Criminalistics Essay

Jennifer Humphrey Criminalistics Individual Work Week 3 1. Name two manufactured sedatives and depict the reason for which each is normally utilized. * Methadone is maybe the most popular integrated sedative. An individual that gets intermittent dosages of methadone would not get high on the off chance that he/she at that point took heroin or morphine. It’s design is to take out an addicts want for heroin, with negligible symptoms. Essentially, heroin addicts get methadone to decrease or forestall future heroin use.Some doctors additionally endorse methadone for relief from discomfort. * Oxycontin’s dynamic fixing is oxycodone, which is an engineered tranquilize firmly identified with morphine and heroin in its synthetic structure. Oxycontin is a pain relieving that has influences like those of heroin. Used to treat constant agony. 2. What is a drug? Name three ordinarily utilized stimulants. Psychedelic drugs will be drugs that can cause checked modifications in typica l points of view, observations and moods.Three regularly utilized stimulants are LSD, PCP, and Marijuana. 3. What is energizer? Name two generally utilized energizers, An energizer is a medication that is utilized to animate, or accelerate the focal sensory system. Cocaine and methamphetamines (ICE) 4. What is break and how is it created? An especially intense type of cocaine delivered by blending cocaine and preparing pop and afterward water, and afterward warmed, bringing about an answer. The material us at that point broken into little lumps that vendors soften as split rocks.Crack gives a more prominent elation. 5. What is the distinction between a screening test and an affirmation test? A screening test is a starter test used to diminish the quantity of probability personalities of an obscure substance. An affirmation test is a solitary test that explicitly recognizes a substance. References Saferstein, 2009, pages 286-287 Saferstein, 2009, pages 287-290 Saferstein, 2009, page 293-295 Saferstein, 2009, page 295 Saferstein, 2009, page 303

The Major Threats Caused By Depletion Of Resources essays

The Major Threats Caused By Depletion Of Resources articles Assets are the things that we can remove from the earth. Ventures, which separate the earths assets, incorporate mining, ranger service and oil extraction. Present-day civilisation depends on a gigantic usage of non-replaceable minerals and energizes, for example, coal, oil and normal gasses. Different materials, for example, cotton, fleece timber and groceries, whenever used reasonably can be recharged. The earths normal assets are there for us to utilize. We need water, food, air, vitality, meds, warmth, safe house and minerals. These keep us took care of, agreeable, solid and alive. On the off chance that we utilize the assets cautiously, at that point they will last inconclusively. In any case, on the off chance that we use them inefficiently and exorbitantly, they will before long run out and everybody will endure. Deforestation in the tropics is on the ascent. People presently chop or torch in excess of 100 sections of land a moment. Some timberland is cleared to clear a path for farmland; the rest is sliced for timber and to take care of the requests of the paper business. The rainforests are significant in light of the fact that they produce oxygen, they manage the universes atmosphere, safeguard various species and they yield a wide range of items. The rainforests are likewise cleared for cultivating, land, streets, railroads, fuel creation, (for example, charcoal) and mineral extraction, (for example, gold and iron metal). There are numerous outcomes associated with decimation of the rainforests. The principle one being a worldwide temperature alteration. This is caused on the grounds that less carbon dioxide is being expended and the less oxygen being delivered, more carbon dioxide will stay in the climate along these lines contributing progressively ozone harming substance, which thusly will see an ascent in the temperature of our planet. When we have utilized the entirety of the vitality from non-renewable energy source extraction (oil, coal and gas) that the earth has, there will be no more for many years. Non-renewable energy sources are not replenishable, hence we ought to be increasingly reasonable by they way we utilize this asset. ... <!

An Agile Guide to Integrating Customer Feedback

An Agile Guide to Integrating Customer Feedback This guide to customer feedback is part of our Agile project management series. To access more lessons, strategies and expert advice, download our free white paper, Staying Agile: 5 Best Practices in Software Project Management. Developing a product thats valued by your customer is pretty much the bread and butter of Agile project management. To achieve this, you  need to be sharing project progression and prototypes with your stakeholders (and end-users, if separate) at every iteration of your project.   The Importance of Customer Feedback in Agile Projects   Whether you’re producing a ground-breaking app for digital natives or a new CRM for your client’s operations team, preferences over accessibility and functionality will vary hugely. As a result, it’s essential that throughout your project, preferably after every Sprint, you share new features with your customers to determine whether: Features are actively providing value and not simply convoluting the product Features are accessible in terms of design and functionality for your stakeholders and importantly, your end-users. By inviting this customer feedback before the final product is launched, your team can save time and money on pushing unnecessary features forward. What’s more, you’ll end up with a more valuable and refined product, accurately tailored to your target audience. Did you know that a whopping 98% of respondents to the VersionOne 2016 State of Agile Report shared that their organization had realized success from taking an Agile approach to projects? As the first Agile principle, customer satisfaction and feedback are central to that success. 3 Strategies for Integrating Customer Feedback   Accessing and integrating user feedback without overburdening your project with an endless list of features can be a challenge. Fortunately, there are a number of strategies you can take to gather feedback effectively while preventing your project from over-extending. Staying Agile5 Best Practices in Software Project Management Download Free White Paper 1. Access Regular Customer Feedback Before you’re able to integrate user feedback, you first need to access it.  To do this, project management strategists  suggest taking a three-step approach to accessing feedback from stakeholders: Access: First, teams must find and identify a set of target customers that can be relied upon to provide accurate and timely insight, for example in the form of a well-maintained customer panel or advisory board.   Listen: Once a customer panel or advisory board has been secured, teams must build skills to actively listen to them. This should go beyond a single focus group or survey and should feature regular interaction, throughout the project, either in person or via online collaboration tools. Customers should be probed on their real needs, pain points, desires, and objective feedback on early designs and prototypes. This will also help to cut back on unnecessary features. Communicate: Ensure that what is learned through this listening process is clearly converted into prioritized use cases that explain the value of each feature, by communicating user insights to the entire project team. 2. Integrate Customer Feedback with Sprints The customer feedback collected should then be integrated at every project Sprint, alongside stakeholder feedback (if separate to the end-user group.)   One way to achieve this is by taking a Scrum approach to Agile project management.  If youre new to Scrum, the approach involves a Product Owner who communicates evolving business goals and customer feedback to the development teams.   In Scrum, the Product Owner retains a bird’s-eye view of the project and meets with the development team and ‘Scrum Master’ on a daily basis, to share customer feedback and insight.  Customer feedback, alongside stakeholder goals and needs, will then form each project Sprint. Following each Sprint, Scrum teams hold a Sprint Review, to present on what’s been completed to stakeholders. This process pushes team accountability and ensures that each Sprint’s completed tasks align with the project’s customer goals. 3. Allow Stakeholders to Manage Feature Prioritization While integrating customer feedback, it’s vital that the product doesnt go overboard with every feature requested by your customers. A key way to do so is by utilizing a workflow that puts your stakeholders in the driving seat for feature prioritization. This can either be done via a physical scrum wallboard or via an online collaboration tool. Staying Agile5 Best Practices in Software Project Management Download Free White Paper Creating a Physical Scrum Wallboard In order to manage feature prioritization collaboratively with their stakeholders, Jonathan Roger, Operations Director and Certified Scrum Master at software development company AndPlus, explains that they create a physical board for their Scrum task cards: “One way that we keep track of scope with our clients is by using different colored task cards on our project management wallboard to represent items that were added after a release plan was created,” Roger shares. “This makes it visually easy (for both us and the client) to identify items or features that were added after the initial project scope, so need to be traded with another feature of equivalent development hours in order to stay within budget, or postponed to a later release.” This allows AndPlus to put feature prioritization in the hands of their clients while keeping the project from growing beyond its scope and budget. Integrating via an Online Collaboration Tool Software development team Praxent  also takes a visual approach to scope management and have developed their own online collaboration tool to share with clients. CEO and Founder, Tim Hamilton, shares that the Praxent team developed a custom reporting and analytics dashboard, to place feature management in the hands of their clients: “Our dashboard provides a play-by-play on feature development progress, allowing clients to see the impact it would have on production should they decide to shift direction or re-prioritize” Hamilton shares. “Additionally, we provide them with data on how far their budget dollars will stretch, allowing them to control feature scope as they choose to add or swap in new features.” While not all Agile teams will have their own custom-made dashboard to play with, there are many online collaboration tools available, allowing teams to take a similar transparent approach to Kanban project management. Limit the number of tasks allowed within each Sprint Look for a tool that allows you to share your project roadmap with your client transparently, then limit the number of features created within each Sprint. By laying out all tasks in a project Sprint, including time estimates for how long you expect each task to take, and sharing this roadmap with your client, you can define a limit on the number of feature tasks per Sprint. This way, you can provide your client with the ability to manage feature prioritization, as they can swap features in and out of each Sprint. This will  enable transparency over how the changes will impact on the budget and schedule.   Staying Agile5 Best Practices in Software Project Management Download Free White Paper Although regularly embracing customer feedback can feel like a daunting prospect to some software teams, with these simple strategies, it doesn’t have to be.   For further strategies and advice on taking an Agile approach to project management, download our free white paper, Staying Agile: 5 Best Practices in Software Project Management. Do you have any experience in engaging customer feedback within Agile project management? We’d love to hear your thoughts and questions below! MeisterTaskAgile Task Management Made Simple ! !

