Major General Henry Heth - American Civil War

Major General Henry Heth - American Civil War Henry Heth - Early Life Career: Born December 16, 1825 at Black Heath, VA, Henry Heth (pronounced heeth) was the son of John and Margaret Heth.   The grandson of a veteran of the American Revolution and son of a naval officer from the War of 1812, Heth attended private schools in Virginia before seeking a military career.   Appointed to the US Military Academy in 1843, his classmates included his boyhood friend Ambrose P. Hill as well as Romeyn Ayres, John Gibbon, and Ambrose Burnside.   Proving a poor student, he matched his cousins, George Pickett, 1846 performance by graduating last in his class.   Commissioned as a brevet second lieutenant, Heth received orders to join the 1st US Infantry which was engaged in the Mexican-American War.    Arriving south of the border later that year, Heth reached his unit after large-scale operations had concluded.   After participating in a number of skirmishes, he returned north the following year.   Assigned to the frontier, Heth moved through postings at  Fort Atkinson, Fort Kearny, and Fort Laramie.   Seeing action against the Native Americans, he earned a promotion to first lieutenant in June 1853.   Two years later, Heth was promoted to captain in the newly-formed 10th US Infantry.   That September, he earned recognition for leading a key flanking attack against the  Sioux during the Battle of Ash Hollow.   In 1858, Heth penned the US Armys first manual on marksmanship entitled  A System of Target Practice. Henry Heth - The Civil War Begins:      With the Confederate attack on Fort Sumter and beginning of the Civil War in April 1861, Virginia left the Union.   After the departure of his home state, Heth resigned his commission in the US Army and accepted a captains commission in the Virginia Provisional Army.   Quickly advanced to lieutenant colonel, he briefly served as General Robert E. Lees quartermaster general in Richmond.   A critical time for Heth, he became one of the few officers to earn Lees patronage and was the only one referred to by his first name.   Made colonel of the 45th Virginia Infantry later year, his regiment was assigned to western Virginia.   Operating in the Kanawha Valley, Heth and his men served under Brigadier General John B. Floyd.   Promoted to brigadier general on January 6, 1862, Heth led a small force entitled the Army of the New River that spring.   Engaging Union troops in May, he fought several defensive actions but was badly beaten on the 23rd when his command was routed near Lewisburg.   Despite this setback, Heths actions helped screen Major General Thomas Stonewall Jacksons campaign in the Shenandoah Valley.   Re-forming his forces, he continued to serve in the mountains until June when orders arrived for his command to join Major General Edmund Kirby Smith at Knoxville, TN.             Henry Heth - Kentucky Campaign: Arriving in Tennessee, Heths brigade began moving north in August as Smith marched to support General Braxton Braggs invasion of Kentucky.   Advancing into the eastern part of the state, Smith captured Richmond and Lexington before dispatching Heth with a division to menace Cincinnati.   The campaign ended when Bragg elected to withdraw south after the Battle of Perryville.   Rather than risk being isolated and defeated by Major General Don Carlos Buell, Smith joined with Bragg for the retreat back to Tennessee.   Remaining there through the fall, Heth assumed command of the Department of East Tennessee in January 1863.   The following month, after lobbying from Lee, he received an assignment to Jacksons corps in the Army of Northern Virginia.    Henry Heth - Chancellorsville Gettysburg: Taking command of a brigade in his old friend Hills Light Division, Heth first led his men in combat early that May at the Battle of Chancellorsville.   On May 2, after Hill fell wounded, Heth assumed leadership of the division and gave a credible performance though his assaults the next day were turned back.   Following Jacksons death on May 10, Lee moved to reorganize his army into three corps.   Giving Hill command of the newly-created Third Corps, he directed that Heth lead a division comprised of two brigades from the Light Division and two recently arrived from the Carolinas.   With this assignment came a promotion to major general on May 24.        Ã‚   Marching north in June as part of Lees invasion of Pennsylvania, Heths division was near Cashtown, PA on June 30.   Alerted to the presence of Union cavalry in Gettysburg by Brigadier General James Pettigrew, Hill ordered Heth to conduct a reconnaissance in force towards the town the following day.   Lee approved the action with the restriction that Heth was not to cause a major engagement until the entire army was concentrated at Cashtown.   Approaching the town on July 1, Heth quickly became engaged with Brigadier General John Bufords cavalry division and opened the Battle of Gettysburg.   Initially unable to dislodge, Buford, Heth committed more of his division to the fight. The scale of the battle grew as Major General John Reynolds Union I Corps arrived on the field.   As the day progressed, additional forces arrived spreading the fighting west and north of the town.   Taking heavy losses through the day, Heths division finally succeeded in pushing Union troops back to Seminary Ridge.   With support from Major General W. Dorsey Pender, a final push saw this position captured as well.   During the course of the fighting that afternoon, Heth fell wounded when a bullet struck him in the head.   Saved by a thick new hat that had been stuffed with paper to improve the fit, he was unconscious for the better part of a day and played no further role in the battle. Henry Heth - Overland Campaign: Resuming command on July 7, Heth directed the fighting at Falling Waters as the Army of Northern Virginia retreated south.   That fall, the division again took heavy losses when it attacked without proper scouting at the Battle of Bristoe Station.   After taking part in the Mine Run Campaign, Heths men went into winter quarters.   In May 1864, Lee moved to block Lieutenant General Ulysses S. Grants Overland Campaign.   Engaging the Major General Winfield S. Hancocks Union II Corps at the Battle of the Wilderness, Heth and his division fought hard until relieved by Lieutenant General James Longstreets approaching corps.   Returning to action on May 10 at the Battle of Spotsylvania Court House, Heth attacked and drove back a division led by Brigadier General Francis Barlow. After seeing further action at North Anna in late May, Heth anchored the Confederate left during the victory at Cold Harbor.   Having been checked, Grant elected to move south, cross the James River, and march against Petersburg.   Reaching that city, Heth and the rest of Lees army blocked the Union advance.   As a Grant commenced the siege of Petersburg, Heths division took part in many of the actions in the area.   Frequently occupying the extreme right of the Confederate line, he mounted unsuccessful attacks against his classmate Romeyn Ayres division at Globe Tavern in late August.   This was followed assaults at the Second Battle of Reams Station a few days later. Henry Heth - Final Actions: On October 27-28, Heth, leading Third Corps due to Hill being ill, succeeded in blocking Hancocks men at the Battle of Boydton Plank Road.   Remaining in the siege lines through the winter, his division came under assault on April 2, 1865.   Mounting a general attack against Petersburg, Grant succeeded in breaking through and forced Lee to abandon the city.   Retreating toward Sutherlands Station, the remnants of Heths division were defeated there by Major General Nelson A. Miles later in the day.   Though Lee desired to have him lead Third Corps after Hills death on April 2, Heth remained separated from the bulk of the command during the early parts of the Appomattox Campaign. Withdrawing west, Heth was with Lee and the rest of the Army of Northern Virginia when it surrendered at Appomattox Court House on April 9.   In the years after the war, Heth worked in mining and later in the insurance industry.   Additionally, he served as a surveyor in the Office of Indian Affairs as well as assisted in the compilation of the US War Departments  Official Records of the War of the Rebellion.   Plagued by kidney disease in his later years, Heth died at Washington, DC on September 27, 1899.   His remains were returned to Virginia and interred in Richmonds Hollywood Cemetery.      Ã‚      Selected Sources Gettysburg Generals: Henry HethCivil War Trust: Henry Heth Civil War: Henry Heth

