Agencys Law and Ethics of Hiring a Diverse Workforce Essay

Agencys Law and Ethics of Hiring a Diverse Workforce - Essay Example the federal government] be made free from any discrimination based on race, color, religion, sex, or national origin.† Section 717 also obligates, in part, every department and agency to â€Å"maintain an affirmative program of equal employment opportunity for all such employees† (Worth v. Jackson). The Equal Employment Opportunity Commission (EEOC) evaluated the HUD’s â€Å"affirmative employment plan† and found that it intentionally discriminate against sex and race in violation of the equal protection guarantee. The case that was filed against HUD was for a permanent injunction of the agency’s â€Å"affirmative employment plan† (AEP) and the discriminatory practices contained in it (Center for Individual Rights, nd). This also violates the new discrimination criteria of EEO that states â€Å"maintain recruitment, hiring, job assignment, and other work policies that have â€Å"an adverse impact on minorities and women and are not justified by business necessity† (EEOC, nd) The issuance of â€Å"Guidance on LGBT Housing Discrimination Complaints expanded the coverage of the nondiscriminatory clause in the Fair Housing Act to include not only discrimination in race, color, national origin but also gender orientation such as those LGBT. This has affected not only the external customers of Department of Housing and Urban Development but also included its personnel management practice. This translates to the hiring and general personnel management practices of the organization. In a guidance issued by the U.S. Department of Housing and Urban Development (HUD) it announced that it would expand the coverage of non-discrimination to the lesbian, gay, bisexual and transgender (LGBT) individuals and families consistent with the Fair Housing Act. Addressing the issue of Lesbian, Gay, Bisexual and transgender ensures that the workplace has a diversified pool of talent where the basis of selection and recruitment is dependent on the skills and competence of an individual

Shawshank Redemption Essay Essay Example for Free

Shawshank Redemption Essay Essay Analyse how at least one setting helped you better understand one or two characters or individuals. !! In the film, The Shawshank Redemption the director, Frank Darabont, uses the prison setting to help the audience to better understand the inmates of Shawshank State Prison. Darabont uses an array of film techniques to illustrate his purpose of institutionalisation and the importance of hope. !! The nature of the prison is cold and oppressive. The prison is lit by blue/grey lighting that complements the blue and grey backgrounds of the walls, adding a claustrophobic ambience to the already disheartening prison. Darabont cleverly uses the prison setting in The Marriage of Figaro by Mozart Scene to help the audience understand how the inmates have become institutionalised from everyday prison life. Not only does this scene uncover institutionalisation, but also how the prisoners respond to the feeling of hope and therefore exposing its importance. Andy Dufresne, a former vice president of a bank who was wrongly accused of murdering his wife and her lover, is shown excitedly going through a box of records. He comes across a certain album, Mozarts The Marriage of Figaro, he pulls it from the stack and plays it on a phonograph. Andy works up his courage and broadcasts the duet to the entire prison.!! Darabont effectively uses the technique of soundtrack to convey how the inmates have become institutionalised to benefit the audiences understanding. Soundtrack enables the audience to understand the toll prison has had on the inmates, as said by Red Redding, a longtime inmate of Shawshank State, they send you here for life, and thats exactly what they take. The part that counts, anyway. We understand that the inmates feel that they are defined by the walls of the prison and have accepted that theres no way theyre going to make it on the outside as quoted by Red Redding. As the music plays, the inmates stop still, hypnotised and overcome by its beauty. Inmates either go up to the windows or look up at the sky in an attempt to look beyond the prison walls. This shows how they have become institutionalised as they are transfixed by something so simple. The inmates melodramatic response to the sound of music enables the audience to understand how much they are missing out on life. We better understand the inmates by learning that even though they essentially resented prison regime, it quickly became part of their life and soon depended on the prisons rules and came to believe that they could not function without it. The inmates have ultimately lost their independence. !! Other techniques in this scene include dialogue and voiceover. These techniques are effectively used to show the necessity of hope to the inmates. During this scene, we see shots of the inmates either looking out windows or up at the sky, complemented by Reds voiceover he says, I have no idea to this day what them two Italian ladies were singing about I tell you those voices soared. Higher and farther than anybody in a grey place dares to dream. It was like some beautiful bird flapped into our drab little cage