Literary Analysis of Stephen Kings the Stand Essay Example for Free

Literary Analysis of Stephen Kings the Stand EssayPeople behave strangely when more(prenominal) than ninety-nine percent of the population is dead. They behave even more strangely when theyre the prize of a cosmic struggle. In Stephen Kings fantasy/horror, The Stand, a plague created by the military decimates the modern world. The public that survived the plague atomic number 18 now the commodity of the personifications of heavy and demonic, the troops in an epic whollyy proportioned conflict. The book begins with the circularise and origin of the plague and the toll it takes on civilization and the population. Its spread through the nation, and then throughout the world, brings chaos in martial law, with horrible atrocities universe committed by many of those still alive and in power. force brutality is rampant, and all(prenominal) human rights are being ignored or even deliberately violated civilization and society are disintegrating in the compositors case of mass de ath. Meanwhile, the survivors are struggling to endure the psychological burden of being alone and tending to the dead and dying. They begin to find each other, but are plagued by horrible nightmares, the embodiment of their worst fears come to haunt them in their dreamland.These begin to be counterbalanced by dreams of a benevolent old woman, and all of the living and still-functioning coalesce around these two figures. A society forms around each one of death, in Las Vegas around Flagg, and one of life, in Boulder, Colorado, around yield Abagail. As powers converge and events unfold, the future fate of humanity is decided. The Walkin Dude the dark man the man with no face him Randall Flagg. The purest embodiment of evil, not solitary(prenominal) is he privy to an occasional demonic countenance, he is even sometimes allegorically referenced to the Devil.He is depicted as sowing death and discord with his very presence, present them to be integral parts of his nature when he grin s, birds shine dead off telephone lines. The grass yellows up and dies where he spits. . . . . His name is Legion. . . . . He back end call the wolves and live in the crows. Hes the king of nowhere (939). The dark man is terror personified, and even those that are loyal to him feel a primeval fear and animal loathing of him. However, evil is a relative thing, and can however be named as such if there is a impede to it. In this case, it is Mother Abagail.She is the safety and comfort of a mothers arms, the warmth and love of a good home she is human in a way Flagg is not and therefore subject to the weakness of humanity. Wise and kind though she may be, she is understandably bitter about her fate to go away(predicate) with strangers from all the things you love best and die in a strange land with the work not yet finished (607). Eventually, she offends God with the sin of Pride, and must(prenominal) go on a pilgr two-baser out into the desert (a very appropriate biblical paral lel) to get right with God (940), a pursuit which, in the end, results in her demise.However, the divine wisdom she gained on this pilgrimage, she put to use in her ordering of the journey of the four to the West, resulting in the end of Flaggs reign and liberty for the hoi polloi of the aptly-named Free Zone. One-hundred-and-eight years old, Mother Abagail is both an icon of vitality and frailty she represents the dual, paradoxical, and precarious nature of good present in both people and civilization as a whole.Mother Abagails final action was to send a quest she began the group of people at her deathbed namely Stu Redman, Glen Bateman, Ralph Brentner, and Larry undergrowth on a perilous journey West, to destroy Flagg. Of these four characters (though they are obviously the primary focus of the end part of the novel) Ralph is probably the least important, him and Glen being fairly minor characters that rarely if ever are given voice by King. Stu, however, is the leader of bot h this group and the entire Free Zone, and also the early major character we are introduced to and the storys primary protagonist.Through his eyes, we see the progenitor of the disease weave his car into a gas carry and open Pandoras Box to the world, the struggle of a dying government to contain what is already far beyond its reach, and the eventual convergence of people and regrouping of society. He is the sturdy, masculine, and conventionally established image of modern strength and hope arising from tragedy. Throughout the story, he serves as a voice of reason and calm diplomacy he is a man who understands the world and people of it. Often, Stu is characterized as a man who doesnt talk much (598) r a man of few words (402), and as being extremely perceptive and intelligent he is quite skillful at inferring peoples thoughts through his distinctive silent observation. He is a stoic, strong character that embodies the spirit necessary to thrive and survive in this strange new wo rld. Glen Bateman is a sociologist, an invaluable asset to the construction of a new society. Though in and of himself a rather minor main character, he plays a hugely important role throughout the novel as the watercraft of Stephen King.When a point is to be made about the ramifications of the superflu or ensuing human behaviors, it is almost always done through Glen. Though often cynical (if you want to short-circuit the democratic process, just ask a sociologist) (749), he provides analyses such as these Man may have been made in the image of God, but human society was made in the image of His opposite number and is always trying to get back home (458) ones that are implausibly valuable and insightful, and provide a unique but accurate viewpoint on the big picture.Glen provides an opportunity for King to force-feed readers the main ideas they may not have unders as well asd or picked up on for themselves. Larry is a tortured soul. A rising musician in the West, he gets involved with hot drugs, loses the means to pay for them, and so flees to the East, joining his mother in New York. He is constantly haunted by the condemnations of a woman he slept with and ramshackle You aint no nice guy (106) and the words of a friend of his from back West theres something in you thats like blistering on tinfoil (817).Without fail, these two phrases always accompany a Larry Underwood attack of conscience, most heavily when those he considers to be under his care tackle an unfortunate fate. A defining moment for him occurs when the woman he has been traveling with dies of pill overdose, and he is left alone he traverses the northeast U. S. on foot, too terrified by the thought of wrecking with nobody to help him to use the motorcycle he had been before. As he fights the terror and psychological torment of solitude, belatedly unraveling, he meets others along the way, and begins to find the strength and good within himself to lead and help and heal.After he has grudg ingly taken on and essentially begun to well a group of twenty or so people, Judge Farris, an extremely intelligent old man that is traveling with him, calls him all the things the civics books tell us the good citizens should be . . . . They make the best leaders in a democracy because they are unlikely to fall in love with power (728). Larry is the redemption that only comes through great suffering and turmoil. The Stand mostly takes place in a desolate, dead America of the 1990s. Its a place that is both lustrous in its opportunity and foreboding in its vast emptiness.As the resultant of a non-cataclysmic apocalypse, there is very little damage to the infrastructure of the nation all in all the machinery is just sitting there, waiting for someone to come along . . . and start it up again (406). Several characters note consistently the dangers inherent in having all the old tools lying around the temptation to resurrect the old, destructive ways is greatly increased by the she er ease with which it could be done. The empty, devoid-of-life landscape, coupled with the only temporarily dormant tools adds a new dimension of danger to the already unpleasant situation of those that survived the plague.King prefers to make his characters the masters of their own fates. Each is presented with his or her own choice, where, in that one and usually only instant, they are completely aware of the ramifications of their actions, which power they are aligning themselves with, and the consequences of doing so. Some manage to abstain from the temptingness of evil, while others succumb to it hopelessly For just a moment part of his mind cried Harold Stop so strongly that he was shaken to his heels . . . . For that moment it seemed he could put the bitter drink away, pour it out of the cup, and refill it with whatever there was for him in this world. . . . but maybe it was already too late (663). Typically, those that fall are those that are particularly sad or lonely or felt themselves to be outcasts in the now-dead world. The pain nurtures a destructive hate in their hearts, a pain that the dark man can speak to and win over. Evil is innately destructive, while good is naturally an assembling force. King describes evil as only capable of destroying, and therefore only able to cannibalize itself nothing constructed by one of evil will endure things fall apart, the meaning does not hold.Good being the complement to evil, it of course has a congruously opposite structure though the edges may tatter and fray, the center is strong because it is based on the people and what they wish to uphold in their deepest selves. Stephen Kings Stand is an all-encompassing work it contains elements of social and religious commentary, supernatural creatures, romance, murder, insanity, loneliness, family, etc. These elements comprise a work detailing the human experience, viewed through the distorted lens of group and individual psychological shock.

