are delayed to react to the powers of progress, the association will linger behind its rivals and its adequacy will be undermined. (Allude to Figure 10. 1) Competitive powers prod change, in light of the fact that except if an association coordinates or outperforms its rivals it won't endure. Overseeing change is essential while going after clients. To lead on the elements of productivity or quality, an association should continually embrace the most recent innovation as it opens up. To lead on the component of advancement and acquire a mechanical favorable position over contenders, an organization must have aptitudes in dealing with the procedure of development. Financial, political, and worldwide powers, for example, the North American Free Trade Agreement (NAFTA) or other monetary associations, are critical powers of progress. The European Union (EU) incorporates more than 27 individuals anxious to exploit an enormous secured showcase. Worldwide difficulties confronting associations incorporate the need to change a hierarchical structure to permit venture into outside business sectors, the need to adjust to an assortment of national societies, and the need to help ostracize chiefs adjust to the monetary, political, and social estimations of the nations in which they are found. Segment and social powers incorporate an inexorably differing workforce. Changes in the segment qualities of the workforce expect directors to change their styles of dealing with all representatives and to figure out how to comprehend, administer, and persuade different individuals viably. Numerous laborers need to adjust work and recreation. Administrators need to forsake generalizations and acknowledge the significance of value in the enlistment and advancement of recently recruited employees. Moral powers, for example, expanding government, political, and social requests for progressively capable and genuine corporate conduct are convincing associations to advance moral conduct. Numerous organizations have made the situation of morals official. On the off chance that associations work in nations that give little consideration to human rights or to the prosperity of authoritative individuals, they need to figure out how to change these norms and to secure their abroad representatives. Protections from Change Resistance to change brings down an organization’s adequacy and lessens its odds of endurance. Protections or obstructions to change that cause latency are found at the association, gathering, and individual levels. (Allude to Figure 10. 1) Organization-Level Resistance to Change Power and strife: When change causes power battles and hierarchical clash, an association is probably going to oppose it. In the event that change benefits one capacity to the detriment of another, contention hinders the change procedure. In the old IBM, for instance, administrators of its centralized server PC division warded off endeavors to divert IBM’s assets to deliver the PCs that clients needed so as to safeguard their own capacity. Contrasts in practical direction: This implies various capacities and divisions regularly observe the wellspring of an issue contrastingly in light of the fact that they see an issue or issue basically from their own perspective. This exclusive focus increments hierarchical latency. Robotic structure: Mechanistic structures are increasingly impervious to change. Individuals who work inside a robotic structure are relied upon to act in specific manners and don't build up the ability to alter their conduct to evolving conditions. A robotic structure normally creates as an association develops and is a chief wellspring of latency, particularly in huge associations. The broad utilization of common alteration and decentralized expert in a natural structure makes it less impervious to change. Hierarchical culture: Organizational culture, qualities, and standards cause protection from change. On the off chance that hierarchical change disturbs underestimated qualities and standards and powers individuals to change what they do and how they do it, an organization’s culture will make obstruction change. Gathering Level Resistance to Change Many gatherings create solid casual standards that determine suitable and wrong practices and administer the communications between bunch individuals. Regularly, change adjusts errand and job connections in a gathering; when it does, it disturbs bunch standards and the casual desires that bunch individuals have of each other. Accordingly, individuals from a gathering may oppose change in light of the fact that another arrangement of standards must be created to address the issues of the new circumstance. Gathering cohesiveness, the engaging quality of a gathering to its individuals, additionally influences bunch execution. An exceptionally durable gathering may oppose endeavors by the executives to change what it does or even who is an individual from the gathering. Mindless obedience and acceleration of duty likewise make changing a group’s conduct troublesome. Singular Level Resistance to Change People will in general oppose change since they feel dubious and uncertain about what its result will be. Specific recognition and maintenance propose that individuals see data reliable with their perspectives. In the event that change doesn’t advantage them, they don't support it. People’s inclination for natural activities and occasions is a further hindrance to change. Lewin’s Force-Field Theory of Change Force-field hypothesis is a hypothesis of authoritative ch

Walt Disney, the Redo - UGA Undergraduate Admissions

Walt Disney, the Redo - UGA Undergraduate Admissions Walt Disney, the Redo It is the end of the school year (or at least close to it for most everyone), and this time of year always brings up the discussion about rising juniors and seniors and the college search process. As such, here is a re-release of my post on this issue: The way to get started is to quit talking and begin doing. Walt Disney A recent post brought up a good point for all high school junior and below students and parents about how to learn more about colleges and the opportunities at each institution. In order to start the process, you need to quit talking about colleges and actually begin the college search process. This means sending colleges your SAT/ACT scores (like the family from the recent post did), visit the campus to take a tour or attend an information session, sign up on a schools mailing list, etc. It is only then that a college will really start to know more about you, and can start to communicate with you. Every college will have a different time line concerning how and when they send you things, based upon their budget, their time lines, and the information you give them. But no matter what, a college cant really start contacting you unless you start the ball rolling! We have a few families every year who are unhappy because we heavily recruited a friend or neighbor, but barely recruited them at all. When we go back and look at their file, it is generally due to the fact that we only learned about the student when they applied, and that was generally right around the deadline. In pulling up a random applicant for this coming fall, I see that she did a great job of contacting us early (fall of her junior year), and has since had about 10 different communications from our office. Contrast this with the following student in our recruitment database, whose first action was to send us test scores in late December of his senior year, and who applied right on the deadline. He has given us almost no time to communicate with him at all! So the best thing you can do now is to start working with colleges early (soph. to junior year) by visiting the campus, sending SAT/ACT scores (remember, we only look at the strongest sub-scores, so there is no negative to sending us junior year test scores!), going to college fairs, and generally just letting a college know that you are interested. With 70,000+ prospects every year, I cant say that we will send you 2 or 3 letters every week, but you can at least put yourself on our radar. So as Walt Disney so succinctly uttered, quite talking and begin doing! Go Dawgs!