and made these walls dissolve away and for the briefest of moments every last man at Shawshank felt free. Red speaks for the rest of Shawshanks inmates as he metaphorically uses the beautiful bird to symbolise hope. He states how it made the prison walls dissolve away and allowed every last man at Shawshank to feel free. Hope enabled them to withstand the drudgeries of prison life and gave them the will to live. Another technique used is dialogue which directly addresses the importance of hope. Near the end of the scene, we see Andy and fellow inmates having a conversation in the prison cafeteria where Andy says, we need it (hope) so we dont forget that there are things in this world not carved out of grey stone. That theres a small place inside of us that they can never lock away, and that place is called hope. Andy enlightens his peers by teaching them that hope cannot physically be taken away. Its something that you decide whether you take it into account or not. We can a better understand of the inmates as we learn that hope is not only wishful thinking, but never giving up and more importantly it is the foundation for motivation. Inmates know that hope is fundamental to prison survival and know that whatever prison or oppressors may do to the body, they can never kill the soul. !! From the prisons setting we gain a better understanding of the prison inmates. We gain insight about the inmates and how institutionalisation slowly crept in their lives, but also how hope serves an importance purpose to their welfare. Hope is very significant in todays society; hope gives us motivation or strength to withstand adversity. Hope is something that carries a person through life just like it does for the men of Shawshank Prison. Darabont uses the film techniques of soundtrack, voiceover and dialogue to help the audience gain a better understanding of the prison inmates in the film.

Development Of The Mbo Concept Business Essay

Development Of The Mbo Concept Business Essay Management by Objectives has been one of the most successful approaches to management to date. The fact that MBO has survived for about twenty years indicates that it is more than just a fashionable technique. What is often overlooked, however, is that MBO has changed considerably over the years. There are still some who think of MBO as an appraisal tool. But, if this narrow, limited view of MBO is taken, then MBO would indeed have serious limitations. On the other hand, if MBO becomes a way of managing, many of the undesirable consequences encountered in appraisal can be avoided. Development of the MBO Concept The term Management by Objectives was introduced and popularized by Peter Drucker, who stated that, Objectives are needed in every area where performance and results directly and vitally affect the survival and prosperity of the business. In addition, he emphasized the importance of participative goal setting, selfcontrol, and self-evaluation. But Druckers idea of MBO was not adopted in its entirety, and MBO was not practiced as a way of managing. Rather, selected aspects were taken and applied to performance appraisal. The Appraisal Approach. McGregor called attention to the shortcomings of conventional appraisal programs, which focused mainly on personality traits. The manager, mistrusting the validity of the appraisal instrument, resisted because he did not like to judge other human beings like physical objects. Consequently, McGregor suggested anew appraisal format, utilizing Druckers MBO concepts. In this approach, the subordinate sets his short-term performance goals for himself. These goals are then discussed further with his superior. Later, the individuals performance is evaluated against these goals, but it is primarily self-appraisal. The MBO approach to appraisal was certainly a step in the right direction. However, it dealt with only a small (although important) part of the managerial job. Integrating Objectives. In the middle 1960s, behavioral scientists became interested in the MBO philosophy. They saw MBO as a way of integrating individual and organizational objectives, in which the individual becomes an active participant in the managerial process. Moreover, the underlying premise is not that top management knows best, but rather, that individuals at all levels are capable of contributing to the success of the organization. Consequently, participation is a key aspect of this orientation. Another characteristic of this MBO approach is the concern not only for organizational objectives, but also personal development objectives. It recognizes that learning does not stop at the time a diploma or degree is earned. Learning is a continuing process. Therefore, developmental and growth objectives are now an important part of the MBO process. Another facet that should be mentioned here is that people in organizations are better educated than ever before. Consequently, they do not want to accept orders blindly; they demand a part of the action; they want to be involved; they want more control over their job and their life; and they also want to know where the company is going, so that they can contribute to the aims of the organization. MBO, which stresses participation, was found to be a means to satisfy these needs. It was recognized that