Sin &Forgiveness In Hinduism Essays - Spirituality, Forgiveness

Sin &Forgiveness In Hinduism Sin begins in the realm of consciousness. When we are young we are taught by our guardians that which is ?right? from that which is ?wrong?. We grow up with the understanding that stealing our playmate's toys or hitting our grandparents is wrong and therefore, a sin. As we mature the concept of sin begins to change; it is no longer quite so easy to define or to explain and its repercussions become much more severe than a grounding. Sin is a malicious act, intent-full, deliberate and harmful. An act is considered sinful when, though the perpetrator may gain some form of momentary satisfaction, the action inflicts harm to someone or something else. In reference to Hinduism, a sin is an immoral act; It is ungodly or unethical. The concept of ahimsa (to do or cause no harm) to a Hindu is very sacred and from childhood he is taught to respect and abide by this ideal. Therefore, any step towards dishonoring this paragon is a sin. The story of Svetaketu Aruneya offers a subtle definition of sin. The boy was so proud of himself for having learned the Vedas that his high opinion's of himself stood in the way of his most important lesson and understanding; that of faith. Here, Svetaketu's ego served as a maya and kept him from realizing moksha. Since it is the Hindu's ultimate goal to achieve moksha, all which stands as a barrier is a sin. In a Hindu's life there are different stages which he must pass through before he reaches the end of his life. Each stage is representative of different levels of learning, understanding and growth. Though sin (or rather its potential) is prevalent throughout the four stages, forgiveness becomes an extremely important factor towards reaching moksha. Forgiveness, for the Hindus, begins with self realization that one has sinned. Without this realization, forgiveness cannot begin. The moment this realization is reached the sinner begins his process of forgiveness through growing from his mistakes. Much like the Western traditional views of sin and forgiveness, a Hindu is bound to the same principles; he must consciously realize his sin and with a sincere heart, ask for forgiveness, both to the person he has sinned against and then to God. Shiva, the God of rebirth and destruction is revered by devout Hindu's as a God with a very hot and unpredictable temper, but also as a very forgiving and just God. The Gods of Hinduism hold no grudges against repenting sinners and thus, good Hindu's must not either. At the source of Hinduism lies transcendence. Not to forgive is a sin in itself for it furthers one from complete liberation. It is understood that in order to achieve peace within oneself, forgiveness is inevitable. Karma, often misunderstood or improperly used in the Western culture, can best be described as the proverbial ?to each his own?. Therefore, it is not for the independent individual to judge whether forgiveness is merited or not. Forgiveness offers relief: relief from pending tensions, ill-feeling and mounting egoism. Forgiveness saves one form becoming selfish and egotistical. Physical exercise, meditation through different forms of yoga, devotion, spiritual cleansing through prayer and ?public chanting?(Sharma, 40), all of these exercises are performed in order to achieve a heightened sense of consciousness. It is through consciousness that one may avoid that which is bad, harmful and evil, both to oneself and to others. This is the achievement of egolessness (24). The more one learns to forgive the happier and more peaceful they will feel. The obtainment of moksha, cannot be realized through the containment of negative energy which is associated with animosity, ill thoughts or malevolence. Rather, Hinduism teaches that it is better to forgive, to receive freedom and gain liberation for oneself, this is fulfillment, this is moksha. Religion Essays

