Sb-1070 Media Reaction Essay - 893 Words

Media Reaction on SB-1070 Pedro A Viorato SOC/315 September 22, 2011 Susan Sureby Media Reaction on Immigration Immigration issues are not issues only encountered here in the United States, but are also issues faced throughout the world. There have been numerous of debates on the issues of immigration in the United States. The most controversial was the passing of a new bill in Arizona. Governor Jan Brewer passed into Arizona legislature the SB1070, which became very controversial because of the demands that this law was enforcing. This controversial bill gives any Arizona law enforcement personnel full authority to stop any people who they think have reasonable suspicion of living in the United States illegally. It also gives†¦show more content†¦This law was sending a very strong message to all of the illegal aliens living in Arizona. The SB-1070 was written deliberately with aggressive measures intended to promote to the estimated 460,000 illegal aliens to go home (About, 2011). The issue with some parts of the bill was that it was racially profiling, and it promoted discrim ination against mainly immigrants. The federal judge also stopped the section of the law that made it a crime for any for any foreign resident living in the state of Arizona to carry immigration paperwork at all times. In addition, the judge also stopped the part where it would make it a crime for any illegal or foreign resident living in the state of Arizona to solicit, perform, or apply for work. This gave illegal aliens living in state of Arizona a big relief to know that those main parts of the bill were stopped, giving them the advantage to continue to move forward with their lives instead of worrying about getting deported. Many people have their own opinions when relating in regard to illegal immigrants hurting the United States economy. There have been numerous of economist say there is no doubt the U.S. benefits from illegal immigrants. All of the undocumented people living in the United States contribute every day in our economy, they contribute as workers, taxpayers and consumers. All immigrants pay sales and property taxes and most pay federal and state income taxes as well. If there was laws like theShow MoreRelatedThe Online Disinhibition Effect By John Suler1422 Words   |  6 Pagescreating two identities giving them the chance to disclose and act out (Suler). Online an individual has the chance to be invisible and go unnoticed, but it also gives one the power to control interactions. So, one can cope with another’s immediate reactions on their own time, not real time. Therefore, Suler’s article aids in explaining the number of hate groups present online and how it is beginning to move to daily interaction in the physical world. There is a total of 892 hate groups in the UnitedRead MoreUs Immigration Policy3707 Words   |  15 Pagesrespective economies. These concerns, justified or not, lead Arizona lawmakers to take drastic action in April 2010. Arizona lawmakers drafted the Support Our Law Enforcement and Safe Neighborhood act, Introduced as Arizona Senate Bill 1070 (Arizona SB 1070) and it was signed into law on April 23, 2010. Its intended purpose, as stated in the bill itself, is to discourage and deter the unlawful entry and presence of aliens and economic activity by persons unlawfully present in the United StatesRead MoreMicro Aggression Directed At Immigrants And Undocumented Youth Essay2138 Words   |  9 Pagesactivists after the California’s passageway of Proposition 187 (Longazel, 2013). There were reports of hate dialog, hate lawbreaking, biases by industries and the police, and the bill intensified the sentiments (Longazel, 2013). The Arizona passageway of SB 1070 reflected California in the 1990s; therefore, these laws that were enacted extended anti-Latino sentimentality and brought hatred and fanaticism by the majority (Longazel, 2013). The concept of micro-aggression spectacularly involuntary act ions ofRead More_x000C_Introduction to Statistics and Data Analysis355457 Words   |  1422 Pagesencountered on the free response portion of the Advanced Placement exam, as well as a collection of model responses. For those who use student response systems in class, a set of â€Å"clicker† questions (see JoinInâ„ ¢ on TurningPoint  ® under Instructor Resources—Media) for assessing student understanding is available. ââ€"   ââ€"   Student Resources ââ€"   Available Online If your text includes a printed access card, you will have instant access to the following resources referenced throughout your text: ââ€"   ââ€"   ââ€"   Read MoreQuality Improvement328284 Words   |  1314 Pages Executive Publisher: Don Fowley Associate Publisher: Daniel Sayer Acquisitions Editor: Jennifer Welter Marketing Manager: Christopher Ruel Production Manager: Dorothy Sinclair Production Editor: Sandra Dumas Senior Designer: Kevin Murphy New Media Editor: Lauren Sapira Editorial Assistant: Mark Owens Production Management Services: Elm Street Publishing Services Composition Services: Aptara, Inc. This book was typeset in 10/12 Times by Aptara, Inc., and printed and bound by R. R. Donnelley

The Disaster Recovery Plan And A Business Continuity Plan

Compared and contrasted business continuity plans with disaster recovery plans A disaster recovery plan and a business continuity plan, are very important to all business and their marketing plan. These plans provide detail strategies on how the business will continue to operate, before, doing and after a disaster. About 25% of business that do not have these plans and are hit by a disaster, fail to reopen. (Smith, n.d.). This is why a disaster and recovery and business continuity plan are important to a business if they wish to withstand a disaster and reopen with little or no problem. The Disaster Recovery Plan (DRP) provides comprehensive strategy on the actions that employees should follow doing and after a disaster. The plan should provide exit procedures, the online communication instructions to make sure that all employees are accounted for and the main communication and rally point, with the central hub. The hub should carry emergency supplies, backup information, flashlights and other important items need for the safety of the business, employees and their customers. The Business Continuity Plan (BCP) enhances the DRP a few step further. It outlines how the business will ran and managed after the disaster. It should outline how the business should continue after a small disaster event, like a power outage to a major problem like a major storm that might last a few days. Within the outline it should there should be information as to where the business will operate,Show MoreRelatedBusiness Continuity Plans And The Disaster Recovery Plan1580 Words   |  7 Pages Business Continuity Plans (BCP) Paul D. Singleton Jr. March 11, 2015 ISSC481: IT Security: Planning and Policy Karen Paullet American Public University Business Continuity Plans (BCP) The Business Continuity Plan (BCP) and the Disaster Recovery Plan (DRP) are twin resources derived to preserve vital organization operations when facing an unsuspecting disaster. A disaster can be either natural or man-made. Natural disasters include floods, fires, earthquakes, and lightning strikesRead MoreBusiness Continuity And Disaster Recovery Plan809 Words   |  4 Pagesimplement business continuity and disaster recovery plan. Numerous individuals think that a disaster recovery plan is the same as a business continuity plan, however a DR plan concentrates on restoring IT framework and operations after an emergency. It