Management - Southwest Airlines Term Paper Example | Topics and Well Written Essays - 1500 words

Management - Southwest Airlines - Term Paper Example Southwest Airline is one of the most popular low cost American domestic airlines which was incorporated in Texas and commenced operation in 1971 with three Boeing 737 aircrafts serving 3 cities. Today it has nearly 400 Boeing 737 series of aircrafts and operates in more than 59 cities across America. In 2011, it completes 40 years of its existence. Its mission is to provide the customers with highest quality of personal services (company). It has been able to sustain its profitability through the turbulent phase of post 9/11 period and current recessive economy even though the rest of the important airlines like Pan Am, Eastern etc. were struggling to survive. Situation analysisAfter deregulation in 1978, the airline business had become highly competitive. It had used various mechanisms to enhance its operational efficiency. While its human resource strategy was its major organizational coup to maintain its customer centric image, its efficient use of air routes, cost effective strat egy in operation became critical to its success. As such main reasons that have contributed to its continued success are: human resource; customer service; and innovative cost effective strategy of operation. Schwenk (1997: 4) claims that ‘employee’s absolute commitment to a shared vision of change is seen by many leaders/ change agents as so important for their organization’s continued survival’. The organizational culture of the company is highly encouraging which believes in empowering its workforce. It also provides a facilitating environment of continuous learning and most importantly it encourages share in profits through stock ownership. After the 9/11 tragedy, the operations cost of SW Airlines as well as other airlines had considerably increased. The key reasons being: tighter security had required more rigorous screening; increase of overheads expenses vis-a-vis security screening, changes and reprogramming of its tracking of passenger informatio n details and management strategy etc; drastic reduction in the number of passengers due to terrorist threat. These were major challenges that required highly creative inputs to not only maintain trust of the customers but also the confidence level of the employees. In the tough times, Southwest airline maintained high degree of employees’ morale by not laying off any employee. Most importantly, the management initiative was able to inculcate tremendous confidence amongst its workers by ensuring that there was no cut back in the number of flights also. This was a hugely important factor which sent a positive feedback to the public and greatly boosted the confidence of employees. Addressing the problem Maintaining the confidence of the customer was major problem which was mainly met by its human resource policy and organizational culture. It was also a key element that led to the firm’s continues success. It retained its policy of non attrition and did not lay off any s taff. The company’s strategic plan was to improve customer service by increasing the number of customer service agents. This helped the passengers to get more personalized service. The empathetic attitude of staff, emotional

Gerontology Essay Example | Topics and Well Written Essays - 1000 words

Gerontology - Essay Example It means that, that reliance becomes a way of finessing ethical decision making among professionals and therefore excusing what might a violation of ethics by asserting that there is no definitive standard that has been violated. In gerontology, ethical decision-making, mentoring relationships and ethical behavior is clearly more than just following of minimal law and ethical codes (Hooyman & Kiyak, 2008). It means that, for an instant; in mentoring relationships, one has to be continuously aware that some actions done by a gerontologist may be wrong irrespective of whether the law was broken or code violated. However, it is of much value that one considers professional code of ethics since they might apply during the mentoring of a gerontologist. Codes of ethics for professional gerontologists are the principles and ethical standards that depict the responsibilities and professional conduct of gerontologists. The principles are used to guide a gerontologist while performing their everyday activities and in case issues arise in their professional work. Professional competence is one key principle that gerontologists should observe while working (Wiersman & Dupuis, 2007). A gerontologist should distinguish the limitations that exist in their multidisciplinary expertise and should, therefore, undertake tasks that they are qualified in relation to their training, education and experience. In order to maintain competence at work, gerontologist will continue with their education. Competencies include skill, attitude, knowledge, behavior and judgment of a gerontologist. It is vital for a professional to recognize that most behaviors have cultural meaning; therefore, one needs to view the behavior within contextual issues of the pat ient (Hinrichsen, 2006). One should be able to recognize the communication changes that affect older adults in their care and formulate strategies that will meet the need of the patient for optimum communication

A Practical Marketing Communication Report for Rolex and other Related Essay

A Practical Marketing Communication Report for Rolex and other Related Brands - Essay Example In addition, the proponent was also able to successfully draw comparisons with the strategies used by other less, or indeed more successful brands in the same category. It was found that the chosen brands were consistent in their message sourcing and establishment of their credibility. Rolex is aiming to create image and identity and promote as a brand for high-end users. However, Timex is consistent with its effort to create marketing communication that is associated with latest fashion trend models. On the other hand, Nordstrom is trying to establish a more focus strategy to differentiate its product offerings as specialty products for women with varying styles, options, needs and wants. More detailed explanations and implications of the elements used by Rolex in its marketing communication are discussed. Keywords: marketing mix, marketing communication, marketing, Rolex Table of Contents Page Abstract 2 Introduction 4 Discussion 4 Message sourcing and credibility 4 Establishment o f credibility 6 Timex’s point of view 7 Nordstrom style 8 Conclusions 8 Recommendations 9 References 11 Introduction Rolex’s website is a special place to advertise and promote its brand. However, when one has to open the site, the actual products are not the ones to be visibly observed, but the celebrity endorsers like tennis players and recently among the finest players of all time. Unlike any other brands or websites which are built for the purpose of advertisement and promotion, the website for Rolex seems to be promoting the players than its actual products. The website looks like trying to establish the credibility of the spokespersons by making it to the point of giving the visitors more knowledge about the players especially in their performance, and actual capability when they make it on court. As observed, not all of the best contemporary tennis players were chosen as spokespersons, so this creates an implication that there must something more about these fea tured celebrities on the Rolex’s website that could help establish the brand. The focus of this paper is in this particular issue while integrating the concept associated with the actual communication mix used to promote Rolex to its target audience. The proponent of this report chooses Rolex as a branded consumer product and critiques its associated communications mix used to promote to its target audience. Part of the analysis is an explanation why, in the proponent’s opinion, specific elements which are discussed below have been selected to support the brand. In addition, the proponent also draws comparisons with the strategies used by other less, or indeed more successful brands in the same category. Discussion In this section and as stated below are considerable explanations about the specific elements used to support Rolex as brand and the corresponding strategies used by Timex and Nordstrom as another leading brand. Message Sourcing and Credibility Rolex, a bran d of watch that tries to position itself as highly differentiated and creating identity and image as elegant with ultimate unswerving performance, is highly associated with sports and culture particularly in tennis. The best way to integrate this brand into sports and culture is to allow endorsements coming from celebrities. Thus, the involvement of Roger Federer and other tennis players is part of the message sourcing and credibility. What do Federer, Ivanovic, Henin, Na and other excelling tennis players bring to the brand? Based on the advertising and marketing concepts discussed in the class, Rolex’s main goal could be about establishment of credibility of its brand

