Supply Chain Management in Zara & H&M Dissertation

Supply Chain Management in Zara & H&M - Dissertation Example The study "Supply Chain Management in Zara & H&M" targets to investigate the different supply chain behaviors that are being exercised by the different fashion retailers. Quick refers to the time it takes to release a product in the market, and quality refers to the product as a whole -- its components, or if it is in line with current fashion trend. One way of ensuring customer satisfaction is through the offering of quality goods and quick services. Because of this, firms are pressured to increase their productivity, reduce operational expenditures, and reduce lead times. Apparently, enterprise resource planning (ERP) system is needed so that organizations will obtain market value at this crucial moment. Supply chain networks succeed when the flow of information in organizations is not interrupted by any unwanted trouble. Members of the entire supply chain must be given permission to access timely information, and this information must flow to the direction where each and every mem ber is situated. The main role of ERP in the setting of an organization's SCM is for it to become equipped with an integrated information system. Most companies nowadays are experiencing pressure, and the reason for these is the shifts in demand. They are challenged to devise new ways of creating products as well as in finding various means to address the varying customer demands. The pressure that is being experienced by these manufacturing companies is made even complex as they expand the scope of their operations. both geographically and organizationally (Gattiker, 2007). In connection to the said circumstance, it is indeed timely to study a business strategy that targets to address the dynamic shifts that are already occurring in the manufacturing industry. While many types of manufacturing organizations are encountering such complexities, fashion retailers can become one good example of a firm that has been constantly experiencing the said changes. Supply chain (SC) coordinatio n gained relevance when organizations started to evolve. From then on, more attention is being given to the enterprise level management of supply chains than the factory level management (Gunansekaran, et al., cited in Akyuz & Erkan, 2010, p.5137). Because fast fashion has been becoming a trend in fashion retailing companies, the concept was chosen to become the focus of this study. Another reason why the concept was chosen is because of its correlation with supply chain management, for it has been considered a modern means applied by fashion companies to improve their supply chain which also part of their enterprise resource planning system (ERP). Research Approach: Quantitative Research This research is being built on a quantitative research approach, an approach that is widely used in testing the validity of existing theories. With this kind of approach to research, data collection is considered intense and continuous (Taylor, 2005, p.243). Quantitative research is useful in exam ining case studies that have been derived from theories and hypothesis; one reason why this approach to research analysis has been chosen for the study. In quantitative research, theories are developed through tests theory; thus, requiring the validity and reliability of information before one can begin

DETERMINING YOUR PERFECT POSITION Research Paper - 1

DETERMINING YOUR PERFECT POSITION - Research Paper Example an therefore learn to be an effective leader by understanding the different approaches to leadership so as to apply the best approach in a given situation. There are a number of leadership theories which provide an understanding into the subject of leadership and enabling people to become better leaders. According to the trait theories, it is realized that effective leaders usually share a number of characteristics which enable them to lead effectively. These personality traits are innate qualities such as integrity, empathy and likability. Indeed, such qualities are very useful in the context of leadership. However, there is no combination of traits which can make somebody a better leader. In this regard, leaders are normally expected to use these traits and characteristics in addressing different situations. The traits will usually demonstrate our external behaviors. As a leader in an organization that is restructuring, I would ensure that I apply the core traits of integrity, empathy and assertiveness in addressing the challenges in the organization. I would emphasize on emotional stability in all situations while ensuring effective communication with my workers. More importantly, I would always be ready to admit mistakes and errors as opposed to focusing on covering them. This would go a long way in creating an important link with the employees. Behavioral theories focus largely on the conduct and behaviors of leaders. For instance, as a leader, it is not proper to just dictate what is to be done and then expect a smooth cooperation within the organization. In the same way, the importance and applicability of group of individual decision making must be well understood. In this respect, there are three classes of leaders: autocratic, democratic and laissez faire leaders. Autocratic leaders usually make individual decisions without consulting their team. Such leadership is appropriate in situations where quick decisions need to be made (Raatma, 2003). On the

Strategic HUman Resource Management Essay Example for Free

Strategic HUman Resource Management Essay Defining SHRM The purpose of this portion of the paper is to provide an explanation into strategic human resource management (SHRM). This information will look at the ways that some scholars have defined the concept of SHRM, and the role that it serves within an organization. In addition, the first part of this research will examine how a human resource department can actually be called strategic in nature. This information will also be examined in relation to an actual organization. Various models of SHRM will be discussed, and the idea of how they compare to the organization in question will be presented. After reading this portion of the paper, it should become clear that SHRM is much more than simply hiring people. It is also much more than operating within a bubble. It is about actually helping the overall strategy and vision of a company. The first thing that needs to be done is to provide an actual definition and analysis to what it actually means to be SHRM. In order to define this concept, it is first important to actually explain what is meant by human resources in general. Appleby Mavin (2000) explain that Human resources are the efforts, skills, and capabilities that people contribute to an employing organization which enable it to continue in existence. Although difficult to define, SHRM is generally perceived as a distinctive approach to managing people which seeks to achieve competitive advantage through the strategic development of a highly committed and capable workforce (s555). The definition that is provided here explains that human resources is really about the skills that the people of an organization bring together in order to keep it alive. In addition, the authors explain that moving into the realm of SHRM is about managing the human capital of an organization in such a way as to achieve some type of competitive edge. Having not only a committed workforce, but also having a workforce that is highly trained for the job that must be performed achieves the competitive edge. Moving in this direction is where human resources becomes SHRM. Van Donk (2001) takes this idea one step further by explaining where in the planning process of a company the human resource management role must fit in  order to make it strategic in nature. He also explains how this role has evolved in the past twenty years or so: From the 80s onward there have been pleas for integrating human resource management and corporate strategy. A number of authors have been working on approaches to the achievement of what is called Strategic Human Resource Management. These approaches place the human resource management policy formulation at the strategic level. In these approaches to Strategic Human Resource Management it is claimed that: (1) human resource problems are problems solved by linking HRM and strategy formulation at an early stage; and (2) problems with strategy implementation are solved by early adjustment of the HRM to these strategies (299). In the end, what Van Donk adds to the definition of SHRM is that human resources cannot be called in at the last minute to fix a hiring problem. Instead, human resources must be involved from the very early planning stages in terms of the type of human resources that are needed. This early involvement allows human resources to understand exactly what is needed. It also allows human resources to be able to adjust so that the decisions that are made about the people that are needed can be adjusted immediately to fit new or changed strategies for the company. Finally, Mueller (1996) adds one additional piece to the information that helps us to formulate an overall definition for SHRM. He explains that: I propose to take the following as the defining features of the ‘orthodox notion of SHRM. According to this notion a strategic utilization of human resources means that: 1. Management is active, not reactive 2. There is high integration between policies 3. An orchestrational role is played by senior management 4. and there is articulation of policies by senior management (759). The information that is provided by these three scholars can help us to create on integrated definition of what is truly meant by SHRM. This concept really means that the human resource department and its leaders are not simply thought of as the people who are given the task of hiring employees. Instead, they are an important part of the strategy formation of a company. These people are a part of the process from the very beginning, and they are  given the authority by company management to be taken serious to provide ideas about the strategic planning of the company in terms of the role that employees will play, and the skills that need to help achieve those goals. The information that is provided should also make it clear that SHRM is more than just about the role that the human resource department of a company plays in the strategic vision of an organization. It is the role of senior management that helps to actually make SHRM work. Senior management must actually give the authority and respect that is needed to make the human resource department a vital part of any strategic vision. This must be more than simply saying that human resources are important for the company. Instead, it means that senior management must act upon it, and they must take an active approach to human resource needs to fulfill those strategic plans. They must communicate with human resource managers, and they must also listen to human resource managers. In