USSR vs Russia

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For half a century two of the world's greatest superpowers, the United States and the Soviet Union, were locked in bitter rivalry, which became known as the Cold War. When the Cold War was over, the Soviet Union no longer existed, even though the war never turned hot. What emerged were several republics broken apart, the main being Russia, to form independent states. Therefore we will examine the cause of the collapse of the Soviet Union, and compare it with the current Russian state.

The Soviet Union was a Federal system on paper, made of republics that supposedly joined voluntarily. There was a Politburo, twelve to fifteen members with another five to six nonvoting candidate members, which acted like a cabinet in a parliamentary system. Also, there was the Secretariat, twenty-five members who oversaw the work of the entire party. The General Secretary served as both the head of the Secretariat and chair of the Politburo, equivalent to a Prime Minister. This made up the main pieces of the formal government.

The functioning of the government in reality was much different. The party controlled everything inside the government and also much in the personal lives of the people. Positions inside the party were filled by the Nomenklatura, a list of names of those determined by the party hierarchy to be able to fulfill certain positions. The totalitarian nature of the party provided for a command economy, one where the government decides what goods and services will be produced, how much will be produced, and the cost.

When Gorbachev came to power he knew that the Soviet Union needed to change. Gorbachev was, "convinced that they could not breathe new life into Soviet institutions without changing the country's political culture." (Hauss 65) Therefore, according to Gorbachev, in order to reform the economy, they must first reform the political system. This reform of the political system was known as Glasnost.

Cheap University Papers on USSR vs Russia

Glasnost was intended by Gorbachev to bring about a Western-style political culture by giving the people more freedoms and bigger say in what took place in the government. This was the main focus of Gorbachev so that he could lay the foundation for further reforms in other aspects of the Soviet system. However Glasnost backfired for Gorbachev because the people vented their frustrations caused by the government, rather than feel better about it. Added to this the fact that most people felt that economic reforms were taking place too slowly, and very few people approved of the job Gorbachev was doing.

Perestroika, total restructuring of the economy, is what Gorbachev felt was needed to revitalize the Soviet economy. Gorbachev was able to bring about a few initiatives in his attempt at perestroika including introducing market mechanisms, privatizing certain small businesses, agricultural reforms, and easing restrictions on foreign firms. However, these attempts at economic reform were too little too late.

With the loosening of the government's control over the people and a more educated population, the unrest became too much. On August 1, 11 eight hard-liners, which were concerned over the decaying power of the party, executed a coup attempt. The coup failed, but the union was not restored. Thus, the political pressures unleashed by Gorbachev's Glasnost were too much and caused the collapse of the Soviet Union. The collapse of the Soviet Union brought the birth of the Russian Federation.

Russia is new country, very different from the Soviet Union. Russia has made real attempts at establishing a true democracy with a parliamentary form of government. There are two houses that make up the parliament, the Federation Council, and the State Duma. Most of the power however lies with the president and the executive branch, but the power is much more dispersed than compared with the Soviet Union.

One problem that the new Russia has faced is that many of the same Soviet officials run the bureaucracy today simply because there is no one else qualified to do so. This feeds into the political culture in Russia, where the people do not have much trust for authorities because of seventy years of oppression. Although there is now a choice between political parties in Russia, open and voluntary political participation is a new phenomenon for the people.

Though there has been a long history of oppressive rule in that part of the world, there is hope for the new Russia. With a foundation of democracy in place, there is reason to believe that Russia will have a better outcome than the Soviet Union. I believe that as Russia's economy grows, so to will the spirit and principles of democracy. The quirks will be worked out, and the people of Russia will lead themselves to a great future.

Works Cited

Hauss, Charles. Comparative Politics; Domestic Responses to Global Challenges 4th ed. Wadsworth/Thomson Learning Belmont, CA 00

Parenthetical citations (Hauss 65)

USSR

Head of stateGeneral Secretary

Head of governmentGeneral Secretary

Political cultureDeclining view of governments legitimacy in late 80's

Political partiesCommunist Party of Soviet Union had all control

Russia

Head of statePresident

Head of governmentPresident

Political cultureDistrust for people of authority

Political partiesVarying parties, no major continuous parties

Works Cited

Hauss, Charles. Comparative Politics; Domestic Responses to Global Challenges 4th ed. Wadsworth/Thomson Learning Belmont, CA 00

Parenthetical citations (Hauss 65)

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Total quality management in secondary school

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OVERVIEW OF Barataria Secondary Comprehensive School (BSCS)

vA public secondary comprehensive school.

vManaged by the Ministry of Education.

vEnrollment 1500 students

vStaff Teaching 100 teachers.

Administrative Principal, Vice-Principal, 7 Deans, 7 HODs, 1Bursar

Auxiliary Staff persons (Clerical Staff 8; Lab Assistants & Workshopattendants 15

vNo of Departments 7 (Business Studies, Maths & Science, Languages, History, Mechanical, Electrical, Drafting, Building Craft.

vNo. of Classrooms 45

vTypes of Programmes Ordinary & Advanced Levels

vNo. of Subject Clusters 15

Group A General Studies, Accounts, Science, Typewriting, General Electricity

Group B Music, Visual Arts, Food & Nutrition, Woodwork, Mechanical Craft, Technical Drawing.

Group B Dressmaking, Tailoring, Metalwork, Building Craft, Beauty Culture.

Insert Org str

STATEMENT OF THE PROBLEM AND KEY ISSUES

DIAGNOSIS List of Competing Problems

Process Problems

Structural and Systemic Ministry of Education. The absence of a strategic focus, pro-active modus operandi, inefficient and ineffective processes.

-BSCS lack of an official management structure.

-lack of clinical supervision of staff

-lack of professional development opportunities

-

Recruitment and Selection No training in pedagogy is required.

This results in poor classroom instruction.

Curriculum that is not learner-centered nor tailored to the needs of a changing society.

Lack of programmes to facilitate the teaching / learning process. (Orientation, extra and co-curricula)

Lack of involvement and coordination between the key stakeholders.

Data Collection

Culture of lethargy

Financial Lack of adequate funding for purchase of resources and other supplies not to mention a descent infrastructure (leaky roofs).

Inadequate compensation packages for teachers

Symptomatic problems

·Demotivated teachers

·Overworked teachers

·Absenteeism and Unpunctuality

·Crowed classrooms

·Poor academic performance

·Delinquent Behaviour

Mission Statement of BSCS

"To provide quality education to students of varying abilities, to enhance personal development, to prepare them for the world of work, further education, good citizenship and to enable them to adapt to the needs of a changing environment."

How can this mission be accomplished?

The following statement holds true "It is virtually impossible for any organization to successfully accomplish its mission without the effective management of operations".

Some of the key operations management (OM) areas applicable to my organization are as follows

·Service Design As a school its incumbent to design and deliver educational programs with outstanding quality and inherent customer value.

·Process Design The Ms of men, materials and machines must be in the right place at the right time.

·Layout This can be applied to the actual allocation of groups to specific classrooms. For example Would you place a Form 6 class adjacent to a Form1 Class?

How can I layout my classroom for effective delivery? Would a circular /semi-circular format be more appropriate than the traditional linear style?

·Scheduling What criteria am I going to use to allocate staff members to classes?

Am I going to assign the new teachers to the most difficult classes? Can I design the time- table to facilitate team teaching?

·Quality is a feature that should permeate all aspects of the school operations.

As such, the management of operations is just as important to this service oriented, not-for-profit organizations as it is for a manufacturing, profit-based firm.

One thing is for certain, the school and for that matter the education system as a whole is plagued with numerous problems. Its definitely is difficult to decide where to start, however it is critical that all stakeholders be involved so that there is 'buy in' of the paradigm shift. However as an educational institution, one cannot sit back and wait for change to occur, one has to make that change a reality, thus as a school we have to look within and devise solutions to existing problems. Of course, that does not discount the fact that we have to lobby the Ministry, so that they can also start thinking 'out of the box'.

Key Processes to be Improved

Curriculum Development

Problems

§Too long a time frame before curriculum updated.

§Little input from people involved in the process - subject teachers.

