Time Is Wealth Essay Example for Free

Time Is Wealth Essay Life is all about managing time and dare for venture. This universe is nothing just a main manesfactation of routine and a splendid example of time management. It is said, â€Å"Coming and going is a part of man dunce life but if time lapse it will never ever come again†. â€Å"Time and tide wait for nothing†. Islam also makes it compulsory for it as five prayers at fix time. It is a factor to be looked upon in order to complete shoulder to shoulder with world. As the famous saying is, â€Å"today and not tomorrow† and â€Å"don’t put it till tomorrow that you can do today†. Procrastination and indolence are vices that must be killed at their birth. Life an undoing current the time of life is flowing out. All the time is valuable but there are certain precious moments to be looked upon. A lost moment is lost for good. Hence, the need of making the best use of every minute that is flowing out in eternity. As William Shakespeare said, â€Å"time is health as well there is a proper period of life when health has to be cared for so as to prevent its lost in future. This time is youth. From the beginning to the end of education every effort is made to impress upon us the supreme value of time. it is said,’time and tide wait for nothing†. It is true to some extent as if it is lapsed, one can’t find it anymore. Life on earth is depend out, both for existence and development on proper utilization of certain processions and quantities whether it is inherited from ancestors or given by nature. One of these is time by which is meant the total spam of our life. In day to day existence we are left about 8 to 10 hours of time after accommodating certain demands of our nature such as eating and sleeping. Thus calculated a span of life covering on an average a length of 60 years is reduced to not more than 20 years, if the years of childhood are not taken into account because we are not aware of doing my thing. These 20 years should be used properly. It is said, â€Å"Time is wealth, it is true for great extend for the money we earn is after all the return we receive for use of our time that we make our income therefore, varies according as our time is used or misused†. â€Å"Those who manage time succeed in every walk of life†.

The Internet: Fad or Fortune? :: Computers Technology Web Essays

The Internet: Fad or Fortune? Many people have rushed to Internet much like the gold diggers rushed to California in search for the illusive gold that laid hidden in the hills somewhere. People have come to view the Internet almost as a money tree where all they need to do is put up their business site and within weeks they will be making hundreds of thousands of dollars. Nothing could be further from the truth. Much like the siren’s songs in sailors’ legends, consultants, venture capitalists, and others have painted a picture of how the Internet was going to change the world and make everyone who was a part of it rich. A few success stories were all that it took for everyone to jump in and take their stab at it. Now that many dot-coms have crashed and the dust is starting to settle a bit we can take a better look at what has gone wrong with this overly simple and optimistic paradigm. The Internet is an amazing and powerful business tool if it is used in a way that will help an existing or new business become more profitable than it would be without it. There are four basic things that a company or person must keep in mind when trying to take their organization or idea online. These considerations are to 1) know exactly what you want out of your website, 2) know how this website connects to every other part of your business (internal environment), 3) know how this website meets your customers / suppliers needs (external environment), and 4) know when to say â€Å"when.† This list is not meant to be an exhaustive list or a complete set of criteria by which to judge a company’s integration into the World Wide Web. Rather it is a list that is meant to invoke some careful reflection on the part of the business owners or managers before jumping into the shark tank because every body else is. Each of the four considerations will be discussed below. Know what you need first Far to many people jump into the Internet game not really knowing what it is they are after or what they are going to accomplish (aside from some pipe dream to be the next internet millionaire) with their Internet presence.

