Tragic Hero Macbeth Essay Example for Free

Tragic Hero Macbeth Essay 1. In the Shakespearean tragedy, â€Å"The Tragedy of Macbeth†, Macbeth himself did not come from noble stature, but instead he followed into the line of kingship, and had presented himself with outstanding qualities; such as strong abilities out on the battlefield. 2. The hamartia presented in Macbeth resulted in Macbeth’s own murder against his good king Duncan, in order to gain power, fame, and fortune for his own pleasure. Macbeth himself had a hubris or pride and passion that he allowed to take over his decisions, leading to his tragic downfall. 3. Macbeth’s downfall itself was led by his own freewill, overridden by his own arrogant confidence. Proof he had taken done this to himself is said so by Macbeth, â€Å"I am in blood stepped in so far that, should I wade no more, returning were as tedious as to go o’er.† (Act III, Scene 4, Line 136-138). 4. As the audience, pity was expressed dearly through Macbeth’s possible and yet great human potential, â€Å"I have lived long enough†¦and that which should accompany old age, as honor, love, obedience, troops of friends, I must not look to have.† (Act V, Scene 3, Line 22-26). 5. The first signs of awareness are when Macbeth puts together the real predictions granted to him by the three apparitions, â€Å"Let every soldier hew him down a bough and bear it before him.† (Act V, Scene 4, Line 4-7). He is then lead to accepting his fate or anagnorisis, right before Macbeth is slain by Macduff, â€Å"I will not yield, to kiss the ground before young Malcolm’s feet†¦I throw my warlike shield. Lay on, Macduff.† (Act V, Scene 8, Line 27-24). Part Two: By using Aristotle’s definition of a tragic hero, I would conclude that Macbeth is indeed a tragic hero. Macbeth’s tragic flaw mostly described as his passion, where he would contemplate over and over with his very own reasoning, in which passion overrules all of his humanly common senses; this causes an imbalance between human reason and passion thus leading to tragic consequences or rather the hero’s tragic death.

BENEFITS AND COMPENSATION IN WORKPLACE

BENEFITS AND COMPENSATION IN WORKPLACE Abstract Benefits and compensation in workplace has been on the lime light since pre-industrialization period. This is due to the oppression that their employees subjected to workers and they were fighting to ensure that they liberate themselves from these filthy working places as they benefit from their toil. Therefore, in the research, the background information will be discussed to show how it involved. Some of the benefits of compensation will be discussed that include boosting of morale, increasing performance, which consequently increases turnover of the business. Internal and external equity achieved and increase in communication. Components of the compensation system that include job description, job analysis, job evaluation, pay structure salary survey as well as the policy governing the compensation scheme will be discussed in detail to ensure that they are well understood. The research will also cover types of compensations and benefits. Such compensation and benefits as base pay, commission, overtime pay, stock option, bonuses, insurances, and medical allowances will be discussed in full giving insight on how they come about and their advantages. The research will also cover give regulation that affects compensation. Finally, for a company to understand the best method on how to come up with the compensation scheme for their employees, compensation plan will be comprehensively covered. This will involve step by step development of the scheme to ensure that the scheme caters for the employees at the best of the company ability and ensure also it conform with the current market salary for each job offered in the company. Benefits and compensation in Workplace Introduction Benefits and compensation in workplace offers a labor friendly condition to the workers to ensure that they give fully their potential. People during the pre-industrial era treated workplace and home place as one place, which change significantly with emergence of the machines and factory. Industrialization thus brought socioeconomic hierarchal that was accompanied with gender role stereotypes (Butler, Park, 2005). This means that men were the one who were able to access the paid jobs while the women worked at home. The quality of the family was affected very much by the socio-economic hierarchy that each family occupied. This is because the wealthy people were the one who drove the industrial demand of goods. During the time of war, the demand for the industrial workers improved as men mostly worked as military. Therefore, women were the other option to be recruited to work in men dominated careers in the industries. However like men, they were neither given enough economic rights nor able to access good work protection for their jobs. According to the industrial employment conditions that were reported in those early times, they showed that men and women received very low wages, succumbed long working hours and poor working conditions as they serve hazardous job places (Repa, 2010). They were also discriminated in terms of sex, race color and gender. Some of them reported sexual harassment. There was rampant child labor reported in the work place. Due to all these problems, laborers formed uprisings that were too used to address the issue of good payment, better working conditions as well as equal and fair treatment in the workplace. This fight got support from all the divides where religious and academicians supported them (Griffin, 2010). This led to formation of unions as well as cooperatives to help the workers acquire better benefits and compensation in the workplace (Rosenbloom, 2005). People behind cooperatives and independent communes were socialist Robert Owen and Charles Fourier in the eighteenth century. Owen advocated for short working hours, formation of unions and self-governing workshop while Fourier fought for equal women rights and good basic income. He also advocated decent minimum payment for the unemployed thus creating benefit for the unemployed. Child labor was abolished as they were forced to go to school and attending other recreation activities (Repa, 2010). These struggles lead to the formation of the International Labor organization (ILO) in 1919. The countries who signed this convention were on their way to promote their employees at workplace, bring about decent employment opportunities, strength dialogue between the employees and the employers as well as handling professionally work related issues. It also offered a platform that there would be possibility of forming labor groups, organizations and they have representative from sate government (Henderson, 1985). These ensured that consultation to come up with ideal working standards and policies were formed. Therefore, this was the birth of good benefits and compensation at the work place. Benefits and compensation in work place According to definition, compensation is an approach that is systematic to ensure that employees are provided with monetary value in exchange of the work performed. The purposes that the compensation is able to achieve include recruitment, job performance and job satisfaction (Muller, 2009). While benefits are a kind of compensation, that are given to employees in additional to what they get as wages and salaries. How compensation and benefits are used in workplace Compensation as a tool is used by the management to further their company existence through achievement of various purposes through its dispensation. It is usually adjusted to cater for various company needs, goals and available resources. Compensation in the company is used in the company to ensure that they recruit employees and retain those who are highly qualified. This ensures that the companyà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s human resource is always