§Produces an output that can be irrelevant to the environment in which it operates

§Inadequate numbers involved in the process at any time due to time and space constraints

§Little or no input from bodies particularly corporate bodies that are external to the school system.

Recommendations

§Liaise with Curriculum Officers at the Learning Resource Center at Couva in order to adapt the subjects to the changing market needs.

§Source input data from all the key stakeholders.

Curriculum Delivery

Problems

ØLack of synergies between various schools and even between teachers within the same school in order for there to be excellence in delivery.

New teachers are left on their own to either 'sink or swim'.

Staff Development

Objectives To ensure that all member are professionally competent in order to deliver a quality programmes to students.

Programmes to be implemented

ØInduction programmes for new staff members

ØMentoring programmes so that new entrants into the profession can benefit from the expertise of existing successful teachers.

ØInstitute a Team Based approach for delivery of the content of the syllabus. According to Professor Miller 'The teaching profession is highly individualistic vs. team-based'. Teachers within a department need to get together and share ideas and strategies on the most creative ways to impart the information to the students. For example would a project approach be more appropriate for specific topics? I am forced to quote from another excellent article by Professor Miller 'Use a variety of pedagogical tools to maximize the involvement of the class in the learning process. The use of role plays, videos, group projects, presentations, research exercises, class discussions, real-life cases, on-the-job assignments, and term papers will greatly enhance a students ability not only to manifest their intellect, but also to better function in society.'

Teachers need to remember a simple credo that I try my utmost best to apply "Proper prior planning prevents poor performance."

For example research indicates that in Japan a teacher does not teach for more than three hours per day. The remaining time is spent preparing for the lessons. This is indeed critical in order to avoid unprepared teacher entering the classroom, resulting in 'breaking down' instead of 'building up' of the students. Teacher needs to be masters of the subject area in which they are tutoring. This is a big issue, especially since in many instances, this is not the case. This results in the delivery of a lesson that lacks depth, far less for it even being interesting or creative for the students.

ØNetworking This collaborative approach can be extended to include schools within a particular district. For example, in the GCE Advance Level Business Studies subject which I teach, there are 7 key areas Business and the Environment, People in Organizations, Marketing, Production, Finance, Accounts and Information for Decision-Making, as you will well appreciate its extremely difficult for an individual teacher to design approximately 400 quality lesson plans to cover the entire syllabus. Hence, if there is division of labour and specialization simple concepts promugulated by Adam Smith some 400 years ago, I'm sure everyone would benefit, most of all the students. Teachers really need to work smarter, not harder.

ØIntroduction of new technologies equipment, labs, workshops.

Over the past few years several Caribbean countries have been undertaking education reform exercises geared at preparing their citizens for the 1st century and competition in the global workplace. The main characteristics of the process include curriculum reform, changes to the teaching methodology and assessment processes, with technology serving as a catalyst for change.

In an article entitled 'The impact of technology on the Teaching-Learning process in the Caribbean Experiences from Barbados and Jamaica', the writer believes that there should be a focus on Integrated Learning Systems- i.e. the use of computer aided instruction and the use of technology in the development of cognitive and higher-level skills by students and the associated strategies to promote a more constructivist (child-centered) vs. instructionist (teacher-centered) approach to education. Technology certainly has a tremendous capacity to change the entire culture of a school and hence the modus operandi of teaching and learning.

In line with the 'work smarter not harder' philosophy, indeed the use of multi-media projectors, will definitely enrich teacher delivery and reduce the planning workload. At present, teachers are required to prepare daily notes of lessons, barring annual syllabus reviews, these same plans can be easily adjusted electronically to suit the particular class, instead of having to manually re-write more or less the same information over and over. This will go a long way in reducing or even preventing teacher burnout.

Additionally, information's systems can provide an efficient system of receiving, storing and disseminating information.

School Organization

The effectiveness and efficiency of the entire organization can be improved via

vDecentralized administration

vFunctional Committees e.g. Public Relations

vPastoral structure (Deans, Students)

vCommunication network (including the Ministry of Education)

vPersonnel integration

vParental input

vCommunity / Support groups (establish meaningful linkages)

vExplore options for the cafeteria

vPast student alumnae

Funding

How can we become self-sufficient?

Sources of funding

1.Government Funding

.Internal Funding

§Cafeteria

§Committee funding

§Sell our services e.g. Craft area, Agricultural Science, Beauty Culture, Home Economics, Music and Culture (entertainment)

§One major fund raising activity per term, with PTA (Parent Teachers Association) involvement

§Contributions by students

§Payment for all breakage of equipment

Physical Plant

How can we improve and maintain the physical infrastructure and the environment?

§Liaise with MTS (Maintenance, Training and Security Co. of Trinidad & Tobago)

§Student involvement in house-keeping

§Improvement of overall security burglar proof, lights, locks

§Improvement of drainage,

§Institute an Anti-Litter campaign

§Beautification of the premises

§Greater role for Deans and Prefects

Total Quality Management in the Education process

According to Heizer and Render Total Quality Management (TQM) refers to "the management of an entire organization so that it excels in all aspects of products and services that are important to the customer." TQM has implications for all of the key areas in the production of an educational service.

The Juran Institute in 16 published ten clear trends for quality management over the next ten years.

These are as follow

1.Expansion of quality management concepts, methods and tools to all industries and all company functions.

.Quality improvements at a revolutionary pace. (Continuous Improvements)

.Partnering forming relationships with all stakeholders, even with competitors.

4.Education and training for all members of the team management, professionals, workforce, suppliers and customers.

5.Self-directing workteams (Employee Empowerment)

6.Information systems for quality

7.Process management and process engineering

8.Customer focus

.Benchmarking

10.Strategic Quality Management

Heizer and Render adds to this list Just-in-Time (JIT), Taguchi concepts and TQM tools

With respect to Education and Training according to Peter Senge 'The ability to learn faster than your competitors is the only sustainable competitive advantage.' As an educator, we need to recognize that the skills of the workforce are going to be the key competitive weapon in the 1st century. Brainpower will create new technologies, but skilled labour will be the arms and legs that allow one to employ the new product and process technologies in order to be a low cost producer. The investment in education and training is high, but the rewards are great.

This necessary investment in our people may have been best expressed by George Guilder 'The central event of the 0th century is the overthrow of matter. In technology, economics, and the politics of nations, wealth in the form of physical resources is steadily declining in value and significance. Today, the ascendant nations and corporations are masters not of land and material resources, but of ideas and technologies. Wealth comes not to the rulers of land but to the emancipation of mind.'

Quality Leadership

Applying quality leadership principles throughout the operations is also of extreme importance. Process improvement can only occur via a proactive rather than a reactive approach to management. The following guidelines are should be quite helpful

RESULTS Mgt vs. PROCESS Mgt

·Motivate the individual Remove barriers

·Who is wrong?What is wrong

·Allocate responsibilityStudy process to improve

·Focus on the bottom lineFocus on process improvement

·Individual achievementGroup achievement

·Give crisp marching orders Establish well defined processes

·Do your jobHow can I help you to do your job

·Decisions driven by opinions Decisions driven by data

·React (short-term)Prevent (long-term)

·Crisis management Pro-active management

Additionally, Deming offered the following advice on leadership

·A leader has theory that is, he has knowledge and a willingness to learn.

·A leader feels compelled to accomplish the transformation that is, he has vision.

·A leader is practical he has a plan, step-by-step, and can explain it in practical terms.

·A leader must convince and change enough people in power to make it happen.

Clearly, the pursuit of quality is a journey and not a destination. Quality is excellence continuously reinventing itself. There is the need to manage change constantly. It is said that at AT&T quality is almost a religion. They believe that you must serve your customer, value and respect people, set measurable and actionable goals, find change before it finds you, and take risks and learn from failure.

The role of leadership must be valued, we need to recognize and celebrate success. It's important for us to do what's right, always make timely decisions and prepare ourselves to make peace with the fact that our work is never truly over. As Winston Churchill once said, 'Success is never final'.

Some Strategies For Achieving Total Quality in Education

·Planning The plan and the approach must address all the parts of the whole organization.

