Argument About Legalization Of Prostitution - 1507 Words

Tatum Kirk Research essay viewpoint Legalization of Prostitution Prostitution is the act or practice of engaging in sexual intercourse for money (dictionary.com). There are 40 to 42 million prostitutes in the world; 3 quarters of this group range between the ages 13 to 25. With about a 80% being women, and 20% being male. About 1 million of those live in the United States (businessinsider.com). Most of the women are forced into this job, because it is so unregulated. Some women chose to do this voluntarily but need business help from â€Å"pimps† (a man who controls prostitutes and arranges clients for them, taking part of their earnings in return). Because prostitution is illegal, people can’t report when someone decides to not pay†¦show more content†¦Under Federal law, the importation of people for the purposes of prostitution is illegal and considered a form of human trafficking prohibited by federal code and the 13th Amendment of US Constitution. When someone prostitutes his or herself, it is a misdemeanor charge for both the provider and client; Most acts that promote prostitution, however, such as pimping and pandering, are treated as felonies. Where underage prostitutes are involved, the penalties are considerably stiffer, and it is no defense for the pimp or panderer that he or she believed that the minor was of age. This practice isn t illegal everywhere, prostitution is completely legal in Austria. Prostitutes are required to register, undergo periodic health examinations, be 19 years old or older, and pay taxes; in Brazil prostitution in itself is legal, but pimping is considered a crime, it is the same situations in many other countries including Colombia (scoopwhoop.com/). In some countries they have what is called a ‘ŕed-light district’, and area containing brothels, strip clubs, and other sex businesses. This allows for countries so maintain sex businesses but not restricting them as a whole. A large amount of countries are legalizing prostitution but limiting it to be able to maintain, but not completely restrict sex businesses. Prostitution is like no other job, it is

International Business Machines ( Ibm ) - 1440 Words

International Business Machines (IBM) is the top provider of computer products and services which is also known as Big Blue. IBM was incorporated in the state of New York on June 16, 1911 as the Computing- Tabulating- Recording Company (C-T-R). In 1900 The International Time Recording Company (ITR) was formed and in 1901 the Computing Scale Company of America was incorporated, these two businesses were two of the three chief components of C-T-R a decade later. ITR expanded its original manufacturing facilities, and built a modern factory in Endicott, New York, on the site of what later became an International Business Machine- IBM. IBM manufactures and sells computer hardware and software, offers infrastructure services, hosting services,†¦show more content†¦IBM holds more patents than any other U.S. based Technology Company and has research laboratories worldwide. The company has scientists, engineers, consultants, and sales professionals and employees have earned Nobel Pr izes, National Medals of Technology, and National Medals of Science. Some of IBM competitors are: BMC Software, Inc., CA, Inc., Cisco Systems, Inc., Dell Inc., EMC Corporation, General Electric Company, Hewlett-Packard Company, Intel Corporation, Lexmark International, Inc., and Microsoft Corporation. IBM manages its extensive operations in segments, which are: Global Technology Services and

Trends in the Global Business Environment †MyAssignmenthelp.com

Question: Discuss about the Trends in the Global Business Environment. Answer: Introduction The following piece of essay focuses on the different issues of the contemporary business environment. The business environment in the modern day is indeed very much complex and it demands the interference of the higher level managers. The business organizations in the contemporary times focus around the improvement of their performance in the best ways. This is why they need to engage in the collaboration with all the employees. It is indeed very definite that the challenging business environment demands for better performance from all the departments and their employees. If they engage in conflicts with another, this will be very much problematic. So, it is better that the employees begin to collaborate with each other in their workplaces to bring in the best results for the organization. The departments must connect with each other to address the complexities and find out a better way. The organizations have greatly understood the fact that they have to work with one another in or der to survive in the contemporary challenges in the business environments. In this section, a mini literature review will be conducted in order to discuss the collaboration design in the workplaces. The article chosen here for the discussion is Collaborative Overload published in the Harvard Business Review in the year 2016 written by Rob Cross, Reb Rebele and Adam Grant (Cross, Rebele and Grant 2016). In this section the different issues will be discussed in terms of collaborative practice in the organizations. It has been mentioned in the article that collaborative designs in the contemporary times have been increasing every day. The connectivity between the departments is gradually going up all the time. This has been a major issue in the organizational success (Kaufman and Guerra-Lopez 2013). The managers and the employees need to work together to gain the competitive advantage over their business competitors. It has been seen over the past few decades that the employees do not have much time to work on their assignments as they have to do many things i n their office hours like checking the emails, taking part in the meetings and many more things. This has been a very important part for the employees since they do not how to cope up with these issues in the workplaces. This results in the job burnout and many more severe problems (Cross, Rebele and Grant 2016). Another issue in this scenario is the fact that the organizations is the good results of the collaboration in the organizations. The employees are most times willing to assists their co-employees to reduce the stress on them. This is indeed very much effective for them since they get stressed after going through huge workload (Lee and Bonk 2014). This is why the organizations need to provide the scopes for collaboration among the employees in different contexts. If the employees help each other in difficult scenarios, their teamwork will increase and cross cultural conflicts will be reduced to an extent. The role of collaboration in the workplaces is growing all the more. If the team members collaborate with all other members, the integrated team performance will surely be increased. There are some resources from the perspective of collaboration (Lee and Bonk 2014). These are informational, social and personal. These three types of resources refer to the individual expertise and skil ls, social awareness after getting involved in a brand network and the time and energy of the team members. (Cross, Rebele and Grant 2016). The works of the employees would go in vain if the team members do not applaud it. The case of a blue chip professional services firm has been provided in this set of the article to have a view on the collaborative practices in the workplace (Cross, Rebele and Grant 2016). The aspect of the behavioral change has been noted in this article also to show the impact on the overburdened employees. The stress of the employees has to be reduced in order to get the best kind of performance from them. The organizational behavior has to be changed as well in order to maintain the integrity of the employees in the workplaces (Robbins and Judge 2012). They have to answer to the incoming queries of the customers and the managers had eliminated the meetings for some time so the employees could focus on their individual skills and provide the best efforts for the organization indeed (Robbins and Judge 2012). The structural changes will have to be included in the organizations to see what changes in the behavior could be seen. Some key questions have been identified in this discourse regarding the subject of the article. What structural changes should be incurred into the organizations for collaboration? Can stress and job burnout be reduced by the collaborative overload? How can the resources be used for betterment of performance among the employees? How can technology be utilized in collaboration in the workplaces? It has been a very complex thing to understand the competitive business environment in the modern times. The organizations always need to slow down and show some efforts to make the changes in their structures. As the employee burnout and stress is very much on the rise in the contemporary times, the organizations would need to shift their focus on different things like adopting the collaboration in their organizational framework (Ashkenas et al. 2015). The managers in the leading organizations have to understand that too much stress on the employees could lower their performance to a new level. They should imply the collaborative practice into the organizations because if they engage more brains into a project, it will be completed faster with more creativity. The front-line workers in the organizations should be used to meet the organizational objectives. This will also result in the organizational success in the future. The HR activities will play the major role in redesigning the organizational structures (Ashkenas et al. 2015) The managers have to look into the major problems and find out the best ways in which the problems could be solved with effective decision making power of the concerned employees. The organizations must go on to gain the competitive advantage with these steps from the managers. The workload of the employees should be reduced but at the same time organizational success has to be earned as well. One of the major challenges in the modern business environment is the job burnout and stress of the employees. The organizations have to handle it in the best possible ways so they can retain the employees. The employee turnover and burnout have become real risks in the contemporary management so they need to find some ways to mitigate this (Beheshtifar and Omidvar 2013). The various issues like attending numerous phone calls in a day, answering the emails and participating in the meetings have become huge issues. The research on the various organizations has explored that the employees are not able to give their best efforts due too much pressure in their workplaces. This is why they will need to shift their focus on collaborating with other employees in their departments (Beheshtifar and Omidvar 2013) The employees should be able to work with value-added co-operations with one another in order to do what is best to gain the competitive advantage. When the employees are worth of providing assistance to their co-workers it should not be a big problem for them as well. The importance of collaborative working is increasing to minimize the workload from the shoulders of the stressed out employees. Hopefully, the employees would be able to perform better if their stress is reduced. This question deals about the different resources that are needed for the collaborative work in the organizations. There are three different types of resources in the organizations so they need to imply all of them in the equal ways (Melton and Hartline 2013) These three different resources are informational, social and personal resources. The informational resources of the employees signify the skills and capabilities that they have to complete the projects. They should be adept in completing the projects effectively. The social resources mean the awareness of the employees about the projects and the position that he holds in the distributive network in the organization (Melton and Hartline 2013) This can be used as a resource for collaborating with one another in a better method. This will probably erase the cross cultural conflicts in the organizations as well. The personal resources are the energy and time of the individual employees (Melton and Hartline 2013). These factors do not work in the same way for everyone. So, the employees should always work as a team. The inefficiencies of one team member should be covered up by the others. This should really be helpful indeed. The personal resources cannot be shared but they can be utilized when the employees work as a team in the collaborative method (Melton and Hartline 2013) The time one project takes to be completed will obviously depend on the infinite energy of the employees. Technology is a very important aspect in terms of the organizational procedures. The organizations should utilize the technology for achieving the business objectives (Worthington 2012) In the modern context of the digital disruption, the organizations might go on to rely on all the latest technological updates. The use of technology is very much influential in order to improve the capacity of the workforce. The employees should be trained to work with collaboration and produce the best results for the organization indeed. The knowledge of the employees regarding the use of technology should be turned into action when they will use the technology for the betterment of the business performance (Worthington 2012). The employees should work together and use the current technological devices to provide the information faster. These things would indeed very important for the organization to better their service to the customers. The employees can use various social media tools and collabo rate to build up new strategies for the expansion of their markets (Worthington 2012) The technological solutions should be based on the knowledge of the employees and how they can work together. The smooth flow of the work should be enough to bring the organizational success. Conclusion This paper can be concluded by saying that collaborative overload has been a menacing component in the modern global business environment. The selected journal has been analyzed and the literature review has been given on this journal. The four key questions have been found in order to to highlight on the components on this journal even more. These four questions have been discussed and important information has been provided regarding this topic. Thus