John Glenn essays

John Glenn essays John Glenn is a great man known by all for his many contributions to America. John Glenn was not only an astronotical hero, but also a great senator who helped shape our country. John Glenn had as a fighter pilot and later on volunteered to work at NASA as a test pilot. Glenn was later elected to go into space to orbit the earth. On February 20,1962 John Glenn was the first American to ever go into orbit. That morning Glenn took off in an aircraft heading for space. With is adrenaline pumping his aircraft went through the many layers of the many layers of the earths atmosphere. Throughout most of the take off 5 gs were pushing down on him. The trip was very smooth compared to the centrifuge he had been practicing in. Once he had actually left the earths atmosphere he radioed back to base, Zero-g and I feel fine(qtd. in Wolfe 81). Once up there he was told that he had to do at least 7 orbits and then he could return. He spent 4 hours, 55 minutes and 23 seconds in space an d then completed his trip by plummeting back into the earths atmosphere and landing in the ocean. Although Glenn was a great astronaut, he also is now for his successful carrier as a US senator. In 1974 Glenn ran for senator as a republican and won. He served a total of 25 years as senator and finally he retired in the year 1999. Finally at the age of 77 Glenn was given one more chance to go into to orbit, Even at age 77, John Glenn seemed to be made for an astronauts gear(Newcott 1). Without thinking twice he accepted the offer. So in 1998 for the last time he left the earths atmosphere and entered space. Although he had done it once before this time it was going to be a little bit different. Technology had changed significantly since the last time he went to space. There was a lot more buttons than there was in his original aircraft and it was a lot high-techer. Also once in space th ...

Use Common Sense for Commas

Use Common Sense for Commas Use Common Sense for Commas Use Common Sense for Commas By Mark Nichol Commas are such cute little things with curly tails that their strength is often overlooked. When used haphazardly, their power can be untapped or misused. Employed correctly, however, they do much to convey a sentence’s meaning. The rules may seem complex, but they are also commonsensical. Many writers believe that commas are necessary in the middle of a sentence only when they divide two independent clauses two parts of a sentence that could stand on their own as distinct statements. But commas also serve as comprehension aids: Note the difference between â€Å"Knights wore metal shoes and gloves called gauntlets† and â€Å"Knights wore metal shoes, and gloves called gauntlets.† The first version implies that both items were referred to as gauntlets, and the second version correctly distinguishes that only the second item was labeled as such. â€Å"Are they going to lock me up or shoot me?† looks like the writer is asking if one of these two outcomes will occur. â€Å"Are they going to lock me up, or shoot me?† correctly clarifies that the writer is asking which outcome will occur and that’s a big difference made clear by the mighty little comma. Traditionally, a comma was inserted after all introductory phrases, no matter how short: But the trend toward open punctuation and away from closed punctuation has relaxed this tradition. Unfortunately, though short introductory phrases may not look wrong in isolation, in text containing both short and long introductory phrases, when the latter cry out for a comma to give the reader a rest, inconsistency is awkward, so it’s best to always retain closed punctuation. Sometimes, misunderstandings may occur when you omit a comma, as when a reader reads, â€Å"When she returned Jim’s head was already lying back against the pillow† and thinks at first that Jim’s head is being handed back to him or its current owner. Comments actually or conjecturally directed toward readers or a third party are awkward without a comma following an imperative (a form of address that tells someone to do something). The warning statement â€Å"Move over RCA and Sony, computer firms are becoming TV makers† starts the reader off at a disadvantage; who, they may think, is steamrolling over the television manufacturers in question? A comma after â€Å"move over† solves that problem. Similarly, â€Å"Attention shoppers!† implies that attention is a commodity some store patrons are there to buy, and that the voice on the intercom is acoustically accosting just that class of consumer; â€Å"Attention, shoppers!† meanwhile, asks for something, then identifies who is being asked. These rules may seem complicated. But there’s a simple test that usually works: When in doubt about whether or where to place a comma, read aloud the sentence in question, and visualize the comma as a hook that briefly makes the sentence run in place. If you hesitate or pause, insert the hook in the sentence to mark that place. If you don’t, don’t. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Punctuation category, check our popular posts, or choose a related post below:Inquire vs Enquire35 Genres and Other Varieties of FictionUsing "May" in a Question

