Factors Affecting Human Resource Management

Each company aims at making good returns on its inputs. This can be achieved through good management of all sections of the company. Companies aim at getting the best talents so that they can have the maximum output. Therefore, human resource managers tend to focus on good and acceptable frameworks of compensation, recruitment and selection as well as training of employees.Advertising We will write a custom research paper sample on Factors Affecting Human Resource Management specifically for you for only $16.05 $11/page Learn More Much as the work of human resource managers may seem easy given the fact that there are very many people looking for employment, some factors pose challenges to human resource management. Due to globalization, firms have expanded to foreign countries and decisions regarding where employees should come from has become complicated. Moreover, culture is different in different places and human resource managers have to put this int o consideration when designing any policy that affects employees. On the same note, employees’ demand differs from one place to another and from time to time and this has to be factored into any policy. Nevertheless, it is important to answer the question of whether these factors affect all companies regardless of whether they are multinational or not. For the sake of clarity, it is important to give some definitions before embarking on further discussions. Culture is a term used to define a community’s set of rules, values, morals and beliefs that shape people’s lives and day-to-day activities. Culture determines the behavior that people will consider as being good or bad as well as what society would consider as being uncouth treatment of others (Dowling, Festing Engle 2008). On the other hand, geographical dispersion is used to refer to the physical positioning of company branches in various parts of the world. Arguably, as a company expands and opens more b ranches whether locally or internationally, cultural effects become more pronounced. Rationalization refers to the act of streamlining workflow of a company so as to suit the desired goals. It involves using the available means of production to increase output. On the other hand, differentiation means the idea of having people performing specific duties only. It may also include dedication of various departments to specific functions.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Notably, culture of people is responsible for their behavior and general code of conduct. In this regard, it is vital that one understands culture of people whenever he or she wants to interact with them. It should be noted that what is considered to be right behavior in one community may be completely obscene in another society. A good case study is that of people from the Middle East compared to people from Europe or America. While men and women working together in the same offices is the order of the day in Europe and America, this is not allowed in the Middle East, especially United Arab Emirates. Regarding compensation and benefits of employees, human resource managers are expected to come up with a good plan that would be accepted by all employees (Punnett 2012). Compensation plans cannot be generalized for all branches given that cultures are relatively diverse. If for example a human resource manager wants to come up with compensation plan to encourage hard work among employees, culture will be the determinant on whether a fixed package or a flexible package will be effective (Belout, Dolan Saba 2001). Take for example, a company that has branches in France and Canada. The remuneration program to encourage hard work in Canada can be fixed by management. Nevertheless, this cannot be applicable in France because the French people believe in freedom of expression. Therefore, in France, a flexible plan where employees choose what to be given will be effective. On the same note, selection and recruitment is another important function of human resource department. Every human resource manager wants to have people who can help the company to move forward. Big companies especially multinational firms face a lot of challenges when it comes to recruitment and selection. In some countries, strict adherence to company values is paramount. However, in other countries professional qualification is crucial. Human resource managers have also to change their age requirements depending on the country they are operating given that different cultures give emphasis to different age sets (Sengupta 2007). While full description of job requirements is vital in some countries like Canada, other countries like France consider that as an abuse. Therefore, human resource managers are always met with the dilemma of deciding what to include in the job description and what to leav e out.Advertising We will write a custom research paper sample on Factors Affecting Human Resource Management specifically for you for only $16.05 $11/page Learn More Employees need to be continuously trained so that they can develop their skills and improve their performance. It is the initiative of human resource managers to determine who will go for training and when (Belout, Dolan Saba 2001). Different cultural orientation determines how people will take any initiative. While some people will be comfortable with mechanical training schedules where management has the final say on who will be trained, others like to be trained on their own initiative. It is important to note that the problem is complicated by the fact that people from different cultural backgrounds work in the same branch yet they demand different treatment. It has been noted that in Canada, flexible programs for training and development are applicable. However, fixed training progra ms are effective in France. Most importantly, human resource management is about managing people in a given institutional setting. However, geographical dispersion means that people from different cultural and religious backgrounds are employed in the same organization. In addition, these people usually have different moral and ethical behaviors. Human resource managers are expected to treat all employees without discrimination while at the same time religious and cultural backgrounds should be given consideration. Managing these people is a daunting task for managers of both international and local firms (Dowling, Festing Engle 2008). Muslims must be given time to pray during working hours and this should not offend Christians. Geographical dispersion is also another factor that highly influences decisions made by human resource managers. Decisions made and agreed by one branch in a given location cannot be imposed to another branch. What is considered legal in one country can be illegal in another country. In this regard, human resource managers of multinational countries are required to be aware of the legal framework of any region in which the firm operates. Notably, some countries have age limits which people should attain before being allowed to get employed.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Consequently, when designing recruitment procedures human resource managers will have to put into consideration the legal requirements of the region they are operating in. On the same note, labor unions have varying strength depending on the region. In determining the compensation package of the employees, human resource managers should consider demands of labor unions. Unfortunately, it is difficult to forecast the influence that labor unions will have (Sparrow 2010). On the same note, geographical dispersion means that human resource managers will have to run their companies from a distance most of the times. As a result, it becomes difficult for the managers to know when one member of a team needs training and development. Arguably, geographical dispersion has made recruitment and selection very difficult since human resource managers do not have enough time to select the most qualified individuals (Price 2011). If a company has its headquarters in U.S. and a branch in Taiwan, it will have to use different recruitment procedures in each country. Moreover, geographical dispersion increases the distance between employees and human resource managers. As a result, upward and downward communication becomes a problem. It is very possible that messages from either end can be miss understood thus leading to a lot of problems. The crux of the matter is that human beings usually communicate well when they are familiar with somebody (Zanko 2003). Unfortunately, geographical dispersion reduces the contact between employees and employers. Compensation is also a problem brought about by geographical dispersion. Human resource managers need to come up with compensation plans that would be fair to people in all regions. Nevertheless, working conditions in various parts are not similar. A person working in Iraq definitely faces different conditions from the one working in Sweden. Consequently, it is not difficult to find people with the same job description earning differen t amounts of income. Employees in remote areas need to feel as valued as those in urban areas. On the other hand, the compensation program in different geographical regions should be done in a way that will not result into conflict. This becomes tricky to the human resource managers who are supposed to compensate every employee accordingly and at the same time make all employees feel equally valued (MacCourt Eldridge 2003). As far as training and development is concerned, people from various regions will have to be trained using different programs due to obvious reasons which include language difference. It is important to note that given the diversity of people from various regions, their reception to certain issues is different. There are regions where demand for more sophisticated goods and services is high and these will need continuous technological advancement. Similarly, there are other people who do not need too much sophistication (Lawler Hundley 2008). It is difficult to determine when training is required for people who do not take personal initiatives to get trained. Demand of consumers is changing everyday and people require high quality goods at reduced prices. As a result, human resource managers are expected to offer compensation that will be cost effective (Jackson 2002). It is tricky to determine the type of compensation that would not reduce earnings of the company. Moreover, customers have different tastes and prevalence which means that production has to be changed from time to time. Employees also have different tastes and preferences. As the number of employees increase so does their needs. It is important to note that unless the needs of employees are met, their productivity will remain below expectation. However, with increased number of employees and ever dynamic needs, it is difficult to determine which need to satisfy first. Rationalization of company processes has become unavoidable. With increased competition especially for inte rnational firms, local market share of every company is shrinking. It has therefore become necessary for firms to embrace profit maximization strategies. As minimal resources as possible should be used in production of commodities. This means that human capital should also be minimized. The best talents should be brought into the firm to increase output. This requires human resource managers to have in place selection policies that can enable them to get the best employees (Edwards Rees 2011). Unfortunately, designing the job specifications in the wake of dynamic job demands is very difficult. The matter is even complicated by the fact that requirements are different in various places. It is the prayer of every human resource manager that his or her work would be made easier by using uniform frameworks for the whole firm. Every human being wants to have an easy ride in the work place. This would have been the case for human resource managers if the firms had only one branch with fe w employees. However, firms want to expand their scale of operation. On the same note, local markets are becoming unsustainable and this is pushing firms into international markets. As a result, firms face cultural diversity and geographical dispersion among other factors. This makes human resource management very difficult given that each employee is supposed to be satisfied. The issue is made difficult because employees are the pillars of firms. Nevertheless, it should be noted that these factors are not unique to multinational firms only. Local firms, whether they have foreign operations or not, face these problems. Reference List Belout, A, Dolan, L Saba, T 2001, ‘Trends and emerging practices in human resource management – The Canadian scene’, International Journal of Manpower, vol. 22, no. 3, pp. 207 – 215. Dowling, P, Festing, M Engle SR 2008, International Human Resource Management, Cengage Learning, Melbourne. Edwards, K Rees, C 2011, Internati onal Human Resource Management, Pearson, Harlow. Jackson, T 2002, International HRM: A Cross-Cultural Approach, SAGE Publishers Thousand Oaks. Lawler, JJ Hundley, GS 2008, Global Diffusion of Human Resource Practices: Institutional and Cultural Limits, Emerald Group Publishing, Bingley. MacCourt, W Eldridge, D 2003, Global Human Resource Management: Managing People in Developing and Transnational Countries, Edward Elgar Publishing, Northampton. Price, T 2011, Human Resource Management, Cengage Learning, Stanford. Punnett, BJ 2012, International Perspectives on Organizational Behavior and Human Resources Management, M.E. Sharpe, Haverhill. Sengupta, N 2007, International Human Resource Management, Excel Books India, Manchester. Sparrow, P 2010, Handbook of International Human Resource Management: Integrating people, Process, and Context, John Wiley Sons, Hoboken. Zanko, M 2003, The Handbook of Human Resource Management Policies and Practices In Asia-Pacific Economies, Edward Elgar Publishing, Northampton. This research paper on Factors Affecting Human Resource Management was written and submitted by user Jadon Brooks to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Exposure To Infections Essay examples

