Tourist Attractions and Places of Interest in Poland Essay Example for Free

Tourist Attractions and Places of Interest in Poland Essay Poland is officially the Republic of Poland in Central Europe. We will be briefly going through all the sights that attract tourists. The annual number of visitors to Poland has increased rapidly since 1990. In 2002 there were 14 million visitors in Poland. The major tourist attractions in Poland are the resorts along the Baltic Sea, the Lake District south of the coast, the Karpaty and Sudety mountains, and the country’s numerous national parks and its museums (Microsoft Encarta Encyclopedia 2005). Poland’s borders are marked by the Sudety mountains (Sudetes) in the southwest, the Carpathian Mountains (Karpaty) in the southeast, the Odra and Neisse (Nysa) rivers in the west, and the Bug River in the east. On the northeast, the country is bounded by a section of the Baltic Sea – all breath-taking places to visit (Microsoft Encarta Encyclopedia 2005). Warsaw, Polands capital since the late 16th century is by far the biggest and fastest developing Polish city. It is visited every year by thousands of tourists from all over the world, especially during the summer. Wroclaw, the capital of Lower Silesia (Dolny Slask) amazes with its volume of Gothic, Baroque and Art Nouveau architecture. Several musical and theatre festivals, as well as its busy nightlife, attract innumerable visitors from all over Poland and abroad (tourism in poland.com). Krakow is probably the most beautiful and fascinating city in Poland. The attraction is not just the splendid architecture and the treasures of art – but also the unique ambience of the former Jewish district and the masterpieces of Polish Art Nouveau. Thanks to an amazing density and variety of bars, pubs, clubs and restaurants, Krakow sparkles with life. Anyway, there is no point in merely talking about its attractions – everyone should see Krakow with their own eyes (staypoland.com). Places to see in Poland include, Zakopane, Polands premier mountain resort, is one of the countrys most popular holiday destinations, both in the winter for skiing, and in the summer, for hiking and camping. Tricity (the Triple City also called the Treble City, in Polish Trà ³jmiasto) is the metropolitan area consisting of the three Polish cities Gdaà ±sk, Gdynia and Sopot. They are situated very close to each other on the coast of the Gdansk Bay on the Baltic Sea, in Eastern Pomerania. Sopot has a great geographical location lying between the beautiful woods of the TriCity Landscape Park, and the numerous sand beaches of the Bay of Gdansk. Sopot is known for its sanitaria and countless artists and tourists, who visit the city especially during summertime. Gdynia is a young, but quickly expanding harbor city situated just at the seashore, offering many tourist attractions as well as splendid shopping opportunities and a lot of entertainment (tourism in poland.com).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Great Masurian Lakes is an area in northeastern Poland. Masurian Lakeland are known in Polish as land of a thousand lakes. It is the paradise for sailors, hikers, anglers, canoeists and also photographers (tourism in poland.com).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   There are many national parks in Poland awaiting tourists, these include the Babia Gora National Park, Bialowieza National Park, Biebrza National Park, Bieszczady National Park, Bory Tucholskie National Park, Drawa National Park, Gorce National Park, Gory Stolowe National Park, Kampinos National Park, Karkonosze National Park, Magura National Park, Narew National Park, Ojcow National Park, Pieniny National Park, Roztocze National Park, Slowinski National Park, Swiety Krzyz National Park, Tatra National Park, Wielkopolska National Park, Polesie National Park, The Warta Mouth National Park, Wigry National Park and Wolin National Park (tourism in poland.com).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   With readily available transport facilities and money exchange offices Poland with all its cities, health resorts, tourist resorts, national parks and its history is a very fascinating vacation spot. References Poland. Microsoft  ® Encarta  ® Encyclopedia 2005  © 1993-2004 Microsoft Corporation. All rights reserved. Tourism in poland.com. All rights reserved tourisminpoland.com ©. Retrieved from http://www.tourisminpoland.com/ Stay Poland.com All rights reserved StayPoland Sp. z o.o.Retrieved from http://www.staypoland.com/poland-attractions.htm

The Curious Case Of Benjamin Button Film Studies Essay

The Curious Case Of Benjamin Button Film Studies Essay In 2008, the short story was adapted to fit the big screen and unlike the short story the movie adaptation ran for almost three hours (The Curious Case of Benjamin Button, n.d.) . Most people could read Fitzgeralds version three-four times over in that amount of time the movie took. The basis of both the book and movie was simplistic yet versions told the fictional life story of a man living and experiencing life as he is developing physically backwards and cognitively forwards. The Curious Case of Benjamin Button is a rarity because normal Hollywood/story adaptations lack well developed variations of the story in their respective ways. They both are designed to force the reader or movie goer to self- reflect on their own life experiences. Benjamin Buttons life was an incredible account of events and relationships that were discovered, created, built and lost throughout his life-span. However, while he accomplished so much he was unable to live a life in the normal development pattern, but it allowed him and the reader/movie goer to view life from a different perspective. However his love of life is always strong and he spends a lifetime experiencing events on the opposite side of the spectrum dealing with the frustrations and hardship of being different (DeFilippis, Weir, Cornell, Fitzgerald, 2008). The Curious Case of Benjamin Button demonstrates developmental stages in reverse in such detail that one might believe it is not a completely fictional story. The story demonstrates the life experiences and development in a graceful depiction of life, love, and the events we expect to happen but never absolutely occur in exact linear progression. Benjamin Buttons journey starts off with his birth at a hospital, during a non-traditional period where hospitals were unusual settings for birth (DeFilippis, Weir, Cornell, Fitzgerald, 2008). This depicts the framework for the awkward experiences ahead. A hospital delivering babies was not a American societal custom in the 1860s. It was assumed that children were better off being born in the home in a safe environment even if the environment did not include a doctor. The intrigue of what is different about Benjamin is generated as the story builds, the doctor and the nurses at the hospital are depicted as rude and cruel towards the parents and newborn child. The doctor states that his professional reputation is damaged along with the odd reactions of the nurses (DeFilippis, Weir, Cornell, Fitzgerald, 2008). The narrator describes apprehensive and petrified behaviors after the delivery of Benjamin Button, but the narrator does not mention why the hospital staff are reacting through trepidations descriptions. When the peculiarity of Benjamin is finally explained, it leaves one to ponder the developmental process Benjamin will go through. Benjamins father is mortified, with the circumstance of his sons condition and development. He even states that his son as an appalling apparition and expresses concern about the views of society and his culture will have when they meet Benjamin (DeFilippis, Weir, Cornell, Fitzgerald, 2008). While his father struggles to process the situation. The question his parents struggle with is trying to decide what stage