Background Of IHRM In China

Background Of IHRM In China In the 21st century, HR managers have to meet new challenges. The economy and markets are varied from those of a decade ago. As patterns have modified, the characteristics influencing International Human Resource Management (IHRM) are also changed due to the unfavorable effects of the rising internationalization of all industries particularly to the ones that functions worldwide (Briscoe and Schuler, 2009). Such organizations must build up effective structures and operates in order to keep up to pace with significance, modern trends and policies. The capability of a business to stay in substantial era of time in the industry where it belongs is one measure of its accomplishment. With the recent globalization, every business must operate more successfully in order to sustain with the higher needs of customers and to go with the current of the dynamics of global business competition (Brewster. and Vernon, 2007). Actually, the internationalization of businesses resulted in the developin g application of expatriates to manage growing numbers of global operations. Therefore, a complete acknowledgement of organizational labor force and progress of organizational systems and procedures that will allow people to add value within a larger organizational unit is required. (Brewster. and Vernon, 2007) 1.1 Aim/Purpose of the Paper The purpose of this paper is to discuss the approaches and challenges of International Human Resource Management (IHRM) in the international environment (China) while operating in diverse cultures by identifying the current issues in IHRM to set the future directions. 1.2 Background of IHRM in China With the passage of time there is an increase in the complexity of workforce management in China. There are many factors associated with the growth of human resource management profession and one of the main factors of the attitude of the workforce and the people towards work, changes in the laws that deal with employment-related issues and various sociological trends (Kidd, 2006). The human resources in the Chinese organizations now recognize the importance of the relationship that exists between strategy, technology, people and the main processes that are able to make the organizations more successful. Although there are many organizations in china that have realized the importance but still the progress in the field of HR has been rather slow. (Kidd, 2006) In the older times it has been seen that most important principles of the human resources were used. Human resources have been used in the older times when the tribal leaders were to be selected. The selection process included the recording of the related knowledge and passing this knowledge on to the other tribal people as the knowledge was composed on the information about the safety, hunting, health, and gathering. Advancements in the human resources were seen between 1000 B.C to 2000 B.C. Chinese are the pioneers in using employee screening techniques that started in 1115 B.C. (Kidd, 2006) Since the field of HRM started in china many names have been given to the field. Some of the important names that have been given to the HRM field include personnel relations, industrial relations, employee relations and human resources. Human resources among all other names have been considered as the most suitable name (Richter, 2006). I strongly believe that human resources are the most apt name for it. This is the word that shows that for an organization, human capital is the most important. (Evans and Pucik, 2002) In 1979, Open Door Policy was adopted by China and this is the policy that has been seen as a potential growth forum for the industries in china. There has been a great opening of the markets that has brought in many opportunities for the Chinese but with this many issues and for the foreign enterprises. China has been known for its unique political, economic and cultural environment that makes it hard for the foreign organizations having businesses in China to manage their employees in China. Thereby there are many cross cultural implications for the international business in china as there are issues to be faced in designing and implementing the management training programs. With this the researchers have argued that there is a need of more studies and research on the development of management principles in China. Most of the research has been conducted on the human resources and the practices that have been followed and a very limited concentration has been focused on management d evelopment. (Budhwar, 2004) There has been an increase in the foreign investment in china in the last twenty years. Since the year 1978 there has been a 9% increase in the Chinese economic growth (Budhwar, 2004). In 1996, the economists have reported that the growth in GDP was 9.7%. In the first fiscal months of 1996, the foreign investments were on an average US$7.74 billion. In the year of 1995, china stood second among the countries that attracted foreign investments while the first position was held by USA, having a 42% share of investments made in Asian countries. (Budhwar, 2004) China is seen to be modernizing as there is a large scale reformation in the industrial enterprises