Exposure To Infections Essay examples Exposure To Infections Essay examples Incident : Exposure to Infections: Working with people in Holly Fields Day Centre can mean that people in your care are more prone to getting ill or having diseases. It will not be possible to avoid the people in Holly Fields that can potentially infect you so it is important to take precautions to try and prevent yourself and other service users from getting an infection. The different ways in which infections could enter the body are: Inhalation – When we breathe something in. Ingestion – When something is swallowed. Inoculation – When something gets in your body through the skin. When trying to prevent people around you and others in the setting from becoming infected it is essential to try and protect them. There are some people that need protection from infections more than others do due to the fact that there is a higher risk of them becoming ill due to them having a lower immunity, due to the fact that Holly Fields is for older people, the majority of them have a lower immunity system. Keeping Holly Fields a safe and hygienic place to be in, especially for those who have lowered immunity is important as it is a basic step to ensure that the risk of infection is as minimal as it possibly can be. The main types of diseases in Holly Fields are communicable diseases, which are caused by micro-organisms. Within Holly Fields we have certain priorities and responses when dealing with the potential spread of infections, it is important that we do this due to the vulnerability of some of our service users. We want to make Holly Fields a place that has the lowest possible chance of an infection outbreak. The first priority that we have for maintaining a hygienic environment is the thorough washing of hands.

The Effects of the Cold War on the Middle East Essay

The Effects of the Cold War on the Middle East - Essay Example The condition for the communism’ triumph was to bring the whole world under communist rule, whereas the West’s target was to thwart the threat of communism. Eventually with the dissolution of the former Soviet Union, the West had been able to destroy the main drive of expansionist communism. After the fall of the Soviet Union, the remnants of communism were no more threat to the capitalist world. Thus the US-led west proved itself to be the true claimant of communism. Yet the United States’ success to eliminate the threat of communism through the dissolution of the Soviet Union perpetuates the debate on whether the United States as a superpower can, decidedly, declare its authority unchallenged. From a different perspective the Cold War can be viewed as the superpowers’ conflicts of interests. In plain eye, on the Soviet Union’s part, the war was a fight of idealism and on the United States’ part, it was a moral defense against expansionist c ommunism. But beneath both these moralist and idealist apparels lies the superpowers’ contest for a superior position in international politics. Through the Soviet Union’s dissolution in 1989, the threat from the communist front simply changed its platform from the communist block to the Islamic block and the Cold War turns into â€Å"War on Terror†. Indeed the threat from the extremist Islamists was one of the direct derivatives of the Cold War. Since even after the Cold War, the United States had to face additional Islamic threat, once watered by the Reagan Administration, one can deem that the US did not really win the War; rather the communist just lost it. A Brief Overview of the Cold War The Cold War can be defined as the conflicts of interests between the two superpowers, the United States of America and the Soviet Union, in the post Second World War period. It existed from 1947 to 1991. After the Second World War, the US President Franklin D. Roosevelt d id not need the Soviet support any more to win over Japan after testing the atomic bomb, ensuing the 50 years long Cold War. Thus, the Yalta Conference in the Crimea, Soviet Union, in February 1945 between the â€Å"Big Three† allies of the Second World War was one such event that structured the start of the Cold War (â€Å"The Cold War† 1). Though during the Cold War, ideological, political, economic and military tensions existed at an extreme level, the superpowers did not become involved in any direct war. Rather their military involvements were confined to proxy wars in various geographical regions of interests. Nuclear arm race between the two main parties of the war, the USA and the Soviet Union, began as a response to the superpowers’ desire to overpower each other. During the period, the world experienced a worldwide regrouping of the countries into the US block and the Soviet block. This regrouping in the Soviet block was mainly based on the Marxist pol itical ideology of Communism, whereas capitalism and democratic interests dominated the countries in the US block. This regroupings in both of the blocks often turned into expansionism and counter-expansionism. (Schweizer, 1994, pp. 69-74) Reagan’s Policy to Win the Cold War Reagan’s policy towards the Soviet Union can significantly be marked as a dual approach in the sense that on one hand Reagan’s administration chose to provide both overt and covert support to anti-communist communities and guerrilla movements in order to â€Å"roll back† â€Å"Soviet-backed communist governments in Africa, Asia, and Latin America† (D'Souza, 2003) and on the other hand, it put effort on growing an intimate, but cautious, relationship