of development Benjamin is developing in. As Erik Eriksons theory states, Benjamin should be in a basic needs stage and learning about parental trust (Berk, 2012). Erikson defines trust as a critical openness of believing in the compassion that your parents will provide you with fundamental basic needs, and building a sense of ones own trustworthiness of themselves and others. In normal case of development an infant depends on parents providing care and nourishment. Eriksons theory places a high significance on the mother, providing an environment of nourishment and safety (Berk, 2012). Benjamins development was not occurring in a trust or mistrust stage and not developing the need of parental influences, associated with basic trust and mistrust theory (Berk, 2012). Benjamins father demonstrated distant and apathetic feelings towards his son (DeFilippis, Weir, Cornell, Fitzgerald, 2008). If Benjamin was developing normally, his fathers behavior would severely impact Benjamins ability to develop trust in people close to him. A childs relative understanding of the world and society are largely modeled through parental interactions with their child. Benjamins mother was warmth, affectionate and loving towards Benjamin even though her son was very different (Berk, 2012). Benjamins father acts with detestation about the condition of his sons development (DeFilippis, Weir, Cornell, Fitzgerald, 2008). . Benjamin is in a stage of later life cognitive thoughts and his emotional stage is one of slow physical productivity and exploration of reflections of a life accomplished tasks and self-integrity determines (Berk, 2009). Benjamin did not have these experiences, but he was portrayed through the story as living a happy, productive and meaningful life (DeFilippis, Weir, Cornell, Fitzgerald, 2008). While his father develop a sense of despair and internalized his sons condition as a failure of his own life, he believed this lead to constant internal disappointment in himself and his son. Mr. Button was not intrinsically motivated to help his son achieve and did was not demonstrating a content parental attitude and was not happy about providing his son with basic needs. If Benjamin was a normal developing child his fathers lack of providing parental support, learning opportunities and experiencing would severely impair Benjamin (Berk, 2009). Mr. Button finds a costume suit, that he wants Benjamin to wear as normal clothes, Benjamin rightfully complains about the attire. Mr. Button is ferocious in his reply to his son and tells him he embarrassed him with his presents. Benjamin replies to his father in what could only be a learned response of offensive remarks towards his father and breaking the tension with a comical imitation of loving discourse towards his father (DeFilippis, Weir, Cornell, Fitzgerald, 2008). . His parents were still trying to feed him warm milk through bottles and he would joylessly shake his rattle to appease them. His parents were so confused about how to introduce him to socially appropriate activities, so they went with activities that were with children the same age as him. But Benjamin was establishing a taste of Havana cigars which he stole from his father, as he read the encyclopedia (DeFilippis, Weir, Cornell, Fitzgerald, 2008). His parents pushed his peer interacts even though his condition placed him in a much advanced development stage. Benjamin was starting to transition into a new stage as he digressed from late life development levels to middle age stage behaviors and thoughts associated with cognitive thought processes displayed in late and middle age stages (Berk, 2009). Benjamin would still try and appease his parents though age related behaviors such as breaking a window or break something to continue the age related behaviors that made his father happy (DeFilippis, Weir, Cornell, Fitzgerald, 2008). Benjamin and his grandfather became good friends and were able to relate and they spent much time together. However, Benjamin was sent to kindergarten when he turned five and fell asleep so often that he was removed. Benjamin knew where he was in the developmental stages and felt childish not being able to wear long pants. When he asked that he be allowed to wear long pants, his father replied with needing to wait until he was fourteen. So, Benjamin feeling the need to advance his ability to leave a positive impact on society applied and successfully enrolled at Yale. However, he was unable to color his gray hair and was thrown out of Yale because they felt that he posed a threat. Benjamin was still frail in stature, but they decided that not understan ding him was a danger. Benjamin went to Harvard and became a Harvard graduate instead (DeFilippis, Weir, Cornell, Fitzgerald, 2008). . Benjamin returns from war in 1880, as a twenty year old in a fifty year old body. His father looks more like a brother and their developmental cogitation parallel each other. Benjamin met Hildegarde Moncrief during a dance and reacts to her physically beauty, company and social equalities with instant adornment (DeFilippis, Weir, Cornell, Fitzgerald, 2008). She felt just as strongly because she assumes he is in his fifties. She and Benjamin are engaged within six months. Benjamin is in the early stages of middle age and in the late stages that play a role in ones quest for intimacy with a partner or being isolated due to rejection of intimacy (Berk, 2009). Benjamin and Hildegarde are at or around this development stage, neither one wants to be isolated from the affection of another. Both have established age related identities, and developed the ability to be in a long-term relationship, because they have formed intimate, mutual relationships that can include sacrifices and compromi ses needed in a healthy relationship require. Both of the characters understood this because of their cognitive development and knew what the other wanted (Berk, 2009). This could explain the lack of time it took Benjamin to ask for Hildegardes hand. Benjamin and his wife have children and over the years he starts to appear younger. His interest in his wife is a losing battle along with his marriage, but he regains an interest in rejoining the army when war is declared (DeFilippis, Weir, Cornell, Fitzgerald, 2008). . Benjamin leaves to fight in the Spanish-American War of 1898. Benjamin is moving from a development in the the Intimacy vs. Isolation confliction stage to a late stage development of commitment. Benjamin is starting to develop a confusion of identity. This may explain Benjamins desire to re-join the Army and go to war, and lose interest in his wife. When Benjamin returns he finds his wife aging quickly and her development is taking place in the later stages of life, her hair is gray and he realizes that he is developing younger behaviors while she is developing in the opposite direction. They have a son and Ten years after his son graduates, from Harvard Benjamin goes to Harvard to play football and when he plays against Yale, he single handily scored seven touchdowns and fourteen field goals as a freshman athlete (DeFilippis, Weir, Cornell, Fitzgerald, 2008). . Benjamin development starts demonstrating the competence stage and at fifty-seven he enjoys reading stories and playing with age related peers, and he is considered a playful child (Berk, 2009). His son Roscoe is disgraced with him and is made that he is no longer a man but a child (DeFilippis, Weir, Cornell, Fitzgerald, 2008). His son has a baby and he is a grandfather but they are attending kindergarten on the same day and in the same development level demonstrating autonomy abilities and feeling shame and self-doubt. Benjamin slowly develops into the infant that his parents long ago wish he was and tried to raise him as and slowly developed into nothing dying peacefully as an infant(DeFilippis, Weir, Cornell, Fitzgerald, 2008).