·Develop an Internal Approach, based on simplicity, flexibility and organizational ownership.

·Follow the principles of Delighting the customer, in this case the student, the parent and society.

·Remember quality is an enabler, not a substitute for a product or service strategy

·The key issue is Total Organizational Change

·More specific strategies include

-Providing visible leadership This is the single most important factor. It has to be first. It is different from management. All levels of leadership must be addressed. In the final analysis leadership is a predictor of success.

How can this be done?

vBuild a Vision

vSet Goals

vCommunicate

vCoach others

vSet an Example

vAssign responsibility and assess results

-Focus on student results and Behaviour Results - What is the minimum level of performance? For example Passes in five CXC subjects, or two Advanced Levels and General Paper. Are these being met? How do you know?

Behaviour Is their student indiscipline? What are the root causes?

The following issues in terms of student development should also be considered - Remedial programmes, streamlining, Re-examination of the Prefect and Block system, Open day programmes etc.

-Train all teachers Mastery of content and pedagogy. Lawrence Cremin referred to it as 'infinitely skilled teacher- requires teachers who understand their subject matter and know how to connect it to the different experiences and understandings that children bring with them. It requires teachers who understand how people learn, and how differently people learn. It requires teacher who can perform the creative act of integrating that understanding into curriculum that is engaging and powerful, that deals with central concept and that develops high levels of skills.

-Recognize teachers' participation and successes and reward them both financially and non-financially. Employ seasoned teachers as Master Teachers, so that veteran teachers can benefit from their wealth of experience, instead of having to learn by doing. Mentorship, coaching and collaboration are some tools which can be utilized for improved teacher and hence student performance.

Peer recognition is said to be one of the best strategies. Additionally, small, unit recognition is better than big affair for a selected few.

-Define and improve processes

Some key areas to be covered here include-

ØTeacher Planning and Preparation i.e. Scheme of Work and teaching plans. Lessons Plans should reflect Objectives, Content of Topics, Teaching/Learning Strategy, Individual Student needs and Lesson evaluation.

ØInstructional Skills i.e.

1.Practical teaching/ Implementation of plans. This includes Organization of instruction, Use of resources, Questioning techniques, Lesson summary and closure.

.Monitoring and Assessment in terms of student participation, feedback and adjustment to lessons based on feedback.

ØClassroom management and control including time management, classroom atmosphere, classroom discipline, sensitivity to students as persons.

ØAdministrative Duties such as maintenance of student record and the provision of information on students' progress.

ØProfessional interactions and relationships such as the sharing of knowledge / experiences with colleagues, the ability to accept constructive criticism and support of colleagues / school.

ØProfessionalism in terms of interest in professional advancement / lifelong learning, contributions to professional workshops /papers/ seminars.

ØCo-curricula activities must be supported by all teachers for them toreally get off the ground.

-Communication This starts with Listening. It should be with both internal and external stakeholders. It is indeed a tough task that requires a lot of patience and wit so that the intended message gets across in the manner intended.

-Measure results Collect data and assess performance. For each specific goal there should be a corresponding performance measure.

-

Conclusion

According to Mrs. Hazel Manning, the Minister of Education "education is the way and the light to a better today and all the best possible tomorrow's." In this rapidly changing global environment the educational enhancement of our population is a must. In order for the government of Trinidad & Tobago to achieve its Vision 0 0 , there needs to be quantum change. This quality secondary education involves

·Having well planned, carefully developed systems with realistic time frames.

·Provision of a wide range of subjects and activities to cater for the many skills, talents and interests of students.

·The provision of suitably qualified well trained and well paid teachers, administrators and support staff.

· Properly constructed, safe, secure and well ventilated schools.

·A wide range of facilities, such as libraries, laboratories, workshops, music, and art rooms and suitable equipment to aid student learning.

·Small, manageable classes that cater for individual needs.

·Increased and adequate funding to ensure that all education goals are achieved.

Indeed, the problems at the individual schools are not isolated and relate directly to the administrative structure by which it is guided. As the old saying goes 'it takes two hands to clap', hence all stakeholders need to put aside their differences and attempt to devise a workable plan so that the flowers of our nation and the future generation can benefit.

Bibliography

Article - The Quantum Revolution in Economics and Technology

Heizer and Render, Principles of Operations Management 5th ed., Prentice Hall, New

Jersey, 00.

Miller Harvey, Internet Article 'Improving the Educational Performance of St. Lucian Learners'

Miller Harvey, Internet Article 'Improving our Education System Through Total Quality'

Internet Article www.aft.com

Trinidad & Tobago Bureau of Standards National Quality Forum '6 In Pursuit of Global Markets

Trinidad Express, Friday 8th March 00 Address to the Nation

Please note that this sample paper on total quality management in secondary school is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on total quality management in secondary school, we are here to assist you. Your cheap custom college paper on total quality management in secondary school will be written from scratch, so you do not have to worry about its originality.

Order your authentic assignment .Live Paper Helpand you will be amazed at how easy it is to complete a quality custom paper within the shortest time possible!

Home-based Workstyle

If you order your custom term paper from our custom writing service you will receive a perfectly written assignment on Home-based Workstyle. What we need from you is to provide us with your detailed paper instructions for our experienced writers to follow all of your specific writing requirements. Specify your order details, state the exact number of pages required and our custom writing professionals will deliver the best quality Home-based Workstyle paper right on time.

Our staff of freelance writers includes over 120 experts proficient in Home-based Workstyle, therefore you can rest assured that your assignment will be handled by only top rated specialists. Order your Home-based Workstyle paper at affordable prices!

It is 10 o'clock in the morning. After having a leisurely breakfast with his family, Jack sits at the computer desk and begins his work. He turns on the computer and logs onto the Internet. With just a few mouse clicks, he gets the latest news and all the information about today's tasks and objectives. Quickly, Jack makes a clear arrangement for today's job. Due to this type of flexible working, Jack managed to deal with different pieces of work at a time and he is still able to find time to play sports and join clubs in the neighborhood. Jack enjoys this lifestyle, and his company enjoys it too. In this information age, a home-based work style is beneficial for companies that use IT and Internet, because it can cut costs for the company, improve employees' efficiency and make it easier to communicate with customers face-to-face.

Implementing flexible working may mean the extra cost of setting up employees IT needs at home, but overall, people working at home will reduce costs. For example, less office space is needed, other employment overheads are saved and sometimes retaining experienced staff reduces the cost of recruitment and training. British Telecommunication is one of Europe's leading providers of telecommunications services and has around 108000 employees. The company began implementing teleworker schemes in 10 and now probably has the largest number of teleworkers of any UK organization. BT has already announced benefits from savings on property costs of 180 million pounds a year (a 50% reduction versus pre work style). Xerox benefits by saving 5% on call costs and fixed costs. These savings for the company can often translate to benefits for employees as well.

The benefits for the employees who work from home are many reduced disruption, reduced traveling and stress, flexible time and location, greater availability of information, greater freedom to balance work and home demands. Thus, their productivity is efficiently improved. Surveys show that in BT, productivity had increased up to 0% and 78% of teleworkers considered themselves to be more productive. One employee at BT said" I'd forgotten what it was like to read documents without my fingers in my ears. There is total peace here, no noisy individuals with headsets. No constant banter and distraction. I love it!" Another said" Standing on a crowded platform in the rain, followed by being herded into a sweaty carriage for over an hour, doesn't put people in a good mind set for work. From home you can get up later but still be at your desk earlier and in a much better refreshed." According to what they said, the home-based work style has an advantage that the office-based work style cannot compete with. Employees tend to finish a job at home, while there would be a far more chance that they would leave the work to be completed the next day if they had to travel home. Employees are more in control about when and how they work, so they have more freedom in achieving objectives.

