Compare and Contrast Dependency Theory and Neoliberalism Essay

Compare and Contrast Dependency Theory and Neoliberalism - Essay Example This discussion stresses that the dependency theory  refers to the model explaining the notion of flow of resources. According to this theory, resources flow from the boundary or the periphery of the undeveloped and poor countries to the center of the economically stable or the wealthy states enriching the developed countries at the expense of the weak states. Whereas the dependency theory originates from third world countries to explain the fate they suffer in the hands of the developed countries, Smith describes the neoliberalists as people from the economically stable nations concerned with the modern political economy. Neoliberalism refers to the modern political, the economic theory that favors free trade. Hays and David describe neoliberalism to favors the privatization of public organization with minimum government intervention in the commercial business. It is seen to advocates for a decrease in public expenditure on social services, On the other hand, is from the third wor ld countries, the dependency theory assumptions are based on these nations. They hold that countries that are more developed should play a part in improvising those countries that lie below in development. Their assumptions, therefore, focus on the capitalist approaches to break the development of these countries. Besides this theory hold a view of underdevelopment rather as a process as compared is to a stage. For these countries, under development forms a process to reach a full developmental goal or a full potential. Finally, the theorist holds that significant influence to the third world countries is by financial aid and subsidiaries. However, they not that foreign aid is never free rather it has some attached strings. This foreign aid most of the time form a debt trap for the developing countries.

PPM-PRINCE2 Essay Example | Topics and Well Written Essays - 2750 words

PPM-PRINCE2 - Essay Example ect Brief Project Name: Date: Release: Draft/Final Author: Owner: Client: Document Number: Purpose: The main purpose of this Project Brief is to provide detailed explanation of the various elements of the implementation of the Customer Relationship Process within Huanghe Technology. Project Definition: Huanghe Technology currently requires a project which can help resolve the issues within the company. Here a Customer Relationship Management project is being proposed to meet the needs of the company. This project aims at integrating three main elements of the business, i.e. the Customer support, Sales Team and Technical Team. Further details of the project are presented below. Project Objectives: The main objectives of the project are as listed below: a) Development of an Enterprise Team to meet the needs of the business clients b) Development of a Core Technical Team to meet the technical needs of both business clients as well as the SOHO customers c) Development of the Core Sales t eam which will deal with the details of sales as well as the financial aspects of all customers d) Development of Customer Service Team to face customers and provide the necessary customer support e) Development of a central database to hold complete records of all the sales made via all the channels. This will include both retail as well as the direct channels. f) Finally, to implement an Information System and to integrate the four function groups, i.e. enterprise team, core sales, core technical team and the customer support teams. Project Scope: The project has a limited scope and it caters to the European markets. The system will be implemented in the Huanghe UK office. Constraints and Assumptions: There are two main assumptions and constraints in this project. Firstly, it is assumed that all the sales information from the retailers can be got and integrated to the information system on a daily basis. Secondly, it is assumed that the company will be willing to invest in the tec hnical development of the information systems. Outline Business Case: Huanghe Technology  has being receiving a number of complaints from the customers relating issues relating to the equipments not working from SOHO customers and also a number of calls being lost between the call centre and the sales teams. Also the SOHO customers have faced lack of technical support from the company. The company is currently being run in three separate parts which are each managed by different people and all act independently as separate units and with different operations culture. The main issue of the business clearly is a lack of integration among the three parts of the business. Here due to the lack of integration, the impact has been on the customers and the service provided to the customers. CRM Systems – Project Initiation Project Name: Date: Release: Draft/Final Author: Owner: Client: Document Number: Purpose: The Project Initiation document provides a clear view of the direction of the project as well as a clear view of the roles of the various individuals in the project. This helps in developing a strong and firm foundation for the proposal before the company can make any further commitments on the project. It also helps provide the users and interested parties with a clear and detailed view of what the project is about and also how the project will be managed.

