Prelude to Foundation Chapter 12 Aerie

ROBOT-†¦ A term used in the ancient legends of several worlds for what are more usually called â€Å"automata.† Robots are described as generally human in shape and made of metal, although some are supposed to have been pseudo-organic in nature. Hari Seldon, in the course of The Flight, is popularly supposed to have seen an actual robot, but that story is of dubious origin. Nowhere in Seldon's voluminous writings does he mention robots at all, although†¦ Encyclopedia Galactica 56. They were not noticed. Hari Seldon and Dors Venabili repeated the trip of the day before and this time no one gave them a second look. Hardly anyone even gave them a first look. On several occasions, they had to tuck their knees to one side to allow someone sitting on an inner seat to get past them and out. When someone got in, they quickly realized they had to move over if there was an inner empty seat. This time they quickly grew tired of the smell of kirtles that were not freshly laundered because they were not so easily diverted by what went on outside. But eventually they were there. â€Å"That's the library,† said Seldon in a low voice. â€Å"I suppose so,† said Dors. â€Å"At least that's the building that Mycelium Seventy-Two pointed out yesterday.† They sauntered toward it leisurely. â€Å"Take a deep breath,† said Seldon. â€Å"This is the first hurdle.† The door ahead was open, the light within subdued. There were five broad stone steps leading upward. They stepped onto the lowermost one and waited several moments before they realized that their weight did not cause the steps to move upward. Dors grimaced very slightly and gestured Seldon upward. Together they walked up the stairs, feeling embarrassed on behalf of Mycogen for its backwardness. Then, through a door, where, at a desk immediately inside was a man bent over the simplest and clumsiest computer Seldon had ever seen. The man did not look up at them. No need, Seldon supposed. White kirtle, bald head-all Mycogenians looked so nearly the same that one's eyes slid off them and that was to the tribespeople's advantage at the moment. The man, who still seemed to be studying something on the desk, said, â€Å"Scholars?† â€Å"Scholars,† said Seldon. The man jerked his head toward a door. â€Å"Go in. Enjoy.† They moved inward and, as nearly as they could see, they were the only ones in this section of the library. Either the library was not a popular resort or the scholars were few or-most likely-both. Seldon whispered, â€Å"I thought surely we would have to present some sort of license or permission form and I would have to plead having forgotten it.† â€Å"He probably welcomes our presence under any terms. Did you ever see a place like this? If a place, like a person, could be dead, we would be inside a corpse.† Most of the books in this section were print-books like the Book in Seldon's inner pocket. Dors drifted along the shelves, studying them. She said, â€Å"Old books, for the most part. Part classic. Part worthless.† â€Å"Outside books? Non-Mycogen, I mean?† â€Å"Oh yes. If they have their own books, they must be kept in another section. This one is for outside research for poor little self-styled scholars like yesterday's.-This is the reference department and here's an Imperial Encyclopedia†¦ must be fifty years old if a day†¦ and a computer.† She reached for the keys and Seldon stopped her. â€Å"Wait. Something could go wrong and we'll be delayed.† He pointed to a discreet sign above a free-standing set of shelves that glowed with the letters TO THE SACR TORIUM. The second A in SACRATORIUM was dead, possibly recently or possibly because no one cared. (The Empire, thought Seldon, was in decay. All parts of it. Mycogen too.) He looked about. The poor library, so necessary to Mycogenian pride, perhaps so useful to the Elders who could use it to find crumbs to shore up their own beliefs and present them as being those of sophisticated tribespeople, seemed to be completely empty. No one had entered after them. Seldon said, â€Å"Let's step in here, out of eyeshot of the man at the door, and put on our sashes.† And then, at the door, aware suddenly there would be no turning back if they passed this second hurdle, he said, â€Å"Dors, don't come in with me.† She frowned. â€Å"Why not?† â€Å"It's not safe and I don't want you to be at risk.† â€Å"I am here to protect you,† she said with soft firmness. â€Å"What kind of protection can you be? I can protect myself, though you may not think it. And I'd be handicapped by having to protect you. Don't you see that?† â€Å"You mustn't be concerned about me, Hari,† said Dors. â€Å"Concern is my part.† She tapped her sash where it crossed in the space between her obscured breasts. â€Å"Because Hummin asked you to?† â€Å"Because those are my orders.† She seized Seldon's arms just above his elbow and, as always, he was surprised by her firm grip. She said, â€Å"I'm against this, Hari, but if you feel you must go in, then I must go in too.† â€Å"All right, then. But if anything happens and you can wriggle out of it, run. Don't worry about me.† â€Å"You're wasting your breath, Hari. And you're insulting me.† Seldon touched the entrance panel and the portal slid open. Together, almost in unison, they walked through. 57. A large room, all the larger because it was empty of anything resembling furniture. No chairs, no benches, no seats of any kind. No stage, no drapery, no decorations. No lights, merely a uniform illumination of mild, unfocused light. The walls were not entirely blank. Periodically, arranged in spaced fashion at various heights and in no easy repetitive order, there were small, primitive, two-dimensional television screens, all of which were operating. From where Dors and Seldon stood, there was not even the illusion of a third dimension, not a breath of true holovision. There were people present. Not many and nowhere together. They stood singly and, like the television monitors, in no easy repetitive order. All were white-kirtled, all sashed. For the most part, there was silence. No one talked in the usual sense. Some moved their lips, murmuring softly. Those who walked did so stealthily, eyes downcast. The atmosphere was absolutely funereal. Seldon leaned toward Dors, who instantly put a finger to her lips, then pointed to one of the television monitors. The screen showed an idyllic garden bursting with blooms, the camera panning over it slowly. They walked toward the monitor in a fashion that imitated the others-slow steps, putting each foot down softly. When they were within half a meter of the screen, a soft insinuating voice made itself heard: â€Å"The garden of Antennin, as reproduced from ancient guidebooks and photographs, located in the outskirts of Eos. Note the-â€Å" Dors said in a whisper Seldon had trouble catching over the sound of the set, â€Å"It turns on when someone is close and it will turn off if we step away. If we're close enough, we can talk under cover, but don't look at me and stop speaking if anyone approaches.† Seldon, his head bent, his hands clasped before him (he had noted that this was a preferred posture), said, â€Å"Any moment I expect someone to start wailing.† â€Å"Someone might. They're mourning their Lost World,† said Dors. â€Å"I hope they change the films every once in a while. It would be deadly to always see the same ones.† â€Å"They're all different,† said Dors, her eyes sliding this way and that. â€Å"They may change periodically. I don't know.† â€Å"Wait!† said Seldon just a hair's breadth too loud. He lowered his voice and said, â€Å"Come this way.† Dors frowned, failing to make out the words, but Seldon gestured slightly with his head. Again the stealthy walk, but Seldon's footsteps increased in length as he felt the need for greater speed and Dors, catching up, pulled sharply-if very briefly-at his kirtle. He slowed. â€Å"Robots here,† he said under the cover of the sound as it came on. The picture showed the corner of a dwelling place with a rolling lawn and a line of hedges in the foreground and three of what could only be described as robots. They were metallic, apparently, and vaguely human in shape. The recording said, â€Å"This is a view, recently constructed, of the establishment of the famous Wendome estate of the third century. The robot you see near the center was, according to tradition, named Bendar and served twenty-two years, according to the ancient records, before being replaced.† Dors said, † ‘Recently constructed,' so they must change views.† â€Å"Unless they've been saying ‘recently constructed' for the last thousand years.† Another Mycogenian stepped into the sound pattern of the scene and said in a low voice, though not as low as the whisperings of Seldon and Dors, â€Å"Greetings, Brothers.† He did not look at Seldon and Dors as he spoke and after one involuntary and startled glance, Seldon kept his head averted. Dors had ignored it all. Seldon hesitated. Mycelium Seventy-Two had said that there was no talking in the Sacratorium. Perhaps he had exaggerated. Then too he had not been in the Sacratorium since he was a child. Desperately, Seldon decided he must speak. He said in a whisper, â€Å"And to you, Brother, greetings.† He had no idea whether that was the correct formula of reply or if there was a formula, but the Mycogenian seemed to find nothing amiss in it. â€Å"To you in Aurora,† he said. â€Å"And to you,† said Seldon and because it seemed to him that the other expected more, he added, â€Å"in Aurora,† and there was an impalpable release of tension. Seldon felt his forehead growing moist. The Mycogenian said, â€Å"Beautiful! I haven't seen this before.† â€Å"Skillfully done,† said Seldon. Then, in a burst of daring, he added, â€Å"A loss never to be forgotten.† The other seemed startled, then said, â€Å"Indeed, indeed,† and moved away. Dors hissed, â€Å"Take no chances. Don't say what you don't have to.† â€Å"It seemed natural. Anyway, this it recent. But those are disappointing robots. They are what I would expect automata to be. I want to see the organic ones-the humanoids.† â€Å"If they existed,† said Dors with some hesitation, â€Å"it seems to me they wouldn't be used for gardening jobs.† â€Å"True,† said Seldon. â€Å"We must find the Elders' aerie.† â€Å"If that exists. It seems to me there is nothing in this hollow cave but a hollow cave.† â€Å"Let's look.† They paced along the wall, passing from screen to screen, trying to wait at each for irregular intervals until Dors clutched Seldon's arms. Between two screens were lines marking out a faint rectangle. â€Å"A door,† Dors said. Then she weakened the assertion by adding, â€Å"Do you think?† Seldon looked about surreptitiously. It was in the highest degree convenient that, in keeping with the mourning atmosphere, every face, when not fixed on a television monitor, was bent in sad concentration on the floor. Seldon said, â€Å"How do you suppose it would open?† â€Å"An entrance patch.† â€Å"I can't make out any.† â€Å"It's just not marked out, but there's a slight discoloration there. Do you see it? How many palms? How many times?† â€Å"I'll try. Keep an eye out and kick me if anyone looks in this direction.† He held his breath casually, touched the discolored spot to no avail, and then placed his palm full upon it and pressed. The door opened silently-not a creak, not a scrape. Seldon stepped through as rapidly as he could and Dors followed him. The door closed behind them. â€Å"The question is,† said Dors, â€Å"did anyone see us?† Seldon said, â€Å"Elders must go through this door frequently.† â€Å"Yes, but will anyone think we are Elders?† Seldon waited, then said, â€Å"If we were observed and if anyone thought something was wrong, this door would have been flung open again within fifteen seconds of our entering.† â€Å"Possibly,† said Dors dryly, â€Å"or possibly there is nothing to be seen or done on this side of the door and no one cares if we enter.† â€Å"That remains to be seen,† muttered Seldon. The rather narrow room they had entered was somewhat dark, but as they stepped farther into it, the light brightened. There were chairs, wide and comfortable, small tables, several davenports, a deep and tall refrigerator, cupboards. â€Å"If this is the Elders' aerie,† said Seldon, â€Å"the Elders seem to do themselves comfortably, despite the austerity of the Sacratorium itself.† â€Å"As would be expected,† said Dors. â€Å"Asceticism among a ruling class-except for public show-is very rare. Put that down in your notebook for psychohistorical aphorisms.