A good relationship with its customers is another essential factor for a successful company. Employee who work from home are likely to join the local activities, so that they can get closer to their customers, making it easier to communicate with customers face-to face. Approximately a third of 1874 BT employees who work from home reported that they are involved in community and volunteering activities. 14%(67) of 1874 respondents stated that it made involvement easier and only respondents stated that it made involvement more difficult. 118(6%) reported an increase in the amount of time spent on such activities as a result of teleworking, and only 1 a decrease. It appears therefore that BT teleworking does support community involvement at least in the areas where employees live. BTs customer satisfaction in the area of service provision achieved 0 per cent - the strongest performance of all participating operators. Their business customers are amongst the most satisfied with their performance in providing service, complaint handling and billing. BT's customers also benefit from improved customer service because of increased availability of better-motivated account and technical supplier staff. BT has also found that it can faster responses to queries and complaints-both individually and by teams put together quickly by audio conference.

Improved customer relations, increased worker efficiency and reduced costs are three benefits that companies using the Internet and IT resources can reap from a home-based work environment. The world has now come to a stage where it is possible to change the traditional work style in a fixed company office or factory location, which had been the norm for most of the population for at least the last 100 years. Employees should ask themselves "do we really have to work in the same office all our lives?"

"How will it work in practice?" DTI, nd may, 00

http//www.dti.gov.uk/work-lifebalance/faqs.html

"Results of the first SUSTEL Survey-Assessing and Optimizing the Ecological and Social Benefits of Teleworking", WCG, 14/10/00,nd may, 00

http//www.wfh.co.uk/wfh/teleworking%0report_00.pdf

"Consultancy Case studies-Cost Reduction", WCG, nd may, 00

http//www.wfh.co.uk/wfh/consultancy/casestudies/case_btstory.htm

"Consultancy Case studies-Re-engineering", WCG, nd may, 00

http//www.wfh.co.uk/wfh/consultancy/casestudies/case_xeroxstory.htm

"Comparable Performance Indicators", BT Group, 10th may, 00 http//www.btplc.com/Betterworld/Customers/Customersatisfaction/ComparablePerformanceIndicators.htm

Please note that this sample paper on Home-based Workstyle is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on Home-based Workstyle, we are here to assist you. Your cheap custom college paper on Home-based Workstyle will be written from scratch, so you do not have to worry about its originality.

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The Kiss

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The painting 'The Kiss' was produced by an Austrian artist by the name of Gustav Klimt. This original painting was first made in 107 to 108 in Vienna. A paint palette with a variety of colours and a few different sized paintbrushes were used to create this painting. The size of this painting is quite large because of Gustav's long work with large murals. An erotic moment of passion between two people is represented in this painting. The two figures are blended by the colour of their clothing making it seem like they are wrapped in a blanket to be tied together eternally in love.

Different shades of brown, orange and yellow were mixed and used as the main colours. Red, pink, blue and green are the colours that also appear in the painting. 'The painting does not show any forms of shadow or light appearing. Gustav seemed to have used the same soft and smooth brush stroke texture flowing throughout the whole painting. A colourful mosaic design appears on the brown pastel coloured clothing along with patterned curling lines in the background. A large amount of squares and circles are also used as a pattern on the ground and on the clothing. The colourful flowers that resemble small circles on the ground, show evidence that the painter used a fine brush to achieve the wanted affect.

The painting is in a vertical format and appears asymmetric. The two figures in the painting are two dimensional and have no feeling of space or depth. The two figures wrapped in the blanket appear close up but showed that the painter preferred simple colour techniques and limited colour change achieving a more subtle and unshadowed affect. The focal point in this painting appears to be the two faces of the man and woman wrapped together. The colourful mosaic shapes also stand out against the pastel brown. The colourful spotted ground underneath the man and woman contrasts well with the dark coloured foreground and make the two figures stand out immediately.

I dislike the inconsistency of the male in the painting and believe the head and hands show lack of understanding of the human anatomy and movement. I like every other aspect of this painting very much, for example, the interesting mosaic patterns, the contrasting and curling colours and the human figures which seem blended together. The man's neck appears disproportioned and two large while his hands are too small. The man and woman's facial expression show passion and desperation as the woman is kneeling down with her head tilted back while the man is embracing her. While looking at this painting it gave me a slight feeling of reflection upon my own personal life and relationships as the two figures expressed eroticism, romance and closeness. I believe Gustav Klimt's painting 'The Kiss' is a highly beautiful painting that represents human emotion in a decorative style. It shows paintings don't require nudity or sex to represent romanticism.

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Describe and critically evaluate the key factors that shape the role and practices of the HR/Personnel function within an organisation with which you are familiar. On the basis of your analysis identify the main HR challenges currently facing this organisation. Relate your analysis to appropriate literature.

Introduction People are an important and expensive resource to a business. This asset has the capacity to be highly productive and generate revenue for the firm, but it also requires much attention and maintenance. When the direct costs of employment are added to the indirect costs of recruitment and selection, training and development, the organisations investment in an average full-time employee can exceed ?00,000 in a short space of time. Therefore one of the fundamental factors is how to attract the right employee and retain their services, gaining efficiency throughout. Before answering the first part of the question ¡°Describe and critically evaluate the key factors that shape the role and practices of the HR/Personnel function within an organisation with which you are familiar¡±, the differences between HRM and the older style ¡®Personnel Management' requires defining. Human Resource Management HRM can be defined as any part of the management structure that relates to people at work. It involves everything from recruitment to training to performance appraisal and overall employee welfare. HRM is originally an American management term that has taken over from the more restrictive Personnel Management, and denotes a more proactive and business-focused role, with an emphasis on good communication and staff commitment, more flexible work practices, and performance-related reward systems. http//www.leavingcert.net/. Once considered a more peripheral activity, HRM has now moved to the core of the business.

The author's own perspective of this assignment is delivered from within the steel industry. An employee in middle management with a history of working from grass roots to Manufacturing Manager over a 10 year period within the Basic Oxygen Steel making plant (BOS). A plant where the iron from the Blast furnace iron is refined and then re-alloyed to be supplied at the correct time temperature and specification to the Continuously Cast plant (CONCAST) where semi-finished products are supplied to the mills for rolling.

Current Economic Climate Due to the current economic climate that is affecting the trading situation, both within the home and world export market there has been immense pressure on the business to reduce operating costs to achieve business objectives. Many areas of the business especially within the carbon steels section are, and have been making a loss for an extended period. Not just since the tragic events of 11th September 001, the events of which that have been blamed for losses in many other businesses. This event has merely compounded an underlying trend of difficult trading conditions in steel. We have as a business been implementing strategies to cut costs and increase efficiency, not just in operational performance terms but also changes in managements structures, team working implementation and further changes in manning levels (based on under utilisation of plant due to the low output).