Resistance To Change A Critical Analysis Management Essay

Resistance To Change A Critical Analysis Management Essay Now a days organizations are required to make changes for their survive. It is very important to response quickly to the modern technological advancement and competition to internal and external levels (Edmonds, 2011). So change is a everyday experience in private and governmental organization for its development. The purpose of this study is to analyse the issue of managing organizational change by various approaches. The paper will argue concisely on the factors of resistance to change and how the resistance is handled for successful implementation of a change plan through reviewing relevant literature on the topic. It will further examine the scope of effective management of organisational change process. In this paper, the analysis into effective management of resistance to organisational change is achieved through three main sections. Firstly, change is defined in the light of organisational development. Secondly, factors influencing change and resistance to change are discussed analytically in two consecutive sections. Finally, it discusses management of resistance to change elaborately before concluding the motion. What is change Change is defined as any alteration of the status quo (Bartol and Martin, 1994;199). Organizational change may be defined as new ways of organizing and workingà ¢Ã¢â€š ¬Ã‚ ¦.. (Dawson, 2003: 11 ). Breu and Benwell (1999), Ragsdell (2000) as well as Bamford and Forrester (2003), define organisational change as the process of moving an organisation from some present status to new status whether it is planned or unplanned. Organizational change is a form of difference from its long term old position to introduce a new idea and action for better performance and adjustment of new environment (Schalk et al.,1998). From different perspectives , we can observe different types of changes but in generally organisational changes can be classifieds into two types- incremental and radical (Ragsdell, 2000; McAdam, 2003; Milling Zimmermann, 2010). Literature argues that the incremental change is a small scale change on its present structure and functions which is continuous, on the other hand radical change involves a large-scale basic change (McAdam, 2003; Cunha, et al, 2003; Romanelli Tushman, 1994). Furthermore, Beugelsdijk et al (2002) argue that, organisational change process initially begins with radical change and follow the incremental change that creates a prospect or a threat. In contrast, Del Val and Fuentes (2003) state that change is a general procedure of response to organisational settings because real changes are not only incremental or transformational but also a mixture of both. However Bamford and Forrester (2003) have further classified organisational change as planned and emergents.The planned approach organisational change highlights the different status which an organisation will have to shift from an unacceptable position to recognized desired position (Eldrod II and Tippett, 2002). The emergent approach change suggests that it is an unpredictable and undesirable continuous process of adjustment to changing circumstances (Burnes, 1996, 2004; Dawson, 1994). But uncertainty of circumstances create emergent approach more significant than the planned approach (Bamford and Forrester, 2003). So, it is import to any organisation to identify the requirements for its prospects, and how to deal with the required changes and it is the unseparable strategy of an organization (Burnes, 2004; Rieley and Clarkson, 2001).Managerial proficiency is very much needed for successful change (Senior, 2002). Although for the existence and effective competition successful management of change is highly required (Luecke, 2003; Okumus and Hemmington, 1998). Factors Influencing Change: Hughes (2006) argues that, different factors can influence organisational changes, from the effect of internal control, to external rolls in consumer behaviour, or changing the business settings. The most common reasons are: Legislation, incorporation or attainment, competitive market, world economy, Structural change, technological advancement and Strategic re-organisation. Moreover, Haikonen et al (2004) argue that different important internal and external factors which influence change as policy, structure, control system, organisational culture, and power distribution. Moreover, Saka (2003) state that the external factors as national or international rules and regulations influence the organization to accept new strategies to survive in changed situation. Furthermore, many other factors related to market competition, economic growth, and living standard also oblige organisation to commence change programmes for update and manage the external forces (Beugelsdijk, et al, 2002; Breu Benwell, 1999; Carr Hancock, 2006). Consequently, the technological advancement create internal and external demands to generate the capabilities of organizations and assess their strategies regularly (Harris Wegg-Prosser, 2007; Ragsdell, 2000; Shaft, et al, 2008). Finally, Eisenbach et al (1999) also recognized different factors that compel change such as innovation, new technology, workforce, productivity and working quality. Similarly, McAdam (2003) and Mukherji and Mukherji (1998) emphasize that availability of skilled employees, changing customer behavior, free flow of information and cultural change make very impact on organization for modification on their activities and compel it to readjust or large scale change for transforming from deadlock to effectiveness. Finally, internal change factors like leadership, organizational culture, employee relationship, workload, reward system, internal politics, and communication system compel the organization to take up change strategy (Bhatnagar, et al, 2010; Potter, 2001; Van Marrewijk, et al, 2010; Young, 1999).On the whole, Breu and Benwell (1999) as well as Rees and Hassard (2010) emphasized the development of capabilities of managers to evaluate the situation exactly from different factors to effective management of resistance to change program. Resistance to Change Resistance is a phenomenon which affect the change process by slowing down its starting, obstructing its accomplishment and rising its costs(Ansoff, 1990; Del Val Fuentes, 2003; Young, 1999). In contrast, resistance is a manner that tries to maintain the status quo, so it is comparable to inertia which tries to avoid change (Maurer, 1996; Rumelt, 1995). Similarly, Jansen (1996), Potter (2001) as well as Romanelli and Tushman (1994) argue that organisational change permeates resistance from the persons as their calm sector are influenced by creating stress, insecurity and uncertainty. Moreover, Ford et al (2002) as well as Reissner (2010) support that resistance comes about since a change program threatens existing status, or causes fear of supposed consequences like trouble in personal security and apprehension about new capability and skills to perform in the changed surroundings.On the other hand, resistance by workforce may be seen as a general part of any change process and in t his manner a valuable source of knowledge and useful in learning how to manage successful change process (Antonacopoulou Gabriel, 2001; Bhatnagar, et al, 2010; Bovey Hede, 2001). Furthermore, Antonacopoulou and Gabriel (2001) and Lamb and Cox (1999) argue that unusual community will resist any change program for various reasons including misunderstanding, inconvenience, negative rumor, economic proposition, low tolerance for change and fear of the unknown. However, the observation of annoyance in long standing custom associated with change initiatives finally contribute in the appearance of resistance, mainly from middle managers who resist for the reason that of the fear of threat to their current position and supremacy (Marjanovic, 2000; Ragsdell, 2000; Saka, 2000). Moreover, in manipulative business environment, where major focus is on productivity and centralisation, occurrences higher rate of resistance than manipulative business units having a more open culture, giving freedom to explore new capacities and technologies (Mirow, et al, 2008; Valle, 2002).Accordingly, Lamb and Cox (1999) and Trader-Leigh (2002) indicate that dispute of resistance in public sector is much higher than that of private sector.However, Bovey and Hede (2001) as well as Del Val and Fuentes (2003) discover that when change principles and organizational principles are usually different then the workers show resistance to change while individual anxiety, ineffective management, failure precedent, little inspiration, insufficient tactical vision and pessimism are several sources of resistant. So, if the ground of change is not well planned and competently managed then the employees may prevent the change initiatives and they will apply protection policy to resist because of apprehension that they will be oppressed by others (Bovey Hede, 2001; Perren Megginson, 1996). Nevertheless, Jones et al (2008) argue that employees do not generally resist the change, but rather theoretical undesirable results of change or the process of execution the change.For that reason, all managers are necessary to give appropriate concentration on human and socio-cultural issues to obtain a distinct policy for successful implementation of change.