people want to do a good job and that the needs of the organization and the individual are not necessarily incongruent, and that they can be integrated. Therefore, both the individual and the organization can benefit from this approach to management. The Long-Term View. Although the new emphasis on the needs of individuals created a more favourable environment for managing, there were still some problems. One was that the focus was still primarily on shortterm, one-year objectives. Unfortunately, this often resulted in undesirable consequences. For example, individuals, focusing on the one-year cycle, may neglect important decisions necessary for the long-term health of the organization. This points to the need to integrate long range and strategic plans with medium and short-range objectives. The implication of the new orientation had a greater impact than might appear on the surface. Previously,MBO programs were primarily implemented by the personnel departments. It was not unusual to find the top management attitude that MBO is valuable, but only for middle and lower managers. The new orientation and the shift to a more comprehensive approach to MBO (relating it to long-range and strategic plans) demands the attention and invo lvement of top management. Their commitment has to go beyond the issuance of a policy statement endorsing MBO for the company. Instead, top executives must become active participants in the MBO process. Consequently, MBO welds together not only short-term goals with long-term aims, it also integrates the efforts of managers at all levels of the organization. . Management by Objectives (MBO) Method The Management by Objectives (MBO) method is a process in which managers and employees jointly set objectives for the employees, periodically evaluate performance, and reward according to the results. Although it is a three-step process, no standard form is used with MBO, so it is a method. MBO is also referred to as work planning and review, goals management, goals and controls, and management by results. Why and when do we use the MBO method? The MBO method is one of the best methods of developing employees. Like critical incidents, employees get ongoing feedback on how they are doing, usually at scheduled interval meetings. We can use the MBO method successfully with our employees if we commit to the process and truly involve employees rather than trying to make them believe that our objectives are theirs-accurate measures. On an organization-wide basis, MBO is not too commonly used as the sole assessment method. It is more commonly used based on the evaluative assessment during the development part of the performance appraisal. One difficult part of MBO is that in many situations, most, if not all, employees will have different goals, making MBO more difficult and time-consuming than using a standard assessment form. How do we use the MBO method? MBO is a three-step process: Step 1. Set individual objectives and plans. The manager sets objectives jointly with each individual employee.26 The objectives are the heart of the MBO process and should be accurate measures of performance results. To be accurate, objectives should be SMART.27 They need to be Specific, Measurable, Attainable, Relevant, and Time-based. Being specific, measurable, and time-based is fairly easy to determine in a written goal, but being attainable and relevant is more difficult. So we developed a model based on the work of Max E. Douglas with two examples in Model 8-1 that we can use when setting objectives for ourselves or with others. Step 2. Give feedback and evaluate performance. Communication is the key factor in determining MBOs success or failure, and employees should continually critique their own performance.28 Thus, the manager and employee must communicate often to review progress.29 The frequency of evaluations depends on the individual and the job performed. However, most managers do not conduct enough review sessions. Step 3. Reward according to performance. Employees performance should be measured against their objectives. Employees who meet their objectives should be rewarded through recognition, praise, pay raises, promotions, and so on.30 Employees who do not meet their goals, so long as the reason is not out of their control, usually have rewards withheld and even punishment when necessary. Advantages: The MBO approach overcomes some of the problems that arise as a result of assuming that the employee traits needed for job success can be reliably identified and measured. Instead of assuming traits, the MBO method concentrates on actual outcomes. If the employee meets or exceeds the set objectives, then he or she has demonstrated an acceptable level of job performance. Employees are judged according to real outcomes, and not on their potential for success, or on someones subjective opinion of their abilities. The guiding principle of the MBO approach is that direct results can be observed, whereas the traits and attributes of employees (which may or may not contribute to performance) must be guessed at or inferred. The MBO method recognizes the fact that it is difficult to neatly dissect all the complex and varied elements that go to make up employee performance. MBO advocates claim that the performance of