Mathematics :: Personal Narrative Math Essays

Mathematics At the recent annual meeting of the Psychology of Mathematics Education--North America Chapter, held in Florida, Bob and I were playing Frisbee on the beach. The lure of the surf soon led us into thigh deep water where waves added to the fun we were having with the wind. We were throwing parallel to the shore but the waves were coming in at an angle so that a breaking wave first hit Bob before hitting me a few seconds later. Verbal communication was difficult due to the noise of the surf, so thumbs-up or down, applause, head-nodding or shaking, along with smiles or frowns took its place. Soon a game had evolved and the use of the signs mentioned above became structured. Entering Paul's Umwelt The waves are high and strong making it challenging to catch the Frisbee unless it is thrown accurately. But the waves are also high enough to make it interesting to try to throw the Frisbee such that it just clears a wave as its crest passes the halfway point between Bob and me. Shake the water off, wait...wait...throw! Alright! A thumbs-up from Bob. He's right I got really close that time--but I bet I can cut it closer--just have to get a feel for the timing--aim a tad lower. OK, here comes his throw. Oops! Too high--Arrgghhh-splutter...YES--got it! Big complimentary smile from Bob. Actually it's fun when he misses high because then I get to jump for it just as a wave crashes into me. OK, my turn, wait...wait...remember-low...now! Perfection--that one skimmed the crest of the wave!! Entering Bob's Umwelt The waves are high and strong enough to make it challenging to catch the Frisbee unless it is thrown accurately. Uh-Oh...another low throw...Arrgghhh-splutter--yes! Hangs on for the touchdown. Big smile and thumbs up from Paul. Hmmpf! Does he really enjoy making it so hard for me to catch it? He always seems to time it so that a wave crashes on me just as the Frisbee arrives. OK, back to him...have to clear the waves...wait for the calm between the waves...now! Yes! Right on target and high enough for an easy catch--not too high like last time. Hmmm...no response from Paul--doesn't he appreciate my accuracy? Umwelts in Collusion While walking back to the hotel we discussed our "game". Bob: You sure had a knack for timing your throws! Paul: It was challenging to see how close to the water I could throw it and have it still get to you.

Do Things Have to Be Scientifically Proven to Be True? Essay

Usually things do have to be scientifically proven to become true. For instance in a law suit in which the court is trying to determine if a certain man is a father of a baby, just as an example, a scientific process must take place in which the DNA of the father and the baby are tested for similarities. Then the truth will appear once the results from a genetic laboratory arrive. Another example is if they want to find the murderer of a crime and there was blood of the murderer at the crime scene they could also scientifically check if the true murderer is the same as the person accused. Other than lawsuits, things also have to be scientifically proven true to be accepted by the society. For instance global warming, if someone simply states that global warming is amongst us the fact that people are going to find it true is very slim. However if that same person backed his claim scientifically with evidence, such as stating that the Glaciers are melting, plants and animals are being forced from their habitat, and the number of severe storms and droughts is increasing, then his claim would be accepted. However, there is the argument that people thought that their theories were the truth however now as more advancements in science are being made we realize that these theories are incorrect. For instance, in the late 1800’s Joseph John Thomson perceived that an atom is a charged sphere with electrons inside, and according to his theory he came up with the â€Å"plum cake† model. At that time, his model was good enough to explain many physical and chemical phenomena such as electrolysis and electron emission, and for that reason, it was accepted in the society. However, Ernest Rutherford with the microscope and radiation of alpha particles he was able to arise to a new conclusion in which he came up with a new model known as the planetary model of the atom. There is also another perspective to scientific truth, that it can never be attained since there is no possibility that something is a hundred percent true, there are always exceptions to every rule. Also there is no possible way to prove the existence of many things for instance gravity, however we believe that the law of gravity is true yet there is no direct proof of its existence. Another example would be the rule that states that an object will move in a straight line unless a force acts on it to change that motion, there is no way to prove that rule since there will always be a force acting on it whether it is the force of gravity, or even the gravitational pull between two objects. Nevertheless this rule is believed to be scientifically true. As Nicholas Alchin mentioned in his book Theory of Knowledge, â€Å"This is the essence of scientific truth: it can never be proved experimentally that it is correct, but it can be proved that it is wrong.†

