Index funds and their investment policy Essay Example | Topics and Well Written Essays - 1000 words

Index funds and their investment policy - Essay Example Unlike index funds, actively managed funds aim to reach results, which exceed whole market results or some of its components. It's important for their managers to select the stocks, necessary to buy, correctly, and also to define exactly the best selling/purchasing moment. Unlike actively managed funds, which aim to reach results, which exceed whole market results or some of its components (it's important for their managers to select the stocks, necessary to buy, correctly, and also to define exactly the best selling/purchasing moment), index funds demonstrate more passive investment strategy. Index funds invest assets to some basic asset classes, each of them characterized by its own flights and drops. That's why combinations of investing into funds, based on various indexes allow reaching some balance, reducing the risk and increasing invested money return. There are five five members, who represent Standard & Poor's and the ASX. They set policy, determ index composition and administer the indices in accordance with the S&P/ASX index methodology. The investment policy includes adding, removing or by-passing any company or during the selection process. And what about the portfolio investment... An index addition generally will be made only if an index vacancy is created by an index deletion. The Index Committee determines S&P/ASX index additions based on historic analysis of a stock's market capitalization, free float, and liquidity. The Fund is a style-based fund that seeks to provide a total return that is broadly in line with the S&P/ASX 200 Index (excluding listed property trusts) before taking into account Fund fees and expenses. The Fund is targeting a grossed-up dividend yield that is 1% above that of the index. Grossed-up dividend yield is calculated taking into account both cash dividends and associated franking credits. Surely, the Committee analyses every merger, spin-off, acquisition, or scheme of arrangement. Index funds are popular among investors thanks to their wide portfolio diversification, low expenses and high efficiency from taxation point. 2. ASX200 composition determining and it's changing. There are indexes for some certain market branches (municipal, technological, financial etc.), regions and states and even different investment styles. For instance, "growth" indexes are composed from the stocks of the companies, which are waited to demonstrate fast profit growth tempos, while "cost" indexes - from the stocks, which can be undervalued on the base of financial results or company assets. The S&P/ASX 200 Index is recognized as one of the leading investment benchmarks for the Australian equity market. The index represents the 200 largest and most liquid publicly listed entities in Australia. The S&P/ASX 200 Index provides investors and fund managers with an effective benchmark for Australian equity performance, as it offers a broader representation of the Australian market. What companys' stocks are included in ASX 200 list The

People as a huge asset Essay Example for Free

People as a huge asset Essay 1.1INTRODUCTION Organisations are made up of people and people are a huge asset to any organization. To be more successful in achieving their goal and objectives; organisations needs to have an understanding about their human assets, their behavior, tendencies, best practice etc..† Leadership is the ability of one person to influence a group of persons toward the achievement of common goals† (Yukl, 1994). Influencing others means that leaders must have an understanding about their behavior, which can only happen when they themselves understand their values, assumptions, beliefs and expectations. Understanding oneself means one must carry out self-assessment/evaluation as this is very important for leaders today. I will be carrying out an assessment about the benefit of self -assessment/evaluation to leaders today and the importance of understanding human behavior in oraganisations. 1.2 DEFINITION OF HUMAN BEHAVIOR Human behavior is the way people behave and which can be influence by culture, emotions, attitudes, values, ethics, genetic etc.. Depending on the society and environment, human behavior can either be common, usual, acceptable or unacceptable. Human behavior can either be learnt as we relate to our environment; for example, tying your shoes is a learned behavior or it can be innate which can be inherited through genes. 1.3THE IMPORTANCE OF UNDERSTANDING HUMAN BEHAVIOR TO AN ORGANIZATION Organisations depend on the behavior of both individual and teams to achieve their goals and objectives; as such it is very critical for organisations to have thorough understanding of human behavior. Understanding human behavior is a  key to organisational success. Human behavior defines how people work together and relate with one another. Communication being the cornerstone of behavior can only be effective when people understand one another. Interpersonal conflict can be reduced in an organisation once there’s an understanding of human behavior. Behavior can influence negatively on the achievement of an organization’s goals and objectives if not manage well; will lead to poor output and failure. Organisations need to plan their training programme, understanding the behavior of its employees will inform the planning process, thereby ensuring that training needs are effectively met. An effective understanding of the diverse behavior of personnel is important. Evidence has shown that as people get to know one another, they became less concerned about differences if they see themselves as sharing more important characteristics, such as personality and values, that represent deep-level diversity† (Stephen P Robbins Timothy A Judge, Organizational Behavior -15th Editions) A co-operative team that knows how to work with one another can produce better result than those who have problems relating to one another. 