employees cannot be broken up into so many constituent parts as one might take apart an engine to study it. But put all the parts together and the performance may be directly observed and measured. Disadvantages MBO methods of performance appraisal can give employees a satisfying sense of autonomy and achievement. But on the downside, they can lead to unrealistic expectations about what can and cannot be reasonably accomplished. Supervisors and subordinates must have very good reality checking skills to use MBO appraisal methods. They will need these skills during the initial stage of objective setting, and for the purposes of self-auditing and self-monitoring. Unfortunately, research studies have shown repeatedly that human beings tend to lack the skills needed to do their own reality checking. Nor are these skills easily conveyed by training. Reality itself is an intensely personal experience, prone to all forms of perceptual bias. One of the strengths of the MBO method is the clarity of purpose that flows from a set of well-articulated objectives. But this can be a source of weakness also. It has become very apparent that the modern organization must be flexible to survive. Objectives, by their very nature, tend to impose a certain rigidity. MBO PROCESS This type of managing hasnt been around forever: Its an approach called Management by Objectives; a system that seeks to align employees goals with the goals of the organization. This ensures that everyone is clear about what they should be doing, and how that is beneficial to the whole organization. Its quite easy to see why this type of managing makes sense when the parts work in unison the whole works smoothly too. And by focusing on what youre trying to achieve, you can quickly discriminate between tasks that must be completed, and those that are just a waste of valuable time. http://www.mindtools.com/media/MBO.jpg These steps are explained below: 1. Set or Review Organizational Objectives MBO starts with clearly defined strategic organizational objectives (see our article on Mission and Vision Statements for more on this.) If the organization isnt clear where its going, no one working there will be either. 2. Cascading Objectives Down to Employees To support the mission, the organization needs to set clear goals and objectives, which then need to cascade down from one organizational level to the next until they reach the everyone. To make MBO goal and objective setting more effective, Drucker used the SMART acronym to set goals that were attainable and to which people felt accountable. He said that goals and objectives must be: Specific Measurable Agreed (relating to the participative management principle) Realistic Time related Notice the A in SMART is agreed. This is sometimes referred to as achievable but, with MBO, agreement about the goals is a critical element: Its not enough for the goals and objectives to be set at the top and then handed down. They must flow, or trickle, down through various stages of agreement. The only goal that is going to be met is one that is agreed on. How much easier is to get buy in when the person responsible for achieving the goal had a hand in developing it? 3. Encourage Participation in Goal Setting Everyone needs to understand how their personal goals fit with the objectives of the organization. This is best done when goals and objectives at each level are shared and discussed, so that everyone understands why things are being done, and then sets their own goals to align with these. This increases peoples ownership of their objectives. Rather than blindly following orders, managers, supervisors, and employees in an MBO system know what needs to be done and thus dont need to be ordered around. By pushing decision-making and responsibility down through the organization, you motivate people to solve the problems they face intelligently and give them the information they need to adapt flexibly to changing circumstances.Through a participative process, every person in the organization will set his or her own goals, which support the overall objectives of the team, which support the objectives of the department, which support the objectives of the business unit, and which support the objectives of the organization. 4. Monitor Progress Because the goals and objectives are SMART, they are measurable. They dont measure themselves though, so you have to create a monitoring system that signals when things are off track. This monitoring system has to be timely enough so that issues can be dealt with before they threaten goal achievement. With the cascade effect, no goal is set in isolation, so not meeting targets in one area will affect targets everywhere. On the other hand, it is essential that you ensure that the goals are not driving adverse behaviour because they have not been designed correctly. For instance, a call centre goal of finishing all calls within seven minutes might be useful in encouraging the staff to handle each call briskly, and not spend unnecessary time chatting. However, it might be that customers calls were becoming more complex, perhaps because of a faulty new product, and call centre operators were terminating the call after 6 minutes 59 seconds in order to meet their target, leaving customers to call back, frustrated. In