Monday, May 25, 2020
Sample details Pages: 6 Words: 1822 Downloads: 5 Date added: 2017/06/26 Category Marketing Essay Type Analytical essay Did you like this example? The purpose of this paper is to analyse and evaluate the best practices in compensation and benefits adopted by organisations in the high tech industry. High technology companies incur a high cost due to retention and recruitment of human resources and thus design of suitable compensation programs are important to their bottom lines. We studied literature to understand the view of academia on the best compensation and benefit strategies in high technology industry. DonÃ¢â¬â¢t waste time! Our writers will create an original "Compensation And Benefits Strategies" essay for you Create order To understand the application of these strategies we selected three fortune 1000 firms Microsoft, IBM and Netflix and compared their current compensation strategies with the recommended best practises. It was observed that best practices in high technology firms are primarily based on performance priorities to encourage key contributors. However each firm had a customised approach in developing a compensation strategy keeping in view employee needs, business goals and organisation environment. Firms with aggressive performance goals, followed exclusive incentive based compensation plans, while some firms chose to adopt a more holistic reward system. In conclusion this paper highlights that compensation strategies should be built with a best-fit strategy rather than best practice strategy in mind. There is no one size fits all strategy which should be applied to an organisation. Introduction Compensation refers to all forms of the financial returns and tangible services and benefits employees receive as part of an employment relationship. (Milkovich, Newman and Gerhart, 2010). As per the 2007 Emerging Workforce Study by Spherion Corp. (HR Trendbook, 2008), both monetary compensation and non-financial benefits comprise the key factors of compensation which lead to retention. Compensation programs are measured in terms of general pay effectiveness, contribution to organizational goals and are used as recruitment tools and finally used as a motivational and retention tool (Balkin and Gomez-Mejia, 1987). Meiyu Fang (2004) states that since the high technology industry has higher investments and higher returns than contemporary traditional manufacturing firms. These high technology companies were selected for the study because human resources costs are a major expenditure in such firms and thus design of compensation programs important to their bottom lines. This e ssay endeavours to understand the best compensation and benefits strategies that high performing organisations in the high technology industry have undertaken. Summary and Analysis of literature Key Elements of a compensation plan Milkovich, Newman and Gerhart (2010) suggest a four step strategy for development of a compensation strategy. HR professionals should begin by assessing total compensation implications on business strategy, competitive dynamics, employee and union needs, organisation culture and values. The next step would involve mapping a total compensation strategy keeping in mind the firms external competitiveness, internal alignment and employee contributions. Only then should the final implementation of strategy be done and followed by a continuous re assessment of strategy. The challenge is to find a compensation plan which is the best fit with the business strategy in the given environment. The literature (Milkovich, Newman and Gerhart, 2010, p. 53) goes on to recognise that some organisations however would prefer a best practise strategy than a best-fit strategy. Compensation in High technology Industry High technology firms are characterized by (i) a high proportion of scientists and engineers (ii) geographic concentration (iii) high expenditures on research and development aimed at products which are at the cutting edge of technology; (iv) rapid technical innovation; (v) a very small/specialized labour market for scientists and engineers, resulting in high attrition rates (vi) entrepreneurship, since several of these firms are led by entrepreneurs who get financial support from venture capitalists. (Balkin and Gomez-Mejia, 1985) It is imperative for high technology companies to focus on productivity, high quality and profit performance. A study done by Sibson and Company in the year 1982-1983 on different compensation program designs adapted by 66 high technology firms to understand whether financial rewards help an organisation perform better had divided the companies into two groups ; 24 companies that designed their compensation plans based on performance priorities and 42 that did not. It was seen that companie s who designed their compensation programs based on performance