1.4 THE IMPORTANCE OF UNDERSTANDING HUMAN BEHAVIOR BY LEADERS Organisations need strong leadership to achieve its goals and objectives. An organisation is only as successful as its leadership. Leadership is the ability to influence a group towards the achievement of a vision or set of goals. Individuals or group can only be influence when there’s an understanding of their behavior. Business necessity, enlightenment about differences and moral fortitude have combine to push organisations into hiring a diverse set of employees, as a result managing this diversity has proven to be a challenge to leaders†¦ Leaders can effectively manage this challenge through understanding this diversity. A leader who fails to understand his followers thereby focusing at a very superficial level by commanding others to do their will; is at the bottom of the leadership level. Deeper understanding provides more options, give one more potential tools, and frankly, makes one a powerful leader (Stephen P Robbins Timothy A Judge, Organizational Behavior -15t h Editions). This is a trait of level 5 leadership. â€Å"Understanding the behavior of followers will assist leaders in putting together teams to manage projects and it will also assist in  assigning task to employees in a way that will put to efficient use each member’s strength rather than their weakness â€Å" (www.employment-testing.com) Attempting to influencing individuals without understanding why they behave the way they do, might yield random or unpredictable effect and this will lead to leaders being unsuccessful as followers will be alienated; whereas understanding the personalities of subordinates and superiors informs leaders as to others expectations and provides insights into motivation, competitiveness and interpersonal relationships and communication. 1.5 LEADERSHIP SELF-EVALUATION/SELF-ASSESSMENT As leaders the ability to influence people has to be continuously improved; and the first step in achieving that will be by knowing yourself and gaining understanding of your leadership style, skills, traits, competencies, abilities, personality type and experience. According to Kevin Sharer of AMGEN CEO and president, â€Å"Leadership has many voices. You need to be who you are, not to emulate someone else.† An apt statement as leaders has the responsibility of influencing others in the achievement of goals and objectives; an achievement that will be almost impossible to attain when followers lacks faith in their leader. People normally have faith in authentic leaders as they are leaders who not only know what they believe in and value but also act on that values and beliefs candidly and openly. Most leaders are unaware of the effect their emotional intelligence has on their superiors and subordinates, many a time we blame negative outcome to those around us, all the time bei ng totally blind to the fact that our personality might have had effect on others action. â€Å"Those who use the emotional intelligence framework to guide their thoughts and actions may find it easier to create trust in relationship, harness energy under pressure, and sharpen their ability to make sound decisions-in other words, they increase their potential for success in the workplace†(Jones and Bartlett learning PTT) only by carrying out self-assessment/evaluation will you be able to understand your emotional intelligence and other traits. As leaders one should know what their strength and weaknesses as this will enable them build on their strength and march it to their leadership opportunities, it will also assist in the development of their weaknesses and allows for the  elimination of threats to leadership. 1.6 THE BENEFITS OF SELF- ASSESSMENT/SELF-EVALUATION TO LEADERS TODAY. Most of the benefits of self-assessment have already been discuss above, however some benefits are; A.Develop Emotional Intelligence When taking time to self-reflect you are looking inwards. Self-awareness gives you the ability the ability to understand your emotions, strengths, weaknesses, drives, values and goals, and recognize their impact on others you are leading. Being self-aware will aid you in controlling or redirecting your disruptive emotions and impulses and adapt to changing circumstances. Building these emotional intelligence components will improve your leadership. B. ASSISTS IN BECOMING EFFECTIVE LEADER Authentic leaders are clear on their core values, and this will help to strengthen leadership integrity and lead you to better decisions. Understanding your core values will build followers trust in you as a leader and this will make decision making easier as our integrity is often put to the test during stressful and difficult times. C. BUILD SELF-CONFIDENCE Confidence is crucial for leaders. It helps in effective communications, decision making, and influence building. People will see you as you see yourself, being aware of your strength as leader will build self-confidence and this will increase team effectiveness.