HR Role Many of the recent objectives set by the business at ¡®Board Level' to reduce costs have required the need for the HRM function to take a role in the business, to be able to achieve the required levels. Some specific areas that the HR Department manage include Policies; such as Drugs and Alcohol and Equal Opportunities, as well as implementation of Company policy and Strategy, both long-term and medium-term. But these are day to say issues; the following headings are other fundamental areas that the HR function has played a part in during the recent cost cutting exercise. Manpower Planning This topic involves charting the future needs of the organisation with regard to numbers, skills profile, age and experience. This enables the firm to have the right people in the right numbers at the right time. http//www.leavingcert.net/ There have been some major changes within the organisation over recent years; the implementation of Team Working has been key to reducing costs. It brings about some major benefits, not least a reduction in employee numbers through more efficient use of the resource. Through this implementation at Scunthorpe, a 15% reduction of manpower has been achieved. The challenge that the HR function was faced with was how to achieve this kind of figure? In reality the HRM department had a minor role to play. From Board level through to Senior Management came the directive that a percentage manning reduction was required across the board, and that it would be fulfilled. Each individual department had to carry out Key Task Analysis (KTA) to determine what sort of levels of manning could be utilised based on ¡®time and task' process. From this analysis came a set of numbers that indicated how many persons could manage an area. The dwindling numbers within the HR function meant that they hade no alternative but to take an lesser role and stand back to allow the production departments themselves to manage certain tasks. Many of the manning reductions have been found through voluntary redundancy and early retirement. Having had the departmental managers find the numbers the HR function has now stepped in to undertake the interviewing process that details the package available for early departure. Recruitment and Selection This process is by which the organisation gets the best people to do the jobs necessary to achieve its goals. Preparation is the key to effectiveness in this area, by clearly establishing the jobs to be done and the type of people needed to do them, the construction of an accurate Job Description and Person Specification will save time and money. http//www.leavingcert.net/ Recruitment within corus has been very low for many years, 188 was the last time anyone was taken from the outside environment; the only current source of new employees into the business is through Graduate recruitment. Since privatisation in 188, apart from graduates, nearly all (blue collar) vacancies have been fulfilled though internal cross matching, and recruitment from the in-house ¡®cleaning contractors'. This source of employee recruitment is seriously flawed with many disadvantages, not least that the type of person employed for cleaning is not necessarily the right person for operation of technically based operating systems, education levels required for cleaning are significantly lower, and the nature of the work is totally different. The reason that this source has been used is due to the ease of the selection process, the lack of cost involved and the minimal time required to interview etc. Most are employed on the basis that their Contract Manager says ¡®they are good eggs! The other benefit is that they are hired on a 6-month trial, if they do not size up then they are easily transferred back into the contract gang. An easy recruitment process but by far the right person for the job. Graduates are the main source of external recruitment. The HR Function carries out visits to colleges and universities to entice budding youngsters into the industry with the knowledge that they are joining a company that is renowned for being the most efficient steel producer in the world, and that they will gains skills to promote themselves within the industry. The corus website is seriously directed towards graduate recruitment and is a main source of applicants. Unfortunately at present there are not many wanting to join what is seen as an ailing industry, a challenge for the HR Department to continue to recruit from a reducing market. Training and Development This in most organisations is a major growth area, with firms realising that skills development and flexibility are now key to business success. Unfortunately within corus over the last few years the amount spent on ¡®external' training has been kept to an absolute minimum and has had an effect on plant operating performance, initiatives such as I.I.P, T.Q.P. and the likes have been dropped by the wayside due to the cost and lack of resources to implement and apply. The significant changes in manning have affected this. The main source of training at present is ¡®sitting with Nellie', the disadvantages of this being that the trainee is getting a level of training that the trainer has been trained to give. Unfortunately Plant Trainers are non-existent and therefore the training given is from someone who has little experience of training people and very often not a lot of knowledge of plant and the process. The latter is inherent of the loss of knowledge due to the departure of experienced individuals. This has now been identified and new measures have been put in place that will be discussed under ¡®Challenges'. Performance Appraisal This involves a formal system of regularly collecting, recording, and sharing information between the employee and the appraiser about the employees work performance and potential. Conducted in the correct manner, it can enhance motivation, contribute to achieving organisational goals, and assist the process of rewarding good performance. http//www.leavingcert.net/ One would like to think that this is carried out, in reality there again is insufficient time for the line manager to implement as the role of ¡®fire fighting' other issues on a daily basis is consuming time, and the fundamentals of managing people are not being addressed. Reward Management This involves designing the most appropriate methods of remuneration and increasingly incorporates broader, performance-related items such as bonuses and employee share option schemes. http//www.leavingcert.net/ These have been implemented alongside the new Team Working and Management structures and are based on Payment for Performance (PFP) on an individual basis, and Bonus related schemes for achieving operational performance. Pay bands and application of the same is an element of the reward scheme that the HR function carries out. This is a broad based application, easy to maintain and implement, but unfortunately as experienced from a personal viewpoint it has been implemented poorly with little or no communication between Pay Departments, the HR function and the employee.

Industrial Relations

The process of collective bargaining based on employees terms & conditions, resolving disputes that may arise, and adhering to the whole range of laws governing the relationship between employers and employees in the workplace. In reality the first line manager deals with any grievance or dispute that may occur locally and the HR department is only called upon for advice or when the dispute escalates. The Collective Agreements are through multi-union negotiations and may include Pay, Hours of work, Bonus payments, Sick Pay scheme and Holidays. There is also the Works Rules, application of, updating of and any changes of legislation affecting works rules to consider. Much of this is on an annual basis with most carried out at national level with minimal amounts at local level. CHALLENGES Skills and Knowledge The increase in voluntary and early retirements has had an effect on the organisation that relates to age, experience and knowledge. The reduction of people has mainly been achieved from those that can afford to take early retirement, those with minimal or no mortgages, have a level of savings and a lifestyle that could be led with minimal supplementation. Thus the late 40's and early 50's are the target group. These are the people who have vast experience and knowledge in the steel making industry, gained over many years and they have now been removed. The challenge is to replace this knowledge in a short space of time. The average age has been lowered by 10-1 years since the implementation of team working, this reduction in age has highlighted the reduction in knowledge and experience of the remainder posing a further and future problem that the age range of those employed is such that they will all leave the industry at or around the same time. The cycle will start again unless there is intervention to bring about change. Training Training of the individuals that are left needs to be urgently considered. As stated previously the lack of training over the last few years and the changes that have taken place have led to a deterioration in plant operational performance. This poor performance is unsatisfactory and is incurring costs to the process. The cost of training is not quantifiable, is seen by other organisations as a benefit but at present to corus it is a burden to costs and as such has not been pursued. This ¡®benefit' has now been realised by senior management and the re-instatement of a Training Owner for plant and the re-launch of the Investor's In People initiative should be the start of an increase in performance. The HR function for their part are required to implement and continuously apply the new recording system required to follow this scheme up. This is not just for plant requirements but also for legislation such as COMAH, (Control of Management and Change) where there is a requirement to be able to identify an individual's competency in the job that he is doing. Critically, we as an organisation should be looking at the theoretical side of how to implement training programmes, studying the likes of ¡®Kolb's learning cycle' to ensure thorough understanding of the subject and correct implementation of the training received. But this is theory and unfortunately the current culture is that we are ¡®fire fighting', living for the present and just attempting to survive the current climate. Thus there is no commitment to provide resource that has no quantifiable financial gain. Graduate Retention This is an issue whereby in the current climate a high number of graduates are leaving the industry due to its poor outlook; safety and security are important factors to achieve motivation but unfortunately valued employees are leaving in droves. Employment packages are poor in relation to other organisations similar in size, graduates are drawn by the better working environment and benefits provided to organisations that practice

HRM rather than Personnel Management

As a business we are very much in the old style of PM whereby we utilise the resource for the benefit of the organisation rather than nurture the person to provide a service that benefits the company for the good! The HR personnel can do little for the graduate financially to be an incentive for them to stay within the industry where environmental conditions are poor and achievement of goals is stifled.

Manpower Reductions/Plant Closures

Continuing with the theme of efficiency and cost reduction there have, and there will be more manpower reductions caused by plant closures and contracting out of services. Since the age profile is reducing there will be less chance of finding early and voluntary retirement from the younger average age of the existing employees, therefore individuals are not as willing to leave due to economic reasons. The decisions will be more difficult to make about who stays and who goes.

Improve Morale

One of the HR objectives is to improve morale. This at present is at a low, it is a difficult one for the HR function to achieve because the lack of numbers does not allow them sufficient time to address individual issues and as stated, first level management now carries out most of this. Their presence is rarely seen on plant and as such they cannot use the personal affect to improving moral. There is a need for them to relate the likes of Herzberg's two-factor theory of motivation (Figure 1) and Maslow's hierarchy of needs (Figure ) through Team Working initiatives, personal objectives and manipulation of the reward scheme and use this to drive moral. With most though, this is an individual element and certain factors will affect certain individuals differently, thus the need for a one to one basis to find out what drives or motivates each person. Most motivation is driven through line managers and thus the HR objective is somewhat misplaced for the current situation.

Business Service

One of the challenges facing the HRM function itself is the move towards being a Business Service, not supplying just to corus but also supplying a service outside of the industry. This has already been achieved with part of the Engineering function that supplies its services to outside organisations and has thus made an extra ?.M this year alone. This has been an initiative throughout the firm to generate more income and reduce the burden of a department on the business. Compilation of services business wide has been managed partly by the HR function, it is part of their objectives to identify further areas for this type of development and quantify the benefits of disadvantages of such a move. For those within the HR Department the move towards a Business Service has seen a step backwards away from generalisation and towards specialisation, a return in some ways to old style management. HR Managers were given skills for them to cope with general issues, but the move back towards specialisation sees them dealing with specifics and having a better working knowledge of one particular area rather than being a ¡®Jack of all trades'.