it can be said that issues and challenges related to collaborative workload has been discussed in this paper with much analysis. References Ashkenas, R., Ulrich, D., Jick, T. and Kerr, S., 2015.The boundaryless organization: Breaking the chains of organizational structure. John Wiley Sons. Beheshtifar, M. and Omidvar, A.R., 2013. Causes to create job burnout in organizations.International Journal of Academic Research in Business and Social Sciences,3(6), p.107. Cross, R., Rebele, R. and Grant, A., 2016. Collaborative overload.Harvard Business Review,94(1), p.16. Melton, H.L. and Hartline, M.D., 2013. Employee collaboration, learning orientation, and new service development performance.Journal of Service Research,16(1), pp.67-81. Worthington, J., 2012.Reinventing the workplace. Routledge. Trends in the Global Business Environment – Myassignmenthelp.Com Question: Discuss About The Global Trends In The Business Environment? Answer: Introducation Heidi Gardner in her article When Senior Managers Wont Collaborate has shown a very different approach towards facing the conundrum in modern professional services firms. Problems for these firms have increasingly become more complex with the advancements of their clients. To handle this situation the top-tier firms have created less practice areas and encouraged partners into specialization. The collective expertise has spread across boundaries to people, places and practice groups, and this is the only way to address the complex issues of the clients. Gardner has found that if this course is taken then firms start earning higher margins, gain a competitive edge in the markets and inspire client loyalty. However, for the professionals financial advantages of this cooperation ensue slowly and the other benefits are difficult to quantify. It makes the decision difficult that whether this kind of investment in cooperative learning would pay off or not. This kind of collaborations are h ard and different from the simple assemblies and interconnected project. This sort of true multidisciplinary collaboration asks from people to link their ideas and expertise and mold those according to the needs of the clients so that the result comes out bigger than the accumulated knowledge of the participants. Improved understanding from professionals and decrease in barriers to collaboration by firms would increase the benefit level largely. Gardner has carried out a decade spanning quantitative analyses of the financial and time sheet records of three international law firms and an accounting firm, case studies related to professional services incumbent and new entries, and some surveys and interviews of professionals across a wide range of sectors. Her findings display the benefits of collaboration playing out. Her article goes on to explain the individual and firm wise benefits of collaboration, even what the barriers in this way are and how to overcome them to reach to the b enefits sooner and not pressurize the employees in any way. She has added recommendations on how to successfully implement this approach and how the leaders in an organization can be of help (Gardner 2015). Going through the article, readers would come up with some questions of their own of which they would require some answer. The first one is: What is collaboration? Collaboration happens when a team of learning masters fuse their individual capacity remembering the true objective to pass on bewildering comes about on complex issues, normally extending after some time and across discrete projects as they recognize new procedures and begin empower engagements (Huxham and Vangen 2013). Despite showing their capacity, these professionals ought to moreover enable, incite, to enable and adjust each other. Thusly, collaboration is not exactly the same as irrelevant assembly (where authorities fundamentally contribute their piece and someone pulls inputs together) or essentially back to back, dependent work (where a lawful counselor develops others prior work of others and hands his work over to the accompanying partner) (Gardner 2015). Regardless of the way that it may exclude opposite working, collaboration requires repeated or advancing associations, to allow the generative recombination of different people's information, perspectives and bent (Adner , Oxley and Silverman 2013). The aftereffect of collaboration is something beyond the total of taking an intrigue partners' unique data. Collaboration is routinely mixed up for cross-selling, yet they are remarkable. Unadulterated cross-selling happens when partner A familiarizes partner B with his own specific client, so B can give additional services. In spite of the way that A may give some level of oversight to ensure that her client is content with Bs work, she is likely not going to get significantly connected with the substance. Then again, collaboration incorporates aces working substantively together to pass on a project, rather than authorities working autonomously in their punitive silos (Nicolini, Mengis and Swan 2012). The second question that would arise is: How to manage dynamic collaborative arrangements? Collaboration begins with finding the right ace who has both proportional data and a capacity to participate in joint working and the two perspectives twist up obviously harder to find in firms that develop rapidly (Gardner 2015). As one partner in a worldwide firm related that he used to know enough about his partners' work that it would take him only a solitary or perhaps two phone calls to discover even the most subtle dominance he required. Directly [after a movement of mergers], the firm has altogether more experts open, however finding them is exponentially trickier. Furthermore, people never again feel a comparative individual duty to each other that makes them meddle with their own specific inspiration to help on another partner's client. He detected that he anticipated that would organize or support, however before people would essentially settle on the best decision for each other. It ends up being essentially more troublesome once the pertinent parties have concentrated o n collaborating (Huxham and Vangen 2013). Traditional teams confined to deal with a specific issue or game plan typically have clear targets, a portrayed pioneer and a for the most part clear dynamic framework to empower smooth working. Strikingly, collaboration dynamically happens among peers who are experts in their own specific zones and have their own wellsprings of vitality and magnificence. Despite when the partner who has the client is apparently responsible for the engagement, associates need to normally develop errand portion and fundamental initiative benchmarks (Adner, Oxley and Silverman 2013). Likewise, these working blueprints must be reliably renegotiated, as partners who lead one engagement must surrender to their past enthusiasts on the accompanying. Reordering the status chain of significance may be clear on a major level, yet it is much of the time a troublesome, politically charged act. All in all, fusing exceedingly specific authority is mentally mind boggling a nd can create competition and battle when legitimate counsels have even to some degree misaligned goals (Lee, Olson and Trimi 2012). The third question arising from this article is: How to handle performance pressure? In the present hyper-forceful business environment, professional firms and their leaders go up against phenomenal pressure to pass on dominating results (Gardner 2015). Every single lawful advisor might need to assume that they use the challenges of a high-stakes client situation to shimmer, displaying their own specific and the firm's best capacities. Unimaginably, regardless, investigate exhibits that the pressure to perform exceedingly well drives people toward cut down risk choices, with defective outcomes. This - deplorably across the board - affect exhibits how performance pressure can be a twofold edged sword: disregarding the way that it drives people to build their attempts, they may in like manner unintentionally react in ways that are finally counterproductive (Christensen, Sutton and McIlwain 2015). Performance pressure happens when some person must pass on extraordinarily choice performance. Since their projects are so basic, those facing performance pressure all things considered have space plan savvy and resources anticipated that would complete the work; the bother is that they quit using these advantages enough. High stakes breed uneasiness among team people, their clients and their chiefs. Hence, performance pressure drives people to wind up danger reluctant. Rather than winding up more creative and looking for after best solutions for their client, teams under pressure start considering their issue something that can't be allowed to miss the mark. This mistake repugnance mentality drives them to choose courses of action that can be successfully upheld and to use showed procedures that are based on scarcely described performance targets. By definition, these outputs are less inventive in light of the way that novel game plans give off an impression of being risky. Additionally, individuals going up against performance pressure search for control, which cuts down their longing to team up - it feels more secure to complete the work oneself. Toge ther, these misleading effects of performance pressure can extraordinarily undermine the aggregate method (Katzenbach and Smith 2015). The fourth and final question that can be extracted from reading this article is: How to establish trust? We have all heard horrendousness stories about a decades-long client relationship risked by one mistake. The perils of incorporating another partner with one's own particular client are bona fide, and putting it all on the line to incorporate others requires two sorts of trust: relational and competence trust (Gardner 2015). "Relational trust" is just the capacity to make vulnerable against another person, for instance, the partner with whom one begins another collaboration. It rises up out of the eager bonds that interface relates and makes through shared experiences, corresponding revelation and demonstrates that individuals won't abuse each other. This trust gives professionals assurance that they can bring partners into their most regarded client associations without stress that the partner will display contact, take their client or undermine the client relationship by one means or another (Frederiksen 2014). "Competence-based trust? is the conviction that another individual is a ble, reliable, professional, especially masterminded and focused on his or her work. Right when professionals make shared competence trust, they will likely rely upon and use each other's data. The closer someone else's expertise is to one's own, the more adequately and unequivocally competence can be judged and trust set up. Right when professionals from different practices collaborate, regardless, they may at first need to interface diverse thought universes for example, new dialect, fluctuating doubts or new approaches that make it harder to trust each other's competence (Gardner 2017). Changes in the part - including firms' snappy advancement and internationalization, close by raised individual adaptability - make it more troublesome than whatever other time in late memory for the professionals to make shared trust, even inside a comparable firm. Internationalization moreover raises cross-social issues that position troubles to collaboration and building trust. Without conside r interventions to energize associations, arrange newcomers and develop trust in others' competence, partners may feel inadequate trust in their partners to take an interest in collaboration. All the more horrendous, failed tries at collaboration may butcher the longing to coordinate later on (Connelly et al. 2015). Literature Review In relation with the findings discussed in the main article by Heidi Garner, four questions were identified and discussed about. In context with the identified questions and their implications in the identified topic, four articles have been identified in relevance with the extracted questions. In this short literature review, these four articles are going to be discussed and summarized to establish their links with the core article. In context with the first question, collaboration has been identified as being a complicated process. It is considered by many as being a painful procedure, in which teams had to face a bad experience. In some cases hesitation has been seen in starting collaborative project, with the tension of making mistakes, failing to provide delivery on time or stealing credits for the success. However, Heidi Gardner, in another one of her article, Collaboration: Necessary, Not Evil, has termed collaboration to be necessary and worthwhile, just like in the core article. It is when professionals are attempting to deal with the present most personality boggling and multidisciplinary issues. From cyber security to global warming to innovation, there is a need of subject-matter experts who are significantly immersed in their own specific controls to fuse their novel bits of learning and handle their associations' and customers' most difficult issues, challenges that none of them could clarify alone. The benefits of collaboration may show up incredibly apparent, in any case they tend to assemble step by step. Curiously, people bear the fundamental threats and costs for all intents and purposes when they start endeavoring to team up. Little wins help to create communitarian vitality (Gardner 2017). In context with the second question, dynamic collaborative arrangements is a difficult thing to manage. In the core article, Gardner has discussed this process and how to benefit from it. In another article from Gardner, How to Capture Value from Collaboration, Especially If Youre Skeptical About It she collaborates with Herminia Ibarra and discusses how to capture value from such collaborative arrangements. The issues faced in collaborating, like inefficiency, low value and political dilemmas can be handled effectively by first clarifying what collaboration is and then gaining a firsthand experience of it in one or multiple collaborative projects. Seeing the value of collaboration alone can make a person put their effort as required for seeking out cross-disciplinary projects and develop the skills essential for collaborating effectively. Collaboration is a strategy for working that attracts and incorporates people outside one's formal control, affiliation, and expertise to