Identifying Pivotal Talent Positions Management Essay

Identifying Pivotal Talent Positions Management Essay Talent managementis fundamentally HR process which many modern organisation practice to attract, recruit, develop and retain their workforce to achieve competitive advantage. In todays globalised word where companies are stressing for new practices for skilful workforce, talent management become vital for organisation success. Despite the larger number of practitioners and academics trying to define the Talent management, it lacks clear meanings and systematic approach to back its theory. Talent management faces many challenges in practice, as critiques believe its a rebranding of HR practices. Organisation develops their strategies to achieve their objectives and goals. To achieve these strategic goals organisation human capital plays key role. Organisation integrates and aligns its talent management processes with business strategies to create a pool of successful talented worker and then utilise these talent to obtain competitive advantage in overwhelming globalised competition. Talent management practices help identify potential leadership, develop skills, attract talent from external market and create employer image as part of its business strategy. Concept of Talent Management Talent management has received the interest of most practitioner and academics among all HR practices. This has significant increased since the group of consultant from McKinsey came up with the phrase War for Talent in 1997. There has been a recent paradigm shift from traditional HR strategy to talent specific in todays competitive environment. Considering the significant shift the notionof talent management remains valuable. The organisations competitive advantage of its human capital is arguably more important. Talent management can be divided in to key areas of activities and process which systematically help to identify the key positions in any organisation, that can contributes towards the competitive advantage of it. Creating different human resource architecture to create a pool of talented incumbent employees that can fulfil these key positions. It will be vital to clarify that key positions are not limited to top management but it can be lower management, different operations unit or the part time. There is not prà ©cis or set definition of talent management;Author has to make many assumptionswhile defining it. As Aston and Morton described that there isnt a single consistent or concise definition (Aston Marton, 2005). Key function of talent management is to attract, recruit and retain the talent. According to Hartley (2004) its spread of wide range of activities for instant succession planning, employerperformance and management etc. And Creelman (2004) The process of attracting, recruiting and retain talented employees Knez et al (2004) had similar thought that its continuous process of external recruitment and selection and internal development and retention. Talent management generally highlights the selected individuals through carefully set the selection process and activities and they are referred as talented individual. Which are seen as key element in the success of an organisation. Lastly extending the issue to retain these talents. For example HSBC has talent review process for their senior managers that help them to clarify their goals and give business an external view of potential managers. Talentmanagement means differently for different people. For some its managing or finding the best talent in an organisation and for some its recruiting and developing talented people. Talent management aspect that should be included an organisation talent management practice. Performance management Leadership development Workforce planning/identifying talent gaps Recruiting Talent Management for the Twenty-First Century As the 21stcentury unfolds, radical changes happening in todays business and workforce. Companies once dominated by America and Europe now has more ownership across globe. There has been growing urgency and attention on HR practices to continuouslyengage and retains employees.Companies are going beyond traditional approaches in practice to retain their well-performing employees. Employee retention is king. And employee engagement is not far behind. Coos of the nations fastest growing companies overwhelmingly cite retention of key workers as the most critical factor to plan for in the next year ahead (PricewaterhouseCoopers, 2004). Similarly demographic changes occurrence are increasing, there are more young people in developing nations who are educated and skilful which has lead the global movement for job as more and more companies seek skilful labour for their varied positions. There demands had created scope and impact for the hunger for skilled workers everywhere. These changes can be summarised in following points Increasing number of young population More global companies operations Increase in outsource and offshore Need for Competitive edge Spread of ownership in other regions Hence globalisation has increasing made difficult to hire, retain and develop talented employees for businesses. Companies are in search for new practices for hiring and then developing, motivating and converting into strategic assets. Furthermore companies need to integrate and align its talent management processes with business strategies to create a pool of successful talented worker and then utilise these talent to obtain competitive advantage in overwhelming globalised competition. The key agenda of companies to attract and retain key talent, which can key factor in organisation influence and effectiveness. A Theoretical Model of strategic Talent Management Strategic talent management deals with all the employees within an organisation. Strategic TM focuses on identifying and creating the pool of talented employees then develop these talents to occupy key positions. Identifying pivotal talent positions The first step of managing the strategic talent management is to identify the key position within an organisation. Most of the literature review suggest the key attention to identify the key performers and their development and retain but latest theories advocates that identifying the key position in organisation which has central role in organisational success. Developing Talent Pool The second step in strategic management is the developing the pool of incumbents talented people. Developing the talented people pool to fill the key positions identified in earlier step. However there are various method of creating talent pool depending on the organisational structure but one thing should be keep in mind that these are highly talented and incumbent people and key positions assigned to these people must utilise to the maximum capacity. There are two key elements to talent pool one that organisation should understand the importance of external labour market and secondly due to increasingly mobility of the external employer it is a possibility to high skill labour from external market. As Peffer and Leblebici (1973) argued that organisations facing the greatest threat from external sources aggressively recruited executives with experience from the external labour market. Create a differentiated HR Architecture There has been continues debate on linking between strategic HR practice and organisation. There is no set HR practice that can help identify or utilise the talent pool rather there are suggestion to apply methods of HR. Practicing the contingency HR practice depending on organisation structure. Lapak and Snell (2002) differentiate between four categories, knowledge based employment, job based employment, contract work and Alliances or partnership. In summary,some HR practices can be best suited for particular organisation but could have different impact on other industry. There is need to define HR practices to utilise the talent pool and appointment to key positions to have successful competitive advantage. Talent Management Challenges Talent Crunch Most companies are facing the shortage of talent employees. Attracting and retaining employee for company growth for all levels its a challenge for companies. For example Essar Group has grown to sixty thousand employees from twenty thousand in last 3 years and more then fifty percent of their employees tenure is less then two years. Creating Value Proposition Companies are finding difficult to create value proposition for their employees with four generations as work force. Its difficult for organisation to create value proposition for every employee with diverse needs, assumptions and preferences belonging to different generation group. Leadership in pipeline The shortage of robust leadership talent pool is biggest threat for organisations. There are not enough talented leaders to replace the existing or to fill the expansion of companies growth. Its becoming more difficult in globalised world to choose skilful leaders with required skills, leadership qualities, business knowledge and global diverse sensibility. Deloitte, for example has talent management and succession planning to improve and retain their employees to become future leaders. Transferring key knowledge and relationships Companies facing difficulties in transferring knowledge to other employees from people retiring or changing jobs. Its a greater threat from companies that are heavily embedded in tacit knowledge such as customer relation. Work/life Balance Issue Companies heavily investing on talent management in developing and retain their employees at mid-level of their careers, they need to consider responsibility of creating balance between work and life. There is fear of employee escaping the organisation pressure to develop skills can lead to high turnover. Redesigning Talent Management Practice Some critiques argue that there is a need to redesign the TM practices and program to attract workforce. The importance of young professional is critical for firms with fresh skills and talent. Father there is rethinking required to link the different roles and relations together to generate better outcome. Short tenure of talent Acquiring and retaining talented employees are critical to organisations. Companys competitive advantage is dependent on retaining the talented people at key positions. There is high turnover of employees in retail business due to market influence and an internal mindset. Gap, for example believes retaining employees for more then three years is key to future business success. Rebranding HR practices Three different prospective can be extracted from literature review. TM was defined and associated, as the part of HR process but defining does not help to understand how to manage talent. Some argue that managing, recruiting and staffing through Internet may require additional skillets for HR staff but it does not help in principle of improving the selection processbut it hep to rebrand the HR practices to keep them fresh as it does not help one to understand the strategic and effective importance of managing talent. Importance of Talent Management In todays competitive market the value of talent employee become the vital part of the organisation. Therefore telnetmanagement plays any important strategic role in an organisation. The organisation gets advantage of employees competence and productivity. They get strong association with organisation and often put best dedication at work, which ultimately shows result on organisation balance sheet. Further it enhancesemployee commitment and pride towards the organisational and it reduces staff turnover. Jack Wiley, executive director of Kenexa Research Institute, said, People have a fundamental need to know how they are doing and what the future holds for them, Organisation with talent management in practice produces competitiveworkforce to adoptchanging and competitive market. Recruit, develop and retain talent, which help in companys financial success. Having effective talentmanagement strategy helps organisation overcome the fear of losing talented employees, itshelp to have backup if not equally talented but replacement to develop the similar talent. Talentmanagement help create short term and long term backup plans. Organisations with various contract or permanent employees often search for replacements. Having backup plans with talent management reduces the losses of time and value spent on finding replacement or recruiting new staff. Continues practice of talent grooming doesnt allow the volume within organisation it creates equally or similar talented workforce. Grooming process increase employees qualities such as leadership, multitask, competence and knowledgebase. Talent management help define ethics and vlaues of workforce of the employees. Reason ethics are important for an organisation because for recent years many fast growing or big organisation being involved in ethical scandals. Understanding and implementing employees ethical values or considering in organisation culture shows workforce importance towards their employee. Talent monument not only important for organisation but it plays equally vital role for employees. Employees get a chance to develop and acquire new knowledge and talent, whichincreases their potential. Every employee understands the importance of new skills, which can leads to their future progress. Employees prefer to stay with organisation where they believe their skills being utilise and continue sly grooming under health talent management scheme. Many organisation demands the demonstration from all its function for their strategy value to organisation. There is growing pressure on HR for its strategic contribution. Financial resources may be the lifeblood of a company, but human resources are the brains. Its long been accepted that sound financial management is critical to business survival. This is especially true challenging economic times. However, having strong talent and sound talent management is queerly critical to business survival. To summarise the important points in bullet points Increase Revenue Improve Product Quality Increase Customer Satisfaction Reduce Cost Reduce Cycle Time Increase return on share hold investment IncreaseMarket share and capitalisation Business Strategy and Talent Management A business strategy of a company is its long-term planning or direction and steps it will pursue to accomplish those goals. A more formal definition can be: Strategy is the direction and scope of an organisation over the long term, which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations. (Exploring corporate strategy, 2008) If we look at the reason behind the success and failure the organisation it ultimately come down to talent. Talent leads organisation to make decisions regarding where to invest in financialand human capital. This further leads to how to innovate, compete and how to motivate and achieve the business strategy? Right or wrong decisions are made, which result in success or failure and most of the time CEO of the company takes all the credit or blame depending on the outcome of the decision. Its the talent within an organisation that leads to execution and implementation of the business strategy. People are all there is to an organisation (Garry Hamel, 2003). Collins argues, Having the right people comes before having the right strategies. Rob Ben argues with their sixty years of combine experience of corporations and various business that CEO and senior executives worries as much about talent management as much they do about the financial of the company. This shows that talent management plays as important roles and financials do. Talent management is the central part of any business plan and its more desirable part of HR. Organisation needs talented people to meet the needs to deal with complex business needs. Since the 1990s the business expansion has significantly with low trade barriers, easy communications and company globalisations. Many companies expansion was based on globalisation into India and China. This change has lead to global talent competition across boundaries. There is an increase demand for talented people with shrinking pool of talented people this has increased the business concerns of expansion of their HR activities for the retention of the talent. HR is more strategically driven and company facing problems or lack of success in financial of it eventually leads to executive criticism and public scrutiny which leads to termination of CEO. Figures are not known but itsbelieved executive turnover is high in recent years. The high turnovers mean there could be fault in selection process. Some reasons could be the mismatch between CEO and the business situation and strategy; on other hand many deal effectively different complexity and strategic driven business. Many argue oppose to the above reasons they believe business and CEO face constantly changing businessenvironment and challenges, response should be fast enough to avoid missing the opportunity. This shows the important of HR and talent managementprecisely in business strategy. Since 1990s it been mortgaged that connection between talent management and business strategy has its routes in two trends. The emergence of talent as strategic resource and competitive advantage. The evolution of the Human Resources functions as a strategic business partner (Rob Ben, 2009) Conclusion Given the high level interest shown by different quarters from academics to practitioners and from employer to business itself, talent management is still not reached on concisedefinition and practise. Talent Management has been discussed and pursued heavily between practitioner and press without being linked systematically and peer-review. It has been widely define and discussed which has not potentially contributed to the understanding of concept. Some commentators argue that its been used to rebrand the HR practices of recruitment process to cater the needs of demographic changes.