so that the problems that are being faced by the industries are solved (Smith, 2005). The changes that have been incorporated in the industries include an increased entrepreneurial autonomy, an increase in the private and rural enterprises, increase in foreign direct investment, an increase in the volumes exported to the developed world, an increase in globalization that has caused an increase in the competition that has led to an increase in business with international market. (William, 2007) Major changes have been seen in china after the increase in joint ventures as these are the ventures that have asked for increased improvement and better performance. But there has been a resistance in changing the ongoing business scenario thus there has been avoidance in the manager level responsibility (Dowling, 2009). There has been an increase in the pressure created by international managers that makes Chinese managers adopt a defensive stance. Thereby there is a need to acknowledge the Chinese system of industrial governance as this is the system that can help in the explanation of the behaviors of the managers that has been shaped by a long gone dependency culture. Here an important example is that of china where a small defensive mode adopted to avoid a single responsibility is defined as collective irresponsibility. This is regarded as a form of a defensive mechanism that is up taken by the managers (Smith, 2005). If there are increased pressures from the international mana gers in case of joint ventures than there are further changes in the local management. In this case it has been realized that important roles are played by providing the managers benefits that include employment and job security and social benefits that are inclusive of health care and housing. (Richter, 2006) In addition to this it has been seen that there has been an existence of the pre-industrial behavior that reflect deference towards hierarchy. These are the kinds of behaviors and attitudes that support a general acceptance towards authoritarian state socialism. This is the situation that can be compared with the communists who have been successful in preserving their cultural values as these values have been seen to be reliable while giving up on the values that have been threatening and harmful. Thereby from here it can be seen that the system is overly dominated on the industrialization and it has caused a great change in the economies, and resources. (William, 2007) There has been a shortage of managerial competence in China and one of the main causes is the systematic industrialization in china. From here it can be deduced that in the changing world of competing markets and increased competition there is a need that the managers in china have more skills in the competitive environment (Dowling, 2009). On the other hand it has been seen that the countries that suffers from the shortage of skilled managers can lag behind in development of better management that is also because of the reason that there are barriers to train managers for better skills. 2.0 Key Human Resource (HR) Practices in China The dramatic reforms in the Chinese economy have immensely influenced the role of the manager in Chinese community. The managers function is altering from a focus mostly on people-problems towards the need for knowledge of the market, financial management and thinking tactically to support competition and cope with joint ventures (Dowling, 2009). As a result, such reforms have generated questions about Chinese managers aptitudes to cope with competition, insecurity, volatility and increased independence. The localization of the administration group in the overseas-invested businesses, due to the cost reasons, puts strong needs on the universal management progress of local managers and experts. (Brewster. and Vernon, 2007) Management in contemporary China is argued to be described as an exact science with an evident and definable understanding base, with a collection of quantitative and operational techniques with general applicability connected to specialized functional expertise (Hutchings, 2006). This is maintained by the proof of a knowledge-based program for trainee managers where an excellent deal of stress is placed on the conventional numbers-oriented (difficult) subjects and far less time is spent on individuals-oriented (easy) subjects. Behind this approach are three problems- professional context, custom and ideology all uniting to dictate this particularly Chinese understanding of the hypothesis and practice of management? Management growth within the conventional educational system is defined as: supporting the more didactic, educator-centered teaching techniques; a focus on hypothesis rather than on experience with little contact with the broader industrial society; and a lack of well ed ucated and well trained management trainers. (Hutchings, 2006) Chinas successful progress as a key economic supremacy can only be obtained with the help of highly qualified, professionally trained administration (Dowling, 2009). In China the management training process is not only associated with economic basis and progress, but also to political and ideological beliefs. Since management progress is supposed as a