this situation, the monitoring process should pick up the shift in the goal environment and change the goal appropriately.Set up a specific plan for monitoring goal performance (once a year, combined with a performance review is not sufficient!) Badly-implemented MBO tends to stress the goal setting without the goal monitoring. Here is where you take control of performance and demand accountability. Think about all the goals you have set and didnt achieve. Having good intentions isnt enough, you need a clear path marked by accountability checkpoints. Each goal should have mini-goals and a method for keeping on top of each one. 5. Evaluate and Reward Performance MBO is designed to improve performance at all levels of the organization. To ensure this happens, you need to put a comprehensive evaluation system in place. As goals have been defined in a specific, measurable and time-based way, the evaluation aspect of MBO is relatively straightforward. Employees are evaluated on their performance with respect to goal achievement (allowing appropriately for changes in the environment.) All that is left to do is to tie goal achievement to reward, and perhaps compensation, and provide the appropriate feedback. Employees should be given feedback on their own goals as well as the organizations goals. Make sure you remember the participative principle: When you present organization-wide results you have another opportunity to link individual groups performances to corporate performance. Ultimately this is what MBO is all about and why, when done right, it can spur organization-wide performance and productivity. Management by objectives is not a technique of performance appraisal, but it denotes a systematic process of performance appraisal MBO as an approach which uses objectives as a focal point to improve managerial performance and managerial effectiveness, both at the individual and at the organisational level. These objectives serve to guide, direct, review and measure performance. However, MBO should not be thought of as merely a tool for performance appraisal. It is a far more comprehensive mechanism and provides a framework for organisational and managerial decisions In the MBO approach while the objectives provide the focal point, the emphasis is on improving the performance and providing better results. This is because MBO is concerned with achieving the objectives as well as the process by which they are achieved. The objectives will necessarily vary with the managerial level at which they are set. Objectives at the level of the managing director will be different from those of a branch manager or the production manager. However, all these objectives are derived from the organisations overall objectives and i n turn are linked to the corporate plan. The fact that MBO allows for distant, intangible organisational objectives to be converted into achievable, personalised objectives (for each level of management ) is the reason for its success and popularity. The key concepts in MBO are : à ¢Ã¢â€š ¬Ã‚ ¢ emphasis on results rather than activities, à ¢Ã¢â€š ¬Ã‚ ¢ objectives for specific managerial positions, à ¢Ã¢â€š ¬Ã‚ ¢ participatory or joint objective setting, à ¢Ã¢â€š ¬Ã‚ ¢ identification of key result areas, and à ¢Ã¢â€š ¬Ã‚ ¢ establishment of periodic review system.

William Faulkner :: essays research papers

William Faulkner was born in New Albany, Mississippi, as the oldest of four sons of Murray Charles Faulkner and Maud (Butler) Faulkner. While he was still a child, the family settled in Oxford in north-central Mississippi. Faulkner lived most of his life in the town. About the age of 13, he began to write poetry. At the Oxford High School he played quarterback on football team and suffered a broken nose. Before graduating he dropped out school and worked briefly in his grandfather's bank. After being rejected from the army because he was too short, Faulkner enlisted in the Royal Canadian Air Force and had basic training in Toronto. He served with the RAF in World War I, but did not see any action. The war was over before he could make his first solo flight. This did not stop him later telling that he was shot down in France. After the war he studied literature at the University of Mississippi for a short time. He also wrote some poems and drew cartoons for the university's humor magazine, The Scream. "I liked the cartoons better than the poetry," recalled later George W. Healy Jr., who edited the magazine. In 1920 Faulkner left the university without taking a degree. Years later he wrote in a letter, "what an amazing gift I had: uneducated in every formal sense, without even very literate, let alone literary, companions, yet to have made the things I made." Faulkner moved to New York City, where he worked as a clerk in a bookstore. Then he returned to Oxford where he supported himself as a postmaster at the University of Mississippi. Faulkner was fired for reading on the job. He drifted to New Orleans, where Sherwood Anderson encouraged him to write fiction rather than poetry. The early works of Faulkner bear witness to his reading of Keats, Tennyson, Swinburne, and the fin-de-sià ¨cle English poetry. His first book, THE MARBLE FAUN, a collection of poems, appeared in 1924. It did not gain success. After