competent to undertake the duties in accordance to the postulated goals and objectives of the company (Wilson, 2003). Compensation in the company works as a morale booster in the company as it maintains employeeà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s satisfactions in their jobs ensuring that their productivity is increased. Therefore, through good compensation scheme, the business is able to increase its output with minimum resources possible thus making good returns (Thomason, et al. 2001). Compensation ensures that the top performers are also rewarded and the same high performance act is increased throughout the working period. When the company encourages high performance in the business, it increases high returns and due to reward offered to the high performing employees, labor turnover in the business is decreased (Repa, 2010). Through proper compensation, it is capable of achieving internal and external equity of the company. It increases company loyalty by its employees reducing labor turnover (Guerin, 2010). Therefore, when the company offers a good compensation scheme, it reduces its expenses that come from continuous recruitment due to high labor turnover as well as lower employeeà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s loyalty. Good compensation ensures good work communication through proper modification of unionà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s practice that offers proper compensation negotiations (Wilson, 2003). This is very important in the company as it offers job satisfaction and increases high morale in the working place. Components of compensation systems For a compensation scheme to be perceived as affair one by the employees, it has to base itself in certain components that should be systematic. Therefore, various systems have been put in place to help develop the value of the compensation positions. In these systems, various components are utilized that include, job description, written procedures and salary ranges as well as structures (Peterson, et al. 1998). Job description This is one of the most important components in compensation and selection systems. It ensures that it gives in writing the requirements, responsibilities, duties, functions, location, environment, conditions among other jobs aspects (Repa, 2010). It usually developed for individual job descriptions or for the whole families of the jobs. The following two ways are used in the process of job description. Job analysis This is the process into which jobs are analyzed to ensure that description of job is brought about. The techniques usually used are questionnaires, interviews and observations (Griffin, 2010). Job evaluation To ensure that a proper compensation scheme is brought into place, the management uses this system where jobs element are put into consideration through comparison to ensure that compensation of each job is critically put in place (Griffin, 2010). The various techniques that are used in the job evaluation methods are ranking, classification, factor comparison and point methods. Through them each jobs is offered the right compensation that fits it. Pay structures To ensure that in an employment place there is a standard compensation practice; job structure should be put in place. In most of the structures that are put in place, they contain different grades that offer a minimum salary or wage. These structure =s provides also the interface that help in the increment of the salary from one grade to the other according to the given range (Griffin, 2010). This is more pronounced in the working place that has a unionized employees system where each job has predetermined pay, which is put in place through collective bargaining. Salary survey Salary survey is a method of collecting salary data from the market. The data collected includes, averages salaries in the market offered to a specific job, inflation indicators that may make the salary market unstable in the near future and an average salary budget. Either the survey can be conducted by the company themselves or they can be from other parties for example survey vendors who do survey of the market for sale. Therefore, the company can decide on the method to obtain these data (Turner, 2001). The best method of obtaining data is through the company carrying their own survey, as they will be more specific in the type of the data they are up to. Otherwise, if they opt to purchase survey from the vendors, the company must be very observant as these surveys are done depending with specific industries or across different industries. They may also be done from one geographical region or from diverse regions geographically. Therefore, to ensure that the company is capable of obtaining the right salary results, it has to ensure that it knows the right geographical region that pertains its salary survey and compare with its company objectives (Rosenbloom, 2005). Policies and regulations For a company to come up with a certain scheme of pay, it should ensure that it is conversant with rules and regulations that underlie the salaries and wages in the country. They should ensure that they comply with them to ensure that they offer good background for their company existence or otherwise it will be subdue d by the non-compliance consequences (Butler, Park, 2005). Types of compensation and benefits Various compensations offer incentives to the employees of the company. The first one is base pay. Base pay is a form of compensation that is fixed that an employee is offered after performing a specific job or after undertaking a certain responsibility. It is usually paid in as a monthly salary, hourly or as piece rate. This type of compensation does not include any additional pay. The other type of compensation is commission. This compensation is the one offered for service that have been rendered based on the amount of a percentage that has been agreed upon by both parties depending with the amount sold. This is usually an incentive given to sales people to ensure that their sales morale is increased as the more the sales, the higher the commission offered. Overtime pay is another compensation that is offered to the employees. After working four the normal working hours, overtime sometimes may be introduced to various reasons. First, one employee may have fallen sick and he/she has not been replaced; therefore creating a vacant shift that requires someone to work extra hours. The company might be in the transitional period of expanding their functioning time and the recruitment of extra employees is underway. Therefore, the created time is counted as overtime to the regular employees as they will be forced to work for extra hours (Griffin, 2010). The other way that overtime is created is when some of the employees are on leave. These hours are paid extra money on top of the normal salary to compensate the person undertaking the responsibility. Most of the overtimes are calculated with a given percentage over the base salary per hour worked after normal time. Employee stock option is a form of incentive that employees are offered by the corporation. This is through being given an offer to buy stock in the corporation at a bargained price. This bargained price is made to run at a specified period. Most of the companies will offer such incentives to their executives to ensure that they feel the ownership of the company. Other compensations that the employees are able to enjoy include bonuses, profit sharing, merit pay, travel, meal as well as housing allowance. Benefits including insurances, medical, vacation, leaves, retirement and taxes. Regulations affecting compensations Compensation is regulated through the laws that are given in the Fair Labor Standards Act (FLSA) chapter 676 of 1938. This is also known as Wages and Hour Bill. This is a U.S based federal law that establishes minimum requirements for an employees number of hours for working, wages, payroll and premium overtime