Quiz Essay - 1087 Words

1.Economics is best defined as the study of A) financial decision-making.B) how consumers make purchasing decisions.C) choices made by people faced with scarcity.D) inflation, unemployment, and economic growth.Points Earned: 0.4/0.4Correct Answer(s): C 2.Scarcity can best be defined as a situation in whichA) there are no buyers willing to purchase what sellers have produced.B) there are not enough goods to satisfy all of the buyers demand.C) the resources we use to produce goods and services are limited.D) there is more than enough money to satisfy consumers wants.Points Earned: 0.4/0.4Correct Answer(s): C 3.An arrangement that allows buyers and sellers to exchange things is calledA) a contract.B) a market.C) money.D) efficient.Points†¦show more content†¦He decidesto study an extra hour for his philosophy exam. This is an example of A) thinking at the margin.B) using assumptions to simplify.C) ceteris paribus.D) caveat emptor.Points Earned: 0.4/0.4Correct Answer(s): A 10.When economists assume that people are rational and respond to incentives, they meanA) people act with kindness.B) people are altruistic.C) people act in their own self-interest.D) people are selfish.Points Earned: 0.4/0.4Correct Answer(s): C 11.Macroeconomics is best described as the study of A) very large issues.B) the choices made by individual households, firms, and governments.C) the nations economy as a whole.D) the relationship between inflation and wage inequality.Points Earned: 0.4/0.4Correct Answer(s): C 12.Which of the following is a microeconomic question?A) Should companies pay for employees health insurance?B) Why do some countries have higher economic growth rates than other countries?C) Should Congress and the president take action to reduce the unemployment rate?D) Should the Fed attempt to influence the interest rate to control potential inflation?Points Earned: 0.4/0.4Correct Answer(s): A 13.There is a positive relationshipShow MoreRelatedEssay The Quiz Show1015 Words   |  5 Pages The film, â€Å"The Quiz Show† is about the famous public revealing of a rigged television production called Twenty-One during the 1950s. The shows main attraction, a Jewish Queen’s resident named Herbert Stempel, rose to fame as families around the county watched the bright contestant correctly answer question after question, week after week. As ratings and profits began to plateau sponsors and producers felt a change of face was necessary. Producers recruit Charles Van Doren an instructor from ColumbiaRead MoreEssay about Representation of Class in the Film Quiz Show784 Words   |  4 PagesRepresentation of Class in the Film Quiz Show When producing any form of media you must be careful with your representation of people. You have to be extremely cautious when you produce something that will be seen by lots of people. It is too easy to offend people in this day and age, and it is therefore imperative that you give accurate representation. However, because of the over-sensitivity in society we are left with very little belligerent or provocative contentRead MoreSports Leadership Of The 21st Century1105 Words   |  5 Pagesyoung experts and sport administration understudies get to be pioneers in various regions of sports. Dockweiler, S. (2014, August 2). Https://www.themuse.com/advice/the-most-useful-personality- quiz-youll-take-this-week. Retrieved September 25, 2016, from http://time.com/3074037/personality-quiz/ This quiz by Dockweiler will not only help you to discover traits about yourself that you may have not noticed before, but its an actual eye opener and he has some great ideas that may be beneficial in theRead MoreDr. Kirklands Class Letter Essay807 Words   |  4 Pagesmeans that it is imperative to do well when it comes to the â€Å"easy points† – that is the lecture participation, section participation, and chapter quizzes. These are some of the things that worked best for me in ensuring a high grade: Attending every quiz section and lecture section is important, since participation counts for every day you show up, not to mention the material covered in section often involves the tricky concepts that will only benefit you through practicing them. Additionally, yourRead MoreThe On The Surface Level1778 Words   |  8 Pagesshare their games with their peers and collectively learn and retain information digitally and in real time. They may also learn concepts of instructional design by disseminating what information should be relevant for their study needs and apply it to quiz game instruction. Along with substantial internet support through their website, the preceding elements showcase the strengths of FlipQuiz. However, the strengths of the game are also the weaknesses as well. Outside of the powerful content reviewRead MoreI Am A Leader Of A Group People845 Words   |  4 PagesI took a couple of the color personality quizzes and according to the first color personality quiz I was a Red. I agree with this, I am an great leader. I am a great leader I make sure everyone s opinions and ideas are heard. I also make sure every person gets an opportunity to speak and have a say about what goes down on the paper or computer. When I am a leader of a group people sometimes say that I am a excellent leader. If teachers give me a task I can be highly effective. I will be highly effectiveRead MoreQuiz837 Words   |  4 PagesQuestion 1 1 / 1 pts According to the text, which of the following is NOT recommended when you are attempting to establish confirming relationships with others in the organizational setting?lt;brgt; According to the text, which of the following is NOT recommended when you are attempting to establish confirming relationships with others in the organizational setting? Attempt to focus on problem solving. Be as honest as possible. Use evaluative you language. Use evaluative youRead MoreGlossary Concept Quiz : Glossary Quiz812 Words   |  4 PagesAli DeLine Ortiz Edu 201 February 1, 2016 Glossary Concept Quiz Chapter One: 1. Assessment-context that is defined clearly to learners and shows the assessors what the learners understands. 1. 2.Criterion-referenced test- discovering what a learner knows about addition tow digit numbers without regrouping the numbers. 2. Norm-referenced assessment- determination of how much a student knows compared to the other students. 3. Formative assessment-Teachers that collect evidence about what a studentRead MoreFinal Quiz1080 Words   |  5 PagesWeekly Quizzes – 15% You are expected to complete each quiz as you finish reading a chapter. The quiz on the reading is due on Monday the week after the reading is assigned by class time (5:00 p.m. Central Time). The system will lock quizzes at that time, which means that incomplete quizzes will be submitted automatically. Because you have at least a week to complete each quiz, I will not re-open quizzes after the due date has passed. The quizzes are open-book. You are allowed two untimed attemptsRead MoreQuiz2161 Words   |  9 PagesWeek 2: Exercises and Homework Problems 1. Of the adult U.S. population, 36% has an allergy. A sample of 1200 randomly selected adults resulted in 33.2% reporting an allergy. a. Describe the population. b. What is the sample? c. Describe the variable. d. Identify the statistic and give its value. e. Identify the parameter and give its value. 2. (HWK) A drug manufacturer is interested in the proportion of persons who