Management of international business Essay Example | Topics and Well Written Essays - 4000 words

Management of international business - Essay Example Nevertheless, its home country government encourages expansion and the host country business environment is conducive to FDI. The repost that suggests the CHL should enter Belgium through acquisition of majority stake in an existing mobile network operator’s business. Based on the Uppsala Model, once it has gained knowledge and expertise on the local market, CHL can expand its network and make further investments. Table of Contents 1. Introduction 1 2. Belgium 1 3. The European Union 4 4. China Mobile Limited 6 5. Telecom Sector Analysis 9 6. Mode of Entry Analysis 11 7. Conclusion 15 References 16 1. Introduction China Mobile Limited, world’s largest mobile operator, intends expanding overseas into the European markets. It intends to enter the Belgian market which is under the European Union. This report evaluates the telecom sector in Belgium apart from the business environment in Belgium and then suggests the mode of entry. 2. Belgium Belgium has always been a prospe rous market place and is located at the crossroads of Latin, Germanic and Anglo-Saxon influences (Belgian Federal Government, 2011). This is a small country but it has highly competitive industry and service sector, and is well integrated into the globalized world. According to the KOF index Belgium is the most globalized county in the world. The nation also occupies the sixth position on the list of the countries that attract foreign investments, as per the Ernst & Young European Investment Monitor, 2011. 2.1 Political Environment The Belgium state has evolved from a highly centralized structure to a federal system in which many regions have been granted autonomy for many policy areas (Rynck, 2005). Each region is responsible for its own economic development, housing, environment and transport. In Belgium there is no hierarchy between regional and national laws. Political risk in Belgium is very low in Belgium, according to AMB Country Risk Report (2012). 2.2 Economic Environment T he country was affected severely by the recent global recession. Countries that have so far been investing in Belgium are the United States, the United Kingdom, France, Germany and the Netherlands (Belgian Federal Government, 2011). Investments are mostly in sales and marketing sectors followed by industries and the logistics sectors. The business environment in Belgium is conducive to investments as there is no distinction between foreign and domestic companies. There are no restrictions either on foreign investments or income repatriation. In addition, foreign companies, subsidiaries or branches have the same privileges, and enjoy the same incentives as domestic companies while they also have the same legal obligations (UHY, 2011). Because of the locational advantages Belgium has become a highly developed transit and distribution centre for several other countries in the European market. The banking system is under the control of the Belgian National Bank, which is responsible for all monetary and financial operations in the country. Venture capital is also available to young and dynamic entrepreneurs (UHY, 2011). Belgium has a well-developed economy and all the economic sectors are well represented. However, it imports almost all raw materials but exports from the country are primarily comprised of machinery and transport equipment, food products, chemicals and metals. The two main regions in Belgium are Flemish and Walloons but the unemployment pattern in

Schooling Children with Down Syndrome by Freire, Greene and Kliewer Essay

Schooling Children with Down Syndrome by Freire, Greene and Kliewer - Essay Example In this ‘banking concept of education’ students are seen as â€Å"adaptable, manageable beings. The more students work at storing the deposits entrusted to them, the less they develop the critical consciousness which would result from their intervention in the world as transformers of that world.† (Friere, 1997, p.54) Under this system not only is there a supposed knowledge asymmetry between the teacher and the pupil, but the former also holds professional authority that is not always grounded on merit. Moreover, this banking education minimizes or annuls the students’ creative energies so as to serve the interests of the oppressors, whose primary motive is not progress or critical inquiry. To the contrary, under the humanitarian veil of the educators lies their intention to perpetuate the status quo. Maxine Greene’s article titled Teaching for Social Justice is similar in tenor to that of Paulo Freire’s. The history of human societies is full of instances of the privileged few (the oppressors) dominating the majority rest through explicit and implicit means. Where brute force proved unviable, sophisticated indoctrination through education ensured domination. Further, â€Å"the privileged few were the ones with the opportunities to map and dominate the linguistic universe. The imbalance, the undeserved advantages in that domain as well as in the socioeconomic and political worlds is evidences of the most glaring social injustice.† (Greene, 1988 p.29) It is in this context that an educational system be devised, whose end is to ensure that each citizen is at the least entitled to develop and build his/her â€Å"intellectual, social, emotional, and expressive capacities†. (Greene, 1988, p.29) Consistent with the arguments made by Paulo Freire, Marine Greene too advocates a new way of looking at our educational institutions and their underlying motives. Contrary to what the system produces, she espouses Teachin g for Social Justice. Here, teaching is to project â€Å"what we believe ought to be – not merely where moral frameworks are concerned, but in material arrangements for people in all spheres of society. Moreover, teaching for social justice is teaching for the sake of arousing the kinds of vivid, reflective, experiential responses that might move students to come together in serious efforts to understand what social justice actually means and what it might demand.† (Greene, 1988, p.30) Kliewer’s article focusing on the special needs of Down syndrome children is also of a similar vein to the other two articles. The author feels that current understanding of this health condition and schooling possibilities for children afflicted with it is quite limited. (Kliewer, 1988) And hence educators should be more open and inclusive of children of different capabilities as they draw up their curricula. In essence, there is much convergence in the content and thrust of the three articles as they express their concern about mainstream education today. After having read these three articles and based on my own educational experience in childhood, I am mostly in agreement with the views expressed by Freire, Greene and Kliewer. Formal education is something most children in our country have the privilege of attending. To its credit, the education system in the United States has extended literacy and math skills to several generations of students. As a result, the country overall has become more educated. The percentage of young adults passing high-school