(Diefenbach, 2007; Lamb Cox, 1999). How to manage Resistance Resistance to change is an important matter in change management and participatory approach is the best way to manage resistance for successful change(Pardo-del-Val et al., 2o12). Potter (2001) and Ragsdell (2000) support that resistance to organisational change have to be observed as a prospect and preparing people for change as well as permitting them to vigorously participate in the change process. Furthermore, Conner (1998) affirms that the negative effects of resistance occurred from major changes can be minimize by open discution. Moreover Judson (1991) asserts that effective change can be committed and resistance can be reduce by commitment and participation of employees. In addition, contemporary managers required to examine and categorize all the stakeholders as change worker, impartial, conservatives or resistor as per their function in resistance to change so as to apply obligatory approach upon the definite form of people so that they feel like accommodating the change pr ogram willingly (Chrusciel Field, 2006; Lamb Cox, 1999). Moreover, it is essential to engage people in all stages of the procedure for successful completion of change where effective communication of change objectives can play one of the most important roles (Becker, 2010; Beugelsdijk, et al, 2002; Frahm Brown, 2007; Lamb Cox, 1999). Accordingly, Potter (2001) as well as Van Hoek et al (2010) suggests that for managing resistance to change successfully, organisations must build up the capability to predict changes and working approaches to the changes and thereby engage the employees to face the challenges sincerely with complete preparation. Similarly, Caldwell (2003) and Macadam (1996) propose that smooth running of organization managers should be open for involvement of employees at every steps of decision making process and productivity. Moreover, usually resistance happens as a result of misinterpretation among peoples and hence, in each change program it is essential that everyone concerned realizes the reason following the change from upper level to the lower level where training and cooperation may speed up the procedure (Beugelsdijk, et al, 2002; Bovey Hede, 2001; Johnson, 2004; Taylor, 1999). In addition, at the moment of crisis and ambiguity people require results, accomplishments and successful communication which will assist reduce anxiety and eventually produce enthusiasm for change amongst the employees (Hill Collins, 2000a; Potter, 2001). Consequently, the new public management emphasizes new type of policies which presume a flexible, open and more creative structure and therefore proactively illustrative targets, setting superior examples and creating exciting position might be regarded as a number of core leadership capabilities essential for routing change (Beugelsdijk, et al, 2002; Chrusciel Field, 2006; Harris Wegg-Prosser, 2007). Moreover, Aladwani (2001) rationalizes that opening human abilities of the workers by permitting them to use their intelligence being innovative at work takes place to be important where the function of managers have to be renamed from manager to trainer as to donate continuously on self-confidence building all over the business. Furthermore, alongside the background of rapidly growing technological improvement and deregulation since the early 1990s, ritual approach can no longer arrange the modern perception of shocking ambiguity and insistent change relatively dispersed organisations are probable to authorize the employees (Caldwell (2003; Harris Wegg-Prosser, 2007). In addition, Andrews et al (2008) and Caldwell (2003) have the same opinion with Frahm and Brown (2007) that not like the conventional top-down bureaucratic systems; the present managers must receive bottom-up participatory strategy by discussing with stakeholders. Caldwell (2003) more recommends that change managers should uphold possession of the change approach along with the stakeholders by connecting them in the process, who distinguish the authenticity of the business and it is usually they who grasp answer key to the problems. Lastly, as contextualization is the main element of any societal and organisational change, in the twenty-first century circumstance, the status quo is not a suitable preference and organisations must get slant and vigorous for the modern world of digital convergence (Carr Hancock, 2006; Harris Wegg-Prosser, 2007; Milling Zimmermann, 2010). Moreover, Bamford and Forrester (2003), Diefenbach (2007) and Eisenbach et al (1999) consent that in the growing approach to managing change, elder managers transform themselves from administrator to facilitator and the major accountability of execution vest on the middle managers. Also, Diefenbach (2007) more highlights that middle managers should cooperate with peers, divisions, consumers, dealers and also with the senior managements as if they are the key player of organisational change programs. Furthermore, Bamford and Forrester (2003) as well as Diefenbach (2007) consider Lewinà ¢Ã¢â€š ¬Ã… ¸s (1958) three step model of freezing, unfreezing and refreezing, have supported that prior to effective implementation of any new manners, the old one has to be untrained.

Image Processing :: OCR Captcha Facial Recognition

Abstract This paper is about a selected few image processing applications. Optical Character Recognition is the translation of images of handwritten, typewritten or printed text into machine-editable text. Then I have introduced the captcha that we so frequently encounter in common websites. An algorithm trying to solve or break a captcha has been explained. Face detection is a growing and an important tool in security these days. It must be applied before face recognition. There are many methods for recognizing faces and a few of them are discussed in the paper. Contents Topic Pg No Image Processing Optical character recognition Captcha Braking Captcha Face Detection Algorithm for Face Detection References Image processing Image processing is any form of signal processing for which the input is an image, such as photographs or frames of video; the output of image processing can be either an image or a set of characteristics or parameters related to the image. Most image-processing techniques involve treating the image as a two-dimensional signal and applying standard signal-processing techniques to it. Typical Operations Among many other image processing operations are: ï‚ § Geometric transformation such as enlargement, reduction, and rotation ï‚ § Color corrections such as brightness and contrast adjustments, quantization, or conversion to a different color space ï‚ § Digital compositing or optical compositing (combination of two or more images). ï‚ § Interpolation, demosaicing, and recovery of a full image from a raw image format. ï‚ § Image editing (e.g., to increase the quality of a digital image) ï‚ § Image differencing (to determine changes between images) ï‚ § Image registration (alignment of two or more images) ï‚ § Image stabilization ï‚ § Image segmentation(partitioning a digital image into multiple regions) ï‚ § Extending dynamic range by combining differently exposed images ï‚ § 2-D object recognition with affine invariance Optical character recognition Optical character recognition, usually abbreviated to OCR, is the mechanical or electronic translation of images of handwritten, typewritten or printed text (usually captured by a scanner) into machine-editable text. OCR is a field of research in pattern recognition, artificial intelligence and machine vision. Though academic research in the field continues, the focus on OCR has shifted to implementation of proven techniques. Optical character recognition (using optical techniques such as mirrors and lenses) and digital character recognition (using scanners and computer algorithms) were originally considered separate fields. Because very few applications survive that use true optical techniques, the OCR term has now been broadened to include digital image processing as well. Early systems required training (the provision of known samples of each character) to read a specific font. "Intelligent" systems with a high degree of recognition accuracy for most fonts are now common.