Leadership Activity Free Essays

II. Reality Check Author: Tom Siebold is a writer and consultant in Minneapolis. He is also co-owner of Collegegrazing. We will write a custom essay sample on Leadership Activity or any similar topic only for you Order Now com–a site to help college bound teens to learn more about what they need and want in a college. Objective (s): To pinpoint actual leadership behavior and to set behavior goals How the author has used this exercise:   I have had success using this exercise as a pre- workshop self-inquiry activity. I have also used it as a homework assignment. Its strength lies in the fact that it paints a picture of actual behavior and then helps the leader see how he or she can redistribute behavior. Activity Description: * Have the participants think about what they actually do on a daily basis. Then ask them to draw generalizations about how they spend their leadership time. Each participant completes the Leadership Behavior Chart below (In blue font). * You can follow up with full group or small group discussion. The central question is this: Is your leadership behavior out of sync with the way that you feel an effective leader should be spending his or her energy? Think about your daily interaction with the people who you lead. Generally speaking, determine the actual behaviors that define that interaction. Using the list of behaviors below, determine the amount of time (in percentages) that you generally spend on each behavior. Then in the second column, determine what you feel would be ideal distribution of time (in percentages). Behavior | Percentage of time spent on each behavior | Ideally the percentage of time you would devote to each behavior | Informing |    |    | Directing |    |    | Clarifying or Justifying |    |    | Persuading |    |    | Collaborating |    |    | Brainstorming or Envisioning |    |    | Reflecting (Quiet Time for Thinking) |    |    | Observing |    |    | Disciplining |    |    | Resolving interpersonal conflicts |    |    | Praising and/or encouraging |    |    | Follow Up Questions 1. Is there a gap between how you should spend your energy and how you actually spend it? 2. Are there some behaviors that are taking up too much of your leadership time? Why? 3. Are there some strategies that you can employ that would move you closer to your ideal distribution of behavior? Options:   A. Some groups may want to calculate behavior totals to see how their peers are spending their energy. B. From the third column it is easy to move into a discussion about â€Å"ideal† leader distribution of energy. C. You may also use this same format with both meeting and team interaction. Added thoughts or considerations: Since this activity helps participants see what they are actually doing, it helps them translate leadership theory into real behavior. Once participants review their charts it is easier for them to design strategies to align their leadership behavior. –Return to Top– III. Your Leadership Calendar Author: Tom Siebold is a writer and consultant in Minneapolis. He is also co-owner of Collegegrazing. com–a site to help college bound teens to learn more about what they need and want in a college. Objective (s): To extend leadership learning beyond the workshop. How the author has used this exercise:   This exercise is a good follow up or homework activity. Activity Description: Ask the participants to mark twelve different days on their calendar spread out over four or six months. At the end of each marked day, participants should write down some leadership behavior (either positive or negative) that they exercised during that day. Each behavior should be followed by a reaction statement that answers two questions: â€Å"How did I feel about my action or behavior? †Ã‚   and   â€Å"How does this action or behavior jive with what I know about leadership best practices? Options:   On each marked day, the participant can send his or her personal leadership comments to a selected partner from the original workshop. This is a good method for accountability and feedback. Added thoughts or considerations: I almost always use the strategy in the Options section above. When people leave the workshop, they get caught up in daily mainten ance and frequently don’t get around to doing the follow up exercises. By having them contact a selected partner from the workshop, it puts a little pressure on them to follow through. –Return to Top– IV. Leadership Dance Card Author: Tom Siebold is a writer and consultant in Minneapolis. He is also co-owner of Collegegrazing. com–a site to help college bound teens to learn more about what they need and want in a college. Objective (s): To encourage participants to talk to one another about specific leadership best practices How the author has used this exercise:   Very simply, I use this activity to get participants to share best practices. This format will work with almost any professional topic. Activity Description: Each leader has his or her own style of leadership. Some styles will work for you while others won’t. In this activity participants mix with the full group and sign up the names of three other participants on their â€Å"interview dance card. †Ã‚   Then during a set period of time (this may be done over an extended break or even a lunch period) participants seek out their â€Å"dance partners† to conduct a short leadership interview. They ask each other a set of questions provided by the facilitator and record the responses. Below are some leadership interview questions that I have used in this activity: 1. How do you motivate your reports? 2. How do you keep your reports meaningfully informed? 3. How do you maintain your team’s focus on specific goals? 4. How do you set, clarify, and hold your reports accountable to   your expectations? 5. How do you recognize successful work? Note: you may want to restrict each interview to one or two questions depending on the amount of time you want to devote to this activity. When the full group reconvenes, the facilitator asks participants to share leadership tips and strategies that they picked up in their interviews. The facilitator may want to make a master list of these to pass out later. Options:   Have the group brainstorm for interview questions to be used in the interviews. Added thoughts or considerations: This activity serves many purposes: it gets the participants moving around, it connects people, and it is an efficient strategy to share best practices. –Return to Top– V. Center Stage Author: Tom Siebold is a writer and consultant in Minneapolis. He is also co-owner of Collegegrazing. com–a site to help college bound teens to learn more about what they need and want in a college. Objective (s): To visualize different leadership styles How the author has used this exercise:   If the group is comfortable with one another, a role playing activity can have some impact. I have used this activity to set up my   information about leadership styles. However, this same format can be used with a variety of different topics. Activity Description: Ask for four volunteers. One volunteer plays the role of a   team member who recently has missed meetings or arrived late. The other three volunteers each play the role of a different kind of leader. To save time I usually give the leader volunteers a personality trait from which they can create their persona: the by-the-book leader, the self-absorbed leader, the paternalistic leader, the softy, the blamer, the lecturer, the know-it-all, etc. Allow the volunteers to have some time to think about their role. Gather the full group in a circle and place two chairs in the middle. In turn, have each leader confront the team member. Explain the situation to the group before the role playing begins: Loren, the late team member, has not only been missing meetings or arriving late, he has also appeared to be very tired and disjointed. Some team members have suggested that Loren’s wife is ill, but others say the situation is rooted with Loren himself. As a leader, what is a good way to handle Loren? After all three scenarios have been played out, ask the full group to comment on the different leadership approaches—What worked? What could the leaders have done differently? How would the â€Å"ideal† leader handle this situation? This activity is a good spring board to exploring different leadership styles. Options:   You may want to have the full group identify three different role playing situations. Added thoughts or considerations: I try to check with some of the participants before the workshop begins to see if the group would be comfortable or willing to engage in a role playing activity. -Return to Top– VI. Leaders you Admire Author: Tom Siebold is a writer and consultant in Minneapolis. He is also co-owner of Collegegrazing. com–a site to help college bound teens to learn more about what they need and want in a college. Objective (s): To seek leadership characteristics through personal experience How the author has used this exercise:   I ha ve found stories to be a powerful way for participants to connect to the workshop subject matter. Generally people like to tell and hear stories. Activity Description: Divide the group into small groups. Ask participants to share a story about the best or most influential leader that they have encountered. After each story, identify leadership characteristics by asking the question: â€Å"What was it that made this person such an effective leader? †   Then as a group, identify the traits that all the leaders seemed to share. All groups then write the shared traits on a white board. You can use this traits list as a springboard to explore more about what makes a good leader. Options:   You can ask the groups to share stories about the worst leaders they have encountered. You will get some dandy stories. Added thoughts or considerations: I like to insert an activity like this into a workshop when participants are starting to run a little low on energy. A good story swap frequently revives energy. Be sure not to drag this activity out too long. Encourage the participants to include details in their leadership examples. –Return to Top– VII. Leadership Swap Author: Tom Siebold is a writer and consultant in Minneapolis. He is also co-owner of Collegegrazing. com–a site to help college bound teens to learn more about what they need and want in a college. Objective (s): To exchange leadership ideas and build participant rapport How the author has used this exercise:   Sometimes it is helpful to allow the participants to have some time just to swap leadership examples. In short they have some time to portray their own leadership style by giving examples. Activity Description: This activity is a structured leadership example exchange. Divide the group into groups of three. From the list of â€Å"situations† below, instruct the groups to take turns giving examples of something they have done or witnessed. Leadership Situations * A creative twist on a situation or issue. * A clever improvisation–â€Å"dancing on your feet† * A pleasant surprise * An Aha moment * Something that generated a great deal of excitement * A conflict resolved * A breakthrough insight or solution * A really tough situation * A blindside experience * A moving (emotional) situation Options:   You may want the groups to identify their own Leadership Situations Added thoughts or considerations: Remember that this is a set up activity, so don’t let it go on too long. How to cite Leadership Activity, Papers