Analysis of of Quercetin in Camellia Sinensis Extracts

Analysis of of Quercetin in Camellia Sinensis Extracts ABSTRACT A precise and feasible reversed-phase high-performance liquid chromatographic (RP-HPLC) method for the novel analysis of of Quercetin in aqueous and alcoholic extracts of Camellia sinensis extracts with internal standard has been developed. The analysis was carried out on a Phenomenax-C18 column (250 Ãâ€" 4.6mm, 5ÃŽ ¼m). reversed-phase column, using a mixture of acetonitrile and 0.1% orthophosphoric acid in water at 60:40 ratio as the mobile phase; Propyl paraben was used as the internal standard. The linearity range of the Quercetin was found to be in 1-25  µg/ml and the retention times were found to be 3.3 and 5.6 min for Quercetin and Propyl paraben respectively. The accuracy was good and recovery values for Quercetin ranged from 100 to 102% respectively. The proposed novel method is precise and feasible for the determination of Quercetin with internal standard in a short analytical runtime. The method seems to be suitable for routine analysis in quality control laboratories an d research institutes. Keywords: Quercetin, HPLC, Propyl paraben, Validation. Introduction Quercetin (Fig. 1) chemically 2-(3,4-dihydroxyphenyl)-3,5,7-trihydroxy-4H-chromen-4-one is a plant pigment (flavonoid) found in many plants and foods, such as red wine, onions, green tea, apples, berries,  Ginkgo biloba. It is used for treating conditions of the  heart  and  blood  vessels including â€Å"hardening of the  arteries† (atherosclerosis),  high cholesterol,  heart disease, and circulation problems (1-3). It is also used to treat inflammation,  asthma,  gout,  viral infections,  chronic fatigue  syndrome (CFS), preventing  cancer, and for treating chronic infections of the  prostate (4-7). Quercetin is also used to increase endurance and improve athletic performance. Tooth decay is most common infectious oral disease that afflicts 95% of the human beings. The flavonoids Quercetin found in green tea can stop the formation of dental plaques and tooth decay. Fig.1 : Chemical structure of Quercetin Some analytical methods were developed for analysis of quercetin by spectrophotometric (8-10), HPLC (11-13), HPTLC (14-16), electrochemical detection (17). In spite of its wide economical importance, a rapid and efficient method forits identification and quantification is necessary. To the best of our knowledge, there is no published method for the determination of quercetin in Camellia sinensis extracts with propyl paraben as internal standard. The aim of the present study was to develop a rapid, economical, precise and accurate reversed-phase HPLC method for quantifying quercetin in aqueous and alcoholic extracts of Camellia sinensis. Materials and Methods Acetonitrile (HPLC grade, MERCK), Water (HPLC grade, Thomas Baker) and orthophosphoric acid (HPLC grade), Quercetin and Propyl paraben are procured from local analytical laboratories. Instrumentation and chromatographic conditions HPLC is a chromatographic technique used to separate a mixture of compounds in analytical chemistry and biochemistry with the purpose of identifying, quantifying purifying the individual components of the mixture. The system consisted of UFLC-Shimadzu make LC-20AD with PDA detector. The data acquisitionwas performed by LC solutions software. The chromatographic separation was achieved on Phenomenax-C18 column (250 Ãâ€" 4.6mm, 5ÃŽ ¼m) column. The elution was isocratic with mobile phase of 0.1% orthophosphoric acid in water and acetonitrile (60:40, v/v). The flow rate was 1.0 mL/ min and yielded a backpressure of about 57 bar. The column temperature was maintained at 40 °C, the detection was monitored at a wavelength of 262 nm and injection volume was 10  µL. UFLC is suitable for separation of Quercetin with propyl paraben as internal standard. The chromatographic conditions are shown in Table 1. Table 1: The chromatographic conditions of the developed method Plant material (Camellia sinensis) Dried leaves of Camellia sinensis i.e Green tea are collected from Doddabetta Tea Factory, Ooty, Tamilnadu and identified by Dr. K. Mruthunjaya, Asst. Professor, Department of Pharmacognosy, JSSCP, Mysore. The procured leaves were used for the preparation of alcoholic and aqueous extract. Extraction Methodology: Alcoholic Extract of Camellia sinensis Alcoholic extract was prepared by hot reflux extraction method on a