satisfy shared goals. Understanding what collaboration is not is a fundamental bit of hinting at change at it. Collaboration is not a style, nor is it cross-selling. It might always not be the perfect answer, but it needs to be experienced. Contribution in projects is required, and work needs to be done on networking. The ultimate need is of being a good citizen and act strategically regarding what projects are to be taken on (Gardner and Ibarra 2017). With regards to the third question, collaborating participants often face issues with keeping up with the pressure of performing on projects. They experience the need of showing their value and skills in the projects, and proving themselves worthy of being in the project. Collaboration is a powerful competitive tool, especially in hands of seasoned collaborators. The pressure then comes of delivering quality and superior results. This pressure either drives teams to do well, making them put in high stakes and deliver exceptional results, or it puts extreme pressure which leads to suboptimal results. This directive of collaboration makes collaborators focus on avoiding failure instead of looking for true excellence, which ultimately ends up in anxiety and subpar results. Therefore performance pressure is a double-edged sword. It motivates people to ramp up their input, or it makes them inadvertently react to situations in a counterproductive way. In such situations, collaboration suff ers, professionals suffer and the whole organization goes into a downfall mode (Gardner 2016). In context with the fourth and final question, trust needs to be established in collaborative arrangements. By far most of us expect that if we have to change peoples mind, we need to change their rousing powers. Collaboration is as fundamental as it is problematic in this setting. Research attempts can't focus on applying the revelations of significant, restrict studies; they should mean a fundamentally more broad, more planned program. Collaboration doesn't become all-good effortlessly for a significant part of the most hoisted performers and the structure gives off an impression of being basically equipped against teamwork. The definitive stars have enormous independence over key work decisions. Collaboration centered at the right open entryways about constantly pays out, however just after people contribute vitality developing the essential associations and strategies. Numerous people and associations start the investment, however quit before watching the benefits. Handling inter nal sales data respects demonstrate people that insightful collaboration is not just a better than average to-have it's a key favored angle for getting market share. The key is to get people to trust in collaboration and its long term benefits. It is important that the participants are aware that their effort would be rewarding to them and the organization too. To make this happen, trust needs to be built (Gardner 2017). References Adner, R., Oxley, J.E. and Silverman, B.S. eds., 2013. Collaboration and competition in business ecosystems. InCollaboration and Competition in Business Ecosystems(p. iii). Emerald Group Publishing Limited. Christensen, W., Sutton, J. and McIlwain, D., 2015. Putting pressure on theories of choking: towards an expanded perspective on breakdown in skilled performance.Phenomenology and the Cognitive Sciences,14(2), pp.253-293. Connelly, B.L., Crook, T.R., Combs, J.G., Ketchen Jr, D.J. and Aguinis, H., 2015. Competence-and Integrity-Based Trust in Interorganizational Relationships: Which Matters More?.Journal of Management, p.0149206315596813. Frederiksen, M., 2014. Relational trust: Outline of a Bourdieusian theory of interpersonal trust.Journal of Trust Research,4(2), pp.167-192. Gardner, H. 2015.When Senior Managers Wont Collaborate. [online] Harvard Business Review. Available at: https://hbr.org/2015/03/when-senior-managers-wont-collaborate [Accessed 15 Aug. 2017]. Gardner, H. 2017.Collaboration: Necessary, Not Evil. [online] Chief Learning Officer - CLO Media. Available at: https://www.clomedia.com/2017/07/06/collaboration-necessary-not-evil/ [Accessed 15 Aug. 2017]. Gardner, H. 2017.How to Get People to Collaborate When You Dont Control Their Salary. [online] Harvard Business Review. Available at: https://hbr.org/2017/01/how-to-get-people-to-collaborate-when-you-dont-control-their-salary [Accessed 15 Aug. 2017]. Gardner, H. and Ibarra, H. 2017.How to Capture Value from Collaboration, Especially If Youre Skeptical About It. [online] Harvard Business Review. Available at: https://hbr.org/2017/05/how-to-capture-value-from-collaboration-especially-if-youre-skeptical-about-it [Accessed 15 Aug. 2017]. Gardner, H., 2016.Smart Collaboration: How Professionals and Their Firms Succeed by Breaking Down Silos. Harvard Business Review Press. Huxham, C. and Vangen, S., 2013.Managing to collaborate: The theory and practice of collaborative advantage. Routledge. Katzenbach, J.R. and Smith, D.K., 2015.The wisdom of teams: Creating the high-performance organization. Harvard Business Review Press. Lee, S.M., Olson, D.L. and Trimi, S., 2012. Co-innovation: convergenomics, collaboration, and co-creation for organizational values.Management Decision,50(5), pp.817-831. Nicolini, D., Mengis, J. and Swan, J., 2012. Understanding the role of objects in cross-disciplinary collaboration.Organization science,23(3), pp.612-629. visualization: Integrative opportunities.Journal of Computer Information Systems,44(2), pp.58-64.

Effective Communication For Managers †MyAssignmenthelp.com

Question: Discuss about the Effective Communication For Managers. Answer: Introduction In the present day scenario, it is important for the managers to inculcate several important managerial skills within him. It is only after he has started practicing the skill that he can implement it within his employees as well. There are many important qualities that manager must inculcate within himself-they are critical thinking, planning, coordinating, cooperating, following up, determined and also communication. Communication happens to be the most essential and basic managerial skill. Communication is the very key to management. If the communication does not take place freely and from both the ends then the entire process of communication remains incomplete. Effective communication is indeed a very useful tool. Being a manager, it must be his utmost priority to effectively communicate with all his employees. This will make the employees very free within the office environment (Shen Austin 2017). Theoretical concepts The ability of the manager to successfully communicate with their superiors, colleagues and other employees are important irrespective of the industry one works in (Austin et al., 2013). However, communication skills are very important for any manager to ensure their success (Dozier, Grunig Grunig, 2013). Thus, the top 10 communication skills that can help the managers to understand the present job market is as follows- Listening- to be a good communicator it is important to be a good listener first. Managers who are good listeners are always preferred more by others as they will listen to others as well. Thus, active listening skill plays an important role for the managers where they pay close attention to what the other person has to say. Non-verbal communication- body language, eye contact, hand gesture and the voice tone all pay an essential role in what an individual is trying to deliver. Thus, for a manager the tone should be relaxed, friendly and open stance where the other employees must feel that he is approachable and these non-verbal communication elements will influence others to express openly in front of the manager (Burgoon, Guerrero Floyd, 2016). Clarity and concision- a manager who are good communicators never say too little or way too much while communicating rather they just say as much as they need to. The best possible way is to convey messages in little words as possible. Clear and direct messages are important from the manager's side to be it on phone, in person or through emails. Friendliness- managers who have a friendly tone, personal questions or may be simply a smiling face can greatly encourage their coworkers to attract them in open and honest communication with their managers. Confidence- while interacting with the employees, managers must be confident while they are interacting with others. Thus, confidence in the managers makes the co-workers feel that the manager believes and will follow what he believes. Confidence is reflected through the managers eye contact while taking, firm and friendly tone (Davidson Stevens, 2012). Empathy- managers need to understand and respect the point of view of the employer, the co-worker or the followers. Thus, listening to others and respecting their point of view is important on the managers part. Open-mindedness- for a manager it is very important to have a flexible and open mind to be a good communicator. Thus, managers must be open to listening and honest when they are conversing with others. Respect- managers must show respect to other employees as well as to their ideas. To show respect managers should take the name of the worker, make eye contact while conversing and listen actively while conversing. Feedback- managers must have the skill so that they can properly give and take feedback from others. Feedback, however, is an important skill area for the managers. Managers, as well as the supervisors, should repeatedly search for different ways in which they can provide their co-workers with feedbacks that are constructive. Picking the right medium- the most important thing in communication by the managers is to have the knowledge where they can use the correct form of communication in the correct situation. There are few communication theories which can help the managers and the organization determine their culture of the organization. Thus, there are following four theories of communication- Critical theory- according to this theory the communication takes on the role where it can settle conflicts, avert problems between a set of individuals, motivating the employees so that they can do more and lastly, imparting direction that will unite the workforce under one goal (Baynes, 2013). Information theory- this theory mainly deals with the way information proceeds with as little mistake possible. Here communication mainly focuses on the massages so that they can be mended so that it cannot be modified. It, however, confirms the accuracy of the communication. Moreover, one can hold the recipient of the message as more responsible than the sender who is responsible for the final statement of the communication. Post-positive theory- this theory puts attention on messages intended to keep employees obeying the rules and then smoothly working altogether. The post-positive theory basically thinks that order is a natural condition in any company. Groupware theory- as technology advances there are high chances where old lines of the communication may get modified. Thus, staffs can communicate via computers, mobiles, and other technologically advanced devices so that the information's are spread in organizations ahead of the desire of the management. However, there can be situations where information's that are positive can also flow from one department to the other before themanagement can notify the stakeholders of the modifications in any policy or in any initiative (Leonardi, 2014). Implications of communication in effective management practices Communication is the main element to succeed as a human resource management (HRM) or as a manager. In HR communication has an effective part to play because HRM is solely based on the effective communication practices. However, an effective communication is the essential element for human resource leaders. However, communication must be in sync along with the managers; managers with its employees so that it can support the internal as well as the external service to the customers, manage alterations within the company and build the unity of the HR department (Bratton Gold, 2012). Thus, the benefits that the manager can bestow in the organization through practicing effective communication are as follows- Intradepartmental communication- this point says that HR managers must learn themselves to productively communicate with the companys workforce. However, they are also bounded to strengthen the lines of communication among the HR leaderships and HR staffs. When the communication is done through an HR manager effectively with their employees then they together portray as a team with a steady mission that can begin HRs integrity throughout the company (Gondal Shahbaz, 2012). Strategic Direction- the HR managers who are among the high-level ones usually communicate with the topmost managers. In a company that utilizes the HR department leadership as a guide to creating a productive and attentive workforce, the HR managers manifest partnerships with the topmost leaders so that they can develop the organization's strategic direction. However, if there is an inability in the communication with the executives then HR risks them as not becoming a member of the team who will be responsible for defining the company's strategic growth and functional applications of their strategic plan. Functional implementations- the expertise of an HR manager is frequently demonstrated via communicating their knowledge of their job along with their best practices and their professional vision for the department and the company all over. The benefit of effective communication is that the functional application is suitable for the strategic direction of the organization and that the HR employees evidently understand how to proceed forward under the guidance of HR manager. Effective leadership- effective communication benefits the leadership of the HR manager. HR managers those who are competent of empowering the administrators and managers in the areas like the first responders for staffs relations matters, alleviate HR employees to handle many of the routine problems that appear within the department itself. However, HR expands and delivers leadership training as well. Communication benefits risk management- apart from the above-mentioned benefits there are other benefits and they are that HR leaders minimize the organization's liability for inequitable employee practices. Communicating the company's policy on equal staff opportunities and justifying decisions of the employees with appropriate documentation is also another feature