Stonehenge :: essays research papers fc

Stonehenge, the most famous Neolithic monument, had a great significance to the ancient people of England. The monument, which is located in the Salisbury Plain, was built and reconstructed many times starting in about 3200 BC to about 1650 BC. The stones that were used to construct the monument weighed anywhere from 25 to 50 tons apiece, in some cases the stones had to be dragged to the plain from up to 20 miles away.(Marvin Perry,19) Stonehenge went through three major phases, the first of which was when the ancient people created a bank of chalk and a ditch, inside the bank there was 56 pits. The second phase was when 82 blocks of bluestone, about 4 tons each, were brought to the site. Using the bluestone the ancient people made a double circle in the bank and they formed an avenue leading to the River Avon. The third phase was the ancient people removed the bluestone and replaced it with sandstone, weighing 25 to 50 tons each.(Stonehenge,1) The main reason for Stonehenge being bu ilt by the ancient people of England was as a calendar because they needed a way of keeping track of important dates. The ancient people of England didn't have a formal calendar like today's society does. For this reason they had to rely on other ways of keeping track of the time during the year. In this particular case the ancient people of England used the Stonehenge for record keeping. "In 1964 the American astronomer Gerald S. Hawkins reported findings obtained by supplying a computer with measurements taken at Stonehenge together with astronomical information based on celestial positions in 1500 BC when Stonehenge was in use."(Encarta, 1) Hawkins believed that the ancient people were able to gather information about the sun and the moon, with accuracy. He believed that Stonehenge was used to predict the seasons by examining the position of the sun and moon to the earth. Stonehenge's axis is pointed in the direction of the sunrise at the summer and winter solstices, for this reason some scientists believed that ancient people were able to predict eclipses of the sun and moon by their p osition in relation to the monument. The ancient people of England had many religious beliefs that they followed and believed in. They also probably had religious holidays that they had some kind of ceremony for. Some people believe that they used Stonehenge to determine what time of the year it was and to figure out what religious ceremonies were coming up.

