Human Resources Management Human Resource Management

Human Resources Management Hilti continues to grasp on success and expand globally, but their path weren’t always well defined. The company began in 1941 and historically they’ve kept to traditional strategies when it came to recognizing human resource requirements. In the early 2000’s, the company established a new set initiatives, aimed at doubling revenue and operating profits. Hilti also recognized that this type of growth would require invigorating ideas to employ human resourcing requirements throughout company. In 2006 Hilti launched an aggressive growth strategy, Vision 2015. The company acknowledged its need to develop the expertise of existing staff, attract and integrate new, highly skilled employees and enhance its leadership qualities. Eivind Slaaen, Senior Vice-President of Human Resources stated, â€Å"We believe that our business will grow if we invest in growing our people. We therefore coach and support every team member to achieve outstand ing results (Hilti | SuccessFactors, n.d.). Although the company stuck to its more customary core values the past 60 years, integrity, courage, teamwork and commitment; fell short when carried or paralleled with a centralized and more focused human resource balance. Hilti identified several challenges and shortfalls with their traditional style and recognized a need for assistance. So in 2008, Hilti employed SuccessFactors, software solution company that offered global reach, speed and the ease Hilti desired.Show MoreRelatedHuman Resources Management : Human Resource Management1140 Words   |  5 Pagesa business efficiently? Human Resource Management (HRM). Human Resources is the solid foundation that practically oversees the entire organization, whether its managing employees to surveilling the progress of every single department. There are six principle functions that Human Resource take into account: employee relations, recruitment, compliance, compensation and benefits, training and development, and safety (policies/regulations). Over time Human Resource Management has taken a new role intoRead MoreHuman Resources Management And Human Resource Management2123 Words   |  9 PagesIntroduction The study of human resource management becomes a major topic of the science of management at the beginning of 20th century and keeps attracting researchers’ attention (Merkle, 1980). The new models of human resource management derive from the advance of management theories and the accumulation of practices and experiences. With the development of global economy, the economic situation of each country deeply affects the world and becomes closely connected. In addition, the needs of customersRead MoreHuman Resource Management And Human Resources Management941 Words   |  4 PagesHuman Resources Management is one of the most important aspects of any organization, whether it be non-profit, not for profit, or profit. Human Resources Management is what makes it possible for a manager to be able to focus on their work and tasks at hand and not have to deal with lots of unneeded interpersonal activities. They are in charge of correctly evaluating the candidates that the managers will have to work with for the duration of the candidate’s stay. They are responsible for makingRead MoreHuman Resources Management : Human Resource Management835 Words   |  4 PagesHuman Resource Management â€Å"They humanize the brand and help workforce communities thrive† (Who). A human resource management position may be the job for you. Every business and enterprise has a human resource manager, including Starbucks, Disney and even Apple. This job includes planning and coordination, organization, consulting employees and to oversee the work and employees. All the schooling and stress that comes along with this occupation pays off in the end with an enjoyable job. HumanRead MoreHuman Resources Management : Human Resource Management2534 Words   |  11 PagesIn most cases managers look at human resource management as an expense to a company rather than a source of benefit to the company however, research has proved that human resource management practices can be of greater value. Valuable decisions such as whom to recruit, what package to offer, the training necessary for the new recruits and how to assess employee performance directly affects the employee motivation and as such do affect the ability of the employee to provide products which the consumersRead MoreHuman Resources Management : Human Resource Management1398 Words   |  6 Pages Human Resource Management Overview Tanya Phillips Dr. Andrea Scott, PhD HSA 320, Strayer University October 31, 2016 Human Resources Management Overview Human resources (HR) is the different kinds of clinical and nonclinical responsibilities for public and individual health involvement. The benefits and performance the system can deliver depends upon the knowledge, skills and motivation of those responsible for providing health services. Human resource managers don’t directlyRead MoreHuman Resources Management : Human Resource Management958 Words   |  4 PagesHuman Resource Management Overview As we all know when it comes to every business and organization