water bath temperature maintained at 78 °C for 2 hours. The dried coarsely powdered leaves of Camellia sinensis (550g) were extracted in 3 batches (150g each). The obtained extract was filtered and solvent was distilled out up to required concentration and combined extract was spray dried to get alcoholic extract of Camellia sinensis and stored in a dessicator. Aqueous Extract of Camellia sinensis Aqueous extract was prepared by hot reflux extraction method on a water bath temperature maintained at 80 °C for 2 hours. The dried coarsely powdered leaves of Camellia sinensis (550g) were extracted in 3 batches (150g each). The obtained extract was filtered and solvent was distilled out up to required concentration and combined extract was spray dried to get aqueous extract of Camellia sinensis and stored in a dessicator. Drying of Extract: Prepared extracts were dried using Spray dryer. Parameters maintained for Spray drying are Inlet temperature maintained at 70-80 °C, Outlet temperature maintained at 50-60 °C, aspiration rate 1200 rpm per min, feed pump 2ml per min respectively. PREPARATION OF SOLUTIONS Preparation of mobile phase The content of the mobile phase was prepared from Acetonitrile, filtered and degassed mixture of and water and orthophosphoric acid in the ratio of 60:40 v/v. Preparation of standard solutions About 10 mg of pure standards of Quercetin and Propyl paraben were accurately weighed and dissolved separately in two 10 mL standard flask and dissolved in methanol to get standard stock solutions of concentration of 1 mg/mL (1000  µg/mL). From the prepared stock solution an intermediate stock solution was prepared which contains 100  µg/mL of Quercetin. From this intermediate stock solution serial dilutions were made to obtain final concentrations of the solutions in the range of 1, 5, 10, 15, 20 and 25  µg/mL of Quercetin. Propyl paraben solution was made to a concentration of 25 µg/mL and used as an internal standard throughout the methodology. Preparation of Camellia sinensis extracts sample solutions 100 mg of extract sample was weighed and transferred in to 10ml volumetric flask and dissolved in a mixture of 5ml of 6M HCl and 5ml of mobile phase and sonicated for 15min. The obtained solution was filtered through a 0.45  µ pore size filter into a HPLC vial and loaded to the instrument. Method development and optimization The chromatographic conditions were optimized by changing the mobile phase compositions; buffer used in the mobile phase column stationaryphase and organic solvent. Finally a mixture of 0.1% orthophosphoric acid in water, acetonitrile and C18 column were used. A typical chromatogram obtained by using the aforementioned mobile phase and column are shown in fig. 2 of blank chromatogram and standard drug quercetin chromatogram is illustrated in Fig. 3. Method validation When a method has been optimized it must be validatedbefore put into practical use. By following the ICH guidelinesfor analytical method validation e Q2 (R1), the system suitability Test was performed and the validation characteristics elinearity, accuracy, precision, specificity, limits of detectionand quantitation were addressed. Preparation of calibration curve Aliquots of quercetin (containing 10- 250  µg/ml) were pipetted into series of 10ml volumetric flask from 100 µg/ml of stock solution followed by addition of propyl paraben containing 250 µg/ml and made up to 10ml with HPLC grade methanol to obtain the final concentrations of 1, 5, 10, 15, 20 and 25  µg/ml of quercetin and 25 µg/ml of propyl paraben solutions were prepared. The responses were measured at 262 nm. The calibration curve was established by plotting the peak areas of Quercetin versus their concentrations. Assay Procedure The column was equilibrated for at least 30 min, with the mobile phase flowing through the system with a flow rate of 1ml/min. Detector was set at a wavelength of 262 nm. Two sets of the sample solutions were prepared containing aqueous and ethanolic extracts with mobile phase mixture. The retention time of Quercetin and Propyl paraben in bulk drug in two replicate samples were found to be 3.3 and 5.6 mins. The peak area of the Quercetin in sample was obtained and the regression equation of the drug concentration over the peak areas was calculated. The RP-HPLC method was used to estimate the amount of Quercetin in aqueous, ethanolic extracts of Camellia sinensis. The typical chromatograms