the end, it could be easily explained that strategic human resource management is about adjusting the role of human resources. Rather than having a department that reacts to the needs of the company, SHRM is about ha ving a department that is on top of the planning that goes into deciding the human resource needs of the company (McMahan, Bell Virick 1998: 196). Evaluating SHRM in an organization In order to evaluate the extent to which human resource management in an organization can be termed strategic, we must first understand some of the basic models that apply to the organization that is being discussed. We must also have an organization that we can discuss in the first place. In order to choose an organization, it is easier, as an example, if an organization is chosen that is widely known by a lot of people. For this, we are going to turn to a description of large accounting firms and the role of human resources in their firms provided by Boxall Purcell (2000). To Illustrate what we mean about strategic choices in HRM, take the case of a management consulting firm that aims to join the elite cluster of firms that are transnational, if not ‘global’ in their reach (firms such as McKinsey, PricewaterhouseCoopers and Anderson Consulting). There is no doubt that such a firm must have highly selective recruitment and strong development of staff to ensure it can consistently offer clients high-quality service on  complex business problems. In this elite strategic group, a synergistic blend of certain human resource policies—such as proactive recruitement channels, high entry standards, high pay, employee ownership and extensive professional education—are critical prerequisites to a firm’s credibility in its sectoral labour market. On the other hand, it is unlikely that there is much handing on the firm’s choice of job evaluation systems. If any one o fa range of such systems supports its remuneration goals in recruiting and retaining highly qualified consultants, or doesn’t perversely undermine them, then the choice among different systems is not critical. Similarly, the contracting out of payroll or benefits administration in such a firm is not a strategic dimension of its HRM. It is not difficult to meet the requirements of employment contracts in these areas and elite firms are not differentiated from lesser firms on this basis. What is critical, however, is that they firm’s leaders put together and aply the system of broad-based HR policies that will help the firm to join the elite group of professional firms in its sector—although it would be unwise to think that this will happen quickly or be achieved solely through HR strategy (184-185). From the example that is given by major accounting firms, it is easy to see what makes human resource management strategic, and what does not. It all comes down to the notion of the decisions that are made in terms of moving the company forward in its goals and visions. On the other hand, decisions that really do not affect the visions of the company, such as choosing one piece of software over another to administer payroll, is not something that makes a human resource department strategic. With all of this in mind, the company that is going to be used as an example to determine how it has implemented, or needs to implement, SHRM is a small software company with which is I am familiar and have some working knowledge of the internal structure that sells communication software to physicians known as Televox Software. The software from the company helps companies immediately send recorded messages to customers to remind them of appointments or past-due bills. The software even allows customers to pay bills right over the internet without any work on the part of the company that wants the feature for its customers. In order to determine how the company’s human resources are already strategic in some ways, it is important to look at some of the models that explain SHRM. One of these models is known as the open systems theory. The open systems theory states that a company receives inputs from the environment, such as from customers and even other companies, and then uses that information to change how it operates. Wright Snell (2001) explain the concepts behind the open systems theory: It emphasizes two important characteristics of organizations: the system character, so that the movement in any part of the organization leads to movement in other parts, and the openness to environmental inputs (208). In terms of human resource management at Televox, the company is very much strategic in this regard. The company is constantly looking for feedback from customers. This feedback, unlike at some companies, is taken very seriously. When a customer complains about the way in which an employee has done his or her job, this information is analyzed to determine where the problem took place. If the problem lies with the employee’s training or motivation, human resources takes actions immediately to alleviate or correct the problem. A second theory that easily applies to Televox is the universalistic perspective. Colbert (2004) explains that Under a universalistic approach, strategic HR practices are those that are found to consistently lead to higher organizational performances, independent of an organization’s strategy. Examples are such practices as formal training systems, profit sharing, voice mechanisms, and job definition. One might argue that these are not strategic in the sense used elsewhere in the SHRM literature (i.e., contingent on strategy or explicitly aligned with specific strategy) and may simply be terms prudent in the sense that they have been shown to consistently enable a given firm to perform better than it might otherwise (344). Regardless of what some might think about the universalistic perspective, the ideas behind the theory can led a company to SHRM. In the case of the  company in question, Televox, the organization is very definite about defining job duties and providing formal training to employees. However, the company does lack in profit sharing as it is not a publicly traded company. In addition, the company also lacks in actually listening to its employees and giving them a voice in real decision-making. This shows that the company has moved from simple human resource management to strategic human resource management in some ways. However, it also shows that the company is not yet fully involved in the SHRM process. In terms of the information about Televox at this point in the analysis, it can only be deemed to have SHRM management in the way in which it takes information from the environment that it operates. When customers and others have issues with the services and support that are provided by employees, the company takes this information very seriously. The result is that training or even firings take place. In addition, when people are hired into the company, they learn very quickly that excellent customer service and attention to customer needs are the key to the vision and strategy of the company. This means that these ideas and objectives are going to be key to the way in which employees operate. At the same time, the company is very much about defining job duties and explaining the place that everyone holds in the company in relation to the vision of the company. However, the company, simply based on the information that we have discussed so far, lacks SHRM in other ways. For example, the company does not give employees a voice in helping to set strategy and goals for the company. In addition, communication between manager and employees is often very much one-sided. The company also does not give incentives that might keep the specialized and trained employees that they need to work in a skilled environment like a software company. In the next section of this analysis, information and research regarding HR Departments will be discussed. Once this literature review has been completed, we will return to Televox to determine what types of other improvements can be made to the company to move it closer to truly operating with the mindset of SHRM. This move closer to true SHRM can also be seen as  providing ways that Televox can actually move closer, as was explained earlier in this paper, to be an elite company in the sector in which it operates. Literature Review The purpose of this section of the report is to look at research and information regarding HR departments. The background information is being provided in the context of determining the problems and opportunities that exist for HR departments to transition from simply doing human resource management to handling strategic human resource management for the companies in which they operate. What should be taken from the background information that will be presented is that the difficulty that still exists in making that transition in one of understanding of SHRM and old ways of thinking about human resources in general. Before any background information can be provided, it is important to understand some of the key questions of SHRM so that we will know what to look for in the research that is available on this topic. Colbert (2004) explains that Research on the contribution of human resources (people) and HRM (practices) to organizational effectiveness has addressed a wide array of questions: what is the effect of HR practices on the development of the firm’s human resources? Which HR practices lead to greater organizational performance? To what degree does that depend on firm strategy? How does a firm ensure that its HR Practices ‘fit’ with its strategy? How does it ensure that its individual HR practices fit with one another, or does fit even matter in HR practices? Must the attributes of a firm’s base of human resources always align with an a priori strategy, or can its stock of skills, knowledge, and interactions drive strategic direction? (342). One of the ideas that exists about human resource management is that it was divided into its various parts in the past. This division of what constitutes human resource management is known as a subfunctional view. This view held that human resource departments actually had various separate roles, such as selecting employees, training employees, and even appraising employees. It has been argued, however, that the view that human resource departments have small functions that must come together for the sake of the  company has actually created problems for companies and HR departments. One of these problems is that the subfunctional view created problems for HR managers to try to understand how all of these functions actually came together. It was often the case that HR managers did not see them coming together. Instead, they were simply seen as separate tasks, such as selecting qualified candidates and then later on evaluating their performance. The end result has been that HR departments have not seen that all of the functions they perform actually do work together to accomplish the overall vision for the company (Wright Snell 2001: 206). In fact, Van Donk Esser (2001: 302) note