Effects of Globalization in the UAE

Red Fox Facts

Red Fox Facts The red fox (Vulpes vulpes) is well-known for its luxurious fur coat and playful antics. Foxes are canids, so they are related to dogs, wolves, and coyotes. However, adaptation to a nocturnal life has given the red fox some feline traits, as well. Fast Facts: Red Fox Scientific Name: Vulpes vulpesCommon Name: Red foxBasic Animal Group: MammalSize: 56-78 inchesWeight: 9-12 poundsLifespan: 5 yearsDiet: OmnivoreHabitat: Northern Hemisphere and AustraliaPopulation: MillionsConservation Status: Least Concern Description Despite their common name, not all red foxes are red. The red foxs three main color morphs are red, silver/black, and cross. A red fox has rusty fur with darker legs, white belly, and sometimes a white-tipped tail. Males (called dogs) and females (called vixens) exhibit slight sexual dimorphism. Vixens are slightly smaller than dogs, with smaller skulls and larger canine teeth. On average, a male measures 54 to 78 inches and weighs 10 to 12 pounds, while a female ranges from 56 to 74 inches in length and weighs 9 to 10 pounds. The red fox has an elongated body and a tail that is over half its body length. The fox has pointed ears, long canine teeth, and eyes with vertical slits and a nictitating membrane (like a cat). There are five digits on each of the front paws and four on the hind paws. The foxs skeleton is similar to a dogs, but the fox is more lightly built, with a pointed muzzle and slender canine teeth. Habitat and Distribution The red fox ranges across the Northern Hemisphere into Central America, North Africa, and Asia. It does not live in Iceland, in some deserts, or in the extreme polar regions of the Arctic and Siberia. The red fox was introduced to Australia in the 1830s. The species is banned from New Zealand under the Hazardous Substances and New Organisms Act of 1996. Where the soil permits, foxes dig burrows, where they live and bear their young. They also take abandoned burrows made by other animals or sometimes share with them. For example, foxes and badgers will live together in a form of mutualism where the fox provides scraps of food brought back to the den while the badger keeps the area clean. Red fox distribution. Zoologist, Wikimedia Commons Diet The red fox is omnivorous. Its preferred prey includes rodents, rabbits, and birds, but it will take small ungulates, such as lambs. It also eats fish, insects, lizards, amphibians, small invertebrates, fruit, and vegetables. Urban red foxes readily accept pet food. Foxes are preyed upon by humans, large owls, eagles, lynxes, caracals, leopards, cougars, bobcats, wolves, and sometimes other foxes. Usually, the red fox coexists with domestic cats, hyenas, jackals, and coyotes. Behavior Foxes are highly vocal animals. Adults make 12 vocal sounds over five octaves. Red foxes also communicate using scent, marking territory and even empty food caches with urine or feces. Foxes mainly hunt before dawn and after dusk. Their eyes have a tapetum lucidum to aid with vision in dim light, plus they have an acute sense of hearing. The red fox pounces on prey from above, using its tail as a rudder. The tail, also known as a brush, covers the fox and helps it stay warm in cold weather. Reproduction and Offspring For most of the year, red foxes are solitary and live in the open. However, in the winter, they court, mate, and seek dens. Vixens reach sexual maturity as early as 9 or 10 months, so they may bear a litter at one year of age. Males mature later. After mating, the gestation period lasts approximately 52 days. The vixen (female fox) gives birth to around four to six kits, though the number of young can be as high as 13. The fluffy brown or gray kits are born blind, deaf, and without teeth. At birth, they only weigh 2 to 4 ounces with 5 to 6 inch bodies and 3 inch tails. Newborn kits cannot regulate their temperature, so their mother remains with them while the male fox or another vixen brings food. The kits are born with blue eyes that change to amber after about two weeks. Kits start to leave the den around 3 to 4 weeks of age and are weaned at 6 to 7 weeks. Their coat color begins changing at 3 weeks of age, with guard hairs appearing after 2 months. While red foxes may live 15 years in captivity, they usually survive 3 to 5 years in the wild. Fox kits are fluffy and grayish brown. Maxime Riendeau / Getty Images Conservation Status The IUCN classifies the conservation status of the red fox as least concern. The species population remains stable, even though the fox is hunted for sport and fur and killed as a pest or rabies carrier. Red Foxes and Humans The stability of the red fox population is tied to the foxs adaptation to human encroachment. Foxes