Porter Analysis IKEA

In United States as in Sweden, we can observe there are some companies operating in the furniture industry and there are many on the market retailers like Home Depot, Wal-Mart, Costco, Euromarket, etc†¦ The import of products from China for all these companies allows them to sell at low cost. These elements therefore tell us that the furniture industry is very competitive. There is an analysis of the rivalry of IKEA in this sector: IKEA works in a highly competitive industry highlighted by other low priced furniture producers like Galiform (England), Wal-Mart (USA), Euromarket (USA), Argos (England), and others. IKEA has wisely attempted to compete by entering the markets that typically pose the largest competition, such as China and Japan » (Caplan, 2006). IKEA reach a wider market to increase his customers and his market share. The company is, in the world, the leader in the industry of discounted furniture. For the customers, IKEA is the most in delivering the complete pack age, there are equivalent to those of furniture IKEA but value for money, IKEA is leader. The trust in customers about product quality, the global brand name and the design very popular design has given IKEA a competitive edge.To conclude, IKEA diversify this products with the food, textile and mobile industry so we can add Sainsbury’s, Tesco, Asda for UK food or Virgin, Vodafone and O2 for mobile to the list of IKEA’s competitors. Threat of New Entrants: Capital requirements – The need to invest large financial resources make it difficult for a competitor to enter a new market, because they have to commit money up front with no guarantee of returns in the end. This positively affects IKEA, in a short term because any new entrants will have to invest a large amount of capital in order to compete with them.IKEA has already a vast supply chain and its brand is already unique and known in a large scale and a new entrant in the furniture market would need a very lar ge amount of money to establish its brand and practice low prices as IKEA do. Supply-side economies of scale – â€Å"Economies of scale are factors that cause the average cost of producing something to fall as the volume of its output increases†(The economist). IKEA is positively affected by supply side economies of scale, because it is large enough for it. They make economies of scale as they use better technology and they also have a very large supply chain.Due to this, when new competitors enter this market, they will have a higher cost of production, because they have smaller economies of scale. Demand side benefits of scale – â€Å"Network effects arise in industries where a buyer’s willingness to pay for a company’s product increases with the number of other buyers who also patronize the company†(Harvard Business Review). This is a good point to IKEA as it has a large number of customers than the new entrants. The customers would prefe r to buy IKEA products than the products of the new entrant.Incumbency advantages independent of size – IKEA has an advantage because they have an established brand, this is a strong competitive advantage in a short term compared to new competitors. In this case entry barriers in the furniture market are high; this is an advantage to IKEA. On the other hand, IKEA stores are not present in many small towns; this is an opportunity for the new competitors to move into small and midsized cities where there are smaller stores and less selection. Even though it is not easy because new entrants would have to provide a large supply chain.Threat of Substitute: The threat of having substitutes in the home furnishings industry seems very low as there is no specific product, which can substitute the furniture. If we look at the definition of â€Å"substitute† proposed by Jean-Marc LEHU, we can say that in the industry of furniture manufacture, probability of substitutes is almost impossible. Possible threat of trend changes exists, i. e. there is growing orientation towards greater manufacture of furniture made from other materials than wood, that is, various metals, plastics and glass.However, despite the reduction of wood in furniture manufacture in the past years, wood is expected to stay one of the most important raw materials for furniture manufacture, because of its advantages when compared with other materials. As the market is becoming more environment concerned many firms are giving slogan to go green. But the basic functional demand has remained the same. So it is safe to say that there are no threats of substitutes. Buyer power: When we speak about buyers who are concentrated, we understood that there are few buyers and many sellers.In the home furnishing industry, there are indeed many sellers, of different sort, like furniture retailer, department store or big brand too. But in the same time, the number of all consumers is not comparable. Nowada ys, each person in the world needs home furnishing, never mind the country or the social status. So we cannot say that buyers are concentrated in