† She looked about. â€Å"And there is no robot.† Seldon said, â€Å"An aerie is a high position, remember, and this ceiling is not. There must be upper storeys and that must be the way.† He pointed to a well-carpeted stairway. He did not advance toward it, however, but looked about vaguely. Dors guessed what he was seeking. She said, â€Å"Forget about elevators. There's a cult of primitivism in Mycogen. Surely, you haven't forgotten that, have you? There would be no elevators and, what's more, if we place our weight at the foot of the stairs, I am quite certain it will not begin moving upward. We're going to have to climb it. Several flights, perhaps.† â€Å"Climb it?† â€Å"It must, in the nature of things, lead to the aerie-if it leads anywhere. Do you want to see the aerie or don't you?† Together they stepped toward the staircase and began the climb. They went up three flights and, as they did, the light level decreased perceptibly and in steady increments. Seldon took a deep breath and whispered, â€Å"I consider myself to be in pretty good shape, but I hate this.† â€Å"You're not used to this precise type of physical exertion.† She showed no signs of physical distress whatever. At the top of the third flight the stairs ended and before them was another door. â€Å"And if it's locked?† said Seldon, more to himself than to Dors. â€Å"Do we try to break it down?† But Dors said, â€Å"Why should it be locked when the lower door was not? If this is the Elders' aerie, I imagine there's a taboo on anyone but Elders coming here and a taboo is much stronger than any lock.† â€Å"As far as those who accept the taboo are concerned,† said Seldon, but he made no move toward the door. â€Å"There's still time to turn back, since you hesitate,† said Dors. â€Å"In fact, I would advise you to rum back.† â€Å"I only hesitate because I don't know what we'll find inside. If it's empty-† And then he added in a rather louder voice, â€Å"Then it's empty,† and he strode forward and pushed against the entry panel. The door retracted with silent speed and Seldon took a step back at the surprising flood of light from within. And there, facing him, eyes alive with light, arms half-upraised, one foot slightly advanced before the other, gleaming with a faintly yellow metallic shine, was a human figure. For a few moments, it seemed to be wearing a tight-fitting tunic, but on closer inspection it became apparent that the tunic was part of the structure of the object. â€Å"It's the robot,† said Seldon in awe, â€Å"but it's metallic.† â€Å"Worse than that,† said Dors, who had stepped quickly to one side and then to the other. â€Å"Its eyes don't follow me. Its arms don't as much as tremble. It's not alive-if one can speak of robots as being alive.† And a man-unmistakably a man-stepped out from behind the robot and said, â€Å"Perhaps not. But I am alive.† And almost automatically, Dors stepped forward and took her place between Seldon and the man who had suddenly appeared. 58. Seldon pushed Dors to one side, perhaps a shade more roughly than he intended. â€Å"I don't need protection. This is our old friend Sunmaster Fourteen.† The man who faced them, wearing a double sash that was perhaps his right as High Elder, said, â€Å"And you are Tribesman Seldon.† â€Å"Of course,† said Seldon. â€Å"And this, despite her masculine dress, is Tribeswoman Venabili.† Dors said nothing. Sunmaster Fourteen said, â€Å"You are right, of course, tribesman. You are in no danger of physical harm from me. Please sit down. Both of you. Since you are not a Sister, tribeswoman, you need not retire. There is a seat for you which, if you value such a distinction, you will be the first woman ever to have used.† â€Å"I do not value such a distinction,† said Dors, spacing her words for emphasis. Sunmaster Fourteen nodded. â€Å"That is as you wish. I too will sit down, for I must ask you questions and I do not care to do it standing.† They were sitting now in a corner of the room. Seldon's eyes wandered to the metal robot. Sunmaster Fourteen said, â€Å"It is a robot.† â€Å"I know,† said Seldon briefly. â€Å"I know you do,† said Sunmaster Fourteen with similar curtness. â€Å"But now that we have settled that matter, why are you here?† Seldon gazed steadily at Sunmaster Fourteen and said, â€Å"To see the robot.† â€Å"Do you know that no one but an Elder is allowed in the aerie?† â€Å"I did not know that, but I suspected it.† â€Å"Do you know that no tribesperson is allowed in the Sacratorium?† â€Å"I was told that.† â€Å"And you ignored the fact, is that it?† â€Å"As I said, we wanted to see the robot.† â€Å"Do you know that no woman, even a Sister, is allowed in the Sacratorium except at certain stated-and rare-occasions?† â€Å"I was told that.† â€Å"And do you know that no woman is at any time-or for any reason-allowed to dress in masculine garb? That holds, within the borders of Mycogen, for tribeswomen as well as for Sisters.† â€Å"I was not told that, but I am not surprised.† â€Å"Good. I want you to understand all this. Now, why did you want to see the robot?† Seldon said with a shrug, â€Å"Curiosity. I had never seen a robot or even known that such a thing existed.† â€Å"And how did you come to know that it did exist and, specifically, that it existed here?† Seldon was silent, then said, â€Å"I do not wish to answer that question.† â€Å"Is that why you were brought to Mycogen by Tribesman Hummin? To investigate robots?† â€Å"No. Tribesman Hummin brought us here that we might be secure. However, we are scholars, Dr. Venabili and I. Knowledge is our province and to gain knowledge is our purpose. Mycogen is little understood outside its borders and we wish to know more about your ways and your methods of thought. It is a natural desire and, it seems to us, a harmless-even praiseworthy-one.† â€Å"Ah, but we do not wish the outer tribes and worlds to know about us. That is our natural desire and we are the judge of what is harmless to us and what harmful. So I ask you again, tribesman: How did you know that a robot existed in Mycogen and that it existed in this room?† â€Å"General rumor,† said Seldon at length. â€Å"Do you insist on that?† â€Å"General rumor. I insist on it.† Sunmaster Fourteen's keen blue eyes seemed to sharpen and he said without raising his voice, â€Å"Tribesman Seldon, we have long cooperated with Tribesman Hummin. For a tribesman, he has seemed a decent and trustworthy individual. For a tribesman! When he brought you two to us and commended you to our protection, we granted it. But Tribesman Hummin, whatever his virtues, is still a tribesman and we had misgivings. We were not at all sure what your-or his-real purpose might be.† â€Å"Our purpose was knowledge,† said Seldon. â€Å"Academic knowledge. Tribeswoman Venabili is a historian and I too have an interest in history. Why should we not be interested in Mycogenian history?† â€Å"For one thing, because we do not wish you to be.-In any case, two of our trusted Sisters were sent to you. They were to cooperate with you, try to find out what it was you wanted, and-what is the expression you tribesmen use?-play along with you. Yet not in such a way that you would be too aware as to what was happening.† Sunmaster Fourteen smiled, but it was a grim smile. â€Å"Raindrop Forty-Five,† Sunmaster Fourteen went on, â€Å"went shopping with Tribeswoman Venabili, but there seemed nothing out of the way in what happened on those trips. Naturally, we had a full report. Raindrop Forty-Three showed you, Tribesman Seldon, our microfarms. You might have been suspicious of her willingness to accompany you alone, something that is utterly out of the question for us, but you reasoned that what applied to Brothers did not apply to tribesmen and you flattered yourself that that flimsy bit of reasoning won her over. She complied with your desire, though at considerable cost to her peace of mind. And, eventually, you asked for the Book. To have handed it over too easily might have roused your suspicion, so she pretended to a perverse desire only you could satisfy. Her self-sacrifice will not be forgotten.-I take it, tribesman, you still have the Book and I suspect you have it with you now. May I have it?† Seldon sat in bitter silence. Sunmaster Fourteen's wrinkled hand remained obtrusively outstretched and he said, â€Å"How much better it would be than to wrest it from you by force.† And Seldon handed it over. Sunmaster Fourteen leafed through its pages briefly, as though to reassure himself it was unharmed. He said with a small sigh, â€Å"It will have to be carefully destroyed in the approved manner. Sad.-But once you had this Book, we were, of course, not surprised when you made your way out to the Sacratorium. You were watched at all times, for you cannot think that any Brother or Sister, not totally absorbed, would not recognize you for tribespeople at a glance. We know a skincap when we see one and there are less than seventy of them in Mycogen†¦ almost all belonging to tribesmen on official business who remain entirely in secular governmental buildings during the time they are here. So you were not only seen but unmistakably identified, over and over. â€Å"The elderly Brother who met you was careful to tell you about the library as well as about the Sacratorium, but he was also careful to tell you what you were forbidden to do, for we did not wish to entrap you. Skystrip Two also warned you†¦ and quite forcibly. Nevertheless, you did not turn away. â€Å"The shop at which you bought the white kirtle and the two sashes informed us at once and from that we knew well what you intended. The library was kept empty, the librarian was warned to keep his eyes to himself, the Sacratorium was kept under-utilized. The one Brother who inadvertently spoke to you almost gave it away, but hastened off when he realized with whom he was dealing. And then you came up here. â€Å"You see, then, that it was your intention to come up here and that we in no way lured you here. You came as a result of your own action, your own desire, and what I want to ask you-yet once again-is: Why?† It was Dors who answered this time, her voice firm, her eyes hard. â€Å"We will tell you yet once again, Mycogenian. We are scholars, who consider knowledge sacred and it is only knowledge that we seek. You did not lure us here, but you did not stop us either, as you might have done before ever we approached this building. You smoothed our way and made it easy for us and even that might be considered a lure. And what harm have we done? We have in no way disturbed the building, or this room, or you, or that.† She pointed to the robot. â€Å"It is a dead lump of metal that you hide here and we now know that it is dead and that is all the knowledge we sought. We thought it would be more significant and we are disappointed, but now that we know it is merely what it is, we will leave-and, if you wish, we will leave Mycogen as well.† Sunmaster Fourteen listened with no trace of expression on his face, but when she was done, he addressed Seldon, saying, â€Å"This robot, as you see it, is a symbol, a symbol of all we have lost and of all we no longer have, of all that, through thousands of years, we have not forgotten and what we intend someday to return to. Because it is all that remains to us that is both material and authentic, it is dear to us-yet to your woman it is only ‘a dead lump of metal.' Do you associate yourself with that judgment, Tribesman Seldon?† Seldon said, â€Å"We are members of societies that do not tie ourselves to a past that is thousands of years old, making no contact at all with what has existed between that past and ourselves. We live in the present, which we recognize as the product of all the past and not of one long-gone moment of time that we hug to our chests. We realize, intellectually, what the robot may mean to you and we are willing to let it continue to mean that to you. But we can only see it with our own eyes, as you can only see it with yours. To us, it is a dead lump of metal.† â€Å"And now,† said Dors, â€Å"we will leave.† â€Å"You will not,† said Sunmaster Fourteen. â€Å"By coming here, you have committed a crime. It is a crime only in our eyes, as you will hasten to point out†-his lips curved in a wintry smile-â€Å"but this is our territory and, within it, we make the definitions. And this crime, as we define it, is punishable by death.† â€Å"And you are going to shoot us down?