successfully colonize suburban and urban areas. They scavenge refuse and accept food left for them by people, but often stray to rural areas to hunt. Generally, red foxes make poor pets because they are destructive to homes and mark areas with scent. However, they can form strong bonds with people, cats, and dogs, especially if domestication starts before the fox reaches 10 weeks of age. In some places it is legal to keep a red fox as a pet. All images taken by Keven Law of London, England. / Getty Images Russian geneticist Dmitry Belyayev selectively bred silver morph red foxes to develop a true domesticated fox. Over time, these foxes developed physical attributes of dogs, including curled tails and floppy ears. While fox hunting for sport has decreased over time, the animal remains important for the fur trade. Foxes are also killed because they harbor communicable diseases such as rabies and because they prey on domestic and wild animals. Foxes, like wolves, may continue to kill prey beyond what they need to eat. Sources Harris, Stephen. Urban Foxes. 18 Anley Road, London W14 OBY: Whittet Books Ltd. 1986. ISBN 978-0905483474.Hoffmann, M. and C. Sillero-Zubiri.  Vulpes vulpes.  The IUCN Red List of Threatened Species.  2016: e.T23062A46190249.  2016. doi:10.2305/IUCN.UK.2016-1.RLTS.T23062A46190249.enHunter, L. Carnivores of the World. Princeton University Press. p. 106. 2011. SBN 978-0-691-15227-1.Iossa, Graziella; et al. Body mass, territory size, and life-history tactics in a socially monogamous canid, the red fox Vulpes vulpes. Journal of Mammalogy. 89 (6): 1481–1490. 2008. doi:10.1644/07-mamm-a-405.1Nowak, Ronald M. Walkers Mammals of the World. 2. JHU Press. p. 636. 1999. ISBN 978-0-8018-5789-8.

Standards as Reform Paper Essay Example | Topics and Well Written Essays - 500 words

Standards as Reform Paper - Essay Example The need to reform education was mainly instigated due to the rapidly falling levels of academic achievement. However, the field of education was education was undoubtedly more effective prior to the implementation of standards. It is true that many people educated up to the eighth standard in many school districts had a better education than those who have graduated from high school in recent years. Many of the nation’s great thinkers such as Abraham Lincoln, Newton have not received any formal education but have made the biggest inventions ever. Earlier the education system was based the theory that some students are smarter than the other and assessment was done on the basis of comparative analysis of one student to another. The main aim of this system was to present the knowledge and skills of the older generation to the new generation. In this system, the content subject matter used to vary with different group of students.

Puzzles Essay Example | Topics and Well Written Essays - 500 words

Puzzles - Essay Example elieved that Pythagoras used anagrams to determine philosophical meanings, while Plato believed that anagrams revealed divinity and destiny (Anagrams FAQ). The Romans believed that anagrams actually had mystical and prophetic meanings (Wikipedia). In spite of their popularity in ancient times, anagrams seemed to disappear until the middle ages when Jewish mystics called Cabbalists believed that reciting letters from the Hebrew alphabet in various orders could work miracles and create humans from dust (Sydney Morning Herald). In 17th Century France, Louis the XIII appointed a Royal Anagrammist to whom he paid a reportedly exorbitant salary. By 1988, the first stand-alone anagram generating software was produced underscoring a fascination with this puzzle form that has existed for several thousand years. (Sydney Morning Herald). Throughout history, anagrams have gone in and out of popularity, and they have been used in several applications in addition to providing entertainment for puzzle solvers. Authors have used anagrams of their own names to create pseudonyms for their writing. Writers have also been known to use anagrams of actual people as the names of unpleasant characters. In addition to literature, anagrams have appeared in song lyrics. Jim Morrison used an anagram of his own name, â€Å"Mr. Mojo Risin† in the song â€Å"L.A. Woman.† Other songwriters have used anagrams for titles of songs of for band names. Galileo and other scientists used anagrams to protect their discoveries from being claimed by others. Cryptic crossword puzzles use anagrams as clues to add another dimension to crossword puzzles. (Wikipedia). Before the advent of computers, anagrams were created using pen and paper or letter tiles. Individual words have been anagrammed as well as entire sentences. With the creation of computer programs for anagramming, not only are there more possibilities for the numbers and kinds of anagrams that can be created, but also the games that can be played