Allocation Rules for Airports in the United States of America

Question: Discuss about the Essay for Allocation Rules for Airports in the United States of America. Answer: 1). The Airport slot allocation process: The following steps are involved in the slot allocation process. 1). Initiation of Slot Trade Posting: One airline pledges a desire to trade slots and they may be Buying, Selling, Swapping, Leasing in or leasing out the slot (I.A.T.A, 2010). 2). Posting and Alerts: Once the slot post is agreed upon between the carrier and the airport, the parties receive alerts either via email or SMS thus ensuring the requirements are distributed effectively (F.A.A, 2016). 3). Expressions of Interest: Interested airlines must record an Expression of Interest (EOI) before the deadline which is a Non-Disclosure Agreement (NDA). After exchanging NDAs between both parties, slot details, airlines are revealed, and the confidentiality of both are protected (F.A.A, 2011). 4). Agree Trade: The aforementioned processes are done on slottrade.aero and in this process, the airlines and airports enter into mutual discussions to agree on a trade. However, these discussions are not part of slottrade.aero and the parties take responsibility for undertaking their own due diligence inquiries as well as making appropriate contracts (Randt et al., 2015). 5). Complete Trade: If a contract is reached between both the airports and the airlines then a slot business is ratified with the airport control authority who confirms viability once the deal is termed possible (I.A.T.A, 2010). 2). Examining Pros and Cons of various candidate selection rules of the U.S Department of Transportation and Federal Aviation Administration: In this section, we will identify, explore, and analyse the candidate selection rules set by both the U.S Department of Transportation and the Federal Aviation Administration. We will also explore the pros and cons of each model implemented, recommended, and used by both. The Federal Aviation administration is the main body that oversees all rules, regulations, methodologies, functions and practices of airlines, airports, and all other issues pertaining to aviation. The U.S Department of Transportation is the parent agency of the Federal Aviation Administration and that rules of both the Federal Aviation Administration and the U.S. Department of Transportation have laid foundations of the rules and statutes of International Air Transport Association (IATA) (I.A.T.A, 2010 and F.A.A, 2016). U.S Department of Transportation airport slot allocation rules: Introduction: The U.S Department of Transportation was formed in 1965 on the recommendations of Najeeb Halaby to President Lyndon Johnson, who emphasised that transportation should be elevated to a more cabinet level privilege as he had expressed his frustrations with the continuous restrictions the U.S Department of Defence had put on air travel and transport (U.S Department of Transportation, 2016). The agencies working under the U.S Department of Transport are as under: Federal Aviation Administration (F.A.A). Federal Highway Administration (F.H.W.A). Federal Motor Carrier Safety Administration (F.M.C.S.A). Federal Railroad Administration (F.R.A). Federal Transit Administration (F.T.A). Maritime Administration (M.A.R.A.D). National Highway Traffic Safety Administration (N.H.T.S.A). Office of Inspector General (O.I.G). Office of the Secretary of Transportation (O.S.T). Pipeline and Hazardous Materials Safety Administration (P.H.M.S.A). Saint Lawrence Seaway Development Corporation (S.L.S.D.C). Office of the Assistant Secretary for Research and Technology (O.S.T-R). Surface Transportation Board (S.T.B). The Federal Aviation Administration oversees all aviation related activities and reports directly to the U.S Department of Transportation. However, there have been widespread conflicting issues over the jurisdictional authority and rules of both (USA Today, 2015). U.S Department of Transportations model for Airport slots: The U.S Department of Transportation allocates slots as per the guidelines of International Air Transport Association (I.A.T.A) which are as under: Schedule facilitation should be based on process adjusting schedules in a common agreement between the airlines, airport and airport control authorities to avoid congestions and delays. The airport control authority should adjust the smallest number of operations by the least amount of time to avoid crossing the airport's synchronisation limits. The airline must advise the airport control authority of all planned flights and maintenance operations before operating the flight. Airlines should not intentionally operate services. Planned times are based on planned departure and arrival times. At times, the actual times may differ due to an array of operational factors. Standard Schedules Information Manual (SSIM) message exchange formats must be used for communications at level 2 airports. Calendar of Coordination Activities specifies deadlines of facilitation processes to be acted upon by both airlines, airports and other facilitators. All activities of facilitated operations are to be recorded in UTC time format. Pros and Cons of this model: Being the primary authority for transportation and transport control, the U.S Department of Transportations model is feasible in theory. It does guarantee airport tiers as well as tiers of operations and agreements with airlines and has granted exemptions to some airports and airlines as well (US Government Accountability Office, 2012). These controlled slots mechanism have helped many domestic airports in America reduce delays as well as relieving congestion of aircraft traffic at airports in harsh winter weather to ensure nonstop flights and reducing the traffic on major international airports as well (Wise, 2016). However, this model has also been criticised for the fact that it benefitted only small airlines and that airports of Washington D.C Metropolitan area, as well as those of New York metro area, were benefitted heavily. Furthermore, larger airlines such as American airlines as well as Delta airlines have used this model to hoard and even guard slots from smaller competing airlines (USA Today, 2015). Airport slot allocation rules of the Federal Aviation Administration: Introduction: The Federal Aviation Administration (F.A.A) is the national authority overseeing and regulating all characteristics of American civil aviation, be it building, operation and management of airfields, managing air traffic, authorization of employees and airliners and protecting American assets during the inauguration or re-entry of marketable space vehicles (Federal Aviation Administration, 2016). Its roles include modifying U.S commercial airspace and carriage, amending symmetrical and flight examination standards of air course-plotting accommodations, encouraging and developing civil aeronautics as well as aiding in developing new technologies, issuance, suspension and revoking certificates and licenses of pilots, regulating and promoting safety, researching and developing the national skies as well as civil aeronautics and lastly, developing and carrying out programs to control conservational impressions of civil aeronautics especially aircraft noise (Federal Aviation Administration , 2011). The F.A.A Model for slot allocation: The Federal Aviation Administrations model is slightly similar to the model based on IATAs framework and also resembles the model set by the US Department of Transport but the workings are different. The postulates of the model are as under: 1). Registration for slot allocation: The F.A.A holds that new and incumbent airlines with total slot holdings standing below 5 percent at domestic airports and those who do not have any code sharing agreements with their intended airports may participate in the reallocation of slots at the respective airports they intend to operate in as well (Federal Aviation Administration, 2016). These eligible airlines are advised to register themselves on F.A.As portal as well as emailing their applications to the F.A.A as well. They should keep in mind that they cannot submit joint bids with an airline and that only individual bids are accepted and the registering airlines must state that whether they are individual airlines or have merged with other large airlines as well as mentioning that they are subsidiaries of larger airlines (Federal Aviation Administration, 2011). 2). Slot Bundles: Each airport has its own bundle of slots as well as an asking bid price for those slots. Example of such is specified below for New Yorks La Guardia (LGA) Airport: (Wensveen, 2011). 3). Bidding on slot bundles: In order to acquire a slot, the airlines must be registered bidders and must submit their bids in cash during the bidding period. Also, they can also submit more than one bid during the bidding process and that the F.A.A will interpret the newest acknowledged offer as that particular buyers concluding bid. When emailing their bids, airlines should include the airports name and slot allocation purpose in the emails subject line by mentioning Buyer identification number, slot bundle, preferred rank and price of the bid (Federal Aviation Administration, 2011). However, The F.A.A will reject emails and bids that do not contain complete information. Bids are effective when they are received and withdrawal is not permitted by the F.A.A. Also, the F.A.A will post all information regarding the bids on their board and website (Federal Aviation Administration, 2016). 4). Completing slot reallocation transactions: The F.A.A will notify both divesting airlines as well as those who won the bids for each package of the winning offer and interact with them for completing the necessary payments. Also, both the divesting airline and the bid winner enter into an obligatory settlement with regards to the auction of the dissociated spots in 5 functioning days after the day of announcement of the completion of the offer. Consequently, the F.A.A expects airlines to notify them of their entry into binding agreements of the sports via email certifying that only distribution would be or exchanged for the slots (Federal Aviation Administration, 2011). 5). Posting Bid Information and Queries: When the F.A.A has received the notice of the obligatory agreement, it posts the notification of the persuasive bid and identity of the bid winner accordingly. It will also post all other information regarding the bids and their respective bidders. It is also unlikely that no submissions are received for a specific slot parcel as such would then revert back to the F.A.A and notice for such will also be posted if no bids are made. The airlines are also at liberty to contact F.A.A to resolve any issues and queries regarding such (Federal Aviation Administration, 2011). Pros and Cons of this model: This model is comprehensively used by most airlines around the U.S.A in terms of domestic traffic and domestic flights as the Federal Aviation Administration of the U.S.A is the leading body of aviation monitoring and development (U.S Government Accountability Office, 2012). This model provides a comprehensive structure of bidding for airlines and invites all sorts of airlines, albeit with some restrictions in order to ensure competition remains intact and that no unfair bidding practices are practised by large airlines and their subsidiaries (Sanchez et al., 2015). However, this model has been criticised for being too relaxed and not allowing bidding for international slots as well as compared to the model provided by the U.S Department of Transport (Hatford et al., 2015). Furthermore, the F.A.As total monopolistic control over the aviation market as well as conflicting rules and regulations in excessive cases have been observed and many airlines have expressed concern over whether the F.A.A is the supreme controlling authority or the U.S Department of Transportation and that many large airlines argue that the F.A.A just admits too many low-cost carriers at U.S Domestic Airports (USA Today, 2015). Recommendation of the best model: The U.S Department of Transport is the parent body of the Federal Aviation Administration and caters to a wide array of transportation bodies and networks. It also has the rights and duties of overseeing the aviation sector but often depends on reports provided by the Federal Aviation Administration (Halford et al., 2015). Both the U.S Department of Transport and the Federal Aviation Administration were the brainchildren of Najeeb Halaby, former U.S Secretary of Transport and administrator of the Federal Aviation Administration as well and He was also instrumental in expanding the influence of both the U.S Department of Transport and Federal Aviation Administration in worldwide aviation (Randt et al., 2015). The Federal Aviation Administration is not only the chief aviation body of the U.S.A but also its model is the best one suited to the U.S market. It not only keeps the slots in check but keeps the prices regulated as well. It also ensures competition and fair trade, maintains che ck and balance on airline formation, keeps regulations and amendments in place to ensure timely prevention of unfair practices by low cost carriers and their larger carriers and ensures wellbeing of American aircraft manufacturers as well (F.A.A, 2016). The British model of airport slot management is different as The British Civil Aviation does not have total control on all airports. London Luton, Heathrow and Gatwick airports have been privatised and are currently under control of ACL which also manages Dubai International Airport (West, 2016). The F.A.As model is different as the airports are not only under state and regional control but also airports are national assets and they shall remain under control of the state as it is in the best interests of the state and is strongly preferred by the U.S Department of Defense to keep all American Transport hubs and ports under U.S control (U.S Government Accountability Office, 2015). The model provided by the F.A.A is as comprehensive as the U.S Department of Transports model as they both are exactly alike. The fact is that, in effective management, delegation is the key. When the F.A.A is in place, there is no need for the U.S Department of Transport to completely interfere in its activities unless and until its necessary and that the U.S Department of Transport keeps a check and balance in F.A.As reporting and activities (U.S Department of Transport, 2016). Since the U.S Department of Transport needs a body to check aviation and airport systems effectively as well as protecting American airlines from Foreign competition, the Federal Aviation Administration is the key to such and has effectively handled all aviation activities since its inception. Najeeb Halaby was wise in the creation of the U.S Department of Transport and the Federal Aviation Administration which further indicate the efficiencies of both bodies. Despite hindrances, both bodies have worked exce ptionally well and continue to do so (Wise, 2016). Outcomes of the model provided by the F.A.A: The Federal Aviation Administration was conceived before the U.S Department of Transport in 1958 and was merged with the Department of Transport under Najeeb Halabys recommendation to U.S President Lyndon Johnson in 1967. The Federal Aviation Administration worked under the department of defence of the U.S.A and has the sole responsibility for researching, developing, managing, maintaining and enhancing the American civil aviation (Randt et al., 2015). The Federal Aviation Administration also reviews and amends the bidding processes for slots across all airports in the United States of America and has jurisdictions in overseas American territories as well. The Federal Aviation Administration also works with airliner manufacturers as well as their parts manufacturers as well as the airport controllers and municipalities in determining the kind of aircraft best suited to the airports and the routes needs (Wensveen, 2011). The F.A.A has also allowed fair competition in the American Avia tion market giving many small and medium sized airlines as well as low-cost carriers considerable breathing space in terms of business and has also helped them in obtaining slots (West, 2016). Implications of Inaction and Inability to act upon the F.A.As model: First Scenario: We assume the U.S Department of Transport has the sole authority and proceeds as it deems necessary. However, we will see a monopoly of airlines at domestic airports meaning that there wont be a balanced approach and that large airliners and their subsidiaries will be occupying the slots at American domestic airports and that low-cost carriers will be forced out of business. In order to avoid such scenario, the U.S Department of Transport delegated all aviation related duties to the Federal Aviation Administration (F.A.A) (USA Today, 2015). Second Scenario: We assume the U.S Federal Aviation Administration (F.A.A) has total control and that the Federal Aviation Administration does not report regularly to the U.S Department of Transport. In this case, the prices of slots will not only rise but will also fall without check and balance, and furthermore, American carriers may risk losing out to even smaller carriers as well as foreign carriers. Protecting national interests and keeping check and balance is a must (Federal Aviation Administration, 2016). Third Scenario: We assume both the U.S Department of Transport and the Federal Aviation Administration perform renewals after every 5 years. Renewing after every 5 years may not be possible for the aviation industry as the industry has not only seen a slump but also that there have been mergers among airline firms worldwide. Furthermore, the American domestic airline and flight market is a strong one and that which is heavily protected and that both F.A.A and U.S Department of Transport need to be on their toes to see whether amendments need to be made in the rules and agreements or not (Wise, 2016). References Federal Aviation Administration (F.A.A) (2011) Procedures for the Reallocation (auction) of slots at Ronald Reagan Washington national airport and LaGuardia airport. Available at: https://www.faa.gov/about/office_org/headquarters_offices/agc/ReAllocation/media/Reallocation_Procedures.pdf (Accessed: 22 October 2016). Federal Aviation Administration (F.A.A) (2016) Federal aviation administration. Available at: https://www.faa.gov/ (Accessed: 22 October 2016). Halford, C.D., Goglia, J.J. and Stolzer, A.J. (2015) Implementing Safety Management Systems in Aviation. London, United Kingdom: Ashgate Publishing. International Air Transport Association (IATA) (2010) Airport slots - the building blocks of air travel. Available at: https://airlines.iata.org/analysis/airport-slots-the-building-blocks-of-air-travel (Accessed: 22 October 2016). Randt, N.P., Jessberger, C., Pltner, K. and Becker, A. (2015) Air traffic growth, energy, and the environment 2040: Drivers, challenges, and opportunities for aviation, International Journal of Aviation Management, 2(3/4), p. 144. Doi: 10.1504/ijam.2015.072377. Sweet, K.M. (2008) Aviation and airport security: Terrorism and safety concerns, Second edition. 2nd edn. Boca Raton: Taylor Francis. Snchez, D., Naumann, J., Porter, N. and Knowles, A. (2015) Current Issues in Aviation Noise Management: A Non-Acoustic Factors Perspective, ICSV22, pp. 1216. U.S. Government Accountability Office (2012) Slot-Controlled Airports: FAAs rules could be improved to enhance competition and use of available capacity. Available at: https://www.gao.gov/assets/650/648219.pdf (Accessed: 22 October 2016). United States Department of Transportation (2016) Aviation. Available at: https://www.transportation.gov/aviation (Accessed: 22 October 2016). USA Today (2015) Airlines argue over rules restricting access to NYC airports. Available at: https://www.usatoday.com/story/travel/flights/2015/06/18/faa-slots-new-york-airports-jfk-laguardia-newark-american-delta-united-virgin-southwest-allegiant/28872069/ (Accessed: 22 October 2016). Wensveen, J.G. (2011) Air transportation: A management perspective. 7th edn. Farnham, United Kingdom: Ashgate Publishing. Wise, B. (2016) Safety risk management principles from the federal aviation administration, in Residents Handbook of Medical Quality and Safety. Springer Nature, pp. 1720.