significant means of improving managerial ability and improving competitive benefit, international firms engaged in joint ventures need to be aware of the cross-cultural implications in the design and implementation of management training courses for Chinese managers and its incorporation into the strategic HR system. (Dowling, 2009) 2.1 Recruitment and Selection It is a critical stage when the firms in China proceed to hire employees to fill the vacancies it has recognized. At the employment stage the firm attracts people to apply for its jobs; at the hiring stage it selects the best individual for the job or jobs from among the people it has fascinated. Employment and selection, thus, refers to the group of methods used to hire and select employees to execute the jobs recognized within the firm. (Cooke, 2007) 2.1.1 Cultural Issues At the time of enrollment and selection procedure in China, firm culture is the most significant and the most complicated part of such organization analysis since various candidates have different insight to same organization culture and moreover, various people communicate with the setting in which they work in a different manner. On the other hand, a thorough organization analysis could be done to emphasize the selection standard. (Warner, 2003) 2.1.2 Cost Benefit Analysis Chinese firms also make cost and advantage analysis at the time of selection and enrollment. The procedure of selection can be expensive, and some recruitment methods could be even more costly, such that some firms could only employ them for a few major vacancies. When a firm chooses its recruitment methods, it would try to assess whether the struggles will be worthwhile. To determine on the most cost-effective techniques, both the costs and the advantages related with the recruitment techniques should be considered. (Cooke, 2007) 2.1.3 Personality Test Personality test has also been adopted in China in selection procedure. They observe aspects of personality that have been demonstrated through research to associate with performance at workplace. Most personality assessments are self-report, where candidates are asked to note how they see themselves on a number of characteristics or behavior. Some items may be unlimited questions asking about preferred actions, and some items may be a selection from a range of statements, asking individual to select which statement most resembles them or is most contrasting them. (Wright, 2004) 2.2 Training and Development Although personnel develop their expertise through every day work, as we have just noted, firms often give additional proper learning chances. These may be off-the-job training programs, or they may contain work based development courses. We can also contain post-graduate qualifications such as the one you are studying for now. Personnel development is an identification that employees may need to develop modern skills or get new information, both for their own growth and to fulfill the firms requirements. (William, 2007) 2.2.1 Cultural Issues When multinationals turn into or with other nations there may be a supposition that because everybody within the firm is working for the same objectives and to the same standards, they will automatically interact, think and view the world in the similar way. When various cultures start working together, issues or complexities occur that several people within these firms are not expert or adept enough to cope with efficiently. This can merely be because they have never had to cope with the problem before. (Wright, 2004) 2.2.2 Language Barriers Language is the most significant thing when Chinese firms offer training to their staff. In China language is often the least complicated hurdle to breach. When we recognize there may be language variations, we have a greater understanding of the potential for issues. On the other hand, much more often its a totally different way of seeing things and an incapability, or reluctance, to see what the other individual is seeing that causes the complexities. (William, 2007) 2.2.3 Misunderstanding the Norms The most major problem in China we can say that misinterpretation the norm because the other individual understands our language (or we understand theirs) that we speak the same language. Often we dont. Even when our Native language is the same, we dont speak it the same way. When we work with other cultures, its easy to be affected by general stereotypes, misunderstandings and biases about our new colleagues. Without understanding it, we carry those understandings and stereotypes into meetings, conferences, training or even social get-together that can make interaction hard and difficult work. (Smith, 2005) 2.3 Performance Management and Appraisal Once the best candidate has been selected and has begun work, firms often wished to observe their work and help them to grow. In the first example, monitoring and growth happens through the normal procedures of daily work, where employees develop themselves with the help of their supervisors (Wright, 2004). On the other hand, some firms have recently begun to take a systematic advancement to the management of individual conduct, seeing it in the perspective of the overall policy of the firm: this is what has come to be