The relationship of Employers and Trade Unions - Free Essay Example

Sample details Pages: 9 Words: 2560 Downloads: 7 Date added: 2017/06/26 Category Management Essay Type Narrative essay Did you like this example? The relationship between Employer and employee or trade unions is called Industrial Relation. Harmonious relationship is necessary for both employers and employees to safeguard the interests of the both the parties of the production. In order to maintain good relationship with the employees, the main functions of every organization should avoid any dispute with them or settle it as early as possible so as to ensure industrial peace and higher productivity. Don’t waste time! Our writers will create an original "The relationship of Employers and Trade Unions" essay for you Create order Personnel management is mainly concerned with the human relation in industry because the main theme of personnel management is to get the work done by the human power and it fails in its objectives if good industrial relation is maintained. In other words good Industrial Relation means industrial peace which is necessary for better and higher productions .Definition:- i. Industrial Relation is that part of management which is concerned with the manpower of the enterprise whether machine operator, skilled worker or manager. BETHEL, SMITH GROUP ii. Industrial Relation is a relation between employer and employees, employees and employees and employees and trade unions. Industrial dispute Act 1947 iii. While moving from jungle of the definitions, here, Industrial Relation is viewed as the process by which people and their organizations interact at the place of work to establish the terms and conditions of employment. The Industrial Relation relations also called as labo r management, employee-employer relations. A few notable features pertaining to Industrial Relations are as under: 1. Industrial Relation do not emerge in vacuum they are born of employment relationship in an industrial setting. Without the existence of the two parties, i.e. labor and management, this relationship cannot exist. It is the industry, which provides the environment for industrial relations. 2. Industrial Relation are characterized by both conflict and co-operations. This is the basis of adverse relationship. So the focus of Industrial Relations in on the study of the attitudes, relationships, practices and procedure developed by the contending parties to resolve or at least minimize conflicts. 3. As the labor and management do not operate in isolations but are parts of large system, so the study of Industrial Relation also includes vital environment issues like technology of the workplace, countrys socio-economic and political environment, nations labor pol icy, attitude of trade unions workers and employers. 4. Industrial Relation also involve the study of conditions conductive to the labor, managements co-operations as well as the practices and procedures required to elicit the desired co-operation from both the parties. 5. Industrial Relations also study the laws, rules regulations agreements, awards of courts, customs and traditions, as well as policy framework laid down by the governments for eliciting co-operations between labor and management. Besides this, it makes an in-depth analysis of the interference patterns of the executive and judiciary in the regulations of labor-managements relations. In fact the concepts of Industrial Relations are very broad-based, drawing heavily from a variety of discipline like social sciences, humanities, behavioral sciences, laws etc. COMPANY PROFILE- HINDUSTAN UNILIVER Hindustan Unilever Limited (HUL) is Indias largest fast moving consumer goods company, with leadership in Home Personal Care Products and Foods Beverages. HULs brands, spread across 20 distinct consumer categories, touch the lives of two out of three Indians. They endow the company with a scale of combined volumes of about 4 million tonnes and sales of Rs.10,000 crores. The mission that inspires HULs 36,000 employees, including about 1,350 managers, is to add vitality to life. With 35 Power Brands, HUL meets everyday needs for nutrition, hygiene, and personal care with brands that help people feel good, look good and get more out of life. It is a mission HUL shares with its parent company, Unilever, which holds 51.55% of the equity. A Fortune 500 transnational, Unilever sells Foods and Home and Personal Care brands in about 100 countries worldwide. Hindustan