Go fish. (do not enter)

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------------------------------------------------------

Microsoft Windows 8 Second Edition

README for MS-DOS Config.sys Commands

April 1

Help with essay on Go fish. (do not enter)

------------------------------------------------------

(c) Copyright Microsoft Corporation, 1

This document provides complementary or late-breaking

information to supplement the Microsoft Windows 8

Second Edition documentation.

------------------------

How to Use This Document

------------------------

To view Config.txt on-screen in Notepad, maximize

the Notepad window.

To print Config.txt, open the file in Notepad or

another word processor, then on the File menu, click Print.

In syntax lines, lowercase text signifies replaceable

parameters and uppercase text must be typed as it appears.

NOTE The Msdosdrv.txt file contains more Help for

MS-DOS commands. Also you can type the name of the

command at the command prompt, followed by a slash

and question mark (/?). For example CHKDSK /?

If you have the Windows 8 Second Edition CD, you can

get additional help on MS-DOS commands, including

syntax and examples. You can load the MS-DOS 6 help

file by browsing the oolsoldmsdos menu, and then

clicking Help.com.

--------

CONTENTS

--------

ACCDATE

BREAK

BUFFERS/BUFFERSHIGH

DEVICE

DEVICEHIGH

DOS

DRIVPARM

FCBS/FCBSHIGH

FILES/FILESHIGH

INSTALL/INSTALLHIGH

LASTDRIVE/LASTDRIVEHIGH

NUMLOCK

REM

SET

SHELL

STACKS/STACKSHIGH

SWITCHES

-------------------------------

ACCDATE

=======

For each hard disk, this command specifies

whether to record the date that files are

last accessed. Last access dates are turned

off for all drives when your computer is

started in safe mode, and are not maintained

on floppy disks by default.

Syntax

ACCDATE=drive1+|- [drive+|-]...

Parameters

drive1, drive ...

Specifies the drive letter.

+|-

Specify a plus sign (+) to indicate that

the last access date should be maintained

for files on the drive. Specify a minus

sign (-) to indicate that the last access

date should not be maintained for files.

BREAK

=====

This command sets or clears extended CTRL+C

checking. You can use this command at the

command prompt or in your CONFIG.SYS file.

You can press CTRL+C to stop a program or an

activity, such as file sorting. Typically, MS-DOS

checks for CTRL+C only while it reads from the

keyboard or writes to the screen or a printer. If

you set BREAK to ON, you extend CTRL+C checking to

other functions, such as disk read and write

operations.

Syntax

BREAK [ON|OFF]

To display the current BREAK setting at the command

prompt, use the following syntax

BREAK

In your CONFIG.SYS file, use the following syntax

BREAK=ON|OFF

Parameter

ON|OFF

Turns extended CTRL+C checking on or off.

BUFFERS/BUFFERSHIGH

===================

This command allocates memory for a specified number

of disk buffers when your system starts. Use the

BUFFERSHIGH command to load the buffers in the upper

memory area. You can use these commands only in your

Config.sys file.

Syntax

BUFFERS=n[,m]

BUFFERSHIGH=n[,m]

Parameters

n

Specifies the number of disk buffers. The value of

n must be in the range 1 through .

m

Specifies the number of buffers in the secondary

buffer cache. The value of m must be in the range

0 through 8. The default is 0 (no secondary cache

buffers).

If you specify an invalid value for n or m, BUFFERS uses

the default settings.

DEVICE

======

This command loads into memory the device driver you

specify. You can use this command only in your Config.sys

file.

Syntax

DEVICE=[drive][path]filename [dd-parameters]

Parameters

[drive][path]filename

Specifies the location and name of the device driver

you want to load.

[dd-parameters]

Specifies any command-line information required by

the device driver.

DEVICEHIGH

==========

This command loads the device driver you specify into

the upper memory area. Loading a device driver into the

upper memory area frees more bytes of conventional memory

for other programs. If upper memory is not available,

the DEVICEHIGH command functions just like the DEVICE

command.

You can use this command only in your Config.sys file.

Syntax

DEVICEHIGH [drive][path]filename [dd-parameters]

To specify the region(s) of memory into which to

load the device driver, use the following syntax

DEVICEHIGH [[/Lregion1[,minsize1][;region[,minsize] [/S]]=

[drive][path]filename [dd-parameters]

Parameters

[drive][path]filename

Specifies the location and name of the device

driver you want to load into the upper memory area.

dd-parameters

Specifies any command-line information required by

the device driver.

Switches

/Lregion1[,minsize1][;region[,minsize]...

Specifies one or more regions of memory into which

the device driver is loaded. By default, MS-DOS loads

the driver into the largest free upper memory block

(UMB) and makes all other UMBs available for the drivers

use. You can use the /L switch to load the device driver

into a specific region of memory or to specify which

region(s) the driver can use.

To load the driver into the largest block in a

specific region of upper memory, specify the region

number after the /L switch. For example, to load the

driver into the largest free block in region 4, you

would type /L4. To list the free areas of memory,

type MEM /F at the command prompt.