The major factors of business expansion Essay Example | Topics and Well Written Essays - 2500 words

The major factors of business expansion - Essay Example Total float for the entire project is the sum of all floats of the activities. . Critical path. (American Society for Quality, 2008). Critical path = path A-B-D-E-G-H-L-M-N-O-Q-R Project Time Project time equals adding the durations for the activities in the critical path. = 4 + 6 + 2 + 2 + 6 + 12 + 4 + 4 + 2 + 6 + 1 = 49 days. If the project begins on July 6, 2009, Activity A would take 4 days to end on July 9 2009, activity B starts on 10 July up to July 17 2009, activity D starts on July20 2009 and ends on July 21 2009. Activity E would start on July 22 2009 and end on July 23 2009 while on July 24 2009, activity G runs up to July 31 2009. This would pave the way for activity H that would begin on August 3 2009 and run up to August 18 2009. Activity L starts on August 19 2009 and take 4 days up to August 24 2009. Activity M starts on August 25 2009 up to August 28 2009 and activity N goes on till September 1. Activity O starts on September 2 2009, till September 9 2009 and activity Q ends on September 10 2009. Activity R ends on September 11 2009. A 1 day delay on activity J would not affect the duration of the whole project since activity L can wait for 12 days for activity H to end. Completing activity O one day before schedule would reduce project days by one day. Activity C can not affect the duration for he whole project. A network diagram is a logical approach of representing several activities which indicate the flow or sequence of a certain project. It is used to indicate the path of the project and all its activities and the starting and finishing time for every activity. It also shows the names and events for every operation Case 2: Feasibility Report for...Activity O starts on September 2 2009, till September 9 2009 and activity Q ends on September 10 2009. Activity R ends on September 11 2009. A 1 day delay on activity J would not affect the duration of the whole project since activity L can wait for 12 days for activity H to end. Completing activity O one day before schedule would reduce project days by one day. Activity C can not affect the duration for he whole project. A network diagram is a logical approach of representing several activities which indicate the flow or sequence of a certain project. It is used to indicate the path of the project and all its activities and the starting and finishing time for every activity. It also shows the names and events for every operation I examined the feasibility of establishing a new base for William CO. Ltd for expanding its current base that has a medium sized head office of about 2,600 square meters and employs nine administration staff members in addition to the operational workers who total to 48 in number. The company is an SME company which is involved in supply of mechanical services including heating, air conditioning, ventilation systems and plants.

Have you noticed the use of nursing informatics enhancing your use of Essay

Have you noticed the use of nursing informatics enhancing your use of the DIKW framework If so, how - Essay Example a practitioner, the use of nursing informatics has greatly enhanced my application of DIKW framework especially with the use of Electronic Health Records (EHR). The EHR repository has supported my nursing practice by providing data and information on previous patients’ files and records. It also offers both qualitative and quantitative data on similar patients’ condition together with several other similar conditions in addition to a range of longtime information of the patients As a practitioner, from such information coupled with the patient conditions on hand, it is easier to deduce situations and make decisions. The information contained in nursing informatics provides substantive knowledge on a range of particular clinical situations. With the existing information and knowledge it is easier to make professional judgments wisely for present situations. Nursing informatics has supported my professional judgment in many patient occasions in supporting my wisdom for decision