records (Turner, 2001). Compensation plan To ensure that the compensation is well disbursed to the employees and all the factors that affect the compensation are put in place, compensation plan will be of paramount use. Therefore, the company should ensure that the following is done. Developing program outline A program should be put in place to set an objective for the program. The company should ensure that they establish the target dates for implementation and completion of the program. Then determine a budget for the program to ensure that the amount to be used is known. Designating individuals for overseeing compensation programs To come up with this position the company should ensure that they determine if the position will be based there permanently or temporarily. Afterwards, they select the person to oversee the program once it is completely established (Thomason, et al. 1998). The cost of going outside and getting one from the inside the company should be established. This will make sure that the most cost effective method is used. The other part that should be determined is the cost of consultants review. Developing compensation philosophy The company is required to form a compensation committee that is required to oversee the development of the scheme. This committee may include officers from the company depending with the number that will deliver a quick and quality compensation scheme. They are required to ensure that they offer differences that will exist in the pay structure depending with the level of the job. That is the executives, professional employees a swell as other employees in the company. This committee will ensure that they bring about company set salaries at, above or below market level. The final thing that the committee should determine is whether the extent to which the benefits to be offered to the employees will supplement or replace cash compensation. Conducting job analysis of all position Major departmental analysis should be conducted to ensure that general analysis is given showing who to accomplish what. To ensure that the committee comes up with the primary function of each department, inputs from each senior departmental head should be offered to ensure that organizational structure is formed (Thomason, et al. 1998). Interviews are to be conducted to the senior departmental heads to ensure that roles and function of each job is given to ensure that when rating the compensation such functions are considered. Decision should be generated on the job classification that will be exempt and the ones that will nonexempt (Griffin, 2010). After coming up with such classifications, job description methods are developed for both exempt and nonexempt positions. Afterwards, the models that have been put in place are distributed to the departmental head for reviewing where adjustment is done where necessary. After reviewing the models, final draft is therefore generated having jobs deceptions. At this stage, the committee is required to meet with departmental mangers to ensure that they finalize necessary reviews of the job description. From here, the job description document will be finalized. Jobs evaluation In evaluating the jobs, the ranking will be done from the top most senior job and in the interdepartmental stages depending with the function of each employee and other postulated factors. The ranking is then compared afterwards with the market data that was previously obtained to ensure that error deviations are suppressed. The deviations are suppressed through necessary adjustment. After verification is complete, an organizational review matrix is generated to show how compensation will be done. Still in the developing of the matrix, jobs cross lines, departments are developed based on the task required, and forecasted business plan. To ensure that the matrix is standard, the matrix data is then compared with the company structure and the industry market. Flow charts of the ranks for each department are prepared afterwards to ensure that interpretation and assessment is done. Data and charts prepared are then presented to the compensation committee where they are reviewed and adjus ted accordingly (Turner, 2001). Grade determination The number levels of each job are established and a grade assigned for all the job families. It is from here the pay grade is generated through use of the position at each particular level within the department. This is done to ensure that fair compensation and benefits are offered to employees in all the employment levels. Grade pricing and salary establishment The first thing that is supposed to be done is to establish the benchmark of the references job. This job will ensure that the compensation is disbursed well throughout the established grades (Irving, 2011). This benchmark job price should be reviewed to conform to the market price within industry. Finally, a trend is established depending with the company philosophy. That is the position that the company requires to be in the industry range. Appropriate salary structure determination Through this, the difference is made between each salary step. Minimum and maximum range is determined and the remaining jobs slotted in. Jobs description is reviewed at this stage while verifying the purpose of maintaining certain positions in the company (Thomason, et al. 1998). To ensure that policies are well generated, compensation review committee is met to ensure that adjustments and approval are made. Developing salary administration policy General company policy document is generated at this stage. This is followed with a document showing specific policies for each selected groups and a strategy for merit document. The merit document will show all the benefits that will be enjoyed by the employees as well as pay increases. This includes annual reviews, bonuses, and promotions among others. A document is also generated showing the procedures required and justification of the policies given like performance appraisal forms, merit schedules among others. Then the relevant committee does reviews finally for adjustment. Communicate the final program to the employee and managers After the approval of the program by the top executives, the compensation program is then presented to the employees for feedback, review and consequently adjustments. Then it is presented to the executive staff managers for approval, change and incorporation of all necessary measures to ensure that it is effective before being adopted (Turner, 2001). A plan on how this will be communicated to the employees is devised to ensure that they are well versed with the whole idea. Slideshows, movies, literatures among others can be used depending with the most appropriate method. The best form of the compensation and benefit plan is printed as specification for all re-ports are developed. Tests runs are executed to human resources information systems as the program is adopted for execution. Program monitoring To ensure3 that the program is up to the required standard, feedback should be monitored where they will lead to necessary changes. Monitoring will also offer ways in which problems in the program are noted and adjusted wherever necessary (Butler, Park, 2005). Conclusion Good benefits and compensation program will always make the employees of the company to feel company ownership. Their production will always be at per and will ensure the company objective and goals are always met. This is because, a company may have good objectives but the driving force to meet them is through human resource. Therefore, whenever the human resource is satisfied, the company will always address their issue and meet their basic objectives. This is through offering incentives to the employees through good benefit and compensation practice. The higher the job satisfaction in the company, the higher the morale in the job and the higher the production rate in the company thus increasing sales turnover.