priorities did significantly better. These were categorised as the best performing companies while the others as poor performing companies. These performance priorities may include profit performance, employee contribution community responsibility, responsiveness to customers and technical excellence. Compensation programs are seen to reinforce these priorities throughout the organisation. Organisations that did not perform well were seen to lack direction, employees were not linked through common performance goals and their overall financial performance fluctuated. Better performing organisations had adopted the following methodologies to reflect their performance priorities. They considered pay as a foundation to design incentive plans. These companies allocated incentives on group performance whereas poor performing companies rewarded incentives based on individual performance. They also used special award progr ams to recognise employees for noteworthy contributions to the company. Best performers were also seen to include a combination of stock and non stock plans that integrate short term incentive plans as part of the long term compensation strategies, where as poor performers were seen to focus only on stock type incentives. The study successfully pointed out that designing compensation plans based on performance priorities directly benefited the companys financial performance. This study also proved to be a guideline for high technology companies to adapt proven compensation practices. Such as every organisation should enforce performance priorities that reflect the culture of the organisation. They should evaluate current compensation plans to reinstate these policies and identify changes if required. Lastly the long term short term components of compensation should also be aligned with the performance priorities of the organisation. (Schuster , 2005) Compensation in global or ganisations: Best Fit Strategy Such a strategy is practised in fortune 500 firm Microsoft. Microsofts compensation strategies are seen to have evolved over time. Prior to year 2000, a majority portion of the pay packages consisted of stock options but after the dotcom crash the company graduated from stock options to a combination of merit pay increases, annual bonuses and restricted stock units. Managers found this approach very cumbersome and therefore Microsoft adopted an integrated system to clearly connect rewards to performance. The integrated approach included performance reviews where employees received ratings from their managers based on achievements of goals/commitments, long term performance records and behaviour with peers and managers. Based on these ratings the employee is then awarded bonus, merit pays or RSUs. In addition to the system Microsoft also introduced a portal allowing employees to analyse the shifts in compensation based on their performance, thus ens uring that the whole process of compensation was clear and transparent. With the incentive based system it was found that employees were more satisfied with respect to compensations. By rewarding results and achievement of goals, rather than increasing compensation based on seniority or time, employees are encouraged to perform better and benefit a company. However, when studying the literature we found that every organization is unique. There is no one-size fits-all framework for compensation management (Rumpel and Medcof, 2006). The stress is on the best -fit compensation strategy which is effective in achieving organizational goals. A contrasting opinion by Rumpel and Medcof (2006) discusses a holistic approach to rewards which goes beyond the strong focus on pay and benefits, a hallmark of traditional compensation practices. Technology firms like IBM have now moved to approaches where rewards include opportunities for learning, quality work environment and development. IBMs new practices for achieving higher employee productivity focus on flexible working hours, cutting voluntary turnover with training opportunities, and increasing employee engagement through a robust performance management system which is integrated with the monetary compensation system to fetch optimal results for the reward system in totality. IBM has a four pronged approach of Pay includes direct financial items, such as variable pay, incentives, base pay, monetary recognition programs and stock and equity sharing programs(Rumpel and Medcof, 2006). Benefits include indirect financial rewards, such as health/welfare benefits, retirement /savings plans, vacation and other paid time off(Rumpel and Medcof, 2006). Learning and Development includes programs for employee development and career training, supporting performance management and succession planning systems(Rumpel and Medcof, 2006). Work Environment includes programs and practices related to organizational c limate, such as