Unilever Limited considers quality as one of the principal strategic objectives to guarantee its growth and leadership i n the markets in which it operates. The company is committed to respond creatively and competitively to the changing needs and aspirations of our consumers through relentless pursuit of technological excellence, innovation and quality management across our businesses, and offer superior quality products and services that are appropriate to the various price points in the market as well as to our commitment to building shareholder value. The company recognises that its employees are the primary source of success in its operations and is committed to training and providing them the necessary tools and techniques as well as empowering them to ensure broad base compliance of this policy in the organisation at all levels. The company is committed to fulfill its legal and statutory obligations and international standards of product safety and hygiene and will not knowingly sell product that is harmful to consumers or their belongings. It will institute systems and measures to monitor comp liance in order to meet its responsibilities to consumers. The company will maintain an open communication channel with its consumers and customers and will carefully monitor the feedback to continuously improve its products and services and set quality standards to fulfill them. The company is committed to extend its quality standards to its contract manufacturers, key suppliers and service providers and by entering into alliances with them, to jointly improve the quality of its products and services. This policy is applicable to production from its own facilities as well as to production that is outsourced. The company will periodically review this quality policy for its effectiveness and consistency with business objectives. The company delegates authority and responsibility for dissemination and implementation of this policy to each Business and Unit Head. Objectives of Industrial Relations department at HUL A. To safeguard the interest of labor and management by securing the highest level of mutual understanding and good-will among all those sections in the company which participate in the process of production. B. To avoid industrial conflict or strife and develop harmonious relations, which are an essential factor in the productivity of workers and the thriving progress of HUL. C. To raise productivity to a higher level in an era of full employment by lessening the tendency to high turnover and frequency absenteeism. D. To establish and nurse the growth of an Industrial Democracy based on labor partnership in the sharing of profits and of managerial decisions, so that ban individuals personality may grow its full stature for the benefit of the industry and of the country as well. E. To eliminate, as far as is possible and practicable, strikes, lockouts and gheraos by providing reasonable wages, improved living and working conditions, said fringe benefits. F. To establ ish direct control of such plants and units as are running at a loss or in which productions has to be regulated in the public and companys interest. G. Improvements in the economic conditions of workers in the existing state of business unit. H. Control exercised by the state over industrial undertaking with a view to regulating production and promoting harmonious industrial relations. I. Socializations or rationalization of industries by making HUL itself as a major employer J. Vesting of a proprietary interest of the workers in the department in which they are employed. Health and safety policies of HUL Hindustan Unilever Limited (HUL) supplies high quality goods and services to meet the daily needs of consumers and customers. In doing so, the Company is committed to exhibit the highest standards of corporate behavior towards its consumers, employees, the societies and the environment in which we operate. Towards this, the Company recognises its responsibility to ensure safety and protection of health of its employees, contractors and visitors in all its operating sites, which include manufacturing, sales and distribution, research laboratories and offices during work and work related travel. This Policy document defines the vision, principles, aim, required actions and scope of the policy application as well as the responsibility for execution. Vision- Our vision is to be an injury free organisation. Mission-Our Mission-We will bring safety on top of mind for all employees and will integrate it with all business processes. We will realise our Vision through an Integra ted Safety Management approach, which focuses on People, Processes, Systems, Technology and Facilities, supported by demonstrated leadership and employee commitment at all levels as the prime drivers for ensuring a safe and healthy work environment. Safety Principles : HULs Occupational