Heat of Vaporization Example Problem

Heat of vaporization is the amount of heat energy required to change the state of a substance from a  liquid into  a vapor or gas. It is also known as enthalpy of vaporization, with units typically given in joules (J) or calories (cal). Heat of Vaporization Problem This sample problem demonstrates how to calculate the amount of energy required to turn a sample of water into steam: What is the heat in joules required to convert 25 grams of water into steam? What is the heat in calories?What you know: Heat of vaporization of water 2257 J/g 540 cal/g Note:  You wont be expected to know enthalpy or heat values; they will be given in a problem or can be looked up in a table. How to Solve You can solve this problem  using either joules or calories for heat. Part I: Use the formula  q m ·ÃŽâ€Hv in which q heat energy, m mass, and ΔHv heat of vaporization.q (25 g)x(2257 J/g)q 56425 JPart II: q m ·ÃŽâ€Hfq (25 g)x(540 cal/g)q 13500 cal Answer The amount of heat required to change 25 grams of water into steam is 56425 joules or 13500 calories. A related example illustrates how to calculate the energy when water changes from solid ice into steam.

Bill of Attainder Definition

A bill of attainder – sometimes called an act or writ of attainder or an ex-post facto law – is an act of a government’s legislature that declares a person or group of persons guilty of a crime and prescribing their punishment without the benefit of a trial or judicial hearing. The practical effect of a bill of attainder is to deny accused person’s civil rights and liberties. Article I, Section 9, paragraph 3, of the U.S. Constitution prohibits the enactment of bills of attainder, stating, â€Å"No Bill of Attainder or ex-post facto Law will be passed.† Key Takeaways: Bills of Attainder Bills of attainder, or ex-post-facto laws, are acts of Congress that declare a person or persons guilty of a crime without a trial or judicial hearing.As a part of English Common Law, monarchs often used bills of attainder to deny a person’s right to own property, the right to a title of nobility, or even right to life.Arbitrary British enforcement of bills of attainder on American colonists was a motivation for the Declaration of Independence and the American Revolution.As direct denials of civil rights and liberties, bills of attainder are prohibited by Article I, Section 9 of the U.S. Constitution.The individual U.S. states are similarly prohibited from passing bills of attainder on their citizens by Article I, Section 10 of the U.S. Constitution.   Origin of Bills of Attainder Bills of attainder were originally part of English Common Law and were typically used by the monarchy to deny a person’s right to own property, the right to a title of nobility, or even right to life. Records from the English Parliament show that on January 29, 1542, Henry VIII secured bills of attainder that resulted in the executions of a number people holding titles of nobility. While the English Common Law right of habeas corpus guaranteed fair trials by a jury, a bill of attainder completely bypassed the judicial procedure. Despite their obviously unfair nature, bills of attainder were not banned throughout the United Kingdom until 1870. US Constitutional Ban of Bills of Attainder As a feature of English law at the time, bills of attainder were often enforced against residents of the thirteen American colonies. Indeed, outrage over the enforcement of bills attainder in the colonies was one of the motivations for the Declaration of Independence and the American Revolution. The dissatisfaction of Americans with British attainder laws resulted in their being prohibited in the U.S. Constitution ratified in 1789. As James Madison wrote on January 25, 1788, in the Federalist Papers Number 44, â€Å"Bills of attainder, ex-post facto laws, and laws impairing the obligations of contracts, are contrary to the first principles of the social compact, and to every principle of sound legislation. ... The sober people of America are weary of the fluctuating policy which has directed the public councils. They have seen with regret and indignation that sudden changes and legislative interferences, in cases affecting personal rights, become jobs in the hands of enterprising and influential speculators, and snares to the more-industrious and less-informed part of the community.† The Constitution’s ban of the use of bills of attainder by the federal government contained in Article I, Section 9 was considered so important by the Founding Fathers, that a provision banning state law bills of attainder was included in the first clause of ​Article I, Section 10. The Constitution’s bans of bills of attainder at both the federal and state level serve two purposes: They enforce the fundamental doctrine of separation of powers by forbidding the legislative branch from performing functions constitutionally delegated to the judicial or executive branch.  They embody the protections of due process of law expressed in the Fifth, Sixth, and Eighth Amendments. Along with the U.S. Constitution, the constitutions of ever state expressly forbid bills of attainder. For example, Article I, Section 12 of the constitution of the State of Wisconsin reads, â€Å"No bill of attainder, ex-post facto law, nor any law impairing the obligation of contracts, shall ever be passed, and no conviction shall work corruption of blood or forfeiture of estate.† Sources and Further Reference Saunders, Thomas M. â€Å"Defining Bills of Attainder.† The Bill of Attainder Project. Lipson, Barry J. â€Å"Bill of Attainder: Trial by Legislature.† Federally Speaking (Number 36).

Calyx Corolla Case Analysis Free Essays

1. The strength of the Calyx Corolla formula is that they enhance the delivering speed so that customers get fresher flowers. Also, it lowers the cost of delivery from growers to C C, from wholesellers to retailers, and from retailers to customers. We will write a custom essay sample on Calyx Corolla Case Analysis or any similar topic only for you Order Now But there are also problems in the formula. For example, it is hard to control the quality of the products. C C has to monitor the growers and Fed, and spend extra money to maintain the high quality of the products. . Calyx Corolla has been successful because they make delivery more efficient, which is to deliver flowers directly from growers to customers so that the plants are fresher. Also, they accurately position themselves and send catalogues to people who are likely to buy flowers. It’s an efficient way to market without a large amount of cost. Third, they developed business partners to promote selling. 3. The large growers like Sunbay Company also distribute and sell flowers themselves. They also buy flowers from other growers. Thus it is hard to control the quality of the flowers they provide. The large growers like Sunbay Company are both partners and competitors because they also sell flowers to customers. 4. They are growing the business by launching an advertising campaign. They will advertise on television emphasizing the longevity and freshness of the lowers. They will insert mini-catalogs into newspaper supplements and magazines. 5. The company is customer-oriented. They directly link consumers with growers in order to reduce the time it took to deliver, thus ensure the freshness and longevity of the consumers. They will not let flowers frozen outside the door in the cold days if they fail to deliver it, because it this will not encourage consumers to buy flowers from them again. They send catalogs regularly and change their banquets seasonally to meet consumers’ needs. All they have done is to keep the â€Å"life-time† customers. They are not only selling flowers, they are selling good service as well. 6. It’s easy for customers to find what they want through the website, because the company has provided different ways of categorizing the bouquets. Customers can decide what kind of flowers they need according to different situations. It’s very customer-oriented. How to cite Calyx Corolla Case Analysis, Essay examples

S. Namuuntulga Tuesday 14.20 Essays - Perception, Nervous System

S. Namuuntulga Tuesday 14.20 The nose sense of smell and taste The nose is a organ used for breathing and smelling that is found in the center of the face above the mouth. At the end of the nose there is a pair of nostrils, these allow you to breathe in air and exhale it. At the end of the nostrils comes the nasal cavity. Going farther up, the cavities divide into 3 shelf-like bones called nasal concha e or turbinates these warm inhaled air. The outside of the nose consists of a elastic tissue called cartilage. The human nose is in fact the main organ of smell as well as taste. We can recognise thousands of different smells, and we are able to detect odours even in infinitesimal quantities. The sense of smell is very closely related to the sense of taste. Sometimes the odor makes us think what the food will taste like, if we did not have the sense of smell the sense of taste would be greatly affected, you would have the basic tastes but nothing like you have now. Smell occurs in the olfactory, this is where nerve receptors lie, then passes through to the mouth causing most of the sensation of taste. Smell-sensitivity researchers have to be very careful about the odours they use in experiments, because a smell is not always a smell. Many odorous substances activate not only the olfactory system but also the somatosensory' system -the nerve endings in our noses which are sensitive to temperature, pain etc. This is why anosmics ' - patients who have completely lost their sense of smell - can still detect menthol, phenylethyl alcoh ol and many other substances. The sense of smell triggers a fight or flight response that helps survival. Our ability to taste is another scientific feat on its own. We are able to tell great tasting food from unpalatable ones of the millions of taste cells called "gustatory cells" that are clustered within taste buds of the tongue, lining of your throat and roof of the mouth. That we're born with around 10,000 taste buds. When we chew food or drink soup, these substances combine with our saliva and release molecules that stimulate these gustatory cells. Like the nose, there are specific taste cells responsible for detecting and identifying a taste quality. Your gustatory cells send signals to your brain to interpret the taste or group of tastes that are being detected. There are five basic taste qualities: sweet, sour, salty, bitter and savory or "umami". Umami is brought by glutamate, which can be found naturally in protein-rich foods or artificially in form our monosodium glutamate, also known as " vetsin ". Taste, along with smell determines flavors of food or other sub stances. In conclusion, nose is in fact the main organ of smell as well as taste. Both senses - smell and taste are part of our body's chemosensory system, or simply referred to as the "chemical senses". This is because taste and smell both work by making sense of the chemicals surrounding us - the substances that combine to create a dish or the millions of molecules that comprise different odors. References http://www.encyclopedia.com