The Warrior Nations The United States And Indian Peoples...

Thesis In Warrior Nations: The United States and Indian Peoples by Roger L. Nichols, provides six main acts that accounts for the majority of the reasons the Indians and the Americans fought. Nichols wants readers to have an accurate account on the whys of each war and how each conflict is related with each other- with each conflict is interlock in one single web of American-Indian relations. The six reasons provide are the key threads that that locks the conflicts together. Nichol’s attributes these six actions and ideas that led to the conflicts between Americans and Indians: †¢ Americans intolerances towards Indians and their actions that reflect that. †¢ Americans continuous demands for Indian’s land. †¢ The government’s inability or unwillingness to punish those who inflicts injury in violence. †¢ Indians militarize nature and the ceremonies that reflect their high opinions of physical conflict. †¢ Indian men were require to protecting their clan and acting out revenges. †¢ Indians unwillingness to give up their lands, culture, traditions, and tribal independence. Knowing the reasons for events helps develop a deeper understanding of an event or a series events than just learning who attacks who and what comes about it. It also allows us to learn from our past mistakes, to prevent unnecessarily conflict, and to learn what not to do to solve a given problem. Due to the complicated analysis of Indian/American relation the author wrote about, Warrior Nations is obviously notShow MoreRelatedStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesOrganizational Behavior This page intentionally left blank Organizational Behavior EDITION 15 Stephen P. Robbins —San Diego State University Timothy A. Judge —University of Notre Dame i3iEi35Bj! Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Director of Editorial Services:

Mount Everest Overview and Information

With a peak elevation of 29,035 feet (8850 meters), the top of Mount Everest is the worlds highest point above sea level. As the worlds highest mountain, climbing to the top of Mount Everest has been a goal of many mountain climbers for many decades. Geography and Climate Mount Everest is located on the border of Nepal and Tibet. Mount Everest is part of the Himalayas, the 1500-mile–long (2414-kilometer–long) mountain system that was formed when the Indo-Australian plate crashed into the Eurasian plate. The Himalayas rose in response to the subduction of the Indo-Australian plate under the Eurasian plate. The Himalayan mountains continue to rise a few centimeters each year as the Indo-Australian plate continues moving northward into and under the Eurasian plate. The peak of Mount Everest has three somewhat flat sides; it is said to be shaped like a three-sided pyramid. Glaciers and ice cover the sides of the mountain. In July, temperatures can get as high as nearly zero degrees Fahrenheit (about -18 degrees Celsius). In January, temperatures drop to as low as -76 degrees F (-60 degrees C). Names of the Mountain Local names for Mount Everest include Chomolungma in Tibetan (which means Goddess mother of the world) and Sagarmatha (which means Ocean mother) in Sanskrit. Indian surveyor Radhanath Sikdar, part of the British-led Survey of India, determined in 1852 that Mount Everest was the tallest mountain in the world and established an initial elevation of 29,000 feet. The mountain  was known as Peak XV by the British until 1865 when it  was named after Sir George Everest, who served as the Surveyor General of India from 1830 to 1843.   Expeditions to the Top of Mount Everest Despite the extreme cold, hurricane-force winds, and low oxygen levels (about one-third of the oxygen in the atmosphere as at sea level), climbers seek to successfully climb Mount Everest every year. Since the first historic climb of New Zealander Edmund Hillary and Nepalese Tenzing Norgay in 1953, more than 2000 people have successfully climbed Mount Everest. Unfortunately, due to the hazards and rigors of climbing such a dangerous mountain, over 200 have died attempting to climb—making the death rate for Mount Everest climbers about 1 in 10. Nonetheless, in the late spring or summer months (the climbing season), there can be tens of climbers attempting to reach the peak of Mount Everest each day. The cost to climb Mount Everest is substantial. The permit from the government of Nepal can run from $10,000 to $25,000 per person, depending on the number in a group of climbers. Add to that equipment, Sherpa guides, additional permits, helicopters, and other essentials, and the cost per person can be well over $65,000. 1999 Elevation of Mount Everest In 1999, climbers using GPS (Global Positioning System) equipment determined a new height for Mount Everest: 29,035 feet above sea level, seven feet (2.1 meters) above the previously accepted height of 29,028 feet. The climb to determine the accurate height was co-sponsored by the National Geographic Society and Bostons Museum of Science. This new height 0f 29,035 feet was immediately and widely accepted. Mount Everest vs. Mauna Kea While Mount Everest can claim the record for the highest point above sea level, the tallest mountain on earth from the base of the mountain to the peak of the mountain is, in fact, Mauna Kea in Hawaii. Mauna Kea is 33,480 feet (10,204 meters) high from the base (at the bottom of the Pacific Ocean) to peak. However, it only rises to 13,796 feet (4205 meters) above sea level. Regardless of this competition, Mount Everest will always be famous for its extreme height that reaches nearly five and a half miles (8.85 km) into the sky.