Safety and Health Policy is based on and supported by the following eight Principles. These Principles have the same status as the Companys Code of Business Principles: ÂÂ · All injuries and occupational illnesses are preventable ÂÂ · All operational exposures can be safeguarded ÂÂ · Safety evaluation of all business processes is vital ÂÂ · Working safely is a condition of employment ÂÂ · Training all employees to work safely is essential ÂÂ · Management audits are a must ÂÂ · Employee involvement is essential ÂÂ ·All deficiencies must be reported and corrected promptly In order to facilitate operationalisation of the Safety Pri nciples, a separate document has been prepared, which covers: a)Safety Principles b)Success Criteriac)Illustrative KPI. This document will form the basis for the concerned Line / Organisations in developing KPIs for their respective functions / sites. Where does this policy apply? ÂÂ · All own/leased sites Manufacturing, Research/Innovation, Offices, Depots, Warehouses ÂÂ · In-house purchased services i.e. canteen, travel desk, IT implementation etc. ÂÂ ·Sites of associates with HUL holding 24% while carrying out operations of making, handling, using, transporting, selling or disposing off of our products This policy apply to: ÂÂ · All employees at business anywhere ÂÂ · Contractors and visitors while at our own sites INDUSTRIAL RELATIONS PROGRAMME AT HUL : The IR department of HUL is headed by industrial relations director. He is not only responsible as personalizing management, or that of a social worker in a factory, or a union buster, he looks upon his department as an adjunct to management supervision at all levels; he keeps other executives informed about new discoveries, programme trends and needs. At the same time, he provides efficient service in the operation of several centralized services. At HUL a successful industrial relations programme reflects the personnel viewpoint, which is influenced by three main considerations: a) Individual thinking b) Policy awareness and c) Expected group reaction Individualized thinking makes if imperative for the administrator to consider the entire situation in which the affected individual is placed. Policy awareness underscores the idea of the consistency of treatment and the precedent value of any decision which a management takes; while expected group reaction balances w hat we know of human nature in groups against an individuals situation in the light of the policy that has been formulated and implemented. In all these different circumstances, reality demands that all the three aspects of the personnel viewpoint should be considered at once in terms of the past, the present and the future. This viewpoint is held at all the levels of management from the top to the bottom, from the top executives and staff to the line and supervisory personnel. SCOPE OF INDUSTRIAL RELATIONS WORK AT HUL: The staff employed in the industrial relations department know the limitations within which it has to function. The industrial relations director generally has several assistants who help him to perform his functions effectively, and he usually reports directly to the president or chairman of the board of directors. The functions of the industrial relations staff at HUL are 1. Administration, including overall organization, supervision and co-ordination of industrial relations policies and programmes. 2. Liaison with outside groups and personnel departments as well as with various cadres of the management staff. 3. The drafting of regulations, rules, laws or orders and their construction and interpretation. 4. Position classification, including overall direction of job analysis, salary and wage administration, wage survey and pay schedules. 5. Recruitment and employment of workers and other staff. 6. Employment testing, including intelligence tests, mechanical aptitude tests and achievement tests. 7. Placement, including induction and assignment. 8. Training of apprentices, production workers, foremen and executives. 9. Employee counseling on all types of personnel problems-educational, vocational, health or behavior problems. 10. Medical and health services. 11. Safety services, including first aid training. 12. Group activities, including group health insurance, housing, cafeterial programmes and social clubs. 13. Suggestion plans and their uses in labor, management and production committees. 14. Employee relations, specially collective bargaining with representatives and settling grievances. 15. Public relations. 16. Research in occupational trends and employee attitudes, and analysis of labor turnover. 17. Employee records for all purposes. 18. Control of operation surveys, fiscal research and analysis. 