Religious Studies Essays

Religious Studies Essays Religious Studies Essay Religious Studies Essay Essay Topic: Nashville Name: Course: Instructor: Date: Religious Studies The relationship between religion and literature is illustrated where several themes are integrated with the views of religion. It also focuses on explaining the connection between people’s concerns, related, religious inclinations and the literary styles used to articulate the information. Several themes have been illustrated in various sources containing religious information including films, books and different articles. However, this document will focus on discussing several themes in the religious movie known as Fireproof. Fireproof is a movie that narrates about a firefighter who deals with the problem of his wife wanting to divorce him. However, his father pleads with him to postpone the divorce for a period of forty days and offers him a book known as the Love Dare (Richard 13). The book is meant to solve the firefighter’s marriage problems with his wife, because it informs about the temperament of true love and gives steps of guidance in solving relationship issues. One of the themes found in Fireproof is forgiveness, and it relates the scene where the firefighter is forgiven by his wife, to the religious forgiveness that an individual experiences when he is in a relationship with God (Solomon 23). It illustrates the importance of an individual’s marriage or relationship to God as a valuable investment because through this relationship, all other things in life thrive. Therefore, fireproofing or safeguarding this worthy union protects the believer from being tempted to transgress. In addition, the believers become unionized with God and hence are able to maintain peace with their enemies (Solomon 23). The next theme found in Fireproof is faith, and it is illustrated where the firefighter decided to trust in the book his father gave him as he was about to give up with his marriage and divorce his wife (Anker 6). The firefighter made the choice to believe that he would find some hope once he begun reading the book about saving his marriage. Faith is also witnessed at the concluding scene, whereby he decides to be a born again Christian. He runs to the backyard of his father’s house and weeps on a statue of a cross as his father meets him to comfort and pray for him. He finally takes a step of faith by giving his life to Jesus Christ with the hope of experiencing peace and happiness in his life, marriage and family. The theme of unconditional love is illustrated at the concluding scene where the firefighter experiences divine forgiveness. The next day after giving his life to Christ, the man appears to be very happy and peaceful as compared to other times when he seemed to be in a cranky mood. Therefore, this means that the love of God is unconditional and limitless since anyone is allowed to experience it and hence He wants people to live through honoring in order to experience that love (Chris and Rao, M.D 262) The other theme in the Fireproof movie is the theme of addiction. It is displayed in the scene whereby the firefighter is addicted to accessing internet pornography. As a result, his wife complains several times about this habit and it ends up being one of the reasons for wanting to divorce him. The man struggles with quitting the habit but becomes unsuccessful until the day he gives his life to Jesus Christ (Stephen 57). From that day, he develops a profound strength and faith that helps him overcome this habit. For example, instead of using the computer when he arrives from work, he forms an interest in reading the bible. Biblical principles have also been used as a form of literature in Fireproof based on the strong foundation of marriage. The movie explains the principle on how every relationship has to face certain challenges because different circumstances in life always find a way to interfere in relationships. However, these problems faced by couples are meant to strengthen the marital relationship since it enables each person in the commitment to display positive strong qualities including love, patience and persistence that makes it easier to overcome these challenges. In addition, these qualities determine the commitment of a spouse to build a strong base on the relationship (Gabriel 121). The next theme shown in the film focuses on obedience. It reflects the Christian view of obedience by explaining that if a person obeys God’s commands, he is likely to overcome any challenge in life that is thrown at him. For example, after the firefighter decided to trust in God by leaving his old habits like his addiction to pornography, he was able to appreciate and treat his wife with more love and respect and as a result, their marriage bond became stronger despite facing the challenge of losing their younger son to Cancer (Lynn and Mark 125). The next biblical principle illustrated in the film, is on how man has been ordered by God to love his wife. In the scene where the firefighter became a believer, he realized that he was peaceful and happy once he learned to appreciate and love his wife than in the past when he was always complaining and being moody to her. This shows that for him to experience God’s forgiveness, he had to take a step of loving his wife and abandoning his old gruesome ways of treating his wife. The film also illustrates the dynamic of family through the aspect of love and togetherness. For example, after the reconciliation of the married couple, they focus on loving their children by praying and convincing their older son to give his life to Jesus Christ in order to experience the same peace and happiness they felt (Catt 218). In addition, it shows that family is built on the strong foundation of marriage since the parents were able to focus more on their children when their marriage was reconciled than before when they were facing challenges (Douglas 142). Reference Anker, Roy M. Of Pilgrims and Fire: When God Shows Up at the Movies. Grand Rapids, Mich: W.B. Eerdmans Pub. Co, 2010. Print. Catt, Michael C. The Power of Desperation: Breakthroughs in Our Brokenness. Nashville, Tenn: B H Pub. Group, 2009. Print. Connelly, Richard. Lost Art of Romance: How to Romance a Lady. S.l.: Trafford On Demand Pub, 2009. Print. Cowan, Douglas E. Sacred Terror: Religion and Horror on the Silver Screen. Waco, Tex: Baylor University Press, 2008. Print. Kendrick, Stephen. Holy Clues: The Gospel According to Sherlock Holmes. New York: Vintage Books, 2000. Print. Solomon, Stephannie E. R. Living with the King: Meditations That Teach, Transform and Transcend. S.l.: Authorhouse, 2009. Print. Suszek Lynne and Suszek Mark. First Wash the Inside. Nashville, U.S.A: Lockman Foundation, 2009. Print. Mckee, Gabriel. The Gospel According to Science Fiction: From the Twilight Zone to the Final Frontier. Louisville: Westminster John Knox Press, 2007. Print.

Louisa May Alcott - Author of Little Women

Louisa May Alcott - Author of Little Women Louisa May Alcott is known for writing  Little Women  and other childrens stories,  connections to other Transcendentalist thinkers and writers.   She was briefly a  tutor of Ellen Emerson, daughter of Ralph Waldo Emerson, nurse, and was a Civil War nurse.   She lived from November 29, 1832 to March 6, 1888. Early Life Louisa May Alcott was born in Germantown, Pennsylvania, but the family quickly moved to Massachusetts, a location with which Alcott and her father are usually associated. As was common at the time, she had little formal education, taught mainly by her father using his unconventional ideas about education. She read from the library of neighbor Ralph Waldo Emerson and learned botany from Henry David Thoreau. She associated with Nathaniel Hawthorne, Margaret Fuller, Elizabeth Peabody, Theodore Parker, Julia Ward Howe, Lydia Maria Child. The familys experience when her father founded a utopian community, Fruitlands, is satirized in Louisa May Alcotts later story, Transcendental Wild Oats. The descriptions of a flighty father and down-to-earth mother probably reflect well the family life of Louisa May Alcotts childhood. She early realized that her fathers flighty educational and philosophical ventures could not adequately support the family, and she sought ways to provide financial stability. She wrote short stories for magazines and published a collection of fables shed originally written as tutor for Ellen Emerson, Ralph Waldo Emersons daughter. Civil War During the Civil War, Louisa May Alcott tried her hand at nursing, going to Washington, DC, to work with Dorothea Dix and the U.S. Sanitary Commission. She wrote in her journal, I want new experiences, and am sure to get em if I go. She became ill with typhoid fever and was affected for the rest of her life with mercury poisoning, the result of the treatment for that illness. When she returned to Massachusetts, she published a memoir of her time as a nurse, Hospital Sketches, which was a commercial success. Becoming a Writer She published her first novel, Moods, in 1864, traveled to Europe in 1865, and in 1867 began editing a childrens magazine. In 1868, Louisa May Alcott wrote a book about four sisters, published in September as Little Women, based on an idealized version of her own family. The book was successful quickly, and Louisa followed it a few months later with a sequel, Good Wives, published as Little Women or, Meg, Jo, Beth and Amy, Part Second. The naturalism of the characterizations and the non-traditional marriage of Jo were unusual and reflected the Alcott and May families interest in Transcendentalism and social reform, including womens rights. Louisa May Alcotts other books never matched the lasting popularity of Little Women. Her Little Men not only continues the story of Jo and her husband, but also reflects the educational ideas of her father, which he was never able to communicate effectively in writing. Illness Louisa May Alcott nursed her mother through her final illness, while continuing to write short stories and some books. Louisas income financed the move from the Orchard House to the Thoreau house, more central in Concord. Her sister May died of complications of childbirth, and assigned guardianship of her child to Louisa. She also adopted her nephew John Sewell Pratt, who changed his name to Alcott. Louisa May Alcott had been ill since her Civil War nursing work, but she became worse. She hired assistants to care for her niece, and moved to Boston to be near her doctors. She wrote Jos Boys which neatly detailed the fates of her characters from her most popular fiction series. She also included the strongest feminist sentiments in this final book. By this time, Louisa had retired to a rest home. Visiting her fathers deathbed on March 4, she returned to die in her sleep on March 6. A joint funeral was held, and they were both buried in the family cemetery plot. While she is best known for her writings, and is sometimes a source of quotations, Louisa May Alcott was also a supporter of reform movements including antislavery, temperance, womens education, and womens suffrage. Also known as:  L. M. Alcott, Louisa M. Alcott, A. M. Barnard, Flora Fairchild, Flora Fairfield Family: Father: Amos Bronson Alcott, Transcendentalist, philosopher and educational experimenter, founder of Fruitlands, a utopian community which failedMother: Abigail May, relative of abolitionist Samuel MayLouisa was the second of four daughtersLouisa May Alcott never married. She was a guardian for her sisters daughter and adopted a nephew.