The ultimate guide to a woman’s heart Essay Example for Free

The ultimate guide to a woman’s heart Essay Dear Dr. Cortez: I had read your book, The Ultimate Guide to a Woman’s Heart and have found it to be quite helpful. As an example of the â€Å"typical male† mentioned in your book, I had been insensitive to the feelings of the women who I have had relationships with and I now realize the error of my ways. I applaud you gratefully for the tremendous insights that your book has shared with me and with all your male readers who are clueless about how to treat women properly. I currently am happily in a relationship with a woman that I can aptly refer to as â€Å"the one† described in your book. I am very concerned about this current relationship and I would like to ask you some questions in reference to your book in order to help me secure a lasting bond with my Maria: 1.)  Ã‚  Ã‚   When you mentioned â€Å"patience† on page 54, did you mean the â€Å"just† kind or the â€Å"unconditional†? 2.)  Ã‚  Ã‚   As pertains to your guidelines on page 28, did you mean to say that flowers and chocolates were both necessary, or would just one or the other do? 3.)  Ã‚  Ã‚   May I have a better idea of what you meant by â€Å"frequent† on page 59? Would thrice a week do? 4.)  Ã‚  Ã‚   I am usually quite busy because of work, would you suggest that I use strategy 3 or 5 on chapter 3? 5.)  Ã‚  Ã‚   Just in case a â€Å"fatal disaster† like the one described in chapter 6 page 89 occurs, is there really no chance to overcome it? I truly hope that you could help me with these questions. You have made an avid reader in me and I will watch out eagerly for your succeeding works. I have included a self-addressed stamped envelope for you to return the answers to me.   If you prefer, you can fax me at 304-411-0807; e-mail me at [emailprotected]; or call me at 304-411-0809. Your answers will be of tremendous help in keeping the woman of my dreams happy. Sincerely,Joshua Gardens.

Technology in the film Tron Essay -- Film Movie Tron Technology Essays

Technology in the film Tron Introduction The purpose of my project is to discover how technology is represented within the film Tron. To answer this research question, I viewed and analyzed the movie and incorporated information from the text and various websites. While studying this film, I took into consideration factors such as images and language used, how technology is related to society, and what symbols the creator used to convey certain qualities of technology. In this research paper, I will begin by explaining the significance of this project and my areas of research. I will then relay the focus of my investigation, the methods I employed to gain my research, analyze the film, and discuss the implications of my analysis. I will conclude with a summary of the main points. Rationale and focus A film such as Tron, with a plot that centers on science and technology, is an important artifact to study because it demonstrates our capabilities and understandings of technology in 1982, when the film was released. It also illuminates societal views of technology in the 1980s, and possible debates over proper uses of technology. It serves as an example of the manner in which technology was communicated to the public at that particular time. In my Rhetoric and Public Life class I learned that artifacts such as Tron are part of our social construction of reality. I have learned that popular culture and the film influence each other. I now have an overall understanding of how technology was represented in the movie. I first prepared for this project by researching the movie on the Internet. I found that Tron has several websites dedicated to it, one of which is maintained by a fan named Guy Gordon. From this si... ... symbols the creator used to convey certain qualities of technology, I discovered that technology is represented in this movie as a threat to society. By incorporating course concepts, I realize that people often have this reaction when encountering a new medium. I have also learned that there are many benefits, as well as drawbacks to this medium, but it is neither the destroyer of civilization nor the savior of impending doom. It is important to understand how it fits into our lives. References Adams, Tyrone and Clark, Norman, (2001). The Internet: Effective Online Communication. Harcourt College Publishers. Gordon, Guy, (2002). The Tron Page. Retrieved February 20, 2002 from the World Wide Web: www.Tron-movie.com. Mcoran-Campbell, Adrian, Tron. The Unorthodox Reel. Retrieved March 26, 2002 from the World Wide Web: http://www.un-reel.co.uk/Tron.htm.