† said Dors haughtily. Sunmaster Fourteen's expression was one of contempt and he continued to speak only to Seldon. â€Å"What do you think we are, Tribesman Seldon? Our culture is as old as yours, as complex, as civilized, as humane. I am not armed. You will be tried and, since you are manifestly guilty, executed according to law, quickly and painlessly. â€Å"If you were to try to leave now, I would not stop you, but there are many Brothers below, many more than there appeared to be when you entered the Sacratorium and, in their rage at your action, they may lay rough and forceful hands on you. It has happened in our history that tribespeople have even died so and it is not a pleasant death-certainly not a painless one.† â€Å"We were warned of this,† said Dors, â€Å"by Skystrip Two. So much for your complex, civilized, and humane culture.† â€Å"People can be moved to violence at moments of emotion, Tribesman Seldon,† said Sunmaster Fourteen calmly, â€Å"whatever their humanity in moments of calm. This is true in every culture, as your woman, who is said to be a historian, must surely know.† Seldon said, â€Å"Let us remain reasonable, Sunmaster Fourteen. You may be the law in Mycogen over local affairs, but you are not the law over us and you know it. We are both non-Mycogenian citizens of the Empire and it is the Emperor and his designated legal officers who must remain in charge of any capital offense.† Sunmaster Fourteen said, â€Å"That may be so in statutes and on papers and on holovision screens, but we are not talking theory now. The High Elder has long had the power to punish crimes of sacrilege without interference from the Imperial throne.† â€Å"If the criminals are your own people,† said Seldon. â€Å"It would be quite different if they were outsiders.† â€Å"I doubt it in this case. Tribesman Hummin brought you here as fugitives and we are not so yeast-headed in Mycogen that we don't strongly suspect that you are fugitives from the Emperor's laws. Why should he object if we do his work for him?† â€Å"Because,† said Seldon, â€Å"he would. Even if we were fugitives from the Imperial authorities and even if he wanted us only to punish us, he would still want us. To allow you to kill, by whatever means and for whatever reason, non-Mycogenians without due Imperial process would be to defy his authority and no Emperor could allow such a precedent. No matter how eager he might be to see that the microfood trade not be interrupted, he would still feel it necessary to re-establish the Imperial prerogative. Do you wish, in your eagerness to kill us, to have a division of Imperial soldiery loot your farms and your dwellings, desecrate your Sacratorium, and take liberties with the Sisters: Consider.† Sunmaster Fourteen smiled once again, but displayed no softness. â€Å"Actually, I have considered and there is an alternative. After we condemn you, we could delay your execution to allow you to appeal to the Emperor for a review of your case. The Emperor might be grateful at this evidence of our ready submission to his authority and grateful too to lay his hands on you two-for some reason of his own-and Mycogen might profit. Is that what you want, then? To appeal to the Emperor in due course and to be delivered to him?† Seldon and Dors looked at each other briefly and were silent. Sunmaster Fourteen said, â€Å"I feel you would rather be delivered to the Emperor than die, but why do I get the impression that the preference is only by a slight margin?† â€Å"Actually,† said a new voice, â€Å"I think neither alternative is acceptable and that we must search for a third.† 59. It was Dors who identified the newcomer first, perhaps because it was she who expected him. â€Å"Hummin,† she said, â€Å"thank goodness you found us. I got in touch with you the moment I realized I was not going to deflect Hari from†-she held up her hands in a wide gesture â€Å"this.† Hummin's smile was a small one that did not alter the natural gravity of his face. There was a subtle weariness about him. â€Å"My dear,† he said, â€Å"I was engaged in other things. I cannot always pull away at a moment's notice. And when I got here, I had, like you two, to supply myself with a kirtle and sash, to say nothing of a skincap, and make my way out here. Had I been here earlier, I might have stopped this, but I believe I'm not too late.† Sunmaster Fourteen had recovered from what had seemed to be a painful shock. He said in a voice that lacked its customary severe depth, â€Å"How did you get in here, Tribesman Hummin?† â€Å"It was not easy, High Elder, but as Tribeswoman Venabili likes to say, I am a very persuasive person. Some of the citizens here remember who I was and what I have done for Mycogen in the past, that I am even an honorary Brother. Have you forgotten, Sunmaster Fourteen?† The Elder replied, â€Å"I have not forgotten, but even the most favorable memory can not survive certain actions. A tribesman here and a tribeswoman. There is no greater crime. All you have done is not great enough to balance that. My people are not unmindful. We will make it up to you some other way. But these two must die or be handed over to the Emperor.† â€Å"I am also here,† said Hummin calmly. â€Å"Is that not a crime as well?† â€Å"For you,† said Sunmaster Fourteen, â€Å"for you personally, as a kind of honorary Brother, I can†¦ overlook it†¦ once. Not these two.† â€Å"Because you expect a reward from the Emperor? Some favor? Some concession? Have you already been in touch with him or with his Chief of Staff, Eto Demerzel, more likely?† â€Å"That is not a subject for discussion.† â€Å"Which is itself an admission. Come on, I don't ask what the Emperor promised, but it cannot be much. He does not have much to give in these degenerate days. Let me make you an offer. Have these two told you they are scholars?† â€Å"They have.† â€Å"And they are. They are not lying. The tribeswoman is a historian and the tribesman is a mathematician. The two together are trying to combine their talents to make a mathematics of history and they call the combined subject ‘psychohistory.' â€Å" Sunmaster Fourteen said, â€Å"I know nothing about this psychohistory, nor do I care to know. Neither it nor any other facet of your tribal learning interests me.† â€Å"Nevertheless,† said Hummin, â€Å"I suggest that you listen to me.† It took Hummin some fifteen minutes, speaking concisely, to describe the possibility of organizing the natural laws of society (something he always mentioned with audible quotation marks in the tone of his voice) in such a way as to make it possible to anticipate the future with a substantial degree of probability. And when he was done, Sunmaster Fourteen, who had listened expressionlessly, said, â€Å"A highly unlikely piece of speculation, I should say.† Seldon, with a rueful expression, seemed about to speak, undoubtedly to agree, but Hummin's hand, resting lightly on the other's knee, tightened unmistakably. Hummin said, â€Å"Possibly, High Elder, but the Emperor doesn't think so. And by the Emperor, who is himself an amiable enough personage, I really mean Demerzel, concerning whose ambitions you need no instruction. They would like very much to have these two scholars, which is why I've brought them here for safekeeping. I had little expectation that you would do Demerzel's work for him by delivering the scholars to him.† â€Å"They have committed a crime that-â€Å" â€Å"Yes, we know, High Elder, but it is only a crime because you choose to call it so. No real harm has been done.† â€Å"It has been done to our belief, to our deepest felt-â€Å" â€Å"But imagine what harm will be done if psychohistory falls into the hands of Demerzel. Yes, I grant that nothing may come of it, but suppose for a moment that something does and that the Imperial government has the use of it-can foretell what is to come-can take measures with that foreknowledge which no one else would have-can take measures, in fact, designed to bring about an alternate future more to the Imperial liking.† â€Å"Well?† â€Å"Is there any doubt, High Elder, that the alternate future more to the Imperial liking would be one of tightened centralization? For centuries now, as you very well know, the Empire has been undergoing a steady decentralization. Many worlds now acknowledge only lip service to the Emperor and virtually rule themselves. Even here on Trantor, there is decentralization. Mycogen, as only one example, is free of Imperial interference for the most part. You rule its High Elder and there is no Imperial officer at your side overseeing your actions and decisions. How long do you think that will last with men like Demerzel adjusting the future to their liking?† â€Å"Still the flimsiest of speculation,† said Sunmaster Fourteen, â€Å"but a disturbing one, I admit.† â€Å"On the other hand, if these scholars can complete their task, an unlikely if, you might say, but an if-then they are sure to remember that you spared them when you might have chosen not to. And it would then be conceivable that they would learn to arrange a future, for instance, that would allow Mycogen to be given a world of its own, a world that could be terraformed into a close replica of the Lost World. And even if these two forget your kindness, I will be here to remind them.† â€Å"Well-† said Sunmaster Fourteen. â€Å"Come on,† said Hummin, â€Å"it is not hard to decide what must be going through your mind. Of all tribespeople, you must trust Demerzel the least. And though the chance of psychohistory might be small (if I was not being honest with you, I would not admit that) it is not zero; and if it will bring about a restoration of the Lost World, what can you want more than that? What would you not risk for even a tiny chance of that? Come now-I promise you and my promises are not lightly given. Release these two and choose a tiny chance of your heart's desire over no chance at all.† There was silence and then Sunmaster Fourteen sighed. â€Å"I don't know how it is, Tribesman Hummin, but on every occasion that we meet, you persuade me into something I do not really want to do.† â€Å"Have I ever misled you, High Elder?† â€Å"You have never offered me so small a chance?† â€Å"And so high a possible reward. The one balances the other.† And Sunmaster Fourteen nodded his head. â€Å"You are right. Take these two and take them out of Mycogen and never let me see them again unless there comes a time when-But surely it will not be in my lifetime.† â€Å"Perhaps not, High Elder. But your people have been waiting patiently for nearly twenty thousand years. Would you then object to waiting another-perhaps-two hundred?† â€Å"I would not willingly wait one moment, but my people will wait as long as they must.† And standing up, he said, â€Å"I will clear the path. Take them and go.† 60. They were finally back in a tunnel. Hummin and Seldon had traveled through one when they went from the Imperial Sector to Streeling University in the air-taxi. Now they were in another tunnel, going from Mycogen to†¦ Seldon did not know where. He hesitated to ask. Hummin's face seemed as if it was carved out of granite and it didn't welcome conversation. Hummin sat in the front of the four-seater, with no one to his right. Seldon and Dors shared the backseat. Seldon chanced a smile at Dors, who looked glum. â€Å"It's nice to be in real clothes again, isn't it?† â€Å"I will never,† said Dors with enormous sincerity, â€Å"wear or look at anything that resembles a kirtle. And I will never, under any circumstances, wear a skincap. In fact, I'm going to feel odd if I ever see a normally bald man.† And it was Dors who finally asked the question that Seldon had been reluctant to advance. â€Å"Chetter,† she said rather petulantly, â€Å"why won't you tell us where we're going?† Hummin hitched himself into a sideways position and he looked back at Dors and Seldon gravely. â€Å"Somewhere,† he said, â€Å"where it may be difficult for you to get into trouble-although I'm not sure such a place exists.† Dors was at once crestfallen. â€Å"Actually, Chetter, it's my fault. At Streeling, I let Hari go Upperside without accompanying him. In Mycogen, I at least accompanied him, but I suppose I ought not to have let him enter the Sacratorium at all.† â€Å"I was determined,† said Seldon warmly. â€Å"It was in no way Dors's fault.† Hummin made no effort to apportion blame. He simply said, â€Å"I gather you wanted to see the robot. Was there a reason for that? Can you tell me?