that is out there, they all need help from Human Resources to continue to help the company grow. What is human resource management? Well Human Resource Management is the overall process that deals with how Human Resources manages their employees as well as different issues that can come across within the organization. Human Resource Management are in charge of different tasks including recruiting asRead MoreHuman Resources Management : Human Resource Management820 Words   |  4 PagesHuman Resources Management Proper Planning is one of the most important aspects of human resource management. Without proper execution of plans, the particular needs of an organization that are the responsibility of human resources will not be reached, and therefore, will fall short of what is necessary for meeting the goals of an organization (DeCenzo, Robbins Verhulst 2013).There are many facets a human resource manager must be familiar with in order to run an organization. The functions of humanRead MoreHuman Resource Management : Human Resources Management1264 Words   |  6 Pagesand research with my family, I decided to go into human resource management, specifically in a hospital. Many people questioned and often said â€Å"Why human resource management?† My answer, I chose human resource managers because I believe they are a vital part of a hospitals success. They make the plans, they direct the staff and they coordinate how people work together and where they need to be. Throughout this paper , I will describe human resource managers- what they do, what are the requirementsRead MoreHuman Resource Management : Human Resources Management Essay1010 Words   |  5 Pageshave chosen to study this semester is Human Resources. The position I hope to have in this field in the future is in Human Resources management. Human resources is the division of a company that focuses on activities relating to employees. Human Resources staff search for new recruits, use their knowledge and work to find the best person for the job. Human Resources management are a vital link to the overall structure of a company. Human Resources management dates back as early as the 1920’s where

Compare and contrast Hofstedes cultural dimensions of...

Mismanaging cultural differences can render otherwise successful managers and organisations ineffective when working across cultures. As stated byOsland (1990, p. 4) ``The single greatest barrier to business success is the one erected by culture. Hofstede (1983) defines culture as the mental programming of the mind which distinguishes the members of one human group from another (Hofstede 1983 p. 25). Through the comparison of Chinese culture and Australian culture using Hofstedes five cross-cultural dimensions: power distance, uncertainty avoidance, masculinity, individualism, and long-term orientation an insightful view into the differences and similarities of the cultures can be obtained (Chong Park 2003). Human Resource Management†¦show more content†¦Performance appraisals generally involve two-way communications which is not embraced by Chinese culture as the large power distance found in China indicated that to challenge authority of superiors is not considered approp riate for subordinates (Huo 1995). Therefore when conducting a performance appraisal in China it is expected that the evaluated will be more subjective. A straight forward form of appraisal would be better received and employee participation should not be forced. Of significant interest is Australias high individualism ranking of 90 (ITIM International 2003) . High Individualism implies a society believes that people should largely remain independent from groups, and that people should have a self-concept of being an independent individual rather than a dependent member of a group(Harrison 1995). In comparison China ranked extremely low with a score of 20 in the individualism ranking (ITIM International 2003). This is as a result of the society fosters strong relationships where everyone takes responsibility for fellow members of their group with an emphasis on a Collectivist society as a result of the Communist rule (Hofstede 1980). As a result of the different stance of each culture on individualism human resource activities such as compensations and benefits will need to be approached in a different way. In Australian rewards are geared towards pay for performance which motivates the individual to stand outShow MoreRelatedCultural Framewor ks Of Culture Differences1648 Words   |  7 Pagesanother’. Therefore, it implies that people from different cultural backgrounds could have distinct behaviours and reactions even in the same situation. Thus, understanding the culture differences may be critical for conducting effective and efficient communications in multinational business management. Investigating into the potential influences of culture differences, this essay will discuss Hofstede’s cultural frameworks, with contrasts and comparisons with other frameworks; analysing the scoresRead MoreA Research Carried Out By Geert Hofstede And His Colleagues, Identifying Study Procedures And Overall Outcomes1758 Words   |  8 Pageswill also examine each of the seven dimensions individually and clearly detect primary comparisons and contrasts of this model. Key implications of each dimension will also be studied in relation to management of Multinational enterprises, introducing appropriate examples throughou t. Geert Hofstede defines national culture as ‘the collective programming of the mind distinguishing the members of one group or category of people from others’ (Hofstede, 2012). Hofstede’s findings were influenced by his formerRead MoreAboriginal vs Chinese Culture - Reflection990 Words   |  4 PagesPersonal Reflection – Chinese and Aboriginal CALD cultures. 