Plantation Management in the Old South Essay Example for Free

Plantation Management in the Old South Essay William Scarborough’s, The Overseer, examines the importance and the daily duties of the plantation overseer and how they influenced and contributed to the production and efficiency of slaves in the â€Å"Old South†. This position was unarguably, the most important position in the southern plantation system as they determined the success or failure of a plantation. In some small plantations, but mostly larger ones, the overseer was in charge of the supervision of enslaved Africans, care of the land, planting, farm tools, and harvesting. The overseer has been especially known in history as the handler of harsh disciplinary actions against slaves for breaking heavy or mild rules. The emergence of job advertising stormed through the south with higher number of individuals owning slaves. Over time leading up to the Civil War, the position of overseer has been professionalized with some planters even requiring letters of recommendations from their applicants. The goal of the author is to gather facts and accurate evidence that demonstrate how overseers effectively completed their task set forth by plantation owners and were less concerned about the torture and harsh beating of the enslaved Africans. The writer focuses more on the profession itself as opposed to examining the individual’s social class or morals in society. He also attempts to provide a valuable interpretation of one of many groups that made up the white middle class of the Old South. The book is divided into three sections with the first concerning the history and role of the overseer in the plantation establishment. It also gives key details on contract negotiations between the overseer and the plantation owner. Lastly, this section shows the view of the overseer by the general public. The second section examines the managerial duties and responsibilities and some of the disagreements between the plantation master and the overseer. The final section shows the occupation and the importance of the plantation supervisor during the Civil War and how the loss or reduction in available overseers affected the surviving plantations after the war ended. The overseer system was first introduced in the United States by the Virginia Company of England with the primary job function of upholding gained territory. When Africans were shipped to the Louisiana Territory as slaves, this very system was implemented. The vast majority of overseers during the colonial period were indentured servants whose terms of service had expired. One major reason for the increase in overseers in the antebellum south, during the 18th century were the cultural change that demanded plantation owners to indulge in the arts and other cultural pursuits. The profile of many of the men that went into this profession were most likely either the son of a planter, white lower class men, and men who actually saw the economic benefits of being an overseer. One distinctive feature of the overseer system during the colonial period was the practice of leasing developed plantations with slaves as stock. With this agreement the overseer was in charge for maintenance of the s lave force, and in return received one-third of the net proceeds from the selling of the crops. This profession would soon become highly profitable when cotton became the forefront of agriculture in the United States although to some had a negative view of the position. Although most of the overseers were originally poor and uneducated, they still gained enough respect by their employers to be acknowledged as a semi-elite professional with a very profitable position. Whatever may have been the view of the planter class regarding the step on the â€Å"social ladder† occupied by slave managers, the overseer himself had no feeling of class inferiority and showed little resentment toward the proprietary group. One of the major duties of the overseer was the welfare and discipline of the slaves, the care of livestock and other agriculture implements, and the production of staple and subsistence crops. The overseer assigned certain task to specific slave groups and supervised the labor of slaves in the field. The overseer was expected to have basic medical understanding to be able to examine the slaves and make note of any who actually needed professional treatment to treat certain physical hinders. The slave manager was obliged to make periodic inspections of slave cabins and was responsible for the distribution of clothing for the slaves. Lastly, and most importantly, the overseer was expected to ensure the security of the whites against uprisings of slaves, which was to some, inevitable. Depending of the plantation, there were also a second set of rules that were handed down from the planter to the overseer to instruct to the slaves. Some plantations had very harsh working conditions and required long hours, regardless of age or gender, while other were pretty mild with less work demanded from pregnant women and children under the age of seven. Some planters stated that â€Å"a happy slave is a productive slave† and the overseer had to abide by the wishes of the planter although they may have had different views on the use and managing of the slaves. The relationship between the overseer and the planter became pivotal leading up to the Civil War in 1861. As the Civil War began to run its course, the production of agriculture (with slave labor) was extremely important in the surviving and continuity of the south. The role of the overseer became even greater than ever with the departure of healthy white men leaving to join the Confederate Army. In many areas in the south, the only remaining security against insurgencies from the slaves was the overseers. It was no surprise that the drafting of plantation managers to the Confederate Army, angered many planters knowing that there would not be enough qualified managers to keep the slaves productive and fearful. There were even laws put into place in states such as Georgia, South Carolina, Mississippi, Alabama, and Louisiana that limited the number of overseers that could be drafted into the army. The south also made a rule stating that any wounded soldier who is able must return and oversee a plantation in order to contribute to the production of goods in the south. With this reduction in overseers, many slaves were able to escape and a number of large plantations fell due to the absence of the â€Å"slave Manager†. Scarborough’s The Overseer, examines the life and impact of the plantation overseer and how it shaped the working system of slavery and production in the United States. The author’s uses key facts to back his thesis on the importance and professionalism of the overseer. Scarborough did extensive research by exploring primary sources such as the memoirs of planters, public records, legal documents, and advertising posters. He incorporates a number of different employment contracts between planters and overseers and compared them based on the size of the plantation, state and region, and number of slaves. The author seemed to look at this job description from a professional standpoint as opposed to the ills and negative view that society and some historians have placed on the managers of plantations. He mentions that some overseers who were uneducated or inexperienced greatly affected the outlook for this profession and shadowed the somewhat complex job of managing an entire plantation.