called performance management. Several firms have also established it wanted to institute a formal annual review of performance, executed jointly by the worker and his or her supervisor: this is what is called performance evaluation? (Wright, 2004) 2.3.1 Cultural Dimensions In the China more and more shrinking business world, the firm has arrived with a bang. With it have come cultural problems of race, ethnicity, unlike educational background, language problems, etc. The firms in China are striving for proper alignment of cultural variations between workers of towards increasing organizational effectiveness and output. Such firms are evolving performance assessment methods appropriate for measuring and assessing worker performance along cultural dimensions. (Selmer, 2001) 2.3.2 Power Issues in Appraisal In appraising the workers in China power is major threat to companies while appraising the workers. In high power gap cultures, authority is focused at the top of a vertical organizational structure (Jackson, 2005). There are comparatively more supervisory employees, and the resulting variations in power are an accepted disparity between higher-level and lower-level people. Managers depend on formalized roles in which authority is vested and employees expect to be explained what to do without discussion. Close management and authoritative leadership are estimated to lead to job fulfillment, higher performance, and raised output. (Jackson, 2005) 2.3.3 Uncertainty Avoidance Improbability avoidance is the level to which participants of a firm in China fear the unexpected at the time of appraisal. Cultures with a low level of Improbability avoidance do not feel pressure while appraising and endangered when faced with reform and vagueness. Low uncertainty avoidance cultures have a comparatively short average time of job with each organization and feel little loyalty to the company. Although self employment is rare, they choose to work for smaller firms. (Selmer, 2001) 2.4 Compensation Management Deciding how much and in what way employees should be paid is a key part of HR management. Pay assessments are based not only on workers performance, but contain data from more universal performance management and assessment processes, such as an analysis of the movement of payment rates in the external marketplace. (Jackson, 2005) 2.4.1 Cultural Dimensions In Chinese culture, worker name pay-for-performance as the most essential tool in getting the greatest financial consequences at their firms. But, adopting real, pay-for-performance is simpler said than done. In Chinese culture workforces who outperform their colleagues will be rewarded properly, feel valued and content and more likely to stay with your firm. (Selmer, 2001) 2.4.2 Evolution of Compensation Nowadays in China compensation techniques have come from a long way. With the altering organizational structures employees need and compensation techniques have also been altering. From the bureaucratic firms to the participative firms, workers have begun asking for their rights and proper compensations. The higher education standards and higher expertise needed for the employment have made the firms provide competitive compensations to their workers. (Siam, 2007) 2.4.3 Modern Compensation Systems Nowadays the compensation systems are intended aligned to the business objectives and policies. The workers are required to work and take their own decisions. Administration is being delegated. Workers feel secured and valued in the company. Firms offer financial and non-monetary advantages to attract and retain the best talents in the competitive atmosphere. Some of the advantages are special allowances like mobile, firms vehicle; House rent allowances; statutory leaves, etc. (Shen, 2007) 2.5 Labor Relations To make sure productive worker relations, human resources management practitioners must cope with the administration of the relation between the employer and the employees as a whole. In several states and employers a trade union or unions represent employees (Siam, 2007). On the other hand, we will discuss that employment relations are a concern of the human resources manager even if his or her firm is not unionized: she or he must still determine, among other things, how the firm is going to interact with its employees, and the extent to which workers should involve in the management of the firm. 2.5.1 Cultural Dimensions Cultural issues do not describe or affect the way labor relations are executed in Chinas workplace, as several consider they do. The effect of the international market has considerably changed the way labor relations are really followed in China, which is called an international market paradigm. However, Collectivism and Confucianism carry on to affect labor relations in China and the ideological and cultural leftovers still to be found could influence Chinas relations with other countries for years to come. (Siam, 2007) 2.5.2 Employment Policies and Manuals Every firm in China keeps employment strategies and worker manual for workers of any stage. These strategies manuals helps the workers and firms in keeping good relationship by resolving disagreement through the proper processes previously discussed before job. (Siam, 2007) 