History of Personal Loss Essay Example for Free

History of Personal Loss Essay It is always not easy to hear that a person died and it is really hard to accept if a family member passed away. The first death that I can remember and that affected me was the death of my aunt, my father’s sister. I was still 12 years old at that time when it happened. I was not that close to her but a month before she died, we communicated often and she even asked permission to my father for me to spend my summer with her but my father declined. When we had the chance to spend time together years back, she spoiled me with toys and clothes, thus she became my favorite aunt. Her death came as a shock to all of us. She had a motorcycle accident. Upon hearing the news, I could not believe my ears. My father and I flew immediately to their place and there I saw her remains. It was horror for me. She was such a healthy woman and it terrified me seeing her inside the coffin. My heart was crushed when I saw my father cried. It was my first time to see him cry. That was also the first ever funeral service that I attended to. When it was time to send her to her last resting place, we followed her wake by foot and during that long walk; almost all the cars that passed us by threw coins at us. My cousins explained that it’s a way of showing their sympathy to us. I really can’t forget that experience because my cousins and I was so busy picking up the coins and it made me forget my grief. As Goodman (2000) has discussed, it is not unusual that people faced with sudden death experience â€Å"absent grief† and the initial reaction to the news is usually disbelief and shock. The most recent death in our family was the death of my aunt Elsa. She had peptic ulcer disease which escalated to carcinoma. We found out about her illness about a year ago and the progression of the disease was very rapid and none of us was ready for her rapid deterioration. After she died, I still can’t believe that she’s gone. Every time I visit her working place, I still expect to hear her voice greet me and ask me what I want and how I’m doing. It’s really painful not to hear her voice ever again and not seeing her doing what she does best, taking care of the patients in the community. As much as possible, I try to avoid going to her once office because even up to now, I don’t want to be reminded that she’s gone forever. Goodman (2000) also pointed out that a grieving person may experience a feeling that the person is still living. Even though, Aunt Elsa’s death was really painful, the most painful death that I ever had was the death of my little brother. He had a congenital heart disease, specifically tetralogy of fallot. Ever since he came into our lives, I didn’t treat him as fragile as he should have been because for me, he is a strong individual and that he can surpass every heart attack he had. Going to the hospital was a normal thing for me, since he was sick most of the time. When he was eight years old, upon arriving from school, I was informed that he was again admitted. I was very nonchalant about it but when I found out that he was in the intensive care unit that was the first time I felt fear for his health. When I entered the ICU, my heart just died upon seeing my brother. There were so many tubes inserted in his body and the respirator and cardiac monitor was really getting to my nerves. I tried to wake him up but he won’t respond. I tried not to cry; I tried to be strong for him but the mere act of speaking was very difficult for me. I want to tell him how much I love him but I can’t speak. I don’t want him to hear my trembling voice and give away my emotion. It was very difficult because I know his time is running out and I can’t even tell him how much I do love him. The day after, I had to go to school but I wanted to stop by the hospital however, I was running late so I decided against it. After school, I went directly to the hospital, but the ICU nurse said that he died 9:00 A. M. that day. I couldn’t believe my ears and I went home shocked. It was only when I saw him there, lying in the coffin that I believed that he already left. He left without me telling him how much I do love him. He left me. My brother’s death made me realize that anybody that I love can leave me without any notice, anytime. Now, I fear of being left by my parents. They are all that I have and I can’t stand a thought of them leaving me for good, forever. They’re both old and I know their time in our world is almost up. I try to have myself ready for that dreadful day. I think, based on experience, my initial reaction would be disbelief then followed by numbness, which can last for several days. The numbness would then evolve into anger. I know I will be angry to myself for not being a loving daughter that I should have been and anger because they left me all alone. The stages of grief that are discussed by Smith (2009) are denial, anger, bargaining, depression and acceptance. One lesson that my parents taught me after my brother passed away was life goes on. People we care for and love do come and go but we continue to live. We should accept what we have or don’t and try to live life the way we should have. I believe that one can never forget one’s loss but he can only get used to living without the person. Thus, I know I have resolved my grief when I am already used to have a life empty of my loved one’s absence. This topic is so sensitive for me so I think it is appropriate for me to share my own experiences of grief with a client/ patient if it could give the patient assurance that after the heartache, he still can have a life. References: Smith, M. , Jaffe, E. , Segal, J. (2009). Coping with Grief and Loss: Support for grieving and bereavement. Retrieved May 11, 2010 from http://helpguide. org/mental/grief_loss. htm Goodman, R. F. , (2000). Coping with grief after a sudden death. Retreived May 11, 2010 from http://virginiatech. healthandperformancesolutions. net/Tech%20Trauma%20Articles/Articles/Coping%20With%20Grief%20After%20a%20Sudden%20Death. pdf