Migration Assignment Example | Topics and Well Written Essays - 500 words - 2

Migration - Assignment Example Individuals may migrate because of social reasons such as family miss understandings, political turmoil, poverty or the intense desire for adventure. In its content, ‘the Bridge’ journal looks at some of the reasons why gender has been one of the core reasons for migration in many parts of the world. Gender roles, inequalities and relations highly influence migration in the current generation (Jolly S., Reeves H 2005 pg. 1). Gender oppression has been a key fight in many parts of the world. The current system of education provides equal opportunities to all people regardless of their gender. Women have the power to manage big institutions and to own property worth million and billions of dollars. This is unlike in the past where men were the dominant species and women were required only to act like companions and servants of the man. Gender movement erupted from the discovery of various abilities by oppressed parties which include both women and men depending on the envi ronment. It is not logical to say that only women are prone to oppression in the modern world. Every form of gender is prone to oppression that can in turn lead to migration. Migration is currently viewed as a problem caused by development but if deeply analyzed; sex segregation in the world’s labour market is one of the major causes of migration. Policies of gender migration in relation to labour markets provide different opportunities to men and women which at time cause unskilled women to more risky migration conduit (Jolly S., Reeves H 2005 pg. 4). Due to this fact, cases of human trafficking have become common in many parts of the world with Africa and Asia being the most affected regions. Economic imbalance, gender oppression and lack of employment cause many women to be lured into human traffic business with them being the commodity of trade. Their desire for a new

Proposal Preparation and Ethical Issue Research Paper

Proposal Preparation and Ethical Issue - Research Paper Example It is critical to use the Standard Form 33, provided with this RFP, as this is the format used by the DDC in solicitation. No further ethical concerns seem relevant to the completion of this particular form. II. List of Costs/Prices associated with requested Supplies/Services This response component requires a firm/fixed price (FFP) regarding the relevant contractual line items, with considerations made for additional or follow-on requirements relevant to each section as provided in the provided form, especially as regards the Base Period of one year and the Optional Period of three years. Section B of the form provides instructions for completion of the FFP relevant to each cost/price center for the line items, as commented upon below. Line items are as follows: 1. Sixty Day Start-up 2. Stock Transfer 3. Phase-In, Distribution Operation 4. Phase-In, Contractor Furnished Equipment for Distribution 5. Facilities (with Option for Office Space) 6. Mobilization 7. Preventative Maintenanc e 8. Material Support/Other Direct Costs (presented as cost reimbursement/no fees) 9. Phase-Out (optional) 10. Reporting Requirements and Exhibits. The ethical considerations for completion of this component include an accurate representation of the contractor pricing considerations, especially as regards subcontracts, fringe and other indirect costs, and profit. All pricing considerations should be done in accordance with general government procurement allowances and should accurately reflect contractor requirements and government specifications, except where and unless noted specifically by amendment concerns attached to the bid proposal. III. Specifications and Work Performance Statement This section of the proposal response should indicate that the contractor has read accurately the provided work specifications and performance statements relevant to this RFP and should indicate acceptance of the said requirement unless otherwise noted. The contractor has a required ethical oblig ation to comply with both the stated work specifications and scheduled delivery expectations, and the reporting requirements presented in an acceptable format as determined by the owner/agency. In the case of this specific RFP, one possible concern that must be addressed within the response is the acceptance of the Quality/Performance Evaluation system listed on page 14/87 of the RFP. Contractor has an obligation to meet these requirements throughout the award period, stated as from award date through one year (unless optional three year period is negotiated). IV. Schedule/Delivery of Performance This proposal component requires a full response to both the required and optional periods relevant to the performance of work. The RFP provides for a required base response and an optional three year response that may be exercised if agreed upon. Contractor must state compliance capability with regard to both approaches. The ethical considerations that the contractor holds with regard to t his section include a willingness and capacity to comply with stated fixed prices throughout the awarded period, whether the base period or optional period are exercised. V. Contract Administration