Fire Protection Engineering in the 21st Century Essay Example for Free

give the gate Protection plan in the 21st Century Essay gip Fire surety engineering is the application of scientific and engineering principles to protect people, their property, and their environment from the destructive effects of set up. Fire bulwark engineers atomic number 18 involved in almost all aspects of leaven safe and put down prevention. Among their function is the design, review and recommendation of rout out prevention systems, which has two classifications active and passive. Active incinerate justification systems react to conditions created by fire, such as increase in temperature or boob, and act to extinguish the flame. Passive fire security system systems are incorporated in the structural design of the building to prevent spread of fire or smoke, and to prevent structural collapse. Fire protection engineers also adhere to building and fire safety codes. They also participate in the development of these codes, as well as review and enforce them. Fire protection engineers also predict fire behavior by simulating fire conditions through modeling. By this process, certain characteristics of the fire can be predicted.Models may simulate the development of a fire at bottom an enclosure, look at activation times of output systems such as thermal and smoke detectors, simulate egress situations, or measure the ability of a building to withstand fire. Risk assessments are also done by fire protection engineers and involve hazard analysis, consequence analysis and likelihood analysis. Fire investigation nowadays also involves fire protection engineers that can construct the scene before and during the fire.Fire technology 5 I. Introduction Fire protection engineering, the application of scientific and engineering principles to protect people, their property and their environment from fires, is employ interchangeably with fire engineering and fire safety engineering. Although this paper uses fire protection engineering to simplify depotinologies, it should also be understood that it likewise refers to the two latter terms, except in instances wherein there is a need for differentiation.Several centuries ago, the primary aim of fire protection engineering is to prevent fires, which in those days, has the possibility to devastate entire cities (Hurley 2006). In the 1900s, the objective of fire protection engineering is to train a fire in its building of origin. As technology advances, this objective has evolved to containing the fire in the room or object of origin. Towards the end of the twentieth ascorbic acid however, fire protection engineering has evolved to become a professional discipline having its own set of principles (Lucht 1989 cited in Hurley 2006). II.Professional Definition of Fire Protection Engineering Fire protection engineering is the employment of science and technology to protect people and their environment from destructive fires. Some of these principles include design of fire protec tion systems, analysis of fire hazards, carrying out of risk assessment, fire modeling and post-fire investigation and analysis. Fire protection engineers also review fire protection systems, participate in third-party review of fire protection designs, as well as participate in development of codes that would protect life and property from fire.Furthermore, they may also be called upon to interpret and enforce existing building and fire codes (Koffel 2003). During the design phase of a building, fire protection engineers may work with architects and other engineers to view a fire-safe structure. They make Fire Engineering 6 recommendations for cost-effective fire protection solutions to guarantee that the building and its occupants are adequately protected (Society of Fire Protection Engineers 2008). fit in to a roundtable discussion by fire protection engineers from all over the globe regarding the international practice of fire protection engineering, such a description is true of fire protection engineers in the United States wherein fire protection engineering and fire safety engineering is taken to be the same. agree to Koffel (2003), who facilitated the discussion, such a broad definition is differentiated in Australia where fire protection engineers and fire safety engineers offer distinct services.Fire protection engineers are those that design active fire protection systems such as sprinklers, and fire detection and alarm systems according to the appropriate standards. This task is usually done by mechanical engineers who have specialized in active fire protection systems. The design of passive fire protection systems, which are usually incorporated as part of the structural design of a building, is specified by structural engineers and architects. Fire safety engineers, on the other hand, are those that develop fire safety strategies for a building or facility.The same is true in the United Kingdom where fire protection engineering is not a common term. That term is also generally used for those who design and install active fire protection systems. Fire safety engineers are those that assist in the design of buildings and structures in order to meet the life safety requirements of the law. Such requirements in the design include means of escape, structural fire resistance, internal and external fire spread, fire spread through cavities and internal openings, and access and facilities for fire service.Let it be reiterated, however, that for the rest of the paper, fire protection engineering refers to the broad description used in the United States. By training, education and experience, a fire protection engineer is expected to be familiar with the nature and characteristics of fire, analyze how fire starts, how it grows and Fire Engineering 7 affect people, buildings and property, and how it can be detected, controlled and extinguished (Hurley 2006 Society of Fire Protection Engineers 2008).Furthermore, they should be able to anticipate the behavior of buildings, structure and apparatus so as to better prevent life and property from fire. III. Fire Protection Systems In the event of a fire in a building, the protection of the occupants as well as of property is accomplished by a combination of active and passive means. Active fire protection systems are only used when fire is already present. Such systems are usually activated by a combination of sensors or mechanical means (Evans et al. 2005).A sprinkler system, a smoke alarm and a fire defence are just a few examples of active fire protection systems. Passive fire protection systems, on the other hand, insulate a structure by increasing its fire resistance. These systems become an integral part of the building layout and construction materials, and include (but not particular to) compartmentation and fire barriers, stairways for rapid evacuation, and spray-on fire proofing. Both systems are complimentary, not competitive (Cafco International 2007). The law recognises them as being able to (and should) work together to ensure safety in the event of fire. A. Active Fire Protection Systems The most common active fire protection systems used inside buildings are fire alarm systems, smoke control systems, water sprinklers, and portable fire extinguishers and hose reels. Each of these will be discussed in detail in the succeeding discussion. A. 1 Fire Detection and Alarm Systems The purpose fire alarm systems is to detect fires, alert the occupants, send for mite rescue, and declare oneself information that will facilitate emergency response (Evans et al. 2005).These systems have several main functions depending on the fire scenario, the type Fire Engineering 8 of building, the number of occupants and criticality of content and mission (Artim 2007). First, they provide a means to recognize a developing fire, either by manual or automatic means. Second, they notify building occupants to the fire condition and the fatality of evacu ation. Third, they may also transmit signal to emergency responders such as the fire station to alert them of the buildings condition.They may also be used to shut down electrical and air handling equipment, and may be used to set off automatic suppression systems. The control gore is considered the fundamental component of any fire detection and alarm system. Its function is to monitor the input devices, such as the components that detect smoke and fire and hence activates the alarm outputs such as horns, bells, warning lights, emergency telephone dialers, and building controls (Artim 2007).Although human beings are excellent fire detectors as they are normally fitted out(p) with senses that can detect smoke, heat, flame and odor, they can, in some cases, become an unreliable detection method. A person may not be present during the fire, may not raise an alarm effectively or may not be in perfect health to perceive fire signals. It is for these reasons that automatic fire detect ors have been developed. There are many kinds of automatic fire detectors the most commonly used are thermal detectors, smoke detectors and flame detectors.

Variable of Organization Culture and Characteristics

Variable of Organization burnish and CharacteristicsPurpose publications has examine the variables of constitution civilisation and double-deckerial characteristics separately in various dimensions. This playing ara investigates the effects of organisational finale and managerial characteristic on the tradeoff amongst ecesisal distressfulness and piss carrying into action for promotion. convention/methodology/approach The entropy was collected using self-administered skepticismnaire, from managers of variant departments. The final sample coat was 250 managers.Findings The result showed that there is a positive parity surrounded by organizational nuance, draw achievement, and organizational seriousness. A positive association in any case exists amidst managers gentility level and track down operation given that the gender is male. seek limitations/implications Few limitations would be the shortage of time and resources. In future studies other m anagerial characteristics should withal be examined.Practical implications In this era of immense competition, companies whitethorn ask themselves what to criteria to choose bit promoting employees. Result shows that there is a positive relation surrounded by organizations gloss, playact deed, and organizational serious-mindedness.Originality/value The most interesting and world-shattering finding is that there is a positive relation mingled with organizational culture, fiddle procedure, and organizational sincerity. Accordingly the stronger the culture of the organization the better bleed executeers and straightforward employees it has.Keywords organisational culture, Managerial characteristics, release surgical procedure, SincerityCHAPTER 1 INTRODUCTIONOver quite a littleIt has been argued that incorruptible and dear employees ar very big for success of organizations (Jaunch, Glueck, Osborn, 1978). It is said that coherent and c argonfully unquestionable incorporated values play an key role, in devising employees, loyal to organizations (Smith Rupp, 2002). prune surgical procedure has been studied in different dimensions. Earlier the fill of last on execution of tool was limited only to farm out satisfaction (Martin Shore, 1978). Ovadje, Obinna and Muogboh (2009) also studied the relation between job satisfaction and individual execution of instrument, agree to their oeuvre the consanguinity between the two was high and consistent. Jaunch, Glueck and Osborn (1978) wee-wee argued that loyalty has no birth with campaign efficiency. They utilise five point scales to measure organizational sincerity, wholeegiance and productivity. Avolio, Waldman, and McDaniel (1990) studied the effect of age and fetch on name performance and concluded that experience is a better predictor of performance than age.It is argued that wellness of organizations depends upon health of employees, if employees argon healthy they forget perform better and organizations will grow (Baptiste, 2008).Paswan,Pelton and True (2005) studied perception of managerial sincerity in context of motive and job satisfaction, they concluded that loyalty of employees is very important in getting good feedback as they be employees are more(prenominal) than interactive and motivated. The kind between employees and organization depends upon how they perceive the organization (Martin Shore, 1989). Baffour (1999) also argues that organizations in which employees are part of decision making perform better than those with centralized decision making. Employees loyalty may lead to employees satisfaction and productivity or it may result in dissatisfaction and absenteeism (Becker, Billings, Eveleth Gilbert, 1996). Previously supervisory ratings and questionnaire claim been used to measure organizational sincerity and work performance respectively (Jaunch et al, 1978). It is argued that participative trouble makes employees satisfi ed (Kim, 2002). at that placefore loyalty and sincerity of employees to organization is considered as an important factor in in promotions (Jaunch et al, 1978). It is also said that look has relationship with satisfaction (Ilias, Rahman Razak, 2008).Barney (1986) argued that that firms which do non retain the required cultures quarternot sustain optimal fiscal performance because their respective cultures are neither rare nor unwieldy to