diversity and organizational culture initiatives, performance support, work/life balance such as flexible working arrangements, elements related to organizational reputation, elements related to challenging and interesting work and the quality of relationships with colleagues. (Rumpel and Medcof, 2006) Such a diverse set of rewards, provided by IBM, caters to diverse employee needs. It manages reward expectations and reduces overall turnover rates and costs. It goes without saying that for any compensation strategy to work, it must take into account which rewards are valued by employees and ask whether these rewards are likely to achieve the desired retention and motivation effects. If the rewards offered dont attract the employees, or they are unaware of their availability, then the desired behavioural effects may not occur irrespective of whether they have been linked to the organizational strategy. Further, for organizations where employees are primarily dra wn to monetary compensation, such comprehensive rewards will definitely not be the most cost-effective approach. (Rumpel and Medcof, 2006) Another noteworthy example of a distinctive style of compensation management is that of Netflix- a fortune 1000 company. Netflix has faced fierce competition from Apple and Amazon in its early stages and has managed to stay afloat due its talented employees. Contrary to the companies focussing on developing compensation strategies, the founder of Netflix, Reed Hastings, has successfully inculcated the culture of freedom and responsibility where in the company adopted some unique employment practices that were meant to attract, retain, and motivate employees. Among these practices was an unconventional compensation system features such as exorbitant salaries, unlimited vacations and allowing employees to structure their own compensation packages .Most companies provide compensation packages with a predetermined combination of cash and equity-ba sed awards, but Netflix allowed its employees to request their own combination of preferences. In return Netflix expected employees to have ultra high performances. Therefore Netflix managed to retain the best talent by giving employees a choice on their compensation requirements. In line with this aggressive policy Netflix would let go of employees who failed to perform with high severance packages. ( Conlin,2007) Conclusion Compensation is an important and powerful tool used by organisations to influence motivate, retain and recruit employees. When the compensation strategy is in tune with organisational strategy and developed after understanding of employee needs, there can be far reaching benefits. A suite of benefits built to cater to globalized and diverse work force is key to the organisations in the 21st century. Given the nature of the industry selected for discussion in this paper, High Technology, where highly skilled human resource is critical, compensation plays a key role in reducing employee turnover. In our exploration of various literatures for the best practises of compensation programs, we found that each organisation identified specific strategies based upon their business goals and employee needs and organisation environment. The importance of using a best -fit strategy instead of best-practise strategy is clear.
Friday, May 15, 2020
Biodiversity is one of many areas impacted by climate change. Species and ecosystem modeling has shown that there are potential changes that can occur certain key biodiversity sectors (McMahon et al., 2011). Researchers have created analysis on how changes in climate and levels of CO2 can impact different structures of vegetation and their function, including productivity in growth (Scheiter Higgins, 2008), ecosystem-based adaptation approaches and conservation plans (Cowling Egoh, 2007). There are quite the range of species in South Africa including ones that are rare and it is difficult to apply these models in order to assess the situation, which makes it unique to other areas. An important note is that any polices that are to be created and implemented are to be created in such a way that will allow for effective integration, which calls for appropriate planning of land use and infrastructure, along with proper investment decisions that are created to the needs of the area that they are looking at. This increases the trouble behind the entire process making it timely and costly The South African Long-term adaptation scenarios (LTAS) indicates that the scenarios involving potential outcomes for 2050 showing minor impacts on majority of biomes. The grasslands biome is most likely to be under the most threat for structural change, largely because of woody vegetation could intrude onto the area. Increases of CO2 in the atmosphere and the rising temperatures are theShow MoreRelatedClimate Change And Its Impacts On The Environment935 Words Ã |Ã 4 Pagesterms of the environment. 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Wednesday, May 6, 2020