the home furnishing industry. When the home furnishing industry concerns individuals, they don’t buy large volume except for special occasions. Home furnishing concerns purchase of something reflective or rather useful.We cannot buy home furnishing the same way as we buy food. Conversely, companies can buy easier large volume than individuals, but they don’t represent the bulk of buyers. As mention previously, there are many home furnishing stores around the world in order to satisfy or attract more and more consumers. These numerous competitors are in different sectors in office their size. Each company have to make their different with their price, products and service as add value, to response buyer’s needs. The most of the companies in the home furnishing industry try to make the difference in having low price to l ure buyers.For consumer, when a product, that he wants, it’s too expensive or not at his taste, it’s really easy for him to go to other stores. And buyers know that there are numerous alternatives sellers that give them power. Switching costs means that if a consumer compares the similar product from one seller to another seller, there is not a high difference of price. Indeed, in home furnishing industry, we cannot that the entire price are practically in the same price. We can remark too that the most of the products are similar that means they’re â€Å"standardised†.We can take the example of a whisk in five different stores (four presents in Ireland and one in France) Stores Price IKEA 6â‚ ¬50 Debenhams 5â‚ ¬ Mark & Spenser 7â‚ ¬50 Woodie’s DIY 5â‚ ¬ Alinà ©a 5â‚ ¬90 That chart show that all of the stores have practically the same price for exactly the same product. So we can say that buyers have a high power of negotiation with the several alternative sellers, the low switching costs and with the products that are standardised. Supplier Power: The supplier power in the home furnishings industry is quite low for numerous reasons.According to a French documentary, the number of supplier all over the world is huge. Most of these suppliers are located in the developed countries (Japan, Australia, Europe, Canada†¦). Each company has its own supplier. The suppliers have no influence because they can be substituted. (Gà ©rard Poitou-Weber, 2007). Yet, the customers in this industry are fragmented. The companies of this industry are implanted worldwide; every country has at least 5 companies of home furnishings that informed us how this market is developed.It appears that the suppliers of every home furnishings store are neither powerful nor famous. Each company is provided by different suppliers. The biggest companies have at least 500 suppliers from 20 or 30 countries (El pais, 2006). Based on this inform ation, we can suppose that it could be difficult for a supplier to become a key competitor. Of course, they still can integrate the market, but it’ll on a small scale. Suppliers have not that much power because they depend a lot on the companies they provide.It’s the companies from home furnishings industry which decide who will be their suppliers and they have a lot a choices. Most of the suppliers would go bankrupt without IKEA, M&S or Alinea. Big companies nearly impose the price of the items they want to buy from the suppliers (Alexandre DEBOUTE, Le Figaro, 2010). To conclude, the example of IKEA’s suppliers can illustrate the lack of power for the suppliers. The Franchisor IKEA Website provides us a large amount of figures that can show the low power of their suppliers.Ikea owns 338 stores but have about 1300 suppliers from 53 different countries. None of them can seriously think about integrate the market and try to compete with IKEA. IKEA also owns manufa cturing company like SwedwoodManufacturer. So it is evident that IKEA can threats the suppliers to enter into their business. In a nutshell, the supplier power in the home furnishings industry can be defined as quite low because of the numbers of suppliers, the numbers of home furnishings companies and the status of the biggest companies.

Sexual Harassment Workplace - Free Essay Example

Sample details Pages: 11 Words: 3205 Downloads: 5 Date added: 2017/06/26 Category Statistics Essay Tags: Sexual Harassment Essay Did you like this example? Sexual Harassment in the Workplace Introduction Don’t waste time! Our writers will create an original "Sexual Harassment Workplace" essay for you Create order Equal Employment Opportunity Commission (EEOC) was established in 1975 and since this time sexual harassment has been one of its major issues that arise in the workplace on a day to day basis. Sexual harassment can be defined as unwanted sexual attention that would be offensive to a reasonable person and that negatively affects the work or school environment (Brandenburg 1997, p.1). The key word in this definition is unwanted. The EEOC has used its influence under the Sex Discrimination Act to support claims of sexual harassment at employment tribunals. It has also initiated investigation on organizations that