Mental Health Of Older People Social Work Essay

Mental Health Of Older People Social Work Essay Promoting the mental health of older people is becoming an activity of increasing importance. In the incoming decades, there will be an increasing the number of older people. There will be fewer young people and young adults. In the year 2050, 30 percent of the people will be older than 65 years of age, while 11 percent of the people will be 80 years old and above. The word old age has no agreed upon definition. In most countries, people retire at an age of 60 to 65 years. This is considered the age when one becomes an older person. According to the European commission, there are three age groups that older people can be divided into. The first group is older workers from the age of 55 to 64. The second group is older people from the age of 65 to 79 years while the third group is 80 years and above. These older age groups are the most diverse in terms of education, attitudes, family background, social background, hobbies, preferences and political attachments. Mental health in later life models and issues There are six main factors that influence mental health. These are financial security, life span experiences, structural factors such as housing, employment, social support and individual coping skills. The mental health of older people as well as their well-being issues in older people are unique and have a greater relevance to them. Retirement is an issue that has great relevance to people who are 60 to 80 years age. As much as it means relief from responsibilities, retirement also mean a loss of status, less social relationships and a reduced role in life. This age group also suffers from health and physical deterioration, changing the environment from moving their home, loss of financial stability and a loss of sense of belonging. People who are 80 years and above increasingly lose their friends, family members and spouses. They use their sense of purpose in life and their functional ability deteriorates. These people constantly deal with bereavement, death and the fact that their own life is ending. Not all of those older people are the same. They have different values, life experiences, health, economic status and culture. When planning the promotion of the mental health for older people, all of these factors should be put into consideration. Continuity through the life course A persons continuity through life gives them a positive history filled with experiences. This continuity gives a person a set of values that guides their behaviour. When working with older people who have mental health needs, the strategies used should have a psychosocial and sociological perspective that can support the older people during their transition. Much of the work with older people relies on the continuity through their life. Every person has an internal and external self. In order for one to have a happy and successful old age, one needs to be supported in managing their life with a certain general framework. When it comes to the internal self, people should be allowed to make decisions like they have always done it, maintain their integrity and their self esteem. In the external self, people need to reciprocal relationships, continue in positive roles, preserve social support and compensate for mental and physical losses. Disruption of the internal and external elements is likely to heighten the unhappiness and poor self images of people. Having links in the past, being meaningfully active, feeling embedded within society and having the ability to continue living a life that coincides with ones personal beliefs can all contribute to living a successful and happy old age. No underestimation should be made when it comes to the significance of having social relationships and maintaining good mental health for the older people. Important factors that can prevent the risk of depression and social isolation in older people are intimate relationships, reciprocal relationships, quality of ties and the presence of a confidante. These factors should be available both at the community and in care homes. Ageism In society today, there exists a negative and depreciating attitude towards older people. While ageism affects all age groups, it is found to be more profound with older people. Ageism exists in politics, consumerism, media, voluntary life, crime, design, civic life and many other area of life. Age discrimination is an abuse of human rights that causes personal hardship and suffering and economic and cultural problems. It is therefore necessary for politicians to ensure that a change in human rights is implemented for the sake of older people. There must be no tolerance whatsoever to any kind of discrimination. In promoting mental health, it is especially important to ensure that age equality is promoted. Older people have the right to fully participate in the political, social, economic and cultural decision making processes of their societies. To promote respect and understanding between the young and older people, intergenerational activities can be used. Employees who serve the p ublic should also be trained and educated on how to respect and value the older people that they have direct contact with. In a recent survey carried out by (reference), it was found that 29 percent of people had suffered age discrimination when compared to other kinds of discrimination. This survey also found that by the age of 55 years, age discrimination was twice as likely to have been experiences as opposed to other forms of discrimination. Moreover, it is believed by 30 percent of people that there is more age discrimination today than there was five years ago, and this trend is likely to get worse. This survey also found out that the demographic shift towards a society with older people than younger people will make life worse in terms of education, security, health, living standards and jobs. In fact, one of the respondents from this surveys said that they viewed those who were 70 years old and above to be incapable and incompetent. On 1st October, 2006, a new law that was enforced by the Employment Equality Regulations came into effect in England, Scotland and Wales. This law protects people from age discrimination in employment, adult employment and training for people from all age groups. However, this new regulation does not provide protection from age discrimination in health care. It is therefore important for carers and social workers to describe their beliefs and values clearly and on a concise manner. Knowing ones values is an important guide while caring for the older people. To create a common shared vision between the carers and the social workers, it is important that an exercise to clarify their values be carried out. This practice will give the carers and social workers a shared vision and purpose. Promoting mental health and well being what might be involved in practice When working with older people, promoting their mental health should be seen as a part of everyday work and not as a special project. Since the older person might stay in the residential facility for a relatively short time, the activities dome to promote mental health should be both short term and long term. There are seven principles in promoting the mental health of oder people. The first principal is that the target group should be defined and how, when and where they can be reached is identified. The second principal is that the older people should be involved in developing a plan, implementing and evaluating the programmes and opportunities. The third principal is that the health and social needs for the older people should be addressed. The fourth principle is that the older people should be empowered and motivated to take initiatives to ensure their own health and wellbeing. The fifth principle is that barriers that affect the capacity of older people to participate in societ y should be identified. These barriers are social, economic and political in nature. After identifying these barriers, interventions should be done to overcome them. The sixth principle is that respect should be given to the independence and autonomy of older people. The last principle is that holistic and multi-faced interventions should be made to consider the mental, social and physical needs of older people. The relationship between these needs should also be considered. Several opportunities for involvement in activities that are meaningful for older people should be provided. Creative activities that older people can participate in are museums, arts, performances, libraries and other cultural events. The personal and social realisation of the older people can be fostered by lifelong learning programmes. Volunteering and community development initiative that older people can participate in can offer an additional form of beneficial participation. This participation will increase the mental health of the older person who is volunteering as well as the people receiving the services. Healthy lifestyle choices among older people should also be promoted. To have a good quality life, one must have good health. Having good physical health depends on a variety of factors. These factors include lifestyle, genetic makeup, choices, environmental factors and socioeconomic factors. Despite their daily activities being restricted by having a limiting long term illness, many older people consider themselves to be in good health. Adopting a healthy lifestyle can prevent or delay many of the chronic conditions that are found to affect people in their old age. A healthy lifestyle can be adopted by exercise, reducing alcohol intake, eating a balanced healthy diet and avoiding smoking. Aids and adaptations can be provided to help people keep mobile. Positive mental health can be promoted by providing encouragement, information and opportunities for older people to make healthy choices in their lifestyle. Physical actuivity and exercising opportunities should be provided. By exercising, a person has better physical health, increased psychological benefits, increased mental wellbeing and better functional ability. By engaging in different types of exercise, a person has different benefits to their mood, stress, self-esteem, sleep and alleviating or preventing the symptoms of anxiety and depression. Safe and healthy outdoor and indoor environments should be adopted for older peoples participation. An important measure in supporting the mental health in older people is enhancing their participation in the community. Older people should be enabled in engaging in the social activities at the wider community or at their residences. Ensuring the social participation of older people can be done by providing them with opportunities for participating in lifelong learning and political, cultural and economic decision making of their community. Secure and positive relationships that older people have with their relatives, friends or neighbours should be strengthened. These relationships are important because they contribute to good mental health of older people. The wellbeing of an older person can also be positively influenced by having a pet. Access to activities such as spiritual belief and faith communities should be ensured and recognised as important. The good mental health of older people is also ensured by having a satisfying sexual life. Poor mental health is risked when older people are isolated from society. For some older people, it is a positive experience for them to live alone because it means autonomy, self-support and independence for them. However, other people might find living alone to be a lonely experience especially if getting out of their home is difficult. Therefore, the community should organise befriending programmes that help older people in their everyday lives. Feelings of isolation and lonelin ess can be avoided by different kinds of clubs, social networks and recreation centres. Isolation can further be avoided by recognising the knowledge and skills contributed by older people and the provision of opportunities where the older people can share their skills with people from other age groups. Independent and safe living opportunities should be provided. Many older people want to live in their own homes for as long as they can because it provides them with feelings of autonomy band independence. These feelings can be enhanced by providing equipment that can facilitate mobility and communication in the support of smart home establishment solutions. Independent living can be enabled by providing domiciliary services such as home help, home adaptation assistance and providing adequate amenities through assistance with home improvements. Older people who have been victims of violence should be supported and any violence or abuse that affects older people should be tackled. In supporting them, the older people will be able to cope with the resulting psychological and physical ill effects. Appropriate social and health services should be provided. It is evident among older people that general health and mental health are strongly interrelated. Mental ill health is risked by poverty and poor physical health. It is therefore important that a social and health care system be provided. This care system will give easy access to psychiatric help, high quality primary and specialty health services, necessary social services, transport services and other benefits. To afford decent housing, travel, heating, occasional treats and social activities, older people want to have enough money. These activities help older people to fully participate in their families and communities. To maintain an increase in their income, older people should join individual retirement schemes that allows them to continue working even later in life. Mental well-being and carers Traditionally, it has been the role of some family members to provide care for older people at home. However, in this day and age, the social framework all over the world is changing. Caring for an older person, a person with disabilities and for a child in the family is a usual way of life even in the most developed information society-type society. In the European Union, millions of people are seen taking care of their partners or relatives. It is common to find that an elderly person is in charge of taking care of a frail older person. Nowadays, frail wives are taken care of by their husbands and vice versa. The experience of taking care of a spouse, child or a close friend is rewarding and mentally positive. The carer finds that their life has purpose and is more meaningful. On the other hand, being a care giver has psychological, financial, physical and social strains that may lead to feelings of loneliness and social isolation. Cares are at a high risk of developing psychological and physical ill health that shows that the carers need opportunities for respite and more effective social, financial and practical support. Those carers taking care of older people with dementia are likely to be burdened and have high levels of stress, depression and fatigue. Family caregivers should also be targeted when promoting mental health activities for older people to ensure that the carers needs are met as well. Conclusion We are all affected by wellbeing and mental health in later life. The reasons why we should pay attention to issues surrounding mental health in old age are economic, social and humanitarian in nature. Each one of us benefits from good mental health and wellbeing in later life because we are ensured that we will be able to lead long healthy lives that are fulfilling and enjoyable. Good mental health promotion for older people is a means by which we can maximise older peoples valuable contribution to economy and society. The costs that arise from poor mental health care are minimised at the same time. Social workers have been working for a long time with older people in promoting mental health. The mental social work profession is founded on the skills of mental social work. The work of social workers has been to stop disintegrating forces in families, individuals and social groups. Society needs the work done by social workers to continue because these disintegrating forces are still around us. A social worker is able to take up the challenge and help in promoting mental health in older people.