Anatomy of an Interview :: Interviewing Job Workforce Essays

According to Professor G.J. of Texas Tech University, "a productive interview is much like a good conversation, questions are asked to elicit more than a yes or no answer" ("Interviewing"). In an interview there are certain criteria to be addressed. This criteria includes, the purpose, the collection of data or evidence, and the concluding thoughts on the subject. The "Interview with the Luddite," between Kevin Kelly and Kirkpatrick Sale demonstrate the basic principles of interviewing. Kevin Kelly is the author of Out of Control: The Rise of Neo-biological Civilization (1994). Kirkpatrick Sale is the author of Rebels Against the Future: The Luddites and Their War on the Industrial Revolution-Lessons for the Computer Age (1995). Their discussion or disagreement on the subject of technology expresses the issues raised on both sides of the topic. Both men divulge their opinions as well as what they view as evidence to support their claims. Analysis of the interview involves the concepts of tone and fallacy. The definition of tone is: "a particular vocal quality that indicates some emotion or feeling, an accent, inflection, or intonation" (Webster's 1984). A fallacy, according to Webster's Dictionary, is: "A statement or argument based on a false or invalid inference." These two subtle parts influence the entire interview. The interaction and inverse relationship between tone and fallacy can sway the direction of an interview. Kelly creates the initial tone of the interview. By asking the first question, he sets the environment for Sale to respond. In the interview between Kelly and Sale, Kelly opens the discussion with the fallacy of loaded language. He asks Sale, "Other than arson and a lot of vandalism, what did the Luddites accomplish in the long run?" (243). The words "arson" and "vandalism" force Sale to be on defense right from the beginning. Sale realizes this and answers Kelly with the fallacy, Post Hoc; inferring that since one event occurs after another, it must be the cause of the second event. He argues that because "technosphere" interferes with the "biosphere" that it must be "destroying the biosphere" (244). These two examples demonstrate how tone of the interview is set. After both men raise their side's flag, they automatically assume that the rest of the interview will be an offense/defense interchange. The purpose of this interview is to raise the issue of technology and address it from both sides of the topic. In simplified terms, Kelly is for technology, while Sale is against technology. Anatomy of an Interview :: Interviewing Job Workforce Essays According to Professor G.J. of Texas Tech University, "a productive interview is much like a good conversation, questions are asked to elicit more than a yes or no answer" ("Interviewing"). In an interview there are certain criteria to be addressed. This criteria includes, the purpose, the collection of data or evidence, and the concluding thoughts on the subject. The "Interview with the Luddite," between Kevin Kelly and Kirkpatrick Sale demonstrate the basic principles of interviewing. Kevin Kelly is the author of Out of Control: The Rise of Neo-biological Civilization (1994). Kirkpatrick Sale is the author of Rebels Against the Future: The Luddites and Their War on the Industrial Revolution-Lessons for the Computer Age (1995). Their discussion or disagreement on the subject of technology expresses the issues raised on both sides of the topic. Both men divulge their opinions as well as what they view as evidence to support their claims. Analysis of the interview involves the concepts of tone and fallacy. The definition of tone is: "a particular vocal quality that indicates some emotion or feeling, an accent, inflection, or intonation" (Webster's 1984). A fallacy, according to Webster's Dictionary, is: "A statement or argument based on a false or invalid inference." These two subtle parts influence the entire interview. The interaction and inverse relationship between tone and fallacy can sway the direction of an interview. Kelly creates the initial tone of the interview. By asking the first question, he sets the environment for Sale to respond. In the interview between Kelly and Sale, Kelly opens the discussion with the fallacy of loaded language. He asks Sale, "Other than arson and a lot of vandalism, what did the Luddites accomplish in the long run?" (243). The words "arson" and "vandalism" force Sale to be on defense right from the beginning. Sale realizes this and answers Kelly with the fallacy, Post Hoc; inferring that since one event occurs after another, it must be the cause of the second event. He argues that because "technosphere" interferes with the "biosphere" that it must be "destroying the biosphere" (244). These two examples demonstrate how tone of the interview is set. After both men raise their side's flag, they automatically assume that the rest of the interview will be an offense/defense interchange. The purpose of this interview is to raise the issue of technology and address it from both sides of the topic. In simplified terms, Kelly is for technology, while Sale is against technology.