imitate.Weick (1987) also argued that organizations whose cultures value reli expertness more than efficiency often face unique capers in learning and misgiving, which could affect the performance of the organization.It is argued that top precaution intimacy is very essential to handle strategic change businesslikely and effectively (Boecker, 1997). Gupta and Govindarajan (1984) also argued that perimeter of mangers contrisolelye positively make business unit more efficientAlthough work performance is studied by different queryers in d ifferent dimensions, save no peerless has tried to link organizational sincerity to work performance. This teach aims to identify the interrelation of work performance and organizational sincerity. Today in the world of immense competition twain traits of sincerity and strong working in an employee is hard to find. Through this study we want to find whether a manager will prefer an employee who is hard worker or an employee who is sincere towards his organization.Problem StatementTo study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion.Proposed look HypothesesH1 There is a relationship between managerial characteristics and promotioncriterion due to organizational sincerity.H2 There is a relationship between managerial characteristics and promotioncriterion due to work performance.H3 There is a relationship between organizational culture and promotioncriter ion due to organizational sincerity.H4 There is a relationship between organizational culture and promotioncriterion due to work performance.H5 There is a relationship between managers education and workperformance due to male gender.H6 There is a relationship between managers education and workperformance due to female gender.Outline of the StudyChapter one includes the an overview of variables, problem statement that shows the possible relationship between managerial characteristics, work performance and impact of both on promotion criterion and six proposed research hypotheses with a brief outline of the study. Chapter two includes the literature review. In this chapter organizational culture, organizational sincerity and work performance are explained. Chapter three is comprised of method of data order which is personal survey, sampling proficiency which is non-probability convenient sampling ,size which is two hundred and fifty, instrument of data collection, research model d eveloped which keeps the problem statement and statistical technique which is correlation. Chapter four includes the results which show the relationships between variables. Lastly Chapter five includes conclusion, discussions, implications and possible future researches.CHAPTER 2 LITERATURE REVIEWThe labor markets are becoming war-ridden day by day and it is very rare to find an employee that performs efficiently and whose goals are harmonious with those of organizations. Therefore, most of times managers countenance to choose between a loyal employee and an efficient employee. Several factors influence this phenomenon.CultureIt has been argued that there are considerable differences in the attitudes of managers as well as employees in the geographically and historically similar countries. These differences have been found across such variables as control, supervision, commitment, and decision type and leading expression. It was further revealed that these differences in the a ttitudes of managers and employees was associated with their respective countrys position on the Hofstedes pagan dimensions.(Mockaitis, 2005).Glinow, Huo and Lowe argued that despite numerous researches conducted on transnational Management styles, the studies have still failed to illustrate how lofty leadership or focusing style is affected by the specific cultural characteristics in different countries. They argued that although multinational firms should maintain some form of consistency in terms of management style, yet the management style used overseas (in different cultures) should be enfused with the local culture to maintain acceptability indoors the cultural context.Ralston, Holt, Terpstra and Cheng argued that economic ideology and national culture has a deep impact on individual work values of managers.Barney argues that organizational culture tail be a source of sustained competitive prefer. He argued that some organizations have developed a culture which provid es means to achieve competitive advantage.Schein argued that organizational culture has profound effects on its survival. He verbalise that an organization cannot survive if it cannot manage itself as an organized one through the use of deeply entrenched culture. He further argued that organizational culture brings in stability and thus it must be instilled into the new members.Schein argued in another paper that culture needs to be understood thoroughly and analyzed if an organization intends to take advantage of it in the field of organizational psychology.Denison and Mishra argued that there was a relationship between organizational culture and effectiveness. According to them organizational culture can be measured and can be rivald to critical organizational outcomes.Chatman and Jehn argued that the use of organizational culture to attain competitive advantage may not bear as much fruit as some scholars have argued it to be. They argued that there may be some constraints in th e way to achieving this competitive advantage by using organizational culture.According to Sheridan (1992), organizational culture and employee retention are related. His study showed that the differences in employees cultural values and the organizational values resulted in significant cases where employees deliberately left their jobs indicating that cultural fit is imperative to job retention for the organizations.Gordan DiTomaso (1992) argued that a strong organizational culture is positively associated with better performance. Their research also concluded that a strong culture lends itself to a short-term performance hike.Organizational SincerityLoyalty is directly related to corporate vision, commission and values. As the business world is multifaceted therefore approach should be chosen with abundant care to analyse the gap between promise and performance gap (Fassin Buelens, 2011).Managers role in encouraging employees, giving them feedback regarding their performance a nd guiding leading them towards unspoilt career is very important. When employees are motivated because of management support they deliver quality sevice. Except of that employees whose goals are compatible with those of organizations are more productive and passionate (Paswan, Pelton and True).Ali and Kazemi (1993) argue that loyal employee are real assets of an organization because they are those who do not quit in rainy days and stand by the organization as they own the problems of organization. Furthermore they say that sincere employees are more productive and are punctual.In case of loyalty, in US skills are favored on seniority and seniority is not as important promotion criterion as skills are. tour in Japan seniority is most important to be dependent as leader. But in mainland China connections with owners are also valued along with seniority as important criteria to be qualified as leader (Glinow,Huo Lowe,1999).In US mangers are considered more competent than employe es therefore speaking skills are important criteria to be promoted as leader and leaders tend to be good speakers to communicate corporate vision. While Japanese believe in equality and homogeneity of human talent therefore subordinates comment is considered very important. Taiwan is hybrid of both (Glinow et al, 1999).In US a leader needs to develop specialized skills to be promoted as leader while in Japan to be a leader one needs to possess broad-cope skills and experience. In Taiwan both, specialized skills and broad-scope skills with experience are important criteria to be an effective leader (Glinow et al, 1999).Chen and Tjosvold (2006) have argued that to strengthen the relationship between employees must tbe cooperative and not the competitive especially when mangers are from different countries.Work instruction executionThere is a noteworthy impact of HRM practices that a comp both adopts on the wellbeing and positive performance of employees (Baptiste, 2007).Performance can be change by employee participation and flexibility in job design.(Gershenfeld, 1988 Jaikumar, 1986).Managers should abet employee participation and flexible grammatical constructions to enhance the performance. Firms that are changing their traditional rigid organizational structure and bringing flexibility in work design are able to improve their performance and output signal quality (Baffour, 1999). senesce and experience have non bilinear relationship with performance. take care, rather than age, is a better predictor of performance ( Avolio, Waldman McDaniel, 1990)Blumberg and Pringle (1982) emphasized a model of work performance which says that performance is a result of ability motivation and opportunity.It is argued that health of organizations is directly influenced by health of employees, if employees are healthy they will perform better and organizations will grow and become healthy (Baptiste, 2008).Gillespie and Mann (2004) and Dirks and Ferrin (2002) have arg ued that trust is an important feature in the relationship that leaders have with their subordinates and that it is through this subordinate trust and respect for their leader, that subordinates are motivated to perform well. This view is supported by Bijlsma and Koopma (2003) who claim that trust is an important factor to organizational performance, because it facilitates discretionary effort to assist the organization.Standing (1997) argues that the critical areas of labor insecurity that should be considered as they effect work performance are those that relate to income insecurity (unsteady earnings or where earnings are contingency-based), working time insecurity (irregular hours at the discretion of the employer, and insufficient hours worked) and representation insecurity (where the employee has limited cause to negotiate or participate).Design and physical properties of work place can have prejudicious or positive effect on work performance of employees. A greater environm ent innovative work settings, a greater task performance in innovative work settings and a greater fundamental interaction with innovative work settings are associated with greater satisfaction and enhanced productivity (Ilozer, 2002)According to Armstrong (2000), performance management is a way of getting better results from the self-colored organization or individuals in spite of appearance it, by understanding and managing performance within an agreed textile of predetermined goals, standards and competence requirements. According to Walters (1995), performance management is round guiding and supporting employees to work as effectively and efficiently as possible according to the goals of the organization.A drug-free workplace helps to enhance output and performance and cut backs the chance of injury. Many companies feel testing employees has helped to bring just about lower costs, lower absenteeism, and lower medical costs (Bacon, 1989).CHAPTER 3 RESEARCH METHODSMethod of information accretionAs our research study is descriptive and sources of information are primary, therefore we have used personal type of survey to collect the data. first of all data collection process was planned properly and then instrument was developed accordingly. afterwards the development of instrument, pi quite a little testing was done. Lastly actual data was collected and compiled. To collect the data through questionnaire we approached managers of different organization and used hoodwink ball technique.Sampling techniqueAs the enactment of elements is unknown, we have used Non-probability sampling technique. To collect data in proper and convenient way, Convience sampling is used. The managers are easily accessible so it is most beneficial of all other sampling techniques.First of all the population was defined, and then sampling frame was determined. After determination of sampling frame, sampling technique was decided. Once the technique is decided, sample size was decided too. At last, the sampling process was executed.Sample SizeThe proposed chassis of respondents is two hundred and fifty (250).Instrument of Data CollectionTo study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee production, a questionnaire is developed comprising of niner questions.First question is about the work practices of mangers and their individualistic approach towards the work and how they perceive and view it. This question is further divided in ten questions in order to become more specific. Second question, which is further subdivided into twenty questions, is about the organizational culture. The number of questions is higher as compare to previous one because culture is more descriptive and a lot of information is required to comprehend it. Third question is about gender. It will tell us that whether gender makes any difference in giving promoti on either to an efficient or loyal employee. headway four is about the age. It will also help us to see whether attitudes and beliefs regarding loyalty and efficiency change with respect to age. Fifth and sixth questions are about employee experience with current organization and overall experience respectively.The ordinal and eighth questions education and functional department is asked from respondents. It will enable us to comment whether perception of employee importance as education level and department change. 