The History of Public Health and the Role free essay sample

The History of Public Health and the Role of the Community/Public Health Nurse When considering the evolution of healthcare and the role of the nurse in the United States, many people might first consider this in the context of the hospital setting. While the history of acute care is an important area to consider, it is imperative that equal attention be given to the history of public health and the role played by the urse in this segment of the healthcare continuum. The purpose of this paper is to outline the history of the public health nurse and to specifically look at the role of nursing in home health and hospice. History of Public Health Nursing In the late 1800s there was a large number of people living in poverty throughout the world, with New York City being no exception. Lillian Wald was a pioneer of the public health movement whose role as a public health nurse in New York City was born out of true necessity. We will write a custom essay sample on The History of Public Health and the Role or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Wald believed that public health nurses must treat social and conomic problems, not simply take care of sick people (Fee Bu, 2010, p. 1206). In the latter part of the 19th century, there was an increasing understanding about the science behind communicable disease and the importance of educating people regarding disease prevention to reduce the spread of illness (Stanhope Lancaster, 2012). Settlement houses were one avenue used to reach the community in need and teach disease prevention strategies, along with helping this population gain access to social services often including childcare, public kitchens, public baths, and shelter for the homeless. In 1893, two trained nurses in New York City, Lillian Wald and Mary Brewster, established the Henry Street Settlement. This led into the development of the Visiting Nurse Service of New York City (Stanhope Lancaster, 2012). Walds work as a nurse in the public health realm continued and she emerged as the established leader of public health nursing during its early decades (Stanhope Lancaster, 2012, p. 27). 3 Historically, public health nurses have worked to improve the quality of life of population targeted by this profession is still consistent with this premise in the 21st entury. Public health nurses in this day and age still work with vulnerable groups, but also with the general public. In public health nursing today, high-risk, vulnerable populations are often the focus of care and may include the frail elderly, homeless individuals, sedentary individuals, smokers, teen mothers, and those at risk for a specific disease (Kulbok, Thatcher, Park, Meszaros, 2012, para 3) Impact on Nursing Practice The role of the community or public health nurse in regards to hospice care is the position to be elaborated upon for this assignment. Generally, in order for a patient to qualify for healthcare coverage for hospice care, they must have a life expectancy of six months or less. Traditionally, people have considered patients with cancer to be the primary recipients of hospice care, but most any terminal disease process should qualify for this in home end of life care if the patients needs can be adequately met. There are also hospice care facilities where the patient is either transferred to a unit specified for this level of care, or a patient with a shorter life xpectancy might be considered to be receiving hospice care on a regular unit while only palliative measures are being taken. For the purposes of this assignment, the focus is being kept on hospice in the home setting. Hospice care delivered in the community is either primary care or secondary care, depending on the specific situation. The patients primary physician might refer the patient to the hospice care team who may then take over the primary care role. Another scenario is that a hospice team could be consulted to assist with care, yet he primary physician would remain responsible for the routine decisions about patient care (Weckmann, 2008). The primary care 4 provider, be it hospice care physician or primary care physician, must strive diligently to communicate clearly with the patient and family about desires and expectations for end of life care. There are may be ethical dilemmas that arise in the hospice setting that could be worked through more easily if the patients wishes are made clear. The decision to provide hydration and or nutrition parenterally or enterally when a patient cannot at or drink for themselves can often pose a dilemma. At what point should this life prolonging sustenance be stopped? At what point is this ordinary humane care, and when does it become an extraordinary measure that prolongs life and therefore perpetuates discomfort. The home hospice nurse can play a vital role in assuring that this issue is addressed as early and thoroughly as is feasible given the individual situation. It is important to gently encourage the patient and family to have these conversations before the patient is unable to communicate their wishes (Lamers, 2013). Summary The community health nurse in a hospice care practice setting plays a key role in as possible. The evolution of hospice care has enabled terminally ill individuals to feel some sense of control over their situation, which can help afford a sense of peace for the patient and help with the grieving process (Holdsworth King, 2011). When a patient receives end of life hospice care, the team focuses on the patients quality of life and comfort level, not on curing or fixing the disease process. The home hospice nurse should work toward affirming the patients life and help them to view eath as a natural life process.

Free Essays on Coming Of Age . Greasy Lake By T.Coraghessen Boyle

People ‘come of age’ differently. The short story â€Å"Greasy Lake† by T.Coraghessen Boyle, is certainly a story about coming of age, which revolves around lessons learned the extremest, harshest and toughest ways. The story is specific and universal at the same time. The characters are upper-middle-class young people who realize their natural selves through events which happened due to their careless behaviour and distraction of their ideals. People are different and their reactions to life’s events are different as well. There are two types of people: people who get life’s experience from somebody else’s mistakes, learning from those mistakes, and people who learn from their own experience, making their own mistakes. The last ones are stupid enough not to accept the life experience of others. To come to the realization they need something really bad, which is out of the ordinary, to happen to them. How different people come of age depends not only on age, but also on certain circumstances, such as having a family or being an orphan or previous life experience. Due to those factors different events might be significant for coming of age. In this short story the main characters are upper-middle class people, but they behave unlike upper-middle class people trying to imitate something unusual, which is not accepted by their social status group. â€Å"We were all dangerous characters the n. We worn torn–up leather jackets, slouched around with toothpicks in our mouths, sniffed glue and ether and what somebody claimed was cocaine. †¦ We read Andre Gide and strike to elaborate poses to show that we didn’t give a shit about anything.†(Boyle 35). This is a kind of a rebelling attempt, which youth always undertakes. It is a kind of a protest against social programming, which is always imposed by the older middle-upper class generations. But in this story the main characters go too far, so lessons they had to re... Free Essays on Coming Of Age . Greasy Lake By T.Coraghessen Boyle Free Essays on Coming Of Age . Greasy Lake By T.Coraghessen Boyle People ‘come of age’ differently. The short story â€Å"Greasy Lake† by T.Coraghessen Boyle, is certainly a story about coming of age, which revolves around lessons learned the extremest, harshest and toughest ways. The story is specific and universal at the same time. The characters are upper-middle-class young people who realize their natural selves through events which happened due to their careless behaviour and distraction of their ideals. People are different and their reactions to life’s events are different as well. There are two types of people: people who get life’s experience from somebody else’s mistakes, learning from those mistakes, and people who learn from their own experience, making their own mistakes. The last ones are stupid enough not to accept the life experience of others. To come to the realization they need something really bad, which is out of the ordinary, to happen to them. How different people come of age depends not only on age, but also on certain circumstances, such as having a family or being an orphan or previous life experience. Due to those factors different events might be significant for coming of age. In this short story the main characters are upper-middle class people, but they behave unlike upper-middle class people trying to imitate something unusual, which is not accepted by their social status group. â€Å"We were all dangerous characters the n. We worn torn–up leather jackets, slouched around with toothpicks in our mouths, sniffed glue and ether and what somebody claimed was cocaine. †¦ We read Andre Gide and strike to elaborate poses to show that we didn’t give a shit about anything.†(Boyle 35). This is a kind of a rebelling attempt, which youth always undertakes. It is a kind of a protest against social programming, which is always imposed by the older middle-upper class generations. But in this story the main characters go too far, so lessons they had to re...

Valence Definition in Chemistry

Valence Definition in Chemistry Valence is typically  the number of electrons needed to fill the outermost shell of an atom. Because exceptions exist, the more general definition of valence is the number of electrons with which a given atom generally bonds or number of bonds an atom forms. (Think iron, which may have a valence of 2 or a valence of 3.) The IUPAC formal definition of valence is the maximum number of univalent atoms that may combine with an atom. Usually, the definition is based on the maximum number of either hydrogen atom or chlorine atoms. Note the IUPAC only defines a single valence value (the maximum), while atoms are known to be capable of displaying more than one valence. For example, copper commonly carries a valence of 1 or 2. Example A neutral carbon atom has 6 electrons, with an electron shell configuration of 1s22s22p2. Carbon has a valence of 4 since 4 electrons can be accepted to fill the 2p orbital. Common Valences Atoms of elements in the main group of the periodic table may display a valence between 1 and 7 (since 8 is a complete octet). Group 1 (I) : Na in NaClGroup 2 (II) : Mg in MgCl2Group 13 (III) : Al in AlCl3Group 14 (IV) : C in CO (double bond) or CH4 (single bonds)Group 15 (V) s are N in NH3 and P in PCl5Group 16 (VI) : O in H2OGroup 17 (VII) s: Cl in HCl Valence vs Oxidation State There are two problems with valence. First, the definition is ambiguous. Second, its just a whole number, without a sign to give you an indication of whether an atom will gain an electron or lose its outermost one(s). For example, the valence of both hydrogen and chlorine is 1, yet hydrogen usually loses its electron to become H, while chlorine usually gains an additional electron to become Cl-. The oxidation state is a better indicator of the electronic state of an atom because it has both magnitude and sign. Also, its understood an elements atoms may display different oxidation states depending on the conditions. The sign is positive for electropositive atoms and negative for electronegative atoms. The most common oxidation state of hydrogen is 8. The most common oxidation state for chlorine is -1. Brief History The word valence was described in 1425 from the Latin word valentia, which means strength or capacity. The concept of valence was developed in the second half of the 19th century to explain chemical bonding and molecular structure. The theory of chemical valences was proposed in an 1852 paper by Edward Frankland.