Transforming Rehabilitation: Effect on Offender Management

Transforming Rehabilitation: Effect on Offender Management Transforming Rehabilitation will improve the Effectiveness, Governance and Legitimacy of Offender Management in England and Wales Introduction The aim of this paper is to examine Transforming Rehabilitation in terms of its effectiveness, governance and legitimacy. Starting out with an explanation of legitimacy and introducing The Carter Report 2003 and its recommendations. Moving on to explain some of the needs for a change in practice, and an insight of some of the views from probation staff themselves and perceptions of negatively withering away of staff. Importantly, there are some explanation of theory, especially regarding desistance and more recently the emergence of The Good Lives Model, as a continuation of The Risk Needs Responsivity model. The explanation regarding some of the outcomes expected by TR, and the need for modernisation. As part of TR a Fee for Service and Payment by Results are explained, with the use of charts for the reader. Managing risk is an important part of the proposed changes and a change in direction to promoting desistance. Overarching drivers legitimacy and the need to implement change The term governance is a very old one, but it has been revitalized recently, and has become perhaps one of the most appealing concepts in social science, meaning a new notion reformed, associated with government and public administration.   Regarding TR, this may be perceived by many detractors as a case of â€Å"new wine in old bottles† Chui and Nellis (2003). Governance has been widely used in local governance. In the case of TR, the popularity of governance may have something to do with distrust about the government.   That said, The Social Exclusion Unit posited that, recommendations from The Carter Report (2003) stated that despite recent changes that have brought the management of the services closer together, no front-line organisation ultimately owns the target for reducing re-offending. This can lead to gaps in the system, for example, there is no joint national resettlement strategy and interventions in prison are often not followed up in the community, (Social E xclusion Unit 2002). This in turn leads to reconsideration of the traditional theories of public administration. Self-confidence of traditional public administration has been destroyed and it has faced an ‘identity crisis.’ Public administration, which has been supposed to be a powerful tool for solving social problems, falls down to a serious social problem itself. As a result, many theories have been proposed as alternatives to the traditional public, Ostrom (1986). The case for an innovative approach to offender management is quite clear cut, as the previous attempts have been deemed costly. It is stated that in the UK more than  £3bn is spent every year on prisons, and almost  £1bn annually on delivering sentences in the community, MOJ (2013). Despite this, overall reoffending rates have barely changed over the last decade and the same faces are seemingly reappearing back through the system. Almost half of all offenders released from custody in 2010 reoffended within a year. Over 6000 offenders sentenced to short custodial sentences of less than 12 months in the year to June 2012 had previously received more than 10 community sentences, yet gaps in the sentencing framework mean very little can be done to prevent them from returning to crime once they are released back into the community MOJ, (2013). In 2014, under the Transforming Rehabilitation (TR) changes MOJ, (2013), and Probation Trusts were split into the National Probation Service (NPS) which became part of the civil service and 21 Community Rehabilitation Companies (CRCs) which were subject to marketisation and a commercial tendering process, as seen in Fig.1. with their Contract Package Areas (CPA).   After the bidding process was completed in 2014, eleven CRCs were owned by private sector companies leading a partnership with third sector organisations, three were joint ventures between the private, public, and third sector, three were a public, private, and third sector partnership; two were owned by the private sector exclusively; and another two were equity joint ventures between the private and third sectors (Deering and Feilzer 2015, p.13). Fig.1. CPA Map showing the 21 Contract Package Areas On 29 October 2014, the MoJ announced its preferred bidders to run the Community Rehabilitation Companies in these areas. Here are the successful bidders and as seen in Fig.2. Sodexo and NACRO have been successful in six CRCsInterserve who are leading partnerships in five CRCsMTCNovo, a Joint Venture between MTC and a number of other organisations,  have won London and Thames Valley.Working Links are the preferred bidders in three CRCs.The Reducing Reoffending Partnership   is a Joint Venture between Ingeus, St Giles Trust and CRI, who will run the two large Midlands CRCs , being Staffs & West Midlands and Derby, Leicester, Nottinghamshire & Rutland). Webster (2017) Fig.2. Showing winning bidders in the Contract Package Areas Clearly the changes imposed because of TR have had the potentia to affect all three types of legitimacy, but perhaps particularly more so upon self- legitimacy. (Robinson, Burke and Millings , 2016) Around 50% of all crime is committed by individuals who have already known by criminal justice system (CJS). The cost to the taxpayer of reoffending is estimated to be  £9.5 to  £13 billion per year. There has been little positive change in reconviction rates and almost half of those released from prison go on to reoffend within 12 months. The need to reduce reoffending to reduce both the number of victims and the costs to the taxpayer. To achieve this, there is a need to adopt a tough but intelligent criminal justice system that punishes people properly when they break the law, but also supports them so they don’t commit crime in the future. (MOJ, 2015) Others are more guarded in the way they anticipate the future of TR, and Canton (2011) in particular, stresses the importance of what the probation service continues to represent and its values, such as belief in the possibility of change and social inclusion. McNeill (2011) characterises probation as a justice agency, with key roles in advocating for probationers in relation to access to social goods that have been denied and mediating between law breakers, their communities and social institutions. This ideal view contrasts with the reality of delivering community sanctions in a tough penal climate dominated by public protection, which is one of Liz Truss’s key priorities, with a reduction of violence to staff currently running at 40% and a spotlight on education as the 3rd priority, especially English and Maths, MOJ (2017). McNeill also argues that it is critical for the long-term legitimacy and credibility of probation. At this point in time, it may be uncertain as to whether a doom-ridden or a phoenix-rising vision of the probation future is more likely to come about, although some truths may be gathered from empirical evidence gathered from probation officers and trainees.   