2.5.3 Unemployment Benefits Many Chinese firms keep proper scheduling about personnel performance to curtail unemployment taxes and evaluation and in defending claims for advantages in managerial proceedings and court petitions. (Shen, 2007) 3.0 IHRM Environmental Factors in China Much of the development in the human resources function over the last thirty years may be typified to its vital role in keeping the firm out of dilemma with the law in China. Most companies are intensely concerned with possible liability resulting from staff decisions that may breach laws endorsed by the state legislatures, and/or local administrations. These laws are persistently understood in thousands of cases brought before regime agencies, federal courts, state courts, and the Supreme Court. (Smith, 2005) 3.1 Government Actions In China the HR management of company relies to a large extent on its capability to deal successfully with administration actions. Operating within the legal structure devise by Government needs keeping track of the external official environment and developing internal procedures (for instance, management training and grievance processes) to make sure compliance and reduce complaints. Several firms are now developing formal strategies on sexual harassment and setting up internal administrative channels to cope with alleged events before workers feel the need to file a case. (Shen, 2007) 3.2 Regional Economic and Political Activity Regional monetary and political activity often has a varied effect on public- and private sector companies. Still, politicians and economy in China typically exert much more control over organizational confronts than over environmental confronts in recruiting staff, determining pay, providing promotions, etc (Shen, 2007). Nevertheless successful managers spot organizational problems and cope with them before they become major issues. Only supervisors who are well educated about significant HR problems and organizational confronts can do this. These challenges encompass the requirement for a competitive position and flexibility, the issues of downscaling and organizational reform, the use of self-managed work groups, the growth of small businesses, the need to develop a strong organizational culture, the part of technology, and the development of outsourcing. (Shen, 2007) 3.3 Cultural Diversity The future achievement of any firms depends on the tendency to manage a diverse body of aptitude that can bring new ideas, views and prospective to their work. The challenge and issues encountered of workplace diversity can be turned into a tactical organizational asset if a firm is capable to capitalize on this melting pot of different talents (Selmer, 2001). With the merge of talents in China of different cultural backgrounds, genders, ages and way of life, a firm respond to business possibilities more quickly and creatively, particularly in the international arena, which must be one of the significant organizational objectives to be achieved. More significantly, if the organizational atmosphere does not support diversity generally, one risks losing talent to rivals. (Selmer, 2001) 4.0 IHRM and China Recently the firms in China are encountering the cultural diversity. The challenge of workplace diversity is also common amongst Singapores Small and Medium Enterprises (SMEs). With a population of only 4 million individuals and the nations struggle towards high technology and knowledge-based economy; overseas talents are attracted to share their skills in these fields (Cooper and De Cieri, 2007). Therefore, many local human resources managers have to experience cultural-based HR Management training to enhance their capabilities to inspire a group of expert that are highly educated but culturally diverse. Moreover, the human resources professional must assure the local experts that these overseas talents are not a danger to their career development. In several ways, the efficacy of workplace diversity management is reliant on the skilful balancing act of the human resources manager. (Cooper and De Cieri, 2007) One of the major causes for unproductive workplace diversity management is the tendency to pigeonhole workers, placing them in a various silo based on their diversity profile (Hutchings, 2006). In the actual world, diversity cannot be simply classified and those firms that react to human difficulty by leveraging the talents of a wider workforce will be the most useful in flourishing their businesses and their client base. 5.0 IHRM and China As the real diversity is the major problem in China, so in order to successfully manage workplace diversity, Human Resources Manager needs to reform from an ethnocentric view our way is the best way to an ethnically relative view lets take the best of a variety of ways (Warner, 2003). This change in philosophy has to be inbuilt in the managerial structure of the Human Resources Manager in his/her planning, organizing, directing and managing of organizational resources. (Warner, 2003) Most firms in China have determined to begin mentoring program in the future. Because this is the best method to manage workplace diversity problems through initiating a diversity mentoring program. This could entail engaging different departmental