The Thieves Who CouldnÃ¢â¬â¢t Help Sneezing There is one main character in this story, Hubert. We barely get any description of the physical features of Hubert; however what we do find out is: he is a fourteen year old boy, a Ã¢â¬ËyeomanÃ¢â¬â¢s sonÃ¢â¬â¢ with a horse named Jerry. All of them resided in Wessex. Ã¢â¬ËA man darted from the thicketÃ¢â¬â¢ Ã¢â¬ËAnother manÃ¢â¬â¢ Ã¢â¬ËAnd AnotherÃ¢â¬â¢ These three quotes; all from the same paragraph tell us that there are in total three robbers. Yet again there is very little detail about any of the three robbers; two descriptions of the few criminals there states that their faces are Ã¢â¬Ëartificially blackenedÃ¢â¬â¢, and at least one of them had a, Ã¢â¬Ëdeep voiceÃ¢â¬â¢. In the whole of the short story there is possibly twenty-sixÃ¢â¬ ¦show more contentÃ¢â¬ ¦ItÃ¢â¬â¢s dark and deserted, therefore minimal chance of the robbers getting caught. The only details we get of the mansion is how large it is with, Ã¢â¬Å"flanking wings, gables and towersÃ¢â¬ , also written is how Hubert can see battlements and, chimneys, Ã¢â¬Å"against the starsÃ¢â¬ . This is a far-fetched, slightly unrealistic, short story where good prevails in the end. Hubert and his horse Jerry get attacked on their way home from a Ã¢â¬Å"small townÃ¢â¬ , which was, Ã¢â¬Å"several milesÃ¢â¬ from his home. It was at that moment in the most likely of places that Hubert gets bound up and the unknown robbers take Jerry. By some lucky co-incidence Hubert was able to retrieve his legs from the bonds, and is then capable of walking freely. Even though Hubert was lost in the area he stumbled upon a mansion in the dark wooded area. Entering the place he found a banquet arranged on a long table, but no one was there eating the various foods. Strangely Hubert heard a deep voice similar to that of one of the robbers. Ensuring they did not see him, Hubert hid beneath the table and witnessed the robberÃ¢â¬â¢s hide in a closet. When the inhabitants and guests to the mansion arrive back, Hubert quickly decides to hide himself in a dark corner of the porch and wait until they are all back inside before kicking the door to get their attention. Hubert explained his situation to, but
Tuesday, May 5, 2020
According to many skilled dancers, knowledgeable critics, and essential lovers of ballet, Gelsey Kirkland is one of the most well-known and admired American ballerinas of our time. She was born on the 29th of December in 1952, in Bethlehem, Pennsylvania, to Jack Kirkland and Nancy Hoadley. Her father Jack was a play writer, known for his production, Tobacco Road. During the making of Tobacco Road, he met his fifth wife Nancy, who played one of the leading roles for the production. The couple married and began living together on the outskirts of New York before entertaining the idea of raising their family on a farm in Pennsylvania, GelseyÃ¢â¬â¢s birthplace. Due to JackÃ¢â¬â¢s previous marriages, he had a large extended family that lived on the farm with them, which made for a very busy and rather chaotic household. Within this extended family, Gelsey had an older sister Johnna, a younger brother Marshall, a half-brother Christopher, and two half-sisters Robin and Patricia. Ã¢â¬Å"For a good number of KirklandÃ¢â¬â¢s early years, approximately from the age of two, she remained speechless to the point where her family began to consider her a mute. Although this was later found out to be false during an incident in which she cried out in the desire for a relative to remain at the farm longer, this set the precedent for KirklandÃ¢â¬â¢s life of making a career out of being Ã¢â¬Ëseen but not heard. Ã¢â¬â¢Ã¢â¬ Around the age of four, GelseyÃ¢â¬â¢s fatherÃ¢â¬â¢s involvement in lavish spending and deteriorating wealth, which accumulated from his famous playwrights, caused the family to give up the farm and relocate to Manhattan, in Central Park West. As the familyÃ¢â¬â¢s funds continued to dissipate, they moved to three different apartments, ultimately taking a toll on the man in charge of the household, Jack. Eventually, personal problems began to take a toll on the entire family, Gelsey especially, as her father became an alcoholic, which caused him to suffer from a total of five heart attacks. After watching her fatherÃ¢â¬â¢s downward spiral, Gelsey rebelled in the way that had been most familiar for her: not saying a word. Appropriate for this unhealthy environment Gelsey and her family had been placed in, her mother enrolled her in ballet classes at the age of eight, which caused her to follow in the footsteps of her older sister Johnna. At this time, GelseyÃ¢â¬â¢s mother simply saw ballet as a safe activity for her and did not envision it as the extravagant career it later turned out to be. Nevertheless, she