There seems to be a great deal of optimism on one side of the camp for TR, as to how the recent changes will be implemented, but on the other side, a great deal of pessimism regarding the implementation of TR. NAPO (National Association of Probation Officers) and UNISON, (Public Sector Trade Union), collectively had made their feelings known. They both stated that a large majority of the 17,000 probation staff refer to TR as a â€Å"catalogue of errors† in terms of staff assignment, a mismatch between workload, staffing levels and staff location, compromised risk management, reduced IT capability with NOMS, nDelius case management system, although C-NOMIS already had inherent problems as seen in fig.3. Increased bureaucracy and a huge rise in the use of temporary and sessional staff were deemed to be the main problems. High performing Probation Trusts have been replaced with poorly performing replacements. (NAPO and UNISON, 2017). The probation staff were quick to point out that they were not to blame for the errors. Regarding the use of temporary and sessional staff will aid the ability to be dynamic and cope with peaks and troughs. The use of the voluntary sector with CRC’s may also be a sticking point with regular probation staff, although as stated by John Podmore, professor of applied social sciences, â€Å"NOMS was never an organisation that its employees proudly declared they belonged to. Creating a National Prison and Probation Service that people aspire to join and importantly to stay in and develop skills and careers is a crucial step forward. But it must be much more than just name change†, Podmore (2017). Lizz Truss, current Minister of Justice as of April 2017, was keen to promote the newly created Her Majesty’s Prison and Probation Service with the following   bold statement, â€Å"The creation of HM Prison and Probation Service (HMPPS), will build a world-leading, specialist agency, dedicated to professionalising the prison and probation workforce, backed by an additional  £100m a year and 2,500 additional prison officers, with a  £1.3 bn budget to build new prisons, whilst at the same time closing old and inefficient prisons†, Truss (2017).    Scepticism may be in the forefronts of most of the staff affected by the new era dawning, as previous ministers, namely Mr Gove and Mr Grayling had somewhat seemed to have   failed in their primary objectives for a reformed and efficient joined up agency. Fig.3.Assesemnt of C-NOMIS National Audit Office 2009 The Need for Change Accounts of the origins of probation and its realisation in organisational form give different emphases to its role in social justice, redemption, and control or separation of ‘suspect populations’ from respectable society (Vanstone, 2004). The history of the service has frequently been described in terms of ‘phases’, one notable example suggesting that it moved from the missionary phase through welfare and diversion from custody phases towards more recent orientations towards punishment in the community and then public protection (Chui and Nellis, 2003). The reality of practice is less straightforward, although changes in social and political norms certainly mean that the problem of offending, and, inevitably, law-breakers becomes enclosed by practitioners in different terms. Redeemable, treatable or unmanageable, safe or risky, motivated or unmotivated, (Canton, 2011: 29). With current reference to offender management stated that ,   rather than probation supervisionas the dominant way of describing the work of the probation service is a case in point. To what extent does this represent a real shift towards a technocratic and business-like approach? Or does the term seek to mask the essential continuity in both human interactions between probation officers and probationers, and the normalising function benevolent or otherwise of probation? These questions are certainly not settled. Yet, in the face of the Transforming Rehabilitationreforms (MoJ, 2013a: MoJ, 2013b), they become highly significant when we consider the practices and values that might transfer out of the probation service into the new Community Rehabilitation Companies (CRCs) ,as staff move from one to the other. They are also relevant in anticipating what motivations and values might guide this new version of the NPS, tightly focused on work with higher risk offenders and in the courts to assist sentencing and enforcement procedures. From a critical perspective, Cavadino et.al.(2013: 134) fear the ‘withering away’ of supervision of probationers and even question the Transforming Rehabilitation, or transforming the occupational identity of probation workers? Theory (Desistance) As far back as the 1800’s, the French social scientist, Quetelet (1833), argued that the penchant for crime diminishes with age because of what was described as the â€Å"enfeeblement of physical vitality†. Given that one of the aims of the Criminal Justice System is to reduce crime, then does Transforming Rehabilitation support this? Desistance is one of the mechanisms that can aid TR, however desistance is a complicated process of many twist and turns on that journey to desist from offending. Transforming Rehabilitation is now well under way and reports on its success will be under much scrutiny in the coming months ahead. Desistance from crime, is described as the long-term abstinence from criminal behaviour among those for whom offending had become a pattern of behaviour, is something of a mystery. Producing or encouraging desistance is the implicit focus of much criminal justice policy, practice and research. It is one of the key outcomes that justice interventions are designed to achieve and much research treats reducing or ending offending as a key measure of effectiveness, McNeill et. al. (2012). One of the few near eventualities in criminal justice is that for many individuals, offending behaviour peaks in their teenage years, and then starts to decline. This pattern is represented in what is known as the age crime curve. The age crime curve is of a symmetrical bell shaped curve that shows the prevalence’s of offending, that peaks between the ages of 15 – 19 and declines in the 20’s, Farrington (1986). Studies of desistance illuminate the processes of change associated with the age-crime curve (Kazemian, 2007). If we are to understand desistance from crime, particularly how and why crime tails off over time, we need both testable theories of this process and empirical evidence. There is a significant evidence base on the causes of crime but desistance research suggests that the factors behind the onset of offending are often different than the factors behind its abandonment. Understanding desistance also has more subtle impacts on criminal justice debates. The most current version of The Good Lives Model, incorporates desistance theory and also elements of positive psychology Laws and Ward (2011), is strength based regarding the premise that humans are by nature, practical decision makers, who invariably adapt themselves to their environment. In relation to desistance, Maruna (2001), described what he coined the Pygmalion effect, stated that the elevated expectations of others will lead to a greater self-belief, aiding the process of ‘knifing off’, or cutting off bonds with their criminal past. In order to achieve these goals, a great deal of emphasis on social capital or opportunities and human capital or motivations and capacities, McNeill (2006) are necessary elements to aid primary and secondary desistance. With respect to the GLM as to its effectiveness, research into this model is rather ambivalent and rather scarce to date to be able to measure the evidence. Offender Management Outcomes Kirton and Guillame (2015), argue that staff feel that TR has deprofessionalized the service and that stress levels are high, due to higher workloads, job insecurity, less autonomy and reduced opportunities for training and progression. Many respondents in their study were considering leaving the service. Moreover, responses to the Ministry of Justice’s (2016) Civil Service People Surveyfor the NPS suggest that only a minority of NPS staff feel that they are involved in decisions that affect their work (38%); that poor performance is dealt with effectively in their team (35%); that there are learning and development opportunities (42%); and that there are career opportunities in the NPS (33%). The NOMS Offender Management Model is the product of bringing together the policy requirements and the messages from research and other evidence, and defining what these together mean for the principles of how NOMS will go about managing individual offenders. It is the bridge between the broad brush strokes of policy, and the finer detail of practice. It forms part of NOMS’ commissioning framework, setting out the broad specification for the approach it expects those managing individual offenders to deploy, and acting as the basis for the development of