Digital Fortress Chapter 5 Free Essays

â€Å"Where is everyone?† Susan wondered as she crossed the deserted Crypto floor. Some emergency. Although most NSA departments were fully staffed seven days a week, Crypto was generally quiet on Saturdays. We will write a custom essay sample on Digital Fortress Chapter 5 or any similar topic only for you Order Now Cryptographic mathematicians were by nature high-strung workaholics, and there existed an unwritten rule that they take Saturdays off except in emergencies. Code-breakers were too valuable a commodity at the NSA to risk losing them to burnout. As Susan traversed the floor, TRANSLTR loomed to her right. The sound of the generators eight stories below sounded oddly ominous today. Susan never liked being in Crypto during off hours. It was like being trapped alone in a cage with some grand, futuristic beast. She quickly made her way toward the commander’s office. Strathmore’s glass-walled workstation, nicknamed â€Å"the fishbowl† for its appearance when the drapes were open, stood high atop a set of catwalk stairs on the back wall of Crypto. As Susan climbed the grated steps, she gazed upward at Strathmore’s thick, oak door. It bore the NSA seal-a bald eagle fiercely clutching an ancient skeleton key. Behind that door sat one of the greatest men she’d ever met. Commander Strathmore, the fifty-six-year-old deputy director of operations, was like a father to Susan. He was the one who’d hired her, and he was the one who’d made the NSA her home. When Susan joined the NSA over a decade ago, Strathmore was heading the Crypto Development Division-a training ground for new cryptographers-new male cryptographers. Although Strathmore never tolerated the hazing of anyone, he was especially protective of his sole female staff member. When accused of favoritism, he simply replied with the truth: Susan Fletcher was one of the brightest young recruits he’d ever seen, and he had no intention of losing her to sexual harassment. One of the cryptographers foolishly decided to test Strathmore’s resolve. One morning during her first year, Susan dropped by the new cryptographers’ lounge to get some paperwork. As she left, she noticed a picture of herself on the bulletin board. She almost fainted in embarrassment. There she was, reclining on a bed and wearing only panties. As it turned out, one of the cryptographers had digitally scanned a photo from a pornographic magazine and edited Susan’s head onto someone else’s body. The effect had been quite convincing. Unfortunately for the cryptographer responsible, Commander Strathmore did not find the stunt even remotely amusing. Two hours later, a landmark memo went out: EMPLOYEE CARL AUSTIN TERMINATED FOR INAPPROPRIATE CONDUCT. From that day on, nobody messed with her; Susan Fletcher was Commander Strathmore’s golden girl. But Strathmore’s young cryptographers were not the only ones who learned to respect him; early in his career Strathmore made his presence known to his superiors by proposing a number of unorthodox and highly successful intelligence operations. As he moved up the ranks, Trevor Strathmore became known for his cogent, reductive analyses of highly complex situations. He seemed to have an uncanny ability to see past the moral perplexities surrounding the NSA’s difficult decisions and to act without remorse in the interest of the common good. There was no doubt in anyone’s mind that Strathmore loved his country. He was known to his colleagues as a patriot and a visionary†¦ a decent man in a world of lies. In the years since Susan’s arrival at the NSA, Strathmore had skyrocketed from head of Crypto Development to second-in-command of the entire NSA. Now only one man outranked Commander Strathmore there-Director Leland Fontaine, the mythical overlord of the Puzzle Palace-never seen, occasionally heard, and eternally feared. He and Strathmore seldom saw eye to eye, and when they met, it was like the clash of the titans. Fontaine was a giant among giants, but Strathmore didn’t seem to care. He argued his ideas to the director with all the restraint of an impassioned boxer. Not even the President of the United States dared challenge Fontaine the way Strathmore did. One needed political immunity to do that-or, in Strathmore’s case, political indifference. Susan arrived at the top of the stairs. Before she could knock, Strathmore’s electronic door lock buzzed. The door swung open, and the commander waved her in. â€Å"Thanks for coming, Susan. I owe you one.† â€Å"Not at all.† She smiled as she sat opposite his desk. Strathmore was a rangy, thick-fleshed man whose muted features somehow disguised his hard-nosed efficiency and demand for perfection. His gray eyes usually suggested a confidence and discretion born from experience, but today they looked wild and unsettled. â€Å"You look beat,† Susan said. â€Å"I’ve been better.