Management Challenges in the 21st Century Essay

Introduction The traditional management education and training relies heavily on left-brain thinking, deductive reasoning and analytical thinking. The managers of the future require a different set of skills based on the functioning of the right-brain like holistic or systems thinking, intuitive problem-solving and value-driven decision-making. While state parastatals could benefit from a number of these corporate lessons, readers should be clear about the many ways in which government agencies differ from corporate entities. In the corporate world, a single metric – profits – surpasses all others in importance. By contrast, a government organization must achieve success across a wide spectrum of activities. There is no equivalent to the simplifying discipline of a corporate balance sheet. Corporations must adapt or risk bankruptcy, and publicly held companies are accountable to shareholders who scrutinize their performance and profitability each quarter. These factors present strong incentives for corporations to invest in and drive change. The government organisations, in contrast, adapts only because of the will of its leaders and staff. If it dawdles, it does not come under threat of bankruptcy or risk the ire of shareholders. However, the consequences of strategic failure at the parastatals can be far greater than that of a corporation. The Evolutionary Context The best minds in management were thoughtful and precise in identifying the management challenges of the 21st century. However there is nothing entirely new in the list of challenges. Most of them are part of the new and emerging paradigm in management, discussed and debated in the growing management literature on this subject. However what is lacking in the discussion is a clear and precise understanding of the change or evolutionary transition which humanity as a whole is going through. In other words, first we have to understand and identify clearly the evolutionary challenges facing future humanity as a whole and based on this understanding, we have to figure out what will be its implications for business and management. As the intuitive and evolutionary thinkers like Sri Aurobindo and Teil-hard-de-Chardin have pointed out, the main evolutionary challenge facing humanity is the growth of consciousness from the rational, divisive and analytical consciousness of the mind towards th e unitive, holistic and intuitive consciousness of the Sprit. The ultimate goal of this evolution is towards the creation or establishment of a Global Consciousness, wherein humanity discovers its inner spiritual unity. Sri Aurobindo called this higher consciousness as the â€Å"Gnostic† or â€Å"supramental† consciousness and Teil-hard-de-Chardin named it as the â€Å"Omega Point† beyond the rational mind. This is the deeper and inner significance of the present trends towards globalisation, which is moving towards, not exactly a global society or a global government, but a global consciousness. The path to this global consciousness is through a system of values, education and culture which leads to a moral, psychological and spiritual development of the individual and collectivity. When this global consciousness expresses itself in the outer life it will lead to a global civilization, governed and united by the principle of a free, rich, harmonious and mutually complementing diversity. This is the inner imperative of the future evolution of mankind. In the external world, the main thrust of the evolutionary drive of Nature seems to be towards greater distributive justice which means greater diffusion of knowledge, power, wealth and culture into the masses, especially those who are suppressed or exploited in the previous cycles of evolution. This evolutionary thrust is expressing itself in the emerging society through the following movements: 1. Increasing empowerment and participation of woman, with more and more woman entering into the professional world and raising to leadership position. 2. Greater empowerment and participation of those workers in the lower levels of the corporate hierarchy. 3. Thrust towards inclusive growth, economic upliftment of the poorer section of the society, people participation in development, and a greater focus on minorities. The Integral View These are the inner and outer evolutionary imperatives of the future. Those individuals or groups organisations, communities or nations who are able to successfully achieve or implement this evolutionary transition will gain evolutionary advantage over others and will be the leaders of the future. What are the implications of this future evolutionary imperative for business and management? First, in the domain of vision, mission and values organizations have to discover a higher purpose which can inspire and trigger this higher evolution within the organisation. Second, in the domain of Human Resources Development, there must be a greater attention to the development of the moral, aesthetic, intuitive and spiritual faculties and potentialities of employees which will lead to their higher evolution. Third, in the domain of Organisational Development, creating a corporate environment and culture which felicitates this higher evolution among employees and also helps them to express this inner and higher growth in the outer life. In this task, building consciously an organizational community governed by the values of French revolution: liberty, equality and fraternity, will be a great help. This means reinventing the values of democracy at the organizational level. In this task, the corporate world can perhaps do a better job than the political world because of two reasons: first, in our modern age the world of business is much more dynamic, efficient and innovative, with a much greater capacity for organisation and execution than the world of politics; second it is easier to implement or organise the triple values in the smaller space of an organization than on the larger scale in a