had an excessive number of sexual harassment complaints. The guidelines by the EEOC about sexual harassment are defined as unwelcome advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature in the working environment. (Bohlander Snell pg112) There are two types of sexual harassment quid pro quo harassment and hostile environment, in which the EEOC recognizes that, will elaborate on. We will also investigate the liability that is held by employers if sexual harassment is not recognized and how employers can prevent from being liable. We will also discuss how failure to adopt a pro-active and aggressive stance on this issue can result in costly lawsuits, and also be a loss of employee morale, decline in productivity, and an erosion of a companys public image. Review of Literature A Legal and Psychological Framework focuses on variety of points concerning sexual harassment. First of all, in the order for companies to act wisely they need to understand the whole issue of sexual harassment. They should consider the disturbing statistics behind an often hidden problem, the legal grounds available to victims, the current trends in the law, and the ways that companies can protect themselves. The Civil Rights Act of 1964 is an act that should be studied and acknowledged by all companies. It has made it illegal to discriminate on the basis of race, color, religion, age, national origin and sex. (Bladley Fishkin, 1998, p. 207). This gave birth to Title VII of the Act, which states that when a complaint is made, employers are obligated to investigate and take necessary corrective measures. In 1986, the Supreme Court held that employers can reduce the danger of being held liable for sexual harassment by establishing procedures calculated to encourage victims of harassment to come forward. Since then, almost 75 percent of companies with more than one hundred employees have adopted anti-sexual harassment policies. Most of those policies look very much like the Sample Antiharassment Policy reproduced in Barbara Lindemann and David Kadues Sexual Harassment in Employment Law, which first appeared in 1992. (Rosen, 1998, p. 25-35) If you are in management, now is the time to refine your sexual harassment policy so that it is in the spirit of your organizations values rather than written to the letter of the law, writes Rita Risser in a report in 1996 by Fair Measures Management Law Consulting Group. Your policy should go beyond [what the law forbids]. If you set your standards too low, one mistake by one supervisor could make you the next landmark case. Also, the EEOC accepts claims for conduct that clearly is not illegal. Since its costly to respond to such claims, its in an organizations best interest to minimize them. (Rosen, 1998, p. 25-35) Sexual harassment is embodied in two different forms and companies should be aware of them. The first type is Quid pro quo is a Latin term, which means this for that. It occurs when an individuals submission to or rejection of sexual advances or conduct of a sexual nature is used as the basis for employment decisions affecting the individual or the individuals submission to such conduct is made a term or condition of employment. It is sufficient to show a threat of economic loss to prove quid pro quo sexual harassment. A single sexual advance may constitute harassment if it is linked to the granting or denial of employment benefits. Courts have held employers strictly liable for quid pro quo sexual harassment initiated by supervisory employees. A subordinate who submits and then changes his or her mind can still bring quid pro quo harassment charges against the alleged perpetrator. For example, a supervisor promotes a female employee only after she agrees to an after-work-date, the c onduct is clearly illegal (Bohlander Snell, 2007, p 112). Hostile Environment is the second form of sexual harassment. This occurs when unwelcome sexual conduct unreasonably interferes with an individuals job performance or creates a hostile, intimidating or offensive work environment even though the harassment may not result in tangible or economic job consequences, that is, the person may not lose pay or a get a promotion. Employers, supervisors, coworkers, customers, or clients can create a hostile work environment. A hostile work environment might include, repeated requests for sexual favors, demeaning sexual inquiries and vulgarities, offensive language, other verbal or physical conduct of sexual or degrading nature, sexually offensive, explicit or sexist signs, cartoons, calendars, literature or photographs displayed in plain view, and offensive and vulgar graffiti. SEXUAL HARASSMENT INTERVENTIONS Sexual harassment has an effect on people of all races, ages, and regardless of sex. Title VII of the Civil Rights Act of 1964 prohibits sexual harassment and still today many organizations have failed to successfully implement adequate policies and procedures to address sexual harassment issues. According to the U. S. Equal Employment Commission, their agency received