† Strathmore sighed. I’ll say, she thought. Strathmore looked as bad as Susan had ever seen him. His thinning gray hair was disheveled, and even in the room’s crisp air-conditioning, his forehead was beaded with sweat. He looked like he’d slept in his suit. He was sitting behind a modern desk with two recessed keypads and a computer monitor at one end. It was strewn with computer printouts and looked like some sort of alien cockpit propped there in the center of his curtained chamber. â€Å"Tough week?† she inquired. Strathmore shrugged. â€Å"The usual. The EFF’s all over me about civilian privacy rights again.† Susan chuckled. The EFF, or Electronics Frontier Foundation, was a worldwide coalition of computer users who had founded a powerful civil liberties coalition aimed at supporting free speech on-line and educating others to the realities and dangers of living in an electronic world. They were constantly lobbying against what they called â€Å"the Orwellian eavesdropping capabilities of government agencies†-particularly the NSA. The EFF was a perpetual thorn in Strathmore’s side. â€Å"Sounds like business as usual,† she said. â€Å"So what’s this big emergency you got me out of the tub for?† Strathmore sat a moment, absently fingering the computer trackball embedded in his desktop. After a long silence, he caught Susan’s gaze and held it. â€Å"What’s the longest you’ve ever seen TRANSLTR take to break a code?† The question caught Susan entirely off guard. It seemed meaningless. This is what he called me in for? â€Å"Well†¦Ã¢â‚¬  She hesitated. â€Å"We hit a COMINT intercept a few months ago that took about an hour, but it had a ridiculously long key-ten thousand bits or something like that.† Strathmore grunted. â€Å"An hour, huh? What about some of the boundary probes we’ve run?† Susan shrugged. â€Å"Well, if you include diagnostics, it’s obviously longer.† â€Å"How much longer?† Susan couldn’t imagine what Strathmore was getting at. â€Å"Well, sir, I tried an algorithm last March with a segmented million-bit key. Illegal looping functions, cellular automata, the works. TRANSLTR still broke it.† â€Å"How long?† â€Å"Three hours.† Strathmore arched his eyebrows. â€Å"Three hours? That long?† Susan frowned, mildly offended. Her job for the last three years had been to fine-tune the most secret computer in the world; most of the programming that made TRANSLTR so fast was hers. A million-bit key was hardly a realistic scenario. â€Å"Okay,† Strathmore said. â€Å"So even in extreme conditions, the longest a code has ever survived inside TRANSLTR is about three hours?† Susan nodded. â€Å"Yeah. More or less.† Strathmore paused as if afraid to say something he might regret. Finally he looked up. â€Å"TRANSLTR’s hit something†¦Ã¢â‚¬  He stopped. Susan waited. â€Å"More than three hours?† Strathmore nodded. She looked unconcerned. â€Å"A new diagnostic? Something from the Sys-Sec Department?† Strathmore shook his head. â€Å"It’s an outside file.† Susan waited for the punch line, but it never came. â€Å"An outside file? You’re joking, right?† â€Å"I wish. I queued it last night around eleven thirty. It hasn’t broken yet.† Susan’s jaw dropped. She looked at her watch and then back at Strathmore. â€Å"It’s still going? Over fifteen hours?† Strathmore leaned forward and rotated his monitor toward Susan. The screen was black except for a small, yellow text box blinking in the middle. TIME ELAPSED: 15:09:33 AWAITING KEY: ________ Susan stared in amazement. It appeared TRANSLTR had been working on one code for over fifteen hours. She knew the computer’s processors auditioned thirty million keys per second-one hundred billion per hour. If TRANSLTR was still counting, that meant the key had to be enormous-over ten billion digits long. It was absolute insanity. â€Å"It’s impossible!† she declared. â€Å"Have you checked for error flags? Maybe TRANSLTR hit a glitch and-â€Å" â€Å"The run’s clean.† â€Å"But the pass-key must be huge!† Strathmore shook his head. â€Å"Standard commercial algorithm. I’m guessing a sixty-four-bit key.† Mystified, Susan looked out the window at TRANSLTR below. She knew from experience that it could locate a sixty-four-bit key in under ten minutes. â€Å"There’s got to be some explanation.† Strathmore nodded. â€Å"There is. You’re not going to like it.† Susan looked uneasy. â€Å"Is TRANSLTR malfunctioning?† â€Å"TRANSLTR’s fine.† â€Å"Have we got a virus?† Strathmore shook his head. â€Å"No virus. Just hear me out.† Susan was flabbergasted. TRANSLTR had never hit a code it couldn’t break in under an hour. Usually the cleartext was delivered to Strathmore’s printout module within minutes. She glanced at the high-speed printer behind his desk. It was empty. â€Å"Susan,† Strathmore said quietly. â€Å"This is going to be hard to accept at first, but just listen a minute.† He chewed his lip. â€Å"This code that TRANSLTR’s working on-it’s unique. It’s like nothing we’ve ever seen before.† Strathmore paused, as if the words were hard for him to say. â€Å"This code is unbreakable.