of alcoholic and aqueous extracts are shown in fig. 4 and 5 respectively. It is found that alcoholic and aqueous extract contains 7.35  µg and 4.31  µg per 100 grams of the extract respectively. System suitability The system suitability test ensures the validity of the analyticalprocedure as well as confirms the resolution betweendifferent peaks of interest. A data from six injections ofstandard solutions were utilized for calculating system suitability parameters like %RSD (0.19), tailing factor (1.2), theoretical plates (10728) and resolution (7.8). Linearity and range To assess the linearity, calibration plots of quercetin in each dilution were constructed in the concentration range 1-25 µg/mL the correlation coefficients of quercetin was 0.9998 respectively. Accuracy and precision The accuracy and precision of the developed method was evaluated and results are expressed as percent recoveries 99.3 -101.7%. The precision study of intra-day and interday relative standard deviation was less than 2%, stating that method is more precise. Specificity The specificity test demonstrated that the used excipients did not interfere with the peak of the main compound. The results showed that the developed method was selective for determination Of Quercetin in Camellia sinensis extracts. Sensitivity The limit of detection and limit of quantitation decide aboutthe sensitivity of the method. Tests for the procedure wereperformed on samples containing very low concentrations of analytes based on the visual evaluation method. In thismethod, LOD (signal to noise ratio of 3:1) is determined by theanalysis of samples with known concentration of analyte and by establishing the minimum level at which the analyte can be reliably detected. Accordingly, the LOQ (signal to noise ratioof 10:1) is determined by the analysis of samples with known concentration of analytes and by establishing the minimumlevel at which the analyte can be quantified with acceptableaccuracy and precision (RSD RESULT AND DISCUSSION We developed and validated a simple and efficient reversed phase HPLC method for analysis of Quercetin in Camellia sinensis extracts. Method conditions were optimized by changing the mobile phase compositions; buffer used in the mobile phase, stationary phase and organic solvent. Finally a mixture of 0.1% orthophosphoric acid in water and acetonitrile and C18 column were used. In this study UFLC instrumentation with PDA detection, which is readily available in most analytical and pharmaceutical laboratories, was used. The analytical method was validated as per current International Conference on Harmonization (ICH) guidelines. In addition, in the present study,an internal standard was used to provide higher accuracy and precision of several substances tested, propyl paraben was chosen as the most appropriate internal standard. This substance is stable and does not interfere with the excipients present in of samples and composition of the diluent.Indeed, in the developed method, Propyl paraben was adequately separated from Quercetin. Moreover, its elution time was shorter, which resulted in a short run time of less than 10 min. In the accuracy of the method, recovery is in the range of 98.3-101.7% and standard deviation was less than 2% proves that method is more accurate and precise. The LOD and LOQ values of quercetin are 0.03  µg/ml and 0.05  µg/ml respectively. The described HPLC method was successfully applied for the determination of Quercetin in Camellia sinensis plant extracts. Fig. 2: Blank chromatogram of the method Fig. 3: Chromatogram of Quercetin (25  µg/ml) and Propyl paraben (Internal Standard) Table 2: Recovery studies of the method Table 3: Intraday and Inter day study precision of the method Fig. 4: Assay of Quercetin in Camellia sinensis Alcoholic Extract Fig. 5: Assay of Quercetin in Camellia sinensis Aqueous Extract Table 5: Assay of quercetin in alcoholic and aqueous extract Conclusion The proposed method is simple, accurate, precise, specific andlinear over the analysis ranges and was able to simultaneous determination of quercetin with internal standard in a short analytical run time. Hence the method can easily and conveniently applied for routine analysis in qualitycontrol laboratories and research institutes. Acknowledgements Authors extend their thanks to the JSS College of Pharmacy, JSS University, Mysore for providing the facilities to carry out the research work.