was the one to take Gelsey to her first audition at The School of American Ballet at Lincoln Center, the official training academy of the New York City Ballet, which was established in 1934 by legendary choreographer George Balanchine and philanthropist Lincoln Kirstein as the first and the most essential step in their quest to create an American classical ballet company. Ã¢â¬ This opportunity eventually placed her in the first division of the academy. Therefore, Gelsey became involved in dance at a very young age. However, she was not always the extremely gifted and talented dancer she is known as today, which is what makes her such a unique, hardworking dancer. In fact, in the beginning, her sister Johnna was a far better dancer than she was. Gelsey was not born an amazing dancer, but instead worked to obtain the talent and ability she came to possess later on in her life. As a whole, her struggle to become a good dancer foreshadows the obstacles she faced later in life. Her dedication and determination from the very beginning was most recognized when she began taking extra ballet classes and even quit high school in order to turn her focus towards perfecting her ballet technique. Thus, she was invited by George Balanchine to join the New York City Ballet when she was fifteen years old in 1968, indicating the beginning of her career as an established ballet dancer. Balanchine, regarded as the primary contemporary choreographer in the world of ballet, was the choreographic discovery of Sergei Diaghilev, noted for his irreplaceable training and distinctive choreography in abstract ballets. Gelsey quickly became a personal favorite of Balanchine, and upon acknowledgment for her amazing talent, she was promoted to soloist in 1969 and principal dancer in 1972. Throughout these years, she danced the lead role in BalanchineÃ¢â¬â¢s revival of The Firebird, which he choreographed specifically for her, John CliffordÃ¢â¬â¢s Reveries, in which she appeared alongside her sister, and Jerome RobbinÃ¢â¬â¢s Goldberg Variations. The fact that Balanchine created the choreography for The Firebird exclusively for Gelsey embodies the close relationship between the two. In 1972, Gelsey went on a tour through Russia with the New York City Ballet, where renowned Russian American dancer Mikhail Baryshnikov first noticed her. Two years later, she left the New York City Ballet when Baryshnikov sought her out to join the American Ballet Theatre, where she performed as his partner in Giselle, Sleeping Beauty, Romeo and Juliet, and The Nutcracker, which is her most important and celebrated role. Gelsey at first refused this role, and Marianna Tcherkassky ended up dancing the role of Clara in the Washington D. C. premiere of the production at the Kennedy Center for the Performing Arts on December 21, 1976, but she finally did the role afterwards, and danced it in the television version. It was first telecast by CBS as a Christmas season special the next year on December 16, 1977. Believed to be their finest work together, she and Baryshnikov both danced beautifully and superhumanly, and Gelsey impressed the audience by performing just as well as her more famous partner. Ã¢â¬Å"Many people consider The Nutcracker to be their finest work together, and Kirklands portrayal of Clara the most memorable of all her works. Ã¢â¬ Gelsey spent many years dancing alongside Baryshnikov before he left the company to return to the New York City Ballet, following in the footsteps of Balanchine, which left Gelsey with a new partner, Patrick Bissel. This new relationship sent her career, as well as personal life, into complete deterioration. Up to this point, with the unhappiness and stress associated with obtaining the ideal body of a ballerina, she had already gone through several plastic surgeries. Ã¢â¬Å"Bissel introduced her to cocaine, leading into another life-threatening condition of anorexia. Yet Kirkland and Bissel were attracted to each other and began to form a romantic relationship solely based on drugs and sex. Their antics caused them to be fired from the ABT, though later they were rehired. Just within these few short years, in 1984, KirklandÃ¢â¬â¢s career came to a dramatic halt when she finally collapsed due to what was labeled as nervous exhaustion and potassium deficiency. Through this, Kirkland was forced to leave the ABT and dancing in general. Ã¢â¬ During this otherwise unfortunate phase in her life, Gelsey Kirkland met and fell in love with her husband, Greg Lawrence, who was also a former cocaine user. After taking a substantial amount of time off, along with the growing support from her relationship with Lawrence, she made one last return to the stage in a debut of her former partner BaryshnikovÃ¢â¬â¢s version of The Nutcracker, the role she was most known for. The fact that when Gelsey decided to perform this role as her