Reaction rates of marble chips :: essays research papers

How can we speed up the reaction between Calcium Carbonate and Hydrochloric Acid? Contents 1. Plan  Aim  Equipment  Variable Factors  Prediction  Method  Trial Run 2. Results  Results Tables 3. Analysis and Conclusions  Graphs  Conclusions 4. Evaluation  Accuracy Of Results  Reliability  Improvements  Extending the Investigation 1. Plan Aim I am doing this experiment to find out how I can speed up the reaction rate between calcium carbonate and hydrochloric acid. Equipment This is the equipment I will use:  Gas Syringe  Glass Flask  Calcium Carbonate  Hydrochloric Acid Variable Factors The factors that could slow down or speed up this reaction are:  The size of the Calcium Carbonate (marble) pieces – This will affect how fast the acid reacts with the marble, the smaller the pieces, the bigger the surface area so the reaction can take place faster.  The amount of Calcium Carbonate – The more calcium carbonate there is, the more carbon dioxide will be produced and the larger the reaction will be.  The amount of Hydrochloric Acid – The more hydrochloric acid there is, the more carbon dioxide will be produced and the larger the reaction will be.  The temperature of the materials – The temperature of the materials determines how fast the reaction will take place. The hotter the materials, the faster the reaction and vice-versa.  The concentration of Hydrochloric Acid – The higher the concentration (strength) of the acid, the faster it will react.  The purity of the Calcium Carbonate pieces – The purity of the calcium carbonate will affect the speed of the reaction also. Prediction From previous experiments I have learned that if large pieces are broken into smaller pieces they react faster because they have more surface area. This is because at the molecular level, there are more molecules at the surface of the chips for the molecules of acid to react with when the chips are broken into smaller pieces. The same principle can be applied to the marble chips. The smaller the chips the more surface area so I predict that the smaller marble chips will react faster than the larger chips. Method Here is the set up: In this experiment I will be keeping the variables I mentioned earlier the same except one to keep the experiment fair. I will be changing the size of the marble chips to see which size reacts the fastest. The gas syringe is firstly clamped to the stand and a plastic tube and bung are attached to the syringe.