The Importance of Facilitation in Group Decision-making Essay -- Group

The need for a facilitator arises from the dynamics of group decision-making. In real and everyday life in business, management, politics, crisis conflict, education, etc. group meetings, each individual in the group does not think in the same way (divergent thinking) in real life, humans tend to go off on tangents, lose the original focus for the group meeting. Facilitators are needed to get ideas to converge in a way that reaches the decision point (Doyle and Kaner, 2007). A facilitator is a person who creates an environment which allows groups or organizations to be able to be more effective; to achieve their goals. Facilitators have to be essentially neutral in their stance and they must also not have any decision-making authority (Doyle and Kaner, 2007). The lecture addresses: a) The meaning of Facilitation b) Core Values of Facilitation c) Role of the Facilitator d) Key Facilitation Skills and Methods e) The Benefits of Facilitation A facilitator is not allowed to advocate for a specific view point during the process. The facilitator could be from within the organisation as well from outside the organisation (Schwarz, 2002), nevertheless the chosen facilitator needs to be accepted by all parties involved in the meeting. Literature also suggests that facilitators are only there to lead the process, where the process refers to the dynamics of group work like communication, making decisions, solving problems and handling conï ¬â€šict and that the facilitators do not contribute to the meeting in terms of substance. The literature also suggests that facilitators need to improve the structure of the setting in which they operate, where structure can be seen as the makeup of the group and group roles and this leads to an improve... ...e ground rules for conduct and behaviour and the group members agree to them before any meeting even begins. Effective facilitation requires a certain level of awareness or discernment of personalities during the program. REFERENCES Bono, E. (1999). Six Thinking Hats, Back Bay Books Publishers. Doyle, M., & Kaner, S. (2007). Facilitator's Guide to Participatory Decision, Jossey-Bass Publishers. Heron, J. (1999). The Complete Facilitator's Handbook, Kogan Page Publishers. Hogan, C. (2002). Understanding Facilitation: Theory and Principles, Kogan Page Publishers. Rees, F. (1998). The Facilitator Excellence Handbook: Helping People Work Creatively and Productively Together, Jossey-Bass Publishers. Schwarz, R. (2002). The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Managers, Trainers, and Coaches, Jossey-Bass Publishers.

Of Mice And Men - Theme :: essays research papers

Loneliness "A guy needs somebody--to be near him. A guy goes nuts if he ain’t got nobody. Don’t make no difference who the guy is, long’s he’s with you. I tell ya, I tell ya a guy gets too lonely an’ he gets sick." (Steinbeck 72-3). Being alone is one of the worst things I can possible think of. One of the themes in the book Of Mice and Men exemplifies this as the quote describes. Crooks, and the black stable buck, say this quote. He describes to Lennie the pain he goes through to live his life without anyone to talk to and to just be with. The other workers on the farm would not socialize with Crooks besides the horseshoes game the men would play in the evening. Otherwise Crooks would occupy his time alone, reading books. This does not make Crooks happy his books did not fulfill his needs socially. He needed another person to talk to, or just be with. It didn’t even matter whom, just a person. Lennie just happened to have been there for Crook s at that moment. Everyday people do not give enough consideration to those who live their lives without someone. Humans are social beings that need some kind of connection with others to function properly. Without a social bond a depressed state can overwhelmingly "down" a person. People also need the opportunity to brag to others a little. Curly’s wife in the same novel states the following, "Well I ain’t told this to nobody before. Maybe I ought’n to. I don’t like Curly. He ain’t a nice fella. Coulda been in the movies, an’ had nice clothes—all them nice clothes they wear" (Steinbeck 89). She feels the need to tell others how great she could have been and the hopes and dreams she may someday have. She shows her feelings of hope in life. This can relate to everyday students. College guys love to tell stories from the long weekends in college. It makes a person feel good when they can tell a story filled with sarc asm and excitement to make others get a feeling of admiration. Humans live for this type of self-fulfillment. Loneliness is what people complain about when being without another person to socialize with. One may feel lonely when: you’re alone and you don’t you have a choice not to be, you are facing challenges in your life with school, a new town, job, or other changes, you feel there’s no one in your life with whom you can share your feelings with, you feel unacceptable, unlovable, and not worthwhile (Loneliness 1).