supervisors in a mentoring program to coach and provide feedback to workers who are different from them. In order for the program to run effectively, it is wise to give practical training for these supervisors or seek help from advisors and professionals in this field. (Warner, 2003) 6.0 Conclusion The conventional functions of Human Resources Management now need to be tactically directed towards flourishing and sustaining organizational abilities, through activities that overlap with conventional business operations such as finance, marketing, and non-conventional operations, such as knowledge management. HR Information System has great importance in every field. It can execute an essential role and help the interactions procedure in the organization. Most significantly, firms can appoint and retain the leading performers, enhance output and improve job satisfaction of the workers. Human Resources Manager has the liability to amplify competence and profit, but in the current scenario, the role of Human Resources manager is altering quickly due to changes in regime policies, unions, labor legislations and technological advancement. The trends have occurred in the firm, HR planning, job design, enthusiasm, and employment and skill development and worker relations. The challenges can be encountered by Human Resources Manager effectively, if appropriate strategies are adopted. Therefore, the role of Human Resources Manager will be more vital in future due to the emerging scenario.

Facebook Addiction

FACEBOOK ADDICTION SPEECH GOAL : I WOULD LIKE MY AUDIENCE TO UNDERSTAND THAT FACEBOOKING IS ADDICTIVE. INTRODUCTION : WHO DOESN'T HAVE ANY FACEBOOK ACCOUNT? MOST OF US ARE ON FACEBOOK BECAUSE EVERYBODY IS IN IT. RIGHT? TODAY, I WANT TO SHARE LITTLE THINGS ABOUT HOW THIS AFFECTS OUR DAILY LIFE. FACEBOOK ALLOWS US TO STAY CONNECTED WITH ONE ANOTHER, EXPRESS OURSELVES THROUGH PROFILE ACTIVITIES, INTERESTS, MUSIC, ETC. THIS ALSO ALLOWS US TO SEE OUR FRIENDS THAT WE HAVEN'T TALKED FOR A QUITE WHILE†¦AND A GREAT ADVANTAGE FOR THOSE WHO ARE LIVING FAR AWAY FROM THEIR HOME TOWN WITH RELATIVES AND CLOSE FRIENDS. FACEBOOK HELPS US TO BUILD OUR SOCIAL LIFE SINCE WE COULD INTERACT WITH OUR MUTUAL FRIENDS WITH OTHERS AND MAY START A GOOD REALTIONSHIP WITH THEM. FACEBOOK GIVES US SO MUCH REASONS TO JOIN THE SITE, TO SIGN IN, AND NOT TO LOG OUT. IT HAS SO MANY FEATURES THAT A PERSON CAN DO IN ONE SITE SUCH AS PLAYING ONLINE GAMES ON FACEBOOK TOGETHER WITH YOUR FRIENDS AND RAISE YOUR FARM ON FA RMVILLE.SPEAKING OF FARMVILLE, ONCE YOU'VE STARTED TO PLAY THAT GAME, YOU WOULD HAVE TO MAINTAIN YOUR FARM FOR YOUR ANIMALS AND IT WOULD GET INTENSE WHEN YOU START LOSING YOUR COINS AND SO ON. I MIGHT NOT HAVE PLAYED THE GAME BUT BASED ON MY INTERVIEW FROM A PERSON WHO ACTUALLY SPEND HIS WHOLE NIGHT ON FARMVILLE, THOSE WERE THE ONLY THINGS HE COULD SAY ABOUT FARMVILLE AS I ASKED HIM, HE WAS QUITE BUSY PLAYING IT. A LOT OF FUN APPLICATIONS YOU CAN USE ON FACEBOOK WHEN YOU GET BORED. BUT THESE COOL APPLICATIONS TAKES A PERSON'S VALUABLE TIME USING IT.ONCE YOU'VE START USING ANY APPLICATION ON FACEBOOK, YOU'D HAVE TO GET TIME TO MAINTAIN A CERTAIN LEVEL AND NOT TO LOSE YOUR POINTS. THESE TIME OF HOURS YOU'RE SPENDING ON ONE APPLICATION CAN ALREADY MAKE ONE SET OF DINNER ROLLS FOR SNACKS. AND NOT ONLY THAT, OF COURSE, AFTER PLAYING YOU'D GONNA CHECK YOUR NOTIFICATIONS AND NEWS FEEDS. THEN, YOU MIGHT ALSO LOOK AT YOUR FRIENDS NEW PHOTOS AND GIVE ATTENTION TO SOME NEW POSTS AND MOST LIKEL Y GIVE A COMMENT ON SOMEONE'S WALL. A QUESTION FOR EVERYBODY WHO'S ON FACEBOOK, DO YOU USE FACEBOOK FOR 5 MINUTES OR MORE THAN 20 MINUTES?BESIDES USING FACEBOOK ON YOUR PC, DO YOU ALSO OPEN IT ON YOUR SCHOOL'S LIBRARY OR YOUR CLASSMATES' LAPTOP, OR EVEN ON YOUR MOBILE DEVICE MORE THAN ONCE PER DAY? IF YES, YOU ARE A FACEBOOK ADDICT. YOU WILL ALSO FIND YOURSELF LOOKING UP TO OTHER'S PROFILE, CHECKING ALL THEIR ACTIVITIES, MIND OTHER PEOPLE'S BUSSINESSES BETWEEN HOURS OF COMMITTED TO WORK. NOT ONLY THAT, YOU WOULD ALSO FEEL THAT LIFE WITHOUT FACEBOOK IS TOTALLY WORTHLESS. BASED ON MY OWN EXPERIENCE, I STARTED OUT SIMPLE ON FACEBOOK, KEEP IN TOUCH WITH MY FRIENDS, CHECK NOTIFICATIONS AND MESSAGES AND THEN LOG OUT AFTER 5 MINUTES.BUT NOW, IT'S ALREADY A MIRACLE IF I GET OFF AFTER 15 MINUTES. I GET INVOLVED IN MY FRIENDS'S LIVES THAT I ALMOST NEGLECT THINGS IN MY PERSONAL LIFE. ALL MY HOMEWORKS WERE PILED UP BECAUSE I GET LOST ON FACEBOOK. I tell myself that I am only going to get on for five minutes; however, as soon as I look at the New's Feed, it's all downhill from there. I SEE MY FRIENDS NEW UPLOADED PHOTO ALBUM AND I MUST SEE ALL THE PHOTOS INSIDE IT. NEXT THING I KNOW 5 MINUTES BECOMES 30 MINUTES TO AN HOUR.I become so interested with my friends' activities that I don't consider the time I spend on Facebook. I could be doing my homework or something more productive, but instead I am consumed with Facebook to the point where I wonder if it is an addiction. BEFORE IT REACHES TO A POINT WHERE IT WILL LEAVE US IN A COLD SWEAT WHEN WE'RE LOGIN OUT ON FACEBOOK, WE SHOULD Get off the computer WHEN WE GET BORED, INSTEAD GO FOR A WALK, HIT THE GYM OR SEE A MOVIE. THERE IS SO MUCH MORE TO DO IN LIFE THAN WATCH OUR HATCHING EGG GROW. REALLY!