or benefit for effective communication within the organization. However, communicating the policies of the company to its various departmental employees so that they understand the organization's commitment towards fair and equal treatment, despite their sex, race, religion, and disability (Hopkin, 2017). However, communication is very much essential in effective management practices in an organization. Communication needs to travel in all directions throughout the organization like from managers to their employees, from the employees back to the managers and also in between the team members. An effective manager is the one who can be an active listener and encourages a surrounding where the employee gets to know each other and believes in one another's strengths, weaknesses and their styles of communication (Block, 2016). However, effective management is a skill, but still, it can be learned if some basic principles are followed. Therefore the following steps can help develop managers:- Selecting the appropriate employee Showing empathy Clear communication with the employees Managers must lead by examples Managers must know how to delegate work to their team members so that their teammates also get the chance to contribute to some important projects. Managers must be positive as well as constructive Managers must thank their employees as well as reward back them for good work Managers must look after the development of their employees; they have the patience to guide them for betterment. Motivating innovations Managers must have a flexible approach so that they can adopt with various types of employees and granting them the freedom to work in their own styles. As mentioned in the first part of the report, communication is one of the most important qualities that a leader must have. As the very name suggests, the manager is someone who has to manage all the affairs of an organization. Hence, communication naturally becomes a very important trait or a skill area of the manager. It is also a very well known fact, that all the employees who come to work in any and every organization, are from different cultural and social backgrounds. Hence, it often becomes very difficult for them to understand the different rules and regulations of the company. However, implementing proper principles of communication will definitely help to make the employees very much comfortable within the office environment (Mazzei , 2014). As a manager, it must be the first and foremost duty to see if his employees are happy and comfortable within the office and also to ensure that the employees clearly understand the exact reasons behind the rules and regulations of the company and why must they abide by them. An essential outcome of having a good communication skill helps in answering the question "why". In other words, the employees often suffer from several unanswered questions like why must they care about the company rules, why must they be hundred percent efficient in their work, why is it important to not take unnecessary leaves, why is it important to keep the important company information confidential etc. It is through this effective communication skills that a manager can solve all these questions. He can talk with all these employees individually and listen to all their concerns. Not only that, it is only through effective communication that he will be able to solve all the doubts and fears that the employees have. Another important outcome of implementing a good communication in the workplace is preventing the process from being a onetime event. Implementing proper communication skill at each and every level of the company will make this process a two-sided one. In other words , effective communication is one that always will have a positive outcome from both ends that is from the sender as well as from the receiver. In other words, if the manager is making any kind of announcement or is circulating any email among his employees, it is the sole duty of the employees to see and revert back to them as well. Getting a proper feedback from all the employees will ensure that the process of effective communication has been successful. Communication type Objective Medium frequency audience Owner Deliverable Inculcate effective speaking within the employees by introducing a project To initiate communication and enable the employees in giving up hesitation Face to face once Project Sponsor Stakeholde-rs Project team Project manager Agenda Meeting minutes Involving all the members in giving the project review To involve all the team mates and make communication a two way process Face to face Conference call As needed Project team Project manager Agenda Meeting minutes Taking report of the project individually from all the team mates To listen to and cater to all the problems of each and every employee Face to face interaction Personal meeting Daily Weekly monthly PMO Project manager Employee feedback Communicating with a friendly body language and gestures for imbibing positivity Helping to reduce the negative vibes from the employees, cheering them up with positivity and helping them to restore their confidence and productivity Face to face presentatio-n daily All the employees Project manager Project status report Another important outcome of implementing effective communication within the organization will also ensure that the employees are getting whatever is being communicated to them by their superiors or their managers. Apart from this, another important outcome of this effective communication will be to get the feedback from the employees (Holmes, Atherton Tweed 2014). If the managers are freely communicating with all their employees, it will make the employees feel very much wanted. It is only as a positive outcome of effective communication that the manager will ask for the active participation of the employees in any and every big or small decisions taking place within the organization. This will help the employees in knowing that they are very much valued within the organization. A sound and effective communication system will help in grooming the trust and confidence of the employees both within themselves and within the organization as well (Belsha et al., 2017). This will in turn help in increasing the productivity of the employees. Achievements Implementing effective communication within the organization will definitely have some positive achievements Building long-term relationship Offices are not only the place where people come for working; they also make friends in one's workplace. Apart from working hard, it is also very much essential for the employees to develop friendly relationships. Having a good trust and a long-standing relationship is very much essential for maintaining a healthy work atmosphere as well (Carr et al., 2016). Breeds trust It has been seen that the employees tend to open up more when they meet face to face than when they communicate through technological means. The groups that meet and talks face facing build up more trust and effective cooperation between themselves. Communication helps in using several friendly gestures and body languages as well ( Hashim 2015). These include a formal hug or a handshake or a pat on the back just in order to show respect and a token of friendliness, faith, respect, and understanding. These help in generating the feeling of positivity within the organization (Raina Roebuck 2016). Often there are several negative opinions and negative comments that the employees get to hear from their co-workers or even their superiors. These negative vibes often take away the positive mood from the employees. This negative vibe may render the entire day bad and ineffective. It is during this time, that a good and comfortable communication helps a lot. It helps in encouraging and motiv ating the employees a great deal. (Fan et al., 2015) Problem-solving skills Both effective communication and the problem-solving skills go hand in hand. It is often seen that some of the employees within an organization are hesitant in many affairs. They naturally look to their leaders or their managers for guidance and help. If the managers fail to talk freely with their employees then he is likely to lose the trust of his employees. He needs to freely engage in a conversation with all his staff and listen to all their doubts patiently (Vihakara 2014). He must also try his level best to make them speak and open up. He must encourage his employees not to stay quiet regarding their issues and problems. Communication is always the best tool to come put from shyness and open up freely in one's work environment. This will enable the manager to know about all the problems that his employees are facing in the workplace. Multigenerational relations It is a proven fact that in any and every work field, there will obviously be several areas of conflict. However, these conflicts can often arise between the employees due to o many reasons. It will be the duty of the manager to see to this and solve this problem. Good communication skills will definitely help the manager to easily manage this problem. It is only through communication that the manager can overcome such complicated situations and encourage his employees to give up the disputes between themselves and work peacefully. Maintaining industrial peace Communication will definitely help in solving all the disputes taking place between the employees. There are also several attitudes that can be used in an organization for getting the positive outcomes of effective communications. Often the employees suffer from some of their personal tensions as well. These personal problems mingled with the work pressure create a very bad impact on their mood and this, in turn, can affect their productive capacities as well. If the manager takes a good initiative and starts communicating with all his employees then it will really be very helpful. Sharing and opening up will definitely make the employees much relieved from their tensions and they will naturally be able to work with a cheered up mood. This, in turn, will enhance the productivity of all the employees and the entire operation of the organization will be running smoothly (Helfat Peteraf 2015). Conclusion Thereby it can be concluded from this paper that effective communication is very much important in each and every aspect of an organization. It is of utmost importance on part of a manager to imbibe this skill of effective communication within him. Among all the good qualities that a manager must contain, communication is one of them. Communication is the building block of a successful and well-functioning working organization. Though effective communication is not a very easy process to be implemented and followed within the first go, gradually kit must be started. A manager can himself start communicating with all his employees one by one. This will not only make him know all the doubts and complaints of his employees but it will also make the employees feel very much wanted. The managers will be able to win over the trust of his employees. This will assure the employees that they are valued within the organization. This will increase the self-confidence of the employees and conseq uently, their overall production will also be increased. References Austin, M. J., Regan, K., Gothard, S., Carnochan, S. (2013). Becoming a manager in nonprofit human service organizations: Making the transition from specialist to generalist.Administration in social work,37(4), 372-385. Baynes, K. (2013).Critical theory. Blackwell Publishing Ltd. Belsha, D., Urs, A., Attard, T., Thomson, M. (2017). Effectiveness of Double-balloon Enteroscopy-facilitated Polypectomy in Paediatric Patients With PEUTZ-Jeghers Syndrome.Journal of Pediatric Gastroenterology and Nutrition. Block, P. (2016).The empowered manager: Positive political skills at work. John Wiley Sons. Bratton, J., Gold, J. (2012).Human resource management: theory and practice. Palgrave Macmillan. Burgoon, J. K., Guerrero, L. K., Floyd, K. (2016).Nonverbal communication. Routledge. Carr, R. H., Montz, B., Maxfield, K., Hoekstra, S., Semmens, K., Goldman, E. (2016). Effectively Communicating Risk and Uncertainty to the Public: Assessing the National Weather Services Flood Forecast and Warning Tools.of Research on Human Factors in Contemporary Workforce Development(pp. 201-225). IGI Global. Davidson, B. I., Stevens, D. E. (2012). Can a code of ethics improve manager behavior and investor confidence? An experimental study.The Accounting Review,88(1), 51-74. Dozier, D. M., Grunig, L. A., Grunig, J. E. (2013).Manager's guide to excellence in public relations and communication management. Routledge. Fan, S. P., Liberman, Z., Keysar, B., Kinzler, K. D. (2015). The exposure advantage: Early exposure to a multilingual environment promotes effective communication.Psychological Science,26(7), 1090-1097. Gondal, U. H., Shahbaz, M. (2012). Interdepartmental communication increases organizational performance keeping HRM as a mediating variable.Journal of Asian Business Strategy,2(6), 127. Hashim, J. (2015). Information communication technology (ICT) adoption among SME owners in Malaysia.International Journal of Business and Information,2(2). Helfat, C. E., Peteraf, M. A. (2015). Managerial cognitive capabilities and the microfoundations of dynamic capabilities.Strategic Management Journal,36(6), 831-850. Holmes, J., Atherton, E., Tweed, C. (2014). Engaging stakeholders on complex, and potentially contested, science.The Safety Case for Deep Geological Disposal of Radioactive Waste: 2013 State of the Art. Hopkin, P. (2017).Fundamentals of risk management: understanding, evaluating and implementing effective risk management. Kogan Page Publishers. Leonardi, P. M. (2014). Social media, knowledge sharing, and innovation: Toward a theory of communication visibility.Information systems research,25(4), 796-816. Mazzei, A. (2014). Internal communication for employee enablement: Strategies in American and Italian companies.Corporate Communications: An International Journal,19(1), 82-95. Raina, R., Roebuck, D. B. (2016). Exploring cultural influence on managerial communication in relationship to job satisfaction, organizational commitment, and the employees propensity to leave in the insurance sector of India.International Journal of Business Communication,53(1), 97-130. Shen, L., Austin, L. (2017). Communication and Job Satisfaction. InHandbook Vihakara, A. (2014). Patience and understanding: a narrative approach to managerial communication in a Sino-Finnish joint venture.