Movie Analysis Of Leadership Development

Movie Analysis Of Leadership Development You gain strength, courage and confidence by every experience in which you really stop to look fear in the face. You must do the thing you think you cannot do. -Eleanor Roosevelt The above stated lines speak up the spirit of Norma Rae and the power of a leader. The quotation highlights the two main points shown in the film; the strength and courage of a woman and the idea of justice and equal rights for all. The film shows how an oppressed, young American lady who in initial stage did not had courage to fight against intolerable environment, converts into a charismatic leader and helps up bringing the whole textile labour society. The Film: The film Norma Raes release came in an era when labour unions were falling out of favour with the American public and politicians appeared eager to criticize organized labour for harming American competitiveness in the global marketplace. Norma Rae (played by actress Sally Field) focuses on the experiences of an individual who lived in Roanoke Rapids, NC and played a leadership role in the struggle to win union representation from the J.P. Stevens Company. Her real name was Crystal Lee. Crystal Lee had grown up in a family of mill workers, laboured in a variety of jobs, including textiles, and then, rather suddenly, discovered an interest in unions when she heard the speech of an organizer who had come to Roanoke Rapids. She successfully demonstrated that power is not based on title or status; it comes by connecting with people and standing up for what you believe in (Goleman et al, 2002). The movie clearly sends out the message that strong will power, hard work and determination can surely make impossible possible. It substantiates the bonding between a leader and his follower, the importance of such a symbiotic relationship and how the follower can become a leader too by synergizing bonds. It is a live commentary on the inherent leadership potential lying latent in everyone of us and how the environmental factors, situations and a suitable guidance can convert us into a charismatic leader. The movie begins with the loud noise of machines in the mill doing its job and still shots from Ms. Raes life from being an infant to a sad woman, one amongst the 800 mill-workers; a cog in the cotton mill machinery who is not enjoying life, but is only struggling with it to survive. Workers are portrayed as being machines themselves making machines in unceasing eight hour shifts and trying to come to terms with this machine age .Norma Raes mother facing the problem of temporary deafness due to the unbearable noise produced by the machines in the mill. These pathetic working environmental conditions with short and few breaks in-between the working hours, no windows, no proper working conditions and poor management played a major role in transforming Norma Rae into a leader. To begin with, she is a young, hard working, energetic lady with no decided goals. She is a rebel without a cause, unharnessed youth of the age who fearlessly confronts the management. The bosses first tried to hold her by offering a rise in salary by 1$/hr and offering a higher position than others. At first, she plays into their hands, she accepted the offer, but when she was cut off from her people and saw an attitude change in them then she realizes a very important lesson of life that to find strength, one must be with and from the people. Then comes into play Reuben Warshofsky (played by Ron Leibman), an urban union leader who knows the labour laws and the legal system and just needs an insider to materialize his goals from within, who could support him in serving the good cause of publicising the labour union and telling the benefits of it. With Ruebens coordination and learning, Norma slowly transforms into a strong and confident leader. This symbiotic conventional mentor-protà ©gà ©e bond develops into an affective partnership where Norma and Reuben spread awareness and overcome personal and work related obstacles together. Reubens authority, knowledge and wittiness to handle situations helped making a path and strategy to confront the problems. Norma Rae had been marketed to the American public as a story about a female Rocky and as a film that exuded feminist spirit while not overtly preaching feminism. Leadership Styles: There are various leadership styles reflected by various characters in the film Norma Rae, following theories and styles help us explain them: Leaderships gender perspective Transformational Leadership Authoritarian and Participative leadership Style Contingency Theory and Situational leadership Vision Development Conflicts Social Identity Theory Leaderships gender perspective: Because I am a woman, I must make unusual efforts to succeed. If I fail, no one will say, She doesnt have what it takes. They will say, Women dont have what it takes. (Clare Boothe Luce) There is a cultural ideal in most societies that generally men are the leaders. This ideal persists despite the fact that women in many nations have participated in governing the whole nation operating at the topmost positions like Prime Minister and President (Table 1). There still seems to be, in some circles, a belief in some societies that women do not belong in the leadership, and are especially ill-perceived in leadership positions. There still appears to be a commonly held belief that, while women are tolerated in the ranks, many men still believe that leadership in their domain alone. The male centred society has usually associated women with certain specific roles; such taking care of household tasks, looking after children etc. The film Norma Rae tries to evolve such typical and orthodox mindset. The above said sentences can easily be collected from a scene where Normas husband shows anger on her when she used to come late and tries to let her realize her duties towards hou sehold works like washing clothes, cooking food, and looking after kids. But Norma made him realize that she has been working for a great cause and motive and he should understand it. Norma proves it to the whole society that women can not only look after the house and children but also can work, earn, lead and change the system. She also proves that women who are not associated with leadership can be taught and developed to be good leaders. It is truly and beautifully said that: Women have certain characteristics that give them an edge over men in being leaders, like- empathy, and a caring attitude (Heller, 1982). Transformational Leadership: Transformational leadership is a leadership approach that is defined as leadership that creates valuable and positive change in the followers. A transformational leader focuses on transforming others to help each other, to look out for each other, to be encouraging and harmonious, and to look out for the organization as a whole. In this leadership, the leader enhances the motivation, morale and performance of his follower group (source: www.wikepedia.org). This is a leadership style exhibited primarily by Rueben, Norma gradually adopts this style. Transformational Leadership occurs when the leader take a visionary position and inspires others to follow. The essence of transformational leadership lies making the followers understand the goals and inspire them to achieve them (Bass et al, 1994). Like many other leaders Norma used the help of her mentor Rueben to understand various leadership traits. To understand the complexity of the environment Rueben who is the mentor here shares all his knowledge and expertise with his protà ©gà © Norma, to become a better leader. Norma evolves as a leader with the help of her mentor, Rueben. She learnt about how she can help people to fight the inequality and how to make them stand against the prevailing evils in the work environment. She understands the fact that: To lead, one must follow. -Lao Tzu Reuben has better Leadership skills than Norma, but his profession and demands matched while that of Norma didnt. Ruebens strength lies in the fact that he inspires people to come forward and realise their potential. He follows the principle of Leadership Development. Reuben better knows how to use the processes of leadership development, i.e., assessment, challenge and support (Howell et al, 2006). Rueben has a better understanding than Norma about of the psychology of his followers to inspirationally motivate them and intellectually stimulate them (Pierce et al, 2008). He makes Norma and the workers understand the fact that a union is essential for them and thus sets the ball rolling. Norma takes the lead and spreads awareness amongst the workers. Normas leadership style is quite inspired by Rueben and she also grows up into a transformational leader. Norma learned the lesson from Rueben: If you are not the lead dog scenery never changes (Source: LeadershipAdvanceOnline) Authoritarian and Participative leadership style: Authoritarian: This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. (Source: www.nwlink.com) Norma is shown as an energetic and hard working character in this film, thus authoritarian characteristic, though in a very small content, is exhibited in her natural characteristics. This style is used when Norma tells her peers working for the formation of the labour society about what they want to be done and how she wants it to be accomplished, without getting the advice from them. This leadership style can even be seen the scene when Norma shouts on one of her peer for not getting the work done on time and she had to spend extra effort on augments than to concentrate on other core tasks like planning and management. This leadership style is primarily exhibited by management of O.P Henley textile mill; the management is too much authoritarian and does not want any employee to raise voice against the odds in the mill. The management misuses its authority to restrict union activities been performed by Norma in the work place. The management is least bothered about the employee care , they just want the work to be done without giving any concerns to the voice, needs and requirements of employees. The management of O.P Henley textile mill seems to deny the truth: The key to successful leadership today is influence, not authority. -Kenneth Blanchard Participative (Democratic): This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it) (Source: http://www.nwlink.com) This leadership style is very much exhibited in the Norma Rae character of the film; in fact the core of the film revolves round this leadership quality. Norma Rae participates in decision making with Rueben. Planning, controlling, pursuing, managing, organizing, and all other tasks are performed by her in a participative manner, either with the peer members of the union supporting group, peer workers or Rueben. An example of participative leadership of Norma could be seen in a scene in which she and the fellow employees wear a large union button in the work setting to speak their fellow workers about joining a union which was protected under the new rules. Norma used to involve and convince people working in the mill to get involved in union formation; she generally used to take inputs from peer workers and Rueben on how to manage tasks. Situational Leadership: Another leadership concept clearly visible from the film Norma Rae is Situational Leadership or the Contingency Theory of Leadership. As per this concept the leadership style is contingent to situations and circumstances (Howell et al, 2006). It is said to be the best style of leadership. The style to be used depends on the readiness level of the people the leader is trying to influence (Pierce et al, 2008). Norma Rae realized the intolerable situation of the textile mill workers were working in, that propelled her to change of the situation and lead the labour society to form a union for their own and for the sake of whole textile labour society. Situational leadership is clearly demonstrated by Norma Rae in the scene when after getting fired from her job in the mill, she mounted a table in her work room and held up a sheet of cardboard with the word UNION marked on it in large letters. She turned around slowly, demonstrating her bold message to the assorted hemmers, terry cutters and packers in the room. As a result of this action, the workers who had been facing the unbearable situations since long, without revolting, were stunned and realized that the time has come to be united and to stand against the management for the common objective of equality and justice, Norma clearly demonstrated her leadership in the odd situation, this scene though silent left a big impact and played a major role in union formation in American textile industry. By demonstrating situational leadership at various instances Norma Rae proved the following definition of leadership: Leadership is the art of getting someone else to do something you want done because he wants to do it Dwight Eisenhower Vision Development: A vision is a guiding image of what success looks like. It answers the question what do you wish to become. (Source www.thepracticeofleadership.net) Norma Rae is a southern textile worker employed in a factory with intolerable working conditions. She was born and brought up in a family of workers who were facing these conditions since long. In the opening scene of the movie, the viewer is immediately introduced to what it might really be like working all day in a textile factory. The operation of the machinery is deafening. At the end of the scene, we discover that is exactly the case as Norma Rae realizes her own mother cannot hear. Norma from her past had a vision of what is prevalent in the environment and needs to be removed, but since she was used to it and was unaware of her latent leadership abilities she was unable to pursue that vision. Rueben made her realize her leadership capabilities and supported her vision to resolve the issues which she and the society was facing since long. To use vision as a strategy, she needed to define three elements-the plan, current state and desired state (Refer appendix 2). It means defin ing where she was now, where she wanted to be in the future and how she was going to get there This concern about the situation gave her the gumption to be the key associate to a visiting labour union organizer. They knew the present situation, they developed a plan and structure to bring as many people together with them as possible. Together, they undertook the difficult, and possibly dangerous, struggle to unionize her factory) and saved the future of many workers working in textile industry. It was their vision which led them to succeed and let them attain their objectives. Normas success which was lead by her vision justifies the following quote: The very essence of leadership is that you have to have a vision. Its got to be a vision you articulate clearly and forcefully on every occasion. You cant blow an uncertain trumpet. -Theodore Hesburgh Conflicts: Dont be afraid of opposition. Remember, a kite rises against; not with; the wind. Hamilton Wright Mabie This is the main idea which Norma Rae seems to be following in the film. Any leader cannot grow without facing conflicts or without fighting the situations against him/her. In the film Norma Rae, Norma also comes across various conflicts while trying to achieve her goal. The first conflict is at her workplace i.e. against the management of O.P. Henley Textile Mill, the mill management never wanted Norma to form a union, and the management was against her since the beginning of union chapter. Norma had to face many conflicts from the management, some examples of it are, the management warned her at various moments that she might lose her job if she continues to raise voice for union in the work place, she was asked why she used workplace telephone in office hours?, she was asked to remove the unions button, she was warned while favouring the Unions notice on the notice board at work place, But Norma continued with her union objectives and kept on publicising the union, its cause and i ts functions to her peers, finally the management called the police chief to take her away to book her on disorderly conduct charges. Norma Rae did not leave calmly. She kicked, twisted, and screamed, and she had to be stuffed into the squad car and kept behind the bars for a night. At her home, being a lady she was expected to cook food, wash clothes, look after the kids, and perform all other household activities, but since she was very much involved in the union activities she could not take out time for all these works, there was a conflict between her and her husband regarding the same on which she reacted aggressively showing her discontent that while she kept busy in work it was the responsibility of him to take care of such tasks. All these conflicts made her stronger to fight for her cause. Social Identity Theory: Social identity theory: leader is picked by followers or chosen to be supported by followers because s/he is most like them. (Source- Slides) Norma Rae is a co-worker of the labours in the O.P Henley textile mills, this is an additional benefit which she enjoys to become a leader of them and for them, as stated in the social identity theory. There is a peer trust relationship between Norma and her followers, followers know that Norma is well aware of the situations and conditions prevalent in the working condition as she is one of them. This trust, respect and belief can be seen when she held up a sheet of cardboard with the word UNION marked on it in large letters, all her followers supported her and stopped working, they knew that what she was doing is for them and for their well being. In an earlier scene we see that Norma was offered a better designation and salary as that of peers, but when she realised the value of social identity she left the designation. Norma knew that without winning the confidence of her peers and without being one of them she would not be able to succeed to reach her destination. She knew the v alue of social identity. Conclusion Norma Rae though a great social transformer, does not depict the characteristics of a very great leader with a big following. In fact, Norma didnt even have any followers as seen from a conventional view. Yet, she achieved and benefited many. She transformed the way labours were treated in the society, depicting a very interesting, unique and a subtle style of leadership. Norma Rae proved that passion and not position is where courage of a great leader to fulfil his vision, comes from. She along with Reuben, achieved her goal of establishing a union, yet facilitated the workers to believe that it was their effort and achievement. The following lines best describe the leadership style of Norma Rae: Go to the people. Learn from them. Live with them. Start with what they know. Build with what they have. The best of leaders when the job is done, when the task is accomplished, the people will say we have done it ourselves. -Lao Tzu Appendix 1 Appendix 2 Vision as a Strategy