The European Convention on Human Rights in Irish Law

The European Convention on Human Rights in Irish Law What is the status of the European Convention on Human Rights in Irish law? Does it differ from the status given to other international human rights treaties to which the State is a party? Cite relevant case law and academic commentary in support of your answer. Note: in your essay you should explain how the Convention operates in Irish law at a domestic and international level and examine to what extent, if any, Convention rights have been successfully invoked by claimants before the Irish courts. In 2003, the Irish parliament, the Oireachtas, passed the European Convention of Human Rights Act (ECHR). This act is in line with the Irish Constitution and domestic laws, as it prohibits particular government bodies from behaving in an unlawful manner that can interfere with any of the ECHR rights. The act demands that every organ of the State should perform its functions in a manner compatible with the States obligations under the Convention provisions. It also grants the Irish courts permission to hear any arguments about the ECHR in cases ahead them. The effect this act has is that it requires the Irish judiciary system to construe Irish legislation in a fashion that is in accordance with the European Convention of Human Rights (ECHR). The purpose of the act is to guarantee that Irish law develops in a manner that will honour the personal rights and freedoms set down by the ECHR. The European Convention of Human Rights Act 2003, does not incorporate the ECHR rights into domestic Irish law, per say. The reason being that majority of the rights set out in the ECHR, have been available to the citizens of Ireland since the establishment of the 1937 Constitution. The ECHR sets out the minimum standard for the rights and allows each member state leeway to decide whether or not they want to raise that standard to a more stricter one in their individual countries. When making any decision regarding rights from the ECHR, the 2003 act requires the Irish judiciary to take judicial notice of provisions and decisions from the Convention. When dealing with proceedings related to the Convention, it is essential for the Irish courts to take due account of the principles laid down by those declarations, decisions, advisory opinions, opinions and judgments made by other jurisdictions that also operate with the ECHR. This means that ECHR judgements do not have any precedence on Irish courts when dealing with ECHR issues. In Foy v An, tà rdClà ¡raitheoir[1], McKechnie J. Clearly set out the status the Convention has in Ireland. He stated that: It is a misleading metaphor to say that the Convention was incorporated into domestic law. It was not. The rights contained in the Convention are now part of Irish law. They are so by reason of the Act of 2003. That is their source. Not the Convention. So it is only correct to say, as understood in this way, that the Convention forms part of our law. In the Supreme Court case, McD v L[2], the same view point was echoed by Murray CJ, in which he stated: Even though the contracting parties undertake to protect convention rights by national measures, the Convention does not purport to be directly applicable in the national legal systems of the high contracting parties. Nor does the Convention require those parties to incorporate the provisions of the Convention as part of its domestic law. So far as the Convention is concerned it is a matter for each contracting party to fulfil its obligations within the framework of its own constitution and laws. The Convention does not seek to harmonise the laws of the contracting states but seeks to achieve a minimum level of protection of the rights specified in the Convention leaving the states concerned to adopt a higher level of protection should they choose to do so. Once an interference with Convention rights is shown, it is for the State to bring itself within the limitations proscribed. Central to the ECtHR determination of rights claims will be the proportionality of the measures introduced by the Contracting State. Limitations to Convention rights are construed narrowly. 18 The Convention provides an important basis for protecting the rights of all persons in a State. While the rights protected in the Charter 19 are only addressed to the institutions, bodies and offices of the European Union, and to EU Member States when implementing EU law20 , there is no such limitation in the Convention. Everybody within the jurisdiction of a Contracting State enjoys the rights set forth in the Convention. http://humanrights.ie/constitution-of-ireland/irelands-relationship-with-the-echr-reflections-for-the-uk/ -acessed 6/3/17 at 21:47 http://www.venice.coe.int/webforms/documents/default.aspx?pdffile=CDL-AD(2014)036-e acessed 6/3/17 at 22:13 https://www.oireachtas.ie/parliament/media/housesoftheoireachtas/libraryresearch/spotlights/20160609_intlHR_spotlight_095201.pdf -acessed 6/3/17 at 22:30 file:///C:/Users/Owner/Downloads/ICCL_KYR_EURO_BW.pdf- acessed 6/3/17 at 22:54 [1] [2007] IEHC 470, 93 [2] McD v L [2010] 2 IR 199