spending some time in Paris, he published SOLDIER'S PAY (1926). The novel centered on the return of a soldier, who has been physically and psychologically disabled in WW I. It was followed by MOSQUITOES, a satirical portrait of Bohemian life, artist and intellectuals, in New Orleans. In 1929 Faulkner wrote Sartoris, the first of fifteen novels set in Yoknapatawpha County, a fictional region of Mississippi - actually Yoknapatawpha was Lafayette County. William Faulkner :: essays research papers William Faulkner was born in New Albany, Mississippi, as the oldest of four sons of Murray Charles Faulkner and Maud (Butler) Faulkner. While he was still a child, the family settled in Oxford in north-central Mississippi. Faulkner lived most of his life in the town. About the age of 13, he began to write poetry. At the Oxford High School he played quarterback on football team and suffered a broken nose. Before graduating he dropped out school and worked briefly in his grandfather's bank. After being rejected from the army because he was too short, Faulkner enlisted in the Royal Canadian Air Force and had basic training in Toronto. He served with the RAF in World War I, but did not see any action. The war was over before he could make his first solo flight. This did not stop him later telling that he was shot down in France. After the war he studied literature at the University of Mississippi for a short time. He also wrote some poems and drew cartoons for the university's humor magazine, The Scream. "I liked the cartoons better than the poetry," recalled later George W. Healy Jr., who edited the magazine. In 1920 Faulkner left the university without taking a degree. Years later he wrote in a letter, "what an amazing gift I had: uneducated in every formal sense, without even very literate, let alone literary, companions, yet to have made the things I made." Faulkner moved to New York City, where he worked as a clerk in a bookstore. Then he returned to Oxford where he supported himself as a postmaster at the University of Mississippi. Faulkner was fired for reading on the job. He drifted to New Orleans, where Sherwood Anderson encouraged him to write fiction rather than poetry. The early works of Faulkner bear witness to his reading of Keats, Tennyson, Swinburne, and the fin-de-sià ¨cle English poetry. His first book, THE MARBLE FAUN, a collection of poems, appeared in 1924. It did not gain success. After spending some time in Paris, he published SOLDIER'S PAY (1926). The novel centered on the return of a soldier, who has been physically and psychologically disabled in WW I. It was followed by MOSQUITOES, a satirical portrait of Bohemian life, artist and intellectuals, in New Orleans. In 1929 Faulkner wrote Sartoris, the first of fifteen novels set in Yoknapatawpha County, a fictional region of Mississippi - actually Yoknapatawpha was Lafayette County.

Holden and Phoebe

In a frenzy of sadness and frustration on the night that Allele died, Holder smashed all the windows in his garage with his bare fists. I was only thirteen, and they were going to have me psychoanalysis and all, because I broke all the windows in the garage. I don't blame them. I really don't. I slept in the garage the night he died, and I broke all the goddamn windows with my first Just for the hell of it. My hand still hurts me once in a while, when it rains and all, and I can't make a real fist any more†¦ Although Holder is innocent, he is not naive. Society has affected him to the extent that he is aware of the cost of things, but wastes his money on taxis, as he wants to avoid the phones on buses. He refers to the value of his coat, his cases, his typewriter and even his pens, but he does not cherish his possessions as he gives his typewriter away and lends his coat to Seedeater. When his gloves were stolen, the only thing he cared about was that he became cold.When he was a child he lost his belongings – so now as a teenager he fails to take his change and hates people ho spend time at posh restaurants and popular bars; yet there is a hypocritical side to him which makes him take taxis, go to bars, cinemas and theatres, and stay in hotels. Society has taken everything from Holder, both of his brother's presence and his parents Seedeater borrows all he owns, his clothes and even the girl he loves.His possessions are stolen at school. Because of all of this, he feels he must reject society. It is not surprising that he feels he must turn to children; after all, they are a symbol of innocence, and they have not rejected him. He says that he would like to e ‘The Catcher in the Rye', who is a fictional character in a Burns poem, who stops children running off the edge off cliff whilst playing in rye fields.This analogy epitomizes the only future Holder can see for himself. Phoebe is the only person Holder trusts. Her sanity and naturalness re stores confidence of society in Holder. Due to his love from Phoebe a complete breakdown by the pond, and from a pointless escape later. Holder hates hypocrites and phones, but meets few people who are honest, so he generalizes and says there are phones all around him, another thing that makes IM an outcast of society.Even his teachers are phones; Mr. Spencer acts in front of the headmaster, and the headmaster performs in front of the rich parents and Mr. Anatolian appears to have crooked morals. Holder's parents are absent in his life, his dad is a lawyer who is very strict as seen in â€Å"Daddy will kill you† he also doesn't show affection towards Holder. Holder's mother isn't very interested in neither his nor Phoebe's lives as when she catches Phoebe smoking, as all she says is â€Å"l don't like that, Phoebe. I don't like that at all. † (159)