When loaded with the /L switch, a device driver

can use only the specified memory region. Some

device drivers use more than one area of memory;

for those drivers, you can specify more than one

region. To find out how a particular device driver

uses memory, issue the MEM /M command and specify

the device-driver name as an argument. To specify

two or more regions, separate the block numbers

with a semicolon (;). For example, to use blocks

and , you would type /L;.

Typically, MS-DOS loads a driver into a UMB in

the specified region only if that region contains

a UMB larger than the drivers load size (usually

equal to the size of the executable program file).

If the driver requires more memory while running

than it does when loaded, you can use the minsize

parameter to ensure that the driver will not be

loaded into a UMB that is too small for it. If you

specify a value for minsize, MS-DOS loads the driver

into that region only if it contains a UMB that is

larger than both the drivers load size and the

minsize value.

/S

Shrinks the UMB to its minimum size while the

driver is loading. Using this switch makes the

most efficient use of memory. This switch is

generally used only by the MemMaker program

in MS-DOS 6.x, which can analyze a device

drivers memory use to determine whether the /S

switch can safely be used when loading that driver.

This switch is used only in conjunction with

the /L switch and affects only UMBs for which a

minimum size is specified.

DOS

====

This command specifies that MS-DOS should maintain a link

to the upper memory area, load part of itself into the high

memory area (HMA), or both. You can use this command only in

your Config.sys file.

Syntax

DOS=HIGH|LOW[,UMB|,NOUMB][,AUTO|,NOAUTO]

DOS=[HIGH,|LOW,]UMB|NOUMB[,AUTO|,NOAUTO]

DOS=[HIGH,|LOW,][UMB,|NOUMB,]AUTO|NOAUTO

Parameters

UMB|NOUMB

Specifies whether MS-DOS should manage upper

memory blocks (UMBs) created by a UMB provider

such as Emm86.exe. The UMB parameter specifies

that MS-DOS should manage UMBs, if they exist.

The NOUMB parameter specifies that MS-DOS should

not manage UMBs. The default setting is NOUMB.

HIGH|LOW

Specifies whether MS-DOS should attempt to load

a part of itself into the HMA (HIGH) or keep all

of MS-DOS in conventional memory (LOW). The default

setting is LOW.

AUTO|NOAUTO

Specifies whether MS-DOS should automatically load

Himem.sys, Ifshlp.sys, Dblbuff.sys, and Setver.exe

device drivers if they are not explicitly loaded in

your Config.sys file. The default setting, AUTO,

automatically loads these device drivers. The AUTO

setting also automatically uses the BUFFERSHIGH,

FILESHIGH, FCBSHIGH, LASTDRIVEHIGH, and STACKSHIGH

commands, whether the -HIGH form of the command is

used or not. If you specify the NOAUTO parameter, you

must load these device drivers and use the -HIGH form of

the above commands in order to take advantage of them.

DRIVPARM

========

This command defines parameters for devices such as disk and

tape drives when you start MS-DOS. You can use this command

only in your Config.sys file.

The DRIVPARM command modifies the parameters of

an existing physical drive. It does not create a new

logical drive. The settings specified in the

DRIVPARM command override the driver definitions

for any previous block device.

Syntax

DRIVPARM=/Dnumber [/C] [/Ffactor] [/Hheads] [/I] [/N]

[/Ssectors] [/Ttracks]

Switches

/Dnumber

Specifies the physical drive number. Values for number

must be in the range 0 through 55. For example, drive

number 0 = drive A, 1 = drive B, = drive C, and so on.

/C

Specifies that the drive can detect whether the drive

door is closed.

/Ffactor

Specifies the drive type. The following table shows the

valid values for factor and a brief description of each.

The default value is .

0 160K/180K or 0K/60K

1 1. megabyte (MB)

70K (.5-inch disk)

5 Hard disk

6 Tape

7 1.44 MB (.5-inch disk)

8 Read/write optical disk

.88 MB (.5-inch disk)

/Hheads

Specifies the maximum number of heads. Values for

heads must be in the range 1 through . The default

value depends on the value you specify for /Ffactor.

/I

Specifies an electronically compatible .5-inch

floppy disk drive. Use the /I switch if your

computers ROM BIOS does not support .5-inch

floppy disk drives.

/N

Specifies a nonremovable block device.

/Ssectors

Specifies the number of sectors per track that

the block device supports. Values for sectors

must be in the range 1 through . The default

value depends on the value you specify for /Ffactor.

/Ttracks

Specifies the number of tracks per side that the

block device supports. The default value depends on

the value you specify for /Ffactor.

FCBS/FCBSHIGH

=============

This command specifies the number of file control blocks (FCBs)

that MS-DOS can have open at the same time. Use the FCBSHIGH

command to load the FCBs in the upper memory area. You can use

these commands only in your Config.sys file.

Syntax

FCBS=x

FCBSHIGH=x

Parameter

x

Specifies the number of file control blocks that

MS-DOS can have open at one time. Valid values for

x are in the range 1 through 55. The default

value is 4.

FILES/FILESHIGH

===============

This command specifies the number of files that MS-DOS can

access at one time. Use the FILESHIGH command to load the

command in the upper memory area. You can use these commands

only in your Config.sys file.

Syntax

FILES=x

FILESHIGH=x

Parameter

x

Specifies the number of files that MS-DOS can

access at one time. Valid values for x are in

the range 8 through 55. The default value is 0.