s just one piece of a complete business continuity plan, whereas business continuity plan looks at the continuity of the whole organization. Table 1 Differences between key terms Risk management Emergency response Business continuity What couldRead MoreThe Data Analysis For Business Continuity And Disaster Recovery Plan998 Words   |  4 PagesThe data analysis for business continuity and disaster recovery is divided into three parts. All the three parts strive to properly examine and answer the research questions in a well-structured and organized manner. The data which was analyzed from various reliable sources, such as white papers, leading companies and BCP service providers, and also survey reports on business continuity and disaster recovery will help in exploring the research questions and provide proper guidelines for employeesRead MoreThe Importance Of A Business Continuity And Disaster Recovery Plan For Information Systems Essay1326 Words   |  6 PagesThere is need to ensure that there is continuity of information and adequate recovery of the same in business continuity planning and disaster recovery processes. Individuals and firms therefore have to improve their incident response capability in lig ht of increasing attacks that are cyber security related. These attacks have become diverse and more disruptive while causing greater damage. The number of security related incidents cannot be completely reduced, but the incident response capabilityRead MoreBusiness Continuity/Disaster Recovery Plan for Local Government Agency1810 Words   |  8 PagesCASE STUDY-BUSINESS CONTINUITY/DISASTER RECOVERY PLAN FOR LOCAL GOVERNMENT AGENCY 1. Disaster Recovery for City Hall Server #3 a. RTO/RPO for Hardware/Software: The Recovery Time Objective (RTO) is the determined length of time from when a disruption occurs in which a department’s functionalities, systems, applications, etc. must recover. The RTOs for the City Clerk, HR, and Finance Departments are as follows: RTO: Recovery Time Objective APPLICATIONS CITY CLERK HR FINANCE MillenniumRead MoreHow Business Continuity And Disaster Recovery Plans Directly Impact The Uses Of The Vpn System1113 Words   |  5 Pagesof business continuity and disaster recovery are most important to the use of the company’s VPN. This document will examine how business continuity and disaster recovery plans directly impact the use of the VPN system. Additionally, there will be a discussion pertaining to the challenges and solutions connected to the VPN and the influence of business continuity as well as disaster recovery planning. Challenges Associated with BC/DR pertaining to VPN Key factors of the business continuity/disasterRead MoreIncident Response Plan And A Disaster Recovery1591 Words   |  7 PagesIncident Response (IR) plan â€Å"is a detailed set of processes and procedures that anticipate, detect, and mitigate the effects of an unexpected event that might compromise information resources and assets.† (Whitman, 2013, p. 85). Consequently, Incident response planning (IRP) is the planning for an incident, which occurs when an attack affects information systems causing disruptions. On the other hand, Disaster Recovery (DR) plan â€Å"entails the preparation for and recovery from a disaster, whether naturalRead MoreJustice Floral Distribution And A Disaster Recovery Plan Essay1731 Words   |  7 PagesDistribution has successfully been in business for 2 years now. To insure that the company remains successful we need to create a disaster plan. It has recently come to my attention that we do not have one and it is crucial that we create one as soon as possible. In case of an unforeseen event, which can bring our production to a halt our company needs to recover as rapidly as possible to continue its services to its clients. Not having a disaster recovery plan in place can put the company at riskRead MoreDisaster Recovery Planning Essay1339 Words   |  6 PagesIntroduction Disaster Recovery Planning is the critical factor that can prevent headaches or nightmares experienced by an organization in times of disaster. Having a disaster recovery plan marks the difference between organizations that can successfully manage crises with minimal cost, effort and with maximum speed, and those organizations that cannot. By having back-up plans, not only for equipment and network recovery, but also detailed disaster recovery plans that precisely outline what stepsRead MoreContinuity Of Government And Continuity Essay842 Words   |  4 Pages Continuity of government and continuity of operations. Business continuity encompasses a loosely defined set of planning, preparatory and related activities which are intended to ensure that an organization’s critical business functions will either continue to operate despite serious incidents or disasters that might otherwise have interrupted them, or will be recovered to an operational state within a reasonably short period. Resilience critical business functions and the supporting

Risk and Due Diligence in Vodafone Plc.

Question: Discuss about theRisk and Due Diligence in Vodafone Plc. Answer: Introduction One of the focal ideas in adjustment research is that of vulnerability. Be that as it may, there are huge disciplinary contrasts as for how vulnerability is characterized, what's more, confined. In a few examples, it alludes to biophysical vulnerability and is subsequently all around lined up with the ideas of danger, introduction or occasion chance. In different uses, nonetheless, it underlines social, financial, social and additionally political procedures that are more lined up with the ideas of strength, adapting limit, or potentially versatile limit. Still, others utilize more incorporated conceptualizations of vulnerability as exemplifications of both biophysical and financial procedures that on the whole make the potential for mischief (Adi et al, 2013). While there is likely minimal utility in being excessively punctilious about definitions, diverse methods for surrounding vulnerability do impact evaluation strategies and, therefore, data for chiefs and how it is deciphered. Subsequently, endeavors to build up some level of general understanding about vulnerability might be helpful to specialists and end-clients alike. All the more as of late, consideration has moved to a portion of the more ignored determinants of adjustment, for example, capital and qualifications and in addition operators and Vodafones basic leadership forms. Besides, as adjustment research turns out to be all the more firmly incorporated with hazard administration, strategy sciences, and basic leadership, questions encompassing the objectives of adjustment procedures have likewise turned out to be more common. This paper highlights the major vulnerabilities in Vodafone Plc along with the precautionary assessment. Vulnerability Assessment Techniques in Vodafone Plc. Security issues identified with data innovation keep on being a worry in today's general public. The IT conditions of many endeavors are made out of a substantial number of frameworks associated with the shape a mind-boggling framework. Security is likewise an unpredictable issue that is hard to be proficient. To completely appraise the security of an endeavor's framework engineering, an expansive number of issues must be considered. Endeavor frameworks security administrators must have the capacity to survey how the vulnerabilities in one framework impact the vulnerabilities in different frameworks. Moreover, security chiefs must have the capacity to evaluate how singular vulnerabilities impact the security of the whole