Theory Critique – Anderson

Anderson Anonymous Graduate Student Liberty University In what proves to be a compelling presentation of the Journey to spiritual freedom, Dry. Neil T. Anderson (2000) presents his theory of how one may be liberated from negative thoughts, irrational feelings, and habitual sins in his book, The Bondage Breaker. Anderson (2000) suggests the cause of a majority of problems which are discussed within the walls of a counseling session may have roots in the supernatural. This critique will examine Andersen's theory of ways to combat the dark forces which cause spiritual conflict within the mind. Theory SummaryIn his clarification of the nature of psychological problems and mental illness, Anderson (2000) places a high emphasis on spiritual warfare; reminding the reader, â€Å"For the weapons of our warfare are not carnal, but mighty through God to the pulling down of strong holds† (2 Corinthians 10:4, KAVA). Anderson provides many examples of counsel whom he believes have succumbed to the deceptive tricks of Satan, explaining what may have been diagnosed as mental illness is actually spiritual oppression; or in cases of non-Christians, actual demon possession (Anderson, 2000). By drawing attention to scripture in Pall's letter to Timothy,Anderson illustrates his point: â€Å"But the Spirit explicitly says that in later times some will fall away from the faith, paying attention to deceitful spirits and doctrines of demons† (l Timothy 4:1, NASA). Thankfully, Anderson (2000) provides a detailed method of obtaining daily victory over the spiritual forces of darkness by outlining what Hawkins (2010) would refer to as a method of â€Å"discipleship counseling† – the seven steps to freedom in Christ. The freedom and protection which is afforded by the Christian is stressed, as well as the position of authority Christians have over the enemy.Freedom is accomplished by taking the first step of acknowledging one's dependence upon and affirming one' s identity in Christ and renouncing past or present involvement in any practice, teaching, or ritual which could be considered demonic or non-Christian in nature. Anderson (2000) further explains, not only is it important to renounce non-Christian activity, but also to recognize and renounce instances of idolatry. Additionally, forgiveness, submitting to higher authority, adopting a humble attitude, confession of sins, and finally breaking generational ruses is necessary.As every thought is taken captive and brought into alignment and obedience to Christ (I. E. II Corinthians 10:5), the deception which has caused one to live amidst shadows, shackled by the power of the enemy, may be traded for truth, grace, and a freedom in Christ (Anderson, 2000). Evaluation of Strengths and Weaknesses While readers of The Bondage Breaker may consider the handling of the subject matter controversial, depending upon their background and experience in things which occur in the spiritual realm, Anders on (2000) does well in his presentation of he influence Satan has on the thought processes of individuals.A great amount of focus is spent on encouraging readers to grasp the main objective of truly knowing their value or self-worth in Christ. Not letting one's guard down is imperative. Once the enemy is given a foothold into a person's life via a thought process, it can become overwhelmingly disabling to try to maintain a positive outlook (Anderson, 2000). In adopting the principles of The Bondage Breaker, the counselor becomes equipped to engage in spiritual warfare within the counseling arena (Anderson, 2000).Through the use of prayer, and â€Å"warfare theology' (Hawkins, 2010, slide 5), the appropriation of freedom may become a reality in the life of the counsel. Anderson (2000) references the scriptures throughout and is careful to confirm his writing with God's Word. As is it this author's opinion that God's Word is the final authority, comfort was taken in the fact Anderson was thorough in his scriptural references (Anderson, 2000). In addition, Andersen's (2000) explanation of demonic oppression was described in a way as to eliminate any sensationalism such as what may be arrayed in movies or books.Instead, Anderson presented the reality of Satin's tactics as being sly in his method of simply infiltrating peoples' thought processes. Stories shared were compelling in their ability to illustrate the workings of the enemy in that respect (Anderson, 2000). However, as compelling as most examples appeared, a weakness in Andersen's theory was that he placed much emphasis on what might be interpreted by some as â€Å"the devil made me do it† and not enough consideration that some psychological problems could be caused by environment or experiences Anderson, 2000).For example, a female client who presents with severe cognitive trauma over years of sexual abuse may not simply be suffering emotionally because of a thought introduced by the enemy, but ha s some tough issues with which to deal based on her experience. While is it true our thoughts are responsible for our natural state as evidenced by Proverbs 23:AAA: â€Å"For as he thinks within himself, so he is,† (NASA), credence must be given to what happens in the physical realm. In fact, in one of the most celebrated books of biblical literature, Job is tormented by Satan, not just in his thoughts, but physically and materially as well.Job suffered greatly. He found himself depressed, sitting in a pile of ashes. By no means was his depression a result of sin, as Job was called righteous (I. E. Ezekiel 14:14). Perhaps he was listening to the enemy's accusations, however, the catalyst for the depression were the events that Satan caused in his life. The wretched boils Job suffered were not a result of his inability to resist temptation, or reject the accusations of the enemy, as Anderson (2000) might have agreed, based on his presentation of other medical cases wrought his book.In comparison to the discussion Anderson (2000) presents regarding his client with multiple sclerosis, this author also lives with MS. While in complete agreement there are days when the disease process is made worse by thoughts induced by the enemy, the symptoms of the disease do not disappear simply because the thoughts the enemy incites are renounced. Andersen's (2000) description of relapsing-remitting MS or the type of MS where â€Å"symptoms which seem to come and go' (p. 4) are presented as being psychosomatic, or induced by the client's response to thoughts from the enemy. This author takes umbrage of Andersen's (2000) assessment and would expect a more careful understanding of the science behind the disease process in spite of his discussion of the Two-Tier Worldview in which he states â€Å"the spiritual world has no or little practical bearing on the natural world; we have practically excluded it from our understanding of reality' (p. 30). This brings up another w eakness: lack of empirical evidence for the theory.Andersen's (2000) theory may be extremely difficult to prove scientifically, therefore causing concern among the secular counselors who would be reluctant to purport any theory not backed by empirical evidence. While there is no question God is powerful enough to heal without the help of modern medicine, care should be taken not to negate the members of the medical and mental health communities whom this author believes have been granted wisdom by God to be used in the healing process.Personal Reflection and Application Having been raised in a church environment which taught members of the congregation to recognize and appreciate the existence of what may be occurring in the concentric circle of the supernatural system (Hawkins, 2010) or spiritual realm; his author was familiar with the theory presented by Anderson (2000) in The Bondage Breaker. An appreciation for the three channels of temptation about which Anderson speaks had bee n in the forefront of this writer's mind; especially the â€Å"pride of life,† as it is believed pride is the root of all sin (Anderson, 2000).Looking back over the past, there was a time when pride was an issue in this author's life, yet it was unrecognized. On a Sunday evening church service during testimony time, this then high school student sat listening to stories of friends who were praising God for ringing them out of a life filled with drugs, promiscuity, and any number of other sins. The testimony shared by this author bestowed praise to God for keeping her from all the sins which seemed to plague her friends.Pall's first letter to the Corinthian church warns, â€Å"Therefore let him who thinks he stands take heed lest he fall† (l Corinthians 10:12, INKS). In Just a few short weeks as a college freshman, this writer found herself in a lesbian relationship. The inability or refusal to recognize pride allowed the enemy to gain a foothold into this future counse lor's life. That foothold eventually became a stronghold. The end result was years of living in disobedience; in bondage to a lifestyle of homosexuality which obviously managed to wreak havoc on any previous connection shared between this writer and her Lord.Peace was impossible. After years of encountering the gentle wooing of the Holy Spirit, eventually, the conviction experienced was too much for this author to bear; at which time, the employment of Andersen's (2000) seven steps to freedom in Christ was set in motion: confession of sin, a willingness to renounce completely the homosexual lifestyle, repent, recognize the deception of the enemy and instead embrace God's truth, forgive, submit to God, swallow pride, experience freedom, and finally receive the blessing.The process of moving from bondage to freedom in Christ was laborious, and physically and emotionally draining. However, the end result of a happy marriage with a loving husband and beautiful daughter, as well as the k nowledge of living in right relationship with the Lord brings a peace like no other. The positional peace which once was evident when she became a Christian as a young girl, again was ruling in this author's heart as she allowed God's Word to dwell there (I. E. Colombians 3:15-16). The process of embracing the Truth became a liberating friend (Anderson, 2000).Realizing in this day of tolerance and political correctness, the subject of homosexuality may be extremely controversial; however it remains the belief of this author that one cannot pick and choose which parts of God's Word one is willing to accept as truth. One of the reasons this author seeks to become a Licensed Professional Counselor is that she hopes to eventually work with young women who are willing to shed the blinders set upon them by the enemy of their souls; who share a willingness to embrace God's truth for their lives, and escape f life of sin.As work will be done when counseling individuals in order to apply the principles set forth in The Bondage Breaker, this future counselor understands the process of sanctification is not an easy one. However, as Anderson (2000) reminds the reader, while never-ending; the rewards far outweigh the weight of the struggle. Reference Anderson, N. T. (2006). The bondage breaker (New and Expanded Edition). Eugene, OR: Harvest House Publishers. Hawkins, R. (2010). The contribution of Neil Anderson and discipleship counseling. Lynchburg, VA: Liberty University.