INSTALL/INSTALLHIGH

===================

This command loads a memory-resident program into memory

when you start MS-DOS. Use the INSTALLHIGH command

to load the memory-resident program into the upper

memory area. You can use these commands only in

your Config.sys file.

Memory-resident programs stay in memory as long

as your computer is on. They can be used even when

other programs are active. You can use the INSTALL

or INSTALLHIGH command to load MS-DOS memory-resident

programs.

Syntax

INSTALL=[drive][path]filename [command-parameters]

INSTALLHIGH=[drive][path]filename [command-parameters]

Parameters

[drive][path]filename

Specifies the location and name of the

memory-resident program you want to run.

command-parameters

Specifies parameters for the program you

specify for filename.

LASTDRIVE/LASTDRIVEHIGH

=======================

This command specifies the maximum number of drives you can

access. Use the LASTDRIVEHIGH command to load the LASTDRIVE

data structures in the upper memory area. You can use these

commands only in your Config.sys file.

The value you specify represents the last

valid drive that MS-DOS is to recognize.

Syntax

LASTDRIVE=x

LASTDRIVEHIGH=x

Parameter

x

Specifies a drive letter in the range A through Z.

NUMLOCK

========

This command specifies whether the NUM LOCK key is set to ON or

OFF when your computer starts. You can use this command only in

your Config.sys file.

Syntax

NUMLOCK=[ON|OFF]

Parameters

ON|OFF

If set to ON, turns on the NUM LOCK key when MS-DOS

displays the startup menu. If set to OFF, turns

NUM LOCK off.

REM

===

This command enables you to include comments in a batch file or

in your Config.sys file. The REM command is also useful for

disabling commands. You can use a semicolon (;) instead of the

REM command in your Config.sys file, but not in batch files.

Syntax

REM [string]

Parameters

string

Specifies any string of characters, for example,

the command you want to disable or the comment

you want to include.

SET

===

This command displays, sets, or removes MS-DOS environment

variables.

You use environment variables to control the

behavior of some batch files and programs and to

control the way MS-DOS appears and works. The SET

command is often used in the Autoexec.bat or

Config.sys files to set environment variables each

time you start MS-DOS.

Syntax

SET variable=[string]

To display the current environment settings at

the command prompt, use the following syntax

SET

Parameters

variable

Specifies the variable you want to set or modify.

string

Specifies the string you want to associate

with the specified variable.

SHELL

=====

This command specifies the name and location of the command

interpreter you want MS-DOS to use. You can use this command

only in your Config.sys file.

If you want to use your own command interpreter instead of

Command.com, you can specify its name by adding a SHELL

command to your Config.sys file.

Syntax

SHELL=[[drive]path]filename [parameters]

Parameters

[[drive]path]filename

Specifies the location and name of the command

interpreter you want MS-DOS to use.

parameters

Specifies any command-line parameters or switches

that can be used with the specified command interpreter.

STACKS/STACKSHIGH

=================

This command supports the dynamic use of data stacks to handle

hardware interrupts. Use the STACKSHIGH command to load the

stacks in the upper memory area. You can use these commands

only in your Config.sys file.

Syntax

STACKS=n,s

STACKSHIGH=n,s

Parameters

n

Specifies the number of stacks. Valid values for

n are 0 and numbers in the range 8 through 64.

s

Specifies the size (in bytes) of each stack.

Valid values for s are 0 and numbers in the range

through 51.

SWITCHES

=========

This command specifies special options in MS-DOS. Use this

command only in your Config.sys file.

Syntax

SWITCHES= /F /K /N /E[n]

Switches

/K

Forces an enhanced keyboard to behave like a

conventional keyboard.

/N

Prevents you from using the F5 or F8 key to bypass

startup commands. (SWITCHES /N does not prevent you

from pressing CTRL+F5 or CTRL+F8 to bypass Drvspace.bin

or Dblspace.bin; to prevent this, use the DSPACE /SWITCHES

command to add the SWITCHES /N setting to your

Dspace.ini file.)

/E[n]

Used without the n parameter, indicates that

Io.sys should suppress the automatic relocation

of EBIOS. (Automatic relocation of EBIOS

increases the conventional memory available to

MS-DOS-based programs.) Suppressing automatic

relocation results in less conventional memory

available to MS-DOS-based programs. Use the /E

switch with the n parameter to relocate N bytes

of EBIOS to low memory, where n is the number of

bytes to be relocated. The minimum value for n

is 48 and the maximum value is 104. The number

specified is always rounded up to the next multiple

of 16.

You can find more information on MS-DOS commands on

your Windows 8 Second Edition CD-ROM. Open the file

Windows 8 oolsoldmsdoshelp.com.

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Friend

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Friends Can Destroy You

Friends maintain immense abandon of sources to develop a good relationship between two people. As we general say friends' interpretations must be honesty, straightforward to each other. They should agree each other's opinions. They support self-awareness to each other. They don't walk away when troubles come to them but to give them hands. Such civilization of friend identities put my self into a den deeper and deeper. The more I experience the more I recess friends are definitely brutal, deceived and distrustful.