Free King Lear Essays: The Element of Disguise :: Essays on King Lear

King Lear - The Element of Disguise The play â€Å"King Lear† is, first of all, a play about kingship. Lear is a trusting king, every inch a king, who in his old age brings destruction to himself, certain persons in his own circle, and to his country. â€Å"King Lear† is a play which tears off the outer coverings of human character. Pious and innocent-seeming people who are villainous, are revealed in their true nature, and the similar is disclosed for what it is, as it works destruction. This is done in a world in which most men are constantly seeking their own advancement, a court where flatterers are always lurking, and in which a king should be constantly wary and careful to follow the advice of such honest men as Kent. Within the first two acts of â€Å"King Lear†, the element of disguise is established. The king's two daughters, Regan and Goneril, use flattery as a disguise. They conceal their true feelings, conspiring to take over the land. Goneril says: Sir, I love you more than word can weild the matter; Dearer then eyesight, space, and liberty; . . . Beyond all manner of so much I love you. (II 56-63) Regan speaks: I am made of the same metal as my sister, And prize me at her worth. In my true heart I find she names my very deed of love, Only she comes too short, that I profess Myself and enemy to all other joys Which the most precious square of sense possesses, And find I am alone felicitate In your dear Highness' love. (II72-80) Clearly, the daughters’ words are loaded with flattery. The third daughter, Cordelia, cannot wear the mask that the other two wear, "I love your Majesty According to my bond, no more nor less." (II 97-98) It is for this reason that Cordeila is banished from the kingdom. An obvious example of disguise is with the Earl of Kent, as he enters the play as Tom of Bedlam. Even though he was exiled from the kingdom, he has returned to protect Lear. His great loyalty to the king, forces Kent to risk his life in order to deceive Lear. Lear : What art thou? Kent : A very honest-hearted fellow, and as poor as the king. (I, IV, 18-20)