Oppression Theory That Supports Horizontal Violence Process Essay

Nurses are known to be the devoted caregiver of sick patients. How can the patients get rid of their burden if their own caregivers are in conflict among each other in hospital settings? When there is conflict in such kind of environment, it is called horizontal violence, interpersonal conflict or bullying which is aggressive and destructive behavior of nurses against each other (Woelfle & McCaffrey, 2007). It is an expression of oppressed group behavior evolving from feelings of low self-esteem and lack of respect from others which is supported by the theory of oppression. According to the theory stated by Woelfle & McCaffrey (2007), in order for the horizontal violence to take place in the nursing setting, oppression exists when a powerful and dominant group controls and exploits a less influential or easy target group. As a consequence the oppressed group displays low self esteem and self hatred as evidenced by anger and frustration (Woelfle & McCaffrey, 2007). The theory of oppression helps to explain that the behaviors of horizontal violence aren’t directed at the individual but rather is a response to the specific situation where one feels fear of punishment that prevents the nurse from responding to the oppression. When people feel oppressed they feel inferior and powerless. These kinds of nurses who feel powerless behave aggressively towards peers to relieve tension because they can’t fight against their oppressor. That results to the display of emotion which victimize the colleague where the colleague or the coworker gets the feeling of vulnerability or prone to be hurt. The emotion or body language often includes rolling of the eyes, folding the arms or storming out of the room, using sarcasm, raised voice and shouting. These people manipulate the work environment while denying doing anything wrong and get satisfied from experiential difficulty and discomfort of others. These negative behaviors have obvious results in human mind leading to anxiety and stress at work. This cycle of denial maintains its own pattern of repeated action against the vulnerable group and allows the power relations to be unchallenged. Rather than fighting back and risking from the superiors/violence creators, the oppressed groups’ frustration is manifested as conflict in their own ranks with horizontal violence from coworker to coworker. Hence, people  begin to think this kind of behavior as a norm which they displace their feeling of aggression to another highly prone groups such as new grad nurse or student and even less confident coworkers. This cycle of behavior is typically described as horizontal violence (Woelfle & McCaffrey, 2007). As an example, a coworker in a unit behaves aggressively in a reaction to their own part of stress by acting aggressively and displacing their anger to another same or lower hierarchical level group or coworker. Another coworker as a victim gets devastated with this behavior especially if the superior authority or managers don’t acknowledge the behavior. Hence the victim feels angry, frustrated and vulnerable continuing the cycle of horizontal violence. Rather than fighting back against the aggressor, this group accepts this as a behavioral norm which they unconsciously displace to other lower or same hierarchical level coworker such as grad nurse or the nursing students. These nursing students or grad nurses later learn to displace their stress to other with the verbal or nonverbal expression giving the feeling of vulnerability to the prone groups. Hence this cycle of oppression continues as a horizontal violence in the work place area as part of the work stress. Consequently the oppressed group often lack autonomy, accountability and control over their profession (Woelfle & McCaffrey, 2007). Horizontal violence is a purposeful ongoing collection of often negative behaviors and actions that accumulate over time. Moreover, it includes repeated acts involving an imbalance of strength or power, in which one or more individuals engage in over time with the intention to harm other and create a hostile work environment. They displace their part of frustration to others in the form of negative verbal or nonverbal expression. The cycle of oppression continues which is supported by the theory of oppression. The result of horizontal violence affects nurses, nursing managers, other medical and administrative staff, patient and their family. It is clear that horizontal violence is everywhere in nursing today and can drastically affect the nursing area. When the tension is elevated in the patient care, nurses cannot perform their best which often lead to poor quality patient care (Woelfle & McCaffrey, 2007). Reference: Woelfle, C. Y. & McCaffrey, R. ( July-September, 2007). Nurse on nurse. Nursing Forum, Vol 42(3), p123-131