16137396 – Posted 19/08/2013 @ 00:05. To best compare and contrast my chosen CALD groups, the cultures of the Aboriginal and Chinese people, I focused my research and analysis on the dimensions of individualism vs collectivism and communitarianism. Traditionally, the kinship system by which aboriginal society follows is one based highly on collectivism. Geert Hofstede defines a collectivist society as one that prefers a â€Å"tightlyRead MoreDifferent Sources Of Finance And Different Legal Systems2002 Words   |  9 Pagesfactors of China and Australia. It seems that the key issue facing global financial markets and international investors is worldwide accounting diversity as considerable differences exist across countries which inevitably leads to chaos in global capital markets as different amounts are being reported on balance sheets and income statements (Doupnik Perera, 2012, p. 23). This type of environment can create extensive opportunities for corruption and poor performance and it is hard to compare globalRead MoreImplication of Internalization on Hr Strategy and Policy2795 Words   |  12 Pageshas more complexity than domestic HRM. Besides, cultural environment, industry in which a multinational company is involved, dependence of the multinational on its home-country, and the approaches of senior management also be part of the factors that make differences between domestic and international HRM. According to Morley and Collins (2004), companies operating in different national environments are faced with a complex variety of cultural and institutional specificities that make organizationRead MoreCultural Diversity : Cultural Values, Globe, Huntington Model And Hall s Cultural Framework2148 Words   |  9 Pagesacross organizational, functional and cross cultural boundaries (Evans, Pucik Barsoux, 2011). The need of those global leaders indicates the urgency of understanding cross cultural diversity. However, the complexity in cultural diversity can be overwhelming. Some studies have been conducted in this area including Hofstede’s cultural values, GLOBE, Huntington model and Hall’s cultural framework. This literature review is aimed to compare and contrast the studies above and which study is the mostRead MoreCulture of Malaysia3713 Words   |  15 Pages1.0 INTRODUCTION Malaysia is a one of the multi cultural country. Cultures have been meeting and mixing in Malaysia since the very beginning of its history. More than fifteen hundred years ago a Malay kingdom in Bujang Valley welcomed traders from China and India. Malaysias cultural mosaic is marked by many different cultures, but several in particular have had especially lasting influence on the country. Chief among these is the ancient Malay culture, and the cultures of Malaysias two mostRead MoreDefinition Of Leadership And Leadership2173 Words   |  9 Pagesresponsibilities cannot be outsourced! They must come from leaders within the system. The lack of precise thinking and the â€Å"retreat† of able-bodied leaders to punditry and research robs us, society, of the capacity to tackle the challenges facing us. Cultural Dimensions After establishing the definition and characteristic of a leader and leadership, let us now examine the culture dynamic of leadership. This question had application for diverse workforces in the United States, but also for multi-national organizationRead MoreDoing Business in Australia and New Zealand Compared to Indonesia2510 Words   |  11 Pagesexplore the cultural differences between their local culture and the Indonesian culture, so they have to be open to learn on how to operate in the Indonesian cultural settings. Indonesia is a relationship driven market. If a party is not known to them, companies may not illustrate quick response to emails, and patience is one essential element in doing business successfully in Indonesia. There is a need to develop a long term relationship in Indonesia to produce a prophet compared to Australia or NewRead MoreImplications of Cultural Communication in Business13955 Words   |  56 PagesImplications of cross-cultural communication in business: A study of Swedish small enterprise â€Å"ImseVimse† and its international distributors and retailers Master in International Management Gotland University Supervisors: Fredrik Sjà ¶strand Per Lind Authors: Maka Kvantaliani Olga Klimina Spring 2011 Visby In times of rapid economic development and internationalization of business, effective cross-cultural communication among managers remains a challenge. This thesis aims to research and analyze

Turning Strategy into Great Performance Free Essays