9th and last question regarding name is optional because we are studying role of managers in promoting efficient or loyal employees impartially and irrespective of name, caste or color.In short the questionnaire was designed to collect about employees work practices, the culture of organization they work in and the managerial characteristics.Validity and Reliability test.The instrument used here is valid and veritable. Because it is specifically designed to collect da ta specifically required to study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion.To check the validity and reliability of instrument we did pilot testing and found the instrument valid and reliable in accordance with our study.Therefore data collected through this instrument is also valid and reliable and leads us to more useful and specific results. search Model DevelopedFigure 3.1Managerial CharacteristicOrganizational SincerityWork PerformanceOrganizational CultureOrganizational management has to deal with different types of employees. Some are very hardworking and efficient while others are very loyal to the organizations. It is of great importance to an organization to understand the relationship between the organizational sincerity and work in order to grow, compete and even survive.Statistical TechniqueCorrelation will be used for data analysis. We have use d correlation because it is the statistical technique which enables us to understand and interpret the interdependence between organizational sincerity and work performance for employee performance.CHAPTER 4 RESULTS defer 4.1Promotion criteriaManagerialcharacteristics Organizational cultureOrganizational SincerityWork PerformanceAge (Male).055(.404)-0.13(.837)Age (Female).226(.418)-.170(.546) working(a) Experience With Current Organization (Male).058(.376).077(.238)Working Experience With Current Organization (Female).262(.346)-.025(.930)Overall Working Experience (Male)-0.19(.768).049(.455)Overall Working Experience (Female).269(.333)-.239(.390)Education Level (Male)-0.25(.706).117*(.073)Education Level (Female).107(.704).314(.254)Organizational Culture.395**(.000).299**(.000)*, Correlation is significant at the 0.10 level (2-tailed).**. Correlation is significant at the 0.01 level (2-tailed).P value is written in parenthesis.All the Managerial characteristics just for Education L evel of Male are insignificant as their P value . A positive relation is shown between organizational culture, organizational sincerity, and work performance having P-value CHAPTER 5CONCLUSION, DISCUSSIONS, IMPLICATIONS AND FUTURE RESEARCHConclusionData analysis shows that there is no relation between managerial characteristics and organizational sincerity for both the genders, male and female. But in case of managerial characteristics and work performance, a relationship is effected between managers education level and work performance but only for male gender. For female gender no such relationship exists.Analysis also shows that organizational culture is positively related to organizational sincerity and work performance. That suggest that stronger the organizational culture, better the wok performance and sincerity.Discussions, Implications and Future ResearchOrganizational culture, sincerity and work performance are very important and of the essence(p) towards the achievemen t of organizational goals. Therefore work performance has been studied in relation to job satisfaction and consistent relations are established. But hardly a(prenominal) attempts are made to find out the impact of organizational culture on achievement of organizational goals which is dependent upon work performance which leads to greater output and organizational sincerity.As we have found out a positive relationship between organizational culture and sincerity and between that of organizational culture and work performance. We can say that organizations in order to improve performance and build stronger relationship with their employees should work on building stronger and compatible organizational culture. It will not only improve employees productivity but employee turnover will also quash which will save the training costs et cetera ultimately. Except of that competencies and skills which are developed in employees over a period of time can also be retained and even competitiv e advantage can be achieved on basis of it.Even though we have studied very important relationships among managerial characteristics, organizational culture, organizational sincerity and work performance, a lot needs to be done in this newly identified commissioning.In this unexplored direction and field of study researchers can study many variables alike impact of organizational culture on conflict of interest and can enhance the understanding further.ReferencesAli J Abbas and Kazemi Al- Ali (2005), The Kuwaiti Manager Work Values and Orientations journal of Business Ethics , 60 63-73 DOI 10.1007A10551-005-2626-6Armstrong, M. (2000), Performance Management Key Strategies and Practical Guidances, Kogan Page, London.Avolio J. Bruce, Waldman A. David and McDaniel A. Michael (1990),Age and work performance in non-managerial jobs the effects of experience and occupational type, honorary society of Management Journal, Vol. 33, No 2, 407-422.Bacon, D. (1989), Businesss Role in War on Dr ugs, Nations Business, January, p.5.Baffour Gyan- George, (1999) The effects of employee participation and work design on firm performance A managerial perspective, Management Research News, Vol. 22 Iss 6, pp.1- 12Baptiste Renee Nicole, (2008),Tightening the link between employee wellbeing at work and performance a new dimension for HRM Volume 46 Number 2 pp 284-309Barney B. Jay (1986) , Organizational Culture Can It Be a Source of bear on Competitive Advantage?,The Academy of Management Review, Vol. 11, No. 3 , pp. 656-665Becker E. Thomas, Billings S. Robert, Eveleth M. Daniel and Gilbert L. Nicole (1996),Foci and bases of employees commitment implications for job performance. Academy of Management Journal, Vol. 39, No 2,464-482.Bijlsma, K. and Koopma, K. (2003), Introduction trust within organizations, Personnel Review, Vol. 33 No. 5, pp. 600-4.Blumberg, M., Pringle, C. C. (1982), The missing opportunity in organizational research Some implications for the theory of work performa nce. Academy Of Management Review,7 560-569.Boeker Warren (1997), The play of Managerial Characteristics and Organizational Growth, the Academy of Management Journal, Vol. 40, No. 1, pp. 152-170.Chatman A. Jennifer Jehn A. Karen (1994). Assessing the relationship between industry characteristics and organizational culture how different can you be?. Academy of management Journal 1995. Vol. 37, No. 3, 522-553Chen Feng Yi and Tjosvold Dean, Participative Leadership by American and Chinese Managers in China The Role of Relationships,Journal of Management Studies 438 December 2006 0022-2380Denison r. Daniel Mishra K. Aneil (1995). Toward a theory of organizational culture and effectiveness. Organization science. Vol. 6, No. 2, March-April 1995.Dirks, K. and Ferrin, D. (2002), give in leadership meta-analytic findings and implications for research and practice, Journal of Applied Psychology, Vol. 87 No. 4, pp. 611-28.Fassin Yves and Buelens Mark, The hypocrisy-sincerity continuum in cor porate communication and decision-making a model of corporate social province and business ethics practices, Ghent University, Department of Management and Entrepreneurship, Tweekerkenstraat 2, 9000 Gent And Vlerick Leuven Gent Management School, Reep 1, 9000 Gent, Belgium.Gershenfeld Cutcher(1988), Indus tribulation Relations and Economic Performance, Working Paper, School of Labor and Indus trial Relations, Michigan State University..Gillespie, N. and Mann, L. (2004), Transformational leadership and shared values the building blocks of trust, Journal of Managerial Psychology,Vol. 19 No. 6, pp. 588-607.Glinow Ann Von Mary, Huo Paul Y., Lowe Kevin (1999),Leadership across the Pacific Ocean a tri-national comparison, outside(a) Business Review, 8(1), 1-15.Gordan G. George DiTomaso (1992), Predicting corporate performance from organizational culture, Journal of Management Studies. Volume 29, Issue 6, pages 783-798.Gupta K. anil and Govindarajan .V (1984), Business Unit Strategy, Mana gerial Characteristics, and Business Unit dominance at Strategy Implementation, The Academy of Management Journal, Vol. 27, No. 1,pp. 25-41.Ilias Azleen, Rahman Abd Rahida, Abd Razak Zulkeflee Mohd (2008) Service Quality and Student enjoyment A Case Study at Private high Education Institutions, International business research, Vol. 1, No 3.Ilozer Dozie Ben, Love E.D Peter. Treloar Graham (2002), The Impact of Work Settings On Organizational Performance measures in built FacilitiesVolume 20, pp 61-68.Jaikumar, R, Post industrial manufacturing. Harvard Business Review, 64(6). 1986 pp.69-76.Jaunch R Lawrence, Glueck F William and Osborn N Richard (1978),Organizational loyalty, professional commitment, and academic research productivity, Academy of management Journal ,Vol. 2,No 1,84-92Kim Soonhe (2002), Participative management and job satisfaction lessons for management leadership. domain Administration Review.Martin J. Harry and Shore McFarlane Lynn (1989),Job satisfaction and org anizational commitment in relation to work performance and turnover intentions. Human Relations, Volume 42 pp. 625-658Mockaitis I. Audra (2005). A Cross-Cultural Study of Leadership Attitudes in Three Baltic Sea Region Countries. International Journal of Leadership Studies, Vol. 1 Iss. 1, 2005, pp. 44-63Ovadje Franca Muogboh S. Obinna, (2009),Exploring the motivation to stay and to perform among managers in Nigeria, International Journal of Business Research.Paswan K. Audhesh, Pelton E. Lou and True L. Sheb (2005),Perceived managerial sincerity, feedback-seeking orientation and motivation among front-line employees of a service organization, Journal of Services Marketing Volume 19 Number 1, 3-12.Ralston A. David, Holt H. David, Robert H. Terpstra and Cheng Kai Yu (2007). The impact of national culture and economic ideology on managerial work values a study of the United States, Russia, Japan, and China. Journal of International Business Studies, 1-19Schein Edger H (1984). Coming to a new awareness of organizational culture. Slogan management Review. Vol 25, Issue 2, Publisher Samfundslitteratur, Pages 3-16Schein, Edgar H (1990). Organizational culture. American Psychologist, Vol 45(2), Feb 1990, 109-119.Sheridan E. buttocks (1992). Organizational culture and employee retention. Academy of management journal 1992. Vol. 35, No. 5, 1036-1056.Smith D. Alan and Rupp T. William (2002),Communication and loyalty among knowledge workers a resource of the firm theory view, Journal of familiarity Management, Vol. 6,No. 3,pp250-261.Standing, G. (1997), Globalisation, labour flexibility and insecurity the era of market regulation, European Journal of industrial Relations, Vol. 3, pp. 7-37.Walters, M. (1995), Performance Management Handbook, Institute of Personnel and Development, London.Weick KE (1987), Organizational culture as a source of high-reliability, The California Management Review , volume 29, Issue 2, Pages 112-127.Variable of Organization Culture and Charac teristicsVariable of Organization Culture and CharacteristicsPurpose Literature has studied the variables of organization culture and managerial characteristics separately in various dimensions. This study investigates the effects of organizational culture and managerial characteristic on the tradeoff between organizational sincerity and work performance for promotion.Design/methodology/approach The data was collected using self-administered questionnaire, from managers of different departments. The final sample size was 250 managers.Findings The result showed that there is a positive relation between organizational culture, work performance, and organizational sincerity. A positive association also exists between managers education level and work performance given that the gender is male.Research limitations/implications Few limitations would be the shortage of time and resources. In future studies other managerial characteristics should also be examined.Practical implications In this era of immense competition, companies may ask themselves what to criteria to choose while promoting employees. Result shows that there is a positive relation between organizations culture, work performance, and organizational sincerity.Originality/value The most interesting and significant finding is that there is a positive relation between organizational culture, work performance, and organizational sincerity. Accordingly the stronger the culture of the organization the better work performers and sincere employees it has.Keywords Organizational culture, Managerial characteristics, Work Performance, SincerityCHAPTER 1 INTRODUCTIONOverviewIt has been argued that loyal and sincere employees are very important for success of organizations (Jaunch, Glueck, Osborn, 1978). It is said that coherent and carefully developed corporate values play an important role, in making employees, loyal to organizations (Smith Rupp, 2002).Work performance has been studied in different dimens ions. Earlier the study of work performance was limited only to