Evaluate the View That the Separation of Ownership

Evaluate the view that the separation of ownership from control in large firms inevitably leads to diseconomies of scale. The separation of ownership from control can be defined as the situation in which the shareholders of a firm do not manage or control it. The shareholders of large publicly owned have no controlling interest and hence the managers and directors run the organisation. Diseconomies of scale can be described as the increase in the long term average cost of production as the scale of operation increases.It can be argued that the separation of ownership from control can lead to diseconomies of scale due to the lack of communication between managers and shareholders, hence inefficiency and averages costs increase. But it could also be argued that large firms can also benefit from economies of scale whilst being operated through the separation of ownership from control the diseconomies of scale are not always ‘inevitable’ as described above. Firstly, the sepa ration of ownership from control can lead to managerial diseconomies of scale.The power the shareholders have over the disciplining and monitoring of its executive management is reduced and as a result of this, managers may cause inefficiency by pursuing certain objectives for their own self-interest and at the expense of the shareholders. If the managers of the firm are measured and rewarded on achievement of growth targets rather than profit and return to shareholders then they may lose focus on cost control e. g. supplier costs and as a result this could drive up the average costs of production.This would have a bigger impact on large firms due to the scale of production. The costs will be felt on a much larger scale, particularly if this culture affects the way the whole of the business operates not just one business area. The extent on the managerial diseconomies of scale will depend on the objectives of the managers. If their personal targets are to ensure high business perfor mance, then this increase in average cost may not be felt as they may aim to increase productive efficiency to maximise profit and dividends to shareholders.Conversely, although diseconomies of scale may persist in a large firm, the separation of ownership of control may not necessarily be the cause of it. There are other factors that may have contributed to the firm experiencing diseconomies of scale. The rapid growth of a firm may cause the employees to feel alienated if they feel that they aren’t valued as an individual. As a result of this, the productivity of demotivated employees may fall and the roductive efficiency of the firm will decrease, therefore increasing the average cost for each unit of output. The diseconomies of scale may also be caused by the inability for a firm to monitor the productivity of every one of its employees. The lack of supervision resulting from the size of the company and scale of production may mean that employees are not working to their o ptimum level of output or utilizing resources efficiently and this could result in wasted resources e. . From employee errors. Therefore the average cost of producing one unit of output increases. Although, there is not really an easy way to determine the exact cause of the diseconomies of scale. In the short term, it may cost more for the business to alter the way it operates to reduce the average costs. The rate of growth and output may mean that the business is not prepared to change its operations whilst it is generating such a large amount of revenue.In conclusion, I don’t think that separation of ownership from control will inevitably lead to diseconomies of scale for a large firm. Rapid growth is more likely to cause a business to experience them rather than the lack of control for shareholders of the firm. The most costly resources for a firm are employees and premises. The diseconomies of scale that a firm may experience may be due to the increase of overheads from t he rapid expansion before the increased volume profit and volume can be realised in the long term.Although the lack of control for shareholders may initially contribute to a rise in average costs as a firm expands (assuming that the managers want to operate the firm in a way that will meet their personal targets increase their salaries rather than maximise the return for the firm), the increase in average costs should be a short term phenomenon due to rapid increases in volume it should be outweighed by economies of scale generated from buying in large quantities.

Social Relationships Within The Media Industry Essay

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V. No. Of 2 Mosques Essay - 739 Words

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The main values, norms, and traditions that I belongs to Asian typical culture more into strict rules and regulation such as respect our religion and follow all the important instructions that I learned from my family, friends and teachers. Many Asian people follow their norms by which they belongs but many ofRead MoreFamily Process Paper: Communication823 Words   |  3 PagesFamily Process Paper #2 Family Process Paper #2 This paper is a continuation of the family process of the R family. Questions 17-21 on the Friedman long form discuss communication patterns, power structure, values, and family function. Communication Patterns In observing the family as a whole, functional communication was used extensively. When asked questions, both L. and R. took turns responding. They were respectful of one anothers speech and did not interrupt or contradict. Neither were

Is Politics A Politician - 4068 Words

Retail politics can best be described as gaining support or backing for an individual through direct personal connection and networking. This type of politics is incredibly important because it creates a more intimate and special kind of deal that makes that person more willing to support a particular politician. Not to mention it can help on a personal level by moving up social and trust levels, which is a huge part of politics. This kind of politics is different than wholesale politics which targets a large audience rather than an individual person. A congressional cloakroom is a communal meeting place that can be compared to the kitchen or water jug in a typical office. It serves as an informal meeting place where politicians can meet†¦show more content†¦While retail politics is an amazing tool, it does have its limitations. For because the process requires intimate human connection, it can not really be scaled past a small group of people. Essentially, it can not real ly only be implemented locally and not nationally. However those connections made locally can help on the federal level. Today, retail politics is still very important but not as important as it was in the 1950’s. This is because nowadays the public is swayed by large scale news articles, debates and television ads which all falls under the category of wholesale politics. Yet retail politics is still important today for a politician to stay in good standing with his/her staff and potentially move up the ladder of power. Chapter 2 The phrase â€Å"all politics is local† means that politicians are only successful if they do what is best for the district or area they serve. Or in other words, they serve the people they are representing. For if a politician loses touch with his/her people and they no longer feel represented, the politician will not only lose votes, but most likely be ousted by another. An example from this chapter is when Congressman Edward J. Patten used a newspaper article displaying his opponents West End Avenue address. As the book says the race was won right then and there because Eddie Pattern showed his opponent not truly being a â€Å"local† person. Another example from the book is when the powerful Al Ullman

Genetics of Drosophilia Free Essays

The last reason Rosalie Is Ideal for research Is the fly size and manipulability, since we can easily control them combined with the previous reasons makes them ideal for research. In our experimental research we attempted to observe genetic changes in three generations of flies. We were given the second generation to observe the traits and record. We will write a custom essay sample on Genetics of Drosophilia or any similar topic only for you Order Now Our hypothesis is if the drosophila are allowed to interbreed, then genetic variation will occur. Materials 1. Culture vial of wild-type Drosophila 2. Culture vial A or B or C 3. Spoilsport Alcohol 10%, mall 4. Camel’s hair brush 5. Thermo-anesthetizes 6. Petri dish Drosophila vials ; labels with medium 7. 8. Fly morgue 9. Forceps Procedures Part A 1 . Thermally Immobilizers a vial of wild-type Drosophila. Your Instructor will demonstrate the proper Manipulation technique. 2. Observe the flies’ traits, particularly body features that distinguish males and females, eye color, and wing size and shape. Record your observations in Table 1 in the Analysis section. If, at any time during your observations, the flies begin to become active, re-immobilizers them according to your instructor’s directions. Part B 1. Obtain a vial off prepared Drosophila cross. 2. Record the letter written on your vial In Table 2 In the Analysis sections to help you keep track of which cross you have received. TLS will lad In determining expected results, as well as allow your instructor to identify any problems you may be having and to help correct them. 3. Immobilizers the parental generation of your cross and observe the flies under a stereoscope’s. If, at any time during your observations, the flies begin to become active, re-immobilizers them according to your instructor’s directions. 4. Separate the males from the females. How to cite Genetics of Drosophilia, Papers

Danielle Steel free essay sample

Danielle Steel Danielle Fernande Steel is a romance novelist who has been and continues to be very successful in her career. To know Steel better, it is important to look at her background, family values, literary works, awards, and foundations she has created. Danielle Steel was born on August 14, 1947 in New York City. She is the daughter of John and Norma Schuelin-Steel. Steel is an only child whom lived alone with her father from the age of six. She â€Å"was a serious child, read constantly, was a good student, and was several years ahead in school, and wound up in college at fifteen† (â€Å"About Danielle†).Steel now resides in San Francisco and Paris. She â€Å"leads an extremely private family-centered life† (â€Å"About Danielle†). In fact she hates doing TV appearances. Steel has a very strong interest in emerging contemporary artists. She had a contemporary art gallery for four years, where she would show and sell the work of emerging adults. Steel loves fashion and does interior design every chance she gets. It is inevitable that she loves to keep busy. Steel is bi-lingual in English and French. She also speaks Italian and Spanish.Steel is not computer savvy and only uses her computer for email. She does all of her writing on a 1946 Olympia typewriter. Steel completed her primary education in France. She attended Parsons School of Design in 1963 and attended New York University from 1963 to 1967. She trained as a fashion designer, but never worked in that field. Before Steel’s writing career blossomed she worked at a firm and was vice president of public relations. She was also a copywriter for an advertising company in San Francisco from 1973 to 1974.Among these jobs, she was also a French and creative writing teacher. Steel says, â€Å"At a time in my life I had very little money; I held down three jobs and wrote at night† (â€Å"About Me†). Danielle Steel has been married three times and has nine kids, five daughters and four sons. Her first marriage was at age seventeen, and her first child was at age nineteen. She was married to her second husband, which is the father of eight of the nine children, for seventeen years. Her third marriage was for eight years. Steel is now divorced and is not a big fan of it.She states that she is a â€Å"great believer in making marriage work if you undertake the commitment, but sometimes it just doesn’t work out that way† (â€Å"About Me†). Steel’s first priority is her family, and she cares most about her children. She states, â€Å"You can’t beat the relationship between parent and child, even if that relationship can be a bumpy road at times, or seem to be disappointing at times† (â€Å"About Me†). Steel and her children remain to have a very good relationship, which she believes was strengthened after one of her sons passed away for suicide at the age of nineteen. As stated before, Steel has been very successful in her writing career, she has written one hundred and seven books. Her eighty-three novels that have been published fall under romance novels. She has also written two series for children. The â€Å"Max and Martha† series includes ten books and the â€Å"Freddie† series includes four books. Steel also wrote five books in the beginning of her writing career that were never published. She wrote her first novel, Going Home, at age nineteen. Her latest novel, 44 Charles Street, was published this year. Over 580 million of her books are in print in twenty-eight languages in forty-seven countries† (â€Å"Danielle Steel†). There has also been more than twenty film versions of her books produced. Most of Steel’s novels have made the bestseller list. These novels deal with subjects that touch on the most pressing issues of real life, such as â€Å"kidnapping, incest, mental illness, suicide, death, divorce, adoption, marriage, loss, cancer, war, among others† (â€Å"About Danielle†). Steel’s storylines are fairly predictable and always have a happy ending.The characters in the novels are â€Å"vulnerable yet strong, suffering yet hopeful, and sophisticated yet simple† (â€Å"Danielle Fernande Steel†). Steel often works on five books at a time and spends two or three years researching and developing a single project. Among writing novels and children books, in 1984 Steel also wrote a book of poetry entitled Love: Poems by Danielle Steel. She is also coauthor of a nonfiction book called Having a Baby. In 1998, Steel wrote a memoir of her son called His Bright Light: The Story of Nick Traina.This â€Å"memoir of her son recounts the nineteen turbulent years of Steel’s son’s life – a life of manic depression, drugs, and ultimately suicide† (â€Å"Danielle Steel†). Steel is also contributor of articles and poetry to numerous periodicals, such as Good Housekeeping, McCall’s, Ladies’ Home Journal, and Cosmopolitan. Steel has been acknowledged for many accomplishments in her career, including being named â€Å"into the Guiness Book World of World Records for having at least one of her books on the New York Times bestseller list for 225 consecutive weeks† (â€Å"Danielle Fernande Steel†).In fact, many of her books made this record. In 2002, Steel was â€Å"decorated by the French government as an officer of the distinguished Order of Arts and Letters, for her lifetime contribution to world culture† (â€Å"About Danielle†). This rank of order that she was awarded was the second highest rank. With the inspiration of one for her sons, Steel has founded two foundations. One of the foundations called Nick Traina Foundation was created shortly after her son’s death. Proceeds from her book, His Bright Light: The Story of Nick Traina, go to this foundation.Steel says, â€Å"We wanted to add our efforts to suicide prevention and the prevention of child abuse, another cause that has always been important to me, to protect children† (â€Å"About Me†). Her son was a dedicated musician, so this foundation also assists organizations that help musicians that are struggling with a mental illness. The second foundation Steel founded is called Yo! Angel! , which was created to assist the homeless. This foundation provides help in the form of new clothing, tools, bedding, food, and hygiene supplies.They have served over three thousand people each year and have been doing so for ten years. Steel is in the process of â€Å"forming and organizing a coalition of groups that work with the homeless† (â€Å"About Me†). This coalition is called Bridge of Hope. Danielle Steel is a marvelous woman, from being married three times, raising nine children, losing a son at a young age, writing a hundred books to forming foundations to assist others. What more could this woman possibly do?