Msc Strategic Management

The copyright of the Master thesis rests with the author. The author is responsible for its contents. RSI Erasmus University is only responsible for the educational coaching and beyond that cannot be held responsible for the content.Acknowledgements I would like to thank Raymond van Wick, Bert Flier, and Justine Jansen for their inspirational lectures and papers forming the basis for my thesis and new found interests; Raymond van Will and Mochala Chippers for thoughtful discussion and feedback during the process of writing this thesis; the managers responding to my river for enabling thesis testing; my parents, sister, and brother for their enduring and limitless support and patience; and XX for her support, love, and understanding.Your valuable contributions enabled the writing of this paper. XX, March 2009 Marten van Brussels Designing ambidexterity Social Capital and Ambidexterity 10 Cognitive social capital 11 Shared culture and systems Shared vision 12 Relational social capital 13 Trust Tie strength 14 Ambidexterity and Unit PerformanceIt provides the organization the ability to be aligned with and adaptable to its environment. The ambidextrous organizational form builds on internally inconsistent structures and cultures, allowing exploratory and exploitative units to optimally configure themselves around specific task-environment requirements. Exploratory units search for new knowledge and skills for the development of radical innovations and are characterized by loose cultures.Exploitative units build on and extend existing knowledge and skills for making incremental changes and fair well with tight cultures. Thus, to achieve ambidexterity organizations have to integrate the contradictory forces of exploration and exploitation and manage the internal tensions hat these forces bring along. However, it is strategic integration which remains to be a complex issue. The mechanisms for integration need to be able to access and integrate knowledge across relati vely autonomous units.Till date, formal integration mechanisms have received ample attention, while organizational social capital was largely ignored. Cognitive and relational social capital are found to be essential determinants for the transfer of knowledge between units within the organization and thus for their integration. Therefore, this study explores how cognitive social UAPITA, represented by shared culture and systems and shared vision, provides the needed meaning and understanding for business units in a context of contradiction which is apparent in the ambidextrous organizational form.In addition, the facets of relational social capital, represented by trust and strong ties, are explored as enablers to bringing units focusing on either exploratory or exploitative activities together. In total 52 autonomous business units, from three globally diversified electronics and electrical equipment companies, participated with the research through surveys. These business units ar e responsible for either a specific market segment or product group, ranging from more traditional businesses to newer businesses.They provided insight into their achievement of ambidexterity, performance, the extent of mutual meaning and understanding with other units, and the content of their relations with other units. The results concerning the four separated factors used to measure cognitive and relational social capital appear to be influenced by invisible multimillionaires. However, these factors still explain to considerable extent the achievement of business unit ambidexterity and reference.Concerning cognitive social capital, a shared culture and systems do not appear to influence the achievement of ambidexterity, while a shared vision among business units strongly supports business unit ambidexterity and to considerable extent performance. Concerning relational social capital, trust between business units seems to contribute to ambidexterity, but a shared vision is an imp ortant contributor to this relationship. Trust also positively influences unit performance.Strong ties do not seem to influence the simultaneous pursuit for exploratory and exploitative innovation. If at all, the relation would have been negative. Before strong ties would benefit ambidexterity, these ties need to be complemented by a certain amount of trust. In addition, strong ties do not support unit performance. The findings indicate that a combination of shared culture and systems and shared vision into a single measure of cognitive social capital does explain business unit ambidexterity and to considerable extent unit performance.The sharing of a vision amongst separated business units appears to reduce the negative effects of resistance to change and adaptability following from a shared culture and systems. By combining shared vision and shared culture and systems it seems that a more balanced understanding or context is created in which units accept the simultaneous pursuit o f exploration and exploitation. The combination also positively impacts performance. A combination of trust and strong ties into a single measure of relational social capital does explain unit performance, and to some extent ambidexterity.It appears that trusting relations positively mediate the negative relation between strong ties and the search for novel ideas. While trust leads to the exchange and combination of rich resources, the implementation of the consequent novel insights and combinations is benefited by strong ties. The achievement of business unit ambidexterity does positively influence unit performance. However, ambidexterity does not seem to mediate the relation between social capital and performance. Rather the relation between social capital and unit performance is a direct one.Overall, social capital dimensions enable the integration of exploratory and exploitative activities, while ameliorating the subsequent internal tensions. In addition, the content of relation s and extent of mutual understanding between business units influences unit performance. Hence, social capital is an important contributor to vital business unit outcomes. Top managers should therefore master the creation and exploitation of social capital. Interesting avenues for future literature are discussed.Taken together, these understandings deliver new insights into how business units might achieve competitive advantages and increased performance and survival chances. 5 An organization's long-term survival depends on its ability to â€Å"engage in enough exploitation to ensure the organization's current viability and to engage into enough exploration to ensure future viability' (March, 1991: 105). Indeed, Rakish & Brainwash (2008) in their effort to merge the burgeoned literature on organizational ambidexterity conclude that successful firms are ambidextrous.It provides the organization the ability to be aligned with and adaptable to their environment (Gibson & Brainwash, 2 004), enables the organization to simultaneously pursue exploratory and exploitative innovations (Banner & Dustman, 2003), and gives it competitive advantage (Dustman & Reilly, 1996). To achieve organizational ambidexterity organizations have to unite the contradictory forces of exploration and exploitation and manage the internal tensions that these forces bring along.While the benefits of organizational ambidexterity have been emphasized and important contributions providing insight in how to accomplish organizational ambidexterity have been made (e. G. Jansen, George, Van den Busch, & Belabored, AAA; Kittening & Dustman, 2007; smith & Dustman, 2005; He & Wong, 2004), empirical evidence explicating the factors underlying the process of achieving organizational ambidexterity is largely lacking (Reilly & Dustman, 2008; Jansen, et al, AAA). The ambidextrous organization thrives on internally inconsistent structures and cultures (Smith & Dustman, 2005).Exploratory units search for new knowledge and skills for the development of radical innovations in order to meet the needs of emerging customers or markets, while exploitative units build on and extend existing knowledge and skills for making incremental changes to existing products and services to meet the needs of existing customers and markets (Banner & Dustman, 2003). This focus enables the units to optimally configure themselves around specific discontentment requirements (Lawrence & Lora's, 1967).However, it is the strategic integration of these contradictory forces which leads organizational ambidexterity to become a dynamic capability for the organization (Reilly & Dustman, 2008). Since organizational ambidexterity appears to be such an important concept for organizations and difficult to achieve a lack in research on its antecedents is surprising. This paper focuses on the antecedents of ambidexterity at business unit level by taking on a social capital perspective.The research on managing and integratin g exploratory and exploitative activities has mainly focused on formal structures and incentives, largely ignoring the social structure that likely enables organizational ambidexterity (Cleanable & Dustman, 2007; Jansen, Van den Busch, & Belabored, 2006). By focusing on cognitive social capital and relational social capital, the two dimensions of social capital that provide closure within the organization (Van Wick, Jansen, & Less, 2008), the paper attempts to explain the integration of exploratory and exploitative activities.The paper argues hat cognitive social capital, represented by shared culture and systems and shared vision, provides the needed meaning and understanding in the context of contradiction (Smith & Dustman, 2005; Inpatient & Shoal, 1998; Inept and Tsars, 2005; Van Wick, et al, 2008), which is apparent in the ambidextrous organizational form. The facets of relational social capital, represented by trust and strong ties, are seen as enablers to bringing units focusi ng on either exploratory or exploitative activities together (Van Wick, et al, 2008; Tsar, 2000).Also, social capital stands central o the understanding of innovation (Inpatient & Shoal, 1998; Moran, 2005) and as such influences exploratory and exploitative innovation. In addition, Guppy, Smith & Shelley (2006) state that learning from exploratory and exploitative activities is more likely to occur at macro level (I. E. Team, unit, organizational, or interdenominational), than at micro level (I. E. The individual).Thus, referring to the definition of social capital (Inept & Tsars, 2005), organizational learning is a resource which is embedded within, becomes available through, and can be derived from a network of relationships. Following this logic, organizational ambidexterity resides in the relationships between units, which are explained by social capital theory. By addressing the question how social capital can enable ambidexterity, the study attempts to bring a social perspecti ve into the ambidexterity debate.Research addressing this link is missing, while the two are seemingly related. By studying the relation between social capital, which has the ability to build competitive advantage (Inpatient & Shoal, 1998), and ambidexterity, which leads to long-run survival (Rakish & Brainwash, 2008), this paper contributes mainly to the strategic management and organizational literature. In the following sections theory and hypotheses will be presented. Ambidexterity and social capital will be explained, while the hypotheses and the research model linking the two are given.Then, the methodology section will outline how the study tests these hypotheses within business units. The results section provides initial insight on the fulfillment of the hypotheses, while their implications will be outlined in the discussion and conclusion section. In addition, the paper proposes future avenues for inquiry. 7 Duncan (1976) introduced the term ambidexterity, in the organizati onal setting, arguing that long-term organizational success depends on switching organizational structures in sequence, depending on an organization's state of innovativeness.When an organization finds itself in a phase of innovation it should adopt an organic structure. When the organization is ready to exploit the innovation a mechanistic structure is more appropriate. However, it was not until the seminal article of March (1991) on organizational learning that research on ambidexterity started burgeoning. March (1991) argued that organizations should â€Å"engage in enough exploitation to ensure the organization's current viability and engage in enough exploration to ensure future viability' (March, 1991: 105, italics added).A focus on exploitation at the expense of exploration is likely to lead to short-term success, but in the long-term may lead to competency traps and inertia. A focus on exploration at the expense of exploitation might lead to innovate ideas, but would leave the organization without the ability to reap the benefits. Dustman & Reilly (1996) showed that organizations are able to combine exploratory and exploitative activities.