job satisfaction (Martin Shore, 1978). Ovadje, Obinna and Muogboh (2009) also studied the relation between job satisfaction and individual performance, according to their study the relationship between the two was high and consistent. Jaunch, Glueck and Osborn (1978) have argued that loyalty has no relationship with work efficiency. They used five point scales to measure organizational sincerity, commitment and productivity. Avolio, Waldman, and McDaniel (1990) studied the effect of age and experience on work performance and concluded that experience is a better predictor of performance than age.It is argued that health of organizations depends upon health of employees, if employees are healthy they will perform better and organizations will grow (Baptiste, 2008).Paswan,Pelton and True (2005) studied perception of managerial sincerity in context of motivation and job satisfaction, they concluded that loyalty of employe es is very important in getting good feedback as they are employees are more interactive and motivated. The relationship between employees and organization depends upon how they perceive the organization (Martin Shore, 1989). Baffour (1999) also argues that organizations in which employees are part of decision making perform better than those with centralized decision making. Employees loyalty may lead to employees satisfaction and productivity or it may result in dissatisfaction and absenteeism (Becker, Billings, Eveleth Gilbert, 1996). Previously supervisory ratings and questionnaire have been used to measure organizational sincerity and work performance respectively (Jaunch et al, 1978). It is argued that participative management makes employees satisfied (Kim, 2002).Therefore loyalty and sincerity of employees to organization is considered as an important factor in promotions (Jaunch et al, 1978). It is also said that quality has relationship with satisfaction (Ilias, Rahman Razak, 2008).Barney (1986) argued that that firms which do not have the required cultures cannot sustain optimal financial performance because their respective cultures are neither rare nor difficult to imitate.Weick (1987) also argued that organizations whose cultures value reliability more than efficiency often face unique problems in learning and understanding, which could affect the performance of the organization.It is argued that top management involvement is very essential to handle strategic change efficiently and effectively (Boecker, 1997). Gupta and Govindarajan (1984) also argued that tolerance of mangers contribute positively make business unit more efficientAlthough work performance is studied by different researchers in different dimensions, but no one has tried to link organizational sincerity to work performance. This study aims to identify the interrelation of work performance and organizational sincerity. Today in the world of immense competition both traits of si ncerity and hard working in an employee is hard to find. Through this study we want to find whether a manager will prefer an employee who is hard worker or an employee who is sincere towards his organization.Problem StatementTo study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion.Proposed Research HypothesesH1 There is a relationship between managerial characteristics and promotioncriterion due to organizational sincerity.H2 There is a relationship between managerial characteristics and promotioncriterion due to work performance.H3 There is a relationship between organizational culture and promotioncriterion due to organizational sincerity.H4 There is a relationship between organizational culture and promotioncriterion due to work performance.H5 There is a relationship between managers education and workperformance due to male gender.H6 There is a relationship be tween managers education and workperformance due to female gender.Outline of the StudyChapter one includes the an overview of variables, problem statement that shows the possible relationship between managerial characteristics, work performance and impact of both on promotion criterion and six proposed research hypotheses with a brief outline of the study. Chapter two includes the literature review. In this chapter organizational culture, organizational sincerity and work performance are explained. Chapter three is comprised of method of data collection which is personal survey, sampling technique which is non-probability convenient sampling ,size which is two hundred and fifty, instrument of data collection, research model developed which supports the problem statement and statistical technique which is correlation. Chapter four includes the results which show the relationships between variables. Lastly Chapter five includes conclusion, discussions, implications and possible future researches.CHAPTER 2 LITERATURE REVIEWThe labor markets are becoming competitive day by day and it is very rare to find an employee that performs efficiently and whose goals are compatible with those of organizations. Therefore, most of times managers have to choose between a loyal employee and an efficient employee. Several factors influence this phenomenon.CultureIt has been argued that there are considerable differences in the attitudes of managers as well as employees in the geographically and historically similar countries. These differences have been found across such variables as control, supervision, commitment, and decision type and leadership style. It was further revealed that these differences in the attitudes of managers and employees was associated with their respective countrys position on the Hofstedes cultural dimensions.(Mockaitis, 2005).Glinow, Huo and Lowe argued that despite numerous researches conducted on International Management styles, the studies have stil l failed to illustrate how ideal leadership or management style is affected by the specific cultural characteristics in different countries. They argued that although multinational firms should maintain some form of consistency in terms of management style, yet the management style used overseas (in different cultures) should be enfused with the local culture to maintain acceptability within the cultural context.Ralston, Holt, Terpstra and Cheng argued that economic ideology and national culture has a deep impact on individual work values of managers.Barney argues that organizational culture can be a source of sustained competitive advantage. He argued that some organizations have developed a culture which provides means to achieve competitive advantage.Schein argued that organizational culture has profound effects on its survival. He stated that an organization cannot survive if it cannot manage itself as an organized one through the use of deeply entrenched culture. He further arg ued that organizational culture brings in stability and thus it must be instilled into the new members.Schein argued in another paper that culture needs to be understood thoroughly and analyzed if an organization intends to take advantage of it in the field of organizational psychology.Denison and Mishra argued that there was a relationship between organizational culture and effectiveness. According to them organizational culture can be measured and can be related to critical organizational outcomes.Chatman and Jehn argued that the use of organizational culture to attain competitive advantage may not bear as much fruit as some scholars have argued it to be. They argued that there may be some constraints in the way to achieving this competitive advantage by using organizational culture.According to Sheridan (1992), organizational culture and employee retention are related. His study showed that the differences in employees cultural values and the organizational values resulted in sig nificant cases where employees deliberately left their jobs indicating that cultural fit is imperative to job retention for the organizations.Gordan DiTomaso (1992) argued that a strong organizational culture is positively associated with better performance. Their research also concluded that a strong culture lends itself to a short-term performance hike.Organizational SincerityLoyalty is directly related to corporate vision, mission and values. As the business world is multifaceted therefore approach should be chosen with great care to analyse the gap between promise and performance gap (Fassin Buelens, 2011).Managers role in encouraging employees, giving them feedback regarding their performance and guiding leading them towards right career is very important. When employees are motivated because of management support they deliver quality sevice. Except of that employees whose goals are compatible with those of organizations are more productive and enthusiastic (Paswan, Pelton an d True).Ali and Kazemi (1993) argue that loyal employee are real assets of an organization because they are those who do not quit in rainy days and stand by the organization as they own the problems of organization. Furthermore they say that sincere employees are more productive and are punctual.In case of loyalty, in US skills are preferred on seniority and seniority is not as important promotion criterion as skills are. While in Japan seniority is most important to be qualified as leader. But in Taiwan connections with owners are also valued along with seniority as important criteria to be qualified as leader (Glinow,Huo Lowe,1999).In US mangers are considered more competent than employees therefore speaking skills are important criteria to be promoted as leader and leaders tend to be good speakers to communicate corporate vision. While Japanese believe in equality and homogeneity of human talent therefore subordinates input is considered very important. Taiwan is hybrid of both (Glinow et al, 1999).In US a leader needs to develop specialized skills to be promoted as leader while in Japan to be a leader one needs to possess broad-cope skills and experience. In Taiwan both, specialized skills and broad-scope skills with experience are important criteria to be an effective leader (Glinow et al, 1999).Chen and Tjosvold (2006) have argued that to strengthen the relationship between employees must tbe cooperative and not the competitive especially when mangers are from different countries.Work PerformanceThere is a noteworthy impact of HRM practices that a company adopts on the wellbeing and positive performance of employees (Baptiste, 2007).Performance can be improved by employee participation and flexibility in job design.(Gershenfeld, 1988 Jaikumar, 1986).Managers should encourage employee participation and flexible structures to enhance the performance. Firms that are changing their traditional rigid organizational structure and bringing flexibility in work design are able to improve their performance and output quality (Baffour, 1999).Age and experience have non linear relationship with performance. Experience, rather than age, is a better predictor of performance ( Avolio, Waldman McDaniel, 1990)Blumberg and Pringle (1982) emphasized a model of work performance which says that performance is a result of ability motivation and opportunity.It is argued that health of organizations is directly influenced by health of employees, if employees are healthy they will perform better and organizations will grow and become healthy (Baptiste, 2008).Gillespie and Mann (2004) and Dirks and Ferrin (2002) have argued that trust is an important feature in the relationship that leaders have with their subordinates and that it is through this subordinate trust and respect for their leader, that subordinates are motivated to perform well. This view is supported by Bijlsma and Koopma (2003) who claim that trust is an important factor to organizational p erformance, because it facilitates discretionary effort to assist the organization.Standing (1997) argues that the critical areas of labor insecurity that should be considered as they effect work performance are those that relate to income insecurity (unsteady earnings or where earnings are contingency-based), working time insecurity (irregular hours at the discretion of the employer, and insufficient hours worked) and representation insecurity (where the employee has limited power to negotiate or participate).Design and physical properties of work place can have negative or positive effect on work performance of employees. A greater environment innovative work settings, a greater task performance in innovative work settings and a greater interaction with innovative work settings are associated with greater satisfaction and enhanced productivity (Ilozer, 2002)According to Armstrong (2000), performance management is a way of getting better results from the whole organization or indiv iduals within it, by understanding and managing performance within an agreed framework of predetermined goals, standards and competence requirements. According to Walters (1995), performance management is about guiding and supporting employees to work as effectively and efficiently as possible according to the goals of the organization.A drug-free workplace helps to enhance output and performance and lowers the chance of injury. Many companies feel testing employees has helped to bring about lower costs, lower absenteeism, and lower medical costs (Bacon, 1989).CHAPTER 3 RESEARCH METHODSMethod of Data CollectionAs our research study is descriptive and sources of information are primary, therefore we have used personal type of survey to collect the data. First of all