† Seldon could feel himself redden. â€Å"I was wrong in that respect, Hummin. I did not see what I expected to see or what I hoped to see. If I had known the content of the aerie, I would never have bothered going there. Call it a complete fiasco.† â€Å"But then, Seldon, what was it you hoped to see? Please tell me. Take your time if you wish. This is a long trip and I am willing to listen.† â€Å"The thing is, Hummin, that I had the idea that there were humaniform robots, that they were long-lived, that at least one might still be alive, and that it might be in the aerie. There was a robot there, but it was metallic, it was dead, and it was merely a symbol. Had I but known-â€Å" â€Å"Yes. Did we all but know, there would be no need for questions or for research of any kind. Where did you get your information about humaniform robots? Since no Mycogenian would have discussed that with you, I can think of only one source. The Mycogenian Book-a powered print-book in ancient Auroran and modern Galactic. Am I right?† â€Å"Yes.† â€Å"And how did you get a copy?† Seldon paused, then muttered, â€Å"Its somewhat embarrassing.† â€Å"I am not easily embarrassed, Seldon.† Seldon told him and Hummin allowed a very small smile to twitch across his face. Hummin said, â€Å"Didn't it occur to you that what occurred had to be a charade? No Sister would do a thing like that-except under instruction and with a great deal of persuading.† Seldon frowned and said with asperity, â€Å"That was not at all obvious. People are perverted now and then. And its easy for you to grin. I didn't have the information you had and neither did Dors. If you did not wish me to fall into traps, you might have warned me of those that existed.† â€Å"I agree. I withdraw my remark. In any case, you don't have the Book any longer, I'm sure.† â€Å"No. Sunmaster Fourteen took it from me.† â€Å"How much of it did you read?† â€Å"Only a small fraction. I didn't have time. It's a huge book and I must tell you, Hummin, it is dreadfully dull.† â€Å"Yes, I know that, for I think I have read more of it than you have. It is not only dull, it is totally unreliable. It is a one-sided, official Mycogenian view of history that is more intent on presenting that view than a reasoned objectivity. It is even deliberately unclear in spots so that outsiders-even if they were to read the Book-would never know entirely what they read. What was it, for instance, that you thought you read about robots that interested you?† â€Å"I've already told you. They speak of humaniform robots, robots that could not be distinguished from human beings in outward appearance.† â€Å"How many of these would exist?† asked Hummin. â€Å"They don't say.-At least, I didn't come across a passage in which they gave numbers. There may have been only a handful, but one of them, the Book refers to as ‘Renegade.' It seems to have an unpleasant significance, but I couldn't make out what.† â€Å"You didn't tell me anything about that,† interposed Dors. â€Å"If you had, I would have told you that it's not a proper name. It's another archaic word and it means, roughly, what ‘traitor' would mean in Galactic. The older word has a greater aura of fear about it. A traitor, somehow, sneaks to his treason, but a renegade flaunts it.† Hummin said, â€Å"I'll leave the fine points of archaic language to you, Dors, but, in any case, if the Renegade actually existed and if it was a humaniform robot, then, clearly, as a traitor and enemy, it would not be preserved and venerated in the Elders' aerie.† Seldon said, â€Å"I didn't know the meaning of ‘Renegade,' but, as I said, I did get the impression that it was an enemy. I thought it might have been defeated and preserved as a reminder of the Mycogenian triumph.† â€Å"Was there any indication in the Book that the Renegade was defeated?† â€Å"No, but I might have missed that portion-â€Å" â€Å"Not likely. Any Mycogenian victory would be announced in the Book unmistakably and referred to over and over again.† â€Å"There was another point the Book made about the Renegade,† said Seldon, hesitating, â€Å"but I can't be at all sure I understood it.† Hummin said, â€Å"As I told you†¦ They are deliberately obscure at times.† â€Å"Nevertheless, they seemed to say that the Renegade could somehow tap human emotions†¦ influence them-â€Å" â€Å"Any politician can,† said Hummin with a shrug. â€Å"It's called charisma-when it works.† Seldon sighed. â€Å"Well, I wanted to believe. That was it. I would have given a great deal to find an ancient humaniform robot that was still alive and that I could question.† â€Å"For what purpose?† asked Hummin. â€Å"To learn the details of the primordial Galactic society when it still consisted of only a handful of worlds. From so small a Galaxy psychohistory could be deduced more easily.† Hummin said, â€Å"Are you sure you could trust what you heard? After many thousands of years, would you be willing to rely on the robot's early memories? How much distortion would have entered into them?† â€Å"That's right,† said Dors suddenly. â€Å"It would be like the computerized records I told you of, Hari. Slowly, those robot memories would be discarded, lost, erased, distorted. You can only go back so far and the farther you go back, the less reliable the information becomes-no matter what you do.† Hummin nodded. â€Å"I've heard it referred to as a kind of uncertainty principle in information.† â€Å"But wouldn't it be possible,† said Seldon thoughtfully, â€Å"that some information, for special reasons, would be preserved? Parts of the Mycogenian Book may well refer to events of twenty thousand years ago and yet be very largely as it had been originally. The more valued and the more carefully preserved particular information is, the more long-lasting and accurate it may be.† â€Å"The key word is ‘particular.' What the Book may care to preserve may not be what you wish to have preserved and what a robot may remember best may be what you wish him to remember least.† Seldon said in despair, â€Å"In whatever direction I turn to seek a way of working out psychohistory, matters so arrange themselves as to make it impossible. Why bother trying?† â€Å"It might seem hopeless now,† said Hummin unemotionally, â€Å"but given the necessary genius, a route to psychohistory may be found that none of us would at this moment expect. Give yourself more time.-But we're coming to a rest area. Let us pull off and have dinner.† Over the lamb patties on rather tasteless bread (most unpalatable after the fare at Mycogen), Seldon said, â€Å"You seem to assume, Hummin, that I am the possessor of ‘the necessary genius.' I may not be, you know.† Hummin said, â€Å"That's true. You may not be. However, I know of no alternate candidate for the post, so I must cling to you.† And Seldon sighed and said, â€Å"Well, I'll try, but I'm out of any spark of hope. Possible but not practical, I said to begin with, and I'm more convinced of that now than I ever was before.†

Pride And Prejudice Movie And Book - Free Essay Example

Sample details Pages: 3 Words: 938 Downloads: 6 Date added: 2019/06/12 Category Literature Essay Level High school Tags: Pride and Prejudice Essay Did you like this example? Jane Austen wrote Pride and Prejudice in 1813. Throughout the years, Pride and Prejudice was successful in many countries. Many people consider the novel as one of the best works of fiction and it’s one of the most read books in the world. Don’t waste time! Our writers will create an original "Pride And Prejudice: Movie And Book" essay for you Create order Many movie adaptations have been made which is proof of the phenomenal story line of the novel. In this paper I will discuss several differences I noticed in the comparison of the 1813 novel with the 2005 movie adaptation of Pride and Prejudice. Some comparisons I will make include character inconsistency, compressed scenes, scene changes, and introductions of new scenes. Some differences I noticed when watching the movie were differences in physical appearances of the characters. An example of this would be Mr. Collins. In the book, Jane Austen described Mr. Collins as tall. In the movie however, Mr. Collins was around the same height as the other male characters. I also noticed some differences with the portrayal of Elizabeth’s character in the movie compared to Jane Austen’s version of her in the book. When I watched the movie, I noticed that Elizabeth’s character was more negative, temperamental, and unladylike. However, in the book Elizabeth is portrayed as more optimistic, lively, and light-hearted. There was a scene in the movie where Elizabeth yelled at her mother which is proof of Elizabeth’s pessimistic behavior. In the book Elizabeth never directly yelled at her mother. I would also like to point out that daughters yelling at their mothers was not realistic to the time the book was written. It was not a common thing for daughters to verbally yell at their parents back then like it is today. Every movie director is forced to cut and shorten certain scenes in movies to make them suitable for the movie market. Joseph Wright is the director of the 2005 movie adaptation of Pride and Prejudice and of course, he also had to decide which scenes to cut and compress. The challenge for him was to also make the movie faithful to the novel. Some important scenes from the book were deleted, cut, or shortened. An example of this is the part where Elizabeth visited Pemberley, Rosings Park, and Hunford Parsonage. This part, as well as some other parts in the book, were thoroughly compressed. Another part of the book that was compressed in the movie is the part where Lydia eventually eloped. Some changes introduced by Jane Austen from the original Pride and Prejudice novel were not closely interpreted in the film adaptation. An example of this is the part where Darcy proposed to Lizzy. Jane Austen made the setting of that scenario inside Mr. Collins’ home. In the movie, the setting for Darcy and Lizzy’s proposal was different because in the movie Darcy and Lizzy were standing outside in the rain. Another scene difference between the book and the movie was the second proposal between Lizzy and Darcy. The moments leading up to the second proposal were different in the scenes shown in the film compared to the parts written in the novel. In the book, Darcy proposed to Lizzy after Lizzy did something for Mrs. Bennet that had Lizzy in a certain place that evening. The scene in the movie showed Lizzy unable to sleep in bed so she went for a walk and stumbled upon Darcy who was also out on a walk. He was awake because he couldn’t stop thinking about a certain scenario that included Lizzy and Catherine De Bourgh. There are some scenes that are found in the film that are not present in the boo k. For instance, there’s a scene where Elizabeth and Mr. Darcy were out at night walking in their pajamas. This is something that was not found in the novel, most likely because in the time period the novel was written it was not very realistic because it wasn’t common during that day and age. Another scene in the film that was not present in the novel was the scene where Lady Catherine visited the Bennet’s home in the middle of the night and the Bennet’s answered the door and greeter her when they were only wearing their pajamas. This probably wasn’t written in the book because this also wasn’t a very common or realistic thing for people to do back in that time period. People back then made sure they were completely dressed before greeting any visitors. Also, people didn’t just show up unannounced at inappropriate times of the day, especially not in the middle of the night. In conclusion, the movie adaptation of Pride and Prejudice can have different viewpoints. A lot of people consider this movie adaptation as victorious, keeping in mind that it is based off of the well-known book and there were also many other movie adaptations made in before it. On the other hand, people concentrated on the films imperfections and errors. Some people said that this movie is not good enough to be called a film adaptation. While there were some issues, there were also credits that the movie earned to for it to be appraised as good enough. People need to remember that there is no such thing as a perfect movie adaptation. Both film, and novel, can have very similar stories, they still have different properties. My personal opinion of the film adaptation is that even though it did have some differences from the book I still thoroughly enjoyed it and I do think that it portrayed the book well enough to be considered a film adaptation of the book.