arrangement of-frameworks, given the assurance arrangements that are utilized as a part of various areas in the design (Elangovan et al., 2011). The Documented Threats and the Method of Selection of the Threats in Vodafone Plc. Documented Threats Vulnerability Baseline Reporting Several devices were not up to date and were vulnerable to external attacks Applications and Operating Systems (OS) Different OSs (e.g., Linux, Windows) and applications (e.g., Java and Flash) were rarely updated and patched up. Vulnerability Scanners/Assessment Device Vulnerability evaluation devices significantly differ in the Vodafone Plc. Methods of Selection of the Threats in Vodafone Plc. Undertaking frameworks security supervisors ordinarily have an essential comprehension of Vodafones design and frameworks and the misfortunes caused if resources are bargained. Be that as it may, the directors' comprehension of how vulnerabilities rely on upon each other in the arrangement of frameworks and how the vulnerabilities can be misused is regularly foggy. Bolster from security hypothesis can be gotten from security specialists and the writing. Be that as it may, counseling security specialists and concentrate the writing is both exorbitant and tedious. By and large, support is absent for educated basic leadership concerning security on the arrangement of-frameworks level. Devices that help framework security administrators to evaluate how vulnerabilities in one framework impact the vulnerabilities of different frameworks in big business framework engineering are important, especially if these apparatuses can offer support without requiring input information that is hard to gather. Another approach is rising for identifying and overseeing vulnerabilities in complex systems. The security given by yearly or quarterly manual vulnerability evaluations can now be generously moved forward. In the meantime, vulnerability evaluation and administration overhead can be diminished, and better hazard administration and vulnerability control can be proficient. Today's business organizes foundation is quickly changing with new servers, administrations, associations. Furthermore, ports included regularly, once in a while every day, and with a constant inflow of tablets, stockpiling media and remote gadgets. With the developing number of vulnerabilities and adventures related to the ceaseless advancement of IT framework, Vodafone now requires more regular vulnerability appraisals. These evaluations should normally be performed with the most recent of vulnerability learning and skill. Along these lines, security costs have been rising when general spending plans have not. The r un of the mill edge protection instruments that assess activity, for example, antivirus, firewalls, and IPS/IDS are presently typical, and even the normal programmer or bot expect Vodafones nearness and is consistently re-designing Vodafones assaults to maintain a strategic distance from them. To adjust, arrange security managers with significant resources or having high visibility (counting numerous independent companies and nearby government elements) are currently embracing the VA/VM instruments that have for some time been utilized just by the biggest enterprises and governments (Elliot et al., 2016). On account of these elements, the mechanization of the VA/VM procedure to diminish the exertion required for each test and to build the recurrence of tests has turned into a financially savvy method for dealing with the inexorably complex issues of keeping a system secure. Similarly, as with the choice to mechanize any business work, it must be founded on regardless of whether a robotized arrangement can play out the employment in a more proficient, successful and ideally quicker path than by manual means. While looking at vulnerability checking as a computerized benefit, three critical components must be thought considered. The capacity of the answer for giving precise and finish vulnerability appraisal Investigation and portrayal of evaluation information as significant data Following and revealing the viability of alleviation endeavors. Arrange vulnerability evaluations (manual or mechanized) are perceived as a critical part of system security and are a key segment of any security arrange. Vulnerability evaluations are performed to decide the real security stance of a system domain. They are intended to investigate regardless of whether an assault which sidesteps or conquers the border protections (antivirus, firewall or IPS/IDS) will locate an exploitable component living inside the system that could be utilized to influence the privacy, accessibility or respectability of data. Almost all information misfortune occasions coming about because of outside assault, and most misfortunes to an insider assault, comprise of the endeavor of a known, yet unhandled vulnerability. By "known" we imply that it had been archived in security writing and arrangements are accessible. In 2009 each one of the 70 biggest security breaks (bringing about the aggregate loss of 275 million records) were proficient by means of the control of a known vulnerability. Truly, every one of the vulnerabilities utilized as a part of these 70 ruptures had been thought about for over a year. Each one of these 70 breaks and in actuality almost all announced security ruptures were expert notwithstanding the nearness of sensibly steady staff, current antivirus accurately introduced firewalls and IPS/IDS that was effectively designed. This is the test (Fabbri, 2016). What's more, current best practice demonstrates that it is best replied by performing consistent vulnerability evaluations to distinguish the known vulnerabilities in a system before programmers discover them. Precautionary Assessment in Vodafone Plc. IT offices today wind up in the unenviable position of overseeing progressively complex system conditions. Endeavor foundations today comprise of different gadget sorts, working frameworks, and applications that have a various scope of security and get to necessities. Henceforth ventures have needed to depend on divided multivendor answers for giving everything from interruption counteractive action, get to control to fix administration. Such a technique includes conveying and supporting a variety of free security items and administrations (Jung Leslie, 2014). This unavoidably prompts manual vulnerability appraisal being a convoluted, tedious and exorbitant exercise, making it a noteworthy deplete on IT profitability, particularly given today's danger condition in which malevolent code is being created quicker than any time in recent memory. VA/VM arrangements themselves regularly require gifted and committed regard for a guarantee that outputs are finished and to then deal with the 'false positives.' With such a critical speculation required by Vodafone to do every evaluation, accessible assets may not permit a sensible recurrence of testing. This can leave Vodafone unprotected yet since infrequent testing meets strategy and administrative prerequisites, this absence of resourcing is disregarded. The Precautionary Assessment of the Vulnerabilities that were identified in the Vodafone were as follows: Documented Threats Precautionary Assessment Baseline Reporting Checking memory, CPU, and volume of traffic variations, device upkeep, automatic updates, data storing and safeguarding administration interfaces and client (user) access rights into the system set-up Applications and Operating Systems (OS) Different OSs (e.g., Linux, Windows) and applications (e.g., Java and Flash) must frequently be kept up to