Standards and performance measures, NOMS (2006). Post Carter report, this was simply a reply from this by concentrating on key themes like modernisation in the form of New Public Management (NPM), trying to control the increasing population in the prison system and by trying to find solutions to the lack of communication between services under the umbrella of probation supervision and prison and probation. Payment by Results Fig.4. Key Components of Fee For Service Mechanism   The MOJ sets out the mechanisms of FFS: Fee For Service (FFS) is payment for mandated activities that deliver through the gate services, (TTG), the sentence of the court and licence conditions to time and quality. A recognition that volume risk, that is the risk that providers are required to deliver services for a larger or smaller number of offenders than expected has been raised as a serious concern, and therefore the risk needs to be shared between Government and providers. The FFS component will therefore be a fixed price for services with a volume related adjustment where changes to volume levels fall outside of an appropriately determined tolerance range, as seen in FIig.4. above. This volume tolerance range recognises that the likely reason for a significantincrease or decrease in volume is most likely to be due to external factors not within the control of a provider. Payment by Results (PbR) seems to be an ideal mechanism in TR, particularly in the current economic climate and under a government which is so keen, to reduce public expenditure, but also to reduce the scale of the public sector, and innovative because possible failings may allow to transfer the costs to private companies involved.   Fox and Albertson (2011) stated, there are other potential benefits to PbR. The sheer possibility of making profits is expected to bring new providers into the field. This, combined with a financial incentive to achieve outcomes, is then expected to increase competition, sweep away unnecessary bureaucracy, and increase the desire to innovate. leading to a better understanding of what is effective, possibly leading to lower unit costs thus allowing for an element of profit to be paid. This is expected to facilitate the involvement of smaller providers who may not have the financial resources to sustain a service over several years while waiting for their results to be evident and their payments to be triggered. In all, if implemented properly then a huge success for private companies involved in TR. Fig.5.Illustration of payment curve incorporating stretch targets. Managing Risk One also must bear in mind that the priority given to different purposes is likely to vary over time. Countries can change their penal philosophies, with different purposes and emphases being put on the role of probation within criminal justice. Kemshall (2010) and others, for example, have argued that, in the last decade or so, more emphasis has been placed on public protection and minimizing risk in England and Wales, with a linked priority on enforcement of breach. The government’s new consultation document, ‘Breaking the cycle: effective punishment, rehabilitation and sentencing of offenders’ may see a swing back towards rehabilitation and promoting desistance, whilst promoting community sentences for less serious offences and without compromising public protection (Ministry of Justice 2010). Fig.6.Prochaska and DiClemente’s Cycle of Change Model Conclusion Lessons from the Thatcher government (1979–1990) taught us that her government targeted the large public sector organisations involved in the provision of utilities whom they presented as being inefficient, over-bureaucratic and unresponsive because they were not subjected to the ‘discipline’ of the market, such as the prison service. However, there was also the realisation that selling those public entities, who were profitable by virtue of their monopoly position, afforded a short-term opportunity to raise revenues, lower taxation and reduce public sector borrowing, now seen again in a Conservative government, Annison et.al. (2014). Do we state the obvious or is it a case of Deja vou? In this respect, it is worth remembering that earlier initiatives introduced by the previous Labour government to address this issue – such as the NOMS and Custody Plus3 were subsequently abandoned on the grounds of the costs involved. At the heart of the government’s TR rhetoric is the idea of innovation, however as in some cases a phone call every 6 weeks from a CRC to a low risk offender may not be seen this way. TR has been communicated from the top down as an opportunity for providers of probation services to liberate themselves from central control and develop creative, effective solutions to the problem of reoffending (Ministry of Justice 2013a; 2013b).   The question of perceptual legitimacy, internal, external, and self- legitimacy has become a core site of debate for probation. Bradford and Quinton’s (2014) conditions for self-legitimacy, namely levels of attachment to the new organizations, the internalization of organizational goals, a sense of being supported by the organization, and a belief that probation staff in both the CRCs and the NPS remain legitimate holders of authority. As David Cameron once remarked whilst Prime Minister, ‘finding diamonds in the rough and letting them shine’. With effective rehabilitation methods in place and joined up working principles, maybe optimistically, we just might see many shining lights, and hail the implementation of Transforming Rehabilitation. References Annison, J., Burke, L. and Senior, P. (2014), ‘Transforming Rehabilitation: Another Example of English ‘Exceptionalism’ or a Blueprint for the Rest of Europe?’ European Journal of Probation, 6: 6–23. Bradford, B. and Quinton, P. (2014) ’Self-legitimacy, police culture and support for democratic policing in an English constabulary’, British Journal of Criminology, 54, 1023–46. Canton, R. (2011) Probation: Working with offenders Abingdon: Routledge Cavadino, M., Dignan, J. and Mair, G. (2013) The penal system: An introduction London: Sage. Chui, W.H. and Nellis, M. (2003) ‘Creating the National Probation Service – new wine, old bottles? In W.H. Chui, and M. Nellis (eds) Moving probation forward: Evidence, arguments and practice Harlow: Pearson. Deering, J. and Feilzer, M.Y. (2015) Privatizing Probation: Is Transforming Rehabilitation the End of the Probation Ideal? Bristol: Policy Press. Farrington, D.P (1986) ‘Age and crime’ in Tonry, M. and Morris, N. (Eds) Crime and justice: An annual review of research Vol 7, pp189-250. Fox, C. and Albertson, K. (2011) Payment by results and social impact bonds in the criminal justice sector: New challenges for the concept of evidence-based policy?, Criminology & Criminal Justice, 11 (5) 395-413. Kemshall, H. (2010). ‘The role of risk, needs and strengths assessment in improving supervision’, in F. McNeill, P. Raynor and C. Trotter (eds.) Offender supervision: new directions in theory, research and practice. Abingdon: Willan. Kirton, G., and Guillaume, C., (2015). Employment Relations and Working Conditions in Probation after Transforming Rehabilitation. Available at: https//www.napo.org.uk/advice-and -resource(Accessed 24 April 2017). Looman, J., & Abracen, J. (2013). The risk need responsivity model of offender rehabilitation: Is there really a need for a paradigm shift?  International Journal of Behavioral Consultation and Therapy, 8(3-4), 30-36. http://dx.doi.org/10.1037/h0100980 McNeill, F. (2011) ‘Probation, Credibility and Justice’ in Probation Journal Vol 58(1): 9-22 McNeill, F., Farrall, S., Lightowler, C., and Maruna, S. (2012) How and why people stop offending: discovering desistance. Other. Institute for Research and Innovation in Social Services. Maruna, S. (2001). Making good: How ex-convicts reform and rebuild their lives. Washington D.C.: American Psychological Association. Ministry of Justice (2010). Breaking the cycle: effective punishment, rehabilitation and sentencing of offenders.   London: Ministry of Justice. Ministry of Justice (2013a) Transforming Rehabilitation: A Strategy for Reform London: MoJ. Ministry of Justice (2013b) Transforming Rehabilitation: Target operating model, rehabilitation programme London: MoJ. Ministry of Justice (2016) Civil Service People Survey 2016:   The National Probation Service.https://www.gov.uk/government/uploads/system/uploads/attachment_data/ file/573656/nps-people-survery-results-2016.pdf (accessed 26 April 2016). National Audit Office (2002), Reducing Prisoner Reoffending. Ostrom, E. (1986). An Agenda for the Study of Institutions. Public Choice. 48(1): 3-25. Podmore, J., (2017). http://thejusticegap.com/2017/02/farewell-noms-need-name-change/. Website [accessed 24 April 2017]. Social Exclusion Unit (2002). Reducing Re-offending by ex -Prisoners. Vanstone, M. (2004) Supervising offenders in the community: A history of probation theory and practice Aldershot: Ashgate. Bibliography Fig.1. CPA Map showing the 21 Contract Package Areas Fig2. System Governance Fig.3.Assesemnt of C-NOMIS National Audit Office 2009 Fig.4. Key Components of Fee for Service Mechanism Fig.5.Illustration of payment curve incorporating stretch targets. Fig.6.Prochaska and DiClemente’s Cycle of Change Model