The Impact of Performance Enhancing Drugs on Sports Essay -- Steroids

The Impact of Performance Enhancing Drugs on Sports One of the major issues in the news recently has been the use of performance enhancing substances in sports. This topic has been the subject of many front-page headlines in many publications, from sports magazines to newspapers. A recent scandal involving a San Francisco Bay Area laboratory, BALCO Laboratories, has brought this issue to the forefront, and it's really gotten a lot of attention because this case has led to a 42 count federal indictment by the U.S. Attorney General.[1] Another question can be asked as well: Should these performance-enhancing substances be allowed in sports? First of all, what exactly are performance-enhancing substances? They are just what they are called: substances that are used for enhancing performance. The use of these substances is of particular concern to agencies that govern sports, especially amateur sports. Some examples of performance enhancers that are used are anabolic steroids, stimulants, diuretics, and other alternatives. Steroids are chemicals that are typically produced by the human body as a way to regulate various bodily functions. Anabolic versions are used to increase muscle mass and endurance.[2] Unfortunately, steroid and drug use in sports is nothing new. Until 2003, the most famous case of steroid use probably occurred at the 1988 Olympic Games. Some of you may remember the 100-meter race between U.S. athlete Carl Lewis and Canadian athlete Ben Johnson. After the race had been run, with Johnson emerging as the winner, a drug test was taken by Johnson and it came out positive for steroids, meaning that he would have to forfeit his gold medal.[3] Another famous, and more recent, example occurred in 1... ...Chemist, 2003, ESPN 29 Feb 2004, http://espn.go.com/gen/news/2003/1112/1659917.html [11] Ashley 22. [12] ?U.S.: Drug Ring Aided Top Jocks,? San Francisco Chronicle 13 Feb 2004:A1 [13] ?Drugs Involved In BALCO Case,? San Francisco Chronicle 13 Feb 2004:A23. Both drugs named here are covered by this endnote. [14] ?Drugs Involved In BALCO Case,? San Francisco Chronicle 13 Feb 2004:A23. [15] United States Anti-Doping Agency. Guide to Prohibited Substances and Prohibited Methods of Doping. 2004. http://www.usantidoping.org/files/USADA_Guide.pdf [16] Rachels, John. ?The Elements of Moral Philosophy.? p. 92 [17] Rachels 108. [18] Kowalski 13. [19] Rachels 202. [20] Rachels 121. Also see Foundations of the Metaphysics of Morals by Immanuel Kant, 1875. [21] Rachels 173-4. [22] Rachels 174. [23] Schnirring 16. [24] Schnirring 16.

“Organizations need strong leaders and a strong culture” Essay

In this essay, I am going to critically analyze the importance strong leaders coupled with a strong culture has within organizations. In doing so, the argument is built up of several contextual layers defining the significance that heavily immersed cultures along with well driven leaders has on the operational and interactional functioning’s of an organization but most importantly its employees. However first and foremost, it is believed that Post Bureaucratic management practices shape the construction of individual values and beliefs, ultimately depending on which cultural enrichment management will adopt. Furthermore, the abuse of power leaders may espouse may inflict adversarial repercussions upon the cultural framework embraced by the organization. Therefore this initiates a direct sequence of employees challenging De Facto power by engaging in managerial discourses, which repudiate against cultural structures, causing hierarchal movement. Whilst, firmly substantiating that strong culture’s lead by strong leaders build the inner mechanistic functioning of an organization, throughout this essay, in Section One I shall illustrate the importance of Post Bureaucratic mechanisms and the internal relationships they have with culture and leadership. Moreover in Section 2, I will attempt to expose how power is used as a possession, rather than a relationship between people. Lastly, in order to logically complete my argument, I will define how resistance is seen to be a ‘reactive process’ whereby people embedded in power relations actively oppose initiatives enacted by others (Jermier et all 1994:90) Section 1 It is believed that having such a widely shared integrative culture in organizations is often viewed as a panacea for management and a recipe for corporate success (Peter and Waterman 1982) In relation to this statement, a good culture coupled with a intuitive leader will only set out a positive regime of truth, that will undoubtedly allow the emergence of a cultural  landscape to ensure conformity is consistent to all who belong to the organization. In order to achieve such an ambition, organizations embrace Post Bureaucratic mechanisms, which are