The History of Australian Mining Assignment Example | Topics and Well Written Essays - 1500 words

The History of Australian Mining - Assignment Example Even in those early years trading routes were established which crisscrossed the country. The people also used coal for cooking and heating and it is mentioned in the dream stories of the Awabakal people who lived in the area of modern Newcastle. Modern day mining though began following the arrival of European settlers on the east coast seaboard in 1788. In the early days of the new colony Hawkesbury sandstone was quarried and shaped of use in early buildings at Sydney Cove. The incomers soon spread and the first discovery of coal occurred near Newcastle area in 1791, due to the activities of runaway convicts, including William Bryant. This discovery led to further investigations of possible sources and within a few years coal was being mined in several areas both north and South of Sydney. At first ship owners only collected coal from the surface at New castle. This they then shipped from 1798 onwards to the larger community at Sydney. The following year enough coal was available to allow its export to India. Half a century later in April 1851 gold was found by gold was made by John Lister and William Tom at Ophir, in central New South Wales. An associate of theirs Edward Hargraves, showed their gold to the then Colonial Secretary. It was Hargraves who claimed the reward of  £5000 for its discovery . Lister, Tom and the Rev. W.B. Clarke received only  £500 each. It seems however, according to recently discovered correspondence that the government had already acknowledged that there was gold to be found at Ophir.

Impact of Class Size on Students' Achievement Essay

Impact of Class Size on Students' Achievement - Essay Example Class size is an issue that is largely at the center of the school system, especially since it influences not only the size of classrooms but also the number of teachers in a school (and by extension in the country), hence, it is naturally a concern to parents, teachers, school administrators, the government and all other stakeholders in the education sector (Mosteller, 1995). The research that has been conducted concerning the impact of class size on students’ achievement is particularly wide- and far-reaching, but has on several occasions yielded different and sometimes even conflicting results, thus raising the question, what in fact is the impact of class size on students’ achievement? Another question that arises is whether class size has similar impacts across the grades in elementary education (if impacts are found to be present), and finally whether any present impacts of class size on students’ achievement are residual after the students are integrated back into regular-size classes. Some studies have concluded that class size does have an impact on learning while others dispute this, and this fact alongside the research questions make this an interesting and important area of inquiry. A review of relevant literature based on the premise that class size has an effect on students’ achievement is the backbone of this inquiry, alongside the implications of this literature review and their potential applications in an actual school setting. The literature on the effects of class size on students' learning achievement was collected through a search in education journals, databases and relevant sites. This review consists of primary sources and secondary ones that were obtained after refining the search to focus on the impact of class size on elementary school education.... ievement is particularly wide- and far-reaching, but has on several occasions yielded different and sometimes even conflicting results, thus raising the question, what in fact is the impact of class size on students’ achievement? Another question that arises is whether class size has similar impacts across the grades in elementary education (if impacts are found to be present), and finally whether any present impacts of class size on students’ achievement are residual after the students are integrated back into regular-size classes. Some studies have concluded that class size does have an impact on learning while others dispute this, and this fact alongside the research questions make this an interesting and important area of inquiry. A review of relevant literature based on the premise that class size has an effect on students’ achievement is the backbone of this inquiry, alongside the implications of this literature review and their potential applications in an actual school setting. Literature Review The literature on the effects of class size on students' learning achievement was collected through a search in education journals, databases and relevant sites. This review consists of primary sources and secondary ones that were obtained after refining the search to focus on the impact of class size on elementary school education. A great deal of work has been done in this area over the last three decades, with conflicting results; most studies have suggested that reduction in class size leads to considerable improvements in student learning, while others conclude that class-size reductions may not bring with them any appreciable or significant effects (Pritchard, 1999). Besides this, the other matter that arises is the model of investigations into class size.

The New American Desk Encyclopedia Essay Example for Free

The New American Desk Encyclopedia Essay Both Alexander Hamilton and Thomas Jefferson have large, enduring legacies in American history. While Hamilton is largely responsible for the United States becoming an economic giant with an economy based on finance, manufacturing, and trade, I admire Thomas Jefferson more, particularly for his broad, considerable intellect and his challenging views on human liberty. Modern America admittedly fits Hamilton’s vision much more than Jefferson’s. After serving as Washington’s aide-de-camp, Hamilton organized the infant United States’ economy and foresaw a capitalist America not unlike Britain’s, which dominated world trade and had a growing number of factories, abundant capital, and vast commercial enterprises. (Jefferson’s rural nation of yeoman farmers was a noble vision but not realistic in the modern world then taking shape. ) Hamilton was also a strong advocate of federalism, which gave the centralized national government far more authority than the one conceived in the Articles of Confederation. However, he was no friend of broad democracy, known in his time as an unscrupulous elitist and ambitious social climber who adhered to what today seem like outdated notions of â€Å"natural aristocracy† maintained by â€Å"enlightened self-interest† (New American Desk Encyclopedia 548-549). He openly mistrusting the American public (which he considered â€Å"a great beast† and little more than an unruly mob) and opposed the Bill of Rights, the basis for American civil liberties (which Jefferson’s protege Madison wrote). For believers in broad democracy and individual liberty, though, Jefferson is by far the more admirable figure. The First Amendment is perhaps his greatest legacy, stemming from his statutes on religious freedom in Virginia and firm belief in church-state separation. He was also a believer in freedom of the press, claiming to prefer a nation where there was a free press and no government, rather than vice versa (Countryman 69-71). The Declaration of Independence is almost entirely his creation as well, a vivid, articulate piece of writing that has influenced democratic thought worldwide. It helped inspire the French revolution less than a generation later, and even the United States’ past enemies have invoked it, including Ho Chi Minh, who based Vietnam’s 1945 independence declaration on Jefferson’s document. He was also a superior intellect, known as one of the colonies’ best minds while still a young man. Jefferson was a gifted writer, skilled diplomat, believer in liberty (his ideas on the subject were progressive for their time), architect, inventor, creator of the University of Virginia (revolutionary in its time for offering a wholly secular higher education), and amateur scientist who commissioned Lewis and Clark to explore the newly acquired American West. He was also a contradictory figure, as an educated, affluent slaveholder who wanted a rural nation of free yeoman farmers enjoying widespread democracy. He was also accused of siring at least one child by his slave, Sally Hemings. (In his defense, the Declaration of Independence’s first draft contained a strong condemnation of slavery, which other Southern delegates made him remove, and he was himself ambivalent about the practice. ) While Alexander Hamilton helped make the United States prosperous and economically powerful, Jefferson played an even greater role in helping make it a democracy (albeit a limited one compared to democracy today), setting an example of a civil society based on the rule of law and individual liberties that other nations would follow over the next two centuries. His lasting legacy helped shape the meaning of liberty and democracy, which became a worldwide phenomenon during the late twentieth century, helped change the world’s politics, and helped define modernity itself. REFERENCES Anonymous. The New American Desk Encyclopedia. Third edition. New York: Signet, 1993. Countryman, Edward. The American Revolution. New York: Hill and Wang, 1985. Davis, Kenneth C. Don’t Know Much about History. New York: Avon, 1990.

Summary of Max Webers The Protestant Ethic and the Spirit of Capitalism

Summary of Max Webers The Protestant Ethic and the Spirit of Capitalism Max Weber's The Protestant Ethic and the Spirit of Capitalism is a study of the relationship between the ethics of ascetic Protestantism and the emergence of the spirit of modern capitalism. Weber argues that the religious ideas of groups such as the Calvinists played a role in creating the capitalistic spirit. Weber first observes a correlation between being Protestant and being involved in business, and declares his intent to explore religion as a potential cause of the modern economic conditions. He argues that the modern spirit of capitalism sees profit as an end in itself, and pursuing profit as virtuous. Weber's goal is to understand the source of this spirit. He turns to Protestantism for a potential expla...