New Hire Orientation: A New Approach Essay

It is the first day of your new job. After arriving, suddenly you flashback to the last time you were in this situation. A dreadful feeling comes over as you recall how boring and useless that first week was. Five days of your life you will never get back. It was so awful; the thought of turning around and leaving crosses your mind. Is this job really worth it? Little do you know that this time it will be different because you are working for Peabody Energy. They have just launched an innovative New Hire Orientation program that will leave a positive impression. Never again will the words New Hire Orientation cause drowsiness! New research has proven that there are better ways to introduce new employees to a company than have been practiced in the past (Hemsley, 2012). Seeking out the most efficient and effective programs is becoming common practice with most Fortune 500 companies. It is important that they get the biggest return on investment possible in this economy (Hemsley, 2012) . While there is no easy answer, the process of changing and implementing any training program is no easy task. The following analysis of Peabody Energy’s New hire Orientation will describe the process in which it was developed, the content, the format in which is administered, and finally the evaluation. After consulting with Katie Schaller, Learning & Development Representative at Peabody Energy, there were many considerations that had to be assessed before they started. Taking into account all of the negative baggage that is associated with a New Hire Orientation, they started with reviewing past surveys. They also interviewed subject matter experts from each department to identify the scope of information the new employees should receive about their respective areas. These responses helped guide the new program development. Objectives are important in any project. Starting out with solid list of expectations increases your chances of success by 300% (Morris, 2009). The fi rst step in the process, before creating the objectives, is to perform a needs assessment. This is critical to determine if the training is even necessary (Noe, 2013). This first step should confirm that the need is not a performance issue, that it covers the correct content, and that the expectations are defined (Noe, 2013). In this assessment, it is presumed that the new employee could not have a performance issue, they need to know certain information in order to function at the company, and a timeline and  budget were established. History In the past, the New Hire Orientation at Peabody consisted of spending three full days in a conference room going over procedures, watching videos, and trying to keep your eyes open. It lacked engagement and consideration for different learning styles. This was a simple evolution of the company growing much bigger and faster than was planned. The old traditional training for a company of 50 employees needed to be restructured for a company of thousands located throughout the world. Not only did the physical locations grow, but the spectrum of talent matches. The company employs everyone from miners who work below the Earth, to Vice Presidents who hardly see the sun. Understanding that there is some common knowledge that they all need in order to be effective on the job is important. Fifty years ago, the company had less than 100 people and operated in three states. Technology was hardly a consideration. Most of the general company information was learning on the job. Having such a sm all pool of resources, it was fairly easy to navigate policies and procedures in different departments. In 2002, the company began expanding internationally. This brought with it many new challenges. Cultural difference, communication barriers, and logistics are just a few. It was during this time of growth that the Human Resource Department created a designated person to handle the training and development. That was not exactly a strategic goal; it just happened to fall on the person who took the most initiative. As things progressed, it was evident that a universal New Hire Training program should be established. Fast forward to 2008 when Katie Schaller joined the team with her work cut out for her. She brings with her a wealth of relevant knowledge in the training and development field. Objectives It is in this context that objectives were created based on the company’s business goals. The goal is to onboard new employees and acclimate them to our current systems as quickly as possible using minimal resources. Focusing on that, the program needed to streamline the information and use technology. The first objective was to modify the content and consider separating certain aspect of the training into more specified sections. For instance, if they were hired for Information Technology, learning about the  different types of coal mined was beside the point. Sure, it would be nice to the difference between sub-bituminous and metallurgical, but not necessary in the first days of work. Basically a list of every job description was created and the common key words became the core of what the orientation should cover. Topics, such as the example about coal types, could be studied later in follow up training and development courses, like Coal 101. The next priority considered was learning styles. According to the study done by Claxton and Murrell, there are four approaches to learning style. They are personality, information processing, social interactions, and instructional methods. Matching a student’s preferred method to their learning style can improve the learning experience (Claxton & Murrell, 1987). Who doesn’t want to do that? Trying to encompass all of