Essay on David Fletcher Case - 910 Words

This case explores the problems managers face when assembling a team. David Fletcher, is an overworked portfolio manager of the Emerging Growth Fund at Jenkins, Fletcher Partners (JFP), an investment management firm in New York. As an individual, his superior performance throughout his career has earned him an outstanding reputation. Starting out as a clerk, he rose through the ranks of Wall Street to eventually manage the two most aggressive mutual funds at a major investment firm. Success at this firm only added to his reputation and lead to his current role at JFP, a smaller firm with an informal culture. At JFP, Fletcher is challenged with the new responsibility of managing a team, in addition to managing his portfolio. Despite†¦show more content†¦Though Fletcher has enjoyed long-term success as a portfolio manager, he stumbles as a team manager. One example is in his relationship with Stephanie Whitney. Though he described is as a â€Å"mentor-protà ©gà ©Ã¢â‚¬  relationship, he admits to having little time to train her. While he provided her with general career guidance, he explains that it was her own resourcefulness and initiative that allowed her to ascend from an administrative assistant position to the role of analyst. This transition, as noted by one of her colleagues, was difficult for Whitney and she struggled with establishing her identity as an aspiring portfolio manager. Because of Fletcher’s hands-off approach to managing people, Whitney’s growth was stifled under his management, which was a contributing factor to her eventual resignation. Hiring Brian Doyle without considering how he would get along with Whitney was another mistake Fletcher made in assembling his team. A seasoned financial consultant to high-technology firms in Silicon Valley, Doyle had frequent contact with Fletcher over the years and offered valuable industry knowledge. However, he did not meet Whitney prior to joining the team and it soon became evident to Fletcher that tension existed between the two. It isn’t surprising that Fletcher failed to consider their compatibility. Being a task-oriented person, he only values a person’s performance; gettingShow MoreRelatedDavid Fletcher Case Study711 Words   |  3 PagesCase Study: David Fletcher 1. What are David’s greatest strengths as a team leader? Greatest developmental needs? How did these strengths and weaknesses affect David’s ability to build a successful team the first time around? 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The case resonates with the President Obama’s Executive Order on Illegal Immigrants. Therefore, the similarities between the two factions and the ability of the labor

Effects Of Obesity In America - 1066 Words

In America more than 35.7% of the population is obese or overweight. (â€Å"Overweight and Obesity Statistics†). That is nearly around 78.6 million people in America (‘’Obesity in U.S.’’). Americans are drastically becoming more obese over the years. There are a few americans who practice the habit of physical exercise and many who have a habit of super-sizing. Foods in America are available anywhere and people become overwhelmed when they see food ads. The percentage of our economy who have lower income tend to choose foods that are unhealthy because its cheaper to afford. This leads to many health problems that people arent aware of or they choose to disregard it. People who live in lower income neighborhoods maybe not be able to get out†¦show more content†¦Also not being able to pay rent or bills may cause stress which leads to increased eating of foods high in fat and sugar. Physical activity is restricted for lower income families beca use they dont have the money for childrens activities outside of school also schools in these areas may not have the funding to even have a physical education class in the school.Many of these lower-income neighborhoods either don’t have any parks or gyms; However if they do they tend to be unsafe to use due to the area being crime-ridden and unsafe to be outside.(â€Å"why poverty†¦Ã¢â‚¬ )On average people should be getting at least two and a half hours of physical activity a week. This helps increase metabolism,decrease body fat, and help you stay fit(â€Å"Obesity Prevention†¦.†). Nearly 70% of americans are overweight due to an unhealthy lifestyle. Now americans just eat to eat due to the abundance of food in America. One of the many unhealthy lifestyles is eating while watching tv or playing a video game. Instead of eating healthy and exercising people just become lazy and eat all day. All these unhealthy lifestyles can lead to many life threatening di seases and an unhealthy weight. Being obese can increase the risk for heart disease,diabetes,gallstones, and many more. Obesity can also increase the chance for a heart attack and severe respiratory problems. These are just a few things being obese and having an unhealthy life can do. Technology is the last but biggest component to theShow MoreRelatedObesity And Its Effects On America1735 Words   |  7 Pagestopic of obesity in America is not a new one. In fact, the reality of obesity and its effects on America and its population has been mounting by the decade. Currently, more than 1/3 of adults in America are obese. This translates to 34.9% or 78.6 million people. Unfortunately, this number doesn’t even account for the youth of America (CDC, 2014). To call this an epidemic could almost be considered an understatement. 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Even though there isn’t a single answer to why obesity has become so prevalent, there are many contributingRead MoreWeight On Obesity1551 Words   |  7 PagesAll the Weight on Our Shoulders America is in danger; this rising threat is obesity, which is growing as the leading cause of preventable deaths just behind tobacco. Throughout its history, America has seen many different conflicts and threats rise and fall and with each threat. Each generation has risen to the challenge time and time again. Now, it’s the new age generation’s turn to do the same. Obesity is a significant problem and it must be curbed or it will crush us under its weight. As the citizensRead MoreChildhood Obesity Essay examples1472 Words   |  6 PagesForty years ago in America childhood obesity was rarely a topic of conversation. A survey done in the early 1970s showed that 6.1% of children between the ages 12 and 19 were overweight. Eight years later the same survey was done and 17.4% were considered overweight (Iannelli). â€Å"Childhood obesity epidemic in America is now a confirmed fact since the number of overweight or obese children has more than tripled during the last 30 ye ars† (Childhood Obesity Epidemic). â€Å"Over the last 20 years, the prevalenceRead MoreFood Policy Debates : Obesity And Advocates1075 Words   |  5 Pagesbased research information on several topics that relate to obesity. The article gives a lot of information about the battle between for fighting obesity and advocates that want Americans to make their own choices about the food they consume. This article covers a wide range of informative data from food served in schools, to the rise of industrial farming. The author is a freelance reporter that does not seem to have a bias for the obesity subject. Instead this author provides information for theRead MoreObesity And Its Effects On Obesity1637 Words   |  7 Pagesdestructive can effects of obesity be. First of all what is an obesity? Obesity is an abnormal accumulation of body fat, usually 20% or more over an individual s ideal body weight. It is a very serious problem and is becoming very dangerous in today’s w orld. Obesity is now considered to be the second most preventable death in America, with tobacco being the first. As use of tobacco rates continues to decline, the obesity rates continue to rise. With that being said, death numbers of obesity are going

A career is a developmental process of progression Free Essays

Career is defined as the sequence of employment-related places, functions, activities and experiences encountered by a individual ( Arnold, 1997, P: 16 ) . In other words, â€Å" a calling is a developmental procedure of patterned advance † ( Baruch, 2004 ) . In order to stand out and come on in a chosen business and have an effectual calling planning, an single must be cognizant of his/her strengths and failings. We will write a custom essay sample on A career is a developmental process of progression or any similar topic only for you Order Now In add-on to this, one must besides cognize the skills/competences required for that peculiar field and must hold good researched background about that business for case the current market scenario for new comers and the range for that business etc ( Lock, 2004 ) . There is a alteration apparent in the nature of the calling. This can be illustrated with the application of the psychological contract. On one manus, the old contract illustrates the exchange of trueness and accomplishments from an employee for occupation security and calling development from the employer. On the other manus, the new trade states the replacing of the construct of occupation term of office with employability and quality of life from the employer, with the anticipation of public presentation and flexibleness from the employee. Further more, there is an understanding between the employer and the employee that administrations will supply preparation and accomplishments to their employees with the outlook of them go oning to work in the same administration with the freshly acquired accomplishments and preparation ( Herriot, 1995 ) . Harmonizing to Casey ( 1999 ) , in modern administration, values, attitudes, beliefs etc are of import. Further more, the civilization programme helps an person to grok his or her work character and cognize his or her work values, attitude, beliefs and behavior. This benefits the person to come on in their calling and besides track an ideal occupation that fit their work values, beliefs etc. The work values that are most of import to me when sing work are money as it is a primary ground for me, security as it is indispensable for me to cognize that my occupation is secured and I wo n’t lose it some twenty-four hours, communicating as an administration with good communicating will hold a good squad, therefore profiting the administration, and in conclusion, work with others as this will assist to construct dealingss at work and lead to a strong squad ( Hopson A ; Scally, 1999 ) . Pull offing and planning of a calling are highly important for an person ‘s professional gro wing and development. Together the person and the administration are accountable for the development of a calling. However, an person has more duty to craft his ain calling when compared to the administration. The person is entirely responsible for his calling as it is his or her coveted aspiration and the administration is simply a accelerator in the tract to his/her success. Hence, this is the purpose behind making the Personal Development Plan for myself. The Personal Development Plan will assist me recognize my strengths, failings, work values, and larning manners, be of aid to research my chosen calling, assist me reflect on my accomplishments and competencies, and help me to put aims that will beneficial for my chosen business. The calling that fascinates me is that of events direction. Events direction involves direct and personal communicating with people and besides involves creativeness. Event organizers are expected to work in squads and have first-class interaction or communicating, organizational and clip direction accomplishments as event organizers are accountable for the production of events right from construct to the completion of the event. Some illustrations of events are carnivals and festivals, meetings, merchandise startups and publicities, fund-raising and societal events etc. The range for the events industry is predicted to turn as there is estimated to be about 69,000 more managerial occupations in this sector in the twelvemonth 2017 than in the twelvemonth 2007. Besides, as supported by recent intelligence, GL Events reveals a 14.8 % growing in gross for this sector in 