that human resource managers often view the idea of managing human resources as lying within certain areas of concern and policy for the company and its employees. These areas concern the influence that a company may give to employees and even employee unions, the flow of human resources to various parts of the company, the rewards and benefits that are given to the employees, and the actual design of the work and the jobs that are performed. It is already clear that viewing each of these areas separately can certainly cause problems for human resource departments. If an HR manager thinks of hiring employees as a separate task from actually training employees or thinking about the jobs they will perform, confusion can easily be created when all of this is brought together when new employees are assigned to a department and told to get to work. There is clearly no harmony in the way that some HR managers think about the assets, that being the human assets, that they are supposed to be managing. Lundy (1994) also explains, as far as human resources goes in the United States, that their was an old system in place of managing employees. This was a system where those who oversaw personnel decisions really lacked any power or decision-making skills at all. However, she explains that this is changing in the United States, and that the role that human resource officials play within the companies for which they work is evolving. She explains this evolution: There are other issues worth consideration. It would seem that, from a US perspective, a good case can be made for  concluding that personnel management in its traditional form has been evolving to a process identified as human resource management (HRM). In particular, the Harvard model and writings demonstrate the nature of the evolution. It incorporates: a strategic orientation; standard personnel management practices, e.g. selection, appraisal; a philosophy and new practices geared towards employee motivation. It has a strong managerial perspective and, in many ways, the new practices have been managements pragmatic response to its changing environmental context. It is also worth noting that historical analysis has suggested five different HR management systems linked to environmental conditions. This gives strong emphasis to the contingency-based properties of the current commitment system. While the likely endurance of the commitment system is unknown it is important to take account of the probable strength of the educational and social changes within human resources which have influenced the development of the system. The historical analysis has also pointed up that the different HRM systems denote a shift in the balance of influence between employer and employed. There is a connection here with the literature on the changing face of American industrial relations and the phenomenon of the non-union firm. Certainly the analysis highlights certain extremes in behaviour and perspective, e. g. mutuality/adversarialism, control/commitment, specialization/flexibility, standardization/innovation, alienation/identification and so on (713). The reason for this evolution and changing dynamic between companies and human resource departments, as well as between human resource departments and employees may lie in the outcome of being more focused on employees and the planning of human resources. In fact, Appleby Mavin (2000) conducted research to determine what happens when there is an integration of human resource roles and ideas. The research looked at over 800 companies in the manufacturing industry in England. The authors used a self-assessment questionnaire that would report how well each company was achieving a world-class levels of performance, and what was helping to lead to that level of performance. The authors report that actually bringing together all of the roles and functions of HR departments was related to an organization actually attaining world-class level. The authors of the study  explain: The results show a positive association between the integration of HR strategy and the world-class status of orga nizations. Further, those organizations using an integrated HR strategy show better practice and performance with regard to: quality management, managing and developing their people, and their sustainability and innovation (s560). This study is not the only study to find that actually integrating the roles and duties of human resource departments actually lead to better overall results for the companies in question. Rodwell Teo (2004) conducted a study of for-profit and non-profit companies in Australia. The study consisted of 61 companies in Australia that operated in the medical industry. Questionnaires were given to company leaders asking about human resource practices. The results of the study found that regardless of whether a company was for-profit or non-profit, human resource practices that actually integrated people and their functions resulted in better performance for the company. As the authors of the study state: The evidence suggests that as the health sector experiences more global reform in terms of policy and managerial changes (EOHCS 2001) Australian HS firms emphasize the buying of skills, experience and knowledge through selective staffing and other human capital-enhancing practices. Researchers such as Snell and Dean (1992) conclude that the adoption of these strategic initiatives are related to the adoption of strategic HRM and those practices that focus on the creation of human capital required for mastering the new managerial and medical systems and techniques. In this instance, HRM has been used to ensure that human resources are selected to add value to the firms’ quest for efficiency, effectiveness and economy in the Australian health sector (325). Now, at this point, some might argue that about the ability to take research from one area of the world, or even in one sector, and generalize the findings to all companies and how human resources should be managed across the spectrum. The fact of the matter is that this is an important area of discussion. The research that has been presented clearly shows that the notion of human resource management in companies is changing because it is  good for the companies. In organizations where human resource departments are given the authority to integrate their tasks and to worry about the resources that they are supposed to be in charge of, the result has been companies with better levels of overall performance. Still, the argument remains as to the ability to generalize these findings. However, in light of the information that is available, it clearly seems that more research and even more practice is warranted. As Wright, Snell Dyer state quite clearly: The conference at Cornell was s uccessful in bringing together leading HR academics from around the globe to enhance the emerging international dialogue on SHRM theory and research. The resulting papers suggest general agreement on one point: that differences in institutional environments, and perhaps cultures, serve as boundary conditions with respect to the generalizability of our models and empirical results. Clearly, however, there is less agreement about the nature of these boundary conditions and the direction and magnitude of their effects, or on the stakeholder vs stockholder controversy. We hope that SHRM theorists and researchers in all corners of the globe will see this situation as a challenge. The papers in this volume represent a promising start. The task now is to build on this work by incorporating a fuller range of boundary conditions in our research, explicitly wrestling with the global universality vs local adaptability issue and experimenting with a wider range of outcomes in our models and studies preferably doing so through networks of international collaborations and consortiums. Ultimately, we must make absolutely certain that our field continues to hold its own in the ubiquitous drive to globalize (879). Based on the studies and opinions from scholars in the field of human resource management, it is clear that HR departments must change their focus on how they view people, and how those people fit into the organization. This change must come at the management level, and must actually see human resource departments as part of the management level, rather than as simply another part of the organization that can be ignored. Kazmi Ahmad (2001) explain the types of questions and focus that comes when human resources are seen as being part of the management level in a company. For example, in the personnel selection/placement area, operational-level activities include the  annual staffing and recruitment plans. The managerial-level is more concerned with staff planning for the intermediate-range future. A question posed at the managerial-level is, for instance, if the company is about to set up two plants in different parts of the country, what kind of people will be needed and how will they be found? Strategic-level activities look on the long-term future. Here a question such as this could be posed: what kind of people will be needed to manage and run the organization in the future? The implications of the long-run position are then retraced to guide current selection, placement, and training practices. If, say, a major oil company formulates a strategic plan for major diversification by the year 2005, a relevant question would be: what kind of people should it be recruiting now so that it will have employees capable of running the diversified company five years and beyond? (135). Of course, with all of this discussion about moving human resources to the role of being a strategic part of a company, Schuler (1992: 25) explains that human resource departments need to be part of the team that not only makes strategic decisions, but also helps to set some of the tone for the company. For example, he explains that human resources can take on three roles: a leadership role, a managerial role, and an operational role. In the leadership role, HR helps to steer the direction of the employees of the company. This can include attitudes and culture that exist in the way that employees approach their jobs and the people they serve. In the managerial role, HR acts to give employees the training and direction they need. HR also gives feedback to the work that is being done, and ways that employees can improve. HR can also help to direct how people work together to get tasks done efficiently. Finally, in the operational role, HR helps to set the function of certain roles. This can be as simple as telling employees that they must smile and greet customers by name. However, in the light of various functions, HR departments must see themselves as part of the company that actually helps to build profits and results. They can no longer see themselves as simply working for a company. They must see themselves as actually moving a company forward, and having to produce results to show that work and effort. Rogers Wright (1998) explain this idea. Universal application of macro