Three Major Demographic Questions To Ask The HR Director free essay sample

List three major situational questions to ask the HRS director, explain why you are asking them and how you think the answers will contribute to the speech preparation. 1) What is the size of the audience? A. Knowing how small or large the audience is will affect your language, choice of appeals, and use of visual aids. B. The answer will contribute to the preparation because depending on the size the larger the audience, the more formal your presentation will be. 2) Ask information about the physical settings of the speech location. A.Ensuring that the physical settings will not interfere with your audiences willingness to accept your ideas or listen to you at all. B. This answer will contribute to the preparation and deliverance of the speech because you will have to work harder to adapt to these aspects of your listeners discomfort. Being prepared, your audience will see that you are energetic, alert, and involved with your topic, giving you a better chance at keeping your audience engaged. We will write a custom essay sample on Three Major Demographic Questions To Ask The HR Director or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page

The History of the Aeredi and their Lands

The History of the Aeredi and their Lands Free Online Research Papers Named for the title of the tome of the same name by the sage Ferenbrand. The City of Summer Stars of the Grey Olve in the Adri Forest is assailed by Ur Flan necromancers. Darnakurian forges Hunger, slays his mother and many of the Olve of the city as well as the Ur Flan. Ca. -1,400 CY: The Kingdom of Sulm thrives in the Bright Desert Ca. -1,300 CY: The Kingdom of Sulm falls in a day due to the Curse of Shattados. Ca. -1,100 CY: The Marvellous Nightingale of Queen Ehlissa the Enchanter is created. Kingdom of Ehlissa is assumed to be founded or extant about this time. Ca. -700 CY: Oeridan tribes wander the plains of central Oerik. -644 CY: Johydee of Cranden frees the Oerids from tyranny. The Aerdi begin their Great March, starting the Great Migrations of the Oeridans. -465 CY: Council of Oerdian Hetman, heeding shamanic advice, begin migrating into the Eastern Flanaess (180 OR) -458 CY: Oeridian migrations east at peak point. Oerid migrations move into Ket -447 CY: Zellif Ad-Zol, heir to the Suel Imperium, flees east with thousands of followers. While passing through the Pawluck Valley, some Suel settle, forging an alliance with indigenous Grey Olve lords. -446 CY: Commoners and a few noble houses of the Suloise move across the Harsh Pass to the east (5070 SD) -444 CY: Zellif Ad-Zol and follower settle in the Tilvanot Peninsula. -425 CY: Founding of the Scarlet Brotherhood (5091 SD). Kevelli Mauk presents his vision of the Brotherhood of the Scarlet Sign to the Suloise Council of Nobles. -422 CY: Invoked Devastation and Rain of Colourless Fire. Kevalli Mauk and the Scarlet Brotherhood flee east. -421 CY: Displaced Hobniz arrive in the Dragonshead, fleeing the upheavals of the Great Migrations and the advance of the Aerdi and Nehron into the lands north of Relmor Bay. Suel/Grey Olve Alliance in Sunndi is overrun with little difficulty by Oerid raiders. Oerids present in Sunndi soon after Rain of Colourless Fire. -419 CY: Kevelli Mauk and followers settle in the Tilvanot Penisula. The Onnwi arrive on the Dragonshead from the Pomarj and set about conquering the native Flan tribes or driving them into the Headlands. The Kingdom of Onnwal is declared. -415 CY: Aerdi first reported to have reached the western shores of the Nyr Dyv -411 CY: Death of Kevelli Mauk, Founder of the Scarlet Brotherhood. Reshnek Nes takes leadership of the Brotherhood (5105 SD) Ca. -400 CY: The Aerdi reach the Solnor Ocean. They settle the lands from the lower Flamni to the Gull Cliffs, founding the settlements of Rel Astra, Pontylver, Ountsy, Roland and Mentrey as capitals of a series of petty principalities, joined in a loose tribal confederation. The Suel House of Zelrad, driven out of the Sheldomar by the Houses Neheli and Rhola, are welcomed into the Flan Kingdom of Queen Ehlissa. They found the original town of Zelradton. Ca. -315 CY: Tuerny the Merciless is born in present day Ahlissa into the House of Cranden. -265 CY: Tuerny creates the Iron Flask of Tuerny the Merciless -243 CY: Scarlet Brotherhood defeats final remnants of rebelling Suloise Noble Houses. Scarlet Brotherhood assumes formal control of Tilvanot government, calling the peninsula The Kingdom of Shar. (5273 SD) Ca. 220 CY: Baron Lum (years before he discovered his infamous Machine) loses Druniazth (The Claw of Tharizdun) in battle against Ur Flan sorcerors near the present-day Bonewood. -217 CY: The Kingdom of Aerdy is founded, uniting the Aerdi principalities under a single banner. Lord Mikar of Garasteth is crowned Grand Prince and takes Rel Astra for his capital. [Early King of Aerdy slain by Tuerny of Cranden a tyrant and conqueror conquered vast swathes of land; pre-Aerdy commander) Tuerny was once a human wizard, one of the greatest in all history, and a feared personage in the ancient Kingdom of Aerdy. He was born over 900 years ago in the region now called Ahlissa. An archmage, fiend summoner and conqueror, he slew his own king and founded a militant, expansionist tyranny Subsequently he created the artefact that bears his name and was eventually captured in it himself (thus disappearing from history) Ca. -200 CY: Aerdy, led by Cranden and Darmen princes, conquers the crumbling Flan Kingdom of Ahlissa. Ca -175 CY: Torquann and Naelax Princes lead the conquest of the vile and decadent, dragon worshipping Flan Kingdoms in the upper reaches of the Flamni Basin between the Adri Forest and the Solnor Ocean. -171 CY: Aerdi forces wipe out a Flan tribe at the Battle of Chokestone. -143 CY: Eastfair is founded by the Naelax, who are given primacy in the North Province. Suel kingdoms south of Ahlissa in Idee and Sunndi conquered by the Aerdi in a series of brutal wars. -109 CY: The Battle of a Fortnights Length the forces of Aerdy led by House of Rax, crush the cavalry of the Nehron Oerids and their Tenha allies. The lands of Nehron, the last major independent Oerid kingdom, are absorbed into the Kingdom of Aerdy. -107 CY: The Order of the Knight Protectors of the Great Kingdom is founded after woodmen and farmers save the King of Aerdy from an attack by Ur-Flan insurgents on the roayl tent. After conquest of Ahlissa Aerdi rulers hear of the riches of the Iron Hills. Forge alliance with the Dwur Kingdom of the Iron Hills. After moving forces to the northern edges of the hills and commencing mining operations there, the remnants of Suel Kingdom of the Zelred (and/or perhaps the outposts of the Suel Onnwi) attack. Long and bloody war before the last Zelred settlement of Karnosa is sacked and burned. The Aerdi establish Zelradton as a military stronghold. Rauxes founded by a Cranden Grand Prince as a rival to Rel Astra. Sunndi incorporated into the South Province. -46 CY: Onnwal taken after a long and bloody war, ending with the establishment of Irongate and complete Aerdi control of the Headlands. 1 CY: Grand Prince Nasran of Cranden declares Universal Peace and is crowned as the first Overking of the Great Kingdom of Aerdy in Rauxes. Nasran founds the See of Medegia and grants it to the Church of Pholtus (entrusting the sacred heartlands of the Aerdi into sacred hands?). The overking also appoints viceroys to oversee the administration of the expanding empire. The House of Cranden is granted the Viceroyalty of the South Province, with its capital at Zelradton. The House of Naelax gains the Viceroyalty of the North Province, based in Eastfair. The House of Rax gains the Viceroyalty of Nyrond, based in Rel Mord. Schandor draws up the Code of Laws and creates the Court of Essence 11 CY: Battle of Arrowstrand between Aerdi forces and Suel barbarians. 12 CY: Scant is founded as capital of Onnwal. 75 CY: Overking Tenmeris of Cranden, grandson of Nasran dies. His wife, Yalranda takes the title of Overqueen. Tenmeris brain as small as flatulent belly was vast Yalranda formidable diplomat and mediator; true power behind the throne; Ca. 80 CY: Old City of Eastfair rebuilt after great fire. 86 CY: Overqueen Yalranda dies young at age 40. The new Overking Manshen breaks with Aerdi tradition and takes on the House of his wife Rax-Nyrond. Overking Manshen orders the settlement of the Asperdi Isles. 97-100 CY: Quaglands of Perrenland conquered by Aerdi forces. 98 CY: Eldest son of Erhart I is killed by the orb of the hatchlings 100 CY: Viceroyalty of Ferrond is proclaimed, with Dyvers as its capital. 100-200 CY: Noontide of the Great Kingdom Archclericy of Voll becomes a vassal of the Viceroyalty of Ferrond 102 CY: The House of Garasteth lays claim to the Asperdi Isles. They are challenged by the House of Atirr. After Baron Asperdi of Atirr wins a trial of nautical skill devised by Overking Manshen, the Isles are granted to the House of Atirr. Aerdi Admiralty moved from Astra to Asperd Isle. 108 CY: In response to Frutzii attacks on the North Province, Overking Manshen orders the subdual of the lands north of the Teesar Torrent. An Aerdi army, led by Knight Protectors of the Great Kingdom, masses at Knurl and sweeps northeast. Spinecastle founded in the autumn. Siege of Johnsport by Frutzii forces lifted by Aerdi relief columns. 109 CY: Massive Frutzii horde besieges Spinecastle. Frutzii are slaughtered in the Battle of the Shamblefield (Caldni Virs Charge) by Aerdi cavalry riding to the relief of the town. Vir is proclaimed Marquis of the Bone march by Overking Manshen. 122 CY: General Sir Pelgrave Ratik of Winetha ordered by Overking Toran I to subdue the lands between the Griffs and the Solnor Ocean. Ratiks host crosses the Kalmar Pass and takes Bresht in a winter campaign. He then drives the Frutzii back to the Timberway and founds Marner. 124 CY: The City of Irongate is completed. The Great Kingdom threatens to annex Urnst. 128 CY: Ratik repulses a Frutzii attack on Marner 130 CY: Pelgrave Ratik is declared Baron Ratik by Overking Toran I 134 CY: Overking Toran I deposes the House of Naelax as rulers of the North Province for their lack of support for the conquests in the Bone March and Ratik. The House of Atirr is given the title of Herzog and the capital of the province is moved to Atirr. 