Hong Kong vs Uk Business Norms Essay

This paper will introduce the audience to the historical background of Hong Kong; business dos and don’ts comparing Hong Kong to the UK; financial, economic, political and social climate of Hong Kong. The aim is to provide fundamental data to assist a professional when conducting business in Hong Kong effectively but also respectfully. Hong Kong Background Hong Kong can be found on China’s south coast region bordered by the Pearl River Delta and the South China Sea. Geographically, Hong Kong has a total area of 1,104 square kilometres which include 262 outlying islands (GovHK, 2012). The population is over 7 million, with the majority speaking Cantonese though English is still widely used. Hong Kong was acquired by the British Empire from the Qing Dynasty during the first opium war from 1839-1842 (Kan, 2010). After 150 years of British colonial rule, in 1997 China resumed sovereignty over Hong Kong (U.S. Department of State, 2012). Hong Kong is under Chinese rule and the Chinese government is responsible for Hong Kong’s security and foreign relations. Hong Kong, however, is recognized as Special Administration Region of the People’s Republic of China. This ensures that Hong Kong’s customs territory and economic entity are separate from the rest of China. This allows Hong Kong to enter into international agre ements on its own behalf in commercial and economic matters (U.S. Department of State, 2012). Government/ Politics The government of Hong Kong is noted to be economically liberal. Hong Kong is an autonomous special administrative region of the People’s Republic of China. The current government executed under Hong Kong’s basic law is secured in this autonomy for 50 years (GovHK, 2012). The governmental structure is directed by a chief executive and an executive council, accompanied with a two-tier system of a representative government and an independent judiciary. Economic & Financial Climate Based on rule of law, limited government, regulator efficiency, and open markets ranked by the Heritage foundation with a score of 89.3, Hong Kong is ranked as the freest global economy in 2012 and has successively kept this title for the past 19 years (Heritage Foundation, 2012). Hong Kong â€Å"is a Freeport with no barriers to trade; has simple procedures for starting enterprises, free entry of foreign capital and repatriation of earnings, and transparency; and operates under the rule of law (Heritage Foundation, 2012).† Hong Kong switched from an industrialized manufacturing economy to a service based economy in the 1980s (economywatch.com). Hong Kong’s free market economy is built on the harbour, investments and trade (Sociology for Change, 2007). Hong Kong is dependent on international trade and finance. 92.3% to the GDP in 2009 which was contributed from the service sector (economywatch.com). The major industries in Hong Kong are textile/garment, banking/financial services and tourism. Hong Kong is the third largest distributer of garments in the world. In 2008 Hong Kong exported $40 billion US dollars’ worth of textiles and garments which is 11% of the territory’s total exports (economywatch.com). In the financial sector, Hong Kong has the world’s 10th largest security exchange, with a market cap of $2.7 trillion (GovHK, 2012). At the end of 2012 there were 1,533 companies listed as trading on the Hong Kong stock exchange (SEHK). In 2009, 2010 and 2011 Hong Kong was listed as the highest ranking market for IPO’s (GovHK, 2012). Looking at Hong Kong’s banking industry at the end of 2012, there were 154 licensed banks, 20 restricted licence banks and 25 deposit-taking companies. These banks come from 34 countries and include 69 out of the 100 world’s largest banks (GovHK, 2012). Conducting Business Hong Kong vs. United Kingdom Introduction This section will inform the reader on both Hong Kong and the United Kingdom’s etiquette and protocol relating to business practices. I will concentrate on how business meetings are conducted, how business decisions are made and how negotiations are conducted in the business realm while integrating Hofstede’s cultural theory. I will conclude with possible challenges and pitfalls that should be considered if the â€Å"dos and don’ts† fall short or turn out to be limited. Hong Kong Pre-departure Info Working Practices Prior to flying over on a business trip to Hong Kong, it is suggested that one ought to understand the common business practices. Confucianism is entrenched within Chinese philosophy and plays a strong influence on the importance of social relations that Hong Kong’s people are known for. So when we look at â€Å"the degree of interdependence a society maintains among its members,† which defines the Individualism dimension, it’s not shocking to see Hong Kong as a collectivist culture, where people tend to think of the groups interests rather than their own personal objectives. In Hong Kong a large number of businesses are family owned and it’s normal for family members to work for the same companies (cummunicaid.com). Hong Kong’s daily business hours are from 9am to 5pm with a lunch break from 12noon to 2pm (communicaid.com). When scheduling a business trip to Hong Kong you should avoid the holidays. Vacations are usually scheduled around the weeks surrounding Christmas, Easter and the Chinese New Year; most business are typically closed during these periods (cummunicaid.com). After you plan your business trip in accordance to that criterion, it’s best to schedule appointments in accordance to their customs, noting that punctuality is important and that tardiness could be considered disrespectful. Taking that further, reputation also known as â€Å"concept of face† explained as the adherence to proper honourable ethical and social norms of a society in all situations and times is also something the Hong Kong society considers highly during business practices (cummunicaid.com).When making appointments they should be scheduled in advance to your arrival and in some cases one to two months’ notice is a courteous (cummunicaid.com). Organizational Hierarchy in Hong Kong Companies Hong Kong is a high power distance culture and we can point out that hierarchy is ingrained in the business culture. In Hong Kong, companies clearly define the line of authority with the distance between superiors and subordinates which are constantly maintained (cummunicaid.com). Men still dominate the workforce although in the recent years women are becoming more active. Some say this is because of the Western influence of equality (cummunicaid.com). In Hong Kong it’s imperative to maintain harmony and avoid conflict in a group atmosphere. In the public atmosphere of Hong Kong, the people always keep calm, show no emotion and refrain from criticising out in the open. This compliments Hong Kong’s slightly male dominated society. Hong Kong is a success oriented and driven society, where it is not uncommon for people to spend many hours at work. Conducting Business Standard business attire for men would be dark colored suits and for women dark colored suits with trousers or skirts (cummunicaid.com). When greetings take place, it’s traditional to both give a Chinese bow and a Western handshake. Keep in mind that you address them with their title and last name, if you’re in a group setting the most senior person should be greeted first (cummunicaid.com). Hong Kong people are keen on building relationships, so small talk should be expected and if you are offered an invitation to a social event you should never reject that opportunity (cummunicaid.com). Moving forward to the exchanging of business cards, one is expected to exchange business cards with two hands and accepting it also with two hands. It’s courtesy to examine the card for a few moments reading it to familiarize yourself with the name and the title, before placing the card in your pocket (cummunicaid.com). When negotiations take place one must