nation. However, the key to a practical synthesis of the triple value lies in the third, Fraternity or more specifically an inner fraternity in the mind, heart and soul of people or in other words, unity of consciousness. Fourth, in the domain of corporate social responsibility, there must be a greater integration of the corporation with the community, which means a more creative deployment of the expertise and resources of the corporation for the development of the surrounding community as a whole. Fifth, in the domain of sustainability a more integral attunement of the corporate life with the laws and way of Nature in the physical as well as psychological and spiritual dimensions Challenges of Management in the 21st Century Corporate executives emphasize the need for a clear, shared vision; a strong organizational culture; ways of doing business that leverage the size and reach of the company; and an institutionalized process that ensures the alignment of the corporation’s vision and its widely dispersed activities. Hierarchical, highly centralized, command-and control models no longer work for most global organizations. Such models reduce speed and agility, hinder innovation and prevent valuable collaboration. Yet, many companies take advantage of their large size, scope and reach. i) Enterprise Mobility Since the inception of Apple’s App Store in 2008, the concept of enterprise mobility has evolved from a nice-to-have novelty into an essential part of doing business. Increasingly, organizations in a broad cross section of markets – financial services, pharmaceuticals and life sciences, consumer products, education, automotive, and manufacturing among them – are seeing the value of mobilizing enterprise information and making it available to customers, employees, and partners. These organizations are making smart phones and tablet devices an important part of their sales, marketing, operations, and human resource strategies by developing customer – facing mobile applications that drive revenue growth, build customer loyalty, and strengthen brand awareness. They’re also creating internally focused applications that aim to improve employee and partner efficiency, communication, and productivity. These initiatives have taken many different forms and met with varying degrees of success, but they illustrate that organizations are taking enterprise mobility seriously. With application downloads expected to top 44 billion by 20161, they’re wise to do so. Enterprises are also leveraging mobility to improve internal operations, strengthen partner ties, and boost employee productivity. Driven by explosive growth in smart phone and tablet sales, enterprise mobility has become an essential part of business. Organizations across industries are developing internal- and external-facing mobile applications that drive revenue, build brand loyalty, strengthen communication with partners, and enhance employee productivity. Companies that have aggressively embraced enterprise mobility are seeing an impressive return on their investment. The rapid and ongoing rollout of new smart phone and tablet devices is driving new customers into the market, but also forces developers to build mobil e applications for multiple platforms and device types. Keeping pace in this market requires an agile, flexible, and iterative approach to application development. In-house development is a complex, expensive, and time consuming process that requires coding in multiple languages, extensive testing on different platforms, and dedicated resources for ongoing updates and maintenance. Mobile web isn’t a viable option for addressing these challenges: security is weak, user interface suboptimal, and functionality limited. ii) Individual and Leadership Challenges Globalisation, the war for talent, digital communications, societal changes, the changing shape of organisations, and the aspirations of the next generation are all challenging 21st Century leaders in new ways. The quest for more sustainable and ethical organisations prompted by the business scandals of the nineties and the growing realisation that we cannot continue to raid our world’s natural resources without considering its future sustainability are also putting extraordinary pressures on today’s leaders to perform against a range of criteria which go far beyond those of successful business performance. Measuring leadership success must increasingly now include questions of the longer term common good: socially, ethically and globally, at the same time as responding to the pace of change in a world where today’s ideas might already be doomed to obsolescence. It is no longer enough to stimulate followers through heroic gestures and charisma alone. 21st Century visionary leaders focus on growing deep organisational engagement amongst their followers, and on generating a shared and common understanding of a dynamic and evolving vision for the future. Visioning today is no longer the static or solitary activity it once was. No longer is it the sole prerogative of the top team. Looking beyond the organisation’s immediate environment into the world to help people to imagine the future, and then converting this image into an exciting destination means developing a climate in which ideas are shared and co-created. It means using all available antennae and tapping into all available networks to continually create new knowledge inside the organisation. This knowledge includes understanding trends and shifts in society, technology, markets and people, looking for tipping points and spotting them early, assessing the speed and destination of these changes, and then of course interpreting these to determine how they will affect the organisation and its purpose over time. Visioning alone though, is not enough. Authenticity is another concept long debated by philosophers and psychologists amongst others, but one that is relatively new to the mainstream study of leadership, although interest in it is growing fast. To be truly