date and patched up Vulnerability Scanners/Assessment Device Vulnerability evaluation devices significantly differ, however, wholly testing for breaches in the OS, and a bug in the framework before a disarrangement of the set-up of mechanisms In a heterogeneous domain, any manual appraisal requires a security group that has present, expansive and profound specialized aptitude in a horde of innovations. Which prompts the question: What sort of in-house staffing or what counseling aptitudes are required to play out an entire vulnerability evaluation? To sum things up, an appraisal reenacts the capacities of learned assailants. Reproducing these capacities physically requires specific information and instruments, both of which have a tendency to be meager and costly. There are a few Certified Information Systems Security Professionals (CISSPs) around the world, and not these are met all requirements to play out a system security and vulnerability evaluation (Mysen, 2012). While there are a developing number of apparatuses, utilization of these by non-master workforce can create reports posting a staggering number of vulnerabilities. Regularly this incorporates false positives (making up as much as 20%) and numerous other "vu lnerabilities" that are probably not going to be basic for a particular system, and all of which result in an inordinate exertion and cost to affirm and rectify. This is the place aptitude and appraisal against the genuine system condition are important. The way exacerbates the lack of qualified workforce that security is alarmingly powerful. The information and programming that was last used to test the system effectively may now be out of date because of newfound vulnerabilities. In the hazard administration writing, these two methodologies have been marked science-based and precaution-based procedures. This marking is somewhat risky since the second approach, which lays on precaution and versatility, needs at any rate as a much logical contribution as the principal approach. We lean toward the expression "hazard based technique" for the main approach. With the meaning of "hazard," it turns out to be certain that administration depends on the numerical evaluation of probabilities and potential harms, while the signification of "precaution" suggests reasonable treatment of dubious or profoundly defenseless circumstances. In the course of the most recent couple of years, supporters of hazard based and precaution-based methodologies have propelled a savage open deliberation over the authenticity of each of Vodafones methodologies (Stan?Maduka, 2010). Conclusion The hazard based system is the normal answer for hazard issues. Once the probabilities and Vodafones relating harm possibilities are figured, hazard supervisors are required to set needs as indicated by the seriousness of the hazard, which might be operationalized as a straight blend of harm and likelihood or as a weighted mix thereof. Inside our new hazard arrangement, the two focal parts have been enlarged with other physical and social criteria that still request chance based methodologies the length of instability is low and vagueness missing. Chance based methodologies are best answers for issues of multifaceted nature and a few parts of vulnerability, for instance, variety among people. On the off chance that the two most essential hazard criteria, the likelihood of event and degree of harm, are moderately outstanding and little instability is left, the conventional hazard based approach appears to be sensible. If uncertainty is a big deal, particularly, unawareness or indeterminacy, some precautionary measure turns out to be counter-productive. Trying the comparative harshness of hazards by undefined limitations is rarely sensible. Deliberative procedures are required, nonetheless, for every one of the three sorts of administration. Hazard construct administration depends in light of epistemological, instability based administration on intelligent, and talk construct administration in light of participatory talk shapes. These three sorts of talk could be marked as a scientific deliberative method for hazard assessment and administration. Managers see the upside of a deliberative style of control and administration in a dynamic harmony amongst strategy and result. A strategy ought not to have needed over the result; result ought not to have needed over the system. An insightful blend of both can expand the required essentials of majority rule thought and its generous results to upgrade the authenticity of political choices. Bibliography Adi Alic , Emir Agic , Almir Pestek, 2013. Effects of Risk-Related Purchasing Factors on Private Label Quality Perceptions. In: i. S. R. ,. B. K. Bosnia and Herzegovina, ed. International Business and Management. s.l.:Emerald Group Publishing Limited, pp. 137 - 154. Elangovan, G. Sundararaj, S.R. Devadasan, P. Karuppuswamy, 2011. Development of futuristic supply chain risk management pilot strategies for achieving loss reduction in manufacturing organisations. World Journal of Entrepreneurship, Management and Sustainable Development, 6(2), pp. 39-51. Elliot Simangunsong, Linda C. Hendry, Mark Stevenson, 2016. Managing supply chain uncertainty with emerging ethical issues. International Journal of Operations Production Management, 36(10), pp. 1272-1307. Ettore Bolisani , Constantin Bratianu, 2017. Knowledge strategy planning: an integrated approach to manage uncertainty, turbulence, and dynamics. Journal of Knowledge Management, 12(2). Fabbri, E., 2016. Strategic planning and foresight: the case of Smart Specialisation Strategy in Tuscany. Foresight, 18(5), pp. 491-508. Jung Eun Lee , Leslie Stoel, 2014. High versus low online price discounts: effects on customers perception of risks. Journal of Product Brand Management, 23(6), pp. 401-412. Lawrence W. Judge, David Bellar, Jeffrey Petersen, Elizabeth Wanless, 2010. Perception of risk in track and field venue management: are hammer facilities overlooked?. Kybernetes, 39(5), pp. 786-799. Mysen, T., 2012. Sustainability as corporate mission and strategy. European Business Review, 24(6), pp. 496-509. Nicolas Kachaner , Kermit King , Sam Stewart, 2016. Four best practices for strategic planning. Strategy Leadership, 44(4), pp. 26-31. Ranjit Singh, Amalesh Bhowal, 2011. Development of marketing?driven measure of risk perception. The Journal of Risk Finance, 12(2), pp. 140-152. Rao Tummala, Tobias Schoenherr, 2011. Assessing and managing risks using the Supply Chain Risk Management Process (SCRMP). Supply Chain Management: An International Journal, 16(6), pp. 474-483. Ruben Bartelink , Rianne Appel-Meulenbroek , Pauline van den Berg , Ellen Gehner, 2015. Corporate real estate risks: A survey on risk perception amongst corporate real estate practitioners. Journal of Corporate Real Estate, 17(4), pp. 301-322. Stan?Maduka, E., 2010. The impact of risk management practice on the development of African businesses. World Journal of Entrepreneurship, Management and Sustainable Development, 6(3), pp. 213-219. Tingting Lin , Riitta Hekkala, 2016. Governance structures in IToutsourcing: a network perspective. Strategic Outsourcing: An International Journal, 9(1), pp. 38-59. Yang Liu , Charlene Xie , Shengxiang She, 2014. Perception of delayed environmental risks: beyond time discounting. Disaster Prevention and Management, 23(2), pp. 112-122. Zhongqi Jin, Jyoti Navare, 2011. Exploring the relationship between risk management and adoptive innovation: A case study approach. World Journal of Entrepreneurship, Management and Sustainable Development, 6(2), pp. 29-37.