† Susan stared at him and almost laughed. Unbreakable? What was THAT supposed to mean? There was no such thing as an unbreakable code-some took longer than others, but every code was breakable. It was mathematically guaranteed that sooner or later TRANSLTR would guess the right key. â€Å"I beg your pardon?† â€Å"The code’s unbreakable,† he repeated flatly. Unbreakable? Susan couldn’t believe the word had been uttered by a man with twenty-seven years of code analysis experience. â€Å"Unbreakable, sir?† she said uneasily. â€Å"What about the Bergofsky Principle?† Susan had learned about the Bergofsky Principle early in her career. It was a cornerstone of brute-force technology. It was also Strathmore’s inspiration for building TRANSLTR. The principle clearly stated that if a computer tried enough keys, it was mathematically guaranteed to find the right one. A code’s security was not that its pass-key was unfindable but rather that most people didn’t have the time or equipment to try. Strathmore shook his head. â€Å"This code’s different.† â€Å"Different?† Susan eyed him askance. An unbreakable code is a mathematical impossibility! He knows that! Strathmore ran a hand across his sweaty scalp. â€Å"This code is the product of a brand-new encryption algorithm-one we’ve never seen before.† Now Susan was even more doubtful. Encryption algorithms were just mathematical formulas, recipes for scrambling text into code. Mathematicians and programmers created new algorithms every day. There were hundreds of them on the market-PGP, Diffie-Hellman, ZIP, IDEA, El Gamal. TRANSLTR broke all of their codes every day, no problem. To TRANSLTR all codes looked identical, regardless of which algorithm wrote them. â€Å"I don’t understand,† she argued. â€Å"We’re not talking about reverse-engineering some complex function, we’re talking brute force. PGP, Lucifer, DSA-it doesn’t matter. The algorithm generates a key it thinks is secure, and TRANSLTR keeps guessing until it finds it.† Strathmore’s reply had the controlled patience of a good teacher. â€Å"Yes, Susan, TRANSLTR will always find the key-even if it’s huge.† He paused a long moment. â€Å"Unless†¦Ã¢â‚¬  Susan wanted to speak, but it was clear Strathmore was about to drop his bomb. Unless what? â€Å"Unless the computer doesn’t know when it’s broken the code.† Susan almost fell out of her chair. â€Å"What!† â€Å"Unless the computer guesses the correct key but just keeps guessing because it doesn’t realize it found the right key.† Strathmore looked bleak. â€Å"I think this algorithm has got a rotating cleartext.† Susan gaped. The notion of a rotating cleartext function was first put forth in an obscure, 1987 paper by a Hungarian mathematician, Josef Harne. Because brute-force computers broke codes by examining cleartext for identifiable word patterns, Harne proposed an encryption algorithm that, in addition to encrypting, shifted decrypted cleartext over a time variant. In theory, the perpetual mutation would ensure that the attacking computer would never locate recognizable word patterns and thus never know when it had found the proper key. The concept was somewhat like the idea of colonizing Mars-fathomable on an intellectual level, but, at present, well beyond human ability. â€Å"Where did you get this thing?† she demanded. The commander’s response was slow. â€Å"A public sector programmer wrote it.† â€Å"What?† Susan collapsed back in her chair. â€Å"We’ve got the best programmers in the world downstairs! All of us working together have never even come close to writing a rotating cleartext function. Are you trying to tell me some punk with a PC figured out how to do it?† Strathmore lowered his voice in an apparent effort to calm her. â€Å"I wouldn’t call this guy a punk.† Susan wasn’t listening. She was convinced there had to be some other explanation: A glitch. A virus. Anything was more likely than an unbreakable code. Strathmore eyed her sternly. â€Å"One of the most brilliant cryptographic minds of all time wrote this algorithm.† Susan was more doubtful than ever; the most brilliant cryptographic minds of all time were in her department, and she certainly would have heard about an algorithm like this. â€Å"Who?† she demanded. â€Å"I’m sure you can guess.† Strathmore said. â€Å"He’s not too fond of the NSA.† â€Å"Well, that narrows it down!† she snapped sarcastically. â€Å"He worked on the TRANSLTR project. He broke the rules. Almost caused an intelligence nightmare. I deported him.† Susan’s face was blank only an instant before going white. â€Å"Oh my God†¦Ã¢â‚¬  Strathmore nodded. â€Å"He’s been bragging all year about his work on a brute-force-resistant algorithm.† â€Å"B-but†¦Ã¢â‚¬  Susan stammered. â€Å"I thought he was bluffing. He actually did it?† â€Å"He did. The ultimate unbreakable code-writer.† Susan was silent a long moment. â€Å"But†¦ that means†¦Ã¢â‚¬  Strathmore looked her dead in the eye. â€Å"Yes. Ensei Tankado just made TRANSLTR obsolete.† How to cite Digital Fortress Chapter 5, Essay examples

Toxicology Occupational Health & Hygiene-Free-Samples for Students