data collection process was planned properly and then instrument was developed accordingly. After the development of instrument, pilot testing was done. Lastly actual data was collected and compiled. To collect the data t hrough questionnaire we approached managers of different organization and used snow ball technique.Sampling TechniqueAs the number of elements is unknown, we have used Non-probability sampling technique. To collect data in proper and convenient way, Convience sampling is used. The managers are easily accessible so it is most beneficial of all other sampling techniques.First of all the population was defined, and then sampling frame was determined. After determination of sampling frame, sampling technique was decided. Once the technique is decided, sample size was decided too. At last, the sampling process was executed.Sample SizeThe proposed number of respondents is two hundred and fifty (250).Instrument of Data CollectionTo study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee production, a questionnaire is developed comprising of nine questions.First question is about the work practices of mangers and their individualistic approach towards the work and how they perceive and conceive it. This question is further divided in ten questions in order to become more specific. Second question, which is further subdivided into twenty questions, is about the organizational culture. The number of questions is higher as compare to previous one because culture is more descriptive and a lot of information is required to comprehend it. Third question is about gender. It will tell us that whether gender makes any difference in giving promotion either to an efficient or loyal employee. Question four is about the age. It will also help us to see whether attitudes and beliefs regarding loyalty and efficiency change with respect to age. Fifth and sixth questions are about employee experience with current organization and overall experience respectively.The seventh and eighth questions education and functional department is asked from respondents. It will enable us to co mment whether perception of employee importance as education level and department change.Ninth and last question regarding name is optional because we are studying role of managers in promoting efficient or loyal employees impartially and irrespective of name, caste or color.In short the questionnaire was designed to collect about employees work practices, the culture of organization they work in and the managerial characteristics.Validity and Reliability test.The instrument used here is valid and reliable. Because it is specifically designed to collect data specifically required to study the effects of managerial characteristics and organizational culture on managers trade-off between organizational sincerity and work performance for employee promotion.To check the validity and reliability of instrument we did pilot testing and found the instrument valid and reliable in accordance with our study.Therefore data collected through this instrument is also valid and reliable and leads u s to more useful and specific results.Research Model DevelopedFigure 3.1Managerial CharacteristicOrganizational SincerityWork PerformanceOrganizational CultureOrganizational management has to deal with different types of employees. Some are very hardworking and efficient while others are very loyal to the organizations. It is of great importance to an organization to understand the relationship between the organizational sincerity and work in order to grow, compete and even survive.Statistical TechniqueCorrelation will be used for data analysis. We have used correlation because it is the statistical technique which enables us to understand and interpret the interdependence between organizational sincerity and work performance for employee performance.CHAPTER 4 RESULTSTable 4.1Promotion criteriaManagerialcharacteristics Organizational cultureOrganizational SincerityWork PerformanceAge (Male).055(.404)-0.13(.837)Age (Female).226(.418)-.170(.546)Working Experience With Current Organiza tion (Male).058(.376).077(.238)Working Experience With Current Organization (Female).262(.346)-.025(.930)Overall Working Experience (Male)-0.19(.768).049(.455)Overall Working Experience (Female).269(.333)-.239(.390)Education Level (Male)-0.25(.706).117*(.073)Education Level (Female).107(.704).314(.254)Organizational Culture.395**(.000).299**(.000)*, Correlation is significant at the 0.10 level (2-tailed).**. Correlation is significant at the 0.01 level (2-tailed).P value is written in parenthesis.All the Managerial characteristics except for Education Level of Male are insignificant as their P value . A positive relation is shown between organizational culture, organizational sincerity, and work performance having P-value CHAPTER 5CONCLUSION, DISCUSSIONS, IMPLICATIONS AND FUTURE RESEARCHConclusionData analysis shows that there is no relation between managerial characteristics and organizational sincerity for both the genders, male and female. But in case of managerial characteristi cs and work performance, a relationship is established between managers education level and work performance but only for male gender. For female gender no such relationship exists.Analysis also shows that organizational culture is positively related to organizational sincerity and work performance. That suggest that stronger the organizational culture, better the wok performance and sincerity.Discussions, Implications and Future ResearchOrganizational culture, sincerity and work performance are very important and crucial towards the achievement of organizational goals. Therefore work performance has been studied in relation to job satisfaction and consistent relations are established. But few attempts are made to find out the impact of organizational culture on achievement of organizational goals which is dependent upon work performance which leads to greater output and organizational sincerity.As we have found out a positive relationship between organizational culture and sincerit y and between that of organizational culture and work performance. We can say that organizations in order to improve performance and build stronger relationship with their employees should work on building stronger and compatible organizational culture. It will not only improve employees productivity but employee turnover will also reduce which will save the training costs et cetera ultimately. Except of that competencies and skills which are developed in employees over a period of time can also be retained and even competitive advantage can be achieved on basis of it.Even though we have studied very important relationships among managerial characteristics, organizational culture, organizational sincerity and work performance, a lot needs to be done in this newly identified direction.In this unexplored direction and field of study researchers can study many variables like impact of organizational culture on conflict of interest and can enhance the understanding further.ReferencesAli J Abbas and Kazemi Al- Ali (2005), The Kuwaiti Manager Work Values and Orientations Journal of Business Ethics , 60 63-73 DOI 10.1007A10551-005-2626-6Armstrong, M. (2000), Performance Management Key Strategies and Practical Guidances, Kogan Page, London.Avolio J. Bruce, Waldman A. David and McDaniel A. Michael (1990),Age and work performance in non-managerial jobs the effects of experience and occupational type, Academy of Management Journal, Vol. 33, No 2, 407-422.Bacon, D. (1989), Businesss Role in War on Drugs, Nations Business, January, p.5.Baffour Gyan- George, (1999) The effects of employee participation and work design on firm performance A managerial perspective, Management Research News, Vol. 22 Iss 6, pp.1- 12Baptiste Renee Nicole, (2008),Tightening the link between employee wellbeing at work and performance a new dimension for HRM Volume 46 Number 2 pp 284-309Barney B. Jay (1986) , Organizational Culture Can It Be a Source of Sustained Competitive Advantage?,The Academy of Management Review, Vol. 11, No. 3 , pp. 656-665Becker E. Thomas, Billings S. Robert, Eveleth M. Daniel and Gilbert L. Nicole (1996),Foci and bases of employees commitment implications for job performance. Academy of Management Journal, Vol. 39, No 2,464-482.Bijlsma, K. and Koopma, K. (2003), Introduction trust within organizations, Personnel Review, Vol. 33 No. 5, pp. 600-4.Blumberg, M., Pringle, C. C. (1982), The missing opportunity in organizational research Some implications for the theory of work performance. Academy Of Management Review,7 560-569.Boeker Warren (1997), The Influence of Managerial Characteristics and Organizational Growth, the Academy of Management Journal, Vol. 40, No. 1, pp. 152-170.Chatman A. Jennifer Jehn A. Karen (1994). Assessing the relationship between industry characteristics and organizational culture how different can you be?. Academy of management Journal 1995. Vol. 37, No. 3, 522-553Chen Feng Yi and Tjosvold Dean, Participative Leadership by Ameri can and Chinese Managers in China The Role of Relationships,Journal of Management Studies 438 December 2006 0022-2380Denison r. Daniel Mishra K. Aneil (1995). Toward a theory of organizational culture and effectiveness. Organization science. Vol. 6, No. 2, March-April 1995.Dirks, K. and Ferrin, D. (2002), Trust in leadership meta-analytic findings and implications for research and practice, Journal of Applied Psychology, Vol. 87 No. 4, pp. 611-28.Fassin Yves and Buelens Mark, The hypocrisy-sincerity continuum in corporate communication and decision-making a model of corporate social responsibility and business ethics practices, Ghent University, Department of Management and Entrepreneurship, Tweekerkenstraat 2, 9000 Gent And Vlerick Leuven Gent Management School, Reep 1, 9000 Gent, Belgium.Gershenfeld Cutcher(1988), Industrial Relations and Economic Performance, Working Paper, School of Labor and Indus trial Relations, Michigan State University..Gillespie, N. and Mann, L. (2004), Tr ansformational leadership and shared values the building blocks of trust, Journal of Managerial Psychology,Vol. 19 No. 6, pp. 588-607.Glinow Ann Von Mary, Huo Paul Y., Lowe Kevin (1999),Leadership across the Pacific Ocean a tri-national comparison,International Business Review, 8(1), 1-15.Gordan G. George DiTomaso (1992), Predicting corporate performance from organizational culture, Journal of Management Studies. Volume 29, Issue 6, pages 783-798.Gupta K. Anil and Govindarajan .V (1984), Business Unit Strategy, Managerial Characteristics, and Business Unit Effectiveness at Strategy Implementation, The Academy of Management Journal, Vol. 27, No. 1,pp. 25-41.Ilias Azleen, Rahman Abd Rahida, Abd Razak Zulkeflee Mohd (2008) Service Quality and Student Satisfaction A Case Study at Private Higher Education Institutions, International business research, Vol. 1, No 3.Ilozer Dozie Ben, Love E.D Peter. Treloar Graham (2002), The Impact of Work Settings On Organizational Performance measures i n built FacilitiesVolume 20, pp 61-68.Jaikumar, R, Post industrial manufacturing. Harvard Business Review, 64(6). 1986 pp.69-76.Jaunch R Lawrence, Glueck F William and Osborn N Richard (1978),Organizational loyalty, professional commitment, and academic research productivity, Academy of management Journal ,Vol. 2,No 1,84-92Kim Soonhe (2002), Participative management and job satisfaction lessons for management leadership. Public Administration Review.Martin J. Harry and Shore McFarlane Lynn (1989),Job satisfaction and organizational commitment in relation to work performance and turnover intentions. Human Relations, Volume 42 pp. 625-658Mockaitis I. Audra (2005). A Cross-Cultural Study of Leadership Attitudes in Three Baltic Sea Region Countries. International Journal of Leadership Studies, Vol. 1 Iss. 1, 2005, pp. 44-63Ovadje Franca Muogboh S. Obinna, (2009),Exploring the motivation to stay and to perform among managers in Nigeria, International Journal of Business Research.Paswan K . Audhesh, Pelton E. Lou and True L. Sheb (2005),Perceived managerial sincerity, feedback-seeking orientation and motivation among front-line employees of a service organization, Journal of Services Marketing Volume 19 Number 1, 3-12.Ralston A. David, Holt H. David, Robert H. Terpstra and Cheng Kai Yu (2007). The impact of national culture and economic ideology on managerial work values a study of the United States, Russia, Japan, and China. Journal of International Business Studies, 1-19Schein Edger H (1984). Coming to a new awareness of organizational culture. Slogan management Review. Vol 25, Issue 2, Publisher Samfundslitteratur, Pages 3-16Schein, Edgar H (1990). Organizational culture. American Psychologist, Vol 45(2), Feb 1990, 109-119.Sheridan E. John (1992). Organizational culture and employee retention. Academy of management journal 1992. Vol. 35, No. 5, 1036-1056.Smith D. Alan and Rupp T. William (2002),Communication and loyalty among knowledge workers a resource of the f irm theory view, Journal of Knowledge Management, Vol. 6,No. 3,pp250-261.Standing, G. (1997), Globalisation, labour flexibility and insecurity the era of market regulation, European Journal of Industrial Relations, Vol. 3, pp. 7-37.Walters, M. (1995), Performance Management Handbook, Institute of Personnel and Development, London.Weick KE (1987), Organizational culture as a source of high-reliability, The California Management Review , volume 29, Issue 2, Pages 112-127.