2010. My short-run calling aspiration is to acquire experience in events. This may be voluntary or nonvoluntary. The i ntent of making this will assist me acquire some experience and therefore give me more cognition and exposure to carry through my average term aspiration that is going an adjunct event manager/organiser. And eventually, my long-run calling aspiration is to go an events organizer and have an events direction company of my ain. Section 1.2: SKILLS REQUIRED/ DEMANDED IN YOUR CHOSEN OCCUPATION/ROLE There is no standard way in order to go an event organizer, and it is non typical either to happen a alumnus preparation proposition or a occupation advert with easy and direct entryway unlike other occupations like banking, finance and accounting and so on. Nevertheless, some administrations do enroll alumnuss who match the outlooks of the occupation with the right accomplishments and competences. A grade in events direction acts as a competitory advantage along with good work experience in this field. In other words, good work experience is a prevailing factor required when it comes to events direction. There are many skills/competences to see when coming to events direction. Some of them include good organizational and clip direction accomplishments, undertaking direction accomplishments and experience ; ability to work under complexness ; problem-solving or analytical accomplishments ; being able to give notice to minute inside informations, first-class communicating and squad wo rking accomplishments ; flexibleness and the ability to market or advance the event along with the ability to pull off budgets for the events. In add-on to these, an person must besides be a good squad participant, must be self-motivated, articulate, originative ; and must hold good Personal computer accomplishments and besides presentational accomplishments that are utile when fliping thoughts to the clients. The accomplishments that make me suited for this sector are that of squad direction accomplishments, good communicating and dialogue accomplishments, good organizational accomplishments, time-management and selling accomplishments, accomplishment of flexibleness and ability to work under complex and nerve-racking state of affairss. All of these accomplishments are the most of import when it comes to pull offing an event right from be aftering an event to showing the event. Section 1.3A: ONE STRENGTH ( WITH EXAMPLES ) A strength that would give me a competitory advantage over others would be that of working in a squad. Team working is really indispensable when it comes to working with others and it non merely helped me turn separately but besides acquire motivated and larn new skills/qualities from other group members. University group class plants have helped me to work in a squad and larn accomplishments like communicating accomplishments, researching and composing accomplishments and besides presentation accomplishments. Besides, in my inn, Good Shepherd International School, India, I got the chance to work in a squad and besides go the leader for that squad therefore assisting me to better on my communicating accomplishments and leading accomplishments. I get along with largely everyone I work with and listen to others sentiment every bit good. Section 1.3B: ONE WEAKNESS ( WITH EXAMPLES ) From the Honey and Mumford ‘s Learning Styles Questionnaire ( 1996 ) , I concluded with a failing that is of import for my country of work involvement i.e. in the field of events direction. The questionnaire concluded me to be in the theorist class. The questionnaire consequence suggested my failing to be that of analytical thought. In other words, reasoning from experiences. The questionnaire besides concluded me to be in the theorist class. It is really of import to be able to reason informations, particularly in the field of events, speedy decision-making is of import and non being able to analyze and reason informations accurately will take me to jobs. Section 2: Contemplation ON YOUR SKILLS DEVELOPMENT: This subdivision will give a image of the three different experiences I encountered and the skills/competences I learnt from them. EXPERIENCE 1: This experience helped me develop the accomplishment of Time direction and the ability to work under force per unit area. The event happened in the university and besides the necessary actions to better on this accomplishment began from place. It is justly said that ‘Time is money ‘ and university class works most surely helped me value and understand clip. Due to effectual usage of clip I have been able to subject my class works on clip, which enables me to do of import notes from the assignment point of position. Besides, I have managed to make for university talks and seminars, and assignments and interviews on clip. Time direction has taught be non to stall work as earlier I used to happen it hard to complete my work on clip and I used to acquire stressed. But bit by bit I have improved my clip direction accomplishments by doing notes, puting dismaies for talks, seminars, assignments etc. The work force per unit area of three faculties every semester in the university has motivated me to gain that I can get by with emphasis and force per unit area by utilizing clip expeditiously. Schuler ( 1979 ) provinces that when an single uses his or her clip good, less emphasis is generated which in bend helps the administration to profit with a healthy, more efficient and a satisfied employee ( Schuler, 1979, P: 854 ) . In other words, it can be implied that if a university pupil takes less stress and manages and utilises clip efficaciously, the public presentation of the pupil at the university can be good. This accomplishment will unimpeachably non merely assist me equilibrate and pull off my personal and professional life in the hereafter and specially in my chosen business, events direction, where clip is money, but besides assist me present a successful event, assist me make my work topographic point on clip and assist me complete my work on clip. EXPERIENCE 2: This experience helped me develop the accomplishment of Team direction i.e. working in a squad. The experience was a positive one, which happened in the university for a group presentation. Our group had a batch of integrity and we all worked as a squad and helped each other wherever we could assist. There was administration in everything we did for case, we planned and scheduled a meeting every hebdomad, wherein we would update with the advancement and make up one’s mind the future work allocation for all the group members. In add-on to this, the leader of our group was really supportive of everyone ‘s thoughts and there were no differences with the thoughts for our presentation. We all agreed and communicated good with each other in a proper mode. Harmonizing to Barrick ( 1998 ) , effectual squad direction occurs when there is good communicating among the group members and besides when there are high degrees of conscientiousness and employee amenity nowadays. My large five personality trial shows that my conscientiousness and agreeableness consequence is satisfactory and good for my calling option i.e. events direction as the occupation needs one to be organised and a good squad participant. This accomplishment will assist me go a good squad participant, which will assist me stand out in my field. EXPERIENCE 3: This experience has taught me the accomplishment of self-motivation or how to construct up my self-esteem. This happened at when I was 13 old ages old. I was de-motivated by my friends, who passed remarks on me for non being able to talk English good. English is my 2nd linguistic communication. I was so encouraged by my female parent to get down reading newspapers and books and get down composing essays and studies in English. And till this day of the month, larning English is an on-going procedure. I still promote myself and seek non to acquire affected by other people ‘s remarks and take unfavorable judgments good. Harmonizing to Maslow ( 1954 ) , there are certain demands like physiological ( air, H2O, nutrient etc ) , safety ( occupation security, insurance etc ) , societal ( friendship, giving and having love etc ) , esteem ( self- regard, achievement, self-esteem etc ) and self-actualisation ( truth, justness etc ) that need to be satisfied before one can move altruistically. So every bit long as these demands are fulfilled, an single corsets motivated. I have learnt that it is my duty to construct up my self- regard and non acquire affected by remarks. If a individual is self- motivated, they are able to demo good consequences in their work. I have besides learnt to believe positively and accept my strengths and failings and besides work on my failings. This helps me construct my assurance. Bing self-motivated and assisting myself build on my ain self- regard will assist me present better public presentation at work. Events direction is an business wherein one needs to be confident and assurance can come merely when a individual is self- motivated from within. Section 3: CAREER MANAGEMENT ACTION Plan OBJECTIVE 1: State the aim. To larn and construct up on my leading accomplishments Outline of specific actions associated with the accomplishment of the above aim. Participate in category arguments and activities. Take the enterprise to take on the leading function when take parting in schoolroom group activities. Read books on leading accomplishments like Leadership in Organizations etc and use them. Volunteer for undertakings and activities in category. This will assist me construct my assurance. Time frame for accomplishment of the above aim. 20THSeptember, 2011 Have started take parting in schoolroom group activities and taking on the function of a leader. OBJECTIVE 2: State the aim. Bettering on my CV authorship accomplishments Outline of specific actions associated with the accomplishment of the above aim. Practice authorship and demo it to coachs. Read books on how to compose effectual CV like The ultimate CV book etc. Read books with high vocabulary. This will assist me acquire different thoughts to compose my CV, doing it more appealing and different from others Geting an assignment with the employability squad from the university and acquiring my CV checked, and besides acquiring tips from them. Time frame for accomplishment of the above aim. 30THJanuary, 2011 Have started reading a book on CV composing OBJECTIVE 3 State the aim. Bing able to happen and analyze informations Outline of specific actions associated with the accomplishment of the above aim. Read books on how to analyze informations like Data analysis and determination devising with Microsoft excel etc. Practice and use the accomplishments of analyzing informations Time frame for accomplishment of the above aim 10THSeptember, 2011 Have read the survey accomplishments handbook chapter 6: research accomplishments Bibliographies: Arnold, J. ( 1997 ) ‘Managing Careers into the twenty-first Century ‘ , London, Paul Chapman Publishing. Barrick, M. R. , Stewart, G. L. , Neubert, M. J. , A ; Mount, M. K. ( 1998 ) . Associating member ability and personality to work squad procedures and squad effectivity. Journal of Applied Psychology, 83, 3, 377-391 Baruch, Y. ( 2004 ) ‘Managing Careers: Theory and Practice ‘ , Harlow, Ft. Prentice Hall. Construct your ain Rainbow ( 3rd Ed ) : a workbook for calling and life direction, B. Hopson and M. Scally ( 1999 ) , Management Books 2000, ISBN 1-85252-300-X Casey, C ( 1999 ) – Come fall in our household: Discipline and Intergration in Corporate Organizational Culture, Human Relations, Vol52, No2 Digman, J.M ( 1990 ) . Personality construction: Emergence of the five- factor theoretical account. Annual reappraisal of Psychology 41: 417- 440. Herriot, P. and Pemberton, C. , ( 1995 ) , New Deals: The Revolution in Managerial Careers, Wiley, Chichester. Honey and Mumford ‘s Learning Styles Questionnaire ( 1996 ) Available at: hypertext transfer protocol: //www.business.ulster.ac.uk/businst/pub_service_mgt/bmg341/04 % 20HHYPERLINK â€Å" hypertext transfer protocol: //www.business.ulster.ac.uk/businst/pub_service_mgt/bmg341/04 H A ; M Learning Styles questionnaire.DOC † amp ; HYPERLINK