Literary Analysis An Inspector Calls - 2046 Words

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According to Critical Approaches to Literature, Social or Sociocultural criticism: examines literature in the cultural, economic and political context in which it is written or received,† exploring the relationships between the artist and society. Sometimes it examines the artist’s society to better understand the author’s literary works; other times, it may examine the representation of such societal elements within the literature itself (Social Criticism) An example of this would be how in The Adventures of Huckleberry Finn by Mark Twain, Huck goes against what society wants, that being harboring a slave, and instead makes a friend out of a slave named Jim and shields him from the law no matter what the consequencesShow MoreRelatedSherlock Holmes : The Most Iconic Detective Figure Of All Time1278 Words   |  6 Pagesof all time. The stories of Sherlock Holmes have left an enormous mark on modern forensic studies and completely revolutionized the literary world of mystery. 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The Houses of The Great Gatsby Functional and Symbolic Essay

The Houses of The Great Gatsby: Functional and Symbolic Present within many novels that deal with class are intricate descriptions of the homes, the grounds, and even the neighborhoods that the characters live in and aspire to live within. While the descriptions are often lyrical their presence is far from superfluous. The estates in such novels nearly always have specific functions that are integral to the narrative and just as often serve a symbolic purpose. The novels we considered this semester are not exempt from this assertion, in fact, one illustrates the principle precisely. The novel that exemplifies the concept is The Great Gatsby. F. Scott Fitzgerald gives us exhaustive descriptions of the dwellings of nearly every character†¦show more content†¦Isnt that just as their home is described? (Even the word home seems too warm a descriptor to use surrounding the Buchanans). A lawn, lush and manicured (especially in the summer), that begins at the beach and is spotted w ith ornamentation and molded into areas for leisure may have visual appeal but is in no way organic or natural. Their house: Georgian; classical, but the many windows only reflect the golden sunshine of the outdoors. They are not transparent and the implication is that there is nothing behind them of substance to see anyway, if they were. As we come to know, within the Buchanans house (or within the Buchanans themselves) there is no substantive warmth, love or familial relationships which one might expect to see evidence of upon peering through the windows of a home. In describing their estate, Fitzgerald alerts the reader early on seamlessly, subtly, completely incorporated within the plot and structure, to the true character of the Buchanans. Additionally, the house is a symbol of the Buchanans social standing. Its location in East Egg (the more fashionable and old monied side of the bay) and the fact that even for East Egg it is expansive and impressive speaks to the high social standing Tom and Daisy BuchananShow MoreRelated The Valley of Ashes as Metaphor in The Great Gatsby Essay1969 Words   |  8 PagesThe Valley of Ashes as Metaphor in The Great Gatsby      Ã‚  Ã‚   Throughout F. Scott Fitzgeralds The Great Gatsby, location is a critical motif. The contrasts between East and West, East Egg and West Egg, and the two Eggs and New York serve important thematic roles and provide the backdrops for the main conflict. Yet, there needs to be a middle ground between each of these sites, a buffer zone, as it were; there is the great distance that separates East from West; there is the bay that separatesRead MoreThe American Dream as Shown Through Jay Gatsby Essay2729 Words   |  11 Pages Jay Gatsby becomes so enthralled in his American Dream and the immoral means that he would use to obtain it, however, that he could not see foreboding events around him. He acts in a manner of obliviousness when many of the people whom he associates with mock him, such as when and an unnamed woman in Gatsby’s house in Chapter VI gives an insincere invitation for Gatsby to come to dinner and, after Gatsby naively accepts the invitation, Tom ridicules him by asking Nick, â€Å"Doesn’t he know she doesn’tRead MoreANALIZ TEXT INTERPRETATION AND ANALYSIS28843 Words   |  116 Pagesthe text reveals under close examination. Any literary work is unique. It is created by the author in accordance with his vision and is permeated with his idea of the world. The reader’s interpretation is also highly individual and depends to a great extent on his knowledge and personal experience. That’s why one cannot lay down a fixed â€Å"model† for a piece of critical appreciation. Nevertheless, one can give information and suggestions that may prove helpful. PLOT The Elements of Plot When weRead MoreCohesion in Short Story17921 Words   |  72 Pageswhat kind of types and functions of grammatical and lexical cohesion. 4. Finally, the writer analyzes all chosen data clearly. 1.8 Population and Sample 1.9.2 Population The population of this research is the short story â€Å"The Great Stone Face by Nathaniel Hawthorne.† The short story has a six parts. 1.9.3 Sample The writer chooses part one until part four as sample in this research. The research will be too large in describing the characteristic of population without

HRM Strategy and Implementation