According to my empirical of self-esteem in friendship that I have realized friends who take an advantages form each other. They are relentlessly impact their sentiments. They approach you when they need you, but they never regard you when you need them. There are too many evidences that show how and why my friends betrayed me all the time. The next paragraphs will talk about one of my friends. Through out the incidence has occurred me that I am thoroughly assured friends are selfish, distrustful, foolish, and sorrowful.

My past memory has frequency consecutively emerged in my brain that my best friend has betrayed me again and again.

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Since I was in high school that I have met several best friends, one of them are the special one. We went out together, drunk together. Even we shared the money we had. Such of happiness made us even closely like blood brother. We were all well known to each of our parents, because we were intimacy doing things together. Not only this but we also helped each other when there fights beside us.

On the year of my age18, when was my last year to graduate from high school. At the same time there also was the high provoking promotion reflected every one to get an opposite partners which we call boyfriends or girlfriends. So I carried this thought to look for one who I got was I like the most, she has a lot of things some other girls don't have. I had been together nearly a year. During that year my best friend was also well known about her who we went out together and played together. He regarded us all the time, what she was good at or the things we did together. One day I stumbled on they were together one night. We gradually broke up….

Furthermore, not only this but also he cheated on me when I immigrated to the Unite States. He cheated on me of he was going to buy a house for his mother who was old and sick. Such faith of parents influenced me to lend amount of money to him. However, later I found out he got the money to gamble and loosed it. From that time on he broke his promise to pay me money back and has not even give a call.

Confronting frustrations that I recessed the reasons why my friends had chosen to cheat on me, because I was too dependable on my friends. I shared my secrets and feeling. I sacrificed most of things which have never thought to achieve them back. Being excessive in believe people who never shared their secrets or thoughts with me. Profoundly we concern if we really find ones who we can trust on. Then we should treasure them but not to destroy them.

Friends are variety groups of people who help each other, comfort to each other, and encourage each other. However, they can destroy our feeling of human dignities. They can grab every thing you have and gone for permanently. Friends could bring happiness or could give hand to you to be succeeded. But at the same time it also can be revise of the opposite sides or make you lost even more than he or she helped you gain. There has such proverb saying "the more love you receive the more pain you pay" it is truer than ever since.

yyFriends Can Destroy You

Friends maintain immense abandon of sources to develop a good relationship between two people. As we general say friends' interpretations must be honesty, straightforward to each other. They should agree each other's opinions. They support self-awareness to each other. They don't walk away when troubles come to them but to give them hands. Such civilization of friend identities put my self into a den deeper and deeper. The more I experience the more I recess friends are definitely brutal, deceived and distrustful.

According to my empirical of self-esteem in friendship that I have realized friends who take an advantages form each other. They are relentlessly impact their sentiments. They approach you when they need you, but they never regard you when you need them. There are too many evidences that show how and why my friends betrayed me all the time. The next paragraphs will talk about one of my friends. Through out the incidence has occurred me that I am thoroughly assured friends are selfish, distrustful, foolish, and sorrowful.

My past memory has frequency consecutively emerged in my brain that my best friend has betrayed me again and again.

Since I was in high school that I have met several best friends, one of them are the special one. We went out together, drunk together. Even we shared the money we had. Such of happiness made us even closely like blood brother. We were all well known to each of our parents, because we were intimacy doing things together. Not only this but we also helped each other when there fights beside us.

On the year of my age18, when was my last year to graduate from high school. At the same time there also was the high provoking promotion reflected every one to get an opposite partners which we call boyfriends or girlfriends. So I carried this thought to look for one who I got was I like the most, she has a lot of things some other girls don't have. I had been together nearly a year. During that year my best friend was also well known about her who we went out together and played together. He regarded us all the time, what she was good at or the things we did together. One day I stumbled on they were together one night. We gradually broke up….

Furthermore, not only this but also he cheated on me when I immigrated to the Unite States. He cheated on me of he was going to buy a house for his mother who was old and sick. Such faith of parents influenced me to lend amount of money to him. However, later I found out he got the money to gamble and loosed it. From that time on he broke his promise to pay me money back and has not even give a call.

Confronting frustrations that I recessed the reasons why my friends had chosen to cheat on me, because I was too dependable on my friends. I shared my secrets and feeling. I sacrificed most of things which have never thought to achieve them back. Being excessive in believe people who never shared their secrets or thoughts with me. Profoundly we concern if we really find ones who we can trust on. Then we should treasure them but not to destroy them.

Friends are variety groups of people who help each other, comfort to each other, and encourage each other. However, they can destroy our feeling of human dignities. They can grab every thing you have and gone for permanently. Friends could bring happiness or could give hand to you to be succeeded. But at the same time it also can be revise of the opposite sides or make you lost even more than he or she helped you gain. There has such proverb saying "the more love you receive the more pain you pay" it is truer than ever since.

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Difference between Damocrats and Republicans

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The challenge of running a competitive campaign for the U.S. presidency is made easier by the existence of the political parties and other organizations. In United States there are two major parties, the Republicans and the Democrats, that compete against each other. It is often criticized that both parties are too similar and it makes no difference who's is power. Although both parties have most in common but there are indeed large philosophical differences.