an increased number of filed grievances from 10,532 in 1993 to over 15,000 in 1998 (Ganzel 1998). U. S. Supreme Court rulings on cases such as Faragher vs. City of Boca Raton and Burlington Industries vs. Ellerth attempts to decrease the number of sexual harassment grievances filed with the EEOC and the court rulings are requiring employees to work in conjunction with their employer to resolve sexual harassment issues with the EEOC. This requirement places the responsibility on the employer to employ guidelines for preventing sexual harassment and it also places responsibility on the employee to follow the guidelines s et forth by the employer. In turn, the rulings are serving as a motivator to employers so that their action will be in compliance with federal laws. COMPANY POLICY It is important for companies to maintain effective compliance with the rulings of the Supreme Court. It is a requirement of all federally-funded organizations, as well as, schools to establish sexual harassment policies in writing, distributing the policies to employees, and to enforce the policies (Barrier 1998). Effective organizational policies on sexual harassment mush clearly identify (Ganzel 1998): 1)The behaviors constituting the harassment along with the companys intolerance of these behaviors 2)Channels employees must follow to report sexual harassment complaints to their supervisors or designated company representative 3)Strategies the company will follow in investigating and resolving a complaint to include confidentiality practices 4)Warnings that violation of the policy will result in punishments that could include dismissal Assurance that retaliation will not be allowed Good sexual harassment policies echo partnership among company executives, supervisors and employees, and among administrators, teachers and students. Sexual harassment is a demonstration of deeply held beliefs, attitudes, feelings, and cultural norms (Brandenburg 1997). It shows the abuse of power, a gender-power discrepancy, and sometimes power-related vengeance. Marjorie Fink, a national sexual harassment prevention trainer, attributes climate as a major element to guide prevention efforts (Trainer: Stop Bullying 1999). The climate in business and schools is unique. In some organizational climates, verbal teasing, dirty jokes, and sexual pictures may be the central behavior that mirrors sexual harassment; in other instances, improper touching, stalking, or shoving may be the behavior that reflects sexual harassment. As all members of a work organization or school become involved in establishing policy, these related issues can be more effectively addressed and behaviors pursued. GRIEVANCE PROCEDURES Companies and schools are finding internal grievances to be an effective tool to handle sexual harassment claims. Internal grievance procedures may save time, minimize emotional and financial expense, and be more sensitive to all involved parties (Brandenburg 1997, p. 53). In order to be effective, grievance procedures must include clearly defined informal and formal steps for employees to follow when submitting claims. Informal claims should specify how the harassed party should proceed with seeking advice or counsel about a proper response to the offending behavior. Also, informal claims should explain the process of mediation, negotiation, and problem solving that may be used to resolve the issue. In formal claim procedures, grievances are required to be submitted via writing and must present all related facts to the incident who, what, where, when, the scope of the incident, and the names of the individuals involved in the claim. Employees should submit sexual harassment claims immediately after the incident. It is also important for organizations and schools to specify the procedures that are required of employees or students to follow. Grievance procedures should also identify the party or parties to whom grievances must be submitted. According to the grievance officer model, all complaints are processed through a designated supervisor or officer; in the grievance board or committee model, grievances are submitted to a group (Brandenburg 1997). An advantage of the grievance officer model is that it includes one entry point for complaint submission. An advantage of this model is that is may require the harassed employee to deal with someone with whom he or she may feel uncomfortable with discussion the issue. The grievance board or committee model places the problem in the hands of many and has the disadvantage of requiring greater communication and coordination between committee members and the harassed employee which in turn makes the issue more difficult to remain confidential. SEXUAL HARASSMENT PREVENTION TRAINING All employees (supervisors down to line workers, administrators to custodial staff) must have clear and acquired knowledge of the companys policy and grievance procedures. In order to prevent or decrease sexual harassment allegations, it is imperative for organizations and schools to provide access