HRM models of analysis  with dynamic constructs for performance may prove more achievable and useful than the search for a single universal linkage of micro HR to a particular measure of organizational performance. Just as happened with the field of economics, human resources management is developing a clearly distinguishable macro side. The HR field must face the questions of micro-macro linkage, bias in aggregation, and plausible mechanisms of action to connect individual human activity in the form of HRM with organizational performance. How these questions are answered will in large part determine the direction and utility of the filed in the next decade. A case has been made for expanding the concept of performance to enable establishment of a general construct for organizational performance through the adoption of a performance information market concept. The PIM concept needs to be equipped with variables and the model’s mechanism of interaction verified by empirical investigations (328). Problems and Opportunities of Becoming Strategic Based on the information that was provided in the literature review, it should become clearer that a transition from simple human resource management to strategic human resource management is not going to be something that is going to result in just opportunities for human resource departments. Instead, there are also going to be problems and areas of concern along the way. All of these areas must be addressed and dealt with my HR departments if they are going to be part of the strategic process in companies in the future. First, with the transition to strategic human resources, HR departments are going to be held accountable for the work that they perform. This means that they cannot simply sit on the sidelines and expect to reap the benefits of being treated like part of the management team without gaining some of the pressures and responsibilities that come with actually being part of the management. This is going to result in HR managers and departments having to actually justify their existence. They are going to have their own goals and objectives that will have to be met. Even more, they are going to have to answer to the senior management of the companies for which they work, as well as the investors of the companies, when the decisions they have  undertaken to obtain qualified employees or to hold on to employees do not go as planned. They are also going to be expected to communicate problems and concerns more openly, rather than lurking in the shadows waiting to be noticed by those in power . Another area of opportunity or problem, depending on where you stand, is going to be that human resource personnel can no longer be people who sit and shuffle paper. It will not matter if we are talking about the HR manager or the associate sitting in the office. The fact of the matter, everyone who works in the HR department is going to have to be trained not only in how to interview and hire employees, but also how to develop plans to deal with strategies that will move a company forward. In fact, it does not seem far-fetched at all to assume that more time will be spent by those in HR departments developing strategies and analyzing what is working and what is not as it relates to employee operation and performance. Of course, with all of these areas of concern will come many opportunities and benefits for HR departments to work toward SHRM. First, this is the chance for those who work in HR departments to truly be taken seriously as leaders and managers. They can come out of the shadows and stop being seen as employees who are removed from the actual work that is being done in the company. Instead, they can be viewed by employees as being relevant to the operations of the company. These individuals can also be seen as having the abilities to truly be effective leaders. At the same time, all of this promises success for more than just the companies or those who work in HR departments. The change from human resource management to SHRM will mean that employees will be recruited with the idea that they are truly valuable, and how they are treated is important for the future of individual companies. Of course, for employees and potential employees, this will also spell added responsibility. Employees will have to show that they have the skills and qualifications that are necessary for the specific job or function they will play within the company. However, they will also need to show that they can learn and expand as the strategic plans and goals for the company change. Just as HR  managers will have to adjust, the move to SHRM means employees will be affected, and they will have to change as well. However, if all of this comes together, the end result should be a great improvement in how companies operate. The research shows that companies that are involved with SHRM perform at a higher level. The research also shows that these companies are in a better place to provide world-class service. Application of SHRM to an Organization Now that we have analyzed the research leading to SHRM, it is time to turn back to Televox Software and the ways in which it can improve upon SHRM in its operation. First and foremost, the research shows that HR departments must communicate clearly and accurately the expectations to new employees. At Televox, new employees are not always give the full range of their duties until they have already been on the job. It is true that they are given the specific duties of the job for which they are hired. However, they are often not told that they will be cross-trained to handle duties of other employees with those employees are not available to help customers or are on vacation. This sometimes leads to employees who are not happy with the job once they are hired. A move to SHRM at the company will mean that the full range of expectations and duties will be provided to employees from the beginning. In fact, a move to SHRM would mean that he HR department would seek out employees who enjoy the challenge of actually having to take on duties that are outside of their specific roles within the company. Instead of hiring people who are only skilled at one job, and only want to be skilled in that job, those who make hiring decisions would work to gain employees that want to be well-versed in many duties within the organization. At the same time, a move to SHRM would make the company realize that having skilled employees who are motivated by the strategic plans for the company have to be compensated and treated with respect and dignity. Currently, the company shows its respect for employees in basic ways, such as to give away free lunch and other items. However, when it comes to listening to employee concerns about working conditions, the company is not always responsive,  either openly or in future moves of the company. The organization needs to show more openly that it takes employee concerns seriously, and that it realizes the employees are trained and skilled enough to know when to provide feedback about working conditions that should be taken seriously by management (McMahan, Bell Virick 1998: 198). Of course, it must be understood that moving closer to full SHRM is not going to be something that can occur in a short amount of time. The reason for this is that the company have dozens of employees that have been with the company for years. Adjusting to a way of doing business that focuses more on employee skills may be something that is not taken seriously by existing employees. The result is going to be some who are on board with the SHRM measures, and some who are not. All employees will have to be brought up to speed with the new plans, or some employees will have to be informed of the consequences of not getting on board with the new strategic plans for the company. In the end, the research and actual application of SHRM shows that moving in this direction is good for companies. However, the research should leave no doubt that the transition is difficult, and it does require changing well-established attitudes and roles. These are attitudes that have existed for decades, and they are not going to change quickly. On the other hand, as with many things that occur in the world of business, as companies realize that advantages that come with SHRM, more will move in that direction and require acceptance of the policies that come with it (Wright McMahan 1992: 316; Siddique 2004: 219). References Appleby, A. Mavin, S. 2000. ‘Innovation not imitation: Human Resource Strategy and the Impact on World-Class Status,’ Total Quality Management, vol. 11, no. 5, s554-s561. Boxall, P. Purcell, J. 2000. ‘Strategic Human Resource Management: Where Have we Come From and Where Should we be Going?’ International Journal of Management Reviews, vol. 2, no. 2, pp. 183-203. Colbert, B. A. 2004. ‘The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management,’ Academy of  Management Review, vol. 29, no. 3, pp. 341-356. Kazmi, A. Ahmad, F. 2001. ‘Differening Approaches to Strategic Human Resource Management,’ Journal of Management Research, vol. 1, no. 3, pp. 133-140. Lundy, O. 1994. ‘From Personnel Management to Strategic Human Resource Management,’ International Journal of Human Resource Management, vol. 5, no. 3, pp. 687-720. McMahan, G. C., Bell, M. P. Virick, M. 1998. ‘S trategic Human Resource Management: Employee Involvement, Diversity, and International Issues,’ Human Resource Management Review, vol. 8, no. 3, pp. 193-214. Mueller, F. 1996. ‘Human Resources as Strategic Assets: An Evolutionary Resource-Based Theory,’ Journal of Management Studies, vol. 33, no. 6, pp. 757-785. Rodwell, J. J. Teo, S. T. T. 2004. ‘Strategic HRM in For-Profit and Non-Profit Organizations in a Knowledge-Intensive Industry,’ Public Management Review, vol. 6, no. 3, pp. 311-331. Rogers, E. W. Wright, P. M. 1998. ‘Measuring Organizational Performance in Strategic Human Resource Management; Problems, Prospects, and Performance Information Markets,’ Human Resource Management Review, vol. 8, no. 3, pp. 311-331. Schuler, R. S. 1992. ‘Strategic Human Resource Management: Linking the People with the Strategic Needs of the Business,’ Organizational Dynamics, vol. 21, no. 1, pp. 18-32. Siddique, C. M. 2004. ‘Job Analysis: A Strategic Human Resource Management Practice,’ International Journal of Human Resource Management, vol. 15, no. 1, pp. 219-244. Van Donk, D. Esser, A. 1992. ‘Strategic Human Resource Management: A Role of the Human Resource Manager in the Process of Strategy Formation,’ Human Resource Management Review, vol. 2, no. 4, pp. 299-315. Wright, P. M. McMahan, G. C. 2001. ‘Theoretical Perspectives for Strategic Human Resource Management,’ Journal of Management, vol. 18, no. 2, pp. 295-320. Wright, P. M. Snell, S. A. 1991. ‘Toward an Integrative View of Strategic Human Resource Management,’ Human Resource Management Review, vol. 1, no. 3, pp. 203-225. Wright, P. M., Snell, S. A. Dyer, L. 2005. ‘New Models of Strategic HRM in a Global Context,’ International Journal of Human Resource Management, vol. 16, no. 6, pp. 875-881.