depicted as a set of normative controls that stress the importance of socialization, enculturation and identification with company objectives. (Josserand, Villesà ¨che, & Bardon 2012) However the most pressing point to highlight is the fact that Post Bureaucratic mechanisms heavily entail the involvement of cultural promotion, which further aims to propel culture onto center stage. Ultimately, this means that for people to function within any given setting they must have a continuing sense of what the reality surrounding them is about (Pettigrew 1979) Herein, this tells us that culture provides a source of organizational ‘common sense’, upon which members draw to when deciding where, when and how to act. (Clegg, Kornberger & Pitsis 2011) Therefore social interaction must be conceived as the negotiation of meaning, which inevitably formulates and continues the growth and extension of leadership abilities and culture amongst members of an organization. Moreover social interaction may also be characterized as an organization of instrumental relations, resulting in the formulation of various relations or relationships amongst not only members of an organization but also identification in a corporate alumni network. Hence, repetitive symbolic activities are drawn upon by organizations to maintain the stability of the social system, which has a fundamental obligation to create and recreate the system. (Rosen 1988) Making direct reference to Michel Rosen’s journal article: â€Å"You asked for it: Christmas at the Bosses Expense†, the use of ceremonies and rites, being the Christmas party encompasses a latent function, which directly aims to enable a state of partial suspension of normal structure relationships in which culture emerges as an organizing principle underlying agency membership. Lastly, despite Post Bureaucratic mechanisms promoting an enterprising culture, more importantly it imbues humanistic values of autonomy, flexibility, confidence and trust that ultimately carry the intent to urge employees to take on responsibilities (Josserand, Villesà ¨che, & Bardon 2012) However, it should be undoubtedly emphasized that managers must inhibit the appropriate leadership qualities that will enable themselves and employees  to share a common relationship, in turn directly allowing them to control and frame their subjectivity in order to align one another’s relevancies. Subsequently this is achieved through leaders identifying culture, as an asset to form a paternalistic relation with their employees, as such can be debated to ignite a desirable urge to be apart of the community the organization instills. Furthermore it should be accentuated that the â€Å"Path Goal Theory† of leadership, is imperative to a successful relationship between employer and employee. It is noted as the physiological and technical support that managers provide as leaders, which ultimately intends to motivate employees by helping them understand that their needs and expectations can be fulfilled through the performance of their jobs. (Clegg, Kornberger & Pitsis 2011) Section 2 In todays business realm the sociological treatment of power has the ability to perpetuate a substantial impact on the interrelation and operational processes of an organization. In support of this statement, it is elemental to treat power as a property of abstract systems, as its complexities must not only be precisely managed but also more importantly understood. Therefore it is clear that the conception of power has the capability to â€Å"make or break† an organization as Giddens argues that â€Å"the notion of power is logically tied to that of action, and in its widest sense, power refers simply to the ‘transformative capacity’ of human action†. (Knights & Roberts 1982) Given this fact, we are able to argue that power has the fortitude to develop, refine or revolutionize an organizational landscape. Accordingly it is paramount that power should be treated and only applied amongst the confinements of a relationship, rather than kept as a possession to an individual. It is this underlying complexity that sparks much conjecture throughout organizations and cultural foundations. Specifically, when power is treated as a possession the direct result is that of the ignition of conflict, which can be depicted as a threatening hazard that has the ascendency to topple even the most successful organizations throughout the world. Firstly it is important to point that the individualistic conception of power is concealed within managers in which it is defined as the way that resources of ownership and control are employed in attempt to coerce labor into compliance. (Knights & Roberts 1982) This is formally known as coercive power, which is understood to be the power someone has over another, ultimately meaning the denial or removal of individual choice. Furthermore coercion â€Å"requires the active submission of one person to another†¦Ã¢â‚¬  (Russ 1980:7-11) as such a thought holds the aptitude to administer alarming