to training for all employees and document their sexual harassment training participation and completion of the training program. It is important that the employees are made aware that although Supreme Courts rulings held companies liable for harassment by supervisors even when management was unaware of the incidents in which a harassed employee did not follow the companys reporting procedures or did not participate in company-sponsored sexual harassment prevention training (Protecting Employees 1988). Effective training should include training on Title VII of the Civil Rights Act of 1964 which prohibits sexual harassment, identify the required actions that may be categorized as sexual harassment, and describe the companys policy and its grievance procedures. Therefore, training provided should serve as a tool to enhance awareness of sexual harassment and present strategies for intervention. Effective training programs provide: 1)Good teaching and learning practices if training is descriptive, intensive, relevant, and positive 2)Involvement of all members of a company or school 3)Interactive problem-based learning experiences 4)Present information from a positive viewpoint, encourage healthy behavior rather than forbidding poor behavior 5)Teach intervention skills (Berkowitz, 1998) Help learners to recognize sexual harassment by providing them with appropriate and relevant definitions and examples of sexual harassment Help learners to interpret which behaviors indicate harassment Encourage participants to share their experiences and their tolerance for certain behaviors as a means of demonstrate their common ground Encourage participants to feel responsible for dealing with the problem Teach intervention skills and provide opportunities to practice them. Use role play scenarios to assist participants find comfortable and appropriate ways to express their discomfort with anothers behavior Assist participants to be free of retaliation. Explore participants fears about retaliation and provide examples of how interventions will be supported. Department of Defense 1995 Sexual Harassment Study In 1994, the DoD implemented 3 types of surveys regarding sexual harassment. The first survey (Form A) was a replica of a 1988 DoD. Disadvantages of the1988 survey was it did not provide opportunities for those responding to the survey to report certain types of behavior related to sexual harassment, the survey limited reporting of sexual harassment claims to occurrences at work, and it did not include items that measured various areas of importance such as how much training was being provided; how effective was the training; what were the opinions of the responders regarding the complaint process. Therefore, two surveys were compiled in which Form A provided comparative data and Form B permitted collection of important information that broadened the DoDs knowledge of sexual harassment in the active-duty member services in 1995. The main purpose of conducting the Form A survey was to compare sexual harassment incident rates between 1988 and 1995. Form B (the second survey), provided an expanded list of potential harassment behaviors of those survey participants, provided respondents to report sexual harassment experiences that took place outside normal duty hours and on/off a military installation, and the measures of service members perceptions of the complaint process and training. For research purposes, the third survey (Form C) was conducted with a small sample of active-duty members. The results from this survey were not calculated. Over 90,000 active-duty military personnel received one of the three surveys between February 15, 1995 and September 18, 1995. Approximately 30,000 members received Form A, 13,600 actually completed the survey resulting in a response rate of 46 percent. Form B was mailed to about 50,000 members with a completion number of 28,300 resulting in a 58 percent response rate. Form C was mailed to approximately 9,500 members and 5,300 surveys were completed with a 56 percent response rate. Major Finding 1: How much sexual harassment is occurring? How do 1995 results compare to those obtained in 1988? (Form A) Major Finding 2: Form B consisted of 25 items. Once the data was collected, it was analyzed and reported into five broad categories. This survey doubled the possible categories of reporting and broadened the circumstances under which harassment could be reported (off-duty hours, off-based). This survey concluded that 78 percent of women and 38 percent of men indicated that they had experienced one or more of the behaviors listed in the survey within the previous 12 months. Major Finding 3: Did service members consider the experiences they reported to be sexual harassment? Many of the service members did not consider the experiences they reported to be sexual harassment. Although 78 percent of the women and 38 percent of men checked one or more items, only 52 percent of women and 9 percent of men indicated that they considered experiences they checked on the