150 CY: First appearance of Rhennee (around Adri Forest) 155 CY: Lord Admiral Aedorich of Atirr discovers the Sinking Isle 166 CY: After the burning of the shipyards of Pontylver by the Suel pirates of Duxchan, Overking Erhart II orders the conquest of the Duxchan Isles. Lord Admiral Aedorich of Atirr leads the armada and founds the port of Dullstrand to act as its base. 167 CY: A copy of the Tome of the Scarlet Sign was delivered to Muratree, court wizard to the Malachite Throne. Lord Monduiz Dephaar of Torquann Terror of the Frutzii and later a Death Knight, born in Bellport 168 CY: The pirates of Duxchan are defeated by Aedorich at the Battle of Ganode Bay. Survivors flee to Ekul on the Tilvanot Peninsula. Sulward is founded and Oerid settlement begins. The Duxchan Isles become a fief of the South Province, ruled by the Aerdi Prince of Diren. 169 CY: Muratree and companions begin making Star Cairns in the Abbor-Alz 172 CY: The Lays of Bar Stannach vomited up by Fomorian Giant. 174 CY: Muratree dies when his attempts to transform into a lich fail. Late 180s CY: The Red Gnoll clashes 189 CY: The Urnst Senate sells the County of Urnst to the Great Kingdom. Overking Jiranen declares the County as a distinct protectorate from the rest of Urnst. 193 CY: The Duchy of Urnst is proclaimed and becomes a palatinate protectorate of the Great Kingdom 196 CY: Lady Lorana Kath of Naelax jilted by Prince Movanich of Atirr, heir to the the North Province 198 CY: Comet appears over Flanaess. Selvor the Younger prophesises an Age of Great Sorrow for the Great Kingdom. 200 CY: Leukish is constructed. More self determined rule in Ferrond. 202 CY: In reign of Overking Jiranen, Lord Nidramon of Hextorian, Knight Commander of the Knight Protectors of the Great Kingdom dies. The Council Gallant chooses Sir Benedor Monlath of Chathold as the new Knight Commander, over Lord Kargoth Torquann of Mansbridge. Sir Benedor defeats Lord Kargoth in a duel in the Court of Essence in Rauxes. 203 CY: Lord Kargoth Torquann of Mansbridge of the Knight Protectors becomes the first Death Knight and perverts thirteen of his fellow knights to the worship of Ahmon-Ibor (Demogorgon), transforming them into Death Knights. Arendagrost, Maw of the Abyss is released from the Temple of Lothan near Rel Deven and cuts a swath of destruction across the Great Kingdom from Rel Deven to Rauxes. The Knight Protectors slay the beast but not before several members of the royal family are slain at Carnifand. The cult of Ahmon-Ibor begins to rise in the eastern cities. Sir Rezinar of Haxx kills the Allreynen the Gripper when the archmage attempts to destroy him. 209 CY: The Death Knights Lord Maeril and Lord Farian of Naelax lead an undead army against Delaric. They are defeated by St Benedor of the Ashen Hand, who wielding the Orb of Sol destroys Lord Farian. 213 CY: Overking Jiranen of Rax dies. His son Malev auctions the Malachite Throne to his cousin, who is crowned Overking Zelchor of Rax. A total eclipse of the sun at noon on the day of Zelchors coronation heralds the beginning of the Age of Great Sorrow, as confirmed by the Royal Astrologers in Rel Astra. Zelcor distances himself from the Knight Protectors 233 CY: After the mysterious and untimely death of Herzog Movanich of Atirr, the Naelax regain the title, reportedly having bought it back from Overking Zelcor. House Atirr hounded out of existence over the the next two centuries 247 CY: Lord Kargoths citadel, Castle Fharlanst is besieged and destroyed by the Knight Protectors. The ruins stand on the Aerdi coast between Roland and Winetha 252 CY: Overking Toran II strips the See of Medegia and the office of Holy Censor from the Church of Pholtus and grants it to the Church of Zilchus, allies of the House of Rax. 254 CY: The heir to Viceroy Stinvri of Ferrond, Thrommel I, declares Ferronds independence from the Great Kingdom and is crowned as the first King of Furyondy. Nyrondese troops are drafted to crush rebellion but are repulsed with losses north of the Nyr Dyv. 283 CY: Edron of Rax-Nyrond reigns as Overking of the Great Kingdom of Aerdy 289 CY: Farlockend builds the Hexpools in the city of the same name 313 CY: The death knights grow so powerful that they begin to prey on Knight Protectors of the Great Kingdom 322 CY: Construction of Public Baths of Innspa 356 CY: Nyrond declares itself an independent kingdom under King Medven I. The invasion of Ratik, the Bone March and the North Province by Frutzii and Schnai barbarians prevents Overking Portillan from crushing the rebels. Suel barbrains are defeated. Battle of Redspan Tenha cavalry defeats an Imperial force attempting to re-establish Imperial rule over the Duchy. 359 CY: The Theocracy of the Pale is annexed by the Kingdom of Nyrond. Wintershiven is burned by Nyrondese troops. Late 4th century CY: Naelax begin using humanoid mercenaries in provisioning raids around the Adri Forest. Firan Zal’honan (Azal Lan), Lord of Knurl carves out a large personal kingdom for himself in the Flinty Hills, Adri and portions of the Bone March and North Province, declaring himself Wizard-King. 391 CY: The Lord of Knurl, the self-proclaimed â€Å"Wizard-King† Firan Zal’honan – better known as Azal’Lan –vanishes in the depth of the Adri Forest. 392 CY: The Death Knight Lord Maeril of Naelax loses the blade Astrosus in battle with St. Ceril the Relentless. Galran of Rax-Nyrond crowned Overking of the Great Kingdom of Aerdy a half-wit Sonnend of Rax-Nyrond crowned Overking of the Great Kingdom of Aerdy a drunkard who left all affairs of State to his advisors 430s CY: Ivid Naelax (son of Ivenzen Naelax) becomes Herzog of the North Province. House of Atirr becomes extinct. Rulership of Atirr passes to House Torquann 434 CY: Elversford established in the Adri Forest. 437 CY: Overking Nalif of Rax is assassinated by agents of Ivid of Naelax, Herzog of the North Province. Ivid declares himself Overking. He is opposed by the House of Rax, elements of the House of Garasteth and the House of Cranden, led by Galssonan of Cranden, Herzog of the South Province. The Great Kingdom slips into the civil war known as the Turmoil Between the Crowns. The Naelax use orcs and other humanoids extensively as mercenaries for the first time. The Naelax begin hunting down members of the House of Rax, with the aid of the Death Knight, Prince Myrhal of Rax. 443 CY: Ivid I begins hunting down the Knight Protectors of the Great Kingdom 443-446 CY: The Malachite Throne is crafted from crystal hewn from the Cauldron of Night 446 CY: Prince Malchim III of Garastheth, Lord Mayor of Rel Astra and the House of Darmen side with Ivid, handing him victory in the civil war and the Crown of Aerdy.. Galssonan is deposed and replaced by Damanilor of Naelax as Herzog of the South Province. Damanilor invites the Lord-Mayor of Irongate and other southern leaders to Zelradton to discuss their grievances. The envoys are arrested, sent in chains to Rauxes where they are tortured for the Overkings pleasure and then publicly executed for treason and their bodies exposed in the Traitors Garden. King Dunstan I of Nyrond meets with representatives of the fiefs of the South Province in Chathold and encourages them to rebel. The South Province rises in open rebellion against Ivid. Parmus Destron deposes Naelax szek and takes his place. 447 CY: With the backing of King Dunstan I of Nyrond, Irongate, Onnwal, Idee, Sunndi and the Lordship of the Isles declare themselves independent states. Damanilor sends the Provincial Expeditionary Forces to besiege Irongate. The southern rebels crush the Imperial army at the Battle of a Thousand Banners before the walls of Irongate. Irongate, Onnwal and Idee found the Iron League. Lordship vessels seized in Prymp by Damainilor. 446-450 CY: Second wave of civil war. A nephew (Duke Astrin?) that Ivid left as steward of the North Province rebels against his uncle and establishes his fief as a sovereign state, but his rebellion is put down. The Holy Censor of Medegia defies the Overking and establishes an independent see. The Sea Barons gain control over the Aerdi fleet. Ivid closes all mainland ports to them, forcing the Barons to sue for peace. Ivid earns the title the fiend-seeing during campaigns in the heartlands of the Great Kingdom. Almor rebels. Ivid draws upon hellish aid, which assisting the Companion Guard, routs the rebels. Nyrond sends aid to the Almorians forcing the exhausted armies into stalemate along the current borders. The Prelacy of Almor gains independence 448 CY: The Lordship of the Isles join the Iron League. The Prince of Diren cedes more autonomy to his nobles. The Sea Barons granted sole authority over the navy of the Great Kingdom. Conflict begins between the Sea Barons and the Lordship of the Isles 449 CY: Rel Deven is sacked by the House of Darmen. Sack of University of Rauxes, destruction of Imperial War Records 450 CY: Second wave of civil war ends. The Celestial Houses of the Great Kingdom pay homage to Overking Ivid I who officially takes the Malachite Throne unopposed for the first time this year. In return Ivid grants palatinate status to Rel Astra, North and South Province and the See of Medegia. The See of Medegia and the office of Holy Censor passes Patriarch-General Izvestian of Hextor. Church of Hextor given primacy in the North Province under the spiritual and temporal rule of the Herzog. The House of Darmen is granted control over the Royal Guild of Merchants of Aerdy and thus over all guilds in the Great Kingdom. The Great Council of Rel Mord. King Dunstan I offers public support for the Iron League and rebukes the Great Kingdom. Nyrondese troops withdrawn from the Pale and the County of Urnst. Ivid I has Prime Remmanen of Pholtus assassinated and replaced with a doppleganger. Ivid I institutes the policy of Royal Trusts to confiscate lands of disloyal nobles and converts the Great Kingdom from an aristocracy to a dictatorship. Ivid I draws up the Sedition Proclamations to tighten central control over the affairs of the Great Kingdom, including allowing him to appoint Judges of the Sessions. The Death-Code of Eeas, a â€Å"pithy listing of crimes for which execution was mandated† is promulgated. It â€Å"displays early tinges of the madness that would infect the Naelax line† The Eldritch Lords of the Aerdi remove themselves from Rauxes to Rel Deven. 455 CY: Sunndi rebels slaughter the Aerdi forces occupying the country and drive out the loyalist Glorioles Army. Sunndi is proclaimed an independent County and joins the Iron League. 456 CY: Replacement of Prime Remmanen discovered. Office of Prime replaced by panel of three judges Patriarchs of Pholtus, Zilchus and Hextor. Ivid purges priests of Pholtus from the Judges of the Sessions. 467 CY: Ivid I claims bodies of all that die within Rauxes become possessions of the crown unless 100 gp fee for burial in Oltary Park is paid. 486 CY: Ivid I introduces the Castle Tax. 490s CY: The Death Knight Prince Myrhal of Rax wrests Myrhals Crown from the lich Hathamriz the Disaffected on an island in the Solnor Ocean. 