Grace Kelly - Actress and Princess of Monaco

Grace Kelly - Actress and Princess of Monaco Grace Kelly was a beautiful, classy stage actress who became an Oscar-winning movie star. In five years she starred in 11 motion pictures and, while at the top of her popularity, she left stardom to marry Prince Rainier III of Monaco in 1956. Dates: November 12, 1929 – September 14, 1982 Also Known As: Grace Patricia Kelly; Princess Grace of Monaco Growing Up On November 12, 1929, Grace Patricia Kelly was born the daughter of Margaret Katherine (nà ©e Majer) and John Brendan Kelly in Philadelphia, Pennsylvania. Kelly’s father was a successful construction company owner and former triple Olympic gold medalist in rowing.  Her mother had been the first coach of womens athletic teams at the University of Pennsylvania. Kelly’s siblings included an older sister, older brother, and a younger sister. Although the family did not come from â€Å"old money,† they were successful in business, athletics, and politics. Grace Kelly grew up in a 17-room brick mansion with plenty of recreational features for active children; plus, she spent summers in her family’s vacation home in Ocean City, Maryland. Unlike the rest of her athletic family, Kelly was introverted and always seemed to be fighting a cold. She enjoyed making up stories and reading, feeling like a misfit in the sporty household. As a child, Kelly was taught by her mother to never publicly show emotions and her father taught her to strive for perfection. After Ravenhill Academy elementary school, Kelly attended the private Stevens School for young matrons, where, to the astonishment of her parents, she excelled in the school’s drama society. Grace Kelly wanted to continue studying drama in college; thus, she applied to Bennington College in Vermont due to their outstanding drama department. With low scores in math, however, Kelly was turned down. Her father was against her second choice, which was to audition for the American Academy of Dramatic Arts in New York. Kelly’s mother intervened, telling her husband to let Grace go; she was confident their daughter would be home in a week. Grace Kelly Becomes an Actress In 1947, Grace Kelly was accepted into the American Academy of Dramatic Arts. She took off for New York, lived at the Barbizon Hotel for Women, and earned extra money by modeling for the John Robert Powers modeling agency. With her blonde hair, porcelain complexion, blue-green eyes, and 5’8† perfect poise, Grace Kelly became one of the highest-paid models in New York City at the time. After graduation from the Academy in 1949, Kelly appeared in two plays at the Bucks County Playhouse in New Hope, Pennsylvania, and then in her first Broadway play, The Father. Kelly received good reviews for her â€Å"essence of freshness.† She retained an agent, Edith Van Cleve, and began acting in television dramas in 1950, including the Philco Television Playhouse and the Kraft Theatre. Sol C. Siegel, a producer at Twentieth Century Fox, had seen Grace Kelly in The Father and was impressed with her performance. Siegel sent director Henry Hathaway to test Kelly for a small part in the motion picture Fourteen Hours (1951). Kelly passed the reading test and joined the Hollywood cast. Her parents, concerned about her safety, sent Kelly’s younger sister to accompany her to the West Coast. The shooting for Kelly’s part, a cool wife seeking a divorce, only took two days; after which she returned back east. Continuing to act in off-Broadway plays in Ann Arbor and Denver in 1951, Kelly received a call from Hollywood producer Stanley Kramer to play the part of a young Quaker wife in the Western film High Noon. Kelly jumped at the chance to work with the experienced leading man, Gary Cooper. High Noon (1952) went on to win four Academy Awards; however, Grace Kelly was not nominated. Kelly returned to acting on live television dramas and Broadway plays. She took more acting classes in New York with Sanford Meisner to work on her voice. In the autumn of 1952, Grace Kelly tested for the film Mogambo (1953), enticed by it being filmed in Africa and starring legendary film star Clark Gable. After the test, Kelly was offered the part and a seven-year contract at MGM. The film was nominated for two Oscars: Best Actress for Ava Gardner and Best Supporting Actress for Grace Kelly. Neither actress won, but Kelly won a Golden Globe for Best Supporting Actress. Hitchcock Uncovers Kellys Warmth By the 1950s, director Alfred Hitchcock had made a name for himself in Hollywood making suspenseful motion pictures that featured very cool blondes as his leading ladies. In June 1953, Kelly got a call to meet Hitchcock. After their meeting, Grace Kelly was cast as the female star in Hitchcock’s next motion picture, Dial M for Murder (1954). To rival television in the 50s, Warner Brothers decided the movie would be shot in 3-D, to Hitchcock’s dismay. The cumbersome camera made routine filming difficult and scenes had to be shot over and over, especially the murder scene in which Kelly’s character turns from victim to victor with a pair of scissors. Despite Hitchcock’s irritation over the 3-D frustration, Kelly enjoyed working with him. He had a way of exploiting her cool exterior while unearthing her warm passionate interior. When filming for Dial M for Murder finished, Kelly returned to New York. Soon she was offered two screenplays and had to make up her mind which movie to star in. On the Waterfront (1954) was to be filmed in New York, where Kelly could continue dating her boyfriend, the famous clothing designer Oleg Cassini. The other was another Hitchcock picture, Rear Window (1954), to be filmed in Hollywood. Feeling that she better understood the fashion model character in Rear Window, Kelly opted to go back to Hollywood and work with Hitchcock. Kelly Wins Academy Award and Meets a Prince In 1954, Grace Kelly was handed the script for The Country Girl, a role that was completely different from anything she had played before, that of the wearied wife of an alcoholic. She wanted the part badly, but MGM wanted her to star in Green Fire, a film she felt was full of clichà ©s. Kelly never found enchantment or contentment in Hollywood and wrestled with MGM with firm resolve, threatening to retire. The studio and Kelly compromised and she starred in both movies. Green Fire (1954) was a box-office failure. The Country Girl (1954) was a box-office success and Grace Kelly won the Academy Award for Best Actress. While Grace Kelly turned down multiple motion picture offers, to the studio’s displeasure, audiences revered her everywhere. One film she did not turn down was Hitchcock’s To Catch a Thief (1955), filmed on the French Riviera with Cary Grant. Kelly’s boyfriend, Oleg Cassini, followed her to France and when the film finished, she introduced him to her family. They did not hide their disdain for him. He was divorced twice and seemed to be interested in more women than just their daughter, which was true, and the romance ended several months later. In spring 1955, while at the Cannes Film Festival, Grace Kelly was asked to appear in a photo session at the Palace of Monaco with Prince Rainier III. She obliged and met the prince. They chatted lightly while photos were taken. The photos sold magazines worldwide. After being a bridesmaid in her younger sister’s wedding during the summer of 1955, Kelly wanted marriage and a family of her own all the more. Prince Rainier, who was actively seeking a wife, began corresponding with her, finding out that they had a lot in common; they were both uncomfortable celebrities, devout Catholics, and desired a family. Grace Kelly Exits Stardom and Enters Royalty Prince Rainier arrived in the States to woo his future princess during the holidays of 1955 before asking Grace Kelly for her hand in marriage. Kelly’s family was very proud and the official proclamation of the couple’s engagement was made in January 1956, which became front-page international news. To finish her contract, Kelly starred in two final movies: The Swan (1956) and High Society (1956). She then left stardom behind to become a princess. (No one was more melancholy about her leaving Hollywood than Hitchcock for he had her in mind as his leading lady for several more of his movies if not all of them.) The royal wedding of 26-year-old Miss Grace Patricia Kelly to 32-year-old His Serene Highness Prince Rainier III of Monaco was held in Monaco on April 19, 1956. Then began Kelly’s most challenging role of all, fitting into a foreign country while feeling like an unwelcome visitor. She had left the States, her family, friends, and her acting career behind to enter the unknown. She became homesick. Sensing his wife’s unease, the prince began to ask her opinions and include her in state projects, which seemed to improve Kelly’s outlook as well as Monaco’s tourism. Kelly surrendered her former acting desires, settled into life in Monaco, and revitalized the principality as a center for opera, ballet, concerts, plays, flower festivals, and cultural conferences. She also opened the palace for guided tours during the summer when she and the prince were away at their summer home, Roc-Agel in France. The Prince and Princess of Monaco had three children: Princess Caroline, born 1957; Prince Albert, born in 1958; and Princess Stà ©phanie, born in 1965. In addition to motherhood, Princess Grace, as she was known, supervised the renovation of a crumbling medical facility into a first-rate hospital and founded the Princess Grace Foundation in 1964 to help those with special needs. Princess Grace of Monaco became loved and cherished by the people of her adopted homeland. Death of the Princess Princess Grace began suffering from severe headaches and abnormally high blood pressure in 1982. On September 13th of that year, Grace and 17-year-old Stà ©phanie were returning to Monaco from their country home, Roc-Agel, when Grace, who was driving, blacked out for a second. When she came to, she accidentally pressed her foot on the accelerator instead of the brake, driving the car over an embankment. As the women were pulled from the wreckage, it was discovered that Stà ©phanie had sustained minor injuries (a hairline cervical fracture), but Princess Grace was unresponsive. She was placed on mechanical life support at the hospital in Monaco. Doctors concluded that she had suffered a massive stroke, which had caused irreversible brain damage. The day following the accident, Princess Grace’s family made the decision to remove her from the artificial devices that were keeping her heart and lungs going. Grace Kelly died on September 14, 1982, at the age of 52.