Paper Essay Example

Paper Essay Integrating a Human Resource Information System: A Module with Case By James E. Bartlett, II, Ph. D. , and Michelle E. Bartlett, M. S. Edited by Myrna Gusdorf, MBA, SPHR Stra tegic HR Management instructor’s Manual Project Team Author: James E. Bartlett, II, Ph. D. , and Michelle E. Bartlett, M. S. SHRM project contributors: Bill Schaefer, SPHR Nancy A. Woolever, SPHR External contributor: Sharon H. Leonard Editor: Katya Scanlan, copy editor Design: Terry Biddle, graphic designer  © 2008 Society for Human Resource Management. James E. Bartlett, II, Ph. D. , and Michelle E. Bartlett, M. S. Note to HR faculty and instructors: SHRM cases and modules are intended for use in HR classrooms at universities. Teaching notes are included with each. While our current intent is to make the materials available without charge, we reserve the right to impose charges should we deem it necessary to support the program. However, currently, these resources are available free of charge to all. Please duplicate only the number of copies needed, one for each student in the class. INSTR UCTOR Name Title Office Hours Phone E-mail Instant Messenger Classroom OVER VIEW This module introduces HR students and professionals to human resource management systems (HRIS) and project management and demonstrates the integration of these areas. LEAR NING OBJECT IVES At the end of this module, students will be able to: Describe the historical d nn evelopment of HRIS. nn Describe project management concepts as related to an HRIS integration project. nn Apply project management techniques to an HRIS integration process. nnUnderstand the business decisions that can be used with HRIS. n Describe global issues such as laws and cultures that affect HRIS. nn Refine skills of analysis, synthesis and communication concerning issues and ideas related to HRIS systems integration and project management. MO DULE DURAT ION This module is designed to be taught over four 50-minute classes. It can be adjusted as needed for classes of a different duration. Syllabus  © 2008 Society for Huma n Resource Management. James E. Bartlett, II, Ph. D. , and Michelle E. Bartlett, M. S. 3 CO URSE EXPECTAT IONS Attendance and participation are essential to a successful learning experience. We will write a custom essay sample on Paper specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Paper specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Paper specifically for you FOR ONLY $16.38 $13.9/page Hire Writer You are expected to actively participate in all parts of this course. A classroom is an environment to discuss and present new and creative ideas. Please extend the classroom etiquette to our virtual online environment. All written assignments are expected to be in APA style unless otherwise noted by the instructor. Papers should be typed, double-spaced, using a 12-point font and one-inch margins. Make sure to place your last name, the name of the course and assignment name in the title when you submit your work. For information on APA style, please see: Publication Manual of the American Psychological Association (5th ed. . (2001). Washington, DC: American Psychological Association. ACA DEM IC INTE GRITY Place comments here that are appropriate to your institution. INTELLECT UAL PRO PERT Y All materials in this course are copyrighted, including the course web site, syllabus, assignments, handouts and examinations. Copying course materials without the permission of the professor is prohibited. SUGGESTE D REA DINGS FOR ST UDENTS Ball, K. S. (2001). The use of human resource information systems: A survey. Personnel Review, 30(6), 677-693. Bedell, M. D. , Floyd, B. D. , Nicols, K. M. , Ellis, R. (2007). Enterprise resource planning software in the human resource classroom. Journal of Management Education, 31(1), 43-63. Haines, V. Y. , Petit, A. (1997). Conditions for successful human resource information systems. Human Resource Management, 36(2), 261-275. Hendrickson, A. R. (2003). Human resource information systems: Backbone technology of contemporary human resources. Journal of Labor Research, 24(3), 381-394. Hosie, P. (1995). Promoting quality in higher education using human resource information systems. Quality Assurance in Education, 3(1), 30-45. Lengnick-Hall, M. L. , Moritz, S. 2003). The impact of e-HR on the human resource management function. Journal of Labor Research, 24(3), 365-379. 4  © 2008 Society for Human Resource Management. James E. Bartlett, II, Ph. D. , and Michelle E. Bartlett, M. S. Luthans, F. , Marsnik, P. A. , Luthans, K. W. (1997). A contingency matrix approach to IHRM. Human Resource Management, 36(2), 183-199. Mayfield, M. , Mayfield, J. , Lunce, S . (2003). Human resource information systems: A review and model development. Advances in Competitiveness Research, 11(1), 139-151. Panayotopoulou, L. , Vakola, M. , Galanaki, E. (2005). E-HR adoption and the role of HRM: Evidence from Greece. Personnel Review, 36(2), 277-294. Ruel, H. J. M. , Bondarouk, T. V. , Van der Velde, M. (2007). The contributions of e-HRM to HRM effectiveness: Results from a quantitative study in a Dutch ministry. Employee Relations, 29(3), 280-291. Stroh, L. K. , Caligiuri, P. M. (1998). Strategic human resources: A new source for competitive advantage in the global arena. The International Journal of Human Resource Management, 9(1), 1-13. Strohmeier, S. (2007). Research in e-HRM: Review and implications. Human Resource Management Review, 17, 19-37. Tansley, C. Newell, S. , Williams, H. (2001). Effecting HRM-style practices through an integrated human resource information system: An e-greenfield site? Personnel Review, 30(3), 351-370. Tansley, C. , Watson, T. (2000). Strategic exchange in the development of human resource information systems (HRIS). New Technology, Work and Employment, 15(2), 108-122. Teo, T. S. H. , Lim, G. S. , Fedri c, S. A. (2007). The adoption and diffusion of human resources information systems in Singapore. Asia Pacific Journal of Human Resources, 45(1), 44-62.  © 2008 Society for Human Resource Management. James E. Bartlett, II, Ph. D. , and Michelle E. Bartlett, M. S. 5 Class 1: Introduction to the class and overview of learning objectives. HRIS – Human Resource Information Systems 1. HRIS defined. 2. History of HRIS. 3. Who uses HRIS? How is it used? 4. Benefits of HRIS. 5. Terminology: a. HRIS. b. ERB. c. SAP. Class 2: Project Management 1. Project management: a. Definition. b. Characteristics. 2. Process of project management: 3. Linear process: a. Waterfall model. b. Examples. 4. Cyclical project management process: a. Preferred for software development. 5. DANS Software development method: a. Blend of linear and cyclical. . DANS process. 6. Project management tools: a. Charts: Gantt, PERT, Fishbone, Event Chain, Run Chart. Module Outline 6  © 2008 Society for Human Resource Management. James E. Bartlett, II, Ph. D. , and Michelle E. Bartlett, M. S. 7. Project Management Software: a. Desktop. b. Web-based. c. Open source. Class 3: Managing Projects and HRIS 1. Managing a project. 2. Project team me mbers and tasks: a. Project sponsor. b. Organizational management. c. Project manager. d. Team members. 3. Communication. 4. Project managers and leadership: a. Initiation. b. Project planning. c. Project execution. d. Project control. e. Closure and evaluation. 5. Issues of project management for integrating an HRIS. Class 4: HRIS Implementation 1. Uses of HRIS: a. Traditional/administrative. b. Analytical. c. HRIS in business decision-making. 2. Application of HRIS in HR functional areas: a. Strategic management. b. Workforce planning and employment. c. HR development. d. Total rewards. e. Employee and labor relations.  © 2008 Society for Human Resource Management. James E. Bartlett, II, Ph. D. , and Michelle E. Bartlett, M. S. 7 f. Risk management. 3. Legal issues: a. Employee information. b. Privacy. c. Security of data. 4. U. S. laws: a. Fair Credit Reporting Act (FCRA). b. Electronic Communications Privacy Act. c. Health Insurance Portability and Accountability Act (HIPAA). d. Sarbanes-Oxley Act. 5. Globalization: a. European Union Protection Directive. b. Canadian Privacy Laws. 6. Conflicts in globalization. 