Question: Discuss about the Toxicology Occupational Health and Hygiene. Answer: Introduction: Multinational companies often send employees abroad to introduce their products and services in new markets. This not only provides new opportunities to employees, but also exposes them to security and health related risk as a result of working in unfamiliar conditions. The need for global security in organization has risen because of business interruption and health and safety issues experienced by employees due to natural disasters and terrorism acts (Leggat and Zuckerman 2015). Hence, it is the legal and moral obligation of organization to safeguard workers, who travel overseas in addition to protecting physical asset of organization. However, the current issue is that many employers are sending employees abroad without evaluation of risk and consideration about critical resource for travelers. This endangers employee and exposes organization to legal consequences too (Many Firms Fail to Protect Workers Traveling, Living Abroad 2017). As a Health and Safety Manager for an organization with 1000 staff, the review of the organizational policies and procedures has revealed that the organization do not provide adequate protection to their employees who travel overseas. As staffs who travel worldwide for meeting and conference have diverse gender and travel experience, it is necessary they follow appropriate procedures of health and safety in international travel. Hence, this report provides evidence and discussion regarding the importance of following legislation for health and safety for overseas travel to protects employees and the steps that needs to be considered for putting appropriate procedure in place. Discussion on health and safety surrounding international travel: Legislation related to health and safety for employees going overseas for work From the legal perspective, it is important that organization consider the risk and workplace safety for employees going abroad for work. This is because the Singapore Duty of Care legislation imposes a duty of care on the employer towards their employees. This has come up from common laws such as Employment Act and Workplace Safety and Health Act (WHSA) that looks after employment and welfare issues of employees. The Duty of Care policy imposed a legal obligation for employers to take reasonable steps to ensure health and safety of employees who need to travel on work. The WSHA encompasses a liability regime on employers which is summarizes as follows: To proactively identify and eliminate risk and hazards at workplace. To maintain minimum health and safety standards at workplace To eliminate foreseeable risk to employees while on work related duties (The Singapore Employers Duty of Care on Workplace Safety Health when Employees Travel 2017). This legislation can also be applied for employees who travel overseas for work because definition of workplace in the Act means any premise where an employee is at work. Hence, this reasoning makes it clear that an employers responsibility towards employee extends beyond the primary work place. Therefore, as a Health and Safety Manager for an organization, it is the duty to ensure that employees travelling overseas are also adequately protected with safe and reasonable procedures. The action of little exposure of employees to risk might result in civil claims for the organization due to breach of legislative duty as an employer. Hence, to avoid criminal liability and avoid the need for compensating employees for risk according to the Work Injury Compensation Act, it is necessary to establish effective procedures for Health and Safety in relation to international travel (Hood et al. 2016). Identification of risk surrounding lack of protection of employee going overseas The above explanation on legal implications for employees presents the risk and legal liability for workers if they do not consider the health and safety of workers who travel abroad for work. However, it is most important to prevent risk to workers when they travel in unfamiliar countries. Some of the risk that a worker may get exposed without reasonable safety procedures in organizations includes the following: Health risk: Health risk is top most challenges and concern for employees travelling overseas. According to the CDC report, for every 1 lakh employees travelling abroad, about fifty thousand of them are experiencing some form of health issues. Another unfortunate finding is that only 10% of international business travelers received pre-travel health care. Employees are most likely to be exposed to outbreak of disease in host countries. This may include severe diseases like Hepatitis A, avian flu, Influenza virus, Ebola and Zika virus to common ailments such as gastric disorders. The risk may vary for individuals according to location of the country. Due to this cost, the cost spent on treatment and prevention of disease increases and the goal of international visit is defeated (CDC Traveler's Health 2017). Lack of awareness about culture priorities, local laws and language of the area: Serious communications issues and other consequences is also faced by workers when they are ignorant of foreign laws and cultural preference in the country. Lack of knowledge about appropriate dress or eating habits might trigger hostility in foreign country. Employees must also have basis knowledge about language and common gestures. If they are not trained in this area, they