Questions: You are asked as an independent consultant to conduct a critical review of the companys employee performance management strategies for Heinz Company Australia and recommend the way forward. Write a business report that answers all the three questions: 1). How was Heinzs approach to performance management invalid in relation to Morettis job? Explain your answer in relation to significance of strategic performance management, appraisal and employee feedback in organisational context. 2). How was Heinzs approach towards employee performance management unreliable? Discuss your answer that relates employee performance management and its impact on strategic human resource management and organisational performances. 3). Identify the ways in which Heinzs employee performance management could be improved. As part of your answer, make sure you explain carefully how the company should implement your recommendations because so much of success in this area depends on the how of any strategy is implemented. Answers: Introduction The following essay evaluates the performance management strategies of HJ Heinz Company Australia, regarding an unfair dismissal of a sales manager in the organization. Human resource management is the most important management among all other managements in an organization, as this particular management looks after the main resource of an organization that is the human resources. The HR managers look after the job role and the job satisfaction of every employee of an organization. They even measure the standard performance and actual performance of the employees in order to find out the weaknesses of the employees. Bamberger et al. (2014) mentioned that depending upon the result; the HR managers provide training to the employees in order to achieve the goal of the organization. In this assignment, the importance of the human resource management and the importance of the role of the strategic performance management have been studied in order to run the business effectively, efficiently and successfully. The main aim of every organization should be comprised of fulfilling the demand of the employees and to encourage them by guiding and motivating them towards the work, towards their job role as the work force is considered as the most important source for the development of the organization. Literature Review (1). Significance of strategic performance management The strategic performance management plays a vital role in assessing employee performance as well as employee feedback. According to Buller and McEvoy, (2012) performance appraisal shall be done half-yearly or annually. Thus, individual roles shall be assessed as per the organizational short term as well as long-term goals and object. In the case of Heinz, it was mandatory to evaluate employee performance as per the standards set by the organization. Tang et al. (2015) mentioned that strategic performance management is a procedure to establish operational strategies to assess the organization performance against the goals and objectives set at the outset. This process helps a business enterprise to recognize the errors of the business organization established at the beginning of the year. However, proper employee feedback was not gathered in relation to the operational performance of the organization. In the case of sales manager Moretti, the performance management system was invalid in relation to the Moretti job performance. It was designed to identify the discrepancies in the performance of the employee that would lead to termination. It was pre-determined at the outset that Moretti performance did not meet the expectations of the management. In this regard, it can be said that the strategic performance management emphasizes on recognition of weaknesses in the performance of the employee to assist the individual in executing the job role to perfection. Farndale and Kelliher (2013) stated that it is a structured process, which recognizes the contribution of the employee to the growth of the organization. This is more pertinent in the case of the food and beverage industry, which is subjected to vulnerable market conditions. Thus, performance of each employee has to be individually measured to fulfill the long-term objectives and the goals of the organization. According to Farndale and Kelliher (2013), mentioned that the strategic performance measures takes a number of factors into consideration like market conditions, the presence of substitute products in the market as well as the internal working environment of the organization. According to Armstrong and Taylor (2014), this process helps the organization to make certain alterations to business functionalities. Moretti was clearly informed about his termination from the business organization. However, the reasons for dismissal were not clearly mentioned. Therefore, this was not fair grounds for dismissal. It can be said that unfair strategic performance measures have led to this situation. Piening et al. (2014) noted that the low score in the annual review could not be a fair reason for the dismissal of the employee, since this was based on the rating conducted by the business organization t hat gave the same marks to every employee. It was not based on actual performance of the employees and did not give a true and fair representation of the performance by the employees, The company felt that it was not possible to prepare an individual plan for Moritt and therefore it is not justifiable. There were some performance measurement concerns on the part of the management of the organization. However, these plans were not disclosed to the sales manager of the business organization. Schalk et al. (2013) mentioned strategic performance measures require an organization to have a clear flow of communication to each employee, thereby facilitating organizational growth. In addition, employees should have well defined job roles for employees. However, Heinz did not adequately follow these regulations. There was a negative perception about the performance of the sales manager of the business organization without having based on any facts. As such, it can be said that unfair treatment has been given to Moritt about his termination from the job. According to Armstrong and Taylor (2014), performance management is defined as the positive partnership among the management and the employees of an organization that helps the employees of the firm to perform at their best possible way and to align the contribution with the values, objectives and the initiatives of the particular firm. Alfes, (2013) noted that the strategic performance management is composed of various indicators, frameworks and methodologies, which has helped the firm in formulating the strategy and to make the employees able to gain strategic insights that permits them to challenge the assumptions