7. HR’s role in change management. Organizations in the Press (OIP) Discussion Board The discussion board is intended to promote student engagement, peer interaction and understanding of the materials. There is no prescribed length for postings; however, the quality of your thoughts is critical. It is expected that students will monitor and post on the board throughout the week. This is an ongoing, asynchronous conversation, not a one-time stating of your thoughts. Students offering substandard or limited responses will be prompted to offer additional thoughts or risk losing points. Students will enrich their understanding of organizations by frequently making connections between principles discussed in class and actual situations in the working environment. In addition to relating class issues to their own work situation, students can make connections by noting articles in the press about project management and HRIS issues. The instructor will assign one topic to each student, and the student will choose an article from the press relating to his or her assigned topic. Students should post the article for the entire class. The post should include a one-paragraph abstract of the article. In addition to the abstract, three discussion questions should be provided for class members to respond to generate discussion. Each student will be challenged to facilitate one online discussion on his or her assigned topic. Each class member must also participate in the online discussion every week. Consistent and substantial participation is expected (I expect more than just ‘good job,’ ‘nice post’ or ‘great 8  © 2008 Society for Human Resource Management. James E. Bartlett, II, Ph. D. , and Michelle E. Bartlett, M. S. points’). Discussions in the initial post can include, but are not limited to the following: Briefly state the key issues in the article. What additional information can you add? What connections can be made to the course information? What information is missing that would help better describe, explain or predict the situation? How can this relate to practice? HRIS Case Study/Case Analysis Cases are representations of reality that place the student in the role of a participant in the situation. Case analysis is a task common to many forms of professional education in which students are asked to examine life-like situations and suggest solutions to business dilemmas. Cases may include a problem, a set of events or a particular situation in which something is clearly wrong. In this HRIS case study, students are asked to identify the basic problem and support the diagnosis with material from the case and the course. Many cases have no clearly defined problem. In the analysis of such cases, the major task is explaining what is occurring and why. Students should read the case and answer the questions at the end. Answers should be between five and 10 pages. Papers should by typed, double-spaced, using a 12-point font and one-inch margins. Make sure you place your last name, the name of the course and assignment name in the title when you submit your work. Appropriately reference your paper in APA style. Evaluation Students will be evaluated on: Discussion boards. HRIS case analysis paper. Involvement (class and online). Notes to the Instructor Please note: A student workbook does not exist for this integrated learning module/case study. You may create a student workbook by extracting those items students will need in order to complete the case. Discussion Board Assignment. The discussion board assignment is designed to be an ongoing activity throughout the course. However, if you prefer not to use an online discussion board, the same assignment could be adapted to the classroom by requiring students to provide an article that addresses the same issues that would be identified on the discussion board. Students would then lead a short in-class discussion on the article. ote note NOTE NOTE  © 2008 Society for Human Resource Management. James E. Bartlett, II, Ph. D. , and Michelle E. Bartlett, M. S. 9 Some possible topics: Privacy Issues 1. What are U. S. organizations doing to ensure the security of employee information in HRIS data bases? 2. Further discussion of U. S. laws regarding the protection of employee data. 3. How do other countries regulate the protection of employee information? 4. Research privacy laws in other countries and discuss what organizations are doing internationally with regard to protection of employee data. Project Management . Find examples of project management systems used in organizations. Who uses what and why? 2. What factors would be involved in an organization’s choice of a project management system? HRIS 1. Research available HRIS and discuss advantages and disadvantages of the different systems. 2. How is HRIS different in small organizations from those used in large organizations? HRIS Case Study – This assignment is intended to be a written paper. As time allows, it would be helpful to use the case as a class discussion either before or after students turn in their written analysis. Possible Discussion Board Questions 1. What are your perceptions of an HRIS? In your own words, describe why an organization might want to implement an HRIS. The answer to this question will vary based on the type of organization and experiences of the students. Brainstorming is encouraged. This activity will give the instructor an idea of where the students stand in terms of knowledge and background. 2. List an HRIS you have heard about and describe the functions it offers. This question will generate a list of HRIS. Functions might include core administration, training and recruitment. 0  © 2008 Society for Human Resource Management. James E. Bartlett, II, Ph. D. , and Michelle E. Bartlett, M. S. 3. What can an HRIS do for an organization? Student responses to this question will vary but students should note the ways an HRIS system would affect HR. Students will most likely address administrative issues, training and recruitment. 4. List why your organization would want to use or does use an HRIS (if you have limited work experience, interview HR business professionals to help you). The answers to this question are integrated in the lecture topics. 5. What is the difference between a stand-alone and an enterprise resource planning (ERP) system? 6. Provide specific examples of HRIS systems and provide the details (costs, system requirements and web site resources, etc. ). What are the strengths? What are the weaknesses? Respond to other students’ posts. The answers to this question will be found from online research and will be based on the specific systems students find. This could range from SAP to open source systems. 7. What are the desired skills for a person to have in order to effectively lead the implementation of an HRIS? See lecture notes and have students provide information based on their knowledge. 8. As a group, decide which HRIS is a good choice for a large organization and which one is best for a small organization. Responses will range from a large system like SAP to a small, open source system. 9. What is the hardest for the HR professional to control: time, cost or scope? Time might be the hardest because payroll and administrative issues must occur in a timely manner. Other issues that affect time may include reporting to state and federal agencies.  © 2008 Society for Human Resource Management. James E. Bartlett, II, Ph. D. , and Michelle E. Bartlett, M. S. 11 10. What can the HR professional do to ensure success in time, cost and scope? Making sure they are involved in the decisions with their IT professionals to understand the context of decisions. 11. There are many project management tools. This discussion board will help you explore resources available to support a project manager. Provide an example of a project management tool and how it could be used. Provide one software resource and list the strengths and weaknesses. Answers are available from online research. 12. Create a list of critical risks and contingencies for an HRIS implementation. As a virtual team or individually, create an outline of how each phase of project management is affected. Risks are based on the phases. Each phase may generate different risks; however, you will notice that they typically relate to time, cost and scope. 