494 CY: Ivid I dies. Ivid II of Naelax crowned Overking of the Great Kingdom of Aerdy. Unstable before his coronation, Ivid II quickly lapses into raving dementia upon assuming the full regalia of office. Ivid II commences building of Castle Rifter (completed by Ivid III) 498 CY: Ivid II slain by his son. Ivid III of Naelax crowned Overking of the Great Kingdom of Aerdy. Ivid III, exterminates his blood kin and imprisons his children in the Imperial Palace. Ivid III creates the Web spy network. 515 CY: Sinking of Duxchaner ship with a cargo of pearls and ingots worth 40,000gp: Founding of annual Windmarch fair of King’s Justice/Darnagal held during the third week of Harvester. Note: conflicts with LGG â€Å"ancient festival† Ca. 519 CY: House Highforge of Irongate find starstone (comet of 198 CY). Founding of Azak-Zil and port of Zarak in the Abbor-Alz 520-586 CY: Pirates operate along the coast of the Bright Desert, threat of piracy at peak, merchants only put to sea in small armadas accompanied by ships-of-war Ca. 523 CY: Jaran Krimeeah, Ivid IIIs Court Mage and cousin (and a scion of the Houses of Rax and Naelax), attempts a coup against the Overking. Krimeeah is exiled from the Great Kingdom after the coup is crushed. Ca. 524 CY: Mines of Azak-Zil lost to unknown forces. Ivid III, upon reaching advanced age, declares that his surviving child will succeed him. After a bloodbath of fratricide, the sole survivor becomes Ivid IV. Ivid IV of Naelax crowned Overking of the Great Kingdom of Aerdy Ivid IV imprisons those of his children not slain at birth and their mothers monstrously tortured for the Overkings amusement. Ivid IVs reign accomplishes little, as he â€Å"excelled in debauchery, not administration.† Ivid IV perennially launches military campaigns to retake Almor and Nyrond and always manages only to shift the borders a few miles in either direction. 531 CY: Ahlissan forces attempt to sack Rel Deven, but are repulsed. 535 CY: Ivid IV appropriates the town of Karellford as a Royal Protectorate. 550s CY: Humanoid raids on Ratik and the Bone March increase The second of Ivid IV’s sons assassinates his 122 siblings. 556 CY: Overking Ivid V of Naelax is crowned after having his father, Ivid IV assassinated by his concubine. The House of Naelax-Selor is granted the title of Herzogs of the South Province. Ivid V no military genius, but a brilliant intriguer and politician; creator of the Screaming Column and the Fiend Knights of Doom (with Xaene). 557 CY: Drax of Garasteth becomes Lord-Mayor of Rel Astra. 558 CY: Scarlet Brotherhood agents encourage humanoids to raid the Bone March. (6074 SD) 560 CY: Dramatic increase in humanoid raids in Ratik and the Bone March. 561 CY: After forming a pact with Grenell Naelax, Herzog of the North Province, humanoid hordes invade and overrun the entire Bone March except for Spinecastle and Knurl. Archbaron Lexnol III of Ratik repulses humanoid invasion of Ratik. 563 CY: Orcs infiltrate and capture Spinecastle, slaughtering Marquis Clement of the Bone March and his family. 564 CY: Oerid Prince of Diren fails to produce an heir. Latmac Ranold of Duxchan is declared Prince. Ranold proposes open war against the Great Kingdom and begins bolstering the Lords navy. Reydrich of Naelax becomes Court Archmage for Herzog Chelor I of the South Province. 565 CY: Icespire on the Tusk falls under a curse. 570 CY: Reydrich seeks to become a member of the Circle of Eight, but is rejected. Oswaldon The Fat purchases the town of Carnifand. 572 CY: The fleet of the Sea Barons defeat the Lordship of the Isles at the Battle of Medegia. 573 CY: The Archmage Bigby flees Oldridge and settles in Scant. Emissaries of Scarlet Brotherhood appear in the courts of the Iron League (6088 SD). 575 CY: Herzog Chelor III of the House Naelax-Selor gains throne in South Provence 576 CY: Passing of the Millennium date predicted by Huro for the Scarlet Brotherhood, Millennialist Party begins to decline (6091 SD). Slavelords begin operations 576 – 579 CY: Date unclear. Rakehell Chert et al thwart Iggwilv in the Isle of the Ape at Tenser’s behest. 577 CY: Forces of Herzog Chelor III of Naelax-Selor, under General Reynard, seize the north-eastern frontiers of Sunndi, from the confluence of the Greyflood and Thelly rivers to the meeting of the Thelly and Flamni. Frutzii raiding fleet defeated north of Asperdi Isles by the Sea Barons. Onnwalon vessels skirmish with ships of the South Province in Relmor Bay and the Sea of Gearnat. 578 CY: Onnwalon ships defeat the vessels of the Pomarji pirate Blidg Fanger near Blue and a squadron of South Province Vessels off Norland Point. Onnwalon ships raid the coasts of the South Province. The Vile Moon Tribe of Bone Marcher Orcs slaughtered by Ratik forces at the Battle of the Loftwood. Holy Censor Spidesa named Imperial Constable and sends an army of nearly 13,000 men through the Hestmark Highlands to attack Sunndi. The force meets heavy resistance in the hills from Dwur and other hill-folk. Grandwood foresters and Olve destroy a Medegian army in the southern Grandwood in the Battle of Gahrus Folly. In response Spidesa signs a pact with Drax of Rel Astra ensuring the cities independence in return for military aid against the Grandwood. Ivid dispatches an army of 12,000 into the western Grandwood to deal with insurgency there. Hurricane Ivid hits Sea Barons. Sea Barons dispatch fleet under Lord Captain Aldusc Foy to aid the North Province from the port of Bellport. A North Province army is turned back by woodsfolk at the Harp Rover at the Battle of Woodford. Grenell reinforces his troops for war against Nyrond. General Reynard takes the land between the Greyflood and Rieuwood and into the Hollow Highlands, but is ground to a stalemate. Chelor IIIs force is stopped in northern Idee by the armies of the Iron League. Raids from the Vast Swamp trouble Sunndis southern frontier, however Count Hazendel dispatches forces to the defence of Idee. Army from the Iron Hills comes to aid of beleaguered Ideean forces, but a rift develops between King Holgi Hirsute of the Dwur and Count Fedorik Eddri of Idee. Naval skirmishes between Nyrond and the Great Kingdom in Relmor Bay. Leaders of Irongate, Onnwal and the Dwur and Noniz of the Headlands meet in Killdeer and agree to aid Irongate should she be attacked, but will not otherwise become involved in human affairs. Szek Ewerd of Onnwal re-enforces his Marines and doubles the size of his Regular Army and Militia. Almor and Nyrond muster their forces for war with the Great Kingdom. 579 CY: Nyrond and Almor join the Iron League to form the Golden League. The League immediately declares war on the Great Kingdom in response to Imperial aggression in the Adri Forest, Relmor Bay, Idee and Sunndi. Alain VI of Ratik marries Evaleigh of Knurl. 579 CY-580 CY: War of the Golden League between the Golden League and the Great Kingdom. The war concludes with the Great Kingdom seeing off the attacks of the Golden League. 580 CY: Bone Marchers attempt to steal the Seal of Marner. Events of the Slavers trilogy. Slavelords reign of terror ended by heroes from states surrounding Gearnat.. 581 CY: The Plague of the Red Death sweeps the Great Kingdom. Griffith Adarian calls upon the power of the Gem of Rachleach to defeat a force of 300 raiders sent into the Adri by the Great Kingdom. Xaene, Ivids court-wizard replaced by Karoolck. Ivid proclaims the worship of Baalzy. Emasstus Carcosa, Patriarch of Pholtus, denounces Ivid as being insane and allied with fiends and is arrested for treason and subversion and executed. Church of Pholtus is looted and desecrated (except in Ahlissa and Medegia). 582 CY: The Greyhawk Wars begin. Nyrond marches against the Fists into Nutherwood, Phostwood. Fists stop Nyrondese advance at Ternsmay. 583 CY: The Greyhawk Wars: Spidasa, Holy Censor of Medegia refuses to aid Ivid V in the wars, with backing of Krennden, Patriarch of Hextor in Rel Astra and sparking the Iron Schism in the Church of Hextor. Delglath the Undying placed in charge of Rinloru. Ivid V attacks Almor, Nyrond and the Iron League. Ivid’s Aerdi Army marches towards Chathold in Almor, Ivid’s Northern Army enters Adri Forest near Edge Field, Grand Field Force of the South Provence marches into Iron Hills, Glorioles Army crosses the Thelly River and enters Glorioles. Pitchfield, the capital of Sunndi falls to the Glorioles Army. The Iron League receives aid secretly from the Scarlet Brotherhood. Ossons Ride begins, with Almor’s cavalry passing through the Thelly Forest and plunging into the South Province. Herzog Chelor moves troops from the Iron Hills east. Chelor reluctantly accepts aid from the Overking. The Aerdi army, under the Grandee Despotrix of the army, his Highness Yimdil of Jalpa, marches southwest to engage Osson. Commedant Osson defeats the Glorioles Army at the Battle of the Rieuwood and liberates Sunndi. Osson repulsed from Nulbish, but defeats Medegian forces, forcing Spidesa to flee to Rauxes where he suffers the Endless Death. The Eastern Pact of Alliance is signed in Oldred between Nyrond, Almor, Onnwal, Idee, Irongate, Sunndi, the Lordship of the Isles and the County of Urnst, pledging support against the Great Kingdom. 584 CY: Latmac Ranold is deposed by Prince Frolmar Ingerskatti of Ganode, with the backing of the Scarlet Brotherhood. The Lordship of the Isles withdraws from the Iron League and pledges its allegiance to the Scarlet Brotherhood.. Osson defeated in Medegia by Ivids armies. Pontylver and Mentrey sacked and Medegia pillaged by Aerdi forces. Leastisle falls to marauders. Almor destroyed by Ivids forces. Chathold razed in the Day of Dust. Ivid V begins revivification of general and nobles and assumes command of the Armies of Aerdy. Aerdy’s drive into Nyrond stops at Battle of Innspa. Ivid V assassinated but is revivified as an animus. Nyrond counterattacks Aerdy’s Army of the North (North Provence troops). The North Province, under Herzog Grenell of Naelax, breaks away from the Great Kingdom. Herzog Chelor III of the South Province is executed for his incompetence in the wars and replaced by Reydrich of Naelax. The Great Kingdom of Aerdy fractures into hundreds of petty states. The North Province checks Nyrond’s counterattack. The South Province (Ahlissa) declares independence from the Great Kingdom. The Lordship fleet blockades the Tilva Straits, and attacks Gradsul and Irongate in concert with Scarlet Brotherhood vessels Szek Ewerd Destron assassinated in Scant. Onnwal and Idee fall to the Scarlet Brotherhood. Lord Mayor Cobb Darg foils the Brotherhoods attempt to capture Irongate. Pact of Greyhawk signed bringing the Greyhawk Wars to a close. Keep of Greenkeep destroyed in the Blemu Hills. 