of strategy, to refine the strategic thinking and to inform the strategic learning and decision-making. Marler and Fisher (2013) mentioned the main tools of the strategic performance management include the management by objectives, Balanced Scorecard; Value based Management, Marr Balanced Scorecard, Results Based Leadership, Performance Prism and Result oriented manageme nt that help in running the organization ethically. The other ways by implementing which the performance review procedure within the organization can be optimized include by setting goals effectively, by following the planning of performance, by ensuring the continuing process, byy improving the productivity of the firm through better management of the objective of the firm, by collecting various information from various sources. Jamali et al. (2015) mentioned that the other techniques by implementing which the strategic performance management can be well developed within an organization include documentation, reviewing, by preparing adequately and by providing training to the managers of the firm. Therefore, by analyzing the significances of the implementation of well-developed strategic performance management within an organization, it can be said that the particular organization of the case study that is HJ Heinz Company should also implement the various tools of strategic performance management. In addition to this, the management department of the firm should link the management performance with the recognition and the rewards, so that the employees of the organization get encouragement to perform their job perfectly. The performance management should encourage and evaluate the full participation and the success of a particular project and the organization. (2). Impact of Employee Performance Management on SHRM HJ Heinz Company approach to employee management consisted of certain discrepancies. The company had developed a rating system that gave a false representation of employee performance. In addition, it gave a low score to all the employees of the organization irrespective of the actual productivity developed by the business organization. It had a pre-determined perception towards Moritt that adversely influenced the performance management process. In this regard, Moritt was not informed of the performance management concerns that the management of the organization had towards Moritt. This hampered the productivity of the individual. Yorks and Barto (2013) noted that the concept of effective human resource management relates towards assisting employees to identify their shortcomings to help enhance the productivity rate. Besides this, it relates to dealing with employee issues at the working place. Thus, Piening et al. (2014) mentioned that effective human resource policies should posi tively influence individual as well as organizational performance. The workforce should be motivated enough to meet the expectations of the management. Heinz Australia has been unable to develop pertinent human resource strategies that shall have a positive impact on the performance of employee. According to Barrick et al. (2015), human resource policies should be flexible, so that it can be adopted to suit the market situation existing at that point of time. Thus, there should be proper coordination between different departments of a business organization to enhance smoother flow of communication within the organization. This shall ensure that employees coming from different cultures, nationalities and having different opinions to work as a team to achieve a common goal. Chow et al. (2013) mentioned that the primary objective of strategic human resources management is to frame policies that would enhance employee productivity rate with the limited amount of time and resources. Besides this, it aims to offer maximum employee satisfaction to the empl oyees. Sparrow (2013) stated that a successful organizational performance is composed of many factors that shall contribute towards a sustainable business performance. In this regard, Minbaeva and De Cieri (2014) noted that operational, human resource as well as financial strategies are the three core of constituents of effective organizational performance .Therefore, is any one of the three standards do not execute consistent performance, it shall have a pertinent adverse impact on organizational performance. The sales manager of the business organization did not get the required assistance from the human resource department to identify the performance management issues that have been influencing his performance. According to Purce (2014), employees should be motivated enough to voluntary participate in employee performance assessment procedure to serve the purpose of the organization. Any force applied to individual employees shall be detrimental to the performance of the organization. In the case of Heinz, Moritt have objections to the performance management procedure adopted in the business organization. However, his issues was not highlighted or considered by the management of the organization. As such, this prevented a fair appraisal procedure towards Moritt and this can be largely be attributed towards the sacking of the employee. . In this context, Bos Nehles et al. (2013) noted that it can be said that the strategic performance management can be considered invalid as it was not a fair practice in the context of employee appraisal and employee feedback. Accoding to Bondarouk and Rul (2013), Heinz, Australia has an ineffective employee performance management implemented , which did not consider certain attributes like aptitude, skill and work history of the employee. In the context of the global market, these attributes are considered when determining employee appraisal performance in the organization. The following important recommendations can be made to assist the organization to evaluate the existing working conditions of the business organization Re-innovation - The performance management process should be re-innovated to assist the management of the organization to put in effective procedures to ensure that fair treatment is offered to employees. This can be done irrespective of the market