"Many observers note that in recent years the Republican party has become increasingly conservative. Although there is a range of opinion within the party, Republicans generally advocate a limited role for the federal government in solving society's ills." (The League of Women Voters, 1). Republicans also support cuts in the domestic programs from social welfare to environmental protection, lower taxes and increases in spending for defense.

The Democrats are identified as the more progressive party. This is mainly due to a Democratic President Franklin Roosevelt's New Deal programs. These programs were designed to alleviate problems caused by the Great Depression. "Republicans are far more likely to say the moral climate of the country has declined, while Democrats have far more faith in the federal government's ability to solve problems. Many more Republicans see the government as a threat to their rights. And unlike Republicans, Democrats want more regulation of guns." (Adams, web).

Democrats believe in issues like pro-choice while Republicans believe in pro-life. Democrats usually support the lower or middle class people and the Republicans tend to support the higher class. Republicans also support welfare reform and believe the things you do, you are responsible for those actions. While being a Democrat means to stand up for anyone and everyone. "Nevertheless, the differences between the parties in how much the government should be involved has real policy consequences. Democrats do trust the government more than Republicans." (Adams, web).

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The criticism that two parties are alike is not based so much on what they believe, but on the way they act. There are some areas, like the campaign finance, where the parties look the same. Otherwise they are quite different and have different programs to help the people of United States. "Republicans have more confidence in religious institutions, the military and large corporations than Democrats do. And Republicans are more likely to say there's too much government regulation than Democrats." (Adams, web).

However, both parties work for the betterment of United States and its people. They want their country to flourish and remain as a supper power for the whole world. They work hard to maintain its integrity and self-esteem and also to take care of the people and fulfill their needs to the best possible extent. Therefore, it doesn't matter who is in charge as long as they keep caring for the country, people and their needs.

WORKS CITED

Adams, Noah. Analysis Differences between Republican and Democratic parties, http//ehostvgw4.epnet.com/ehost.asp?key=04.17.1.140_8000_85487775&site=ehost&return=y

The League of women Voters. Choosing the President A Citizen's Guide to the 000 Election. New York The Lyons Press, 1.

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Describe the society that Nicky found himself in when he arrived in New York.

When Nicky first arrives in New York he cannot speak English, so to him the society would seem alien. He leaves Puerto Rico with only $10, and is unknowingly swindled out of it by a greedy hot dog vendor. "I'd had my first experience of American enterprise". Nicky asks citizens for help in finding his brother, Frank, but most people ignore him. The society in the 150's seems to have been very prejudiced against minority groups.

Describe the school that Nicky attended in Brooklyn

Most of the students at Nicky's school were similar to Nicky, in that they were trouble makers, from low socio-economic groups, and non Anglo-Saxon. The authority figures at Nicky's school lacked power, and had to resort to calling in the police for major issues. The students did not pay attention in class, and the education a student received was quite poor. The school seemed less a centre of learning, and more a prison, as the students achieved little, and wanted to get out of the school.

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Describe two tense moments in the story when Nicky had to deal with danger

In chapter four, Nicky faces the 'initiation' test to be allowed to enter the Mau Maus. The child who undergoes the 'initiation' before Nicky chickens out, and is stabbed in the armpit. This is a very tense moment as the reader is left thinking will Nicky be a chicken, will he become fatally wounded, or will he be allowed into the Mau Maus? The scene is becomes tenser by the fact that Nicky is in the Mau Maus hideout, with lots of other Mau Mau members, making escape virtually impossible.

Another tense moment is when Nicky is confronted by an Apache, whilst at the train station, waiting for David Wilkerson. In the fight that ensues, Nicky acknowledges God and uses his faith to halt the fighting, and the Apache runs off.

What causes Nicky to change?

The efforts of David Wilkerson are the sole reasons for Nicky's change. Of course, leading a life such as Nicky's would have made any person unhappy and unfulfilled. When Nicky converts and leads a righteous life, he experienced a sense of goodness that he had never experienced before in his Satanistic past-life.

What sort of lifestyle does Nicky have after he becomes a Christian?

After Nicky converted to Christianity, he went to Bible College and met a girl called Gloria. He married her and eventually had a baby called Alice. Gloria and Nicky worked for the Teen Challenge society, run by the preacher, David Wilkerson, who brought about the change in Nicky. Nicky does similar things to what David did to him by radically changing the lives of street-youth with the help of God.

Nicky has a massive bout of depression while he was running Teen Challenge. What brought on this depression on and how did Nicky overcome it?

Nicky failed to convert and help two girls brought under his care and this initially caused Nicky's depression. When they were first brought under Nicky's care, everything was going well. But eventually, the girls regained their lives on the street, disheartening Nicky greatly.

What really got Nicky down however, was Israel, a previous Mau Maus gangster, refused Nicky's request to come work with Nicky on the Teen Challenge. Nicky was even more disheartened by the fact that Israel had just been released from jail, and so Nicky expected that Israel could have seen the error of his past ways and chosen the right path. Nicky had also prayed for Israel every day prior to Nicky's meeting with Israel.

Nicky overcame his depression by visiting Kathryn Kulhman, and later left Teen Challenge to start his own organisation, 'Outreach for Youth', which helped younger children on the street.

