Prison Inmates Should Be Allowed To Take College Courses Essay Example for Free

Prison Inmates Should Be Allowed To Take College Courses Essay Prison Inmates Should Be Allowed To Take College Courses Prison inmates should be allowed to take college course because having an education helps reform the inmate into a useful member of society. Education is useful in helping the inmate acquire the life skills necessary to make a life change for the better. Studies have shown that inmates who participate in educational programs were less likely to recidivate once released back into to society than those who did ot participate. Allowing prisoners to take college courses restructures the way inmates think and benefits society as a whole by helping inmates adapt once released, providing Job skills necessary to find work, and aiding in inmate rehabilitation. Providing an education for inmates helps them acquire the necessary life skills to make better choices once released and makes it easier to adapt to life outside the prison walls. An educated person is better able to choose etween right and wrong and also make wiser decisions. By restructuring the way an inmate thinks, the inmate makes better choices and finds better role models to emulate. An inmate who has the ability to read and write is better able to find information for himself and is more likely to use that information to make informed decisions. It is therefore easy to deduce, an inmate who has received a prison education can think more clearly and will act more positively preventing most inmates from recidivism. Using the education gained in prison will facilitate an inmates adaption to society and provides the necessary Jobs skills to find work once released. Education for inmates helps build a foundation for future success and provides the Job skills necessary to help inmates find work once they are released. Teaching basic educational skills to inmates such as reading, writing, and math skills increases their chances of passing employment tests and greatly improves their..

Humour in The Tempest :: essays research papers

Act II Scene I has been written as a humorous scene. It is meant to be funny and light-hearted. Although a modern day audience may not laugh out loud, the humour, itself, is very obvious. Alonzo thinks that his son, Ferdinand, is dead and one of his servants/Lords, Gonzalo, is trying to comfort him, but not succeeding. Sebastian and Antonio, basically mock Gonzalo and everything he says. Gon: When every grief is entertain’d that’s offer’d Comes to the entertainer – Seb: A dollar Gon: Dolour comes to him indeed†¦ Gonzalo is trying to tell the king not to grieve too much or something will come to the entertainer of grief, but before he can say what, Sebastian interrupts with â€Å"A dollar†. This is relevant because Sebastian pretended to take the term ‘entertainer’ literally. However, Gonzalo interprets what Sebastian said as dolour, which means sorrow. To make this even more humorous, Shakespeare has made Sebastian tell Gonzalo, outright, that he has taken what he said in the wrong way. The second attempt at humour in this scene is Antonio and Sebastian talking to each other about Gonzalo not shutting up. After a short silence, they bet on who will be the next person to speak. Ant: Which, of he or Adrian, for a good wager, first Begins to crow? Seb: The old cock Ant: The cockerel * * * * (Seb & Ant settle on the bet) Adr: Though this island seem to be desert, - Ant: Ha, ha, ha! Seb: So: you’re paid. I personally found this humorous because there is no ASIDE used, which means they are not even trying to be discreet about their mockery. The third attempt at humour is when Gonzalo is trying to be optimistic by talking about how fresh his clothes are. Of course, Sebastian and Antonio see this as another opportunity to mock Gonzalo. We, as the audience, know that Ariel made all of their clothes fresh after the ship was caught in the tempest. We therefore know that Gonzalo is actually telling the truth. Gon: That our garments being, as they were, drenched In the sea, hold, notwithstanding their freshness And glosses being rather new-dyed than stained