situation as well as the profitability levels of the brand. The re-innovation procedure shall consider all the errors or discrepancies made in the past, and would improve the organization as per the needs of the organization. Appraisal policies Effective appraisal policies should be introduced in the organization, which shall implement authentic evaluation procedures for the employees in the organization. The appraisal policies shall constitute of certain attributes like employee attendance, meeting of targets and behavior. In this regard, it can be said that authentic appraisal policies shall enable an organization to accurately measure employee performance and form organizational hierarchy. Employee engagement policies- Employee engagement policies shall assist an employee to set pre-determined policies to feel a part of the organization. Thus, there shall be motivation to achieve individual and organizational goals. In this regard, it can be said that this would motivate employees to actively participate in employee performance measures procedure and to extend all the cooperation to the management of the organization. Employee issue Proper hearing must be given to employee issues to voice their concerns. It is the job of the human resource management to evaluate the employee issues so that employee issues can be dealt effectively. This would d enhance the appraisal policies followed in the organization (3). Improvement of Employee Performance Management According to Beer et al. (2015), Employee performance management procedures would have far-reaching benefits, if it were implemented effectively. As such, there are certain measures, which can be adopted to rectify the discrepancies that are having a negative impact on employee performance management procedures to assess employee performance. However, these depend on the structural constituents of the organization, and the product or service line the organization is operating. Kaufman (2015) mentioned that each organization would have different requirements. Thus, there cannot be a unified performance management procedure to assist the business organization in its growth and development. However, Minbaeva (2013) noted that it can be said that equal treatment of employees is a pertinent requirement that is applicable to all organizations. Discrimination based on the background and gender is unlawful and therefore cannot be acceptable to the management of the organization. Kaufman (2015) mentioned that discrimination in the organization could have an essential negative impact on the employee morale. This can have a negative impact on organizational performance management as well as appraisal strategies in the context of organizational performance. The following are the recommendations that can be mad to improve the Hienzs employee performance management procedures, in the case of HJ Heinz Company , Australia. Employee feedback - Employee feedback is an important attribute that can assist any business organization to enhance its staff performance management procedures. This shall also assist the organization to identify the errors, and assist the organization on the path of recovery. Therefore, regular collection of feedback would assist the management of the organization to judge employee morale and act accordingly. Regular monitoring of employee performance - Employee performance should be regularly evaluated as well assessing their contribution to the organizational performance. According to Zikic (2015), this shall imbibe discipline and work ethics among the employee of the organization. Thus, detailed scrutiny of employee performance is an essential requirement of to facilitate employee performance measures of a business organization. Grievance redressal cell- A grievance redressal cell can be established to address issues related to the issues of employees. Sikora and Ferris (2014) noted that Employees shall lodge their concerns in this entity, and this shall facilitate the workforce to execute their performances as per the management expectations. The grievance redressal cell shall look forward to identify the discrepancies in the management process in the business organization. Team building - Team building exercises can be established to foster unity. As such, this would assist employees to identify themselves as a part of a team and accept cultural diversity among the workforce. Human resource policies It is the job of the human resource department, to develop human resource strategies, that shall put an effective employee performance management system in the business organization. These shall be done after considering factors like size of the workforce, the scale of operations and the intensity of operations. The primary responsibility of the human resource department is to assist the management of the business organization to put effective structures in place to appraise employee performance effectively. Equal treatment of employees- There should be equal treatment of employees irrespective of the background, culture and creed. Employees should be solely judged on the performance of the employees. This would enable the employees to have greater trust on employee performance management measures in an organization. Having a pre-determined perception would adversely influence the employee assessment procedure in the business organization. A Separate department - A separate department can be constituted in the case of employees having multinational operations. Thus, a separate department in each location shall assist the management of a business organization to identify the performance of the employees as per the goals and objectives of the organization. Investing in research and development - The management of the business organization can invest in research and development to implement an effective performance management in the organization. This shall lead the employee performance measure to be executed with minimum amount of time and effort. The research and development shall help create strict guideline within which the research and development activities would be executed in an effective manner. It can be said that the amount of resources that would