What does Nicky achieve in "Run Baby Run"?

I think Nicky achieved two things in the book love and inner happiness. At the end of the book, Nicky has his love for Gloria and his child, and also his love for God. Nicky also achieves inner happiness, as he is doing what God intends him to do and living in a God-intended manner, and helping spread the word of God to other disadvantaged people.

What is your opinion of this book?

I believe 'Run Baby Run' is an exciting book, despite the fact that the book is written 50 years ago. Nicky Cruz paints the scenes of the ghettoes well, and after each lesson of reading 'Run Baby Run', one is left with the feeling of power and 'Nicky Cruzyness', as the book gets across the emotions of Nicky particularly well. The book also shows how evangelists work, and reveals the often secretive inner-lives of gangs and gangsters. Reading 'Run Baby Run' in term one of Year in RE has been particularly enjoyable, as it has given us an insight into the world of gangs, violence, drugs, and how God can offer an alternative to these activities.

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Factors that impede the tight integration between business strategy and Human Resource strategies in the hospitality industry.

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Factors that impede the tight integration between business strategy and Human Resource strategies in the hospitality industry.

The integration of corporate and human resource strategy is one of the much-debated topics within the concept of strategic human resource management.

Truss and Gratton (14) describe strategic human resource management as the linking of HRM (Human Resource Management) with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility. Thus, Strategic HR means integrating the HR function of an organisation with the companys strategy through HR activities such as recruitment, selection, training and rewards and any other HR activities specific to the hospitality organisation.

The necessity of this integration is demonstrated by Miles and Snow (14) who suggest that, without human resource strategies and policies linked into strategic business objectives, high levels of organisational performance are not likely.

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There are, however a number of problems that arise in the process of this integration both within the concepts demonstrated by Hoque (1) as internal fit and external fit.External fit being the HR strategy meshed with the business strategy such that there should be a consistency between the values and aims within each. Internal fit therefore refering to

the introduction of HRM as an institutionally supported package of practices that cohere with and mutually reinforce each other i.e. employee policies, commitment, flexibility and quality of work.

It is to be argued that one of the main barriers to the successful integration of business and human resource strategy is the lack of commitment and understanding of management (both corporate and line management) to the cause of HRM integration.

Dyer and Holder (188) adopt the stance that top management is probably the most powerful force that can work against the adoption of HRM iniatives.

Whilst Kane (1) takes the view that, top management take a short-termist perspective on HRM because they believe that evidence of HRM having a long-term and positive impact on individual or organisation level performance is sketchy.

Kane goes on to report on the possible reason for senior and middle managers negative perspective on the value of HRM could also be attributed to their inability to establish tangible elements and positive outcomes directly linked to HRM therefore their commitment deviates or becomes non-existent.

Hoque, Ks (1) research into UK hotels indicates poor practice and a lack of interest in HRM among managers in the hotel industry.

Whilst, Tyson (17) portrays the attitude of line managers towards human resource activities as one of the key organisational features for successful HRM.

Due to management at a "floor" level being at the source of HRM in terms of its implementation at an operational level, line managers can been viewed as a major barrier to impede the integration of corporate and HR strategies.

It is therefore suggested that if the integration is to be achieved to its utmost potential, management on all levels must realise the effectiveness of HRM policies and procedures and how to sucessfully immplement them into the organisation.

Taking all this information into account, the research undertaken by Hoque (1) into Human Resource Management and Performance in the UK Hotel Industry, takes a different stance suggesting that for corporate management to impede the integration of strategies, it is done so indirectly through taking a focus [within the business strategy] on cost reduction or on price factors [which] leads to sup-optimal performance within the industry.

Thus illustrating that corporate management should ideally emphasise an opposite quality- enhancer method with regard to service and the product in question.

Schuler and Jackson (187) reinforce this issue by arguing organisations that have a quality enhancement or innovation approach within its business strategy will make effective use of HRM. Thus leading to suggest that if the organisation has to priortise cost reduction within its strategy, the logical approach to deal with the issue would be to emphasise numerical flexibility and cost control.

However, this deviation does not fully resolve the situation as, if cost reduction is priortised within the business strategy, it could potentially upset policies and procedures that have been instilled by the HR Department.

These policies and procedures will be discussed later in the essay.

Hoque (1) also puts forward the view that HRM practices implemented in a seemingly piecemeal and uncoordinated fashion have fewer benefits, which is true of practices in any hospitality department.

In order for said practices to be otherwise strategically implemented in a fashion relevant to the firm, a functioning, effective, well supported Human Resource Department must be in place. This point being relevant to any organisation which wishes to advance its performance through the aims and objectives outlined in its business strategy.

The level at which HR staff are proactive/reactive to their role within their department can also be foreseen as a major contributing factor to the integration of the aformentioned strategies.

The view that staff within HR departments, are lacking knowledge in their field, are poorly trained and most importantly have an overall ineffective presence in terms of tangible results, is one held widely throughout not only the hospitality industry, but across many other industries. As Kane, Crawford and Grants (1) research shows, there is a general agreement that they [HR managers] lack the knowledge, skills, influence, credibility and perspective on their roles to implement a strategic approach to HRM.(MORE THAN ONE QUOTE!!!)