Trade Union

An interesting point made by the local HR Manager ¨C Not enough is done to train the TU representative to be made aware of the Business needs, the reasons for why such actions are needed and the manner in which they should be carried out. There is nothing sinister in supplying such a service to what has inherently been seen as an aggressor to the management. The wider the perspective that the trade union official has, the better he will be equipped to make more appropriate decisions on behalf of the employees that he represents, and the better his understanding of why it is being implemented. The role of Trade Unionism within Human Resource Management poses somewhat of a threat, Legge, p.7, states that Trade Unionism in HRM organisations was being bypassed through the development of Human Resource Management initiatives. Organisations are ¡®soft' models of HRM; and can pose a threat to the TU. Another consideration may be, that if the employee is happy and committed in their job, that the need for union representation may not be required. To the organisation there is the need for the T.U. for multi-union bargaining purposes, therefore the HRM department must balance the need of HRM against the need of the Trade Union.

Conclusion

The increasing competitive pressures, expanding globalisation and a generally harder business environment has brought about a move to a more enhanced view of HRM as opposed to Personnel Management. Unfortunately as a business, corus are very much in the old style of Personnel Management whereby we utilise the resource for the benefit of the organisation rather than nurture the person to provide a service that benefits the company for the good. Numbers have reduced significantly since the implementation of Team Working; the structure has been cut to bare bones. The reduced operating cost set out at board level has been achieved, but at a cost to the business through a reduction in operational performance. Unfortunately the current culture is that we are ¡®fire fighting', living for the present and just attempting to survive the economic climate to make it through, there is no commitment to provide any resource that has no quantifiable financial gain. The HR Department has a role to play in modelling the objectives set by the Board, but their problems are much the same as that of plant management in that the resources are not available to support the fundamental ideas. There are many issues facing the company, short, medium and long term that require addressing, unfortunately it is a service and any gains made through expenditure are not readily quantifiable, therefore no capital is guaranteed whereby there is no return seen. Without an injection of cash or commitment to provide extra services for HRM then there will be no advancement towards achieving better results from the employee through HRM philosophies. HRM, as previously stated denotes a more proactive and business-focused role, with an emphasis on good communication and staff commitment, more flexible work practices, and performance-related reward systems as opposed to Personnel Management These philosophies are carried out by the first line management, which begs the question, ¡°Have the lesser experienced plant personnel carried out a process that has inherently been carried out by trained professional HR managers and got the numbers wrong, furthermore, was it implemented correctly? Overall because of the reduction in numbers within the HR department, Plant managers and Line managers are now carrying out many tasks and the HR department have a significantly lesser role in the organisation. With no forecast of any change in philosophy and increase in expenditure then the situation is unlikely to change. The input of an active Trade Union and informed official needs to be considered, there is a definite need for both and the HRM department must ensure that a relationship continues.

Bibliography

Human resource Management, A Contemporary Perspective, nd Edition, 17. Ian Beardwell and Len Holden. Human Resource Management, ¡®Rhetoric' and Realities'. Karen Legge http//www.leavingcert.net/

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Imagine this, bright lights, extravagent dancers, vibrant costumes, interesting plots, and volcals that will keep you planted in your seats yerning for more. Now, where can you find this wonderful whimsical wonder? There is only one place where entertainment is this good, Broadway Ave. in New York City. Ever been there? Neither have I. But listen carefully as I take each of you on a short informative tour to learn about the early stages of Broadway, some recent Broadway musical hits, and the names of a few well known theaters on Broadway.

Broadway is the street in New York that has come to symbolize live theater entertainment throughout the world. Today, the area known to tourists and theater-goers, stretches from west 41st street up to west 5st streets Broadway Theater. This was not always the case. In 1810, if you wondered up Broadway towards the villages of Greenwich or Harlem, past Wall st., you would have passed the beautiful Park Theater on Park Row. The 1th century saw the development of American theater throughout the country. European actors were imported and America soon porduced its own starts and companies. The decade from 110 to 10 was the period when America grew up. World War I ended American ended Americas smug isolationism, but an intellectual growth took place as well. Isben, Shaw, and Chekov, a group of American writers, brought a new life and new conscience to Broudway stages.

Broadway playwrights in modern times, take various aspects of reality and society, and create plays and musicals that catch the attention of many and sooner or later become box office hits. For an example, Rent the musical celebrates a community of young East Villagers as they struggle with soaring hopes and tough realities of todays New York. This musical is still listed under Broadways top ten most recent hits and received the 16 Tony Award for Best Musical, the 16 Pulitzer Prize for drama, and many more. Other recent Broadway hits include Chicago the musical, thoroughly Modern Millie, Beauty and the Beast, and hairspray just to name a few.

With out the theaters, where would the performances be held? Many of the Broadway theaters are significant to the city of New York. some are landmarks, others the biggest attraction in the city on a Saturday night. The Apollo Theater is not only a historic landmark, but it is also a symbol of brilliance of American artistic acheivement. A place where thousands of yound artists have stepped in and out into the spotlight and launched their careers. The Marquis Theater is one of the newest theaters apart of the Great White Way located in theater district. Once home to the Ed Sullivan Show in the sixties, the Ed Sullivan Theater is now home to David Letterman show. The theater district is a 10 block strip of Manhatten which is also known as the Great White Way, with over 40 theaters.

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Ben sat at his massive oak desk. It had piles and piles of opened files sitting on its smooth surface. Just one more meeting before he could get one step closer back to his well missed home. He sighed deeply, he defiantly couldn't wait to get back home to Australia.

Hawaii was a beautiful place, but it couldn't compare to Australia where he was concerned. Besides, Hawaii was full of people he didn't like.

Suddenly came a loud knock on his office door. " Come in!" He growled. This had better be good. Ben had left spefic instructions that he was not to be disturbed unless it was vitally important. In bounced the young American secutary who Ben would be extreamly greatful to get away from. She was a first class bimbo, without being sterotypical of course. She had perxiode blond hair, the biggest breat enlargement he had ever seen and was voluptous enough for two well-rounded women. Some men might have found her attractive, but Ben defiantly wasn't one of them, he found it discusting that anyone could do something like that to their bodies and think that people might find it attractive. He knew some men in the office who would like to get her alone but you could deffiantly count him out.

" Mr Bonaventura, " Sally the secutary purred softly. " I'm glad I found you alone." Sally slowly approached Ben, her hips swaying seductivly as she approached.

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"What the hell was so damn imporatnt that couldn't wait five minutes until I left my bloody office for the meeting with AAU?" He demanded his voice, cold as steal. It was so cold and emotionless that it made Sally reconcider what she had in mind. She looked a little hurt but she decided to continue with her very obvious come on.

" Well Mr Bonaventura, I was just wondering if you had, say five minutes to spare, that you could say spend with me? Alone? Behind a locked door? Her voice was low and husky.

" If your surgesting that we screw right here and now then I must decline. Infact I probably wouldn't have sex with you if we were the last two humans alive and the survival of the human race depened upon it. I know it's a horribly over used clich, but I'm afraid it's quite fitting." Ben drew a sharp deep breath before continuing to speak eith the same icy indifference. " Now, if I ever hear of you trying to seduce any of my staff members again I will have to find a replacement for you. Now, Miss Walls is that perfectly clear?" His voice was linned with steal and it was all Sally could do to not burst out crying histerically.

" Yes, yes sir." Sally stuttered, as she flew from the office, like Adam had suddenly contracted an infectious diease or something much worse. Her IQ was smaller than her skirt, which was defiantly no compliment, he chuckeled to him. Poor little thing, now she won't be able to get the pay inccrease she was hoping for, what a shame. Just as Ben was about to leave to leave for his meeting with AAU his phone rang.

"Hello!" Ben groweled into the phone. His voice was edging on expressionless, but there was a slight hint of impatients.