Succubus Blues CHAPTER 8

Paige was all smiles when I went in for the early shift the next day. â€Å"Nice work with Seth Mortensen,† she told me, glancing up from the neatly stacked paperwork on her desk. The desk Doug and I shared in the store's back offices tended to look like an apocalyptic war zone. â€Å"How so?† â€Å"In convincing him to write here.† I blinked. With our assorted U District and Krystal Starz adventures, I'd never said a word about him becoming our resident writer. â€Å"Oh?† â€Å"I saw him upstairs in the cafe just now. He said he had a great time yesterday.† I left her office, baffled, wondering if I'd missed something from yesterday. It hadn't seemed like that stellar of an outing, but I supposed he felt pleased and grateful over the discounted books. Had anything else notable happened? Unbidden, the memory of touching Seth's hand suddenly rushed back to me, the odd shockwave of familiarity it had sent through me. No, I decided, that had been nothing. I had imagined the moment. I went up to the cafe for a mocha, still puzzled. Sure enough, Seth sat in a corner, laptop spread out on the table in front of him. He looked much the same as yesterday, save that his shirt today sported Beeker from the Muppets. His fingers moved furiously along the keys, his eyes locked on the screen. â€Å"Hey,† I told him. â€Å"Hey.† He offered no more. He didn't even look up. â€Å"Are you working?† â€Å"Yes.† I waited for elaboration, but it never came. So I kept going. â€Å"So, um, Paige told me you're moving here.† He didn't answer. I didn't even know if he'd heard me. Suddenly, he looked up, his eyes sharpening. â€Å"Ever been to Texas?† That took me by surprise. â€Å"Sure. Which part?† â€Å"Austin. I need to know what the weather's like there.† â€Å"When? This time of year?† â€Å"No†¦ more like spring or early summer.† I racked my brain. â€Å"Hot. Rain and storms. Some humidity. The edge of tornado alley, you know?† â€Å"Ah.† Seth turned thoughtful, then nodded smartly and returned his attention back down. † Cady'll love that. Thanks.† It took me a moment to realize he meant one of his characters. Nina Cady's dislike of inclement weather was notorious. My stomach suddenly dropped out of me and hit the floor. It was a wonder he didn't hear the thud. â€Å"Are you†¦ are you†¦ writing something with Cady and O'Neill? Right now?† â€Å"Yeah.† He spoke very casually, like we were still discussing weather. â€Å"Next book. Well, next-next book. The next one's already queued up for publishing. I'm about a quarter through this one.† I stared in awe at the laptop, like it was a divine golden idol from days of old, capable of performing miracles. Providing rain. Feeding the masses. Now I felt speechless. That the next masterpiece was being created right in front of me, that I might say something that could influence it was too much to bear. I swallowed heavily and dragged my eyes away from it, forcing calm. After all, I could hardly be excited about another installment when I had yet to read the current one. â€Å"A Cady and O'Neill book. Wow. That's really – â€Å" â€Å"Um, so, I'm kind of busy here. I've got to run with this right now. Sorry.† The words stopped me cold. â€Å"What?† Was I being dismissed? â€Å"Can we talk later?† I was being dismissed. I was being dismissed without even being looked at. Heat flushed my cheeks. â€Å"What about my book?† I blurted out ungracefully. â€Å"Huh?† â€Å"The Glasgow Pact. Did you sign it?† â€Å"Oh. That.† â€Å"What's that mean?† â€Å"I'll send you e-mail.† â€Å"You'll send me – so you don't have my book?† Seth shook his head and kept working. â€Å"Oh. Okay.† I didn't understand the e-mail bit but wasn't going to waste my time begging for his attention. â€Å"Well. I'll see you later then. Let us know if you need anything.† My voice was stiff and cold, but I doubted he even noticed. I tried not to storm downstairs. Where did he get off acting like that? Especially after I'd shown him around yesterday. Famous author or no, he didn't have the right to be a jerk to me. I felt humiliated. Humiliated over what, being ignored? chided a reasonable voice inside me. It's not like he made a scene. He was just busy. After all, you were the one complaining he didn't write fast enough. I ignored the voice and went back to work, still feeling put-out. Business didn't allow me to nurture my wounded ego for long, however, as the afternoon and lack of staff ensured I stayed busy on the floor. The next time I managed to return to my office, it was only to grab my purse at the end of my shift. As I was about to walk out, I saw a message from Seth in my e-mail's inbox. I moved to the computer and read. Georgina, Have you ever paid much attention to real estate agents – the way they dress, the kinds of cars they drive? Truth is stranger than fiction, as they say. Last night, I expressed interest in living in the University District to my brother, and he called up this real estate agent friend of his. She arrived in something like two minutes flat, no small feat I guess, since her office is in West Seattle. She pulled up in a Jaguar, whose shiny whiteness was rivaled only by the day-glow white of her Miss America smile. While gushing nonstop about how exciting it was to have me here, she hacked away at a computer, searching for appropriate residences, typing with nails long enough to impale small children on. (See? I remembered how much you liked the word â€Å"impale.†) Each time she found a place that might work, she'd get really excited: â€Å"Yes – yes. Oh yes! This is it! This is it! Yes! Yes!† I confess, by the time it was through, I felt kind of sleazy and exhausted, like maybe I should have tossed some cash on the pillow or something. Her theatrics aside, we did end up finding a nice condo not too far from campus, brand new. It was as pricey as you insinuated, but I think it's exactly what I want. Mistee – yes, that's her name – and I are going to look at it later tonight. I'm kind of afraid to see her reaction if I bid on the place. No doubt the thought of the commission will lead straight to multiple orgasms. (And to think, I always thought missionary position was what inhibited women from true fulfillment.) Anyway, I just wanted to give you the update since you were the one who first showed me the U District. I'm sorry I didn't get a chance to talk earlier; I would have liked to pick your brain about restaurants over there. I still don't know the area that well, and my brother and sister-in-law are too busy with their suburban life to recommend any restaurants that don't serve children's meals. Well, I guess I should get back to writing, so I can afford said new lodging. Cady and O'Neill are impatient mistresses – er, that is, an impatient mistress and master – as you observed earlier. Speaking of which, I haven't forgotten about your copy of The Glasgow Pact. I intended to write something semi-original in it last night, after our nice day together, but the real estate vortex caught me up. My apologies. I'll bring it to you soon. Later, Seth I reread the letter twice. I felt pretty confident that in the short span I'd known Seth, I'd