It is therefore vital that the Human Resource department takes a proactive approach to their roles within strategic plans and subsequent activities undertaken, as Tyson, S (DATE) suggests, strategic HRM will not occur unless the human resource professional takes steps to make it happen.

In terms of HRM the HR department is the first point of contact in a hospitality establishment for employees and line managers. If the knowledge of the staff in the HR department is sub-standard, the information, policies and procedures that are passed onto managers/employees could be of comparable relevance. This potentially may lead to the integration between the two strategies being even further impeded.

Therefore the HR department must not only possess the basic skills of Human Resource management, but also realise the individual features of the business strategy the company is adopting, how the strategies support each other and their role to support the fit between the two. Through this, the department can then adopt its policies and procedures to suit, but can also recruit, select, train and reward employees according to a set strategy.

HR staff therefore need to be able to realise the importance of their actions and how it impacts on the integration of the business and HR strategy.

If their signifiance to the strategy is realised and the support given from management is forth-coming and effective, the "fit" between strategies potentially can be achieved to a greater degree.

The previous factors of management commitment to the integration between business and HR strategies and the relevance of HR staff have both been shown to be of significant importance when integrating strategies.

However, the current state and perception of HR as a concept and its relevance to the hospitality industry, is a factor that if not shown to demonstrate its relevance, may have further detramential effects on the aforementioned elements.

Price (14) enforces this statement by arguing that practices in the hotel industry were so far removed from both the personnel and industrial relations and the human resource management ideal types, that neither model should be used to inform research on the [hotel] industry.

Whilst this representing one end of the spectrum, the relevance of Human Resources to the hospitality industry is a widely debated and much critisised one.

This factor is of significant importance when linking back to the previous areas of management and the HR department. Management have already been shown by Kane and Crawford (1) to need tangible and positive outcomes to comprehend and support the incorporation of a HR strategy whilst also realising the potential it has to work positively and help make strategic, informed decisions for the organisation.

Kane and Crawford (1) state that, there is considerable agreement about the lack of proven knowledge and the difficulty in quantifying the results of HRM, thus not supplying the essential tangible results.

The acknowledgement of opinions by managers/employees in hospitalitycould lead to possible cynicism from managers/employees in hospitality when required to adhere to policies and/or procedures set by the HR department.

Sisson (1) reports findings of only fragments of HRM being found in his study of UK hotels, this in uxtaposition with Lucass (15) view there is sparse evidence to be found of any UK hotels that have taken HR "seriously onboard", lead the reader to a fairly poor outlook on the current state of HRM in the hospitality industry.

It is therefore made all the more clear that in order for HR departments to effectively integrate with businesss strategy, they need to have clearly defined policies and procedures to lead tothe tangible results when dealing with an organisations personnel. Legge (15) suggests the soft approach involving encouraging motivation, development and commitment. This methods main emphasis is on developing a workforce that is innovative and of a valued resource to the company therefore emphasising self-development.

Hoteliers such as Malmaison and the Hilton (REFs www) group can be used as examples of companies that employ a variety of soft models when dealing with policies and procedures, due to their detailed training methods, appraisals and procedures that encourage employee feedback.

The hard method on the other hand is more closely tied with the business strategy and is suggested to be used by companies with a stress on cost control due to its strict reliance on policies and procedures. The outcome of this being that it leaves minimal room for employee innovation and development.

Schuler (18) has undertaken research into cost reduction and quality enhancement strategies, even though the context is aimed more towards the manufacturing and industrial sectors, the basic principles are demonstrated to have hospitality relevance.

His evidence takes the skeptical view that as predictable as the outcomes of the hard model are, the relevance and existence of a HR department comes under question as reliance on this model means power rests in the hands of the top executives and designers of the workflow processes.

The negative aspects of the "hard" model being the effect on staff morale and motivation as there is little room left for deviation from the policies and procedures potentially leading to increased employee turnover.

However, the positive aspects of employing this system being the low level of un-certaintity due to the predictability of competition and customer behaviour.

The obvious examples of hospitality firms that employ this system being major standardised fast food chains and quick service restaurants.

The logical approach when considering the application of hard and soft HR models would be to integrate models that compliment each other. As previously discussed the concept of fit is all important when discussing the integration between the two strategies in question, however this concept of close fit may contradict the elements of the soft model. Due to the hospitality industry being renowned for cutting costs/corners through minimum wages, low quality service and products, this may be the reason why HR strategies have failed to have a positive impact.

Therefore; it is essential that HRM practices are consistent with what the organisation is trying to achieve otherwise, as Schuler (18) reports, role conflict and ambiguity may result in poor individual employee performance and affect the organisational performance of the organisation.A point argued by Tyson, S is that without human resource strategies and policies linked into strategic business objectives high levels of organisational performance are not likely. If this resource is successfully employed, the concept of HRM depends on how it is applied in a work situation and the tangible outcomes of integrating HR into a business strategy.

The evidence illustrated therefore demonstrates that the concept of fit between strategies lacks specific concepts and empirically elusive

The research conducted and points highlighted have shown that the aligning of business and HR strategies complex whilst there being a multitude of research conducted on the subject, the amount of research specific to hospitality is minimal.