First, let me start by explaining that a lot of times executives, and some HR leadership fail to recognize that performance and potential are two completely different dynamics that get often confused when companies are trying to hire new talent or possibly promote their current talent for new roles within their organizations. In fact, today’s leaders cannot assume that their current top performers are the next potential talent in the industry for future purposes. Certainly, high performers may master their specific job task at the moment, but the â€Å"potential† challenge is going to be how well they will adapt to future role changes, and the ambiguity that may follow with that new role and their current skills capability. We will write a custom essay sample on Turning Strategy into Great Performance or any similar topic only for you Order Now Unlike performance, individuals showing potential are identified by how well they adapt at accomplishing new tasks quickly and effectively while learning new roles quicker than their peers. After all, performance keeps businesses running optimally at the moment, but it’s potential that helps run the future state of the business and that’s what’s needed to bring companies to the next level. Besides, employees who have potential have the ability to grow and take on more responsibilities in the future. In short, performance keeps the business moving, while potential makes the business prosper, grow, and mature.In fact, this is where the dynamic changes to potential rather than performance. In his book on Strategy-Driven Talent Management, Silzer and Dowell, (2009) explains that Executives and human resource personnel need to be better trained at accurately assessing talent to identify both potential and behavior rather than just judging by past performance because they will need to predict and envision whether a person will be successful in the long-term or not in future new roles. In the same way, they will need to take into consideration the fact that before moving existing talent into future positions that assessment measures must be taken whether these individuals will continue to be able to perform and grow in their new roles as they did in their past roles. In particular, consider how likely they are to develop and be successful in rapidly learning, adapting, and growing into these future roles (Silzer, Dowell, 2009). In the same way, Church and Rotolo, (2013) explain in their benchmark survey of large corporations that multi-source assessment tools are a great way for organizations to make decisions about their potential talent and performance identification within their talent pools; help aid in succession planning; and drive behavior change for those selected individuals. In addition, they emphasized that not one specific tool is perfect, but that in using many feedback assessment tools the common end result should point to the same conclusion. In fact, they found specifically that the constant feedback from executives and their peers using 360-degree feedback surveys were successful in almost 70% of the organizations researched. The 360-degree feedback survey helped executives make important decisions regarding their talents potential and performance measurements towards predicting future behavior. Similarly, they also discussed the importance of making these surveys specific to their own needs, challenges, and business strategies (Church, Rotolo, 2013).Likewise, Dries, Vantilborgh, Pepermans, (2012) explain the role of learning agility and career variety in the identification and development of high potential employees. Their research found that in order to help identify talent in high potential individuals those individuals needed to succeed in a variety of other roles while being subjected to tough or difficult conditions other than their current limited job tasks and their past performance alone. In fact, those select employees needed to have a high agility for continuous learning they had to be willing and able to learn new competencies. Nevertheless, they emphasized that management in the past have always depended on current job performance to identify high potentials, but have failed because not all high performers are high potential individuals. In brief, they emphasized the need for a learning agility assessment in their development and identification of high potential individuals, in order for organizations to sustain their competitive advantage (Dries, Vantilborgh, Pepermans, 2012). Equally important, is Campbell Smith’s, (2010) article on High-potential talent: A view from inside the leadership pipeline. These two researchers found that an overwhelmingly 96% of survey participants said that both engagement and commitment were very high on their list for developing potential employees to be motivated to perform above and beyond their specific job duties. More importantly, they explained the vital role that their employee’s experiences and perspectives play in identifying potential talent from within the companies talent pipeline. In fact, they believe that when companies invest in talent management to include both career pathways and support for their high potential employee developments that those processes help