6 traits of great managers

6 traits of great managers Want to be boss at being a boss? It’s not as simple as just being a good listener and making sure everyone shows up on time. Truly great managers attract the best workers. If you’re good at being in charge, you  hold onto star employees and advance their careers right along with yours. Managing is not an easy skill, but it is possible to build. Even if you think you’re pretty great already, take a look at these tips and see whether you can improve in any particular area. Your employees will thank you, and so will your boss.1. Have your employees’ backs.Bad bosses throw their employees under the bus. Don’t be that boss. When your team exists within a bubble of trust and has faith in its leader, all the members will want to work together to meet professional goals. Show off your employees’ successes and provide cover for them when you need to. When you build an environment of respect, your job will be so much easier.2. Be generous with your t ime.Even if you see the people who report to you directly all the time in the hall or during casual drop-ins, it’s still important to devote some of your weekly schedule to one-on-one meetings with your team. Even just 15-30 minutes of dedicated check-in time per person lets your employees know you’re there to address concerns and check in on their progress.3. Give productive feedback.Giving feedback is important, but go out of your way to make sure you give great feedback. Don’t just tell someone they did a â€Å"great job,† tell them why what they did was so great. If you receive work that’s sub-par, speak up- don’t just hope things improve the next time. Constructive criticism along the way for the small stuff helps employees reach their professional goals. When your employees know you’re invested in them doing well, they’ll step up their game for every task.4. Empower employees to reach for the stars.Push your team to do st ellar work (and letting them know you think they’re capable of it)- don’t let them settle for merely okay. Not only will this lead to results you and your team can flaunt, but it also will instill confidence that makes employees want to go above and beyond all the time. Expect top notch work, and people will adjust to meet your expectations.5. Build trust.Having a genuine relationship with your employees is a great thing. You definitely don’t have to be too casual and buddy-buddy- your style can remain strictly professional and still be built on trust. Create a rapport so people feel they can come to you with problems and mistakes- or great ideas! Don’t wall yourself off in some boss turret and forget to build relationships with the people you’re tasked to lead.6. Stay humble.Remember, even if you’ve climbed high up on the ladder you’re still paying your dues. You’re still learning too- about your industry and about the art of managing people. Don’t just sit back on your laurels. Figure out how your team can help you learn and build your career, and then help them in return.

Use of Force Policy in New Jersey Essay Example | Topics and Well Written Essays - 1000 words

Use of Force Policy in New Jersey - Essay Example It will then evaluate the policy by presenting the advantages and the disadvantages of the policy, and end by submitting some recommendations on the measures which can be used to improve the policy for the law enforcement officers. For the use of force in general, be it lethal or non-lethal, the policy states certain ground points that need to be followed by the police department. These four points include the use of force only by authorized and certified police officials, the use of force only when appropriate and required, the appropriate and reasonable use of force both in intensity and type, and the use of force only to attain lawful or legal ends (Use of force, 2000). Furthermore, the policy defines these lawful ends, in general, as any of the following four situations: when the officer is confronted with resistance directed at himself or others; when there is application of force against the officer or a third party, which could be another officer or an innocent bystander; when there is a threat of damage to property; or when the officer needs to make other legal ends possible, such as making an arrest (Use of force, 2000). For the use of deadly force, the parameters are further defined. Deadly force can be used only when the officer believes the criminal will cause death or serious bodily harm to the officer or a third party and when there are no other methods of stopping him, or in cases of an escape of such a criminal who has been charged with causing serious bodily harm or killing someone, and who the officer has reasonable belief will cause such harm if he succeeds in escaping (Use of force, 2000). Again, deadly force should only be used if there are no other options available and no innocent bystanders are in the danger of being hurt (Use of force, 2000). In 2009 (Hester, 2010), the Attorney General, on the basis of the recommendations and findings of his advisory committee on the use of force policy (Use of force, 2000), introduced the concept and the use of non-lethal weapons or force in police action in the state of New Jersey. This policy concerned mainly with the use of stun guns by police officers (Hester, 2009), although others measures of non-lethal force such as the use of rubber bullets, baton, foam, pressurized water, and other such devices does constitute non-lethal force (Capstick, 2001). There are two versions o f the policy; the original policy, issued in 2009, and a revised version, issued in 2010 (Hester, 2010). The revised version is currently in place (Hester, 2010). The use of non-lethal force does not replace the use of lethal force; it helps merely in reducing the number of incidents in which the police had to resort to lethal force in the absence of any alternative measures (Hester, 2009). Similarly, there are laws defining the use of such force just as there are for lethal force. The use of stun guns is the most common non-lethal force employed by the police (Hester, 2009). According to the old version of the policy, the police could only use this force against those deemed mentally ill or disturbed who were posing imminent danger either to themselves or to the public (Hester, 2010). Such people could be unarmed forcefully and arrested by the use of stun guns (Hester, 2010). The police had to take into account the opinion of an expert on the scene for such matters (Hester, 2010). Stun guns could not be used to forcefully make