19. Benefit, retirement and pension programmes. HULs successful IR programme is based on :- a) Top Management Support: Since industrial relations is a functional staff service, it must necessarily derive its authority from the line organization. This is ensured by providing that the industrial relations director should report to a top line authority to the president, chairman or vice president of each department. b) Sound Personnel Policies: These constitute the business philosophy of HUL and guide it in arriving at its human relations decisions. The purpose of such policies is to decide, before any emergency arises, what shall be done about the large number of problems which crop up every day during the working of an organization. Policies can be successful only when they are followed at all the level of an enterprise, from top to bottom. c) Adequate Practices are developed by professionals: In the field to assist in the implementation of the policies of HUL. A system of procedures is folowed. The procedures and practices of the industrial relations department a re the tool of management which enables a supervisor to keep ahead of his job that of the time-keeper, rate adjuster, grievance reporter and merit rater. d) Detailed Supervisory Training :- To ensure the organizational policies and practices are properly implemented and carried into effect by the industrial relations staff, job supervisors are trained thoroughly, so that they may convey to the employees the significance of those policies and practices. They are, moreover, trained in leadership and in communications. e) Follow-up of Results: HUL understands that constant review of an industrial relations programme is essential, so that existing practices may be properly evaluated and a check may be exercised on certain undesirable tendencies. A follow up of turnover, absenteeism, departmental morale, employee grievances and suggestion; wage administration, etc. is supplemented by continuous research to ensure that the policies that have been pursued are best fitted to company needs and employee satisfaction. Suggestions to Improve Industrial Relation :- a. Both management and unions should develop constructive attitudes towards each other b. All basic policies and procedures relating to Industrial Relation should be clear to everybody in the organization and to the union leader. The personnel manager must make certain that line people will understand and agree with these policies. c. The personnel manager should remove any distrust by convincing the union of the companys integrity and his own sincerity and honesty. Suspicious, rumors and doubts should all be put to rest. d. The personnel manager should not vie with the union to gain workersloyal to both the organization. Several research studies also confirm the idea of dual allegiance. There is strong evidence to discard the belief that one can owe allegiance to one group only. e. Management should encourage right kind of union leadership. While it is not for the management to interfere with union activities, or choose the union leadership, its action and attitude wil l go a long way towards developing the right kind of union leadership. Management gets the union it deserves is not just an empty phrase.

Freedom Isn t Free Combating Terrorism - 1709 Words

Freedom Isn’t Free: Combatting Terrorism Means Setting Aside Constitutional Liberties Derek Davis Liberty University CJUS 400 – B02 Johnny Sanders Freedom Isn’t Free: Combatting Terrorism Means Setting Aside Constitutional Liberties Throughout history, America has been confronted by opponents who wish to challenge its sovereignty. Over time, these challenges have been coined terrorism, and those that engage in terrorism have been known as terrorists. While allowing terrorism to thrive is an option that the leader of the free world rejects, the effects of combatting terrorism can appear to be just as damaging. As times have evolved, so has this threat of terrorism; with the evolution of terror comes the evolution of methodology in combating terror. Since its development, the nation’s rivals have campaigned to disrupt the American way of life, and though written in the Constitution, it is understandable to reason that these liberties American citizens hold so dearly must be suspended in order to successfully combat the nature of today’s threat from terror. Prevention of terror is vital in today’s age. Terrorism has plagued the nation and in an effort to prevent such acts, the nation has embrac ed the belief of infringing upon civil liberties in an effort to safeguard its borders from terrorism in America in the name of national security. The media today is full of coverage about terrorism. From terrorist threats to both unsuccessful and successful terrorist acts.Show MoreRelatedUnited States Immigration Reform : Why The Debate Is At A Standstill?3656 Words   |  15 PagesAfter diving into the law itself, the problems surrounding the law, the debate afterwards, and the proposed solutions we will gain clearer insight into the intricacies of the United States immigration debate. The United States has been a symbol of freedom and opportunity that millions of men and women around the world for years. Immigration has a huge part to play in the economic and social development of the United States. The country has relied on constant flow of people from all pockets of the