Factors Influencing Participation In Physical Activity Physical Education Essay

Factors Influencing Participation In Physical Activity Physical Education Essay When promoting physical activity to improve and maintain health, the socio-environmental influences that influence participation have to be taken into consideration. Physical activity is very important to public health as it has physical and mental health benefits (Kruk, 2009). It is crucial for prevention of disease but also improves a persons health and well-being and there are social benefits (Kruk, 2009). Chronic diseases such as diabetes, stroke and coronary heart disease are especially a problem due the high number of physical inactivity (Department of Health, 2004). Adults who are physically active have up to 50% less chance of having chronic disease (Department of Health, 2004). Obesity is also a major problem in the United Kingdom and this could be reduced if there was more participation in physical activities. It would help with fat loss and improve fitness and health (Department of Health, 2004). The recommended amount of physical activity is a minimum of thirty minutes a day, five days a week. However, only 35% of males and 24% of females manage to complete this recommendation (Miles, 2007). This may be due to a change in lifestyle because compared to thirty years ago there are less manual jobs and a lot of everyday activities have been improved through use of machines therefore people can be less active (e.g. housework, shopping etc) (Department of Health, 2004). Physical activity is when a person expends energy above normal resting level and there are two types of activities; Usual and intentional (Kruk, 2009). Intentional activity refers to activities that are not normal daily activities, such as dressing or walking, but ones that are during leisure time (Kruk, 2009). This essay will look at some of the different factors that influence people to take part in physical activity and how these factors vary across different populations. One factor to consider when looking at influences on physical activity is upbringing and family life. The interaction with family members and social groups when children are young plays a part in their interest in physical activity later on in life (Dagkas and Stithi, 2007). Social economic factor can determine how much a child can participate in physical activity as it has been shown that middle or upper class families take part as they see it as routine and can afford to take their children to classes and different activities (Dagkas and Stithi, 2007). In the study carried out by Dakgas and Stathi (2007) they found that depending on a childs financial support, encouragement from family members and environment, participation in physical varies. They compared two schools; school A which was in the suburbs and 78% of pupils left with five or more grades at A*-C level compared to a school in the city (school B) which had 40% of pupils leaving with five or more A*-C level grades. They i nterviewed 16 year olds and asked them about what activities they take part in, if their parents help them out and school support. They found that the pupils from school A took part in many more activities in school but also outside of school hours. They had opportunities to join lots of different clubs (e.g. hockey and skiing) due to the school having links with sports clubs (Dagkas and Stithi, 2007). Pupils from school B didnt have many opportunities and only participated in physical activity during school time. The school didnt have playing fields so the variety of sports was limited. When asked about financial support many pupils from school A agreed that without their parents paying for their sessions or kit they wouldnt be able to take part. Pupils from school B said they couldnt afford to attend clubs as their parents didnt have a lot of spare money (Dagkas and Stithi, 2007). The family encouragement was also very little as pupils said they didnt do activities with their fami ly at the weekends, they would hang around the park with their friends. This compares to school A, who said they go for walks or take part in activities with their families at the weekends. They also mentioned that because of other members of the family participating in sports this encouraged them to take part; this motivation was not the same for pupils from school B (Dagkas and Stithi, 2007). The study shows that a persons upbringing can have a major effect on attitudes to physical activity and there are many factors that play a part such as living environment and occupation in adult life. There is an influence of living environment on a persons participation in physical activity and this is mainly due to the accessibility of facilities (Frost et. al, 2010).There is more of a positive attitude to physical activity if people can walk, in a safe and short distance to facilities (Frost et. al, 2010). People in rural areas are less likely to take part in physical activity as they do not have facilities close by compared to those who live in suburban or urban areas (Sallis et. al, 1990). There are two reasons as to why having facilities nearby encourage people to exercise. The first is that they provide visual stimuli; if a person has to walk past a leisure centre everyday then they are going to think more about taking part in physical activity. It also means that participating in physical activity becomes a social norm, making more people more likely to take part (Sallis et. al, 1990). If there are facilities close by it also decreases the obstacle of travelling and the tr avel time (Sallis et. al, 1990). The number of facilities in rural areas is a factor that influences participation and also why there is a greater chance of getting cardiovascular disease and type-2 diabetes (Frost et. al, 2010). Where a person lives may be due to their job and this can also have an impact on participation in physical activity. Occupation influences participation in physical activity as it has been shown that your type of job can affect how much physical activity you do (Burton and Turrell, 2000). Blue collar workers (e.g. Drivers, labourers, machine operators etc.) have higher mortality rates and more risk of having cardiovascular disease compared to white collar (e.g. Clerks, sales people) and professional workers (e.g. manager). White collar and professional works have been shown to do more physical activity in their leisure time. This may be due to reasons such as blue collar workers may live further away from work so have to add travel time on to their leisure time and they may also have more work responsibilities to take care of (Burton and Turrell, 2000). They also might not have control over when and for how long they work compared to a manager who can have a say in their shifts. There has also been evidence to suggest that most in most workplaces people can spend up to around a half of their time s itting (Kirk and Rhodes, 2011). It is also a similar situation during leisure time when people watch television, using a computer or drive to places, meaning that people spend most of their day being inactive. This shows that their needs to be a change in lifestyle, particularly in workplaces. People should have time during their day to do half an hour of physical activity whether it is at work and during leisure time as physical activity plays an important role in prevention and treatment of hypokinetic diseases. There has been research looking at how physical activity can help with the treatment of hypokinetic diseases such cardiovascular disease (CVD) and obesity. It has been shown that regular physical activity that uses large muscle groups is very important to treating CVD (Briffa et. al, 2006). Physical activity improves symptoms and functionality capacity, for example, reduces recurrent angina symptoms and also helps reduce breathlessness. Taking part in regular physical activity also help with recovering patients in daily activities as it builds up their strength (Briffa et. al, 2006). Survivors of myocardial infarction are 2.5% less likely to die if they are physical active (Briffa et. al, 2006) and this shows that doing even the minimal amount of physical activity is going to benefit a person in their life. Obesity can also be treated with the use of physical activity. To maintain body weight energy intake would have equal the amount of energy being expended and therefore to lose wei ght the amount of energy expenditure, by doing physical activity, needs to be greater which creating an energy deficit (Jakicic and Otto, 2005). To get the best long-term weight loss it has been found that there needs to be a high level of physical activity. This means instead of the recommended 30 minutes a day, a person would have to take part in 60mins of high intensity physical activity to achieve long-term weight loss (Jakicic and Otto, 2005). However it is not achieved just from physical activity, diet also needs to be made healthier to ensure maximum weight loss. This is why it is important to influence participation in physical activity as there could be a major decrease in obesity if people knew how important it was. It has been shown that there are many factors influencing participation physical activity and that what work for one person might not suit another. When looking at the factors that influence young people it is shown there needs to be a change for schools and pupils from a lower class area as they dont have the opportunities to participate that pupils from an upper class area may have. Schools could have after-school clubs where people from the local gym or football club hold classes for a smaller fee to get the children to take part in a variety of activities. Living environment also influences participation as if facilities are not available people do not take part in any kind of physical activity. People from rural areas should be encouraged to use the environment they have near-by to go for walks or cycles or hold classes in the local school or town hall. This means they dont have to travel in to an urban area and will cost less money. Many peoples lifestyle now involves working a lot of hours, mostly in an office and having no leisure time to take part in physical activity and this is a big problem. There needs to be an attitude change in how people look at physical activity. It should not be seen as a chore but something that they will benefit from. If people knew how much their health would benefit from doing as little as 30 minutes of physical activity, five times week, then maybe more people would rethink sitting in front of the television when they get home from work. Once people learn the importance of physical activity then there could be a massive reduction in the amount of people diagnosed with hypokinetic diseases and a much healthier country.