never heard him utter aloud as many words as he'd just written. Not only that, they were funny words. Entertaining words. Like a mini Cady and O'Neill novel, addressed just to me. A far cry from his halting attitude this morning. If he'd said anything remotely comparable in person, I probably would have passed out. â€Å"Incredible,† I muttered to my screen. Part of me felt mollified by the letter, though another part felt he still could have been a bit more tactful in his earlier treatment, busy or no. The rest of me pointed out that all of these â€Å"parts of me† probably should be in therapy, and besides, I really needed to leave and go see Erik about the vampire hunter thing. I quickly sent back a response: Thanks for the letter. I suppose I'll make it another day without the book. Good luck with the real estate agent, and be sure to wear a condom when you make an offer. Other good places to eat in that area are Han & Sons, the Plum Tomato Cafe, and Lotus Chinese. – Georgina I left the store, promptly forgetting about Seth, happy there'd be no traffic this early in the day. Driving up to Lake City, I easily found the intersection the girl at Krystal Starz had indicated. Locating the store itself proved more of a challenge. Strip malls and assorted businesses packed the area, and I read through myriad billboards and storefronts in the hopes of finding something promising. Finally, I spotted a small, dark sign tucked away in the corner of a less-frequented cluster of stores, arcana, ltd. That had to be it. I parked in front, hoping it was actually open. No one had posted hours or anything on the door, but it gave way without resistance when I pushed on it. Sandalwood incense burned in the air around me as I entered, and faint harp music played from a small CD player set up on the counter. I couldn't see anyone else in the room, and so I wandered around, admiring the sights. Real books on mythology and religion – not the flashy fluff Krystal Starz sold – lined the walls, and carefully arranged display cases held handcrafted jewelry I recognized from a few different local artists. Assorted ritual items – candles, incense, and statuary – filled in the nooks and crannies, giving the whole place a sort of jumbled, pleasantly lived-in feel. â€Å"Miss Kincaid. It is an honor to see you again.† I spun around from where I had been admiring a White Tara statue. Erik walked into the room, and I reined in my surprise at his appearance. When had he grown so old? He had been old the last time I saw him – dark skin wrinkled, hair gone gray – but I did not remember the slight stoop in his walk, or the hollowed look around his eyes. I tried to remember the last time we'd talked; I hadn't thought it'd been that long. Five years? Ten? With mortals, it was easy to lose track. â€Å"It's good to see you too. You aren't easy to find anymore. I had to go poking around Krystal Starz to figure out what happened to you.† â€Å"Ah. I hope the experience wasn't too†¦ awkward.† â€Å"Nothing I couldn't handle. Besides, I'm glad you got out of there.† I looked around at the cluttered, dimly lit shop. â€Å"I like this new place.† â€Å"It's not much – doesn't bring in much either – but it's mine. It's what I've been saving for, where I'll spend my last years.† I grimaced. â€Å"Don't turn melodramatic on me now. You aren't that old.† His smile broadened, his expression turning slightly wry. â€Å"Neither are you, Miss Kincaid. Indeed, you are as beautiful as the first time I saw you.† He gave me a slight bow, bending lower than someone with his back probably should have. â€Å"How may I be of service?† â€Å"I need information.† â€Å"Of course.† He gestured to a small table near the main counter, currently covered with books and an elaborate candle holder. â€Å"Sit and have tea with me, and we'll talk. Unless you are in a hurry?† â€Å"No, I have time.† While Erik fetched the tea, I cleared off the table, setting books in neat stacks on the floor. When he returned with the teapot, we made small talk and sipped our drinks for a bit, but my mind really wasn't into it. My restlessness must have come through loud and clear as my fingers danced along the cup's edge and my toe tapped impatiently. Finally, I broached my topic. â€Å"I need to know about vampire hunters.† For most other people, this would have been a weird request, but Erik only nodded expectantly. â€Å"What in particular would you like to know?† â€Å"Anything. Their habits, how to recognize them. Whatever you've got.† He leaned back in his chair, holding the cup delicately. â€Å"My understanding is that vampire hunters are born, not made. They are ‘gifted,' so to speak, with the ability to kill vampires.† He proceeded to relate several other details, most of which matched up with what I'd learned from Peter. Pondering what Cody had said, about the sense of being followed by someone he could not see, I asked, â€Å"Do they have any other special abilities that you know of? Can they go invisible?† â€Å"Not that I know of. Some immortal beings can, of course, but not vampire hunters. They're still just mortals, after all, despite their odd talents.† I nodded, being one such creature who could turn invisible, though I rarely used the power. I toyed with the thought that Cody's phantom might have been an invisible immortal, trying to play a trick, but he still should have sensed the telltale signature we all carried. Indeed, he should have sensed a mortal vampire hunter as well. The fact that he had neither seen nor felt anything lent credence to Peter's theory that the stalker had all been in Cody's head. â€Å"Can vampire hunters harm anyone else? Demons†¦ or other immortal creatures?† â€Å"It's very hard to do anything tangible to an immortal,† he mused. â€Å"Certain denizens of good – powerful priests, for example – can drive off demons, but they can't harm them permanently. Likewise, I've heard of mortals capturing supernatural creatures, but doing much more than that†¦ I'm not saying it's impossible, just that I've never heard of it. To my offhand knowledge, vampire hunters can only harm vampires. Nothing else.† â€Å"I value your offhand knowledge more than most confirmed facts.† He eyed me curiously. â€Å"But this isn't the answer you were expecting.† â€Å"I don't know. It's pretty much what I've already been told. I was just thinking there might be more.† It was entirely possible that Jerome had been telling the truth, that this was merely a case of a rampant vampire hunter and that his warnings to Hugh and me had been simple courtesies to protect us from discomfort. Still, I couldn't shake the feeling that Jerome had held back information, nor did I really believe Cody to be the kind of person who imagined things. I must have looked perplexed because Erik offered, somewhat hesitantly it seemed, â€Å"I could look into this more for you, if you'd like. Just because I've never heard of something capable of harming other immortals doesn't mean it's out of the realm of existence.† I nodded. â€Å"I'd appreciate that. Thank you.† â€Å"It's a privilege to be of assistance to someone like you. And if you like, I could also make other inquiries into vampire hunters in general.