The Quran And The Bible - 1432 Words

Section two. Throughout the Quran, there are many beliefs that Muslims and Christians agree and disagree about concerning the personage of Jesus. Among the few areas of agreement between the two, both the Quran and the Bible claim that Jesus came into the world through Mary, a virgin. While he came from Mary’s womb, it was not through intercorse but by the work of God. In the Quran, when Mary encounters one of Allah’s angels, Mary responds to his message, â€Å"‘My Lord, how can I have a son when no man has touched me?’ {The angel] said, ‘This is how God creates what he will: when he has ordained something, He only says, â€Å"Be†, and it is.† (3.47). Evidently, Jesus came into the world because it was the will of God, not through the actions of Mary. Because Allah chose to bring him into the world, Allah merely spoke and it came to be. The Quran then establishes through this that it was not through intercourse that Mary came to bear Jesus, but purel y through Allah’s willing the creation of a child in her womb. Similarly, Luke 1.34 records how the angle of the Lord came to Mary to inform her of how she would become the mother of Jesus. To quote Scripture, the gospel of Luke states, â€Å"And Mary said to the angel, ‘How will this be, since I am a virgin?’ And the angel answered her, ‘The Holy Spirit will come upon you, and the power of the Most High will overshadow you.† (1.34-35). Here, Mary is portrayed as a pure, unmarried woman who is a virgin, and the angel foretells of God being theShow MoreRelatedThe Bible And The Quran968 Words   |  4 Pages The Bible and the Quran, while rooted in many of the same stories, have vast differences that reflect the respective audiences of each religious text. 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Because I could Not Stop for Death values Free Essays

â€Å"Because I Could Not Stop For Death† Emily Dickinson During the start of the realist movement, Emily Dickinson wrote â€Å"Because I could Not Stop for Death,† questioning the communal values of religion and eternity. The poem, at first, looks to be about the eternal afterlife, but with closer inspection of the language, (i. e. We will write a custom essay sample on Because I could Not Stop for Death values or any similar topic only for you Order Now â€Å"Surmised† is a word of uncertainty) we find that she is actually not sure about the eternity of afterlife and all it entails. The 19th century was the beginning of a new era. Science and religion were beginning to intersect and to ome, clash. Dickinson’s poem, in a way, is a direct comparison of this battle, as she is obviously struggling with idea of eternity and the traditional belief of the afterlife being heaven or hell. Dickinson uses realism in this poem by speaking of the reality of death, an event every living thing will experience, while using symbolism and personification. Death is personified as a gentleman who is gently taking her on a carriage ride. The first two lines, â€Å"Because I could not stop for Death/He kindly stopped for me-â€Å"(Dickinson, Line -2) symbolizes that the narrator has died but not on her own terms. She was not prepared for death, but Death â€Å"kindly’ stopped for her. Dickinson personifies death, but is talking about the actual event of dying. Unlike the common fear among society of death, this Journey is calm and peaceful: â€Å"He knew no haste† (Dickinson, Line 5) and â€Å"For His Civility’ (Dickinson Line 8) are phrases used to describe the gentle nature of death. On her Journey, she reflects the stages of her life. â€Å"We passed the School, where Children strove† (Dickinson,line 9) represents her childhood or youth. We passed the Fields of Gazing Grain† (Dickinson,line 1 1) represents the maturity of adulthood, and â€Å"We passed the Setting Sun† (Dickinson, line 12) represents the end. All of these events are common to everyone; childhood, adulthood, and death. Carol Frost writes, â€Å"There are no lectures and no overt theological speculations†¦ † . Hidden under the symbolism, lies only the process of dying. The poem questions the traditional values of religion and the beliefs that after death, comes eternity in a heavenly paradise. She is not accompanied by angels, here is no light leading to eternity, or visions of God reaching out his hands to embrace ner returning soul. Her actual beliets are unclear, but sne was clearly not religious. â€Å"Emily Dickenson lived in a time defined by the struggle to reconcile traditional Christian beliefs with newly emerging scientific concepts, the most