12  © 2008 Society for Human Resource Management. James E. Bartlett, II, Ph. D. , and Michelle E. Bartlett, M. S. Learning Objectives By the end of this case, students will: Understand how time, cost and scope affect the p nn roject management of an HRIS integration. n Identify potential problems in a global integration of an HRIS. nn Identify cultural issues present in a global integration of an HRIS. nn Describe why evaluation is important and how it could be done when integrating an HRIS. nn Identify the skills needed by employees when participating in a global HRIS integration. nn Analyze the case and identify lessons learned from the global integrati on of an HRIS. Background A global energy company incorporated in the United States has approximately 54,000 employees in more than 180 countries. The U. S. based human resource information system (HRIS) currently houses approximately 20,000 employee records and tracks both bi-monthly and bi-weekly payrolls. The system also tracks employees who are represented by a variety of unions. The U. S. -based HRIS is owned and operated by the HR functional group but supported by a different HR group within the information technology (IT) department. The IT support group has approximately 140 employees and contractors. The HR IT support manager reports to the IT support manager with a dotted line to the global HR manager. There are plans to integrate the European division’s HRIS into the U. S. -based HRIS. The European division’s HRIS houses approximately 1,000 employee records and one union representing a small percentage of the 1,000 employees. The European HRIS is owned and supported by the HR group whose manager reports to the global HR manager. At the same time of the HRIS integration, a merger has caused changes to the existing U. S. -based HRIS. In addition, another part of the company is about to bring in 88 countries into the U. S. -based enterprise resource planning (ERP) system, including the HR portion. The integrations have different timelines for completion, and coordination is critical so that changes that affect each of the integrations do not create problems that affect the current production system. HRIS Case Study  © 2008 Society for Human Resource Management. James E. Bartlett, II, Ph. D. , and Michelle E. Bartlett, M. S. 13 Description of Project Team The HR department in London owns and supports the European HRIS for the portion of the company that will be integrated into the U. S. HRIS. Their current system lacks proper controls and received an unsatisfactory internal audit. It was determined that the system would require extensive changes and that it would be more cost effective to replace the system than to make the changes. The London-based HR office selected an HRIS implementation partner, Limited Experience, Inc. , to facilitate the integration. The firm has no knowledge of the U. S. -based system and has relatively little experience with integrating part of an HRIS into an already existing system. The London-based HR office has provided the project manager for the integration, Frankie. Frankie has knowledge of the European HRIS but no experience with IT projects and the current U. S. -based HRIS. Limited Experience, Inc. has provided a co-project manager, Pat. Pat has never led a project of this size nor does Pat have knowledge of the U. S. system or how current HR projects would affect their project. In the end, Frankie and Pat ended up being co-project managers, though Frankie was more of the lead. Lyn was also hired by the London office to be the technical team lead. Lyn has no experience as a technical team lead on an IT project that uses this HRIS software and does not know the culture of the London-based group or the U. S. -based group. Lyn comes from an organization where it is acceptable to yell at employees who do not meet expectations. This is not the culture for the HR organization in either London or the United States. Lyn also has no experience with the U. S. software or the U. S. technical team’s processes. A U. S. -based senior design analyst, Jamie, was added to the team on a consultation basis. Jamie travels between London and the United States, spending approximately 50 percent of the time in each location. Jamie has led similar projects, is familiar with other concurrent HR projects and is knowledgeable about the production support processes. Jamie has no knowledge of the London-based HRIS. Jamie’s responsibility is to inform the project and HR leadership of any design issues that may cause concerns with the current production system or the concurrent projects. The project team consists of people from various HR groups within Europe. None of these team members have previous HR IT project experience. There are also people from the project implementation partner company on the team. Challenges of Integration For one of the first steps of the project, the team documented the current HR processes and systems. As the team went through each process, the team member assigned to that particular area would describe and chart the current processes and the differences between the European and U. S. processes. After this documentation was completed, the project team invited subject matter experts (SMEs) to meetings lasting from half a day to three days to discuss the current processes and the effects of changing from the European processes to the U. S. processes. The U. S. senior 14  © 2008 Society for Human Resource Management. James E. Bartlett, II, Ph. D. and Michelle E. Bartlett, M. S. design analyst attended as many of these meetings as possible to ensure that the project team understood the current processes. However, the design analyst would often need to ask someone from the U. S. support team to clarify specific details. Because of the time difference between the London and U. S. teams, this often involved at least a one-day delay. When certain processes—such as reporting, payro ll and interfaces—were analyzed or discussed, the senior design analyst encouraged that these areas be reviewed. These areas were not reviewed in an appropriate manner because the project team manager (Frankie) and co-manager (Pat) were adamant that these areas didn’t need to be reviewed at the time. They said that reporting would be reviewed at each of the various SMEs meetings and that payroll was being outsourced and did not need to be reviewed at the project-team level. It was discovered much later in the project that reporting should have been analyzed earlier; much of the reporting is based on management needs and does not necessarily need to be created for a particular area. Also, many of the codes that were used for reporting were not appropriate or consistent. For example, the U. S. Equal Employment Opportunity report with the designation of African American was not relevant for European employees. Also, employees on family leave are designated as â€Å"on leave† for U. S. reporting, while European reporting requires they be designated as â€Å"active,† per HR Revenue and Customs (previously called the Inland Revenue Office). It was also later discovered that the payroll process should have been analyzed. Master data was collected in the HRIS, and certain fields had to be sent to an outsourced company. The data needed to be interfaced back to the financial system for reporting requirements. In addition, audit and control requirements necessitated that additional payroll data be interfaced back to the new integrated HRIS. Also, the confidentiality of the payroll data required that specific encryption software be used. The outsourced company had never used the encryption software used in the U. S. system. At the end of the project, the outsourced company realized it had to obtain the encryption software, train their technical team to use it and design a process that would meet the U. S. technical team’s standards. This required some project team members to travel to the United States to work with the U. S. network support team. As the project team progressed from documenting current processes and the effect of using U. S. processes, a methodology was created to determine what new coding would be acceptable for the global integration. If the project team leaders, the senior design analyst (with agreement from concurrent project team leaders) and the HR production support manager agreed on the new process, the coding or technical decision was implemented. If there was no consensus, project team leaders and the senior design analyst would present options to the global HR manager and the HR IT support manager. The issues were often technical and complex. The project team would schedule meetings at times when the senior design analyst was unable to attend and then present the issue in a way that their preferred outcome would  © 2008 Society for Human Resource Management. James E. Bartlett, II, Ph. D. , and Michelle E. Bartlett, M. S. 15 be approved. In many cases, the decisions turned out to be unworkable and were reversed, causing additional delays. One of the most difficult decisions during the integration was determining if a change was a legal requirement. SMEs would often say that the current process was required by law, but when they were asked to provide the actual law, it turned out that it was not a legal requirement but a preferred solution