Life as a Buddhist Essay

Many people all around this planet have knowingly or unknowingly met people of the Buddhist community or even seen a Buddhist Temple. In whatever circumstances, hearing of, meeting with the real Buddhists or visiting their temple is not an issue. The fundamental question is, ‘what is Buddhism? ’ An article, The Buddhist Way appearing in the Buddha Net (2008) defines Buddhism as, â€Å"†¦a religion, a series of practices and a way of life based on the teachings of Buddha who, after achieving enlightenment, taught that the nature of the world is constant change. † According to the teaching of Buddha, all things in this world are temporary and the inability to understand life’s nature is the source of people’s unhappiness, trouble and their suffering. Buddhism is therefore a means to correct people’s views, expectations along with their conduct and bring happiness, peace, wisdom, Nirvana and end suffering. Buddha’s teachings are a source of inspiration to people whose religion is Buddhism. Their lives have perhaps been influenced by these teachings (Buddha Net 2008). This essay seeks to explore through the day to day life of Buddhist men, women and children The males were the dominant figures in the Buddhist community. Their responsibility was to take care of the females in their community. They were the voice in their families and no woman could dare go against their wishes. The woman could only manage the affairs of the house in the way that the husband dictated. The males could marry as many wives as their strength allowed (Buddha Net 2008). They could become monks to serve in the Buddhism religion where they were supposed to live a celibate life (Andrew, nd). To understand the situation currently facing the Buddhist woman, it is important to look at the early life of the Buddhist woman. The Buddhist woman seems to have gone through so much than any other living creature. Her life was that of submissiveness and servitude; as a child and youth, a wife and an elderly woman, she had to obey and serve her parents, husband and grown children respectively. They had no right to chose whom to marry and would marry anyone chosen to them by parents. On very rare occasions, they were given an opportunity to choose from a few suitors. Some of the women therefore were forced to elope. Once they were in marriage they were to obey their husbands together with his parents without question. Like objects, they could seldom make decisions; they were ordered on what was to be done by men (Andrew, nd). Women’s role in the Buddhist society was to manage household affairs such as cooking, cleaning the house, bearing and looking after the children. They only ate leftovers after the men had had their fill. Women were treated more or less like objects. Their husbands could beat them up if they were displeased to, an extent of being thrown out from the family house. A woman could not file for a divorce but a man could (Andrew, nd). Their role as said earlier was to bring forth children for their dear husbands and if the woman was barren, another wife was the better option for the husband. As opposed to men, women who committed adultery were put to death. Men could also give away their wives to their men friends. The woman was the most degraded creature in the early Buddhist community whose activates and decisions were under the remote control of men. Many women served as slaves and had to follow whatever their masters said even if it meant the sexual act. They were also beaten up by their master and even murdered without anyone’s alarm. Due to these merciless and regular beatings they occasionally committed suicide. The life of a traditional Buddhist woman was made of a dark cloud of suffering. Andrews in her article Women in Theravada Buddhism joins Janice Willis in saying that women â€Å"†¦were helpmates at best and burdens at worst, but always they were viewed as being inferior, second class citizens† (Andrew, nd). The birth of Buddha also marked the birth of the women’s freedom. At one time Buddha was asked about women by one of his disciples, Ananda and he replied that just like men, they could also become enlightened. Buddha in an effort of lifting the woman figure founded orders for both Bhikkhus (monks) and Bhikkhunis (nuns). The practices and rules that governed the two orders were similar. Buddha also taught anyone; male and females alike (Andrew, nd). However it had not been easy for Buddha to establish the order of nuns. Had it not been for his disciple Ananda’s pleading, the women could not have been ordained. Despite their ordination, Buddha dictated eight rules that placed the nuns as monks’ subordinates. To Buddha still, a woman was a lesser being. It was because of nuns’ ordination that his teachings would last for only 500 years instead of the expected 1000 years. Ordination of women was like a crime that he had committed (Andrew, nd). After the death of Buddha, the one time patriarch society wore back its earlier face. They could not deal with women nuns who were their equal and rules to lower the standards of women in the society were made. No one was against Buddha’s teachings that women could in the same way as men attain enlightment but there were certain limitations made for Bhikkhunis to perhaps increase acceptance of monastic rules in the society. Despite these limitations, many women joined the Bhikkhunis as