tragoed Elements of Tragedy in Oedipus the King (Oedipus Rex) :: Oedipus the King Oedipus Rex

Elements of Tragedy in Oedipus Rex It is not the tragic subject matter of the text that is of primary interest - but rather the manner in which the plot is developed. The story line progresses as if the reader is "unpeeling an onion." The tale of King Oedipus is well known. An enraged Oedipus unknowingly slays his father (Laiusq, King of Thebes) and supplants him as monarch and as husband to his own mother (Queen Jocasta). As each successive "layer of the onion" is unpeeled, Oedipus is brought a step closer to realizing the true nature of his actions. Foretold in prophecy and initiated by his anger, the downfall of Oedipus comes to fruition as all facts gradually come to light. This "enlightening" starts with the revelations of a blind prophet named Tiresias. Though sightless, Tiresias can "see" the truth. He argues with Oedipus "...you have your sight, and do not see... . Yea, you are ignorant... ."(Sophocles, 15). Understandably, Oedipus is enraged at the prophet's accusations and fatally insists on investigating the murder of King Laius. In Aristotle's Poetics, it is stated that a tragedy must be complete - having a beginning, middle and end. Of equal importance "...the sequence of events, according to the law of probability or necessity, will admit of a change from bad fortune to good or from good fortune to bad."(Aristotle, 15). The impetus for the downfall of Oedipus, "Known far and wide by name" (Sophocles, 1), is his anger. Enraged he slew King Laius and in anger he hastily pursued his own ruination. From the aforementioned recriminations of Tiresias to the conflict with his brother-in-law Creon (his ill temper again displayed - "Tempers such as yours most grievous to their own selves to bear,... .(Sophocles, 25); through the revealing exchanges with his wife/mother Jocasta and her slave (whose pity saved the infant Oedipus), damming insight grows in a logical sequence, all the while fueled by the Oedipal rage. Realizing the heinous nature of his actions, Oedipus blinds himself in a fit of anger and remorse - now, as Tiresias, he can see. In an age where popular entertainment is apparently guided by the maxim "more is better" (see the body count in any popular "action thriller") and "special effects" dominate,

rolemodel :: essays research papers

Harms 1: 18,000 Africans illegally held in jails and prison camps According to the United Nations based Organization for Human Rights, at least 18,000 Africans are now being illegally held in jails and prison camps. The prisoners are held without charge and denied access to lawyers, family and friends for months on end. April 22, 2004 2: UN camps hold violent offenders Chronology of Malino Accord Violations in Poso - 2003 (28/11/2003) #6965 Ever since the Malino Accord in December 2001 there have been repeated provocative violations of the agreement. In January and February 2002 there were some promising signs that perhaps the Malino Accord could produce a lasting peace. Thousands of weapons, mainly hand-made, were handed in by both the Muslim and Christian communities and destroyed by the police. There were, however, serious concerns from the Christian community due to the absence of the organic or military issue weapons being handed in by the Laskar Jihad. Such weapons had been regularly seen being carried around the streets of Poso, during attacks on villages and even photographed at Jihad inspection posts on the main highway during November 2001. 3: Shooting, bombing heighten tensions in Africa’s Poso district A bombing and shooting have heightened tensions in Indonesia's religiously-divided Poso district during the Eid al-Fitr Islamic holiday. However, police say no one was hurt. Authorities say a bomb exploded in a field in the Gebang Rejo residential area of Poso town on Tuesday but no damage was caused. Another device found nearby was defused by a police bomb squad.Meanwhile, a volley of shots was fired in the town's Lawanga district. Poso police chief, Abdi Darma, reportedly said the attacks were only meant to spread fear among people 4: Rape Used to Intimidate Rape is widespread and committed with impunity; in most Refugee camps by what in America we call the gang syndicate. The culture of impunity contributes to an atmosphere in which rape is permissible. RI documented 43 rapes among women from the Karen, Karenni, Mon, Tavoyan and Shan ethnic groups. Some 75 percent of women interviewed reported knowing someone who had been raped. The group released a report last year documenting 625 sex attacks on women and girls. The report contains graphic allegations. Testimony from one woman claiming that she witnessed the raping of a woman While she fetched water the woman's husband was forced to watch as the Refuge leader (Zu Zawany) raped and killed his wife, before turning their guns on him

Explain the characteristics of assessment for learning Essay

Assessment for learning focuses on the learning process and how to improve a child’s academic progression, finding out where pupils are within a learning range, where they need to go and how best to get there. A variety of assessment for learning strategies can be used to aide children in their learning and these can be adopted by teachers to gain an understanding of what has been achieved and what next steps will be required to take a child’s learning forward. Typical characteristics of assessment for learning are; †¢ Enable teachers to plan the next stages in a child’s learning to ensure individual progress. †¢ Provide a consistent whole school approach that encourages teaching and learning. †¢ To make sure that pupils are actively involved in lessons from the very start. †¢ Helping pupils understand and know the standard of work that they are aiming for in class by asking questions of themselves i.e. â€Å"what have I learnt?† ~ â€Å"what could I have done to improve on that piece of work?† †¢ Providing constructive feedback that will help pupils identify improvement and by also educating pupils in self assessment methods in order to ascertain areas for development . †¢ In order for teachers and pupils to play an important role in facilitating learning experiences then there must be an element of active listening from both child and teacher. †¢ Have faith that every child can progress in contrast to earlier achievements they had made. †¢ By recognising that enthusiasm and self esteem which is vital for effective learning and progress will be increased by using effective assessment methods. †¢ In order for pupils to understand where they are in their learning they should be encouraged to think, ask question and work together in groups as this will allow them to evaluate their own understanding. †¢ Pupils should be encouraged to connect their learning to other lessons, topics or life outside of school.