be required to execute a successful organizational performance measures. Conclusion It can be said that the performance management measures is an essential tool to evaluate individual and group achievements of a business enterprise. It analyzes the discrepancies in the business functionalities and makes essential recommendations. In the case of HJ Hienz company Australia, the sales manager of the organization was unduly sacked from the organization without having given any adequate reasons. The performance management issues were not disclosed to Moritt. Therefore, the performance management procedures were not fair and transparent and did not follow the correct path. A pre-determined perception was set against the employee due to whom the person was treated in an unfair manner. If the correct appraisal and human resource policies was established such situations could have been avoided. Effective usage of the such tools like Balanced Scorecard; Value based Management, Marr Balanced Scorecard, Results Based Leadership, Performance Prism and Result oriented management shall help the management of the organization to correctly assess the performance of the employees. The appraisal and performance management measures is based on the constituents of fair and transparent judgment of quarterly and half yearly performance of the management of a business enterprise. HJ Heinz Company did not meet these criteria. In addition, the performance rating system gave a low as well as same score to each of the employees in the organization. This hampered the evaluation process as it was designed to terminate Moritt based on performance management issues. However, there was not enough reason to take such action, and these reflected poorly on the performance. Several pertinent measures can be taken to rectify such a situation, which are - effective human resource policies, constant moni toring of employee performance and establishing a grievance redressal cell, which shall take care of employee issues in the workplace. References Alfes, K., Truss, C., Soane, E.C., Rees, C. and Gatenby, M., 2013. The relationship between line manager behavior, perceived HRM practices, and individual performance: Examining the mediating role of engagement. Human resource management, 52(6), pp.839-859. Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers. Bamberger, P.A., Biron, M. and Meshoulam, I., 2014. Human resource strategy: Formulation, implementation, and impact. Routledge. Barrick, M.R., Thurgood, G.R., Smith, T.A. and Courtright, S.H., 2015. Collective organizational engagement: Linking motivational antecedents, strategic implementation, and firm performance. Academy of Management Journal, 58(1), pp.111-135. Beer, M., Boselie, P. and Brewster, C., 2015. Back to the future: implications for the field of HRM of the multistakeholder perspective proposed 30 years ago. Human Resource Management, 54(3), pp.427-438. Bondarouk, T. and Rul, H., 2013. The strategic value of e-HRM: results from an exploratory study in a governmental organization. The International Journal of Human Resource Management, 24(2), pp.391-414. Bondarouk, T. and Rul, H., 2013. The strategic value of e-HRM: results from an exploratory study in a governmental organization. The International Journal of Human Resource Management, 24(2), pp.391-414. Bos Nehles, A.C., Van Riemsdijk, M.J. and Kees Looise, J., 2013. Employee perceptions of line management performance: applying the AMO theory to explain the effectiveness of line managers' HRM implementation. Human resource management, 52(6), pp.861-877. Buller, P.F. and McEvoy, G.M., 2012. Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), pp.43-56. Chow, I.H.S., Teo, S.T. and Chew, I.K., 2013. HRM systems and firm performance: The mediation role of strategic orientation. Asia Pacific Journal of Management, 30(1), pp.53-72. Farndale, E. and Kelliher, C., 2013. Implementing performance appraisal: Exploring the employee experience. Human Resource Management, 52(6), pp.879-897. Jamali, D.R., El Dirani, A.M. and Harwood, I.A., 2015. Exploring human resource management roles in corporate social responsibility: the CSR HRM co creation model. Business Ethics: A European Review, 24(2), pp.125-143. Kaufman, B.E., 2015. Evolution of strategic HRM as seen through two founding books: A 30th anniversary perspective on development of the field.Human Resource Management, 54(3), pp.389-407. Marler, J.H. and Fisher, S.L., 2013. An evidence-based review of e-HRM and strategic human resource management. Human Resource Management Review, 23(1), pp.18-36. Minbaeva, D.B. and De Cieri, H., 2014. Strategy and IHRM. The Routledge Companion to International Human Resource Management, pp.13-28. Minbaeva, D.B., 2013. Strategic HRM in building micro-foundations of organizational knowledge-based performance. Human Resource Management Review, 23(4), pp.378-390. Piening, E.P., Baluch, A.M. and Ridder, H.G., 2014. Mind the Intended Implemented Gap: Understanding Employees Perceptions of HRM. Human Resource Management, 53(4), pp.545-567. Purce, J., 2014. The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management (Routledge Revivals), 67. Schalk, R., Timmerman, V. and Van den Heuvel, S., 2013. How strategic considerations influe nce decision making on e-HRM applications. Human Resource Management Review, 23(1), pp.84-92. Sikora, D.M. and Ferris, G.R., 2014. Strategic human resource practice implementation: The critical role of line management. Human Resource Management Review, 24(3), pp.271-281. Sparrow, P., 2013. 5 Strategic HRM and employee engagement. Employee engagement in theory and practice, p.99. Tang, G., Chen, Y. and Jin, J., 2015. Entrepreneurial orientation and innovation performance: roles of strategic HRM and technical turbulence.Asia Pacific Journal of Human Resources, 53(2), pp.163-184. Yorks, L. and Barto, J., 2013. Invited reaction: The strategic value of HRD in lean strategy implementation. Human Resource Development Quarterly,24(1), pp.29-33. Zikic, J., 2015. Skilled migrants' career capital as a source of competitive advantage: implications for strategic HRM. The International Journal of Human Resource Management, 26(10), pp.1360-1381.