" Hey Ben, its Ted. Listen the meeting with AAU has been cancelled, the Japanese delegates have had to pull out at the last minute." His friend Ted was as relaxed and placid as they come. Although some times his friend's relaxed manner made him think about how much he was missing out on in life. His whole life revolved around his work.

His empire! The empire he single handedly carved out of the dirt.

" Well Ben, me and the boys here know how much you want to get back to Australia and we sort of got you an earlier ticket back to England. For your confrence and then, finally you can go home."

" Thanks man, I'll meet you at the airport in an hour." Ben assured his friend, before slamming the phone down and concerntrated on getting the hell out of that damn office.

"Hello?" Jemma said half questioningly in her mobile, as she sat down on the plush seats in the airport. She was still shaking slightly from the fight she had had with Rainer earlier that morning.

" Jem, I'm so glad that I caught you. Where in blazers are you?" It was Lauren, who up until this morning was her work mate as well as best friend. Now she was just her best friend.

"I'm at the airport. I'm flying over to England for two weeks before returning home." She told her friend, trying to block out the roaring sound of the planes out the window.

" You mean home to Australia?" Lauren asked in amazement. " I thought you were never going back there." Jemma did need any reminders of how weak so was for breaking her resulition of never going back to Australia, and was plaesed for any excuse to terminate this difficult conversation.

" Well I am and I have to go, they are calling my flight." Jemma quickly hung up the phone and ran over to her terminal. How stupid was she? She had just left the place that had been her haven for the past few years, and all because of the fact that she didn't like her boss. Her boss who had a temper worse that any she had ever encountered well second to Leo's but Rainers temper was vile.

Jemma hated flying and the very thought of it made her feel horribly sick, but she needed time alone and then finally to go back to Australia and attemot to finally get over her demonds from the past. But the fact that she was flying with Southern Star Airways was a slight relife seeing as her sister Pheobe worked for them. Jemma had only been seated a few minutes when a man came and took the vacant seat next to her. He was possibly the most breath taking person she had ever seen. He stood at a height of 6 foot 5 inches. Although he was wearing a top of the range, charcole grey buissness suit she could tell that his muscles were plentiful and extreamly well tonned. He had the most delicious black hair with a small grey patch on one side, like some sort of birthmark. Jemma found it quite attractive and thought it added to his rugged good looks. His stunningly piercing brown eyes held Jemma capitavated.

" Hello, I'm Benjamin Bonaventura." He said sending Jemma a smile that rendered her utterly stupid. After a stunned second she gracefully took his hand ans shook it. Jemma quickly pulled away, a sort of delightful tingeling sensation spread up her arm from where he had touched her. " That was some strong static." Laughed Ben, warmth glowing in his deep eyes. Jemma didn't elaborate, just sent Ben a mildly currious glance, before closing her heavy eyelids giving them a well-deserved break. " Are you alright miss?" Ben asked gentally as he took his seat. " I don't mean to pry, but you look an absolute mess." Jemma shot Ben a deadly glance.

"Well thankyou very much." She bit out tauntly. She had just had the worse day in two years and she didn't need a complete stranger telling her that she looked a mess. How dare he, of all the nerve.

Ben turned in his seat and took in the full view of the firey vixion sitting next to him. She was defiantly the sexiest woman Ben had ever seen. She wasn't done up like a Barbie doll, a quality that he personally found very alluring. Her chocolate brown hair hung half way down her back in soft curls. She had whisky-coloured eyes which were at the moment closed. Her skin appeared soft and had a delicious tan. She was about 5 foot 5 tall and extramly slim, with just the right ammount of curves, which sent his blood racing as no other woman had before. "I'm terribly sorry miss, I didn't mean to sound rude." Ben appolagied gruffly. He didn't remember apolagising to a woman before in his entire life, why the hell was he apolagising to her

"Tut tut you're such a victim." Jemma told him harsly, massaging her throbbing temples. After a few minutes Jemma opened her eyes and retreved a stylish writing pad from her bag. After a few minutes she gave an irrated sigh and muttered. "Why the hell can't life be simple?" Followed by an explicit oath.

" Can I help?" Ben asked almost hesantly. In a twisted way he almost found the way this woman had totally lost her temper, it served her right for setting his body on fire. "I can't find my damn pen." She muttered still rummaging in her black Gucci bag. Ben smiled inwardly. Women! He thought darkly.

" Here," He offered reaching into his breast pocket, removing a gold plated pen. "Use mine." It was the pen Ted ahd given him when he made his first million dollars. Jemma merely smiled befor taking the pen and writing on a clean sheet of the cream paper.

Dear Rainer Dominic,

I am writing to inform you that I must resign from my position at R.G.D Real Estate. I underrstand that it is usually standard procedure to give at least two weeks notice but under the circumstances I see no choice but ti never return. Futhermore I have enclosed the payout cheque you ceramonisuly threw at my feet when you fired me, after I informed

you that I was leaving.

Jemma (Insert last name here)

Jemma gentially placed the letter into the matching envelope and rang her toung alone the sealing strip of the envelope. It was final, and brought a sence of closure to her stay in Hawaii. The as the sight of Jemma's toung was almost too much for Ben's already excited hormones. After all he was only a man. Jemma practially flung the pen back at Ben, and returned to her sleep like state. It only took a few minutes after the plane had setteled in the sky for a blond hostesss to flounce up to Ben.

" Mr Bonaventura, is everything alright?" She asked as she smiled widely. Showing them a set of teeth that any dentist would be proud of.

" Yes thanks Helen." He assured her sinking back in to his chair. All of a sudden, the woman Helen noticed Jemma and squealed with delight.

" Jemma darling, your Pheobes sister aren't you?"

" Yes, and you are?" Jemma didn't mean to sound that rude, but she was hungry, and tired and just wanted to go home, wherever the hell that was?

" I'm Helen silly, I used to be your sisters flat mate, remember?" Jemma vaugly remembered this woman Helen and her sisters old flat. It had been in the city somewhere and had been a pinkish colour.

" Yes I remember you Helen." She assured her, trying her best not to sound patronising. "How is my sister?" She enquired desperatly. Jemma hadn't been able to contact her sister in two weeks and she was beginning to get worried.

" Oh, Pheobes fine. I saw her last week. She has this new boyfriend I think he's name is Mitch, or Mike or something." Helen told her. Just like her sister, flitting from one relationship to the next without much thought. Jemma just wished that Helen would go away and leave her alone. She just wanted to sleep, that was all. Nothing more, nothing less. " Pheobe will be so glad your coming home after three years. She's been pining ever since you, she'll be so excited."

" Thankyou." Jemma said, dismissing Helen without much thought about it.

" Well if there is anything either of you need just let me know." Helen said oblivios to the negotive siginals that Jemma was sending her. Helen waltzed away in her own little world. " Just out of interest," Jemma drawled lightly.

" Are you the Ben Bonaventura who runs Southen Star Airways?"

" I must plead guilty to that particular charge." He admitted softly in a mocking voice.

" Well then I hope that you company is looking after my baby sister for me." She said bitterly. She had tried to convince Pheobe that being an airhostess wasn't the ideal carrer for someone how had as much to offer as she did. But her sister was adimant that she wanted to ba an airhostess, so Jemma took it with grace and supported her sister in her qust to conquer the airways.

"Don't you like the way your sister is treated?" He asked with certinay. If her sister was being badly treated he had to do something about it, he was nothing if a fair man.

" I just don't like her being a flight attendant, end of story." She told him sourly. Well that was understatement of the year. She hated the idea of her sister flying overseas all the time, and all the things that could go wrong, she didn't even want to think about it. Ben was a deadly attractive man, and he was also dangerous. If She got involved with him then her heart would be expossed again, just waiting to be torn apart again. " May I please know your name?" He enquired politly. Jemma rolled her eyes

" I would give you my buissness card but seeing as I quit my job this moring it would seem like a rather pointless exercise, wouldn't it?"

" Nice way to evade a question. Yes giving me a buissness card would seem like a rather pointless exercise, but that wasn't what I asked for." Ben was impressed. She was a rather intellagent woman, and might just pose a challenge for him. A very interesting challenge! "Please?" He begged. Damn, she was beautiful. " Or perhaps angles have no names?" "Ha, very funny." Jemma laughed with a controlled snort.