there was more freedom, no servitude; no doing of household chores and above all they had independence. Once liberated, they taught the same to other women. Bhikkhunism therefore was a way of escaping from the harsh realities of life. All women could not be Bhikkhunis; some established other movements such as the Lay Women (Andrew, nd). The life expectations of a Buddhist child can be drawn from the teaching of Buddha to his own son Rahula. Parents and teachers were supposed to pass these teachings on to their children. A Buddhist child is expected to be truthful. If the Buddhist child wanted to find truth the child must be truthful in the first place. Children are also supposed grow up with their actions as mirrors. They were advised not to perform any action that seemed harmful. Children were supposed to learn from their mistakes and be responsible for their actions. They were also supposed to be compassionate. Buddhist children are also trained to become monks from an early age (Talbot, 2010) Conclusion Just like in any other institution, the Buddhist community has had their own way of life. Each and every group had a place it held in the society. However, it had been a patriarch society that infringed on the rights of women. Men were superior figures but women were expected to be in total submission of their husbands. With the coming of Buddha the status of women was lifted but was not equal to that of men. Women are still below men in communities that practice Buddhism such as in India and Thailand. References Andrew, K. (nd). Women in Theravada Buddhism. Retrieved form http://www. enabling. org/ia/vipassana/Archive/A/Andrews/womenTheraBudAndrews. html Buddha Net. (2008). The Buddhist way. Retrieved from http://www. buddhanet. net/e-learning/buddhism/bs-s01. htm Talbot, M. (2010). Introduction: teaching your children Buddhist values. Retrieved from http://www. tricycle. com/special-section/introduction-teaching-your-children-buddhist-values

Example Sentences of the Verb Come

The irregular verb come is one of the most common in English. Come is usually used when returning to a place one is at such as in come home, or when speaking about a person going from one place to another to see another person as in the phrase come over here.   Come is also used in many phrasal verbs such as, come up, come through, come over, come to. For example: Tom came up with a solution.  Could you come over tonight? Here are two example sentences with the verb come in each of the tenses. There are also examples in the  passive voice,  modal forms, and  conditional forms.   Example Sentences Using 'Come' in Each Form Base Form​ come / Past Simple came / Past Participle come / Gerund coming Present Simple I often come to this supermarket.Alan comes up with great ideas. Present Continuous Look! he is coming up the street.Jennifer is coming over this evening. Present Perfect Mary has come to this school for the past four years.MY friend Peter has come through for me many times. Present Perfect Continuous Mary has been coming to this school for the past four years.The students have been coming to the grammar class for two weeks. Past Simple We came here yesterday.What did the teacher come up with on Monday? Past Continuous We were coming home when we got the telephone call on our cell phone.She was coming to my help as the police arrived on the scene.   Past Perfect We had just come home when he arrived.Alessandra had come up with a solution before they suggested the change. Past Perfect Continuous John had been coming to their house for years when he decided not to visit anymore.Id been coming to this class for two weeks when I met Alan. Future (will) Peter will come next week.When will you come over for dinner? Future (going to) Mary is going to come to the party next week.I think hes going to come up with an idea. Future Continuous This time next week I will be coming home.Will you be coming over for dinner at eight? Future Perfect Many people will have come by the end of the party.This meeting will have come to an end by six oclock. Future Possibility She might come tomorrow.Peter should come to this class. I think youll enjoy it. Real Conditional If he comes, we will have lunch at a good restaurant.Unless he shows up soon, shell have to come over and give us a hand. Unreal Conditional If I came to the party, I wouldnt enjoy myself.I would come over tonight if I had the time. Past Unreal Conditional If he had come, he would have resolved all the problems.Tom would have done his homework if he had come home on time. Present Modal You really should come to the show.The children can come with you this evening. Past Modal They must have come! Im sure I saw them.He could always come home on the weekend.   Quiz: Conjugate With Come Use the verb to come to conjugate the following sentences. Quiz answers are below. In some cases, more than one answer may be correct. We ____ here yesterday.Peter _____ next week.Mary ____ to the party next week.Mary _____ to this school for the past four years.We _____ home when we got the telephone call on our cell phone.I often _____ to this supermarket.This time next week I _____ home.If he _____, we will have lunch at a good restaurant.We _____ just _____ home when he arrived.Many people ____ by the end of the party. Quiz Answers camewill comeis going to comehas comewere comingcomewill be comingcomeshad comewill have come