last return to the stage represents that it will always be an important part of her career and life. Her return to the stage ended up not being her last, but instead was such a hit that she was asked to appear with the Royal Ballet in a Command Performance for Queen Elizabeth II in 1986. Following this reintroduction back into public interest, Gelsey and her husband collaborated in writing one of three autobiographies. The first autobiography, published in 1986, is entitled Dancing on My Grave, which describes all of the obstacles she dealt with in her life, beginning from her early life and her entrance into the world of dance, continuing onto her life of drug abuse and obsession with body appearance. It is a raw, natural testament to self-mutilation beginning with the treacherous, overworked ballet feet to the obsessive pursuit of the ballet body. In this autobiography, Gelsey herself states, Ã¢â¬Å"I have already seen my grave, my birth place as a ballerina and an artist. Though this season may be my last, the steps continue after the body has been stilled. The dance goes on forever. So shall I. So shall we. Let that be my epitaph, my prayer, my final gesture. Ã¢â¬ Published four years later, her second autobiography, The Shape of Love: The Story of Dancing on My Grave Continues, dealt with her move to England to dance with the Royal Ballet, and then her return to the American Ballet Theatre with a clean slate and a renewed outlook on life. After returning to the United States and the American Ballet Theatre, Gelsey and her husband published one more book, The Little Ballerina and Her Dancing Horse, in 1993. Gelsey eventually divorced Lawrence, and in 1997, married Michael Chernov, a former dancer, actor, and theater director, who also danced with the American Ballet Theatre. Gelsey retired from performing, and transitioned into a ballet instructor, teaching and coaching at places such as the American Ballet Theatre, The Royal Ballet School, English National Ballet, The Australian Ballet, Adelphi University, the Victorian College of the Arts, and Steps on Broadway, an internationally recognized dance studio in New York. Nevertheless, with Chernov and the American Ballet TheatreÃ¢â¬â¢s artistic director Kevin McKenzie, Gelsey choreographed a new production of Tchaikovskys The Sleeping Beauty, in which, after more than twenty years of not being on stage, she danced the role of Carabosse, the Wicked Fairy. In 2006, she was awarded the Dance Magazine Award, and when asked in an interview what life lessons ballet has taught her, she said, Ã¢â¬Å"Good work comes with team effort, not in isolation. Searching for truth in movement, finding the intention behind movement is essential, like it is in life. The pride of worldly success will not bring any lasting peace and can quite easily destroy a persons soul. Anything exceptional requires great struggle. That the necessity in ballet to apply strict boundaries in order to attain freedom can be a starting point for finding a similar truth in everyday life. Ã¢â¬ In 2010, Gelsey opened the Gelsey Kirkland Academy of Classical Ballet with Chernov. The academys mission is Ã¢â¬Å"to encourage dramatic storytelling in ballet by providing specialized training for gifted students and by establishing a classically-oriented studio company capable of creating new dramatic works. Ã¢â¬ The training syllabus is based on traditional Russian, Danish, and French techniques, incorporating kinesthetic and remedial practices, all guided by proven scientific methodology. According to Gelsey, her teaching philosophy is that Ã¢â¬Å"the meaning of ballet was to be found in the development of a theme, in the relation of the compositional parts to the whole. Ã¢â¬ The accomplishment and prestige of founding of her own academy and studio company represents her redemption in the world of ballet. It shows her unconditional love for the art of ballet and her refusal to let her passion for ballet disappear. Part of what makes Gelsey Kirkland such a distinguished and interesting ballerina is the conflicts she experienced, both physically and emotionally throughout her life and career. Similar to Anna Pavlova, the most famous ballerina of the twentieth century, Gelsey had to work very hard to become the amazing dancer she was. Her perseverance as a dancer can also be seen through the struggle she went through to survive the trials of love affairs, drug abuse, and eating disorders. Nevertheless, the fact that she overcame these obstacles and placed no boundaries to the potential of her own success is what makes her such a strong and admired ballerina is. From the experience she has dancing with some of the most prestigious ballet companies in the world to the accomplishment of founding her very own dance company, Gelsey Kirkland will continue to be one of the most amazing American ballerinas of our time.