Sbi Change Management

THE WORD CHANGE Change is inequitable; not a respecter of persons. Change is for the better or for the worst, depending on where you view it. Change has an adjustment period, which varies on the individual. It is uncomfortable, for changing from one state to the next upsets our control over outcomes. Change has a ripping effect on those who won’t let go. Change is awkward — at first. Change is a muscle that develops to abundantly enjoy the dynamics of the life set before us.Change calls own strength beyond anyone of us. Change pushes you to do your personal best. Change draws out those poised for a new way. Change isn’t for chickens. Change does have casualties of those defeated. Change will cause us to churn or to learn. Change changes the speed of time. Time is so slow for the reluctant, and yet it is a whirlwind for those who embrace it. Change is more fun to do than to be done to. Change seeks a better place at the end and is complete when you realize you are different. Change Management:Change management is a set of processes that is employed to ensure that significant changes are implemented in an orderly, controlled and systematic fashion to effect organizational change. One of the goals of change management is with regards to the human aspects of overcoming resistance to change in order for organizational members to buy into change and achieve the organization's goal of an orderly and effective transformation. Organizational change management takes into consideration both the processes and tools that managers use to make changes at an organizational level.Most organizations want change implemented with the least resistance and with the most buy-in as possible. For this to occur, change must be applied with a structured approach so that transition from one type of behavior to another organization wide will be smooth. SBI: State Bank of India is the largest state-owned banking and financial services company in India, by almost every p arameter – revenues, profits, assets, market capitalization, etc. The bank traces its ancestry to British India, through the Imperial Bank of India, to the founding in 1806 of the Bank ofCalcutta, making it the oldest commercial bank in the Indian Subcontinent. The Government of India nationalised the Imperial Bank of India in 1955, with the Reserve Bank of India taking a 60% stake, and renamed it the State Bank of India. In 2008, the Government took over the stake held by the Reserve Bank of India. SBI provides a range of banking products through its vast network of branches in India and overseas, including products aimed at NRIs. The State Bank Group, with over 16,000 branches, has the largest banking branch network in India.With an asset base of $260 billion and $195 billion in deposits, it is a banking behemoth. It has a market share among Indian commercial banks of about 20% in deposits and advances, and SBI accounts for almost one-fifth of the nation's loans. * The Stat e bank of India is the 29th most reputed company in the world according to Forbes. * State Bank of India is the largest of the Big Four Banks of India, along with ICICI Bank, Axis Bank and HDFC Bank — its main competitors. Change Trigger: Liberalisation of the Indian Banking system:During the 1990s, the Indian economy began a period of rapid growth as the country's low labor costs, intellectual capital, and improving telecommunications technology allowed India to offer its commercial services on a global basis. This growth was also aided by the government's decision to allow the creation of private-sector banks (they had been nationalized in the 1960s) Private sector banks made their first appearance in January 1993. The private-sector banks, such as ICICI Bank and HDFC Bank, altered the banking landscape in India.Core banking systems and electronic delivery channels that allowed these banks to introduce new products and provide greater convenience to customers acted as a hur dle for the PSBs. During that period, Public Sector Banks accounted for over three-fourths of total banking industry assets. They were weighed down with huge NPAs(Non-Performing Assets), falling revenues, lack of modern technology and a massive and highly unionized workforce. New entrants began to erode the market share of the nationalized banks, especially in metro cities and urban areas.The PSBs found it increasingly difficult to compete with the new private sector banks and the foreign banks. These banks also employed state-of-the-art technology, which helped them to save on manpower costs and concentrate on providing better service. Changes in SBI: Drivers for a New Core System Though SBI had undertaken a massive computerization effort in the 1990s to automate all of its branches, implementing a highly customized version of Kindle Banking Systems' Bankmaster core banking system (now owned by Misys).However, because of the bank's historic use of local processing and the lack of r eliable telecommunications in some areas, it deployed a distributed system with operations located at each branch. Although the computerization improved the efficiency and accuracy of the branches, the local implementation restricted customers' use to their local branches and inhibited the introduction of new banking products and centralization of operations functions.The local implementation prevented the bank from easily gaining a single view of corporate accounts, and management lacked readily available information needed for decision making and strategic planning. The advantages in products and efficiency of the private-sector banks became increasing evident in the late 1990s as SBI (and India's other public-sector banks) lost existing customers and could not attract the rapidly growing middle market in India. In fact, this technology-savvy market segment viewed the public-sector banks as technology laggards that could not meet their banking needs.In 2002, SBI adopted a new tech nology that included the implementation of a new centralized core banking system. This effort encompasses the largest 3,300 branches of the bank that were located in city and suburban areas. The State Bank of India's objectives for its project to modernize core systems included: †¢ The delivery of new product capabilities to all customers, including those in rural areas †¢ The unification of processes across the bank to realize operational efficiencies and improve customer service. Provision of a single customer view of all accounts †¢ The ability to merge the affiliate banks into SBI †¢ Support for all SBI existing products †¢ Reduced customer wait times in branches †¢ Reversal of the customer attrition trend Challenges for the bank: The bank faced several extraordinary challenges in implementing a centralized core processing system. These challenges included finding a new core system that could process approximately 75 million accounts daily — a number greater than any bank in the world was processing on a centralized basis.Moreover, the bank lacked experience in implementing centralized systems, and its large employee base took great pride in executing complex transactions on local in-branch systems. This practice led some people to doubt that the employees would effectively use the new system. Initial Conversion Project: The conversion effort began in August 2003, when SBI converted three pilot branches to the BaNCS system. The successful conversion and operation of the pilot branches was followed by the conversion of 350 retail branches with high-net-worth customers between August 2003 and September 2004.At this point, the bank intentionally halted the conversions to analyze and resolve reported problems. After the software and procedural changes were implemented, SBI converted an additional 800 branches between December 2004 and March 2005. Unlike in the previous conversions, this group of branches included predominan tly commercially oriented offices. The conversion effort then refocused on retail branches until November 2005, when the bank paused again to resolve problems that came up during this second group of conversions.After the second round of changes, the system and processes were functioning smoothly, and management believed the branch conversion could be accelerated. Based on the successful pilot survey, SBI decided to convert the approximately 6,700 remaining SBI branches to the BaNCS system. The conversion of the remaining branches began in June 2006, with the stated goal of completing the conversion by year-end 2008. Managing the change: The factors which helped SBI in managing such a huge change are as follows: * Senior management commitment.The project was driven by the chairman of SBI, who met every month with the information technology (IT) and the business sector heads. The chairman monitored the overall status and ensured that sufficient resources were allocated to the project . TCS senior managers were thoroughly committed to the project as well and periodically met with the SBI chairman to review the project status. †¢ Staffing and empowerment of project team. The core banking team consisted of the bank's managing director of IT acting as team head and 75 business and IT people selected by the bank.TCS also staffed the project with approximately 300 IT professionals trained on the BaNCS system. Importantly, the SBI business people were viewed not just as contributors to a key project but as future bank leaders. This team reported to the SBI chairman and was empowered with all decision-making authority. †¢ Ownership by business heads. The regional business line heads were responsible for the success of conversion of their respective branches and reported the status to the chairman. Thus, the business heads' objectives were aligned with those of the project team. Focus on training: SBI used its network of 58 training centers across India to trai n employees on the new system. TCS personnel first educated approximately 100 SBI professional trainers, who then trained 100,000 SBI employees at the centers; the remaining employees trained at their respective job sites. Benefits of New Core Systems Implementation The new core system has resulted in benefits throughout the bank for both the customers and the employees of SBI. For example, the new core banking system has allowed the bank to redesign processes.It established 400 regional processing centers for all metro and urban branches that have assumed functions previously performed in the individual branches. The customers after implementation of this CBS system were no longer only the â€Å"customer of the branch is no longer only the customer of the branch but has also became the customer of the bank†. Meaning, they can carry out any transaction in any branch of the bank. After implementation of this system the bank has reversed the trend of customer attrition and is n ow gaining new market share.