Employee Management, Inventory and Purchasing System

Class and Section: IT 230 Group Name: GREGORIO_JOLCANAIN_FRASCO Group Members: Gregorio, Ralph Jolcanain, Sandra Frasco, Harry Nelson Date: August 19, 2012 Company/Office: Sagittarius Mines Inc. Title of Project Stage: Employee Management, Inventory and Purchasing System Sagittarius Mines Inc. REQUIREMENTS SPECIFICATION AND CONCEPTUAL DATA MODEL Employee Management, Inventory and Purchasing System Sagittarius Mines Inc. I. REQUIREMENTS SPECIFICATION The Organization Sagittarius Mines, Inc. SMI) is developing the Tampakan Copper-Gold Project in southern Philippine island of Mindanao, involving one of the world’s largest undeveloped copper-gold deposits. SMI is a contractor of the Philippine Government under the terms of a Financial and Technical Assistance Agreement (FTAA). Business Environment SMI currently operate from offices in Makati City in Manila, in General Santos and Digos cities and in the municipalities of Tampakan, Columbio, and Kiblawan. As at the end of 2010 we em ployed more than 370 staff and more than 1,000 contractors. SMI has a strong track-record as a company that works in a responsible manner.In fact, their commitment to corporate social responsibility in the Philippines has been recognized with numerous awards including the 2006, 2009 and 2010 Presidential Environmental Award, the 2010 Award of Distinction from the Safety Organization of the Philippines and recognition in 2010 as the Outstanding Stakeholder from the Department of Education in Region XII. Sagitarrius Mines Inc. is being managed by a general manager who oversees the Operations Manager, Human Resource Manager, Finance and Commercial Manager, Risk Management andProgram Manager.Operations Manager Human Resource Manager Finance and Commercial Manager Risk Management And Program Manager General Manager General Manager – Duties include Increases management's effectiveness by recruiting, selecting, orienting, training, coaching, counseling, and disciplining managers; co mmunicating values, strategies, and objectives; assigning accountabilities; planning, monitoring, and appraising job results; developing incentives; developing a climate for offering information and opinions; providing educational opportunities.Develops strategic plan by studying technological and financial opportunities; presenting assumptions; recommending objectives. Accomplishes subsidiary objectives by establishing plans, budgets, and results measurements; allocating resources; reviewing progress; making mid-course corrections. Coordinates efforts by establishing procurement, production, marketing, field, and technical services policies and practices; coordinating actions with corporate staff.Builds company image by collaborating with customers, government, community organizations, and employees; enforcing ethical business practices. Maintains quality service by establishing and enforcing organization standards. Maintains professional and technical knowledge by attending educat ional workshops; reviewing professional publications; establishing personal networks; benchmarking state-of-the-art practices; participating in professional societies. Operations Manager – An operations manager runs the day-to-day operations of an organization or business.Her sole purpose is to find ways to make the company more productive by providing effective methods in its business operations. An individual in this position usually prepares program budgets, facilitates several programs around the company, controls inventory, handles logistics and interviews and supervises employees. A person interested in operations management needs to have a strong leadership background and must know how to handle problems quickly and efficiently. In addition, she must have great communication skillsHuman Resource Manager- The Human Resources Manager originates and leads Human Resources practices and objectives that will provide an employee-oriented, high performance culture that emphasi zes empowerment, quality, productivity and standards, goal attainment, and the recruitment and ongoing development of a superior workforce. The Human Resources Manager coordinates implementation of services, policies, and programs through Human Resources staff; reports to the General Manager and serves on the executive management team; and assists and advises company managers about Human Resources issues.Risk Management And Program Manager -Risk and Program Manager advises organization on any potential risks to the profitability or existence of the company. They identify and assess threats, put plans in place for if things go wrong and decide how to avoid, reduce or transfer risks. Risk managers are responsible for managing the risk to the organization, its employees, customers, reputation, assets and interests of stakeholders.They may work in a variety of sectors and may specialize in a number of areas including enterprise risk, corporate governance, regulatory and operational risk , business continuity, information and security risk, technology risk, and market and credit risk. They prepare and administer the company’s property and casualty insurance program in compliance with state and federal laws and regulations. Develop and implement safety policies and loss prevention programs. Establish a climate that inspires achievement through direct upervision and motivation of department managers. Lead efforts in goal-setting and long-range planning, and provide leadership and daily direction. Critical Factors for the company needs to succeed are as follows: 1. Constant Availability of gadgets that are being used in the operations and communication 2. Availability of documents needed to monitor the operations. 3. Proper Execution of the Job orders from a department to another department. 4. Efficient and Fast Processing of Reports. EXISTING SYTEMThe current Employee Management, Inventory and Purchasing System are done manually. The Human Resource department, the inventory and the purchasing system are all done using Microsoft Excel for keeping and tracking records. After the hiring process, the profiles of the employees from the resumes of them are encoded and stored at Microsoft Excel and updates it also there, Once the files are needed by the IT department who are in-charged of the releasing and collecting of Gadgets to be used by the company employees, they will just send it through e-mail.As the process for the inventory of the gadgets goes, it is tracked by logging who borrowed and who will be liable for the gadget In Microsoft Excel. The employee who needs the gadget needs to email the IT department for the need of the item. Upon the request, it will be checked if there are available item and further notice is sent to the requestor with regards to the item borrowing. The item is also monitored if it is in good condition and need to be replaced by a new one. All transactions must be logged in Microsoft Excel so it will be document ed.Once there is a need to purchase a new item, the purchasing department must be notified. The purchasing process is also monitored using manual inputting data in Microsoft Excel. As the IT department notified the purchasing department that the need of item is situated, they will assess the ordering of the item from a supplier. And once the item is delivered by the supplier, It will be documented in the Excel that the item is now purchased. Statement of the Project Scope This project will cover the Employee Profiling System, Inventory Tracking System and Purchasing System of Sagittarius Mines Inc. . Employee Profiling : The Proposed system limits only in the maintenance of employee profile and creating fast and efficient employee profile report to all present and past employees whether regular, probationary, contractual, or contractors. 2. Inventory Tracking: The Proposed System focuses on tracking the deployment of items(gadgets), the returning, the condition of item and creating fast and efficient inventory report of all items borrowed and returned by every employee of SMI. 3. Purchasing : item delivery, purchasing order, maintain supplier list, item maintenanceThe Proposed System limits only with the delivery of the Item from the purchasig departemt to the IT department, the purcharing order, maintenance of the suppliers and items. The areas covered by the project are department of IT department, HR department and Purchasing department concerning to profiling, item inventory and purchasing. II. CONCEPTUAL DESIGN 2. 1 Purchase Order View 2. 1. 1 Employee Requests Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo.Entity: Purchase Order Details Characteristics: PODNo, PPOCreationDate, POOrderDate, EmployeeID Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNO, Supplier ID, COst, Remarks, Descrip tion, POItemNo 2. 1. 2 Supplier Delivers Item Entity: Supplier Characteristics: SupplierID, CompanyName, Address, ContactNo, EmailAddress Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNo, Supplier ID, COst, Remarks, Description, POItemNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus . 2 Deliver Items View 2. 2. 1 Employee Delivers Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNO, Supplier ID, COst, Remarks, Description, POItemNo, Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1 Items View 3. 1. 