"My Name is Jemma Smith or perhaps you didn't pick that up from Helen?" She asked with sardonic vengance. A small victory for him. She would have applauded, if she had the energy. "Extatic. Now Jemma, it wasn't that hard, was it?"

If looks could kill Ben would most defiantly be dead, a thousand times over. The food trolley was coming, but Jemma felt so sick that if she ate anything she would undoubtedly be very sick indeed. She turned down all offers of food and drink.

" Why the hell aren't you eating anything?" Ben demanded hotly when she refussed to eat anything.

"Because if I do eat anything darling, I'm afraid I'll truly be sick all over you." She said spitefully taking a deep breath.

" You must eat something." He persisted looking at her frail figure. " No." Jemma told him defiantly. With in the next few minutes Jemma fell into a heavy, dreamless sleep. Ben sat in his seat and watched the gental rise and fall of Jemma's cheast. Damn this woman. She was the only person in who had physically effected him in longer than he cared to remember. Mabey it was an oppunity that he shouln't let pass

CHAPTER

Jemma woke after a wonderful sleep. It was amazing that her usual angisiety about flying was totally at ease today. Not a trace of it! And concidering she vowed never to fly agan she was feeling pretty good.

She very gingerly opened her eyes and peered out of the window. The beautiful sight that confronted her astounded Jemma. A brilliant orange peered out over the fresh horizion with a faint pink tinge. It was the most wonderous sight from so high, but it didn't take long for the sun to come fully up and the magic of sunrise to be gone.

Ben could see an enchaninting smile playing about on Jemma's lips as she gazed out the window.

" Welcome back to the land of the living." Ben inviting warmly has he looked up from his notes.

Jemma sat fridigly in her chair refusing to acknoweledge Ben's presence. The sooner she got away from this man the better. He was a dangerous loose cannon in the safe little world she had built for herself and quite frankly she didn't like it. Not one bit!

Jemma ignored all of Ben's attempts at light conversation and politly refused breakfast, which earned her a raised eyebrow from Ben. But she ignored that as well.

Jemma retrieved the boring espionage novel she had been reading. It had the worst plot she had ever encountered in all her years of being an avid reader. Jemma read a page and when she reached the bottom she realised that she couldn't remember a word of what she had just read, and so she read the page again.

And again!

And again!

And again!

Still nothing, the words could just as easily been in a forign language for all the scence the words were making to her. Her brain just wasn't regestering the words in front of her. Her mind was frazzeled and the alluring scent emmulating from Ben didn't help her think clearly either.

Ben was typing intently on his lap top, ignorant of all the things going on around him. Jemma took this time to study Ben from a safe distance. His jaw line was arrogant and his eyebrows were drawn together in a mocking guesture. There was a faint grey shadow, indicating that he desperatly needed a shave. It brought a sort of wild look along with the ruffeled black hair, that looked as if Ben had been running his fingers through it. As if on cue that's exactly what his finger did.

Jemma coloured slightly. She could think of other thinks she wanted his fingers to be doing. Jemma firmly pushed thoughts such as those from her mind, and determindly studied the shapes of the clouds. Studing the formation of clouds is a safe pastime, one that didn't involve a certin pair of mocking brown eyes.

A pair of mocking brown eyes, that were boring into the back of her head as she stared determinly out of the small window.

Jemma contuinued to stare out of her window for the next twenty minutes refusing to spare Ben a glance. Finally when she could take no more she stole a glance at him from under lowered lashes. Only to discover that he wasn't there!

Jemma sighed. Only a few more hours and then she can walk away from Ben Bonaventura. Forever!

Ben returned and she flashed him a weak smile, but the warmth didn't reach her eyes. Ben sent her a heart-stopping smile, flashing her a nice set of white teeth.

He sat down and went back to work.

All of a sudden the plane hit a bit of turbulance. And Jemma was sent flying straigh into Bens lap.

Jemma didn't know what happened, all she knew was that was she had been dumped unceremoniously dumped into Bens lap and was mortified at the prospect.

Ben let out a deep rumbel of laughter. "Well of all the places to meet you?" He said in mock surprise. Jemma just sat there in shock.

"What the hell had just happened?" She said more to herself than to anyone else. The only reply on offer was a deep rumble of sardonic laughter from Ben as he choacked out the words,

" Don't you just love turbulance?" before contuining in his tirade of laughter. Jemma just sat their looking stupidified herdly surpressing her almost uncontrolable urge to hit Ben square across the face with as much strength as she could muster.

It was only then that Jemma realised Ben had his hands firmly clasped around her slender waist, keeping her upright. Almost instantly she struggled free from his grasp and nearly stumbeled to the floor by doing so.

Ben couldn't helpbut see the funny side of Jemma being helplessly tossed into his lap, where as Jemma thought it was irraparably mortifing and totally degrading. Cheeks slightly flushed Jemma sat back down in her own seat and put her seatbelt back on as tight as it would go.

For the rest of the trip Jemma sat in silence brooding over all the things that had happened in the last days.

First, She left her job and is once again forced to face her past. Second, shes meets her sisters arrogant and devestatinly hansom boss. (There you go ben) Third she was actually attracted to the arrogant pig. Infact it was the first time she had been attracted to anyone in a very long time, ever since she left Australia infact. And she didn't want to be attracted to Ben it just sort of happened, uncontrollably without reason.

After the flight Jemma got through customs and baggage as fast as she could and left for the hotel in record time.

The hotel was exclusive, but Jemma decided that money didn't matter that much and she had enough savings to treat herself to a wonderful and plush holiday before finally returning to Australia in two weeks.

As soon as Jemma got into the hotel room she rang her sister who was totally astounded upon discovering where her sister was.

" Your where?" Her sister squealed into the phone "And then you'r coming home, your kiddng!" The pure delight that was evident in her sister's voice was unsurpassable. Jemma thought with a smile.

" I sat next to your irrepressable boss on the plane." Jemma informed her sister belatedly. " It was terible, he's egotistic and arrogant and too proud." She seethed at her sister who giggled and said defencivly.

"Actually I think he's kinda hot, not to mention terribly rich."

"That doesn't make him a likable person." She insisted as Pheobe rolled her eyes heavenwards.

"Whatever, I think you do like him but your just too afraid to admit it." Pheobe asserted to be met with an icy reply of.

"Shut and and mind your buisness." Which was softened by a sigh that followed. They ended their conversation with polite farewells and hypothetical hugs and kisses.

Jemma was exhausted and forwent a meal and just went straight to sleep. But this time it wasn't a peaceful sleep at all, it was one plaugged by nightmares and faces from the past. Horrible faces, teary faces, faces missed and faces hated. So many faces, all as distorted and yet famlliar as every other one.

Jemma woke at miday the following day, just as tired as when she went to sleep the day before. Her head was riddeled with a splittign pain that seared through her thoughts making intellagent thought seem like a distant. Upon inspection in the full length mirror in the bathroom Jemma discovered that her eyes were puffy and bloodshot, her face was gaunt and pale and that her chocolate hair was a tangle of matted knots.

After a shower that was as hot as Jemma's skin could tolerate and an asprin she was feeling slightly better.

Now all Jemma had to do was decide what she was going to do for the next weeks. It shouldn't be to hard with all the places like stone hendge and stuff, and she might even go to France and Germany for a day or two, and if still runs out of places to go, their was always Sweden.

Jemma decided that she would go shopping today and get herself organised for the rest of her trip. She also decided to rent a car for the two weeks she was going to be in England, because it would cost less than it would to take a taxi everywhere.

Once she had picked up the car she felt less restricted and freer than she had before. It felt wonderful to just be able to driver wherever she wanted because she could. The countryside was beautiful, even through the light drizzle.

When she went back to Australia she would move in with her sister until she found a place of her own. She would find another possition in Real Estate and get her life back in order from there. Eventually she planned to get a car and mabey a puppy dog and the occationally date if the impules took her, but it wasn't part of the eventual plan. Why? Because they lead to pain, tears and heartache, that's why.

She couldn't cope with that, ever again.

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