Therefore the validity of HRM within the context of this essay depends on the extent to which human resources are used for the achievement of competitive benefit and added value to the firm and therefore should be treated one of the organisations decisive strategic resources.

Bibliography

In search of HRM Sission K British Journal of Industrial Relations 1

Strategic Human Resource Management and Industrial Relations R.S.Schuler

Human Relations Volume 41 Number 18 pp157-184

Human Resource Management and Performance in the UK Hotel Industry Hoque,K

British Journal of Industrial Relations September 1 pp41-44

The Practice of Human Resource Strategy, Tyson S, Pitman Publishing

Barriers to effective HRM Kane, B and Crawford, J International Journal of Manpower Volume 0 No8 1 pp44-515

Linking Competitive Strategy with Human Resource Management Practices Schuler R.S and Jackson, S.E The Academy of Management Executive 187 Volume 1 No pp07-1

HRM in Hotels a Focus on Commitment, Guinngle P.J and Jameson S, Employee Relations Volume No 4 00 pp40-4

Human Resource Management a strategic approach to employment Hendry C Butterworth Heinemann 000

Introducing Human Resource Management nd Edition Foot, M and Hook, C, Longman, 1

Lucas, R. (16) Industrial Relations in hotels and cateringneglect or paradox?, British Journal of Industrial Relations Vol. 4 No pp. 67-86

Price, L. (14) Poor personnel practice in the hotel and catering industry does it matter? Human Resource Management Journal Vol 4 No 4 pp.44-6

Sission, K.(10) Introduction Human Resource Management Journal Vol.1 No.1

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How it all began

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How It All Began

I was born in the small town of Aliquippa, Pa on September 7, 184. My father had a serious anger problem that seemed to be constant on his side of the family and genetic I guess, because my family says I'm ten times worse when I'm angry. My supposed "anger problem" was never really apparent to me though. After my fourth birthday, my father and I began taking anger management classes. I don't really recall going, but apparently we both needed a lot of help. We attended classes constantly, twice a week for the next two years. The psychologist recommended that my parents find me some extra curricular activities to get into. They wanted me to long to get along with others, in a sense, become more sociable. That did not sit well with me at all, I was the only child and I learned to get along by myself so I was comfortable only when I was by myself. In the fall of 11, I was at the impressionable age of six, I found myself sitting in front of a television screen every Sunday after church, mesmerized. I loved the way the players moved with such gracefulness and ran around hitting each other with reckless abandonment. Finally, I had found the one activity that would suppress my need for a constant positive activity Football. I began to play pick-up football with the other kids around my neighborhood. At the beginning I was always the last person picked, I guess because of my size (4'5 86 lbs). It was as if they took me for a joke, but deep inside I knew something they didn't, I had heart. I was brought up with the mindset that if you didn't have heart, you have nothing. Before long I was hitting people twice my size and my confidence level went sky high. It didn't take long before I began to be one of the first picked for teams. This was destiny, and I knew it.

I could not wait for the day the local recreation would start posting flyers about the up coming football season tryouts. Finally, on the second day of September, the flyers began to appear everywhere over the town. I grabbed the first one I seen and I sprinted home. When I arrived, my mother was outside watering her flowers. Tired and gasping for air, I tried to get a sentence out but all that came out was fragments of words. Desperate to get my message across, I just gave her the flyer. Overjoyed, I grabbed the flyer back and ran into the house to call the number. I called the number for my weight class and spoke with the coach. He gave me the tryout information along with the status of the team. I was extremely excited about starting. I did everything to prepare for the league. I got a physical, filled out medical forms, and even attended the parents meetings. I was willing to do anything.

Before I knew it the day of tryouts arrived. My mother and father took me to the park to meet my coach for the first time face to face. His name was Coach Hill. He took me and introduced me to the rest of the team and got me fitted for my equipment. A little later, he gathered the parents and the players to give us an overview of the tryouts. For some reason I couldn't really concentrate on what he was saying with the smell of football in the air. All of what he was saying was minute in comparison to what I wanted to do at that time. Who cared about snacks after a game?

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Tryouts finally began. Tryouts couldn't have gone any better. I hit, I avoided, and eluded others. I felt really confident when the coach sounded the final whistle, but it wasn't what I felt that counted. He told us that the results would be posted in the main entrance the next day.

I went home that day and kept to myself the whole day. Thoughts of doubt kept going through my head, but deep inside I knew that win or lose, I put forth my best effort. It took me awhile before I reminded my parents of the postings at the park. It took me even longer to get up the courage to even go to the board to view the posted results. It was as if I was taking my last walk, only thing that was missing was a minister and an executioner. The hallway seems twice as long, the doors seemed heavier to open, and my heart raced at unbelievable speeds. I thought back to the day before when I received numerous compliments from the coaching staff and figured that I had nothing to worry about. Finally, I arrived at the board, the list was red which meant whatever was on it was important. I closed my eyes, took a deep breath, and looked up at the list. My eyes scanned the list for something that resembled the name "mica daniels". There it was, in bold black ink on this red piece of paper, my name, "David Fisher" with the words linebacker next to it. I was overcome with joy because of my accomplishments, for I knew that this was the beginning to something way bigger than what I could ever imagined.

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