are bound to face many issues while on international visits. This might disrupt simple task of buying food to moving around in the city too (People Management Magazine Online 2017). Exposure to risk from crime, political instability and civil unrest and terrorism: Political unrest might be a serious hazard for workers travelling to unfamiliar countries. The exposure may be high when business operates in high risk locations. The level of difficulties for employees may range from travel disruptions to personal safety risk due to violence and conflicts. Apart from this, travelers might also be exposed to crimes and assaults, which might lead to compensatory implications for organization. Recently, terrorism has also started affecting travelers and workers (Smith 2014). Methods to put up procedure into place for safety of employees travelling abroad Considering the risk to employees and employers in the absence of appropriate procedure for management of international travel, it will be essential to establish a systematic procedure in the organization. A detailed and comprehensive plan will ensure well-being of employees during international visits and conference. Apart from the initial step of analyzing the risk in specific country of visit, monitoring workers while they travel globally will also be important. This is dependent not just on development of extensive plan, but also on arranging infrastructure to maintain safety of travelers. The success and compliance to duty of care will also depend on sharing the goal of safety and well-being for employees with HR professional and other stakeholders such as staffs involved in risk management and travel and security issues. This stepwise process indicate that the safety and health management of employees initiates when the culture of organization recognize the well-being of employ ee. This will ensure minimum standards of safety are maintained for all employees at work (Smith 2014). In accordance with the above plan of setting procedure for health and safety of workers travelling abroad, the systematic process that can be followed in the organization includes the following: Risk assessment: The first responsibility for organization will be to establish a documented process of identifies all categories of hazards for employees and accordingly implementing risk control for all those measures. This stage will require the contribution of work health and safety professionals and middle manager with expertise on international travel management. They will play the key role in preparing backup plan and controls for mitigating the risk. Other responsibilities of this staff will include preparing hazard checklist and manuals for employees going to particular countries and distributing them to employees scheduled for a visit in particular location (Leder et al. 2015). The responsibility will not end after the workers have gone, tracking employees while they are overseas will also be important. Infrastructure support will be needed for this endeavor and investment in database tracking system give help to collect information, send, and receive hazards alerts. In add ition, to maximize protection and communication with employees while they are working abroad, employers can also set up a 24 hour helpline for guidance on required action during unanticipated events (Harvey 2013). Strategies to eliminate risk to employees before going on foreign visits: To prevent the risk of contracting disease among employees while on international tour, it will be necessary for the organization to ensure that employees trained and prepared adequately before travelling. This training will give information to employees about general weather, local laws and policies and procedures of the visiting organization (Costa et al., 2015). Secondly, all arrangements will be made to provide access to medical support and adequate health care for them while travelling. The Health and Safety Manager of the organization will also have the responsibility to implement preventive measures in organization before travelling. This will include providing first aid kits and health cared to employees and arranging immunization or vaccination programs in the organization. This systematic method of immunization and health related safety of workers will be achieved by collaboration with international h ealth care providers abroad so that workers do not face difficulty in seeking medical service abroad (Harvey 2013). To address the issue of risk to employees from violence and political unrest in foreign countries, organizations can prepare for it beforehand. This starts from the initial process of assessing potential risk in business locations that employees are scheduled to visit and comparing them with the profile of the employee. This is important because an employee who has visited the same country for business purpose before may be conversant with the local norms and process to control risk, however a novice may not be conversant with the way to deal with it (Mkel et al. 2015). Therefore, it should be made a priority to provide all necessary information and security related advice to employees for living in a foreign country and making them aware of ways