repercussions throughout an organizations culture. This is largely due to the fact that â€Å"equal attempts at coercion may lead to more or overt forms of resistance† (Russ 1980:7-11), a discomforting scenario that will not only cause a severe backlash against the leadership circle, but also hold the potential to eclipse the current operational success of the business. Essentially, due to the low trust dynamics, a regressive spiral of attempted control and counter control (Fox 1974) will further impede negatively on the business, ultimately throwing the culture into an unhealthy state of affair and the leadership hub at risk of being overthrown. In addition, another essential point to mention is the affiliation the notion of mainstream culture has with coercive power. As stated above, the sociological treatment of power has the potential to inflict adversarial effects if not effectively managed by administrators of an organization. Alternatively, culture is believed to create consistency and reduce conflict. However coercive authority, contradicts the view of mainstream culture, as it arguably does the total opposite. If it is believed that if organizational structures, strategies, regulations and policies frame the behavioral intents of employees, then members who belong to a hierarchy dominated by coercive power, will not only reject to be consistent with company norms but also increase conflict. This is supported by the belief that culture brings people together: it ensures they all think alike, feel and act in relatively similar ways. (Clegg, Kornberger & Pitsis 2011) Similarly, also by correlating coercive power with mainstream cultures, it highlights the inadequate and defective leadership attributes it promotes. Cultural engineering is undertaken by senior management and disseminated  downward causing a spiral effect. (Clegg, Kornberger & Pitsis 2011) Therefore culture can be interpreted as a management ‘lever’, a means of ensuring organizational goals are instilled and accepted by its members through the allurement of its culture. (Brewis 2007) Essentially, to make leadership effective, a leader must undertake in authoritative power, which is a more realistic understanding of interdependence in organizations (Knights & Roberts 1982) What this means is that a mutual recognition of employer employee relations is shared, causing members to accept the advice and direction of others rather than opposing. A unique feature of the relationship is that authority cannot be imposed nor possessed, but exists only as a quality of the relationship. (Knights & Roberts 1982) However mutual manipulation may occur when someone attempts to elevate their power above the mutual trust, therefore implying it is imperative to maintain the reciprocal of rights. Lastly this has an overwhelming influence on the culture, as all participants obtain a sense of authority and belonging. Section 3 With regard to coercive power, and the debilitated ramifications it inflicts on an organization’s cultural arrangement, it can be condoned to believe that members will engage in more overt forms of resistance. Essentially, what this points out is the creativity of employees resisting increasing control of the labor processed by management (Prasad and Prasad 2000). Therefore resistance can be directly associated with defective leadership, as even though management believe they hold the right to produce the policies that â€Å"they† want, it doesn’t mean its members will agree. Given these facts, work groups use resistance to induce what they want, the indispensible adjustments required for relatively smooth and everyday functioning in the workshop. (Courpasson, Dany & Clegg 2011) More importantly, despite the act of resistance producing a common interest in opposition to management, it simultaneously results in more resistance (Burawoy 1982), clearing professing the viral empowerment it professes amongst members of an organization. Hence, this approach conceptualizes resistance as an irreducible opposition between members and management, clearly endangering the foundations of any cultural environment inhibited by an organization. Touching upon the previous paragraph, resistance is a direct result of the enmeshment of exploitative relations (Courpasson, Dany & Clegg 2011). More importantly, this allures members to engage in managerial discourses, which operate against the cultural and ideological controls that frame, a company (Thomas 2009) and craft new identities, which challenge De facto Power (Ewick and Silbey 2003). Ultimately this causes dysfunctional freezing of an organization, a direct cause of members participating in â€Å"distancing† themselves from the company’s ambitions and requisites until change has transpired. Nevertheless this can be seen to benefit the organization as a whole, as employees now have the capacity to accede their desires. In relation to culture, it is imperative that members concerns are meant in order to achieve optimum business success; therefore