Literary Analysis Ready Player One By Ernest Cline

Literature is a work of art that is constructed with the fundamental purpose of conveying meaning and messages to readers. Although the idea that is expressed is decided by the author, its underlying messages can be interpreted in various ways by different readers. Literature often explores the gap between reality and imagination. Such an examination can easily lead to a false sense of reality, which promotes the oversimplification of life at a great cost. By oversimplifying reality, people may turn a blind eye to issues that need to be addressed for the sake of social justice. Often times, facing reality is despised because it may create problems that individuals are unable to solve. This is important to note because literature has the†¦show more content†¦Wade was able to speak freely to other avatars without fearing being judged and was able to find a significant other through OASIS as well. His two lives juxtapose each other as Wade was isolated in reality, but desperate for social inclusions in OASIS. Moreover, Wade’s actions reinforces my opinion of literature having the ability to oversimplify reality as his experience encourages readers to seek happiness even if it means to lose individuality. Although oversimplification is encouraged in the novel, when the creator of OASIS, Halliday, congratulates Wade on his victory of retrieving Halliday’s Egg, he states, â€Å"As terrifying and painful as reality can be, it’s also the only place where you can find happiness† (Cline 364). Evidently, Halliday forms a contradictory outlook on life as he spent most of his within OASIS yet he still believes that true happiness can only be found in the real world. The juxtaposition of how reality can be both painful and rewarding is introduced through Halliday’s ironic worldviews that emphasize the dangers of a skewed reality. The distortion of reality can prompt misunderstandings of the complex ideas of society like race, gender and even relationships, which may interfere with the flow of life. This leads me to question whether oversimplification prompts a false sense of happiness and if it promotes a mindset based on the philosophy that â€Å"ignorance is bliss †? Ignorance through the