School Districts Essay -- Education, Teachers

Every school district aims for high achievement; some consistently exceed expectations while others fail. With close to 3.2 million teachers employed nationwide (Fast Facts, 2011), school districts are often categorized into three groups: urban, suburban and rural. Within these categories, lower socioeconomic status is prevalent in the rural and urban areas. However, the students in urban districts are the most culturally diverse. Many people would assume a teacher in a rural school would use similar to identical teaching strategies as one in an urban school. However, this assumption is incorrect for several reasons. Students in urban schools endure many hardships unique to its location and the social issues that exist. This research expository will serve as a guideline for success for administrators and teachers in urban schools and teachers. In this unique environment, it’s critical that teachers build off the most important resource they have: the student body. Urban distr icts have many disadvantages and face my tribulations in its quest to become a successful school (meeting standards). The teachers in urban districts have typically been very unhappy compared to those who teach in rural and suburban districts. Many teachers claim they are dissatisfied because they feel their role is minimal in deciding important educational decisions such as curriculum. In these urban districts, a top-down approach is commonly used and teachers have claimed to feel as though the wrong people are making the most important decisions. Many administrators feel it is necessary in today’s urban educational environment because of the amount of first year teachers hired every year. Another reason district administrators create curriculum is b... ...tion needed to succeed in the school. In experimental studies, urban schools that use service learning as a curriculum guideline have seen attendance and test scores rise while behavior issues subside. Laws, such as No Child Left Behind, that threaten failing schools with punitive penalties if test scores do not meet a standard are fueling the growing pandemic that is the failing urban schools of the United States. It must be understood that education in the public school system cannot be solved with an old fashioned cookie cutter approach; not all schools should be treated the same. The fact is all schools are unique because they are filled with individuals stemming from their own unique cultural background. Motivation and personalization is key; by tapping into their interests and lifestyle, teachers can bridge the gap between success and repeated failure.

Symbols and Symbolism in Conrads Heart of Darkness Essay -- Heart Dar

Use of Symbolism in Heart of Darkness       Joseph Conrad played a major role in the development of the twentieth-century novel.   Many devices that Conrad applied for the first time to his novels gained wide usage in the literary period he helped to create.   Perhaps the most effective of his pioneering techniques was his application of symbolism in his novels.   In Heart of Darkness, Conrad's symbolism plays a dominant role in the advancement of themes in the novel.   These themes are revealed not through plot, but instead through the symbolic characters and elements present in the narrative.   Joseph Conrad's use of symbolism in his portrayal of the Africans, the Company, and Kurtz in Heart of Darkness illustrates the value of had work and self-restraint.      Ã‚  Ã‚   The format of Heart of Darkness is a narrative of the ship captain Charlie Marlow's experiences in the Congo Free State, told to companions on a ship moored at the mouth of the Thames River, southeast of London.   As the vast majority of the text is the story told by Marlow, the reader is intimately acquainted with Marlow‚s opinions and judgments throughout his first-person account.   Thus the relationships between Marlow and other characters in the novel are of greater importance than the characters themselves.   The actions that Marlow takes notice of are used chiefly to serve a symbolic purpose rather than to advance the plot.   The flow of the novel itself is rough and illogical at times, as Marlow's chain of thought is not entirely chronological.   This is one stylistic technique that other authors of the twentieth century, particularly James Joyce and William Faulkner, would make greater use of in their literature (Jericho 23).      Ã‚  Ã‚   The first of the ma... ...ction is not as important as the effects of that action, a world that would be exploited in the years to come.    Works Cited: Conrad, Joseph Heart of Darkness and The Secret Sharer, 1902. Signet Classic, New York 1997. Jericho, Jeremy, Tessa Krailing Joseph Conrad's Heart of Darkness Barron's 1985.    Works Consulted: Adelman, Gary. Heart of Darkness: Search for the Unconscious. Boston: Twayne Publishers, 1987. Fothergill, Anthony. Open Guides to Literature: Heart of Darkness. Philadelphia: Open University Press, 1989. Glassman, Peter J. Language and Being: Joseph Conrad and the Literature of the Personality. New York and London: Columbia: University Press, 1976. Tindall, W.Y. "The Duty of Marlow." In Conrad's Heart of Darkness and the Critics. Ed. Bruce Harkness. Belmont, California: Wadsworth Publishing Company Inc., 1968.