† He paused again, choosing his words carefully. â€Å"Were such a person to be at large, certain signs would show up in the local occult community. Supplies would be bought, questions asked. Such beings do not go unnoticed.† Now I hesitated. Jerome had told us to be careful. I had the feeling he wouldn't appreciate any vigilante work, though speaking with Erik now probably counted as exactly that. Surely it wouldn't matter if I sent out my own feelers. Gathering information was not the same as me personally going out to find this person. â€Å"I'd appreciate that as well. Anything you could find out would be useful.† I finished the last of my tea and set the empty cup down. â€Å"I should probably leave now.† He rose with me. â€Å"Thank you for having tea with me.. Being with a woman like you is generally the sort of thing that only happens in a man's dreams.† I laughed gently at the veiled joke, referencing the old story of succubi visiting men in their sleep. â€Å"Your dreams are safe, Erik.† He returned my smile. â€Å"Come back in a few days, and I'll tell you what I've learned. We'll have tea again.† Glancing around at the empty store, thinking how no customers had shown up during our visit, I suddenly felt the need to give him some business. â€Å"Let me buy some of that tea before I go.† He gave me an indulgent look, his dark brown eyes amused like he knew the game I played. â€Å"I always took you for more of a black tea advocate – or at least an admirer of caffeine.† â€Å"Hey, even I like to shake things up once in a while. Besides, it was good†¦ in an herbal, decaffeinated sort of way.† â€Å"I'll pass your compliments on to my friend. She makes the blends, and I sell them for her.† â€Å"A lady friend, huh?† â€Å"Just a friend, Miss Kincaid.† He walked over to a shelf behind the register where several varieties of tea lay. Approaching the counter to pay, I admired some of the jewelry under its glass. One piece in particular caught my eye, a three-stranded choker of peach-colored, freshwater pearls, occasionally intermixed with copper beads or pieces of sea green glass. An ankh made of copper hung as its centerpiece. â€Å"Is this from another of your local artisans?† â€Å"An old friend in Tacoma made it.† Erik reached into the case and took the choker out for me, laying it on the counter. I ran my hands over the fine, smooth pearls, each one slightly irregular in shape. â€Å"He mixed some Egyptian influence in with it, I think, but he wanted to sort of invoke the spirit of Aphrodite and the sea, create something the ancient priestesses might have worn.† â€Å"They wore nothing so fine,† I murmured, turning over the necklace, noting the high price on its tag. I found myself speaking without conscious thought. â€Å"And many of the ancient Greek cities did have Egyptian influence. Ankhs appeared on Cyprian coins, as did Aphrodite.† Touching the copper of the ankh reminded me of another necklace, a necklace long since lost under the dust of time. That necklace had been simpler: only a string of beads etched with tiny ankhs. But my husband had brought it to me the morning of our wedding, sneaking up to our house just after dawn in a gesture uncharacteristically bold for him. I had chastised him for the indiscretion. â€Å"What are you doing? You're going to see me this afternoon†¦ and then every day after that!† â€Å"I had to give you these before the wedding.† He held up the string of beads. â€Å"They were my mother's. I want you to have them, to wear them today.† He leaned forward, placing the beads around my neck. As his fingers brushed my skin, I felt something warm and tingly run through my body. At the tender age of fifteen, I hadn't exactly understood such sensations, though I was eager to explore them. My wiser self today recognized them as the early stirrings of lust, and†¦ well, there had been something else there too. Something else that I still didn't quite comprehend. An electric connection, a feeling that we were bound into something bigger than ourselves. That our being together was inevitable. â€Å"There,† he'd said, once the beads were secure and my hair brushed back into place. â€Å"Perfect.† He said nothing else after that. He didn't need to. His eyes told me all I needed to know, and I shivered. Until Kyriakos, no man had ever given me a second glance. I was Marthanes ‘ too-tall daughter after all, the one with the sharp tongue who didn't think before speaking. (Shape-shifting would eventually take care of one of those problems but not the other.) But Kyriakos had always listened to me and watched me like I was someone more, someone tempting and desirable, like the beautiful priestesses of Aphrodite who still carried on their rituals away from the Christian priests. I wanted him to touch me then, not realizing just how much until I caught his hand suddenly and unexpectedly. Taking it, I placed it around my waist and pulled him to me. His eyes widened in surprise, but he didn't pull back. We were almost the same height, making it easy for his mouth to seek mine out in a crushing kiss. I leaned against the warm stone wall behind me so that I was pressed between it and him. I could feel every part of his body against mine, but we still weren't close enough. Not nearly enough. Our kissing grew more ardent, as though our lips alone might close whatever aching distance lay between us. I moved his hand again, this time to push up my skirt along the side of one leg. His hand stroked the smooth flesh there and, without further urging, slid over to my inner thigh. I arched my lower body toward his, nearly writhing against him now, needing him to touch me everywhere. â€Å"Letha? Where are you at?† My sister's voice carried over the wind; she wasn't nearby but was close enough to be here soon. Kyriakos and I broke apart, both gasping, pulses racing. He was looking at me like he'd never seen me before. Heat burned in his gaze. â€Å"Have you ever been with anyone before?† he asked won- deringly. I shook my head. â€Å"How did you†¦ I never imagined you doing that†¦Ã¢â‚¬  â€Å"I learn fast.† He grinned and pressed my hand to his lips. â€Å"Tonight,† he breathed. â€Å"Tonight we†¦Ã¢â‚¬  â€Å"Tonight,† I agreed. He backed away then, eyes still smoldering. â€Å"I love you. You are my life.† â€Å"I love you too.† I smiled and watched him ago. A minute later, I heard my sister again. â€Å"Letha?† â€Å"Miss Kincaid?† Erik's voice snapped me out of the memory, and suddenly I was back in his store, away from my family's long-since crumbled home. I met his questioning eyes and held up the necklace. â€Å"I'll take this too.† â€Å"Miss Kincaid,† he said uncertainly, fingering the price tag. â€Å"The help I give you†¦ there's no need†¦ no cost†¦Ã¢â‚¬  â€Å"I know,† I assured him. â€Å"I know. Just add this to my bill. And ask your friend if he can make matching earrings.† I left the store wearing the choker, still thinking about that morning, what it had been like to be touched for the first time, touched only by someone I loved. I exhaled carefully and put it from my mind. Just like I had countless other times.