Organizational change free essay sample

Organizational change is an ongoing process with important implications for organizational effectiveness. An organization and its members must be constantly on the alert for changes from within the organization and from the outside environment, and they must learn how to adjust to change quickly and effectively. Organizational change is the movement of an organization away from its present state and toward some future state to increase its effectiveness. Forces for organizational change include competitive forces; economic, political, and global forces; demographic and social forces; and ethical forces. Organizations are often reluctant to change because resistance to change at the organization, group, and individual levels has given rise to organizational inertia. Sources of organization-level resistance to change include power and conflict, differences in functional orientation, mechanistic structure, and organizational culture. Sources of group-level resistance to change include group norms, group cohesiveness, and groupthink and escalation of commitment. Sources of individual-level resistance to change include uncertainty and insecurity, selective perception and retention, and habit. We will write a custom essay sample on Organizational change or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page According to Lewin’s force-field theory of change, organizations are balanced between forces pushing for change and forces resistant to change. To get an organization to change, managers must find a way to increase the forces for change, reduce resistance to change, or do both simultaneously. Types of change fall into two broad categories: evolutionary and revolutionary. The main instruments of evolutionary change are sociotechnical systems theory, total quality management, and the development of flexible workers and work teams. The main instruments of revolutionary change are reengineering, restructuring, and innovation. Often, the revolutionary types of change that result from restructuring and reengineering are necessary only because an organization and its managers ignored or were unaware of changes in the environment and did not make incremental changes as needed. Action research is a strategy that managers can use to plan the change process. The main steps in action research are (a) diagnosis and analysis of the organization, (b) determining the desired future state, (c) implementing action, (d) evaluating the action, and (e) institutionalizing action research. Organizational development (OD) is a series of techniques and methods to increase the adaptability of organizations. OD techniques can be used to overcome resistance to change and to help the organization to change itself. OD techniques for dealing with resistance to change include education and communication, participation and empowerment, facilitation, bargaining and negotiation, manipulation, and coercion. OD techniques for promoting change include, at the individual level, counseling, sensitivity training, and process consultation; at the group level, team building and intergroup training; and at the organizational level, organizational confrontation meetings. CHAPTER OUTLINE 10. 1 What Is Organizational Change? Organizational change is the process by which organizations move from their current or present state to some desired future state to increase their effectiveness. An organization in decline may need to restructure its competences and resources to improve its fit with a changing environment. Even thriving, high-performing organizations such as Google, Apple, and Facebook need to continuously change the way they operate over time to meet ongoing challenges. Targets of Change Organizational change includes changes in four areas: 1. Human resources are an organization’s most important asset. Because these skills and abilities give an organization a competitive advantage, organizations must continually monitor their structures to find the most effective way of motivating and organizing human resources to acquire and use their skills. Changes made in human resources include investment in training, socializing employees, changing norms to motivate a diverse workforce, monitoring promotion and reward systems, and changing top management. 2. Each organizational function needs to develop procedures that allow it to manage the particular environment it faces. Crucial functions grow in importance while those whose usefulness is declining shrink. Thus, key functions grow in importance. Organizations can change structure, culture, and technology to improve the value created by functions. 3 Organizational change often involves changing the relationships between people and functions to increase their ability to create value. 10. 2 Forces for and Resistance to Organizational Change Forces for Change If managers are slow to respond to the forces of change, the organization will lag behind its competitors and its effectiveness will be compromised. (Refer to Figure 10. 1) Competitive forces spur change, because unless an organization matches or surpasses its competitors it will not survive. Managing change is crucial when competing for customers. To lead on the dimensions of efficiency or quality, an organization must constantly adopt the latest technology as it becomes available. To lead on the dimension of innovation and obtain a technological advantage over competitors, a company must possess skills in managing the process of innovation. Economic, political, and global forces, such as the North American Free Trade Agreement (NAFTA) or other economic unions, are significant forces of change. The European Union (EU) includes over 27 members eager to take advantage of a large protected market. Global challenges facing organizations include the need to change an organizational structure to allow expansion into foreign markets, the need to adapt to a variety of national cultures, and the need to help expatriate managers adapt to the economic, political, and cultural values of the countries in which they are located. Demographic and social forces include an increasingly diverse workforce. Changes in the demographic characteristics of the workforce require managers to change their styles of managing all employees and to learn how to understand, supervise, and motivate diverse members effectively. Many workers want to balance work and leisure. Managers need to abandon stereotypes and accept the importance of equity in the recruitment and promotion of new hires. Ethical forces such as increasing government, political, and social demands for more responsible and honest corporate behavior are compelling organizations to promote ethical behavior. Many companies have created the position of ethics officer. If organizations operate in countries that pay little attention to human rights or to the well-being of organizational members, they have to learn how to change these standards and to protect their overseas employees. Resistances to Change Resistance to change lowers an organization’s effectiveness and reduces its chances of survival. Resistances or impediments to change that cause inertia are found at the organization, group, and individual levels. (Refer to Figure 10. 1) Organization-Level Resistance to Change Power and conflict: When change causes power struggles and organizational conflict, an organization is likely to resist it. If change benefits one function at the expense of another, conflict impedes the change process. In the old IBM, for example, managers of its mainframe computer division fought off attempts to redirect IBM’s resources to produce the PCs that customers wanted in order to preserve their own power. Differences in functional orientation: This means that different functions and divisions often see the source of a problem differently because they see an issue or problem primarily from their own viewpoint. This tunnel vision increases organizational inertia. Mechanistic structure: Mechanistic structures are more resistant to change. People who work within a mechanistic structure are expected to act in certain ways and do not develop the capacity to adjust their behavior to changing conditions. A mechanistic structure typically develops as an organization grows and is a principal source of inertia, especially in large organizations. The extensive use of mutual adjustment and decentralized authority in an organic structure makes it less resistant to change. Organizational culture: Organizational culture, values, and norms cause resistance to change. If organizational change disrupts taken-for-granted values and norms and forces people to change what they do and how they do it, an organization’s culture will cause resistance to change. Group-Level Resistance to Change Many groups develop strong informal norms that specify appropriate and inappropriate behaviors and govern the interactions between group members. Often, change alters task and role relationships in a group; when it does, it disrupts group norms and the informal expectations that group members have of one another. As a result, members of a group may resist change because a new set of norms must be developed to meet the needs of the new situation. Group cohesiveness, the attractiveness of a group to its members, also affects group performance. A highly cohesive group may resist attempts by management to change what it does or even who is a member of the group. Groupthink and escalation of commitment also make changing a group’s behavior very difficult. Individual-Level Resistance to Change People tend to resist change because they feel uncertain and insecure about what its outcome will be. Selective perception and retention suggest that people perceive information consistent with their views. If change doesn’t benefit them, they do not endorse it. People’s preference for familiar actions and events is a further impediment to change. Lewin’s Force-Field Theory of Change Force-field theory is a theory of organizational change that argues that two sets of opposing forces within an organization determine how change will take place. When the forces are evenly balanced, the organization is in a state of inertia and does not change. To get an organization to change, managers must find a way to increase the forces for change, reduce resistance to change, or do both simultaneously. Any of these strategies will overcome inertia and cause an organization to change. (Refer to Figure 10. 2) Managerial Implications Managers must continuously monitor the environment to identify the forces for change. They must analyze how the change will affect the organization and determine which type of change to pursue. 10. 3 Evolutionary and Revolutionary Change in Organizations Evolutionary change refers to change that is gradual, incremental, and specifically focused. It adds small adjustments to strategy and structure to handle environmental changes. Sociotechnical systems theory, total quality management, and the creation of empowered, flexible work groups are three instruments of evolutionary change that organizations use in their attempt to make incremental improvements in the way work gets done. Revolutionary change refers to change that is sudden, drastic, and organization-wide. It has repercussions at all levels in the organization—corporate, divisional, functional, group, and individual. Three ways to implement revolutionary change are reengineering, restructuring, and innovation. Developments in Evolutionary Change: Sociotechnical Systems Theory Sociotechnical systems theory is a theory that proposes the importance of changing role and task or technical relationships to increase organizational effectiveness. It emerged from a study of changing work practices in the British coal-mining industry. The socio-technical systems theory argues that managers need to fit or jointly optimize the workings of the technical and social systems. A poor fit between an organization’s technology and social system leads to failure, but a close fit leads to success. When managers change task and role relationships, they must recognize the need to adjust the technical and social systems gradually so group norms and cohesiveness are not disrupted. By taking this gradual approach, an organization can avoid the group-level resistance to change. Researchers suggest that a team-oriented system promotes values that enhance efficiency and product quality. Total quality management uses sociotechnical systems theory. Total Quality Management Total quality management (TQM) is a technique developed by W. Edwards Deming to