managers seek to secure compliance through meeting employee’s sentiments and desires. Subsequently, it is vital for cultures to obtain core values and presuppositions that are widely shared and acted on (Peter and Waterman 1982), however by managers thriving on the elevation of power and exploitation, it only contradicts what a good culture should be about by going against group norms. Drawing closely to theorists ideas, it is believed that â€Å"if you forged a strong culture that incorporate all organizational members in shared beliefs and commitments – everything else good, morale, performance and results should follow†(Peter and Waterman 1982), clearly exposing the importance of effective and understanding leadership. Lastly, it should be accentuated that improvement in productivity and quality would accrue when corporate cultures systematically align individuals with formal organizational goals (Peter and Waterman 1982), but arguably wont be reached if members are continually constrained by the corporation. Overall with all of the above being discussed, one could conclude that Human skill is a pre requisite of what a strong leader should acquire. An approved culture will only occur if everyone is integrated into one managerially designed structure and the result, a superior performance. However this is  can be deemed only attainable if leadership has the ability to work with people, meaning to be sensitive to the needs and motivations of others, and taking into account other needs in ones decision making (Clegg, Kornberger & Pitsis 2011) a clear contrary to what coercive power achieves. However, it could be argued that such leaders enjoy the hierarchal separation between themselves and lower level employees, as the process to both lead and yet also work alongside them is an ongoing struggle. Conclusion In summation, I have come to the conclusion that it is inevitable for an organization to parade operational success without some sort of formulation of a strong culture espoused with strong leadership. Despite Post Bureaucratic management practices shaping the construction of individual values and beliefs, I believe it is imperative for the leadership hub of any organization to be effectively aware of the on going relationship its shares with its members. For any organization to achieve corporate success the notion of culture should be heavily identified and all components that it contains must be exercised accordingly. Ultimately, if managements leadership qualities are deemed to be strong, the culture constructed must comprise a set of deep, basic assumptions and beliefs as well as shared values, which will enable members to attain a sense of not only identity but also more importantly provide them with heterogeneous ways of making decisions. Therefore bringing my essay to a close, it should not be forgone that an organization requires a strong culture and strong leadership. Reference List Articles 1. Burawoy, M. 2001. Donald Roy: Sociologist and working stiff. Contemporary Sociol. 30(5) 453-458 2. Courpasson, D., Dany, F. and Clegg, S. (2011) Resisters at Work: Generating Productive Resistance in the Workplace,  Organization Science, Articles in Advance: 1–19. 3. Ewick, P., S. Rayner, eds. (2003) Narrating social structure: Stories of resistance to legal authority. Amer. J. Social. 108(6) 1328-1372. 4. Fox, A. (1974) Beyond Contract: work, power and trust relationships. London: Faber 5. Josserand, E., Villesà ¨che, F. Bardon, T., (2012) Being an active member of a corporate alumni network: a critical appraisal, pp. 31-55 6. Knights, D. and Roberts, J. (1982) The power of organisation or the organisation of power? Organisation Studies, 3(1): 47-63 7. Prasad, P. A. Prasad. (2000) Stretching the iron cage: The constitution and implications of routine workplace resistance. Organ. Sci. 11(4) 387 – 403 8. Russ, V., (1980) Positive and negative power; thoughts of the dialectics of power, Organizational studies 1/1:3-20 9. Rosen, M. (1988) You asked for it: Christmas at the bosses expense, Journal of Management Studies, 25(5): 463-480. Books 1. Brewis, J. (2007) Culture in Knights, D. and Willmott, H. (eds), Introducing Organizational Behaviour Management, Australia Thompson: 344-374. 2. Clegg, S., Kornberger, M., and Pitsis, T. (2011) Managing & Organisations: An Introduction to †¨Theory and Practice, 3rd Edition, London, Sage (Chapter 6), pp. 224 3. Clegg, S., Kornberger, M., and Pitsis, T. (2011) Managing & Organisations: An Introduction to †¨Theory and Practice, London, Sage (Chapter 4), pp. 133 4. Jermier, J. M., D. Knights, W. R. Nord, eds (1994) Power in organzations. Routledge, New York. 5. Thomas, R. (2009) Critical management studies on identity: Mapping the terrain. M. Alvesson, T. Bridgman, H. Willmott eds. The Oxford Handbook of Critical management studies. Oxford University Press, Oxford, UK, 166-186 6. Peter, T. J., & Waterman, R.H. (1982) In Search for excellence: Lessons from Americas best-run companies. Warner Book, New York.