The Phenomenon of Late Marriage in China

The Phenomenon of Late Marriage in China It is a generally noted phenomenon that Chinese tend to get married later than they used to especially in big cities. Across the country, we observe virtually everywhere that the rate of marriage becoming lower year after year. Chinese used to marry before twenty- five years old. But now, some youngsters go study further; some devoted in their career; some who have dated one after other still refuse to step into the palace of marriage. Careful observation and elaborate thinking convinced me that the issue happens because of the objective and subject.According to a survey conducted by Chinese Academy of Social Science, the number of marriage continues to decline especially in big city. (The Chinese get married late increasingly)But why does this happen? And how will it affect the future? While thinking deeply, I came up with some ideas about this issue. Objectively thinking, the overload burden takes too much pressure to the youngsters. Pressur e like educations, works, transportations, houses, love comes form every where occupy youngsters’ whole lives.Firstly, the price of houses is too high for youngster to support. House slaves, also called Ant people, stands for people who usually work in big city have lots of housing debt to support. You definitely need to have a shelter before getting married. Secondly, transportation occupies too much time. Neither do they have time to date someone, nor do they get married. Thirdly, low employment rate nowadays, youths trend to study further than before in order to avoid the pressure. All of above will probably make youths get married late.Thinking logically at first, many people get married later just because they are not ready to get married. It can be divided into two aspects. One is material basis, the other is mental. Speaking of material basis, youths between twenty and thirty don’t have economy standard. And people still in school are fed by their parents. Appar ently their mental isn’t mature enough. In fact, getting married is the start of a new life. Setting up your own family means a lot of responsibility. As an old saying goes,† It’s easy to get the spark of love, but it’s difficult to keep it†.For instance, after getting married, wives need to get up early to prepare the breakfast for husbands; husbands have to work harder than before in order to support the family; couples suppose to remember the date of each other’s birthday; and they’d better to have a good relationship with lover’s relatives. No wander of saying goes,† Marriage is the tomb of love†. Secondly, owing to the pressure coming from all over the work, study, house debt and transportation, love may fade away. All these scared the youth who are in the right age of marriage. For example, pressure like transportation occupies too much time.Neither do they have time to date someone, nor do they get married. And the issue of house slaves coming to an essential topic these days has deeply been debated. House slaves, also called Ant people, stands for people who usually work in big city have lots of housing debt to support. In China, a shelter is definitely a necessity before getting married. But the price of the house is too high to be paid by poor youths. What’s more, youths who graduated from school just started work need to pay most of the time on their work. With the low employment rate nowadays, youths trend to study further than before in order to avoid the pressure.All of above will probably make youths get married late. Moreover, thoughts of Chinese are changing today! In the ancient time, Chinese got married mainly because they want to have babies to carry on the family lines. But nowadays, Chinese get married because they finally find their soul mates. Form person perspective, ‘One Child Policy ‘makes Chinese grown up in the 80’s be used to being alone. T hey grew up in the age of Internet. Variety kinds of entertainments scarify them and they spent less time with friends. So, many of them may probably have troubles in communicating with others.Finally, taking some individual cases into account, some environmentalists believe that the fewer newborns we have, the less polluted the planet will be. Because people have carbon emissions during their whole life and too much carbon emissions will intensified greenhouse effect and enlarge the hole in the ozone layer. This case may not hold an important role as the upper points. It still be mentioned considering of academic cautious. After considering of all these causes, let’s focus the attention on its effects. Thinking of the present only, single people will have more time hanging out late at night.And this will probably raise the rate of crime. While thinking further, some people believe that getting married later can slow down the population growth rate of China. As the large popu lation provides heavy burden for China, it benefits to the whole country because. While others advocate that this point of view is short-sighted. Assuming birth rate continues decreased in decades. Time flies fast and youths won’t be young anymore. Fewer youths working than before will slow down the speed of economic developing. An awareness of this issue, Chinese government has already put out series policy to change the status.Considering of the high price of house, government has taken some specific measures to restrain the high speed increase of price. They also built up some apartments in low price and provided for the poor. New policies are beginning to effect. But there still have lots of things to do. While observing all over the world, many countries especially the developed countries are disturbed by the low rate of birth. So this issue becomes a global issue that should be aware by all the people. Chinese Academy of Social Science. The Chinese get married late incr easingly. 2008. 17 Jan. < http://jnrb1. e23. cn/html/dsnb/20080117/dsnb43308. html>