Apush Notes Chapter 8

A. P. U. S. History Notes Chapter 8: â€Å"America Secedes from the Empire† ~ 1775 – 1783 ~ I. Congress Drafts George Washington 1. After the bloodshed at Lexington and Concord in April of 1775, about 20,000 Minutemen swarmed around Boston, where they outnumbered the British. 2. The Second Continental Congress met in Philadelphia on May 10, 1775, with no real intention of independence, merely a desire to continue fighting in the hope that the king and Parliament would consent to a redress of grievances. a. It sent another list of grievances to Parliament. . It also adopted measures to raise money for an army and a navy. c. It also selected George Washington to command the army. 1) George had never risen above the rank of colonel, and his largest command had only been of 1200 men, but he was a tall figure who looked like a leader, and thus, was a moral boost to troops. 2) He radiated patience, courage, self-discipline, and a sense of justice, and though he insisted on wo rking without pay, he did keep a careful expense account amounting to more than $100,00. II. Bunker Hill and Hessian Hirelings 1. In the first year, the war was one of consistency, as the colonists maintained their loyalty while still shooting at the king’s men. 2. In May 1775, a tiny American force led by Ethan Allen and Benedict Arnold, surprised and captured the British garrisons at Ticonderoga and Crown Point. 3. In June 1775, the colonials seized Bunker Hill (before known as Breed’s Hill). a. Instead of flanking them, the Redcoats launched a frontal attack, and the heavily entrenched colonial sharpshooters mowed them down until meager gunpowder supplies ran out and they were forced to retreat. 4. After Bunker Hill, George III slammed the door for all hope of reconciliation and declared the colonies to be in open rebellion, a treasonous affair. 5. The King also hired many German mercenaries, called Hessians, who, because they were lured by booty and not duty, had large numbers desert and remained in America to become respectful citizens. III. The Abortive Conquest of Canada 1. In October 1775, the British burned Falmouth (Portland), Maine. 2. The colonists decided that invading Canada would add a 14th colony and deprive Britain of a valuable base for striking at the colonies in revolt. a. Also, the French-Canadians would support the Americans because they supposedly were bitter about Britain’s taking over of their land. b. General Richard Montgomery captured Montreal. c. At Quebec, he was joined by the bedraggled army of General Benedict Arnold. d. On the last day of 1775, in the assault of Quebec, Montgomery was killed and Arnold was wounded in one leg, and the whole campaign collapsed as the men retreated up the St. Lawrence River, reversing the way Montgomery had come. e. Besides, the French-Canadians, who had welcomed the Quebec Act, didn’t really like the anti-Catholic invaders. 3. In January 1776, the British set fire to Norfolk, Virginia, but in March, they were finally forced to evacuate Boston. 4. In the South, the rebels won a victory against some 1500 Loyalists at Moore’s Creek Bridge, in South Carolina, and against an invading British fleet at Charleston Harbor. IV. Thomas Paine Preaches Common Sense 1. In 1776, Thomas Paine published Common Sense, which urged colonials to stop this war of inconsistency, stop pretending loyalty, and just fight. 2. Nowhere in the universe did a smaller body control a larger one, so Paine argued, saying why tiny Britain had to control gigantic America. . He called King George III â€Å"the Royal Brute of Great Britain. † V. Paine and the Idea of â€Å"Republicanism† 1. Paine argued his idea that there should be a â€Å"republic† where senators, governors, and judges should have their power from the consent of the people. 2. He laced his ideas with Biblical imagery, familiar to common folk. 3. Hi s ideas about rejecting monarchy and empire and embrace an independent republic fell on receptive ears in America, though it should be noted that these ideas already existed. a. The New Englanders already practiced this type of government in their town meetings. . Some patriots, though, favored a republic ruled by a â€Å"natural aristocracy. † VI. Jefferson’s â€Å"Explanation† of Independence 1. Members of the Philadelphia Congress, instructed by their colonies, gradually moved toward a clean break with Britain. 2. On June 7, 1776, fiery Richard Henry urged for complete independence, an idea that was finally adopted on July 2, 1776. 3. To write such a statement, Congress appointed Thomas Jefferson, already renown as a great writer, to concoct a Declaration of Independence. a. He did so eloquently, coming up with a list of grievances against King George III and persuasively explaining why the colonies had the right to revolt. b. His â€Å"explanation† of independence also upheld the â€Å"natural rights† of humankind. 4. When Congress approved it on July 2nd, John Adams proclaimed that date to be celebrated from then on with fireworks, but because of editing and final approval, it was not completely approved until July 4th, 1776. VII. Patriots and Loyalists 1. The War of Independence was a war within a war, as not all colonials were united. . There were Patriots, who supported rebellion and were called â€Å"Whigs. † b. There were Loyalists, who supported the King, often went to battle against fellow Americans, and were called â€Å"Tories. † c. There were those who didn’t care, and these people were constantly being asked to join one side or another. 2. During the war, the British proved that they could only control Tory areas, because when Redcoats packed up and left other areas, the rebels would regain control. 3. The Patriot militias constantly harassed small British detachments. 4. Loyalists were generally conservatives, but the war divided families. a. Benjamin Franklin was against his illegitimate son, William, the last royal governor of New Jersey. 5. The Patriots were generally the younger generation, like Samuel Adams and Patrick Henry. 6. Loyalists were most numerous where the Anglican Church was strongest. 7. There were also those who sold to the highest bidder, selling the British and ignoring starving, freezing soldiers (i. e. George Washington at Valley Forge). 8. Loyalists were less numerous in New England, where Presbyterianism and Congregationalism flourished. VIII. The Loyalist Exodus 1. After the Declaration of Independence, Loyalists and Patriots were more sharply divided, and Patriots often confiscated Loyalist property and resell it (good way to raise money). 2. Some 50,000 Loyalists served the British in one way or another (fighting, spying, etc†¦), and it was an oddity that the Brits didn’t make more use of them during the war. IX. General Washington at Bay . After the evacuation of Boston, the British focused on New York as a HQ for operations. a. An awe-inspiring fleet appeared off the coast in July 1776, consisting of some 500 ships and 35,000 men—the largest armed force seen in America ever until the Civil War. b. Washington could only muster 18,000 ill-trained men to fight, and they were routed at the Battle of Long Island. c. Washington escaped to Manhattan Island, cross ed the Hudson River to New Jersey, reaching the Delaware River with taunting, fox-hunt calling British on his heels. d. Crossing the Delaware River at Trenton on a cold December 26, 1776, and surprised and captured a thousand Hessians who were sleeping off their Christmas Day celebration (drinking). e. He then left his campfires burning as a ruse, slipped away, and inflicted a sharp defeat on a smaller British detachment at Princeton, showing his military genius at its best. f. It was odd that General William Howe, the British general, didn’t crush Washington when he was at the Delaware, but he well remembered Bunker Hill, and was cautious. X. Burgoyne’s Blundering Invasion 1. London officials adopted a complicated scheme for capturing the vital Hudson River Valley in 1777 which, if successful, would severe New England from the rest of the colonies: a. General Burgoyne would push down the Lake Champlain route from Canada. b. General Howe’s troops in New York, if needed, could advance up the Hudson and meet Burgoyne in Albany. c. A third and much smaller British force commanded by Colonel Barry St. Ledger would come in from the west by way of Lake Ontario and the Mohawk Valley. 2. However, Benedict Arnold, after failure at Quebec, retreated slowly along the St. Lawrence back to Lake Champlain, where the British would have to win control (of the lake) before proceeding. a. The Brits stopped to build a huge force, while Arnold assembled a tattered flotilla from whatever boats he could find. b. His â€Å"navy† was destroyed, but he had gained valuable time, because winter set in and the British settled in Canada; they would have to begin anew the next spring. 1) Had Arnold not contributed his daring and skill, the Brits most likely would have recaptured Ticonderoga and Burgoyne could have started from there and succeeded in his venture. 3. Burgoyne began his mission with 7000 troops and a heavy baggage train consisting of a great number of the officers’ wives. a. Meanwhile, sneaky rebels, sensing the kill, were gathering along his flanks. 