Analysis of Shakespeares The Tempest - The True Villain :: Shakespeare The Tempest

The True Villain of The Tempest On June 2, 1609, five hundred colonists set out in nine ships from Plymouth in association with the imperial Virginia Company. It was the aim of this expedition to fortify John Smith's colony in Virginia. While eight of the party's vessels securely arrived at Jamestown, the flagship, called the â€Å"Sea Adventure† , was conspicuously absent. This ship --which carried the fleet's most valuable cargo, the admiral Sir John Somers and the future governor of Virginia Sir George Somers --was separated from the other eight during a fierce storm off the coast of Bermuda, the legendary Isle of Devils, dreaded by superstitious sixteenth-century sailors. William Strachey describes the tempest which precipitated the ship's "wracke" in a letter dated July 15, 1610: "a dreadfull storme and hideous began to blow from out the North-east, which swelling, and roaring as it were by fits, some houres with more violence than others, at length did beate all light from heaven; which like an hell of darkenesse turned blacke upon us, so much the more fuller of horror." The â€Å"Sea Adventure† was rebuilt on the island, which was not as menacing as the storm itself, and nearly a year later the ship rejoined the fleet in Virginia. By many, this was deemed a miracle. Some believe it was this shipwreck that prompted Shakespeare to write this political, yet comic play which involves usurpation, mockery, love, reconciliation and forgiveness. It all starts with Prospero, the rightful Duke of Milan, being banished by his brother, Antonio, who illegally usurps the throne. Basically, the first thing Antonio does in scene I is curse the boatswain: â€Å"Hang, cur, hang, you whoreson, insolent noisemaker, we are less afraid to be drowned than thou art.† This already suggests that Antonio is not the nicest of dukes. He is a very authoritative man, he need not do anything, he lets people do it for him. As the ship splits, he still curses the boatswain and does not get involved with the desperate attempts of the mariners to steady the ship. When they find themselves stranded on the remote island, all except Antonio and Sebastian see that which is good around them, Gonzalo remarks how their clothes are surprisingly clean. Antonio and Sebastian mock Gonzalo and the others for seeing good where they only sees rottenness and corruption. Their cynicism clearly show they do not agree, they mock them with witty word-play:

Career Development Plan Part Iv †Compensation Essay

Now that we have structured our new team, identified their roles, identified ways to manage their performance and created an appraisal system we are now proposing a new compensation plan. This part will outline the plan, describe how it will help motivate employee performance, describe our total rewards program and outline how this program will benefit the individual and InterClean. Account Executive Financial Compensation Plan Compensation structures can be broken down into two distinct categories, financial and non-financial (Cascio, 2006). This section overviews the financial compensation plan for account executives, which includes pay and benefits. Account executive pay will be primarily commission based. Each account executive will receive a base salary at minimum wage, with the rest of their salary coming from commission. We feel that a generous commission structure will motivate performance because pay will have a direct correlation with sales volume. We structured our proposed commission plan to reflect InterClean new strategic direction (University of Phoenix, 2007), and how employees are rated in their quarterly appraisal. This means a focus on retention, up-selling and volume. Account executives will receive 8% commission on sales for the first six-months of revenue. 10% commission on sales after six-months of continuous revenue. 13% commission on sales after one-year of continuous revenue. 13% commission on up-sells and account executives that meet their quarterly sales volume will also receive a bonus equaling 3% of total revenue earned. New Business Account Executive, The New Business Account Executive has different goals, and therefore a different pay scale will apply. He or she will receive a base salary of $30,000 per year, plus a 3% quarterly commission on revenues earned from the accounts he or she acquired. We feel that this structure will adequately reflect the difference between new account acquisition and account retention. Cumulatively, the maximum amount of commission paid on revenues to account executives would be 19%. In related to the benefits Account Executives will receive the standard benefits due to all InterClean employees, including; †¢ Health Insurance with employee share of cost †¢ 401k match 14 days paid vacation †¢ 6 days sick time †¢ Health, Financial, Stress and Motivational Counseling through our employee wellness program. Managerial Financial Compensation Plan The managerial financial compensation plan will focus on overall team performance. We feel that creating a plan that rewards managers for team performance helps ensure management’s focus on creating a strong team that meets financial objec tives. Managers will receive a base salary dependent on their pay grade, ranging from $50,000 annual for the solution expert and $65,000 annually for the sales manager. The rest of their salary will be based on team performance as 3% commission on total revenues per quarter of all account executives that have met his or her goal, and 2% on total revenues per quarter if all account executives meet their goals. We feel that paying based on meeting objectives, and sharing in total revenues accomplishes two important things such as rewards managers who ensure account executives meet their goals by providing the tools and support they need. And it encourages over-achieving by not setting a limit on revenue sharing. In terms of the benefits, managerial employees share in the aforementioned benefits, and are given one additional week of paid vacation (five days) per year. As mentioned, compensation does not only include financial compensation; there are certain non-financial rewards that motivate employee performance, increase loyalty and decrease turnover. The following non-financial rewards were chosen based on a survey conducted in the United Kingdom (Employee Benefits, 2006) as additional â€Å"perks† for employees. Sales Employees, All sales employees are eligible the following reward package flexible working arrangements. Employees can work at home when appropriate on dates arranged between them and their manager. Flexible work time is the top-rated non-financial reward in the UK survey (Employee Benefits, 2006) and offering such an arrangement can increase productivity by diminishing stress caused by work-life conflicts. And corporate gym membership also ranked high on the survey, and using our corporate pull to offer a free membership not only encourages wellness, but exercise has countless benefits such as stress relief, increased creativity, and energy. Also, we will include employee discount at restaurants. Using the promise of higher volume by internally promoting local restaurants to our employees, HR has arranged for employee discounts at local restaurants. This benefit decreases the costs of lunch for our employees and gives them another reason to value InterClean. Managerial Rewards, The following rewards are available to managers in addition to the preceding rewards available to all employees such as use of company vehicle: Surprisingly, the UK survey listed â€Å"sports car as company vehicle† as the number one â€Å"benefit they don’t receive but wish they had† (Employee Benefits, 2006, para4. . Company gas card, not only should our sales manager ride in prestige, but we understand that the majority of driving they do benefits our company, so they also have use of our company gas card. The compensation and rewards system outlined in this plan are geared to motivate performance by tying pay directly to the revenue gained for InterClean. Our new strategy of fo cusing on solution-based selling (University of Phoenix, 2007) means we must grow retention, up selling, and total volume. This plan rewards all three by reducing the base pay of account executives, increasing commission and tiering commission based on retention and up selling. We reward achievers and not low-performers. Tying managerial pay directly to the performance of the team rewards good managers (Vigoda-Gadot & Angert, 2007. ) Finally, offering a substantial but not overly high base pay takes into account fluctuating economic and environmental constraints. Offering bonuses quarterly rather than annual avoids penalizing employees for one bad quarter, which can happen to even the best sales person. Finally, our reward system is built to make InterClean a great place to work, that values the employees well-being and offers perks as part of the job. Offering this reward system can help InterClean retain the best possible account executives and managers (Cascio, 2006). Because we offer competitive pay and creative rewards that ease the work-life conundrum, and add a certain level of prestige to those who work for InterClean.

Women in Singapore Should Be Allowed to Fight in the Front...

Women in Singapore should be allowed to fight in the front line Being part of the front line combat refers to being part of the most advanced tactical combat units forming a military line. Women in Singapore should be allowed to fight in the front line. It is undeniable that it would require high physical strength that most women lack, but women can be trained to be just as capable as men, if not better, or assume front line positions requiring less physical strength. The generalised statement of women being weaker should not restrict them from taking up front line combat positions. Women in Singapore should be given an opportunity to fight in the front line. Women in Singapore should be allowed to fight in the front line because women are†¦show more content†¦It would only be fair to give equal opportunities to women who are able to meet the same requirements as men and it would also promote equality with them being as capable as the men. Restricting women because they are weaker is a generalised statement and not a fact that associates with specific women. Major Gregory Trahan was witness to a female supply sergeant replacing a trained infantryman after running through a gauntlet of seven mortar rounds that exploded continuously as the three-vehicle convoy he was commanding came under fire during his 2003-2004 tour in and around Ramadi, Iraq. When the squad automatic weapon (SAW) gunner in her truck was shot, but not severely injured and was too terrified to get back on the gun, she radioed back to Major Gregory Trahan and received instructions to get someone back up there, so she put the gunner in her seat, got up, and started pulling security with the vehicle. The irony was, the gunner who had been pulling security on that truck was the armorer, who was an infantryman and the backbone of the army, while she was just a supply sergeant, and women were barred from the job of that armorer. Army Major Christopher L’Heureux was witness to a female lab technician, Van Wirt, just about five-foot-one, rescuing a male counterpart and getting out safely. An explosively formed penetrator had blown up one of his Strykers in the Baghdad’s Rusafa neighborhood, just across the Tigris River from the U.S. Embassy, and Van Wirt was pulling aShow MoreRelatedTheory and Pratice of Gay Marriage2384 Words   |  10 Pagestriangles, and no, there are no secrets: rather, their marriage might not be recognize if they live in the United States. When asked if we should treat everyone fairly, regardless of sexual orientation, gender, religious status, age, race, etc. the replied with enthusiastic is yes. However when we asked the same people who replied yes, if same-sex marriages should be allow, you received mixed answers. 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