identify the next steps needed to advance leadership potential and performance within the organization. All the while, building employee engagement, commitment and loyalty to their organization that results in an overall business advantage (Campbell, Smith, 2010). Nevertheless, because it’s such a financial challenge to attract, develop, and support talent management policies for companies today, I believe it’s vital for organizations to have in place retention initiatives, tools, and resources to help avoid any such loss of their high potential employees intellectual knowledge, skills, and abilities. Besides, there is a high cost of turnover for companies when employees leave for career advancement elsewhere. Surprisingly, Frey, Stechstor, (2007) found in their double round of survey interviews of twelve senior human resource experts from large and medium multinational companies that in the first round of the survey, most companies had no real retention management policies or initiatives in place and that their attitudes towards retention management strategies varied greatly from some who thought it was critical to the success of the company, to some who didn’t think retention tools were necessarily important at all (Frey, ; Stechstor, 2007). Subsequently, in the second round of survey questionnaires, collected from those same HR experts who were asked to then rate three specific categories of retention management tools that were deemed to be most important to them when possibly implementing them in their own retention policy strategies. The categories for the initiatives for retention were labeled as:1. ‘Must-have’, 2. ‘Optional’, or3. ‘Trend-setting’ As a result of the data collected, in the first group of ‘must have’ employee retention tools HR management of those twelve organizations thought that performance related pay, constant feedback, culture and developmental career opportunities were the highest priority for retention of high potential talent. Next, they thought that the second most important tools for retention that should be in the ‘optional’ group were listed as job rotation, retirement benefits, coaching, and mentoring. Finally, in the third ‘trend setting’ category the tools that they thought were good for future retention strategies were stock options, working from home, and specific job tailoring (Frey, ; Stechstor, 2007). In sum, the value of investing in employee training and development can help an organization in many ways. Namely, by having the ability to run a business leaner and more importantly, by helping to diversify the talent and potential that already exists within the organization. Certainly, when companies invest in their employee development and talent management policies it motivates employees to perform at their best, while at the same time offsetting costs associated with high employee turnover, and retention of skilled labor. All in all, in these difficult economic times when businesses are cutting costs and headcount, identifying and assessing high potential employees can help management move workers around to different areas of the business and run a leaner and cost efficient process. Finally, a company with good employee development also attracts loyal and motivated individuals. Simply put, businesses must have employees who are knowledgeable in more than one skillset to remain competitive. Altogether, training, assessments, and education help ensure that employees have the skills needed to perform their business needs. Therefore, when you invest in your employee’s aspirations and abilities, it improves your business performance, efficiency, loyalty, and profit. In other words, the ROI on employee talent development is one of the best long-term investments that a company can make. How to cite Turning Strategy into Great Performance, Papers

Comment on Hamlets madness Essay Example For Students

Comment on Hamlets madness Essay Comment on Hamlet s madness. Do you think it was altogether assumed or can you offer evidence to suggest that Hamlet was not always in complete control of his action? Shakespeare s tragic hero, Hamlet, and his sanity can arguably be discussed. Many portions of the play supports his loss of control in his actions, while other parts uphold his ability of dramatic art. The issue can be discussed both ways and altogether provide significant support to either theory. There are indications from Hamlet throughout the play of his mind s well being. Hamlet s antic disposition may have caused him in certain times that he is in a roleplay. Hamlet has mood swings as his mood changes abruptly throughout the play. Hamlet appears to act mad when he hears of his father s murder. At the time he speaks wild and whirling words:Why, right; you are I the right; And so, without more circumstance at all, I hold it fit that we shake hands and part . It seems as if there are two Hamlets in the play, one that is sensitive and an ideal prince, and the insane barbaric Hamlet who from an outburst of passion and rage slays Polonius with no feeling of remorse, Thou wretched, rash, intruding fool, farewell! / I took thee for thy better. Take thy fortune;/ Thou find st to be too busy is some danger.