those facets is tricky. They used the surveys to find out what matters most to the new hires and decided upon a mixed approach to appeal to the masses. It would be a computer-based training with the option of meeting in person for certain lessons. One way to implement the social interaction element is to host on-site meetings for the group of new hires in the relevant departments they will be interacting with. This will give them the opportunity to meet key contacts as well as get to know the layout of the office (Brown & Rusnak, 2011). Feeling a sense of belonging is vital to succes s (Brown & Rusnak, 2011). Format This self-paced course is designed to provide new employees with information that they need to know and also information that they might want to know as they begin their career with Peabody Energy. It is offered online to allow participates to work at their own pace, from their own computer, with optional face to face discussions. They are asked to complete the dull tax paperwork portion prior to arrival. This ensures they are not bogged down with mundane tasks right off the bat. The remainder of the course should be finished within 30 days of his or her hire date. A network lunch is offered quarterly at the St. Louis office to begin to build a network with new colleagues, team members, and other key stakeholders within our organization. As mentioned earlier, meetings will be scheduled according to schedules, in each relevant department. This will allow hands on experience with the people they will be interacting with and how the processes work.  The learning objectives for this or ientation training are to understand Peabody’s mission, strategy, and history. Employees will become familiar with the company’s Total Rewards’ philosophy. They should understand how to navigate and utilize Peabody’s performance evaluation process. Recognizing Peabody Energy’s Leadership Pillars and how they are demonstrated on the job will be discussed. They will understand the company policies and procedures in areas such as information technology, security, human resources, and travel. Finally, new employees will learn where to go for information and find answers to their questions. Content Upon receiving their invitation via email, they can click on the hyperlink and sign in to begin at their convenience. At any time they can stop the training program and begin again from that point. There are 15 required subjects they need to pass and over 25 additional resource folders. The entire training of the required fields takes approximately 120 minutes. Katie Schaller welcomes with verbal instructions on how to navigate the training program and what is expected of them. Next is a recorded PowerPoint listing the course description and learning objectives. Following is a two minute welcome video from Greg Boyce, our Chairman and CEO. New employees then watch a company video discussing the importance of energy and how Peabody plays a part in the global market. Steve Callahan, Vice President of Corporate and International Human Resources, delivers a presentation explaining how Francis Peabody started the company in 1883, a historic timeline, and maps showing where our offices and mines are located around the world. The presentations continue in areas such as inclusion and diversity, company credit card and out of pocket expense policies, security, information technology, talent management, total rewards, travel policies, community relations, and compliance training. Each area is presented by someone from the respective department. After completing each section, the new employee concludes with a quiz. Upon completion of the entire training, a confidential survey is sent to the participants. This is to gain feedback on how the program was received and any improvements or changes that should be considered. Learning Theories The design of this training program considers several learning theories, all  of which assist in the transfer of information. The main Learning Theory used for this program is the Need Theory. This theory is designed for those who need to know something (Noe, 2013). Anyone experiencing a deficiency in knowledge uses this. Because this targets new employees, they are a clean slate to absorb all the new information before them. They will feel a sense of satisfaction by completing this program. There are levels of satisfaction that have created some controversy between Alderfer and Maslow. Alderfer seems to believe that if the higher level needs of satisfaction is are not met, that employees refocus on lower level needs (Noe, 2013). Other theorists talk about achievement and standards of excellence (Noe, 2013). Reinforcement theory was actually used by the design team when they tailored the program to the results of the recent new hire surveys. They avoided certain topics and added mo re of what was truly needed. They used past outcomes to determine future results. The Adult learning theory, or andragogy, is another approach used because all of the new employees are, in fact, adults. There are definite attributes of adults that have an effect on how they interpret information. Adults need to understand why they are there, they need to be self-directed, and they have a problem-centered approach. Among other qualities, they bring great work experiences to the table. Most obviously, Information Processing theory was used to influence in the internal processes that happen when information is obtained (Noe, 2013). There is scientific evidence surrounding these concepts that prove how attention is affected, perceptions are created, and coding is utilized for best retention (Noe, 2013). Evaluation The Peabody Energy New Hire Training Program uses a level two evaluation (Noe, 