â€Å" hypertext transfer protocol: //www.business.ulster.ac.uk/businst/pub_service_mgt/bmg341/04 H A ; M Learning Styles questionnaire.DOC † M % 20Learning % 20Styles % 20questionnaire.DOC hypertext transfer protocol: //mef.med.ufl.edu/files/2009/02/time-management-article.pdf ( Accessed: 16th November, 2010 ) . Lock, R. ( 2004 ) Taking charge of your calling way, Book1 of Career be aftering usher. Books.google.com [ e-book reader ] Available at: hypertext transfer protocol: //books.google.com/books? id=lU3YWgNCOsQC A ; dq=taking+charge+of+your+career+direction A ; source=gbs_navlinks_s ( Accessed: 27th October 2010 ) . Maslow, A.R. ( 1970 ) Motivation and Personality 3rd ( erectile dysfunction. ) , Chapter 2 [ Online ] . Available at: hypertext transfer protocol: //www.chaight.com/Wk % 2015 % 20E205B % 20Maslow % 20- % 20Human % 20Motivation.pdf ( Accessed: 31st November, 2010 ) . Schuler, R. S. ( 1979 ) . Pull offing emphasis means managing clip. Forces Journal, 58, 851-854, [ Online ] . Available at: hypertext transfer protocol: //mef.med.ufl.edu/files/2009/02/time-management-article.pdf ( Accessed: 18th November, 2010 ) . hypertext transfer protocol: //ww2.prospects.ac.uk/p/types_of_job/event_organiser_job_description.jsp ( Accessed: 18th October, 2010 ) . Peoples 1st State of the Nation Report 2009 – Peoples 1st for Hospitality, Leisure, Travel and Tourism ) Available at: hypertext transfer protocol: //www.people1st.co.uk/webfiles/Research/StateHYPERLINK â€Å" hypertext transfer protocol: //www.people1st.co.uk/webfiles/Research/State Of The Nation/2010/State_of_the_Nation_2010_Executive_Summary.pdf † % 20Of % 20The % 20Nation/2010/State_of_the_Nation_2010_Executive_Summary.pdf. ( Accessed: 18th October 2010 ) . hypertext transfer protocol: //www.prospects.ac.uk/industries_hospitality_overview.htm ( Accessed: 18th October, 2010 ) . hypertext transfer protocol: //www.eventmagazine.co.uk/news/1034835/GL-Events-reveals-148-growth-revenue-2010/ ) . ( Accessed: 18th October 2010 ) . hypertext transfer protocol: //ww2.prospects.ac.uk/p/types_of_job/event_organiser_entry_requirements.jsp ( Accessed: 18th October, 2010 ) . hypertext transfer protocol: //ww2.prospects.ac.uk/p/types_of_job/event_organiser_entry_requirements.jsp. ( Accessed: 18th October 2010 ) . hypertext transfer protocol: //www.eventmanagerblog.com/event-management/top-5-qualities. ( Accessed: 18th October, 2010 ) . CURRICULUM VITAE U0918976 Nido, 200, Pentonville route, London, N1 9JP pallavigupta @ hotmail.co.uk Career Objective: A challenging and responsible place to use and heighten my analytical accomplishments required for doing a grade in this competitory field. Willing to work with my full potency, assurance and guaranting for the best of my ability to work hard. Personal Profile: If I was supposed to depict myself in 3 words, they would be honest, difficult working and airy. Honest towards my work, difficult working attitude to stand out and a vision to make something more meaningful. I am an person with originative aptitude and an involvement in events direction. I besides possess a ardor for going and understanding diverse civilizations. Skills: I.T. SkillsA : Course Completed: A Diploma in Basic Computing like MS Word, MS Excel, MS Power Point and Internet Explorer Languages Known: English, Hindi, A ; Marathi, Basic French. Education Qualification: Foundation Course: Institute / College: Malvern House College, The Bloomsbury Academy, London. B.A.Hons. : Stream: Events Management Academic twelvemonth: A Sep 2009 to Show Institute / College: A University of East London H.S.C. : Board: A A A Mumbai Board Stream: A Commerce Academic twelvemonth: A Feb 2007. Institute / College: A R.A.Podar College of Commerce and Economics, Matunga, Mumbai. S.S.C. : Board: Mumbai Board Academic twelvemonth: A March 2005 Institute / College: A St. Anthony Girls ‘ High School, Mumbai. Work Experience: I besides take enterprises in extra-curricular activities. When I was in International Good Shepherd Finishing School, Ooty, I had organized assorted maps which included The Bachelors Party, Party for kids, etc. My Professors, Coordinators and Principal non merely appreciated me for my undertaking work but besides for my communicating accomplishments. I was promoted to the profile of a Team Lead, in which I was managing a squad of 20 associates. I am besides a registered voluntary with Cancer Research Uk and have volunteered in the 10K Run as a race Marshall. Extra Curriculum Activities: Diploma in Polished Diamond, International Gemological Institute, Mumbai. Completing School in International Good Shepherd, Ootacamund. Interest: Listening to music, playing athleticss like hoops, badminton, swimming, and throw ball. In add-on to these, I besides like to play golf and make horse equitation. I have a acute involvement in going and have visited topographic points like Australia, Mauritius, Malaysia, Singapore, Switzerland, Paris and London. In my free clip I read inspirational books. Reading newspapers and assorted cultural magazines are a wont. Watching intelligence channels for current universe updates is besides an interesting activity for me. I enjoy still photography excessively. How to cite A career is a developmental process of progression, Essay examples

Employee Motivation and Retention Strategies -myassignmenthelp

Question: Discuss about theEmployee Motivation and Retention Strategies at Microsoft. Answer: Introduction Retention and motivation of the employees are the two most vital aspects of any organisational human resource management as it only reflects the organisational productivity and the efficiency of the employees. The organisations are required to have those strategies that can build the morale and motivation of the workforce and help in retaining them in the organisation. Increased level ofmotivation influences an employee to work in a positive and efficient manner and rapidly attain the desired goals of the organisation. the organisation oppose to this have ineffective strategies regarding the motivation and retention of the employee face number of challenges as well as financial issues in the market too. It also make challenging for the organisations to retain the competent and skilled workforce (ALDamoe, Yazam and Ahmid, 2012). Therefore, for attaining a competitive advantage it is essential to have a motivated workforce in the organisation. Presently there are several organisations that are striving hard to take sue of effective strategies for retaining and motivating the organisational workforce. To motivate the employees there are diverse set of approaches for yielding the best talent from the market. The key factor in the strategies is remuneration of the employees and communication for making them assure that they are paid adequate compensation as well as for having an improved workplace environment with effective team building. There are various other strategies too for motivating the employees that comprises of performance appraisal, training, rewards and recognition, etc. (Abdullah, Ahsan and Alam, 2009). These strategies play vital role in retaining and motivating the workforce. It is also important for the companies to comprehend the significance of possessing a workforce which is highly motivated. There is also a viewpoint that implementing the motivation strategies is a waste of resources and cost but on the contrary, all the motivation strategies a re not expensive and the small organisations can even implement them in an affordable manner. In this paper, the key focus will be on the motivation and retention strategies of Microsoft Corporation, the issues faced by the company and the respective strategies to overcome the same. HRM and Organisational culture at Microsoft Microsoft was grounded in the year 1975 and presently is the leader of the technology industry with its continuous expansion and growth. The key success of Microsoft was recognized in the year 1980 when it had an association with the most one of the successful organisations of that time, IBM. Microsoft used to work on developing the operating system that was about to launch by IBM. Microsoft gained continuous success with its innovative software and technologies and gained extreme level of specialisation in the operating system. Bill Gates, the CEO of Microsoft had a huge attention on the organisational culture and the satisfaction of the employees. In present time, Microsoft is one of the top most companies where the employees want to work and the retention rate is also extremely high. There is a strong development of teams which works in team for the higher productivity and success of the organisation. The organisation possesses a strong and robust organisational culture which help s in motivating the employees and delivering the most potential outcomes (Chakraborty, 2010). All such aspects helped Microsoft in recognizing as a leader in the technological industry and producing the most innovative operating systems. All these factors support in enhancing the performance of the employees as well as productivity and growth of the company. The company is also recognized as the employer that has the most effective and efficient retention and motivation strategies. The strengthening and powerful organisational culture of Microsoft helps in fetching the interest of competent employees. The motivated employees used to work hard for the accomplishment of the organisational goals which offered a number of competitive and financial benefits to the organisation. Till the period of late 1990s only the organisational culture of retention And motivation was acknowledged but later to this, the organisation started experiencing a number of human resource issues that weakens th e comap0ny in number of ways. But with the rapid growth and success, Microsoft neglected the organisational culture development and there were more efforts for attaining profits rather than satisfaction of the employees. The research and development activities were acquiring huge funding for serving the customers with most suitable and innovative products. In order to dominate the hardware and the computer software industry and to reap all the competitive benefits, Microsoft did not realise the pressure it was imposing g on its employees. There were taking place activities such as changing in the organisational culture, restructuring of the practices of human resource, cut down of the various programs, etc. All these factors laid down a direct impact on the performance, productivity and profitability of the organisation as the employees stared feeling de-motivated (Chakraborty and Gupta, 2010). Issues related to retention and motivation of the workforce at Microsoft Discrimination The issue of discrimination was realized when some of the Black African American have raised their voice against the unfair practices taking place in the organisation. There were filed some law suits against the organisation against the management practices of Microsoft (Chakraborty and Gupta, 2010). They mentioned that they were offered comparatively less wages, compensations and incentives which were offered to the American employees. In the performance assessment, these people were ranked low so that they do not get promotions and bonuses which were marked as an inequitable practice of the management (Sandhya and Kumar, 2011). There was immediate termination of the Black Americans without any prior notification or appropriate justification given to them as well as they were replaced with the contractual workers. There was a hundred percent non-tolerance policy which was used to followed by the organisation but such activities was the result of incompliance of the practice in an ad equate manner. And thus, there tool place a number of racial discrimination issues that de-motivated the staff and there occurred high turnover rates and dissatisfaction at workplace (Armstrong and Taylor, 2014). Hiring Issues Because of the continuously growing pressure and the unfair practices, a group of competent as well as tenured employees left the organisation and this was one of the most challenging aspects for the HR department of Microsoft to find their replacements. Due to a completely disorganised state of the