585 CY: Nyrondese raid on Prymp. Patriarch Lassaren of Zilchus secretly flees from Rauxes to Kalstrand to avoid assassination by Ivid V. Burning of 34 farmers in the Grand Market of Scant by the Scarlet Brotherhood. Aide to Magister Vlent revealed as an agent of the Scarlet Brotherhood. Eramheh Swiftwind enters the service of Xavener of Darmen. 586 CY: Grenell of Naelax is crowned Overking of the Kingdom of Northern Aerdy, with his capital at Eastfair. Patriarch Pyrannden of Hextor declares that Ivid V is no longer Overking. Fall of Rauxes. Disappearance of Duke Szeffrin from Almor. Alain VI of Ratik is slain in an ambush while attempting to attack Spinecastle. Senior Scarlet Brotherhood Herdsmen in Onnwal and Idee are assassinated by magical means by Graf Reydrich of the South Province. Reydrich takes Idee from the Scarlet Brotherhood, but is assassinated by Tyrem of the Scarlet Brotherhood soon after. An oligarchy of Ahlissan generals including General Reynard proclaim the Kingdom of Ahlissa. Last ships to sail the Azure Sea from Rel Astra (stopped by Scarlet Brotherhood blockade). Rakehell Chert leads the Brewfest Rebellion in Onnwal, wresting control of most of the country from the Scarlet Brotherhood. Jian Destron formally declared Szek of the Free State of Onnwal in Killdeer. Sea Barons exploration fleet departs east over the Solnor Ocean. King Lynwerd of Nyrond reclaims the western portion of Almor. Lordship of the Isles vessels given permission to trade in Gryrax and Nyrond. 587 CY: Scarlet Brotherhood agents assissinate several members of Ahlissa’s Oligarchy. Secret meeting between surviving Oligarchs of Ahlissa and Prince Xavener in Kalstrand. The United Kingdom of Ahlissa is founded. Xavener of Darmen is crowned Overking in Kalstrand. Prince Reydrich returns and reclaims rulership of the Principality of Ahlissa (on the condition he deals with his Naelax relatives in Ahlissa). Degalath the Undying attacks the forces of the North Kingdom from Rinloru with an army of undead. Nyrond declares western Almor a Royal Protectorate. 588 CY: With the aid of Prince Reydrich of Ahlissa, Overking Xavener survives an attempted assassination attempt by disaffected Naelax nobles. Overking Xavener orders the rebuilding of the Ahlissan fleets at Prymp and Naerie. Raids by the â€Å"Idee Volunteers† against Ahlissan forces in the Principality of Naerie. 589 CY: Sunndi chooses not to join the United Kingdom of Ahlissa (6104 SD). The Kingdom of Sunndi is declared, with Olvenking Hazendel the Defender as its ruler. The Solnor Compact is signed between Rel Astra, Ountsy and Roland. Sea Barons explorers return with tales of lands to the east. 590 CY: Innspa joins the United Kingdom. Xavener, expands United Kingdom of Ahlissa north into the old Great Kingdom and meets the southern expansion of Grenell’s southern expansion of the Great Kingdom of Northern Aerdy. Administrative capitals of the Ahlissan Marchlands of the Adri and the Grandwood are moved to Innspa and Torrich respectively. Cobb Darg, Lord Mayor of Irongate, officially recognises the Jian Destron and the Free State of Onnwal. Sunndi Congress of Lords meets for the first time. Trade between Ahlissa and Nyrond, Sunndi and Irongate begins. North Kingdom forces seen on the northern borders of the Ahlissan Marchland of Rauxes. Rel Astran caravel appears in Hardby, having claimed to have circumnavigated Hepmonaland. 591 CY: Dwur miners discover 2 sixteen foot high tablets in Irongates immense undercity. Referred to now as the Khul-Ak tableaux they are thought to reveal significant information about the lands surrounding the free city in ancient times. The script has defied all attempts to decipher it. Bigby has referred to the text as unfathomably alien. A half dozen vessels are wrecked off the Bright Coast by a mysterious agency. The only survivor of the attacks is still, 2 years later, insane. Attacks sporadically still occur to this day. Delgath the Undying has grown the undead hordes infesting Rinloru, threatening to break out from the encircled city. Prince Molil enters the Adri with an army, heading for Elversford. His vanguard troops, consisting mainly of humanoid forces, were crushed at Druid’s Well by a quickly assembled force of foresters and adventurers. The Idee Volunteers launch a series of successful raids against Ahlissan garrisons in the Barony of Monne in Naerie. In retaliation, the Ahlissans seal off the Tomb of the Saint of Idee, leading to widespread protests among the locals and the arrest of the leading dissidents. 592 CY: A large band of Idee Volunteers are surrounded by Ahlissan forces on the edge of the Hollow Highlands. Only a few survivors escape the ensuing slaughter. The Scarlet Brotherhood launches a seaborne attack on the southern Onnwalon port of Longbridge, siezing the town for a time. Szek Jian Destron, aided by his cousin Baron Halshas Geldrenn of Silvervale, personally leads a relief force to storm and recapture the port. A daughter, Veryanna, is born to Szek Jian Destron, by his paramour, Duchess Saielma Relaster of the Storm Coast. An emmissary of Rary the Traitor appears in Szek Jian’s court demanding custody of Veryanna as repayment for the aid that the Traitor gave Jian in escaping the knives of the Scarlet Brotherhood in 584 CY. Szek Jian refuses. 593 CY: Turrosh Mak, Emperor of the Orcish Empire of the Pomarj, sends an army under the command of the half-euroz general Jedurek, to aid the Scarlet Brotherhood in Onnwal. An attack by the Army of Rebellion on the port of Obelton is repulsed, forcing the Onnwalons to withdraw from the western Volanots. In the autumn, a combined offensive by the Scarlet Brotherhood and the Jedurek’s Euroz overruns the plains of the Gildenlea, pushing the Army of Rebellion back in disarray to the towns of Sornhill and Bergardbridge. 594 CY: Scarlet Brotherhood and its Pomarji allies launch a combined attack by land and sea upon the Onnwalon strongholds of Sornhill and Killdeer. In fierce fighting on the docks of both towns, the defenders hold the line until Ahlissan naval squadrons arrive to force the withdrawal of the Brotherhood forces. The Free State of Onnwal, the Kingdom of Sunndi and the United Kingdom of Ahlissa sign the Naerie Compact. Under the terms of the treaty, Onnwal and Sunndi formally recognise Ahlissa’s claim on the Principlaity of Naerie and allow the Royal Guild of Merchants of Aerdy access to their markets in return for free passage of the Sunndian XIth Army to Onnwal and the cooperation of the Imperial Ahlissan Fleet against the navy of the Scarlet Brotherhood and its allies. The Army of Rebellion, in concert with the Imperial Ahlissan Navy, liberate the port of Tessak’s Cove. Research Papers on The History of the Aeredi and their LandsCanaanite Influence on the Early Israelite ReligionComparison: Letter from Birmingham and CritoBringing Democracy to AfricaThe Masque of the Red Death Room meaningsStandardized TestingHarry Potter and the Deathly Hallows EssayThe Spring and AutumnBook Review on The Autobiography of Malcolm XRelationship between Media Coverage and Social andThe Fifth Horseman

Women in law enforcement Essay Example | Topics and Well Written Essays - 2000 words

Women in law enforcement - Essay Example According to (Jon Felperin, 2005) in 1845, the first women to be hired by the New York City Police Department were called "matrons." In 1985, Penny Harrington of the Portland Oregon Police Department became the first female Chief of Police, Today, once the last bastion of male domination in the workplace, police organizational attitudes are finally beginning to change. And yet serious problems still remain. In 2004, women accounted for only 12.7 percent of all sworn law enforcement positions in large agencies and the numbers are declining. The percentage of sworn female officers in smaller agencies is even lower in spite of women comprising at 46.5 percent of the entire labor force. There could be many possible reasons for the decline in the number of women pursuing careers in law enforcement. Although research shows that women can be just as effective as men, uneven hiring practices, selection processes and recruitment policies keep the number of women artificially low. Often women are screened out of the selection process early on; as a result of certain entry level tests that favor upper body strength or previous life experience, such as military service. Most women never even consider a career in law enforcement to begin with, due to their misunderstanding of the nature of the job, and the aggressive and authoritarian images portrayed in the media. Once hired, however, women still face discrimination, sexual harassment, or even peer intimidation, and they often lack the necessary role models or mentors to help them move up the ranks. Many never even take promotional exams, giving first priority to family or personal relationships. All of this thwarts any efforts to recruit and retain more women, and is, in part, why numbers remain stagnant or continue to decline. And yet, recent changes in policing philosophy, emphasizing problem solving and community over intervention, have brought to light glaring inefficiencies and injustices. Widespread excessive force and corruption scandals, overwhelmingly attributed to male officers, are costing cities millions of dollars a year in lawsuit payouts. Because female officers utilize a different policing style and rely less on physical force and more on communications skills, potentially violent confrontations and are less likely to occur, or escalate into excessive force situations. Thus citizen complaints, or civil liabilities, are substantially less likely to occur. The implications of not having a representative number of female officers are clear. The under-representation of women at all levels in the modern police agency negatively impacts the culture and operational efficiency of law enforcement agencies throughout the country. Given the many difficult challenges facing modern agencies, the need to hire more women has never been more urgent. Women in law enforcement: Law enforcement has thus traditionally been regarded as a "man's job," and, while women have now been on patrol for three decades, many policemen still hold highly negative views of policewomen such as that they are physically incapable, insufficiently aggressive, too emotional, mentally weak, naive, and incapable of gaining the respect of citizens. Research has shown, however, that this is not the case: policewomen are as capable as their male counterparts, and, in many instances, better suited for police