by current managers or employees. Some U. S. processes also thought to be legal requirements turned out not to be the case. When the online interface for the HRIS was being designed, various issues arose. One issue was language. At the start of the project, it was thought that language would not be an issue because both groups spoke and wrote English. However, the spelling of many words was different, such as â€Å"center† or â€Å"centre† and sometimes different terms were used for the same meaning. It was decided to use U. S. English, a decision that was not popular with the project team. Another challenge of the online interface for the HRIS was to decide which data could be changed online by employees. When a U. S. employee wanted to change an address, he or she could not change that information online because it may involve benefits changes. For example, if an employee moved from California to Texas, her current health care provider may not be available in Texas, requiring the employee to coordinate the address change with a medical plan choice. In addition, some address changes needed to allow for a new home address for tax purposes (versus a work address for a tax location) in the system. For example, if an Atlanta, Georgia, employee moved to Aiken, South Carolina, so that his home address was in South Carolina and his work address was in Georgia, this tax combination may not be in the system, requiring a system change that would need to be created, tested and moved to production before the address change could be made. In Europe, however, address changes did not affect benefits or tax data. As the project team moved to the coding and testing phases of the project, it became apparent that having only one U. S. representative on the team was not sufficient. Many decisions required involving multiple members of the current production support team. After various members met together, one person or a few people created the changes in the test system and tested the procedure. It would often take many tries before a successful test. By the end of the project, most of the London team spent two to four weeks in the United States to resolve issues that couldn’t be resolved with team members â€Å"across the pond. † When the system went live, the current U. S. production support team sent a team to London to help resolve issues that arose during the first two weeks of implementation. They had not met the entire project team or most of the SMEs located in London. During the time they spent in London, members of the U. S. production support team tried to quickly resolve production issues from the implementation, worked with new people and adjusted to the time difference. They also had to coordinate times to meet with their U. S. -based counterparts. Because of the time difference, these meetings often occurred during the U. S. -based team’s off hours. 16  © 2008 Society for Human Resource Management. James E. Bartlett, II, Ph. D. , and Michelle E. Bartlett, M. S. What hours support would be available and who would provide what level of support was a lively discussion. In the first couple of weeks after going live, the U. S. support teams had representatives in Europe and were able to provide support during their work day. Once that time had passed, adequate support had to be provided for a much longer time than had previously been required. Conclusions The project was about three months late, over budget, and many items had to be fixed when the system went live. Despite this, the London-based team had a party to celebrate their success, which included a dinner at an expensive restaurant and a limo ride home if necessary. They also received a handsome bonus. The U. S. team members and the global HR manager were not invited to the celebration or given bonuses. After the senior design analyst found out about the celebration, a U. S. celebration (consisting of a lunch) was held and a similar bonus awarded. The London project managers were invited but were unable to travel at the time. The hot topic at the celebration lunch was how future project teams should be formed when other HR areas wanted to integrate their current system. The length of the answers to the questions should be between 5-10 pages. Please use the instruction from the syllabus for style and format. If time allows, have students discuss these questions in small groups prior to the writing assignment. Questions What are the major issues presented that affected t 1. he time, cost and scope of the project? 2. What are the minor problems presented that affected the integration? 3. What are the cultural issues that are interwoven in this project that affected HR or IT? 4. What type of evaluation/closure would help in this project? 5. Who should be involved in future global integration projects? What skills should team members have and how should they be selected? 6. If you were to create some of your own â€Å"lessons learned,† what might they be and how would they affect future projects?  © 2008 Society for Human Resource Management. James E. Bartlett, II, Ph. D. , and Michelle E. Bartlett, M. S. 17 Ambler, S. W. (2008). A manager’s introduction to the rational unified process (RUP). Retrieved from www. ambysoft. om/onlineWritings. html. Arnold, J. T. (June 2007). Moving to a New HRIS. HRMagazine, 52, 6, 125-132. Baars, W. (July 2006). Project Management Handbook: Version 1. 1. DANS – Data Archiving and Netwo Paper Essay Example Paper Essay Crystal Diaz ENC1102 16 October 2012 Tue 9:50am â€Å"Any man can be a father, but it takes a special person to be a dad. † There are some people who do not have the opportunity to have a father in their life. Someone they can call dad. Like the men in the work’s â€Å"Daddy† Sylvia Plath and â€Å"My Papa’s Waltz† by Theodore Roethke. A similarity of the works is that that the fathers were admired by their children. In contrast, In â€Å"Daddy† the fathers was abusive and in â€Å"My Papa’s Waltz† the father wasn’t abusive towards the son. The poem â€Å"My Papa’s Waltz† by Theodore Roethke the speaker is rejoicing on a childhood experience with his father. The father and son are actually waltzing around the house; having fun with one another and enjoying each other’s company. The poem shows a positive relationship with the father and son. In â€Å"Daddy† By Sylvia Plath the young girl is expressing her love hate relationship with her deceased father. The father is abusive towards the narrator in the poem never really paid any attention to her. The young girl shows hate towards her father because she never has the chance to get to know her father because he died when she was seven years old. The poem â€Å"My Papa’s Waltz by Theodore Roethke has similarities with â€Å"Daddy† because both the children in the poem show the admiration for their fathers. For example; In line 15, â€Å"still clinging to your shirt. † (Roethke, Line 15), In My Papa’s Waltz the boy doesn’t want to stop playing with his father. He enjoys the father’s company and playfulness. In Daddy the young girl admires her dad because she still talks about him, â€Å"I made a model of you. †(Plath, line 63). She married a man just like he father. She was looking for a father figure and trying to look up to that man. We will write a custom essay sample on Paper specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Paper specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Paper specifically for you FOR ONLY $16.38 $13.9/page Hire Writer In Contrast, the difference between â€Å"My Papa’s Waltz† and â€Å"Daddy† is the positive and negative memory of the fathers. The imagery and language, the symbolism, and tone in the poem gave the impression of love between a father and son. â€Å"We romped until the pans slid from the kitchen shelf. † The poem shows the father and son’s playful act while dancing. The difference in â€Å"Daddy† is the girl shows hate towards her father and it’s not a very pleasant memory of him. She even states that she had to kill him but in a figurative way. She describes that her father wasn’t always around and that she might as while have been a Jew. â€Å"I began to talk like a Jew. I think I may well be a Jew. †(Plath, lines 33-34). In conclusion, anyone can have a father but not many can say they have a good father. Both poems had their similarities such as they loved their fathers. The differences between the poems were the positive or negative memory they had of their fathers. The relationship that the boy had in â€Å"My Papa’s Waltz† was a fun and loving memory. Unfortunately, the girl in â€Å"Daddy† did not have such lucky and has emotional issues towards her father.