influential being Darwinism. Dickinson’s struggles with faith and doubt reflect her society’s diverse perceptions of God, nature, and humankind. † (The Church). The scene as she comes closer to her destination is slowly getting dark and cold. We passed the Setting Sun/Or rather-He passed US† and â€Å"The Dews drew quivering and chill† (Dickinson, lines 12-14) represent the leaving of the physical world and entering a dreary existence. At first, death was kind and now he’s lured her into the darkness. A common belief among religious people is that when one dies, they enter a euphoric afterlife. As she reflects on the day of her death, she says, â€Å"Since then-tis Centuries- and yet/Feels shorter than the day/’ first surmised the Horses’ Heads/Were toward Eternity-â€Å"(Dickinson, lines 21-24). Dickinson gives no clear answer about her existence after death, but by the tone, she does not appear to be in a magical place. She also leaves the answer open to the reader’s imagination by saying the centuries seemed shorter than the day she assumed she was going towards eternity. The 19th century introduced the ideology that mankind’s creation had scientific explanations, and the beginning of the realist movement. These events mixed with Dickinson’s already formed skepticism, resulted in the creation of, â€Å"Because I Could Not Stop for Death†. How to cite Because I could Not Stop for Death values, Papers

Joline Godfrey and the Polaroid Corporation free essay sample

Harvard Business School9-492-037 Rev. April 4, 2000 Joline Godfrey and the Polaroid Corporation (A) Joline Godfrey slowly surveyed the room where she and her partner, Jane Lytle, were bargaining for the future of their venture, Odysseum. For the past three years, Polaroid had provided Godfrey with the resources to nurture her idea of using photography as the basis for creative corporate training programs. Now, after agreeing to spin the project off into an independent company, Godfrey was unpleasantly surprised at the proposal Polaroid had made. In return for 14% equity, Polaroid expected to invest only an additional $120,000 in the company. Godfrey did not believe that this offer was consistent with the support she was previously given. Godfrey glanced at Jerry Sudbey, group vice president of worldwide manufacturing at Polaroid, and Godfrey’s long-time supporter. Sudbey had taken an active interest in Godfrey’s project from its inception and played an influential role in its evolution. At this meeting, however, he remained silent and did not once take Godfrey’s side of the argument. Godfrey felt shocked and hurt by the terms on which she was expected to leave the company. Godfrey’s First Years at Polaroid Godfrey began at Polaroid in 1975 as an intern in the company’s employee assistance program (EAP) department while working towards her master’s degree in social work. Upon graduation, Godfrey became a full-time employee in Polaroid’s affirmative action department. During that time, she worked closely with William Rebelsky, a policy assistant to the company’s chairman and CEO, William McCune. Having previously opened the Polaroid manufacturing plant in the Netherlands, Rebelsky had earned credibility as one of the company’s top line managers. Rebel, as he was nicknamed, was actively involved in the hiring policies at Polaroid. He established a reputation for bringing in young people, especially women and minorities, and ensuring that they were given a broad range of responsibilities. Rebelsky got Godfrey involved in a variety of projects that exposed her to upper-level management. Even though she did not have any formal authority over these projects, his active support gave her legitimacy within Polaroid’s engineering-oriented environment. Godfrey recalled Rebelsky’s influence on her early career at Polaroid: He was an extraordinary man. If I needed to talk something over with Bill, he would suggest I drop by his office at the end of the day. We might meet for 15 or 20 minutes and then, informally, others would slowly gather in his office to discuss company politics, policy issues under discussion, or projects underway. He never Research Associates Nancy A. Kamprath and Melinda B. Conrad prepared this case under the supervision of Professor Linda A. Hill as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright  © 1992 by the President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http://www. hbsp. harvard. ed[-0]u. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School. 1 This document is authorized for use only in PGXPM II by Prof. Vijay Menon from May 2010 to May 2010. 