survey to be sexual harassment. Major Finding 4: Comparison of surveys and results Based on the information collected from the three surveys, evidence shows that sexual harassment within active-duty military services has declined. Between 1988 and 1995, the percentage of women reporting incidents declined 9 percent while the percentage of men declined 3 percent. Method In our method we decided to have several different people complete an anonymous questionnaire that held a position at United Parcel Service. The questionnaires were handed during the employees lunch break and returned to us at the end of the work day. A large amount of sexual harassment is not reported due to embarrassment or being fearful of termination. Date of Birth Employer Name Have you ever sued anyone before for any reason? Yes No If Yes, Who have you sued? If Yes, Why were you suing them? What is your job title? When did you start working for your employer? Are you still employed there? Yes No If not, were you fired? Yes No If you were fired, when were you fired? What has happened that makes you believe you have experienced sexual harassment? What has been said to you? What is the job title of the person in relation to you that has said or done these things? Have you been touched physically in any part of your body, either with or without your consent? Yes No If you consented to being touched, or involved sexually, did you feel this was important to your job to do so? Yes No Have you reported this behavior to anyone at all? Yes No If so, to whom? Have you reported this behavior to anyone in management? Yes No If so, to whom? When? Was the report verbally or in writing? Verbal Written What was managements response? When did the acts that you believe were harassment take place? Have you had any emotional or psychological consequences from the sexual harassment in the workplace? Yes No Have you shared these experiences with a support group, a doctor, a minister, a spouse, or any other person? Yes No If so, with whom did you share? Have you had any physical illness or results from the sexual harassment? For example, breaking out in hives; insomnia (inability to sleep); nausea or vomiting; pregnancy resulting; headaches (migraine), anxiety attacks, shingles. Yes No If Yes, Why were you suing them? RESULTS Equal Employment Opportunity Data Posted Pursuant to the No Fear Act Equal Employment Opportunity Data Posted Pursuant to Title III of the Notification and Federal Employee Antidiscrimination and Retaliation Act of 2002 (No FEAR Act), Pub. L. 107-174 *Unable to reconstruct data from FY 2002 through FY 2003 CONCLUSION We have determined that sexual Harassment is definitely not about sex, instead it is about power. This type of harassment is disrespectful and has no justification for the actions that are presented. Companies need to understand the sexual harassment and its severity that can be caused. All companies should have guidelines into place in order to protect themselves. One of the best tools is training on this behavior in order to prevent the action before it takes place. Companies can begin by describing the forms of sexual harassment, which are quid pro quo and hostile environment. Quid pro quo harassment occurs when submission to or rejection of sexual conduct is used as a basis for employment decisions and hostile environment can occur when unwelcome sexual conduct has the purpose or effect of reasonably interfering with job performance or creating an intimidating, hostile, or offensive working environment. Although, these two forms have different definitions their base point still r emains the same unwanted behavior. Intervention is one of the major sources that companies can use in order to save themselves time as well as money on lawsuits. In addition, it can save the employee of any embarrassment they may feel. Sexual harassment continues to go till this day, but we must intervene the first time that it occurs. Allowing this type of behavior to continue is the mistake that is made so often. REFERENCES Berkowitz, A. D. How We Can Prevent Sexual Harassment and Sexual Assault. Educators Guide to Controlling Sexual Harassment 6, no. 1 (October 1998). Bohlander Snell. Sexual Harassment. Nations Business 86, no. 12 (December 1998): Bradley, David Fishkin, Shelley Fisher. (1998). The Encyclopedia of Civil Rights In America. New York: M.E. Sharpe, Inc., p. 207. Brandenburg, J. B. Confronting Sexual Harassment. New York: Teachers College, Columbia University, 1997. Ganzel, R. What Sexual-Harassment Training Really Prevents. Training 35, no. 10 (October 1998). Protecting Employees-and Your Business. Nations Business 86, no. 12 (December 1998). Roberts, Barry S. Mann, Richard A. (2000, June 19). Sexual Harassment In The Workplace: A Primer. Retrieved July 2, 2005 from the World Wide Web: https://www.uakron.edu/lawrev/robert1.html Trainer: Stop Bullying and Teasing in K-6 to Prevent Sexual Harassment Now, Later. Educators Guide to Controlling Sexual Harassment: Monthly Bulletin 6, no. 4 (January 1999):