Sunday, April 12, 2020
Tuesday, March 10, 2020
The Top 14 'Miracle on 34th Street' Quotes Do you remember the most memorable quotes from Miracle on 34th Street? If you grew up watching thisÃ feel-good 1947 Christmas classic, as many people did, you no doubt have retained the basic plotline of the film. Or, you may be familiar with the 1994Ã theatrical remake. Edmund Gwenn stars, in an outstanding performance, as Kris Kringle- the benevolent Santa Claus. Christmas time, however, has become a commercial racket where shoppers try to get the best deals and stores outdo each other in attracting consumers. This movie spins that a bit and brings a whole lot of fun and entertainment. But, over time, the most touchingÃ lines in the film may have escaped your memory, unless youre a particularly die-hard fan. Relive the film, and your childhood, with these Miracle on 34th Street quotes. Faith, Commercialism, and Santa on 34th Street Kris KringleOh, Christmas isnt just a day, its a frame of mind... and thats whats been changing. Thats why Im glad Im here, maybe I can do something about it. Fred GaileyLook Doris, someday youre going to find that your way of facing this realistic world just doesnt work. And when you do, dont overlook those lovely intangibles. Youll discover those are the only things that are worthwhile. Susan WalkerI believe... I believe... Its silly, but I believe. Susan WalkerIf youre really Santa Claus, you can get it for me. And if you cant, youre only a nice man with a white beard, like mother says. Fred GaileyAll my life Ive wondered something, and nows my chance to find out. Im going to find the answer to a question thats puzzled the world for centuries. Does Santa Claus sleep with his whiskers outside or in? Kris KringleNow wait a minute, Susie. Just because every child cant get his wish that doesnt mean there isnt a Santa Claus. Susan WalkerYou mean its like, If at first you dont succeed, try, try again. Kris KringleTo market, to market, to buy a fat pig! Home again, home again, jiggety-jig. To market, to market, to buy a fat hog! Home again, home again, jiggety... Doris WalkerFaith is believing in things when common sense tells you not to. Doris WalkerSusan, I speak French, but that does not make me Joan of Arc. Doris WalkerAnd by filling them full of fairy tales they grow up considering life a fantasy instead of reality. Mr. ShellhammerI just know that with that man on the throne my department will sell more toys than it ever has. I just feel it. AlfredThere is a lot of bad isms floating around this world and one of the worst is commercialism. Charles HalloranAll right, you go back and tell them that the New York State Supreme Court rules theres no Santa Claus. Its all over the papers. The kids read it and they dont hang up their stockings.
Sunday, February 23, 2020
Computer Game Improves the Motivation of Learning Mathematics - Research Paper Example According to Azevedo, mathematics or math games are fun activities. They usually encourage motivation, call for deep thinking, require both chance and skills, and provide multiple approaches to problem-solving. These games implement certain mathematical strategies and skills by leveraging the natural inclination of the student to play. The games can either be played by an individual, a small or large group; it can be cooperative and/or competitive. Mathematical games have been proved to have some rewarding impacts to students. Azevedo argues that games are usually part of after-school activities. Math games can provide the students with suitable contexts for developing both socially and mathematically. In addition, Shin, Sutherland, Norris & Soloway affirm that students can explore and discuss new strategies with their peers and use these strategies to solve and calculate mathematical problems. Furthermore, math games allow the students to participate at a level of their choice and b uild on their knowledge and understanding. There exists limited empirical literature that supports the hypothesis with most of those advocating for the technique being the game developers and investors, which makes the supporting results relatively biased.There have been many studies showing how computer games find their place at the elementary school class and students. In order to support the hypothesis that computer games improve motivation in learning mathematics in elementary school, four studies from different sources are considered.