to avoid risk. If a company has enough financial resource, they must also provide housing with adequate security support. Another precaution that employees should take is that they must not carry things of monetary values with them during ov erseas visit (Mkel et al. 2015). Tracking and assisting employees while they are on international visit: Business organizations sending their employees abroad must establish a systematic process in place for tracking and assisting employees to monitor and communicate at any time. Tracking systems enable constant monitoring of employees during travels. A travel app on employees personal device might also help to monitor risk (Brown 2017). However, one ethical that might arise with this system is that many employees disregard them as they invade their privacy. However, this step can be eliminated if employees understand their responsibility too and comply with all the organizational procedure during travel and checking in with headquarters. Conclusion: The report presented the legal obligations of employers according to the Duty of Care to protect employees who travel internationally for work. According to this legal framework laid down by the Employment Act and WHSA Act, it has become a legal and moral obligation to provide health and safety to employees even when they are abroad. This is also necessary because unfamiliar environment in foreign countries and lack of knowledge regarding local norms and law exposes employee to many risk. Some of the risk discussed in the report includes health risk, security related risk from political unrest and violence in foreign countries and hostility issues due to language and cultural difference. As health organization with 1000 employees lacked the process to protect employees going on international visit, the report presented a stepwise systematic procedure to implement Health and Safety process surrounding international travel in organization. This initiates from the risk assessment proces s to elimination of risk before by means of training and guidance followed by tracking employees when they have left for the foreign country. The above mentioned plan is just a structural framework according to which an organization can set up procedure for Health and Safety, however it is recommended to change the duty of care programs according to location of travel, place of work, types of employees and organizational culture. Reference Brown, T., Anthony, J.J., Chalfant, S., Gingrave, M. and Vines, B., Hartford Fire Insurance Company, 2017.Safety evaluation and feedback system and method. U.S. Patent 9,563,919. CDC Traveler's Health. 2017. Cdcfoundation.org. [online] Available at: https://www.cdcfoundation.org/businesspulse/travelers-health-infographic [Accessed 14 Jun. 2017]. Centers for Disease Control and Prevention. 2013.CDC Health Information for International Travel 2014: The Yellow Book. Oxford University Press. Costa, M., Oberholzer-Riss, M., Hatz, C., Steffen, R., Puhan, M. and Schlagenhauf, P., 2015. Pre-travel health advice guidelines for humanitarian workers: A systematic review.Travel medicine and infectious disease,13(6), pp.449-465. Harvey, B. 2013, "Safety While Working Abroad",Professional Safety,vol. 58, no. 12, pp. 20. Hood, J., Hardy Jr, B. and Simpson, L., 2016.Workers' compensation and employee protection laws in a nutshell. West Academic. Leder, K., Steffen, R., Cramer, J.P. and Greenaway, C., 2015. Risk assessment in Travel medicine: how to obtain, interpret, and use risk data for informing pre?travel advice.Journal of travel medicine,22(1), pp.13-20. Leggat, P.A. and Zuckerman, J.N., 2015. Pre?travel health risk assessment. InEssential Travel Medicine(pp. 23-34). John Wiley Sons, Ltd. Mkel, L., De Cieri, H. and Mockaitis, A., 2015. International Business Traveler, Is Work Always on Your Mind? An Investigation of the Relationship Between Sources of Social Support and Satisfaction with Work-Related International Travel: The Moderating Role of Over-Commitment. InWork and Family Interface in the International Career Context(pp. 181-195). Springer International Publishing. Mkel, L., Kinnunen, U. and Suutari, V., 2015. Work?To?Life Conflict and Enrichment Among International Business Travelers: The Role of International Career Orientation.Human Resource Management,54(3), pp.517-531. Many Firms Fail to Protect Workers Traveling, Living Abroad. 2017.SHRM. Retrieved 14 June 2017, from https://www.shrm.org/resourcesandtools/hr-topics/risk-management/pages/protect-expat-workers-overseas.aspx Smith, E.N., 2014.Workplace Security Essentials: A Guide for Helping Organizations Create Safe Work Environments. Elsevier. The Singapore Employers Duty of Care on Workplace Safety Health when Employees Travel. 2017. [online] www.internationalosfoundation.org. Available at: https://file:///C:/Users/admin/Downloads/Singapore%20Employers%20Duty%20Of%20Care%20%20a%20summary.pdf [Accessed 14 Jun. 2017]. Top five risks for employees travelling overseas - People Management Magazine Online. 2017. Www2.cipd.co.uk. [online] Available at: https://www2.cipd.co.uk/pm/peoplemanagement/b/weblog/archive/2016/08/05/top-five-risks-for-employees-travelling-overseas.aspx [Accessed 14 Jun. 2017].