continuously improve the effectiveness of flexible work teams. It was embraced by Japanese companies after World War II. Changes frequently inspired by TQM include altering the design or type of machines used to assemble products and reorganizing the sequence of activities—either within or between functions—necessary to provide a service to a customer. Changing cross-functional relationships to help improve quality is important in TQM. The changes associated with TQM are changes in task, role, and group relationships. Implementing a TQM program is not always easy because it requires workers and managers to adopt new ways of viewing their roles in an organization. Managers must be willing to decentralize control of decision making, empower workers, and assume the role of facilitator rather than supervisor. The â€Å"command and control† model gives way to an â€Å"advise and support† model. Flexible Workers and Flexible Work Teams In implementing socio-technical systems theory and TQM, many organizations are finding it easier to achieve their goals by using flexible workers and teams. Flexible workers can be transferred between departments and functions as demand changes. The advantages of flexible workers include quick response to environmental changes; reduced boredom and increased incentives for quality; better understanding by learning one another’s tasks; and combining tasks to increase efficiency and reduce costs. A flexible work team is a group of workers who assume responsibility for performing all the operations necessary for completing a specified stage in the manufacturing process. A flexible work team is self-managed; members jointly assign tasks and transfer from one task to another. In a flexible work team, separate teams assemble different components and turn those components over to the final-product work team, which assembles the final product. Each team’s activities are driven by demands that have their origins in customer demands for the final product. (Refer to Figure 10. 3) Developments in Revolutionary Change: Reengineering The term â€Å"reengineering† has been used to refer to the process by which managers redesign how tasks are bundled into roles and functions to improve organizational effectiveness. It involves rethinking business processes, activities that cross functional boundaries. Instead of focusing on an organization’s functions in isolation from one another, managers make business processes the focus of attention. A business process is an activity that cuts across functional boundaries and is vital to the quick delivery of goods and services or that promotes high quality or low costs. Because reengineering focuses on business processes and not functions, an organization must rethink the way it approaches organizing its activities. A good example of how to use reengineering to increase functional integration comes from attempts to redesign the materials management function to improve its effectiveness. In the traditional functional design the three main components of materials management—purchasing, production control, and distribution—were typically in separate functions and had little to do with one another. Thus coordinating their activities is difficult. Each function has its own hierarchy, and there are problems in both vertical and horizontal communication. Today, most organizations put all three of the functional activities involved in the materials management process inside one function. Three guidelines for performing reengineering successfully are as follows: Organize around outcomes, not tasks. 2. Have those who use the output of the process perform the process. 3. Decentralize decision making to the point where the decision is made. Reengineering and TQM are highly interrelated and complementary. E-Engineering This is a term used to refer to companies’ attempts to use all kinds of information systems to improve performance. The importance of e-engineering is increasing as it changes the way a company organizes its value-creation functions and links them to improve its performance. Restructuring Restructuring is a process by which managers change task and authority relationships and redesign organizational structure and culture to improve organizational effectiveness. Downsizing is the process by which managers streamline the organizational hierarchy and lay off managers and workers to reduce bureaucratic costs. The drive to decrease bureaucratic costs results from competitive pressures. Mergers and acquisitions in many industries, such as banking, have led to downsizing because fewer managers are needed. Other companies have reduced staff to match competitors. The negative effects of downsizing include overworked managers and lost opportunities. Companies that fail to control growth must downsize to remain competitive. The terms anorexic or hollow are used to refer to organizations that downsized too much and have too few managers to help them grow when conditions change. Restructuring, like other change strategies, generates resistance to change. Often, the decision to downsize requires the establishment of new task and role relationships. Because this change may threaten the jobs of some workers, they resist the changes taking place. Innovation Innovation refers to the process by which organizations use their skills and resources to develop new goods and services or to develop new production and operating systems so they can better respond to the needs of their customers. 10. 4 Managing Change: Action Research In Lewin’s view, implementing change is a three-step process: (1) unfreezing the organization from its present state, (2) making the change, and (3) refreezing the organization in the new, desired state so its members do not revert to their previous work attitudes and role behavior. Action research is a strategy for generating and acquiring knowledge that managers can use to define an organization’s desired future state and to plan a change program that allows the organization to reach that state. Figure 10. 6 highlights the steps in action research. Diagnosis of the Organization The first step in action research requires managers to recognize the existence of a problem that needs to be solved and acknowledge that some type of change is needed to solve it. In general, recognition of the need for change arises because somebody in the organization perceives a gap between desired performance and actual performance. Determining the Desired Future State This step also involves a difficult planning process as managers work out various alternative courses of action that could move the organization to where they would like it to be and determine what type of change to implement. Implementing Action 1. First, managers identify possible impediments to change at all levels. The second step is deciding who will be responsible for actually making the changes and controlling the change process. The choices are to employ either external change agents or internal change agents or use some combination of both. 3. The third step is deciding which specific change strategy will most effectively unfreeze, change, and refreeze the organization. The types of change that these techniques give rise to fall into two categories: Top-down change is implemented by managers at a high level in the organization, knowing that the change will reverberate at all organizational levels. Bottom-up change is implemented by employees at low levels in the organization that gradually rises until it is felt throughout the organization. Evaluating the Action The fourth step in action research is evaluating the action that has been taken and assessing the degree to which the changes have accomplished the desired objectives. The best way to evaluate the change process is to develop measures or criteria that allow managers to assess whether the organization has reached its desired objectives. Institutionalizing Action Research Organizations need to institutionalize action research—that is, make it a required habit or a norm adopted by every member of an organization. The institutionalization of action research is as necessary at the top of the organization as it is on the shop floor. Managerial Implications Managers must develop criteria to evaluate whether a change is necessary, and carefully design a plan that minimizes resistance. 10. 5 Organizational Development Organizational development (OD) is a series of techniques and methods that managers can use in their action research program to increase the adaptability of their organization. The goal of OD is to improve organizational effectiveness and to help people in organizations reach their potential and realize their goals and objectives. OD Techniques to Deal with Resistance to Change Education and Communication: One impediment to change is that participants are uncertain about what is going to happen. Through education and communication, internal and external agents of change can provide organizational members with information about the change and how it will affect them. Participation and Empowerment: Inviting workers to participate in the change process is a popular method of reducing resistance to change. Participation complements empowerment, increases workers’ involvement in decision making, and gives them greater autonomy to change work procedures to improve organizational performance. These are key elements of most TQM programs. People that are involved in the change and decision-making process are more likely to embrace rather than resist. Facilitation: Both managers and workers find change stressful. There are several ways in which organizations can help their members to manage stress: providing them with training to help them learn how to perform new tasks, providing them with time off from work to recuperate from the stressful effects of change, or even giving senior members sabbaticals. Bargaining and Negotiation: Bargaining and negotiation are important tools that help managers manage conflict. Because change causes conflict, bargaining is an important tool in overcoming resistance to change. Manipulation: Sometimes senior managers need to intervene, as politics shows that powerful managers have considerable ability to resist change. Coercion: The ultimate way to eliminate resistance to change is to coerce the key players into accepting change and threaten dire consequences if they choose to resist. The disadvantage is that it can leave people angry and disenchanted and can make the refreezing process difficult. OD Techniques to Promote Change Counseling, Sensitivity Training, and Process Consultation: Recognizing that each individual is different also requires them to be treated or managed differently. Sometimes, counseling will help individuals understand that their own perceptions of a situation may be incorrect. Sensitivity training is an OD technique that consists of intense counseling in which group members, aided by a facilitator, learn how others perceive them and may learn how to deal more sensitively with others. Process consultation is an OD technique in which a facilitator works closely with a manager on the job to help the manager improve his or her interactions with other group members. Team building is an OD technique in which a facilitator first observes the interactions of group members and then helps them become aware of ways to improve their work interactions. The goal of team building is to improve group processes to achieve process gains and reduce process losses that are occurring because of shirking and freeriding. Intergroup training is an OD technique that uses team building to improve the work interactions of different functions or divisions. Its goal is to improve organizational performance by focusing on a function’s or division’s joint activities and output. Organizational mirroring is an OD technique in which a facilitator helps two interdependent groups explore their perceptions and relations in order to improve their work interactions. This technique is designed to get both interdependent groups to see the perspective of the other side. Appreciating others’ perspectives allows the groups to work together more effectively. Total Organizational Interventions: A variety of OD techniques can be used at the organization level to promote organization-wide change. Organizational confrontation meeting is an OD technique that brings together all of the managers of an organization at a meeting to confront the issue of whether the organization is meeting its goals effectively. Organizational Change free essay sample A look at how organizations manage change. (more)