4. General Howe, at a time when he should be starting up the Hudson, deliberately embarked for an attack on Philadelphia. a. He wanted to force an encounter with Washington and leave the path wide open for Burgoyne’s thrust; he thought he had enough time to help Burgoyne if needed. b. Washington transferred his troops to Philly, but was defeated at Brandywine Creek and Germantown. . Then, the fun-loving Howe settled down in Philadelphia, leaving Burgoyne â€Å"to the dogs. † d. Ben Franklin, in Paris, joked that Howe hadn’t captured Philadelphia, but that â€Å"Philadelphia had captured Howe. † 5. Washington finally retired for the winter at Valley Forge, where his troops froze in the cold, but a recently arrived Prussian drill master, Baron von Steu ben, whipped the cold troops into shape. 6. Burgoyne’s doomed troops were bogged down, and the rebels swarmed in with a series of sharp engagements, pushing the St. Legers force back at Oriskany while Burgoyne, unable to advance or retreat, surrendered his entire force at Saratoga, on October 17, 1777. a. Perhaps one of the most decisive battles in British and American history. XI. Strange French Bedfellows 1. France was eager to get revenge on Britain, and secretly supplied the Americans throughout much of the war. 2. After the humiliation at Saratoga, the British offered the Americans a measure that gave them home rule—everything they wanted except independence. 3. After Saratoga, France finally was persuaded to enter the war against Britain. a. Louis XVI’s ministers argued that this was the perfect time to act, because if Britain regained control, she might then try to capture the French West Indies for compensation for the war. b. Now was the time the strike, rather than risk a stronger Britain with its reunited colonies. 4. France, in 1778, offered a treaty of alliance, offering America everything that Britain had offered, plus recognition of independence. a. The Americans accepted with caution, since France was pro-Catholic, but since they needed help, they’d take it. XII. The Colonial War Becomes a World War 1. In 1779, Spain and Holland entered the war against Britain. . In 1780, Catherine the Great of Russia took the lead in organizing the Armed Neutrality (she later called it the Armed Nullity) that lined up all of Europe’s neutrals in passive hostility against England. 3. America, though it kept the war going until 1778, didn’t win until France, Spain, and Holland joined in and Britain co uldn’t handle them all. 4. Britain, with the French now in the seas, decided to finally evacuate Philadelphia and concentrate their forces in New York, and even though Washington attacked them at Monmouth on a blisteringly hot day in which scores of men died of sunstroke, the British escaped to New York. XIII. Blow and Counterblow 1. French reinforcements, commanded by Comte de Rochambeau, arrived in Newport, Rhode Island in 1780, but flares sometimes erupted between the Americans and the French. 2. In 1780, feeling unappreciated and lured by British gold, General Benedict Arnold turned traitor by plotting with the British to sell out West Point. a. When the plot was discovered, he fled with the British. b. â€Å"Whom can we trust now? † cried George Washington in anguish. 3. The British devised a plan to roll up the colonies from the South. a. Georgia was ruthlessly overrun in 1778-1779. b. Charleston, South Carolina, fell in 1780. . In the Carolinas, Patriots bitterly fought their Loyalist neighbors. d. However, in 1781, American riflemen wiped out a British detachment at King’s Mountain, and then defeated a smaller force at Cowpens. e. At the Carolina campaign of 1781, Quaker-reared tactician General Nathanael Greene distinguished himself with his strategy of delay. 1) By slowly retreating and losing battles but winning campaigns, he helped clear the British out of most of Georgia and South Carolina. XIV. The Land Frontier and the Sea Frontier 1. 1777 was known as the â€Å"bloody year† on the frontier, as Indians went on a scalping spree. . Most of the Indians supported Britain and believed that if they won, it would stop American expansion into the West, and save Indian land. 3. Mohawk chief Joseph Brant, recently converted to Anglicanism, and his men ravaged the backcountry of Pennsylvania and New York until check by Americans in 1779. 4. In 1784, the pro-British Iroquois (the Oneidas and the Tuscaroras had sided with the Americans, the other four with the British) signed the Treaty of For Stanwix, the first treaty between the U. S. and an Indian nation. a. Under its terms, the Indians ceded most of their land. 5. Even in wartime, pioneers moved west, showing their gratitude to the French with such town names as Louisville while remembering the Revolution with Lexington, Kentucky. 6. George Rogers Clark, an audacious frontiersman, floated down the Ohio River with about 175 in 1778-1779 and captured forts Kaskaskia, Chohokia, and Vicennes in quick succession. 7. The tiny American navy never really hurt the British warships, but it did destroy British merchant shipping and carried the war into the waters around the British Isles. 8. Swift privateers preyed on enemy shipping, capturing many ships and forcing them to sail in convoys. XV. Yorktown and the Final Curtain. 1. Before the last decisive victory, inflation continued to soar, and the government was virtually bankrupt, and announced that it could only repay many of its debts at a rate of 2. 5 cents on the dollar. 2. However, Cornwallis was blundering into a trap. a. Retreating to Chesapeake Bay and assuming that British control of the seas would give him much needed backup, Cornwallis instead was trapped by Washington’s army, which had come 300 miles from New York, Rochambeau’s French army, and the navy of French Admiral de Grasse. . After hearing the news of Cornwallis’ defeat, Lord North cried, â€Å"Oh God! It’s all over! † 4. Stubborn King George wanted to continue the war, since he still had 54,000 troops in North America and 32,000 in the U. S. , and fighting did continue for about a year after Yorktown, especially in the South, but America had won. XVI. Peace at Paris 1. Many Brits were weary of the war, since they had suffered heavy reverse in India and the West Indies, the island of Minorca in the Mediterranean had fallen, and the Rock of Gibraltar was tottering. . Ben Franklin, John Adams, and John Jay met in Paris for a peace deal. a. Jay suspected that France would try to keep the U. S. cooped up east of the Alleghenies and keep America weak. b. Instead, Jay, thinking that France would betray American ambitious to satisfy those of Spain, secretly made separate overtures to London (against instructions from Congress) and came to terms quickly with the British, who were eager to entice one of their enemies from the alliance. 3. The Treaty of Paris of 1783, Britain formally recognized the USA and granted generous boundaries, stretching majestically to the Mississippi on the west, the Great Lakes on the north, and to Spanish Florida on the South. a. The Yankees also retained a share in the priceless fisheries of Newfoundland. b. Americans couldn’t persecute Loyalists, though, and Congress could only recommend legislatures that confiscated Loyalist land. XVII. A New Nation Legitimized 1. Britain had ceded so much land because it was trying to entice America from its French alliance. a. Remember, George Rogers Clark had only conquered a small part of the land. 2. Also, during the time, the American-friendly Whigs were in control of the Parliament, which was not to be the case in later years. 3. France approved the treaty, though with cautious eyes. 4. In truth, America came out the big winner, and seldom, if ever, have any people been so favored. XVIII. Makers of America: The Loyalists 1. Loyalists were conservative, well-educated, thought that a complete break with Britain would invite anarchy, and felt that America couldn’t win against the more powerful army in the world. . Many Britons had settled in America after the Seven Years’ War, and they had reason to support their home country. 3. Thousands of African-Americans joined the British ranks for hope of freedom from bondage. a. Many Black Loyalists won their freedom from Britain. b. Others suffered betrayal, such as when Cornwallis abandoned over 4000 former slaves in Virginia and when many Black Loyalists boarded ships expecting to embark for freedom and instead found themselves sold back into slavery. c. Some Black exiles settled in Britain, but weren’t really accepted easily. . Most Loyalists remained in America, where they faced special burdens and struggled to re-establish themselves in a society that viewed them as traitors. 5. Hugh Gaine, though, succeeded. a. He reopened his business and even won contracts fro the new government. b. He also published the new national army regulations authored by Baron von Steuben. c. When New York ratified the Constitution in 1788, Gaine rode the float at the head of the city’s celebration parade. d. He had, like many other former Loyalists, become an American.