Goal Setting Theory in the Workplace

Goal Setting Theory in the WorkplaceGoal conniption scheme has become i of the most popular theories in organizational physiology (Goal Setting Theory 2006). It has been around since the early 1800s for the purpose of strainment (Goal Setting Theory has Become One of the close usual Theories in Organizational Physiology n.d.). However, Edwin A. Locke further examined goal lay surmise in the mid-1960s for over 30 years and came out with some researches on his on regarding the impact that goals brook on individual as well as on the companies that practice it (Goal Setting Theory has Become One of the Most Popular Theories in Organizational Physiology n.d.). Goal context of use is basically a driven of skills that involves in apply goals in a particular ways to get hold of mix of results (Goal Setting 1996). As goal context theory has received a lot of feedback on its goodness application, the purpose of this essay is to critically examine the effective application of go al setting theory towards individual as well as toward the companies who practice it.Employee motivation is a crucial job for upper aim management team. In array for employees to value-add their company, they must be first, highly move and proactive too. In a number of researches, it is to believe that by implementing goal setting theory in a company can hightail it to the increase of motivation of an employee. Goal setting can be a rattling tidy way to motivate people (Lockes Goal Setting Theory 2000) and according to Burton, Weinberg and Yukelson (1998), in order to increase motivation in a company, goal setting can be the technique recommended. This is because it is believed that by implementing goal setting in a company can shape a persons behavior to be often move in achieving goals (Locke and Latham 1990). When employees are assigned by their upper level management team in achieving certain goals or targets, they exit be motivated to achieve them because this is th e cadence that they can prove themselves to the company that they can be relied upon. Under the Lockes Goal Setting Theory, Locke believed that thither are 5 principles of goal setting and in order to be motivated, goals must be taken into consideration the degree of clarity, challenge, commitment, feedback and task complexity (Lockes Goal Setting Theory 2000).Goal setting theory claimed to be unity of the most powerful ways to motivate people because the value of goal setting is so well recognized that the finished management systems have goal setting basics incorporated into them (Santhosh 2008). As a matter of facts, goal setting theory has been principally accepted to be the most valid and useful motivation theory regardless of what type of industry it is currently doing (Santhosh 2008). However, although goal setting theory is believed to be a very powerful hawkshaw to motivate employees, it is claimed that by setting up goals, the reason for goal must be given to the empl oyees in order for them to be motivated (London, Edward and John 2004). This is because only when employee knows why and what the reason behind achieving those goals, than the chances of accomplishing that particular goal is high. Latham, Erez and Locke (1988) further explained that goals that are assigned without any prior explanation will lead to lower performances.Although there are many ways like performing essential works only, spending smarter and much uninterrupted time on tasks and using good project management skills to increase productivity, setting up appropriate goals are important in increasing companys productivity (Dawn, 2004). Likewise, un-appropriate goals are detrimental to companys productivity. Thus, in determining appropriate goals for a company is very important and by doing so, company must firstly determine what type of goals employees are called to achieve and then, varan them from time to time without fail. Besides that, when a company determines her most important goals for their employees, the employees themselves will not be reluctant to develop specific skills in order to attain those goals set by the company (Borchardt 2009). This will result in better performances especially in terms of productivity.Goal setting theory seems to influence a major role in devising things work. However, according to Latham and Saari (1979), setting specific and challenging goals by individuals themselves will result in higher prime(prenominal) performances than by just urging the employees to performing their best. This is because when employees set their own goals in achieving a particular task, the quality of that particular task will be much better than a task which is given by their upper level management team themselves. When employees set their own targets towards their jobs, they feel fully responsible in and out in accomplishing them including providing the best quality of works. In short, employees need to be goal setters themselves i n order to perform better. Thus in this case, in conjunctive with the companys goals, missions and visions, employees should be given a chance to set their own goals and achieve them in their own ways in line with companys guidelines. A research through with(p) by Latham and Saari (1979) claims that individual with goals has to a greater extent impact towards their jobs rather than individuals in the non-assigned condition.By practicing goal setting, individuals could increase the chances for a task that need to be done a success (Goldberg 2009). This is because when the goals are clearly stated and are very specific, individuals or employees will get to focus on what they are say to do in order to achieve and will find solutions or ways to make it happen. To make this happen, US Fed News Service, Including US State News (September 19, 2009) describe that firstly, goals must be attainable. A goal can be set as high as the sky merely if it could not be attained, it will only dem oralize oneself. Secondly, goals must be written down (Goldberg 2009). The purpose of this is to make convinced(predicate) that those who are involved are aware of what they are supposed to achieve. Besides that, by writing down the target goals can help in making those who are involved to remember what to achieve and how to achieve them and supervise them from time to time. Thirdly, goals must be specific and clear (Sawyer 2010). This is crucial and if they are not, people who are involved could be confused and might get a integrality different outcome. Lastly, after setting up goals, the persons involved in making it a success must make sure that they are motivated to make it a success (Goldberg 2009). If goals have been set but the persons involved are not willing to accomplish them, then the very purpose of having them in the first place will be futile.A person can set his personal goal at any level he wants but to fulfill or to accomplish those goals set is very hard to dete rmine. S.M.A.R.T. goal setting method is not foreign to people who are used to set goals in their personal life. fit in to goal setting expert Eade (2008), whether it is for personal or for business use, the most effective goals is to be S.M.A.R.T which represents, specific, measureable, attainable, realistic and tangible with a target date. For example, taking the difference between these two goals i.e. 1) Reduce unnecessary expenses or 2) Reduce personal desire of online shopping to RM200 by May 1, 2010. Considering both perceptions, the second goal sets a more specific target and with it, a persons mind will now be more focused and monitor the total amount of money spent during online shopping.Goal setting theory can boost up a persons confidence and self-esteem with every goal that they have achieved (Oechsli 1991). Whenever a person is pursuing a particular task, with the direction from goal setting theory can make that particular person become more focused and hence, they wil l tend to be more committed to do their goals and further, accomplishing it. As mentioned, goals that are specific are easier to accomplish (Eade 2008). This is because with goal setting theory, there will be guidelines of what to achieve from time to time and what are the steps they should acquire in order to move forward. With these back-up guides, people can be more confident in carrying out their tasks in which case will not only benefit the employees themselves but will also benefit the company in terms of productivity. According to Oechsli (1991), with peoples confident and high self-esteem, the job performance will improve and their attitudes will change for better which will lead to increase of productivity.According to Then (2008), setting up goals either for the company or for personal use can enable a person to accomplish their task in a timely and organized manner. This is because through goal setting theory, a person can organize his time to accomplish a particular task and whenever a person sets his personal goal in managing a particular task, he will divide his time and build strategies in making his goals a success. Taking student as an example, if a student sets his target to complete his assignment by the next day at 5pm, in order to project that time frame, this particular student will put away everything that could stop him to complete his obligation as a student and strive to meet the time set as committed.Sometimes, we humans feel stressed-out because we are not achieving what are important to us and by goal setting theory, it can be one of the best ways to relief or lessen our stress level (Scott 2009). Humans tend or love to have a lot termination on in their daily life but delinquent to time constraints, most of their plans are being disrupted. Each person can have up to 10 or even more obligations a day and without goal setting theory, life can be in chaotic situation due to limited time at the end. However, when a person knows pre cisely what he wanted to achieve in a day, he will know where he has to focus his efforts (Reduce Stress with Personal Goal Setting 2010). Thus it is important that a person should know what he wanted to achieve and to plan how and when to achieve them. In this case, a person should manage his time properly and organize everything he wanted to do in an orderly manner so that he could manage his task without affecting other plans. Moreover, by practicing goal setting theory in our personal life can always make sure that we are on track no matter what may occur which will make our life much more easier to manage (Then 2008).In conclusion, it is generally agreed that goal setting theory is an effective theoretical framework in where it can best predict and boost up individual or employees work motivation as well as to better manage their time. However, in order to make it work, every individual must have a clear and specific as well as attainable goal. Without this, even how high a goa l is set and it is not specific, that particular goal could be futile. Besides that, in order to make it happen, a person must show full commitment towards that particular task that he needs to achieve in certain time frame. In short, individuals that are involved play important role in making things happen. As mentioned, goal setting theory can lessen a persons stress and will lead to more organized ways of completing certain tasks and through goal setting theory can motivate a person as well as it can change a persons behavior. However, consistency is also important in making it a success nonetheless.In my own personal opinion, I personally feel that goal setting theory is a very important tool in making things work. Besides just making life less complicated and more objective, it actually helps in shaping our life in a more purposeful way.

Comparison Of RC5 And RC6 Block

Comparison Of RC5 And RC6 BlockDue to rapid growth in Internet and networks applications so the needs to protect such applications ar increased. Encryption algorithms play a main role in information certificate systems. So it is desirable to develop a systematic thought of database credentials concerns and their solutions and to come up with a framework. Ideally, such a framework should give some assurance that all relevant security problems have been addressed, and it tummynister possibly point away new security issues no(prenominal) previously considered. It is a goal of this extended abstract and the corresponding talk to contribute to evolution such framework and identifying new research directions for fruitful collaborations of the databaseThe information database security is dependent on many different mechanisms and techniques, such as data and exploiter authentication, encoding, time-stamping, digital signatures, and other cryptographic mechanisms and protocols. acc ess control, information flow control, operating system and network security. The cryptographic algorithm RC6 is an evolutionary improvement of RC5 and designed to sustain the requirements of the Advanced Encryption Standard (AES). Like RC5, RC6 in addition makes essential use of data-dependent rotations. RC6 also has the feature of the use of four working registers instead of two, and the inclusion of whole number multiplication as an additional primitive operation. The use of integer multiplication greatly enhances the diffusion achieved per round allowing for greater security, less rounds, and increased throughput.Keywordcryptography,data security, underground key continuance , stop dead sizing,block nixIntroductionThe word cryptography comes from the Greek word kryptos meaning hidden and graphia meaning writing. Cryptography thus literally means the art of clandestine writing. Cryptography is the science of devising methods which allow for information to be sent in a secur e form in a way that the think recipient would be able to retrieve the information so provides means of hiding (encryption) and recovering (decryption) information. A reckon in cryptography is an algorithm use for performing encryption decryption a series of well defined steps that sess be followed as a procedure. In non-technical terms a aught is the same thing as a code however, the concepts argon distinct in cryptography. The modern cipher work on either a fixed coat of blocks of symbols, which is referred to as block cipher or the one which works on continuous stream of symbols called Stream