Arab Spring Essay

Two years ago, the West thought it recognised what was happening in the Arab world: people wanted democracy, and were having revolutions to make that point. Now, recent events in Egypt have left many open-mouthed. Why should the generals be welcomed back? Why should the same crowds who gathered in Tahrir Square to protest against the old regime reconvene to cheer the deposing of their elected president? Could it be that the Arab Spring was about something else entirely? I believe so. The Arab Spring was a massive economic protest: a demand that the poor should have the basic rights to buy, sell and make their way in the world. I have the nerve to say this because just after the death of Mohammed Bouazizi, the Tunisian fruit seller who started the Arab Spring by setting himself ablaze, my researchers spent 20 months in the region to find out more. Why would someone kill himself after he had lost a cartful of fruit and an old set of scales? We found something the newspapers missed: he was not alone. No fewer 63 men and women replicated Bouazizi’s protest within two months of his death, in one country after another. We interviewed their families, and started to piece together their story — the true story of the Arab Spring. The picture is now complete and the facts are in. These facts have deep implications for David Cameron’s government. Our research suggests that the region’s revolution has just begun and has the potential to transform the Arab world for the better. But only if the West can see what is really going on, and offer support. As is so often the case with political martyrs, Mohammed Bouazizi has come to mean different things to different people. To some he’s a symbol of resistance to injustice; to others an archetype of the fight against autocracy. Last year the Occupy activists enlisted him as a spiritual ally. It is hard to imagine that the real Bouazizi would have recognised himself in any of these incarnations. When local authorities took away his fruit and scales, his livelihood was destroyed. He knew that from then on he would never have a legal right to put up a stall. He had no way to reduce the cost of the bribes that he paid regularly for his right to buy and sell. This would destroy his ability to get credit to buy the truck he dreamed of. The government has the power to crush people like Bouazizi, and it seemed to him that they would do so. He protested, in an act copied by 21 more people in Tunisia, 29 in Algeria, five in Egypt, four in Morocco, two in Syria, one in Saudi Arabia and one in Yemen. They were all, like Bouazizi, extralegal entrepreneurs — protesting for the right to get on. The right to own and better their lives; to accumulate capital; not to have their property expropriated on a whim. They were in businesses as diverse as restaurants, computing, real estate, opticians and taxis and their decision to commit suicide in public was usually taken after the authorities confiscated their wares or their documentation. As one Tunisian survivor told us: ‘I have no problem with competition, but expropriation is an indignity. Authorities do not recognise what is ours, and that is not -tolerable.’ This is the case not just for most of the Arab world, but for most of the third world. The phrase ‘black market’ suggests, to western ears, dodgy dealing on the sidelines. But in the Arab world legality is what happens on the sidelines. Economists look only at the official statistics, and imagine, for example, that Egypt has a massive unemployment rate. If you were an out-of-work Egyptian, however, you would be dead after three or four months be cause you would not have enough food. Most Arabs are working, but in a way that has become invisible not only to their governments but to the West. ‘Grandad, tell me again about the old days when we were rubbish at sport and Britain never won anything.’ Outside Cairo, the poorest of the poor live in a district of old tombs called the ‘city of the dead’. But almost all of Cairo is the city of the dead — that is to say, dead capital. Assets that cannot be used to their fullest, cannot be used as collateral for loans or changed for other assets. Seeds that can never grow. These people are working, but not in ways that western governments are prepared to recognise. Given the chance, they would pull themselves, and their countries, out of poverty. But they are denied the chance, because the rule of law is a cosy club to which only the elite belong. And the scale? In Egypt alone, the extra-legal sector accounts for 84 per cent of businesses and 92 per cent of land parcels. My organisation, the Peru-based Institute for Liberty & Democracy, estimates that some 380 million Arabs derive most of their incom e from the ‘shadow’ economy. If the Arab Spring is to be compared to a revolution, then it should that of England in 1688. After the Glorious Revolution, the crown agreed to be limited by the rule of law. The English were able to have deeds for their property, a right that even a king could not take away. People could borrow against their property, no matter how humble. The eventual result was the industrial revolution. This process, which allowed the West’s incredible economic transformation, has yet to happen in the third world. And so many billions of people are stuck in poverty. This is not some western monopolistic conspiracy. Americans, Europeans and Japanese take the wealth-creation process so completely for granted that they have forgotten that property is about more than real estate or ownership. It is about the identities, contracts, rules, credit guarantees and documented information that allow entrepreneurs to join people, things and capital into more valuable combinations. These tools, essential to escape poverty, lie out of reach for most Arab entrepreneurs. In Egypt, for example, to legally own a small business such as a bakery requires dealing with 29 different government agencies and navigating 215 sets of laws. In Arab countries, the poor entrepreneur’s right to transact derives from the goodwill of local authorities, not the law. When Bouazizi and those other entrepreneurs lost that goodwill, that right evaporated, severing access forever to the legal tools that property rights bestow. Those authorities expropriated not just their property but their futures. This is why they burned themselves alive. Britain has been generous with international aid. But if Cameron were to match this by pointing out the obstacles facing the Arab poor, it could be transformative. He has long been a vocal proponent for property rights and the rule of law as crucial elements for economic development. What better moment than to carry that message to the Arab world? Relieving poverty need not be seen by the new Arab governments as an act of charity. On the contrary, legal reforms are already at the top of these new governments’ agendas for growth. It was a British philosopher, Gilbert Ryle, who coined the term ‘category mistake’. If don’t get your categories right, he said, you won’t get your analysis right. If the West places Egypt and the Arab Spring into the category of ‘Islamist uprising’, it will not only misunderstand the hopes of millions but miss a remarkable opportunity. By our estimates, entrepreneurs who want a legal system with property rights like those in the West outnumber al-Qa’eda members in the region by a ratio of about 100,000 to one. Britain is ideally placed to see the link between the 1688 Glorious Revolution, and what it did to ensure so many shared the benefits of the industrial revolution, and what is happening today in Egypt. If it did so, much of theconfusion of what underpins the Arab Spring would clear up. This is not only an Arab phenomenon. It needs an eloquent western advocate, who can point the economic potential in extending the rule of law, property and businesses to the many, not the few. The West has spent decades making a category error in how it sees third world poverty and stability. It needs a new voice, with a new approach. There is no reason why that voice should not be David Cameron’s. Hernando de Soto, is president of the Institute for Liberty & Democracy and author of The Mystery of Capital