Meaning of life †Human Essay

?According to Albert Camus â€Å"You will never be happy if you continue to search for what happiness consists of. You will never live if you are looking for the meaning of life. † People can define happiness in various ways, for ones it means achieving their set goals while for others happiness means serving for society, and finally some people interpret happiness as finding the meaning of their life. People can spend their whole time only searching for the meaning of life, and they forget or ignore the life and real time that passes by. Unfortunately, you can search for the meaning of life and still not find it, or it can come to you with age. Significant events such as surviving the airplane or car crashes or losing the important people in one’s life, force humans to reconsider their values or beliefs, and can help to find the true meaning of life. Meaning of life is something that comes with the age, wisdom or experience. It is also hard to define what the meaning of life is, for it can be easily misinterpreted with the goals or values. I do not have my own meaning of life yet, for I am young, I have not so much experience in my life, and I cannot actually define what the meaning of life is. To begin with, I am not fully mature as a person because I am only twenty years old and my life has just started. Consequently, wanting to enjoy all the charms of my young life I try not to think about difficult topics such as meaning of life. I value my time that I have now, so I want to spend it learning and gaining an experience. The only thing I can figure out in this research on meaning of life, is that people value one thing – time. Having time we can find something or someone, develop ourselves and etc. Theoretically, we can do everything when we have time, but when we have time and do not have someone for whom we can spend it – our life becomes meaningless. Life becomes meaningful when we can spend time on objects and subjects that are important for us. As I am living with my parents, I do not even think about how to earn money, rise future generation and become independent person. I do not have to be a breadwinner at home, and I do not have to work yet. I do not have children, so I do not take the responsibility for treating my children right. However, it would be helpful to find out the meaning of life before I become a parent, for it would help me to raise my children right. My life is easier now, so I do not stop to think about the meaning of my life. Although I am dependent on my parents because they give me shelter, food and opportunity to get an education, I feel that being independent also would lead to thoughts about the meaning of life. Being a young adult give me the opportunity to gain an experience that could help me find the meaning of life. I am learning at the LCC university where professors from different countries tell their stories about their own life experience, and it seems that the person should have an experience in order to have a meaning of life. The experience of meeting different people, being introduced to different cultures, beliefs and values, and seeing the real adult life, all these experiences bring an insight about the meaning that the person can find in life. It is very difficult to find the right definition of meaning of life. When persons speak about creation of family or being a successful in work, it seems like goals and it is, but some people see it as the meaning. I can also assume that being happy and appreciative person has the real meaning in life, but is it the meaning of life? Maybe we should find the meaning that would lead us to feel happy and appreciative. I think that meaning of life does not even exist. There are only purposes. Love, family, friendship – are only purposes, and purpose is not the meaning. Why? Because they answer the question of approachability, we can reach it or not. Theoretically, if these things were meaningful, life would end when we reach all of them. Meaning is sort of general idea, which is accessible and equal to all. It cannot answer the question of feasibility. Actually, the meaning of life should by absolute verity. Overall, this is the topic that brings many thoughts to my mind. For now I can say that I do not have any specific meaning of my life so far. I am young, rebel, adventure seeking person, and the spirit that now lives in my soul gives me the opportunity to live and enjoy the fruits of my young adulthood years, and I rarely stop to think about the real meaning of life. I do not know whether it is right or wrong that I do not pay much attention for such topic. I believe that people become wiser with years, and that wisdom would bring the need to evaluate the life and to seek and find the meaning of it. I also cannot actually define what the meaning of life is, and I think that some people cannot find out it through their life. Overall, life is already meaningful as the person lives and breathes.