authentic, however, also requires a deep understanding how our identity has been shaped by the societal norms around us, a rejection of the pressures to behave as others want us to, and a refusal to display feelings we do not really feel. Fortunately our appetite for filling our workplaces with cultish rituals to be followed blindly and evangelistically is now virtually. Achieving authenticity in a world where our identities are created for us by a mass market media and the immediacy of the internet is not easy. It requires courage, self knowledge, compassion and strong personal conviction. Those who work towards this goal, however, confirm that they find themselves happier in their working relationships, more successful as leaders, and more able to engage and inspire their followers. For the 21st Century leader this is felt to be one of the most challenging but also one of the most important qualities a leader can aspire to. Perhaps one of the most marked shifts in thinking about leadership for the 21st Century is the renewed emphasis we are now placing on mentoring and team development, as well as on growing the next generation of leaders. Many 21st Century leaders aim to try to spend more time with their teams to understand their aspirations and to identify the areas in which they need intervention, mentoring and direction. Others see their leadership roles as being about unlocking the potential of their followers, and helping them deliver without micromanaging. iii) Change Management Organizational change normally involves some threat, real or perceived, of personal loss for those involved. This threat may vary from job security to simply the disruption of an established routine. Furthermore, there may be tradeoffs between the long and short run. As an individual, I may clearly perceive that a particular proposed change is, in the long run, in my own best interests, and I may be very interested in seeing it happen, yet I may have short-run concerns that lead me to oppose particular aspects of the change or even the entire change project. The rate of change is escalating in virtually all organizations. The pressure is intense on anybody connected with the business world to focus time and attention on understanding the forces driving the changing environment and develop or implement the information systems needed to support the altered environment. One of the most difficult problems organizations face is dealing with change. In today’s rapidly changing, high ly competitive environment, the ability to change rapidly, efficiently, and almost continually will distinguish the winners from the losers. Many organizations will disappear because they find themselves unable to adapt. Furthermore, many of the pressures for change in organizations are independent of technologic change. This means that informaticians working for change are doing so in organizations which are already highly stressed by other pressures. Major organizational changes typically involve many different types and levels of personal loss for the people in the organization. For example, change always requires the effort to learn the new, which is a loss in terms of time and energy that could have been used elsewhere. Although some may welcome the learning opportunity, many of us don’t want to invest that time and energy unless we are dissatisfied with the current arrangements or see powerful advantages to the proposed change. Upgrading to new software is a common example, in which the future benefits may not be seen as sufficient to outweigh the short-term investment required to learn the new programs. Second, people want to feel good about themselves. Ideally, people are able to take pride in their work, feel responsible for a job well done, feel they are part of a high-quality enterprise, and feel that their time has some significance. In many work situations, the work itself and the organizational culture make it difficult for people to feel good about themselves. In these poorer situations, people usually invent strategies to help them feel better about themselves, and these strategies involve getting some sense of control, belongingness, and significance out of their work. Sometimes this involves opposition to management, on the assumption that management is always up to no good. More commonly, the worker-management relationships are not completely alienated. Still, the workers’ strategies for achieving â€Å"good† feelings are unknown to or quite misunderstood by management. Therefore, change initiatives, unknowingly and unintentionally, threaten to cause the workers serious personal loss. Not surprisingly, the workers resist and do all they can to sabotage such change initiatives. Third, change initiatives often require large losses for middle managers. Generally, people perceive that information systems increase the ability of top executives to know more about what is going on and to exert more direct control. This means a serious loss of personal and organizational significance for the middle manager. Sometimes middle managers fight this loss. Any significant organizational change involves changing habits, which is, changing the way we actually do our work. This usually involves changes in the way we interact, both with people and our tools. New systems require us to learn a new set of behaviours. Resistance to change is an ongoing problem. At both the individual and the organizational levels, resistance to change impairs concerted efforts to improve performance. Many corporate change efforts have been initiated at tremendous cost only to be halted by resistance among the organization’s employees. Organizations as a whole also manifest behaviour similar to that of individuals when faced with the need to change. The relationship between individual and organizational resistance to change is important. An organization is a complex system of relationships between people, leaders, technologies, and work processes. From this interaction emerge organizational behaviour, culture, and