492-037Joline Godfrey and the Polaroid Corporation (A) asked me to leave and it was in this way that I came to feel comfortable in this milieu. So I, this young thing right out of graduate school, would be sitting in the office with the CEO, etc. For the first time in my life, I was smart enough to be quiet so they wouldn’t notice I was there. Later, when projects came down that were important to the company, I was often involved. No doubt, not everyone supported his ways of giving some of us opportunity. But he brought us into contact with company officers and helped us gain a more intimate understanding of the company culture. Impressed with Godfrey’s work in the affirmative action department, Rebelsky suggested that she move into a line personnel position in the camera division. He pushed her, explaining that it was the only way she could have a significant impact on the company. Godfrey resisted; she did not want to be part of the typical â€Å"corporate lifestyle. † Ultimately, Godfrey succumbed to Rebelsky’s persistence by accepting a line human resource position in the camera division. Bill Rebelsky’s sudden death shortly thereafter was a tremendous loss for Godfrey: He was my role model for not having a job title. He didn’t have to have a job. He was very important in terms of my understanding of how to use the cracks in the company to achieve the things you felt needed to be done. Bill was a master at that. I remember asking him about career ladders. And he said, â€Å"Career ladder! Whatever gave you the thought that anything in life is as neat as a ladder? † By the late 1970s and early 1980s, however, Polaroid faced changing times. Dr. Edwin Land, who founded Polaroid in 1947, retired. His influence had extended from the technical development of products to the recruitment of new employees. One executive noted: Dr. Land created, all of us together created, an exciting, can-do environment in which you were allowed to do what needed to be done. There was no harness. You went from one thing to another. You filled a hole; you did a job. We wanted to be involved, especially when Dr. Land was involved. He was such a dynamic, creative person. And he exuded an atmosphere of no matter how impossible it is, we’re going to make it happen. He was ahead of his time in creating temporary organizations and empowering people and valuing people. Meanwhile, Kodak introduced a new product that challenged Polaroid’s long-established market share. This product ultimately embroiled the company in a costly lawsuit. 1 For the first time, Polaroid’s profits, which had been growing at 17% per year, dropped and the company was forced to lay off employees. Tension developed as people began questioning company activities, budget allocations, and areas of involvement. By 1979, Polaroid underwent a massive downsizing. The president, MacAllister Booth, designated the vice president of personnel, John Harlor, to draw up an implementation plan for the necessary layoffs. Aware of Godfrey through her work as well as through her relationship with Bill Rebelsky, Harlor assigned her to the project committee. She recalled: Polaroid was one of the first companies to do what began to be called â€Å"downsizing† in the late seventies. It was in fact a massive layoff. John Harlor had assigned the project to my boss at that time, Al Ladhams. I was one of those selected to be on the project team. Booth and Harlor charged the group to handle the process thoughtfully, in concert with the company’s traditions. At the same time, we would 1In January, 1986, Polaroid won a patent infringement case against the Eastman Kodak Company. In addition to receiving damages from Kodak, Polaroid became the sole manufacturer of consumer instant cameras. 2 This document is authorized for use only in PGXPM II by Prof. Vijay Menon from May 2010 to May 2010. Joline Godfrey and the Polaroid Corporation (A)492-037 be sending a new message to employees that the assumption of employment security was no longer guaranteed. This was a fundamental change in the company. Those of us on the project worked for weeks to come up with plans which would meet the standards set by Mac. It was a well thought-out process, an impressive attempt at communicating a new message and accomplishing a very painful task. Shortly after the conclusion of the severance project, Robert Delahunt, a vice president in the company, asked Godfrey to put together a â€Å"conversation on ethics† for the next staff meeting. As Godfrey reviewed the literature on business ethics, she became fascinated. She soon expanded on Delahunt’s initial request. Godfrey reported her findings to Delahunt by proposing a three-day conference for the company. She remembered his reaction: He said to me, â€Å"Joline, I sent you fishing for a flounder and you came back with a whale. I don’t really know that I want a whale. † But I knew he had to have a whale and that I didn’t want to give him a flounder. Finally, he said, â€Å"Alright. † In the meantime, Godfrey began to feel frustrated with her position. She recalled the situation she experienced with her boss at that time, the director of personnel in the division: We were not cut from the same cloth.