cipher.Variety of encryption algorithms ar available and employ in information security. They can be classified into Symmetric (private) and Asymmetric (public) keys Encryption. In Symmetric keys encryption a key is used to encrypt and decrypt data. The key is to be distributed before transmission between entities. The role of it is very important for such system. If light key is u sed in algorithm then data can be decrypted by anybody.Strength of Symmetric key encryption depends on the size of key used. For the same algorithm, encryption victimization longer key is harder to break than the one done using delicateer key. There are many examples of strong and weak keys of cryptography algorithms analogous RC2, stilboestrol, 3 diethylstilbestrol, RC5, RC6, Blowfish, and AES.In Asymmetric key encryption method two keys are used one is private and another is public. Public key is used for encryption and private key is used for decryption. Public key is known to the public and private key is known only to the user. This removes the need of distribution of keys prior to the transmission. but public key encryption is based on mathematical function, computationally intensive and is less efficient for smaller mobile devices.Many encryption algorithms are widely available and used in information security. They can be categorized into Symmetric (private) and Asymmetr ic (public) keys encryption. In Symmetric keys encryption or abstruse key encryption, only one key is used to encrypt and decrypt data. The key should be distributed before transmission between entities. Keys play an important role. If weak key is used in algorithm then every one may decrypt the data. Strength of Symmetric key encryption depends on the size of key used. For the same algorithm, encryption using longer key is harder to break than the one done using smaller key.Commonly Used Encryption Techniques stilbestrol (Data Encryption Standard), was the first (National Institute of Standards and Technology).DES is (64 bits key size with 64 bits block size). Since then, many attacks and methods recorded the drawbacks of DES, which made it an insecure block cipher 2 ,4.3 DES is an advanced version of DES it is 64 bit block size with 192 bits key size. In this standard the encryption method is similar to the original DES but applied 3 times to increase the encryption level and the average safe time. But it is found that 3DES is slower than other block cipher methods 2.RC2 is a block cipher with a size of 64-bits and have a variable quantity key size that varies from 8 to128 bits. RC2 is vulnerable to a related-key attack using 234 chosen plaintexts 2.Blowfish is block cipher 64-bit block can be used as a replacement for the DES algorithm. It takes a variable aloofness key, varying from 32 bits to 448 bits indifference 128 bits. Blowfish is unpatented, license-free, and is available free for all uses. Blowfish has variants of 14 rounds or less. Blowfish is successor to Twofish 3.AES is a block cipher .Its key continuance ranges from 128, 192, to 256 bits default 256. It encrypts data blocks of 128 bits in 10, 12 and 14 round depending on the key size. It is the fast and flexible encryption technique and can be explored on various platforms especially in small devices 6. Also, AES has been carefully tested for many security applications 2, 4.RC5 is a blo ck cipher with a 64-bits block cipher with a variable key size that varies from 8 to128 bits. It is the fast and flexible encryption technique and can be explored on various platforms especially in small devices. While this is fast compared to most block ciphers, it is disappointingly slow compared to what might be expected, again pointing out the danger in estimating the urge on of an algorithm from a steep-level language without understanding the underlying processor limitations.5RC6 is block cipher derived from RC5. It was designed to meet the requirements of the Advanced Encryption Standard competition. RC6 fitting has a block size of 128 bits and supports key sizes of 128, 192 and 256 bits. Some references consider RC6 as Advanced Encryption Standard 2.7In the present work, a comparability is carried out between RC 5 and RC 6. In the later part an attempt is made to compare different encryption techniques based on energy, permute of packet size, change of key size.Performan ce Comparison between RC5 and RC6 symmetric key algorithmsRC5 is a parameterized algorithm with a variable block size, a variable key size, and a variable number of rounds. Allowable choices for the block size are 32 bits (for experimentation and evaluation purposes only), 64 bits (for use a drop-in replacement for DES), and 128 bits. The number of rounds can range from 0 to 255, while the key can range from 0 bits to 2040 bits in size. Such built-in variability provides flexibility at all levels of security and efficiency.There are three routines in RC5 key expansion, encryption, and decryption. In the key-expansion routine, the user-provided secret key is expanded to fill a key table whose size depends on the number of rounds. The key table is then used in both encryption and decryption. The encryption routine consists of three primitive operations integer addition, bitwise XOR, and variable rotation. The exceptional simplicity of RC5 makes it easy to implement and analyze. Indeed , like the RSA system, the encryption steps of RC5 can be written on the back of an envelope.The heavy use of data-dependent rotations and the miscellanea of different operations provide the security of RC5. In particular, the use of data-dependent rotations helps defeat differential and linear cryptanalysis.As technology improves, and as the true strength of RC5 algorithms becomes disclose understood through analysis, the most appropriate parameter values can be chosen. The choice of r affects both encryption speed and security. For some applications, high speed may be the most critical requirement-one wishes for the best security obtainable within a given encryption time requirement. Choosing a small value of r (say r = 6) may provide some security, albeit modest, within the given speed constraintRC6 is a block cipher based on RC5 and designed by Rivest, Sidney, and Yin for RSA Security. Like RC5, RC6 is a parameterized algorithm where the block size, the key size, and the numbe r of rounds are variable again, the speed limit on the key size is 2040 bits. The main goal for the inventors has been to meet the requirements of the AES. There are two main new features in RC6 compared to RC5 the inclusion of integer multiplication and the use of four b/4-bit working registers instead of two b/2-bit registers as in RC5 (b is the block size). Integer multiplication is used to increase the diffusion achieved per round so that fewer rounds are needed and the speed of the cipher can be increased. The reason for using four working registers instead of two is technical rather than theoretical. Namely, the default block size of the AES is 128 bits while RC5 deals with 64-bit operations when using this block size, 32-bit operations are preferable given the intended architecture of the AES. However, RC6 may remain a trademark of RSA Security. RC5 using 128-bit encryption is still considered one of the safest encryption methods.A comparative analysis between the block ciph er RC5, and RC6 is performed to provide some measurements on the encryption and decryption. Effects of several parameters such as number of rounds, block size, and the length of secret key on the performance evaluation criteria areinvestigated. flurry No. I shows the results of a study between RC5 and RC6 block cipher for different design parameters such as word size, block size, number of rounds and secret key size. It is already known that as the no of rounds and the secret key length increases the security of encrypted data is more. Here the RC6 have a clear upper hand.ParametersRc5Rc6W (word size in bits)16,32,6416,32,64R (no. of rounds)0,1,2,..2550,1,2,..255B (key length in bytes)0,1,2,..2550,1,2,..255Block size in words2w4wBlock size in bits32,64,12864,128,256 exclusive block size in bits128256No. of keys derived2r + 22r + 4Used operation+,-,,+,-,, *, carry over no. I Comparison between RC5 RC6 block cipher at different design parameters.16A comparison for the throughput of encryption and decryption as a function of secret key length is shown in Table II Also as far as throughput in a encryption algorithm is concerned, it depends upon the length of secret key length used for encrypting the data. It is also very clear that RC6 gives more throughput .The table shows the throughput for both RC5 and RC6 algorithm at various key lengths with 32 bit word size and 20 no. of rounds kept constant but high security requires large number of rounds, so there is a trade off between high security and high throughput. 1,6The effect of number of rounds on both the throughput (Th) for RC5 and RC6 is given in Table no. III. The block size and secret key length are both constant, w = 32 and b = 16 and same is shown on graph. The result shows that with a constant word size and constant key length RC6 has more throughput than RC5 . However the throughput of encryption and decryption decreases with increasing number of rounds and vice versa. High throughput requires less nu mber of rounds,ConclusionThe article describes about a critical comparative study for the well-known block ciphers RC5 and RC6. The comparison is made based on several design parameters of the two algorithms among which are word size, number of rounds and length of secret key. Effect of number of rounds, secret key length and data block size on encryption time and system throughput is also studied. The comparison also shows that RC6 cipher achieve maximum throughput and minimum encryption time compared with RC5 The RC6 block cipher offers a simple, compact, and flexible block cipher. It can be slow implemented for encryption. We believe that on all counts RC6 is most suitable to be chosen as the AES

Medical Advances 1850-1910 :: essays research papers

The contributions of several doctors, researchers, and scientists helped improve the health of the growing population. In 1850 the mean(a) life expectancy was 42 years. By 1910 the average life expectancy had risen to nearly 55 years. Between 1850 and 1910 there were several advances in the checkup field. The introduction of genes, white blood cells, blood groups, insulin, rubber gloves, acetylsalicylic acid, and vitamins and the discoveries of Pasteur, Charcot, Halsted, Zirm, Lister, and Koch were the starting point of an international fight against disease. A remarkable breakthrough in medicine occurred in the late 1800s through the work of Louis Pasteur. Pasteurs experiments showed that bacteria reproduce like other living things and travel from place to place. Using the results of his findings, he developed pasteurization, which is the process of hotness liquids to kill bacteria and prevent fermentation. He also produced an anthrax vaccine as well as a way to weaken the rabi es virus. subsequently studying Pasteurs work, Joseph Lister developed antisepsis, which is the process of killing disease-causing germs. In 1865 before an operation, he cleansed a leg violate first with carbolic acid, and performed the surgery with sterilized (by heat) instruments. The wound healed, and the patient survived. Prior to surgery, the patient wouldve needed an amputation. However, by incorporating these antiseptic procedures in all of his surgeries, he decreased postoperative deaths. The use of antiseptics eventually helped reduce bacterial infection not only in surgery but also in childbirth and in the treatment of battle wounds. Another man that do discoveries that reinforced those of Pasteurs was Robert Koch. Robert Koch isolated the germ that causes tuberculosis, identified the germ responsible for Asiatic cholera, and developed sanitary measures to prevent disease. (1)In the late 1880s, genes, white blood cells, and aspirin were discovered. An Augustinian monk f rom Austria, Johann Gregor Mendel experimented in the crossplanting of pea plants. Eventually his research lead to the discovery of genes. In 1892, Elie Metchnikoff discovered phagocytosis. After observing the larvae of starfish, he found that mobile cells served as a defense for the organisms. This research on the cells lead him to believe that these cells swallow up and digest bacteria, therefore leading into the identification of white blood cells. Although it is undecipherable who deserves credit for the discovery of aspirin, Felix Hoffman and Heinrich Dreser are credited for the introduction. Both of them researched the drug while working for Bayer and they are credited for actually naming it "aspirin".

A Man Called Horse Character Analysis :: essays research papers

Dorothy Johnson in A Man Called Horse writes most a unripened man who was innate(p) and raised in Boston. He lives in a gracious root under his grandmothers and grandfathers loving care. For some reason, he is discontent. He leaves home to try to find out the reason for his discontent. Upon exit he undergoes a change in status and opinion of himself and others. He begins a wealthy young man arrogant and spoiled, becomes a captive of Crow Indians- docile and humble, and emerges a man equal to all.The young man begins the story wealthy and spoiled. Johnson in the orifice paragraphs suggest that the protagonist is just a wealthy and spoiled young man. He is just in search for a new life, ...he still brooded about his status in the world, longing for his equals. So he decided to travel out West in search for these equals. Even though his ...father had raged and his grandmother had cried...Upon leaving Boston, the young mans status and attitude change drastically. He becomes a captiv e of Crow Indians who treat him badly. He becomes property of a ...scrawny, shrieking, forever busy old woman with ragged graying hair.. He must gain her trust to earn more freedom around the camp and such. During this time he was ...finding out what loneliness could be.He earns a future, and in his final stage of transformation becomes a man equal to all. This happens after he marries Pretty sura and understands their customs and traditions. The captive was like a horse all summer, ...docile bearer of burdens, careful and patient.. Until he earned trust that is.