Microsofts organisational culture, there was squat number of competent employees who were found interested in working at Microsoft. Although, the company was providing a great opportunity for the career development and bonuses but because of getting sidelined or blended in such a disturbed organisational culture, potential candidates do not wanted to being employed in Microsoft. This resulted in intense hiring issues at the organisation which leads to increased number of issues related to motivation and retention of the existing employees. Strict and tough leadership Microsoft was well known for the strict and tough leadership it followed for managing its employees as the organisation wanted to have excellent outcomes and productivity with upsurge level of efficiency, for recognizing as the leader in the industry. Due to high level of perfectionist organisational culture, Microsoft tends to pose huge penalties on its workers for any kind of fault or mistake (Samuel and Chipunza, 2009). There was no consideration regarding the personal life of the employees or no emphasis on the work-life balance practice rather the employees were forced and pressurized to have their complete concentration on the efficiency of the task. Thus, fulfilling of workplace responsibilities was becoming an obligation more than a responsibility. There was a complete questioning which took place for getting g justification for the actions taken by the employees for their work (Monsen and Wayne Boss, 2009). There was passed positive as well as negative feedbacks to the workf orce as well as it was asked to employees to not to celebrate their success and rather must pay more attention for achieving more improved performance and efficiency in their work. The employees who were found performing not much well were threatened to be terminated. Thus, all such factors changed the organisational culture and the staff remained highly de-motivated. All such aspect and strict leadership resulted in increased turnover rate and dissatisfaction of the employees (Baloch, 2009). Surge in attrition rates Because of the increased level of pressure and work load, no importance to the work-life balance of the employees, discrimination issues, the deteriorated culture of the organisation and ineffective human resource management at Microsoft, the existing employees started feeling distressed and de-motivated which forces them to leave the organisation (Mendes and Stander, 2011). Because of the lesser priorities to the satisfaction of the employees, most of the competent employees left the organization. Such situation posed a negative e impact on the remaining employees and thus they also switch the organization. Thus, managing the attrition rate was challenging for the organisation which ultimately resulted in high level of retention and motivation issues at the workplace (Beecham, et al., 2008). Lack of competition As Microsoft became the leader in the technology sector, there was no other organisation or company that can give competition to Microsoft. Because of rapid expansion, being a perfectionist and the most successful organisation, there was no threat of market competition. And this became one of the most important factors in weakening of the organization culture as Microsoft paid no attention to the employees (Manzoor, 2012). The workforce wanted some change in their work to have a relaxing working environment but due to being a company serving its customer with best quality, there was no relaxation to the employees as well as no efforts was made to impress the employees as Microsoft was already reaping the benefits of success. The organisational culture was linked with the desire for growth and success of the organisation and as a result some of the employees left the organisation to escape from the long process of perfection. They were in a search of some relaxing and new environment and thus it resulted in de-motivated staff and increased turnover rate of the employees (Boxall and Purcell, 2011). Bureaucracy Due to increased level of global expansion, there was a need to have mote number of employees and for managing those newly recruits as well as high number of workforces, the company take use of bureaucratic management style. Instead of improving the process of recruitment and recruiting only the competent employees, the organisation had a large incompetent workforce and managed it through bureaucratic style of management (Kyndt, etv al., 2009). The employees who were tenured and experienced were used to get promoted and there were very less benefits offered to the newly recruited employees. And because of extreme level of bureaucracy, there were number of employees who left the organisation which resulted in retention issues and existence of de-motivated staff in Microsoft (Carleton, 2011). Solution to the issues of employee retention and motivation Improvement in the lines of Communication To overcome such issues, the CEO Ballmer trued to have improvements in the lines of communication among the executive of HR department and the organisational workforce for assuring that there is addressing, identification and satisfaction of the employees sentiments, demands and needs. He ensured that there is a strong and smooth flow of communication among all the departments as well as the grass root employees so that the issues can be resolved on an instant basis and no employee left the organisation due to in-adherence of their grievances or issues (Jiang, et al., 2012). Such strategy or initiative helped the organisation in a deeper sense as there was increased level of motivation of the employees as well as the turnover rate of the employees also experienced a sudden decline. With increasing effectiveness of the organisational human resource department, there was faster resolution of the grievances and issues of the workforce which developed a strong organisational culture and a motivated workforce (Chiboiwa, Samuel and Chipunza, 2010). Improvement in the Compensation System and Performance Appraisal System The next strategy or solution the increasing issues of motivation and retention was improvement in the compensation system and the performance appraisal system. In Microsoft, it was analyzed that there was a system of forced ranking where the tenured employees were rewarded and given high level of compensation in comparison with the new recruiters. There was an extreme level of biasness that took place in analyzing the performance of the employees, rewarding them as well as in giving those incentives (Chakraborty and Gupta, 2010). To offer an equal opportunity to all the employees, there was initiated an improved compensation system and the performance appraisal system. The effective performance system was based on offering compensations and incentives to the actual performers with no biasness in decision making. The one who performs well gets a reward and promotion including the Black African Americans. This resulted in elimination of the racial discrimination issues and also the er adication of the unfair practices. All such initiatives of the organisation resulted increased and upsurge level of motivation among the workforce. They used to work harder to attain benefits and there occurred improved organisational culture and long term association of the employees with the organisation (Collings and Mellahi, 2009). Upsurge in Employee Benefits To resolve the issues and conflicts in respect with the squat employee benefits and cut down of the various programs, there were several changes that were adopted by Ballmer in order to offer high employee benefits to the organisational workforce (Chakraborty and Gupta, 2010). There were a number of benefits including various health benefits, discounts, child care benefits, insurance benefits, free of cost eatables and many other benefits. Such benefits were offered to the employees to encourage them to stay in the organisation and to work hard with increased level of motivation (James and Mathew, 2012). The employees felt a great experience by getting all such benefits while working at Microsoft. The salaries of the employees were integrated with these employee benefits and there was seen an increased level of motivation and commitment towards the work. It was considered as a perfect and practical resolution to the increasing number of issues in the organisation for both in fetching the attention of the competent employees and to retain the existing workforce. It helped in changing the minds of the workforce towards the brand image of Microsoft and once this was been implemented, there was a much contended and satisfied workforce. The benefits provided to the employees might be small in nature but the overall impact which was posed by these initiatives and benefits was huge as it helped in gaining a lost confidence once again in the organisational workforce to work hard for the accomplishment of the goals and objectives (Deery, 2008). Workplace Set Ups The one more important and significant strategy for overcoming the challenges of decreased rate of motivation and retention of the employees was setting up of new workplaces. For addressing the human resource issues, this was considered as a vital step as Microsoft restructured itself by having a more creative, innovative and redesigned workplaces for the employees so that they can be encouraged to have more communication with their colleagues and team members (Chakraborty and Gupta, 2010). There were formation of clusters and with the effective flow of communication, there was team building which eradicates the issues of cultural diversity as well as a more informal and satisfactory working environment take place in the organisation (Islam and Zaki Hj. Ismail, 2008). The employees used to get increased level of cooperation from other employees as well as from the human resource managers. The change in the workplace set up motivated the employees as they feel valued. There were some views that these changes are irrelevant as well as considered as wastage of the funds and resources but when Microsoft analyzed the overall results, it was fond that there was a key role in the increased productivity and motivation of the employees of the redesigning of the workplace set ups. Hence it was realized that it is one of the most effective solution for retaining the employees as well as to boost their morale to work hard (Hong, et al., 2012). Conclusion and Recommendations From the case analysis as well as the various issues faced by Microsoft in retaining and motivating the workforce, it can be concluded that Microsoft was required to have increased emphasis on developing the organizational culture as employee-centric rather than profit-centric. The key reason behind the increased turnover rate of the tenured and competent employees was the deteriorated organisational culture and a feeling of being not required. The employees felt that they are over pressurized to deliver improved output with high level of efficiency as well as they have no career opportunity left with them while associating with Microsoft. It is also started that employee retention and the employee motivation are those two aspects that can impact all other functions of any organisation and so there is an extensive need that the human resource department must keep a strict eye on both these factors. In case of Microsoft as well as any other company, it is true that a motivated group o f employees will offer high productivity and efficiency to the organisation in comparison with an organisation with de-motivated employee group. The employees who possess increased level of motivation are more productive and are much beneficial for an organisation as they maintain a good balance in their professional and personal lives. Therefore, to have continuous growth and profit, the organisations must strive hard foe satisfying their employees and assuring that their needs are met in an effective manner. It is also recommended to Microsoft that it can take use of strategies such as by providing the employees with sound training so that there can be gained professional development as well as the personal development of the workforce. 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