performance. These emergent properties and behaviours are tightly linked in two directions to the lower-level interactions. Organizational resistance to change is an emergent property, and individual resistance to change can give rise to organizational resistance. A self-reinforcing loop of increasing resistance can develop as individuals create a environment in which resistance to change is the norm. That environment in turn encourages increased resistance to change among individual employees. The self-reinforcing nature of this loop can be tremendously powerful, defeating repeated attempts to break out of it. iv) Manpower Management Parallel with the changes in the global arena, the qualifications of the workforce has been changed. The changes of the workforce required a shift from traditional personnel management to human resource management. With the evolution of HRM, this field has gained a more strategic perspective in practice. Human resources have started to be seen as an inimitable and most valuable factor for organizations to gain competitive advantage. With this perspective, HRM departments has gained more importance and become strategic players in the organization. Today, the new HRM requires being strategic partner in the organization by aligning all the HR functions with the mission, vision and strategies of the organization. Considering this, it is possible to say that high quality workforce can create this advantage. The change that has most impacted organizations in the past decade has been the increasing realization that human resources of an organization are the primary source of competitive advantage. It is now accepted that high qualified employees in the organization and the way how they are managed is very important to gain competitive advantage. HRM must change as the business environment and the world in which it operates changes. Parallel to these changes in technology, globalization and dynamics of labour market, the way to manage human resources has changed. HRM managers have moved from handling simple personnel issues to making a strategic contribution to the future directions and development of the organization. With the evolution of HRM function from traditional to strategic, its roles and importance has gained more attention. The HR function and its process now have become more strategic and HR managers have been a part of the top management team. This strategic approach to HRM has led this function to be involved in strategic planning and decision making processes by coordinating all human functions for employees. Aligning the strategies of the organization with the HR functions has become the essential part of gaining competitive advantage. The role of the HR for the 21st century is named as strategically reactive in business strategy implementation through supporting the long term strategies with the necessary employee qualifications and developing the cultural and technical capabilities required for the strategies of the organization. The need for managing the employees strategically in the 21st century also requires the management and the organization structure to be more flexible. The work system has started to change with autonomous work groups with high qualified workforces, outsourcing some of the operational HR functions, downsizing, delayering, employee participation to the decision systems, high wages for the high qualified human resources, virtual and network organizations. 21st century HR requires factors like; increased centrality of people to organizational success, focus on whole systems and integrated solutions, strategic alignment and impact, capacity for change. These factors are described below briefly: * Increased Centrality of People to Organizational Success: Undoubtedly the most powerful force affecting the evolution of HRM is the increased centrality of people to organizational success. The emergence of resource based views of organizations has placed increasing importance on intellectual and social capital. * Focus on Whole Systems and Integrated Solutions: It is clear that HRM has become increasingly systematic during their evolutions. With the strategic proactive role of HRM, the challenge for HRM is to continue to develop innovative systems by focusing on the integrated functions and systems of organization. * Strategic Alignment and Impact: 21st century HR has become more integrated by its measurement efforts and it is expected that the importance of these efforts will increase in the coming years. This is all being driven by increased pressure to work on issues that are most important to the business and to provide organizational leaders with understandable information that helps them to make better and more strategic decisions about the workforce. Ultimately, it is essential to work together to enhance HR’s capacity to contribute to organizational and financial performance. * Capacity for Change: Today’s organizations must thrive in complex and unpredictable environments and must be extremely agile. This demands the development and implementation of structures and processes that facilitate incremental change. The new human resources management for the 21st century should play a strategic role by contributing the strategy formulation process and being a strategic partner during the implementation of these strategies. The HR practices should be designed consistent with the strategies of the organization taking into consideration the essential HR needs. In parallel with these, organizations can be able to be more flexible, flat and agile in rder to struggle with the changes in the competitive environment by gaining competitive advantage with their HR assets. HR professionals need to lead flatter organizations by encouraging individuals to exercise more initiative, autonomy and accountability by providing tools and techniques that improve their effectiveness and by enabling the acquisition of critical competencies through continuous learning opportunities (Schoonover, 2010).