expect for the deals to move at a slow pace and must avoid losing composure for this will damage ones reputation also known as â€Å"losing face† (kan, 2000). It’s not uncommon for an astrologer or a feng shui practitioner to determine a singing date if a contract is on the table (kan, 2000). Fred Kan also highlights that if a colleague sucks air through their teeth while you’re speaking, this signifies they are unhappy and its best to try and reiterate or adjust your position. After the business deal has been presented the decision usually arrives from a group consensus, but leaving the top of the company having the last to say (cummunicaid.com). Table Etiquette In Hong Kong it’s common for business transactions to take place or end up at the dinner table. If invited to dinner expect alcohol to be present. If your host decides to make a toast it’s customary for you to follow up with your own toast which should consist of good health and prosperity (cummunicaid.com). Meals are often served family-style and you are encouraged to try everything, but don’t take the last piece as this can be seen as selfish gesture. United Kingdom Pre-departure Info Working Practices Distinguished for its constitutional monarchy, rich history of the colonial empire and deeply ingrained traditions, the British Empire now known as the United Kingdom is a culturally and ethnically diverse nation that is made up of four countries. Northern Ireland, Wales, Scotland and England comprise the United Kingdom. The UK is a member of the European Union and currently is ranked fourth in trading within Europe. British culture is known for its indirectness, â€Å"stiff upper lip† and dry humour. It’s a common communication style in the UK that direct questions are often answered with indirect answers filled with ambiguous subtleties which forces one to pay close attention to tone of voice and facial expression to fully understand the response given (communicaid.com). Displays of emotion, positive or negative should be avoided in public space. The term â€Å"stiff upper lip† describes the British portrayal of reserve and restraint when faced with difficult s ituations (communicaid.com). Humour a key component to the culture of the British life style and is commonly used as a defence mechanism (communicaid.com). Organizational Hierarchy in British Companies In the work environment, the British are known to be formal. In the past, the British preferred to work with colleagues and companies they knew of, however the younger generation of business professionals do not require any form of relationship in order to begin business. Networking and building strategic relationships are the fundamental to long-term success in the UK. Superiority is respected, although colleagues gravitate to people at their own level to work with directly. This hierarchy can be notated as â€Å"flat† where the principal divide is between managers and other ranks (communicaid.com). The board of directors are the key decision making group and managers are understood to be the coaches creating a supportive working environment (communicaid.com). Conducting Business In the professional atmosphere men should be dressed in a dark colored suit and women should wear either a business suit or a conservative dress (communicaid.com). Upon the initial meeting it is common to shake hands with everyone upon arrival and maintain steady eye contact during the greeting. I must highlight that one should wait until given permission to move onto a first name basis. Under special circumstances if you’re in the presence of someone who have been knighted then they are to be called â€Å"Sir† followed by their first and surnames (communicaid.com). Also during the initial greeting it’s common for professionals to exchange business cards and may be placed into the pocket after having just a moment’s glance. There are no rituals when exchanging business cards in the UK. When a meeting is conducted, depending of the level and status of the people attending, it will dictate how the meeting will commence. A free flow meeting usually occurs when everyone is at the same level, if there is a senior ranking person in the room, then they will do most of the speaking. Meetings are usually formal with a set agenda identifying the purpose. In British culture it is suggested that, when presenting to a group, one must make sure to be prepared with facts; relying on facts is more stable than emotions (communicaid.com). After concluding the meeting it is customary to send a printed summary containing the next steps which are to be taken in a letter to the attendees. The British are known to follow established rules and practices which make the decision process a slow systematic one (communicaid.com). When dealing with the British in business negotiations patience will be required. Communication will also be one area to focus on. The British communicate in a controlled fashion and only rarely raise their voices to make a point (kats, 2008). The level of directness depends on the strength of the relationship, education and status. Vague statements that may be difficult to understand are common when communicating with the British. Lothar Kats explains it best when identifying the â€Å"British are masters of understatement and often use subtle irony† Contrast: Hong Kong vs. UK After reviewing both Hong Kong and UK there are a few similarities and a few differences. In Hong Kong traditional values of respect to hierarchy, the exchange of business cards and developing a personal relationship are cornerstones within their society. Whereas in the United Kingdom building personal relationships was once a tendency that no longer exists; the younger generations move forward and start the business process. When dealing with the British in business one must pay close attention to the conversation. The tone, eye contact, and understated response can commonly lead to a misunderstanding if one is not paying close attention. It is therefore best to not underestimate the importance of humour in the British business environment (communicaid.com). The hierarchy in Hong Kong is clearly defined with ample distinction between subordinates and superiors. Contrastingly, the UK is known for a â€Å"flat† structure where most business is usually dealt with by colleagues of the same level. Taking a glance into the integration of women in the work place we see the UK with comparable numbers men to women while in Hong Kong the introduction to women in the work place is a recent occurrence. Comparing the two nations in regards to how a professional is to book a business appointment we see in Hong Kong it’s common to make an appointment one to two months in advance unlike the United Kingdom its common for just giving several days’ notice. In conclusion, we can see that it is vital for one to do background research on the business norms prior to jumping on a plane to conduct business internationally. Cultural Intelligence Elisabeth Plum defines cultural intelligence as the ability to act in an appropriate way in multicultural situations coupled with the ability to have an open mind which admits new information and is curious about diversity. Cross-national work is an example of cultural intelligence, and when an organization needs to join forces and partner with other businesses in other countries to keep business efficient it important to prevent conflicts. As discussed earlier in this paper it’s important to understand the culture that you’re doing business with. In order to have successful negotiations in the international market place the smallest misunderstanding could have a negative outcome. Looking to Hong Kong, if a professional arrives dressed in white or in blue colors to a meeting and speaks out of turn that could essentially dissolve any hope of a business deal, as the Hong Kong society associates white and blue with mourning and speaking out of turn shows disrespect for the power structure.