Lung Cancer Essays (3194 words) - RTT, Lung Cancer,

Lung Cancer Lung cancer is not just one disease but rather a group of diseases. All forms of cancer cause cells in the body to change and grow out of control. Most types of cancer cells form a lump or mass called a tumor. Cells from the tumor can break away and travel to other parts of the body where they can continue to grow. This spreading process is called metastasis. When cancer spreads, it is still named after the part of the body where it started. For example, if breast cancer spreads to the lungs, it is still breast cancer, not lung cancer. Another word for cancerous is malignant, so a cancerous tumor is referred to as malignant. But not all tumors are cancer. A tumor that is not cancer is called benign. Benign tumors do not grow and spread the way cancer does. They are usually not a threat to life. A few cancers, such as blood cancers (leukemia), do not form a tumor. Most cancers are named after the part of the body where the cancer first starts. Lung cancer begins in the lungs. The lungs are two sponge-like organs in the chest. The right lung has three sections, called lobes. The left lung has two lobes. It is smaller because the heart takes up more room on that side of the body. The lungs bring air in and out of the body, taking in oxygen and getting rid of carbon dioxide gas, a waste product. The lining around the lungs, called the pleura, helps to protect the lungs and allows them to move during breathing. The windpipe (trachea) brings air down into the lungs. It divides into tubes called bronchi, which divide into smaller branches called bronchioles. At the end of these small branches are tiny air sacs known as alveoli. Most lung cancers start in the lining of the bronchi but they can also begin in other areas such as the trachea, bronchioles, or alveoli. Lung cancer often takes many years to develop. Once the lung cancer occurs, cancer cells can break away and spread to other parts of the body. Lung cancer is a life- threatening disease because it often spreads in this way before it is found. Lung cancer is the leading cause of cancer death for both men and women. During the year 2000 there will be about 164,100 new cases of lung cancer in this country. About 156,900 people will die of lung cancer: about 89,300 men and 67,600 women. More people die of lung cancer than of colon, breast, and prostate cancers combined. Lung cancer is fairly rare in people under the age of 40. The average age of people found to have lung cancer is 60. If lung cancer is found and treated by surgery early, before it has spread to lymph nodes or other organs, the five-year survival rate is about 42%. However, few lung cancers are found at this early stage. The five-year survival rate for all stages of lung cancer combined was 14% in 1995, the last year for which we have national data. A risk factor is something that increases a person's chance of getting a disease. Some risk factors, like smoking, can be controlled. Others, such as a person's age, can't be changed. Smoking is by far the leading risk factor for lung cancer. More than 8 out of 10 lung cancers are thought to result from smoking. The longer a person has been smoking, and the more packs per day smoked, the greater the risk. If a person stops smoking before lung cancer develops, the lung tissue slowly returns to normal. Stopping smoking at any age lowers the risk of lung cancer. Cigar and pipe smoking are almost as likely to cause lung cancer as cigarette smoking. There is no evidence that smoking low tar cigarettes reduces the risk of lung cancer. Nonsmokers who breathe the smoke of others also increase their risk of lung cancer. Non- smoking spouses of smokers, for example, have a 30% greater risk of developing lung cancer than do spouses of nonsmokers. Workers exposed to tobacco smoke in the workplace are also more likely to get lung cancer. There are other risk factors for lung cancer besides smoking. People who work with asbestos have a higher risk of getting lung cancer. If they also smoke, the risk is greatly increased. The type of lung cancer linked to asbestos, mesothelioma, often starts in the pleura. This