1 Employee Borrowed Item Entity: EmployeeCharacteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Render Item Characteristics: RenderedItemNo, DateRendered, SerialNo, Employee ID Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 2 Employee Returns Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo.Entity: Return Item Characteristics: ReturnItemNo, ReturnDate, Remarks, RenderedItemNo, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 3 Employee Lost Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, D eprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Lost Item Characteristics: LostItemNo, DateLost, Remarks, EmployeeID, SerialNo Entity: ItemCharacteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 4 Employee Donate Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Donate Item Characteristics: DonationItemNo, DonationDate, Status, EmployeeID, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 5 Employee Retire Item Entity: EmployeeCharacteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Retire Item Characteris tics: RetiredItemNo, RetiredDate, Status, EmployeeID, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 6 Employee Request Repair Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo.Entity: Repair Request Characteristics: RepairRequestNo, RequestDate, RepairStatus, DoneDate, , Employee ID Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus III. Logical Design 1. Functional Dependencies Item Table: 3NF SerialNo -;gt; Device Type No. , Received Item No. , Cost, Status, Item Type Device Type Table: 3NF DeviceTypeNo -;gt; Type, Model ,Brand Communication Services Table: 3NF AccountNo -;gt; Item_Serial No. , MIN, IMEI, PlanStartDate, PlanEndDate, Status, Rem arks, PlanCost, Employee ID Inventory Table : 2NFDisposeNo -;gt;DisposalDate, Status, Employee ID, SerialNo RetiredItemNo -;gt; RetiredDate, Status, Employee ID, SerialNo RendereditemNo -;gt;DateRendered, Employee ID, Serial No. Donation Item No -;gt; DonationDate, Status, Employee ID, SerialNo ReturnItemNo -;gt; ReturnDate, Remark, RendereditemNo, SerialNo LostItemNo -;gt; DateLost, Remarks, Employee ID, SerialNo 3NF Decomposition of Inventory Dispose Item: 3NF Field Name| | DisposeNo| PK| DisposalDate| | Status| | Employee ID| FK| SerialNo| FK| DisposeNo -;gt;DisposalDate, Status, Employee ID, SerialNo Return Item: 3NF Field Name| | RetiredItemNo| PK| ReturnDate| |Status| | Employee ID| FK| SerialNo| FK| RetiredItemNo -;gt; RetiredDate, Status, Employee ID, SerialNo RenderedItem: 3NF Field Name| | RenderedItemNo| PK| DateRendered| | Status| | Employee ID| FK| SerialNo| FK| RendereditemNo -;gt;DateRendered, Employee ID, SerialNo DonationItem: 3NF Field Name| | DonationItemNo| PK| D onationDate| | Status| | Employee ID| FK| SerialNo| FK| Donation Item No -;gt; DonationDate, Status, Employee ID, SerialNo ReturnItem: 3NF Field Name| | ReturnItemNo| PK| ReturnDate| | Status| | RendereditemNo| FK| SerialNo| FK| ReturnItemNo -;gt; ReturnDate, Remark, RendereditemNo, SerialNoLostItem: 3NF Field Name| | LostItemNo| PK| DateLost| | Remarks| | Employee ID| FK| SerialNo| FK| LostItemNo -;gt; DateLost, Remarks, Employee ID, SerialNo PurchaseTable: 2NF PIDNo -;gt; Quantity, PODNo, Supplier ID, Cost, Remarks, Description, POItemNo PODNo -;gt; POCreationDate, POOrderDate, Employee_Employee ID ReceivedItemNo -;gt; DateReceived, Remarks, PIDNo DeliveryNo-;gt; DeliveryStatus, DeliveryDate, ReceivedItemNo, Datereceived 3NF Decomposition of Purchase Purchase Item Details: 3NF Field Name| | PIDNo| PK| Quantity| | PODNo| FK| Supplier ID| FK| Cost| | Remarks| | Description| |POItemNo| | PIDNo -;gt; Quantity, PODNo, Supplier ID, Cost, Remarks, Description, POItemNo Purchase Order Det ails: 3NF Field Name| | PODNo| PK| POCreationDate| | POOrderDate| | Employee ID| FK| PODNo -;gt; POCreationDate, POOrderDate, Employee ID ReceivedItem: 3NF Field Name| | ReceivedItemNo| PK| DateReceived| | Remarks| | PIDNo| FK| ReceivedItemNo -;gt; DateReceived, Remarks, PIDNo Delivery Item:3NF Field Name| | DeliveryNo| PK| DeliveryStatus| | DeliveryDate| | ReceivedItemNo| | Datereceived| | DeliveryNo-;gt; DeliveryStatus, DeliveryDate, ReceivedItemNo, Datereceived Supplier Table: 3NFSupplier ID -;gt; CompanyName, Address, ContactNo, EmailAddress Employee Table: 2NF Employee ID -;gt; Fname, Lname, Mname, EmpAddress, Work Location, Position ID, Status, Resignation Date, TeamNo, DepartmentNo, Startdate, Enddate, EmploymentTypeNo TeamNo -;gt; TeamName, DepartmentNo, EmployeeID DepartmentNo –;gt; DepartmentName PositionNo -;gt; PositionTitle, Level WorkLocationNo -;gt; WorkLocationName EmploymentTypeNo -;gt; EmploymentType 3NF Decomposition of Employee Employeesummary: 3NF Field N ame| | Employee ID| PK| Fname| | Lname| | Mname| | EmpAddress| | Work Location| FK| Position ID| FK| Status| |ResignationDate| | TeamNo| FK| DepartmentNo| FK| Startdate| | Enddate| | EmploymentTypeNo| FK| Employee ID -;gt; Fname, Lname, Mname, EmpAddress, Work Location, Position ID, Status, Resignation Date, TeamNo, DepartmentNo, Startdate, Enddate, EmploymentTypeNo Team: 3NF Field Name| | TeamNo| PK| TeamName| | DepartmentNo| FK| EmployeeID| FK| TeamNo -;gt; TeamName, DepartmentNo, EmployeeID Department: 3NF Field Name| | DepartmentNo| PK| DepartmentName| | DepartmentNo –;gt; DepartmentName Position: 3NF Field Name| | PositionNo| PK| PositionTitle| | Level| | PositionNo -;gt; PositionTitle, Level EmploymentType: 3NFField Name| | EmploymentTypeNo| PK| EmploymentType| | EmploymentTypeNo -;gt; EmploymentType IV. Physical Design 1. Team Field Name| Data Type| Primary Key| Nullable| TeamNo| INT| Yes| No| TeamName| VARCHAR(50)| No| No| DepartmentNo| INT| No| No| EmployeeID| INT| N o| No| a. Indeces: Index_01 on TeamNo for Primary Key Index_02 on TeamName b. Referential Integrity : b. 1 Employee. TeamNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 2. Department Field Name| Data Type| Primary Key| Nullable| DepartmentNo| INT| Yes| No| DepartmentName| VARCHAR(50)| No| No| a. Indeces: Index_01 on DepartmentNo for Primary KeyIndex_02 on DepartmentName b. Referential Integrity : b. 1 Employee. DepartmentNo on DELETE Restrict on UPDATE Cascade b. 2 Team. DepartmentNO on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 Inserting a New Item: 3. Work Location Field Name| Data Type| Primary Key| Nullable| WorkLocationNo| INT| Yes| No| WorkLocationName| VARCHAR(50)| No| No| a. Indeces: Index_01 on WorkLocationNo for Primary Key Index_02 on WorkLocationName b. Referential Integrity : b. 1 Employee. WorkLocationNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 4. Position Field Name| Data Type| Primary Key| Nullable|PositionNo| INT| Yes| No| PositionTitle| VARCHAR(50)| No| No| Level| VARCHAR(50)| No| No| a. Indeces: Index_01 on PositionNo for Primary Key Index_02 on PositionTitle Index_03 on Level b. Referential Integrity : b. 1 Employee. PositionNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 5. Employment Type Field Name| Data Type| Primary Key| Nullable| EmploymentTypeNo| INT| Yes| No| EmploymentType| VARCHAR(50)| No| No| a. Indeces: Index_01 on Employment TypeNo for Primary Key Index_02 on EmploymentType b. Referential Integrity : b. 1 Employee. EmploymentType on DELETE Restrict on UPDATE Cascade c. Program Logic: . 1 6. Employee Field Name| Data Type| Primary Key| Nullable| EmploymentID| INT| Yes| No| Fname| VARCHAR(50)| No| No| Lname| VARCHAR(50)| No| No| Mname| VARCHAR(50)| No| No| EmpAddress| INT| No| No| WorkLocationNo| INT| No| No| PositionID| INT| No| No| Status| VARCHAR(20)| No| NO| ResignationDate| DATE| No| No| TeamNo| INT| No| No| DepartmentNo| INT| No| No| StartDate| DATE| No| No| End Date| DATE| No| No| ContactNo| INT| No| No| EmplomentTypeNo| INT| No| No| a. Indeces: Index_01 on EmploymentID for Primary Key Index_02 on Fname Index_03 on Lname Index_04 on Mname Index_05 on EmpAddress Index_06 on WorkLocationNoIndex_07 on PositionID Index_08 on Status Index_09 on ResignationDate Index_10 on TeamNo Index_11 on DepartmentNo Index_12 on StartDate Index_09 on EndDate Index_10 on ContactNo Index_11 on EmploymentTypeNo b. Referential Integrity : b. 1 Team. EmployeeID on DELETE Restrict on UPDATE Cascade b. 2 PurchaseOrderDetail. EmployeeID on DELETE Restrict on UPDATE Cascade b. 3 CommunicationServices. EmployeeID on DELETE Restrict on UPDATE Cascade b. 4 RenderedItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 5 DisposedItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 6 RetiredItem. EmployeeID n DELETE Restrict on UPDATE Cascade b. 7 DonationItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 8 LostItem. EmployeeID on DELETE Restrict on UPDATE Cas cade b. 9 RepairRequest. EmployeeID on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 7. Purchase Order Details Field Name| Data Type| Primary Key| Nullable| PODNO| INT| Yes| No| POCreationDate| DATE| No| No| POOrderDate| DATE| No| No| EmployeeID| INT| No| No| a. Indeces: Index_01 on PODNo for Primary Key Index_02 on POCreationDate Index_03 on POOrderDate b. Referential Integrity : b. 1 PurchaseItemDetails. PODNo on DELETE Restrict on UPDATE Cascade . Program Logic: c. 1 8. Supplier Field Name| Data Type| Primary Key| Nullable| SupplierID| VARCHAR(20)| Yes| No| CompanyName| VARCHAR(50)| No| No| Address| VARCHAR(80)| No| No| ContactNo| INT| No| No| EmailAddres| VARCHAR(30)| No| No| a. Indeces: Index_01 on SupplierID for Primary Key Index_02 on CompanyName Index_03 on Address Index_04 on ContactNo Index_05 on EmailAddress b. Referential Integrity : b. 1 PurchaseItemDetails. SupplierID on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 9. Item Field Name| Data Type| Primary Key| Nullable| SerialNo| VARCHAR(45)| Yes| No| DeviceTypeNo| INT| No| No|ReceivedItemNo| INT| No| No| Cost| DOUBLE| No| No| Status| VARCHAR(45)| No| No| ItemType| VARCHAR(45)| No| No| PIDNo| INT| No| No| a. Indeces: Index_01 on SerialNo for Primary Key Index_02 on Cost Index_03 on Status b. Referential Integrity : b. 1 CommunicationServices. SerialNo on DELETE Restrict on UPDATE Cascade b. 2 RenderedItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 3 DisposedItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 4 RetiredItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 5 DonationItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 6 RepairRequest. SerialNo on DELETE Restrict n UPDATE Cascade b. 7 LostItem. SerialNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 10. DeviceType Field Name| Data Type| Primary Key| Nullable| DeviceTypeNo| INT| Yes| No| Type| VARCHAR(20)| No| No| Model| VARCHAR(20)| No| No| Brand| VARCHAR(20)| No| No| a. Indeces: Index_0 1 on DeviceTypeNO for Primary Key Index_02 on Type Index_03 on Model Index_04 on Brand b. Referential Integrity : b. 1 Item. DeviceTypeNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 11. Purchase Item Detail Field Name| Data Type| Primary Key| Nullable| PIDNo| INT| Yes| No| Quantity| VARCHAR(45)| No| No|PODNo| INT| No| No| SupplierID| VARCHAR(20)| No| No| Cost| DOUBLE| No| No| Remarks| VARCHAR(100)| No| Yes| Description| VARCHAR(100)| No| No| POItemNo. | INT| No| No| DateReceived| DATE| No| No| DeliveryDate| DATE| No| Yes| DeliveryStatus| VARCHAR(45)| No| No| a. Indeces: Index_01 on PIDNO for Primary Key Index_02 on Quantity Index_03 on Cost Index_04 on Remarks Index_05 on Description Index_06 on POItemNo Index_07 on DateReceived Index_08 on DeliveryDate Index_09 on DeliveryStatus b. Referential Integrity : b. 1 Item. PIDNO on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 V. Final Class Diagram