Images of Lilith in A Sea-Spell and The Orchard Pit :: Sea-Spell Essays

Images of Lilith in A Sea-Spell and The Orchard Pit While Lilith's only explicit appearances are in the poems "Lilith" and "Eden Bower," images of her arise in a number of other poems by Rossetti, including "A Sea-Spell" and "The Orchard Pit" (Johnston 120). Considered "minor" poems, very little has been written on either. Of "A Sea-Spell," some have gone so far as to proclaim "it is kinder to the memory of the artist to say nothing. It is the work of a prematurely faltering mind and hand" (Waugh 211). As for "The Orchard Pit," a fragmentary prose tale, there is little that even could be said. Yet, in the sonnet "A Sea-Spell," there exists imagery directly relating this Siren-figure to Lilith, making the poem worthy of consideration here. The sonnet reads: Her lute hangs shadowed in the apple-tree, While flashing fingers weave the sweet-strung spell Between its chords; and as the wild notes swell, The sea-bird for those branches leaves the sea. But to what sound her listening ear stoops she? What netherworld gulf-whispers doth she hear, In answering echoes from what planisphere, Along the wind, along the estuary? She sinks into her spell: and when full soon Her lips move and she soars into her song, What creatures of the midmost main shall throng In furrowed surf-clouds to the summoning rune: Till he, the fated mariner, hears her cry, And up her rock, bare-breasted, comes to die? (Collected Works 361) As evidenced above, both specific Lilith-imagery and Lilith-related themes are present in this sonnet. The poem begins with an immediate reference to Lilith, specifically Rossetti's Lilith, with the line: "Her lute hangs shadowed in the apple-tree" (line 1). This image is reminiscent of Lilith's supposed tempting of Eve while in the "apple-tree," the Tree of the Knowledge of Good and Bad. Line 2 then borrows imagery directly from "Lilith." The corresponding lines of "Lilith," for example, read: And, subtly of herself contemplative, Draws men to watch the bright web she can weave, Till heart and body and life are in its hold. (lines 6-8) It is this same story which is told in "A Sea-Spell." The character is a beautiful Siren who weaves her magic into a "spell" that will ensnare and kill men ("Sea-Spell," line 2; "Lilith," line 13). In both poems, the male figures succumb to the Siren's charms, causing their own demise.

Turnover Rate in Corrections

The Nation Wide Dilemma in Corrections CJ 2500: CORRECTIONS Professor November 04, 2012 Running Head: Turnover Rate in Corrections Abstract Throughout the years, there has been one major dilemma that continues to hassle the administration whose sole purpose is to provide institutional sanctions, treatment programs, and services for managing criminal offenders. This dilemma is the high turnover rate of the Corrections Officers, whom agencies nation wide are losing at an extremely high rate.Recent statistics indicate that nearly half of all Corrections Academy graduates will have left their agency within a two-year period (â€Å"State questions high, â€Å"2004). This high turnover rate is causing a staff shortage, which is forcing agencies to put new officers on the job immediately while being untrained. Though the amount of Corrections Officers departing from their agencies continues to rise, the amount of inmates entering prisons remains the same.This of course can become a seriou s safety issue for the departments employing these new hires that are inadequately trained. Throughout this paper I will explore the numerous possibilities of what’s causing Corrections Officers to depart from their agencies at such a high rate. Whether it’s the demanding hours associated with shift work, the high stress and burnout, or the inadequate pay and benefits, all possibilities will be discussed in an attempt to understand why the retention rate of Corrections Officers is lower compared to various other careers across the nation.The Department of Corrections (DOC), privately owned jails, parish jails, and local city jails not only face the hardship of maintaining inmate property, specific calorie counts from meals provided, medicine dispensing, doctor visits, and numerous other tasks required that Corrections Officers tend to on a typical day of work, but these facilities also face the hardship of retaining these Officers for extended lengths of employment. As stated in the Abstract of this paper, â€Å"Recent statistics indicate that nearly half of all Corrections Academy graduates will have left their agency within a two-year period† (â€Å"State questions high, â€Å"2004).This has become a major problem for agencies that have a continuous increase in the number of inmates entering these facilities each year, while becoming almost impossible to keep enough manpower to operate shifts in a safe and secure manner. It is stated that in 1999, the turnover rate of Officers and Corporals within an agency was 29. 6 percent, while the average tenure of Officers was 3 years (â€Å"Department of corrections,†). The turnover rates in 2000 ranged from a low of 3. percent in New York, to a high of 41 percent in Louisiana (Lommel, 2004). Typically, once an Officer has been hired and accepted the job, they are to be trained in some type of Corrections Academy. The department hiring the Officer may host this Academy, or the Officer may have to travel to receive their training. Either way, prior to an Officer actually beginning their job monitoring the walkways of a prison or jail, the Officer should first be well trained to ensure theirs, the inmates, and other Officers safety.However, due to the high number of vacancies within Corrections, Officers are being hired without any experience, while hoping to receive this training academy shortly after becoming employed. Some agencies have established a policy that once the