- and then talks about lugging his guts into another room. After Hamlet kills Polonius he will not tell anyone where the body is. Instead he assumes his ironic matter which others take it as madness. Not where he eats, but where he is eaten. / A certain convocation of political worms a e en at him. If your messenger find him not there, seek him I th other place yourself. But, indeed, if you find him not within this month, you shall nose him as you go up the stairs into the lobby. Hamlet s behavior throughout the play, especially towards Ophelia is inconsistent. He jumps into Ophelia s grave, and fights with Laertes in her grave. He professes I loved Ophelia. Forty thousand brothers/Could not, with all their quantity of love,/ Make up my sum , during the fight with Laertes in Ophelia s grave, but he tells her that he never loved her, when she returns his letters and gifts, while she was still alive. Hamlet subtly hints his awareness of his dissolving sanity as he tells Laertes that he killed Polonius in a fit of madness Hamlet has violent outbursts towards his mother. His outburst seems to be out of jealousy, as a victim to the Oedipus complex. He alone sees his father s ghost in his mother s chambers. Every other time the ghost appeared someone else has seen it. During this scene he finally shows his madness, because his mother does not see the ghost. On him, on him! Look you how pale he glares!/ his form and cause conjoined, preaching to stones / Would make them capable. . Throughout the play, there are also supporting factors to argue Hamlet s sanity, as these details compromise his madness, to balance out his mental state. Hamlet tells Horatio that he is going to feign madness, and that if Horatio notices any strange behavior from Hamlet, it is because he is putting on an act. . Hamlet s madness in no way reflects Ophelia s true madness, his actions contrast them. Hamlet s madness is only apparent when he is in the presence of certain characters. When Hamlet is around Polonius, Claudius, Gertrude, Ophelia, Rosencrantz and Guildenstern, he behaves unreasonably. When Hamlet in the presence of Horatio, Bernado, Francisco, The Players, and Gravediggers, his actions are sensible. .u2cb2374fb384ea3123e11d7e1b792c35 , .u2cb2374fb384ea3123e11d7e1b792c35 .postImageUrl , .u2cb2374fb384ea3123e11d7e1b792c35 .centered-text-area { min-height: 80px; position: relative; } .u2cb2374fb384ea3123e11d7e1b792c35 , .u2cb2374fb384ea3123e11d7e1b792c35:hover , .u2cb2374fb384ea3123e11d7e1b792c35:visited , .u2cb2374fb384ea3123e11d7e1b792c35:active { border:0!important; } .u2cb2374fb384ea3123e11d7e1b792c35 .clearfix:after { content: ""; display: table; clear: both; } .u2cb2374fb384ea3123e11d7e1b792c35 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u2cb2374fb384ea3123e11d7e1b792c35:active , .u2cb2374fb384ea3123e11d7e1b792c35:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u2cb2374fb384ea3123e11d7e1b792c35 .centered-text-area { width: 100%; position: relative ; } .u2cb2374fb384ea3123e11d7e1b792c35 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u2cb2374fb384ea3123e11d7e1b792c35 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u2cb2374fb384ea3123e11d7e1b792c35 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u2cb2374fb384ea3123e11d7e1b792c35:hover .ctaButton { background-color: #34495E!important; } .u2cb2374fb384ea3123e11d7e1b792c35 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u2cb2374fb384ea3123e11d7e1b792c35 .u2cb2374fb384ea3123e11d7e1b792c35-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u2cb2374fb384ea3123e11d7e1b792c35:after { content: ""; display: block; clear: both; } READ: Romeo and Juliet Coursework Assignment EssayOther characters confess that Hamlet s actions are still unsure whether Hamlet s insanity is authentic or not. Claudius confesses that Hamlet s actions although strange, do not appear to stem from madness. And I do doubt the hatch and the disclose/ Will be some danger; which for to prevent,/ I have in quick determination . Polonius admits that Hamlet s actions and words have a method to them; there appears to be a reason behind them, they are logical in nature. Though this be madness, yet there is method in t. Hamlet tells his mother That I essentially am not in madness,/ But mad in craft. . Hamlet believes in his sanity at all times, He never doubts his control over his sanity. He realizes his flaw as a man of thoughts and not actions. His cold act of Polonius murder is out of rage and furious temper. He is sorry for it has no great compassion towards Polonius, for he already has enough grief over his father s death. Hamlet, a tragic hero, meets his tragic end not because he was sane or insane. He ends tragically because of his own tragic flaw, procrastination and grief. Whether he sane or had lost control of his actions, both theories has it own support. The support makes each theory a sensible decision either way. Hamlet as seen from the beginning to end, a prince that was grieve stricken, until a prince of rage and passion, has developed through the stages by his own sanity and madness. Even if the madness was true or false, as Hamlet portrayed the role of a mad man, he took it upon himself to be lost in his control of actions.