Human Resource Management Case Study Essay

1. Ch 1, page 60-61, question 4: What is â€Å"evidence based HR†? Why might an HR department resist becoming evidenced based? The concept of â€Å"evidence based HR† is using specific tools (key performance indicators) to help clarify course of action, identify errors or omissions, and align HR to corporate strategy. It is a decision-making process combining critical thinking with use of the best available scientific evidence and business information (Rousseau & Barends 2011). It forces HR professionals to measure their efficiency and effectiveness quantitatively. In addition, it presents a clearer way to share information with colleagues in a systematic way. One tool that is used is Critical Path Analysis, which helps illustrate the minimum time needed to complete a process. Another method is process mapping, which can help determine needed steps/tasks and enable users to systematically follow the process outlined. Utilizing these tools helps develop uniform, consiste nt operating procedures, which results in a more efficient system. Two key characteristics of evidence based HR are a focus on business strategy, taking into account financial and organization performance measures that are most critical to the company and then using quantitative methods to identify human capital strategies that drive those outcomes; and standards of evidence, in which criteria is used to determine the importance of various relationships which can be used to better design employee strategies. An example is the measurement of employee productivity and work quality against organizational goals. Evidence based HR forces human resource professionals to systematically gather, utilize and evaluate information based on results. In addition, it causes HR professionals to be precise and utilize valid evidence. To do this, HR professionals must evaluate evidence to determine its’ worth. Furthermore, it involves change and systematic work skills, which often causes resistance. However, at the same time evidence based HR allows HR professionals to be viewed as a source of competitive advantage and as a department that creates value by maximizing the use of the company’s most important resource, its’ personnel. It also elevates the importance of employees as a resource beyond the HR department and increases the value of the department to the entire organization, and most importantly utilizes statistical evidence to â€Å"find the critical human levers for improving business results† (Gibbons & Woock 2007). 2. Ch 2, page 99,-100 question 4: How can strategic management within the HRM department ensure that HRM plays an effective role in the company’s strategic management process? When strategic management within the HRM department is used to ensure that HRM plays an effective role in the company’s strategic management processes, it will basically force HRM to review their mission, their goals and their objectives. These factors will have to be in-line with the strategic processes of the company. The two have to be in-sync when they are handled through strategic management. It integrates HRM into the company and the strategic processes from HRM are then also integrated into the strategic management processes of the company. HRM becomes a more active, effective department and both HRM and management then work as a unified team towards the company’s mission, objectives, and values. It creates the most productive and opportune environment for customers and the company. When we look at it from the opposite spectrum, if strategic management is not in place within the HRM department, it will create a state where the company is less efficient because although strategic management is being used throughout the company, it is not being used within the HRM department. When we strategically manage HR, we become involved with the employees from a strategic basis. By doing so, we are better able to handle the resources needed for the employees and to provide our employees with more, like better benefits, more comprehensive compensation packages, and related items. The employees are encouraged in their work because they are being motivated by the strategic management of HRM and what it’s doing to provide for them – the employees. Due to the greater encouragement, it reduces employee turnover and increases efficiency. This causes the company to be able to fulfi ll their goals and objectives that have been both created and managed through the strategic management process. 3. Ch 3, page 147-148, question 3: Many companies have dress codes that require men to wear suits and women to wear dresses. Is this discriminatory according to disparate treatment theory? Why? The process of establishing if an action/policy is discriminatory can be very challenging. However, a number of theories seek to differentiate actions that constitute  discrimination and those that do not. Disparate treatment Theory is amongst the most commonly used theories that have been used to ascertain whether an act or policy amounts to discrimination or not. The theory argues that one is subject to discrimination if they are treated less favorably than others are in similar situations (Bent, 2011). Many companies have dress codes that require men to wear suits and women to wear dresses. This has raised a debate on whether such policies are discriminatory or not. Based on the Disparate Treatment Theory, such a policy cannot be considered as discriminatory. Men and women cannot be on the same platform in that they both dress differently. Even if people from both sexes were allowed to determine whatever they dress, there is no way that men would dress exactly as women (Belton, 2004). The most important consideration as to whether the policy that commits men to wear suits and women to wear dresses amounts to discrimination would call for the scrutiny of the motive. Many companies that take up such a policy are not inclined to punishing or discriminating against women. Rather, they attribute the policy to the need for sanity and decency at the work place. In a world where dresses for women can expose some of the most sensitive parts of their body, the need for regulation cannot be ignored. Furthermore, one cannot claim that putting on dresses is less fashionable as compared to putting on suits. The design and fitting of the dress and the suit would determine whether one is neat or not. From all these considerations, the disparate treatment theory rules out the possibility of the policy that requires men to put on suits and women dresses as discriminatory to women (Bent, 2011). 4. Ch 4, page 185, question 6: What are the trade-offs between the different approaches to job design? Which approach do you think should be weighted most heavily when designing jobs? There are three major approaches to job design: the engineering approach, human approach, and the job characteristic approach. Each is valuable in its own way, but there are trade-offs that occur depending upon the approach, which is taken. With the engineering approach (also called the task approach), there is a lot of repetition. This can lead to boredom. In this approach, there is specialization to the task, and employees are not encouraged to learn more or improve the job. Because jobs designed using this approach have employees typically set at a  particular station, each employee is basically a wheel in a cog, executing part of a task and passing it on to the next station. There is little interaction between employees and often the job is paced according to a machine (part of an assembly line). It is difficult to take pride in one’s work since there is not a finished product. Employees do not have a say in their work, tools or methods used. However, work is performed accurately, by the best person selected for the job, in a procedural, systematic way. This increases specialization thus leading to higher output. The human approach increases employees’ job satisfaction and emphasis motivators like responsibility, advancement, and recognition. In addition, importance is placed on working conditions, pay, job security, and employee relations. The psychological needs of employees are paramount in designing jobs, which increases employee satisfaction, but does not necessarily guarantee satisfaction or performance. Another approach, job characteristics, is based on the idea that employees will perform better if motivation and rewards are built into the work. As such, the work is designed to offer a variety of activities so employees can use different skills, tasks are executed in a manner that there is completion of an identifiable piece of work, there is work of importance, employees have the ability to work based on their knowledge, not as part of an assembly line, and there is feedback in regards to the work. This is optimal, however, drawbacks of this approach include needing to find people who are motivated to find best practices, who can work independently, and who do find motivation at work. The approach which should be weighted more heavily is dependent on the job. In the case of making an automobile or similar repetitive task, one would want to utilize an engineering approach, since the work is repetitive, precise, and focused on output. In most other cases, the job characteristics approach seems logical since it is likely to lead to better, more satisfied employees. It would be important to give sufficient feedback to help manage the employee toward optimal performance utilizing this approach. Ultimately, efficiency and productivity are key, so motivation must be included in some form to produce better results. The job characteristics approach appears to take in regards more factors (skill variety, task identity and significance, autonomy and feedback) to produce greater results. References Bent, J.R., (2011). The telltale sign of discrimination: probabilities, information asymmetries, and the systematic disparate treatment theory, University of Michigan Journal of Law Reform, 2011, Volume 44, Issue 4, p. 797 Belton, R. (2004). Employment discrimination law: cases and materials on equality in the workplace. Thomson/West Bobinski, D. (2004). The role of HR in strategic planning. Management Issues. Retrieved from: http://www.management-issues.com/2006/5/25/opinion/the-role-of-hr-in-strategic-planning.asp Campion, M.A. & Thayer, P.W. (1987). Job design: Approaches, outcomes, and trade-offs. Organizational Dynamics, 15(3), 66-80. Gibbons, J. M., Woock, C. (2007). Evidence-Based Human Resources: A Primer and Summary of Current Literature. The Conference Board, Retrieved from: http://www.conference-board.org/ Mashete, P. (2008). Approach to job design. Human Resource Knowledge. Retrieved from http://hrknowledge.blogspot.com/2008/01/approach-to-job-design.html Noe, R., J. Hollenback, B. Gerhart, Wright P. (2013) Human resources management (8th ed.) New York: McGraw-Hill Higher Education. Rousseau, D. M., Barends, E. G. R. (2011). Becoming an evidence-based HR practitioner. Human Resource Management Journal, 21(3), pages 221–235.

The Dangers of Ecstasy essays

The Dangers of Ecstasy essays Ecstasy is becoming one of the most widely used drugs in America. In fact, 35% of teenagers say that Ecstasy is easy to get(1, Drug Dangers). In a 1998 MTF study, 5.1% of 10th graders and 5.8% of 12th graders had used ecstasy at least once within the past year(2, Drug Dangers). Ecstasy is the street name for the drug MDMA or 3, 4-methylenedioxy-methamphetamine(3, Designer Drugs). It is also called X, E, XTC, Adam, lovers speed, and essence(4, Designer Drugs). Ecstasy was originally developed by a German chemical company in 1912(5, Designer Drugs). It was originally intended to be a diet pill, but it is not known if it was ever used as one(6, Designer Drugs). In 1965, Ecstasy was brought into use once more by Alexander Shulgin. He and a group of fellow psychiatrists used it during psychotherapy to promote openness, empathy and awareness(7, Designer Drugs). Between 1977 and 1985, approximately  ½ million doses of Ecstasy were used for treatment of anxiety, depression, schizophrenia, and rape-related trauma(8, IBB). In the early 80s, Ecstasy began to make its way onto college campuses and into nightclubs, however, at the time, the drug was still legal(9, Designer Drugs). In 1985, the Drug Enforcement Agency banned Ecstasy(10, Designer Drugs). It wa s then placed in the most restrictive category of illegal drugs because tests had shown that it might cause brain damage (11, Designer Drugs). Ecstasy is most widely used at raves huge gatherings with trance music, special lighting effects, and lots of dancing(12, Designer Drugs). It is also used at parties, at concerts, and with small groups of friends(13, Drug Dangers). Ecstasy is used for many of the same things that amphetamines are used for primarily activities that require motivation, concentration, energy or creativity. Doing homework, writing, studying,...

How to Find a Job With Public Relations Expert Ryan May

How to Find a Job With Public Relations Expert Ryan May Ryan May has 12 years of public relations experience under his belt, and it’s taught him quite a bit about finding a job, something he shares among other insights on the Minnesota Public Relations Blog. We spoke with Ryan about what PR can teach us about a job search. What can job seekers learn from public relations?Public relations or PR is a unique industry, as it touches on so many different industries. To be in PR means you have to be prepared to learn about every industry your clients need.How important is your online footprint? Can you really lose out on a job thanks to a tweet?Having a strong online footprint is very important, but ensuring that it is strategic and thoughtful is more important. Don’t post stuff to social media that is not good for your long-term reputation. Job seekers have definitely lost out on job opportunities because of their tweets or Facebook posts.What mistakes  do you see employers making when they’re looking for job candidates? Employers often overlook excellent candidates because they don’t have a high enough GPA. If a candidate has a solid B average and has been working three jobs while going to school, they should not be overlooked because they don’t have a 3.5 GPA.What are some urban legends you’ve seen floating around about hiring mistakes these days, and is there any truth to them?There are plenty of urban legends about today’s job search. My favorite is that the more resumes you send out, the better your odds of finding a job. This idea is completely wrong. Find a job you want, and then thoughtfully work on networking your way into the job.What should everyone looking for a job be doing to better promote themselves?Not everyone needs a blog, but everyone today should have a website to outline their skills.