Warriors Dont Cry1 essays

Warriors Dont Cry1 essays In the book Warriors Don't Cry by Melba Pattillo Beals, the author describes what her reactions and feelings are to the racial hatred and discrimination she and eight other African-American teenagers received in Little Rock, Arkansas during the desegregation period in 1957. She tells the story of the nine students from the time she turned sixteen years old and began keeping a diary until her final days at Central High School in Little Rock. The story begins by Melba talking about the anger, hatred, and sadness that is brought up upon her first return to Central High for a reunion with her eight other classmates. As she walks through the halls and rooms of the old school, she recalls the horrible acts of violence that were committed by the white students against her and her friends. In 1954, the Supreme Court ruled in the case of Brown vs. The Board of Education that schools needed to integrate and provide equal education for all people and it was unconstitutional for the state to deny certain citizens this opportunity. Although this decision was a landmark case and meant the schools could no longer deny admission to a child based solely on the color of their skin. By 1957, most schools had began to slowly integrate their students, but those in the deep south were still trying to fight the decision. One of the most widely known instances of this happening was at Central High School in Little Rock, Arkansas. It took the school district three years to work out an integration plan. The board members and faculty didn't like the fact that they were going to have to teach a group of students that were looked down upon and seen as "inferior" to white students. However, after much opposition, a plan was finally proposed. The plan called for the integration to h appen in three phases. First, during the 1957-1958 school year, the senior high school would be integrated, then after completion at the senior high level, the junior high ...

Environmental Impact Essay Example | Topics and Well Written Essays - 4500 words

Environmental Impact - Essay Example This paper illustrates that in making the judgments on the various broad impacts identified in the preceding section, it was considered that two major impacts – that on human beings and on the flora and fauna – were of equal importance: the first, because of their direct impact on humans at present, and the second, because of their protracted impact well into the future that will affect succeeding generations of humans and the ecology and biosphere of the broader environment. The significance criteria employed in the following discussions were adapted from the United Nations University EIA Significance Criteria. The subsequent explanation based on the criteria, the mitigation measures, and the residual impacts follow thereafter. a. Effects on human beings, buildings and man-made features Significance Criteria 1) Disturbance to human settlements 2) Adverse effects on safety 3) Adverse effects on human health 4) Loss of areas or environmental components that have cultural , recreational or aesthetic value; 5) Disturbance to economic activities 6) Increase in ambient and peak noise levels. Disturbance to human settlements Traffic is expected to increase significantly in five major areas, but there currently is a good amenity for the Gipsy Lane (180% increase in traffic) while Thurmaston Lane (105% increase) passes through the industrial environment. Sandhills Avenue, where traffic is expected to increase most (695% increase) has good amenity with adjoining free space which may later be factored in to accommodate the increase in traffic. For these three areas, and therefore the negative impact is not expected to be substantial.

The standard policy of new technology applied in distribution power Essay

The standard policy of new technology applied in distribution power network - Essay Example not merely includes within its ambit, interlinked transmission systems, but moves ahead to encompass all the aspects of energy industry that is energy generation, transmission, distribution and consumption (Saint 2009). It includes within its scope, the energy related technicalities at the household and industrial level. It is a pity that in the last few years, much stress has been laid on developing efficient household and industrial complex distribution and transmission models; a commensurate enthusiasm was not shown in developing smart distribution networks. In this context, the concept of Smart Grid is path breaking and ingenious. There is no denying the fact that the US Energy Policy and Security Act of 2007 is a trail blazing strategy that has laid down the framework for standardizing policies pertaining to new technologies in the distribution power networks (Saint 2009). The strategy enshrined in this document not only aspires to achieve maximum reliability and obliterating an y barriers to the development and deployment of Smart Grid, but also intends to gain in terms of energy savings and making cost effective investments in the realm of Smart Grid (Saint 2009). The standard policy towards energy distribution in the developed countries around the world tends to encourage the modernization of transmission and distribution systems, while making way for dependable, fool proof and reliable power infrastructure that can adjust to and accommodate any future alterations in demand and technology. The crux of the Smart Grid is to facilitate a demand response that is in consonance with the ethos of free markets and economies, and also enables the consumers to have a proactive role in adjusting their energy needs to the changing prices (Saint 2009). At the same time it intends to exploit all the possible power generation and storage options, by it the wind, solar or bio energy (Saint 2009). The eventual idea is to forge such an approach towards energy generation and