Officer has completed their training at an Academy, they are to sign a contract stating that they will remain with the department for a set amount of years. This is due to the high costs that an agency incurs by having these Officers sent to an accredited Academy to receive their training.The dollar amount that an agency may spend on an Officers training may range anywhere between a few hundred dollars, to a few thousand dollars. To elaborate on the amount of vacancies within Corrections, this coul d very well be a contributing factor to the increased amount of Officers who resign due to stress and burnout. Officers are being ordered in on their off days or holidays, forced to work mandatory overtime, a higher inmate to Correctional Officer ratio, as well as experienced Officers having to work with an extensive amount of â€Å"rookie† or inexperienced Correctional Officers.This combining of experienced officers with new hires, who have not received any type of prior training, raises the stress level during dangerous interactions with inmates, as well lowering the morale of the Officers who remain and attempt to complete their careers with a specific agency. This may be due to long term employees realizing that many of the new hires are using their time as a Correctional Officer to gain experience, or as a stepping-stone to eventually become a road or patrol Officer, which may involve more experienced Officers not spending the time necessary to assist, or provide â€Å" On the job training† to the new hires.Additional causes of stress may include the threat of inmate violence, actual inmate violence, inmate demands and manipulations, problems with co-workers, as well as having a poor public image. For example, â€Å"Between 1990 and 1995, the number of attacks on correctional officers in State and Federal prisons jumped by nearly one third, from 10,731 to 14,165 (Lommel, 2004). An additional stress added to a Correctional Officers life is being able to balance and separate work from their personal relationships.Workdays at a correctional facility often involve long hours of uneventful and routine procedures. This â€Å"routine† may quickly be disrupted by a brief period of crisis. Some Officers have issues with being able to return to a calm state once a crisis occurs, often times bringing their problems home to their families. This may lead Officers to substance abuse, or alcoholism. Law Enforcement careers can be an extremely diffic ult, stressful, yet rewarding career, even when referring to Corrections Officers.However, due to the long work hours associated with shift work, combined with the stressful and strenuous workdays officers are exposed to, it seems as if all Law Enforcement, to include Corrections officers do not receive the pay and benefits that they are entitled to. A large number of Corrections Officers are leaving this career field due to struggling with raising families while trying to balance and survive on the annual salary of a Corrections Officer. It seems as if economically speaking, the value of everyday necessities ontinues to rise in value, except for the officers’ paychecks. This dilemma, combined with the additional stress an Officer encounters on the job, could possibly explain why many Officers leave their jobs due to stress and burnout. The benefits that an Officer, or Corrections Officer receives is usually the highlight of their employment contract. Officers usually do rece ive good insurance and retirement plans. Not just for them, but for their families as well. However, the type of insurance that an Officer receives depends on the plan that the agency has purchased.Some agencies will have top of the line benefits, while others may have insurance carriers with extremely high deductibles and rates, due to tight budget restraints and cutbacks within the department. In addition to the stress, burnout, long hours, and low pay, many officers are never set on retiring within corrections. As previously stated, numerous officers, such as myself, use corrections as a stepping-stone, or training prior to being hired for a patrol position.Numerous agencies such as Sheriff’s Offices of various Parishes within the state, require that an individual hired first serve one to two years within the parish jail prior to being sent to a Police Academy and ultimately landing a position on patrol. Many agencies have come to realize this, which is why they may not sp end the time, effort, and funds to train the individual to become a more efficient Corrections Officer. By reflecting on the issues presented in this paper, it is determined that turnover rate in Corrections Officers will likely continue to be a rising problem for agencies.Administrators seeking seminars on retention strategies, which may depend on additional funding, can combat some of these issues. Agencies can improve their policies, improve management, increase criteria of the screening process, as well as address the wage and benefit issue. However, no matter what an agency decides in attempting to retain there officers, there will always be the Officers that slip through the cracks and ultimately cost the department more funding in training the individual, only to have them leave the agency before reaching their desired and previously stated commitment.WORKS CITED Department of corrections background and statistics. (n. d. ). Retrieved from http://legisweb. state. wy. us/proge val/reports/2000/turnovr/Chapter4. htm High turnover of corrections staff, excessive priosoner head counts attract media attention. (2006, Sep 06). Retrieved from http://www. bcgeu. ca/node/1314 Lommel, J. (2004, August). Turning around turnover. Retrieved from http://search. proquest. com. ezproxy. liberty. edu:2048/docview/215699356 State questions high turnover among prison officers. (2004, 04 05). 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