2013). The primary goal for the training is to teach new employees information (Noe, 2013). Therefore, the criterion that is being measured is how much information is retained. This section will outline the stages of evaluation that Peabody used when creating this program. Finally, suggestions for improvement will follow. The first step Peabody’s training team had to determine was what, if anything needed to be measured and how they were going to do that. During the initial needs assessment, they created a list of objectives, all of which can be measured. However, because this is a new-hire training specific to general organizational  information, a thorough evaluation was deemed unnecessary. The next consideration was to address how the information can be found later, if needed. Paper books are expensive and difficult to update. They created a file on the network where all of the training materia l can be found at anytime. This is easy to update and reference as needed. Regarding measuring the objectives, following each section is a quiz which they are able to take twice. While this is not a pass/fail test, it gives them an opportunity to absorb the information. Another measurement of success is following up the training with a survey to find out how well received it was. Finally, the cost-benefit analysis cannot be measured accurately. The information covered in this training is essential for new employees to be successful. The evaluation level being used in the new hire training at Peabody is level two. The sole purpose is to give information to the employees. The nature of the training does not lend itself to a deep evaluation. Enhancements to the program could be creativity, and incentive, and group projects (Carvin, 2011). By working in small groups and staying in touch with a mentor has many benefits such as new ideas and behaviors (Carvin, 2011). Closing Statement In conclusion, if you are ever so lucky as to have the opportunity and experience a New Hire Training like this one, you will not forget it. The program considers individual learning styles and offering choices. The needs assessment identified requirements, created objectives, and applied learning theories. New hires are passing their quizzes and giving positive reviews. Overall, the process in which Peabody Energy follows in creating and implementing their new hire orientation is second to none. All things considered, the Peabody Energy New Hire Orientation training is a comprehensive approach for all learning styles. It utilizes Power Point presentations, auditory narration by different employees in the organization, and face to face discussion. The new hire is allowed complete it at their own pace and/or meet with SMEs within the first 30 days of employment. The information is consistent among all new employees. The only suggestion would be that current employees participate in th is training so that they are up to date with company facts, policies, and procedures. References Brown, M., & Rusnak, C. (2010). The power of coaching. Public Manager, 39(4), 15-17. Retrieved from http://search.proquest.com/docview/856127114?accountid=8065 Carvin, B. N. (2011). The hows and whys of group mentoring. Industrial and Commercial Training, 43(1), 49-52. doi: http://dx.doi.org/10.1108/00197851111098162 Claxton, Charles S. and Murrell, Patricia H. Learning Styles: Implica-tions for Improving Education Practices. ASHE-ERIC HigherEducation Report No. 4, Washington, D.C.: Association for the Studyof Hither Education, 1987. Hemsley, S. (2012). Academy rewards. Human Resources, , 50. Retrieved from http://search.proquest.com/docview/1172596169?accountid=8065 Morris, L. (2009). Getting your money’s worth from training & development. Journal of Applied Management and Entrepreneurship, 14(3), 105-107. Retrieved from http://search.proquest.com/docview/203905220?accountid=8065 Noe, R. (2013). Employee training and development. (6th ed.). New York, NY: McGraw-Hill. Rowold, J. (2008). Multiple effects of human resource development interventions. Journal of European Industrial Training, 32(1), 32-44. doi: http://dx.doi.org/10.1108/03090590810846557

Lean System Essay

Lean is a philosophy of manufacturing that emphasizes the minimization of the amount of all resources (including time) used in operations of the company. Operations processes are considered to be Lean when they are very efficient and have few wasted resources. The elimination of WASTE is actually the defining principle of Lean. By eliminating waste of all sorts in the system, the lean approach lowers labour, materials, and energy costs of production. Lean also emphasizes building exactly the products customers want, exactly when they need them. When lean capabilities are introduced in a firm, it can produce smaller quantities, and it can change outputs more quickly in response to changes in customer demand. The primary objectives of Lean systems are to: 1. Produce only the products that customers want. 2. Produce products only as quickly as customers want them. 3. Produce products with perfect quality. 4. Produce in the minimum possible lead-times. 5. Produce products with features that customers want, and no others. 6. Produce with no waste of labour, materials or equipment. 7. Produce with methods that reinforce the occupational development of works. Eliminate Waste Waste is anything that does not add value from the customer point of view. Storage, inspection, delay, waiting in queues, and defective products do not add value and are 100% waste. Seven Wastes: Overproduction, Queues, Transportation, Inventory, Motion, Over-processing and Defective products. Other resources such as energy, water, and air are often wasted. Efficient, sustainable production minimizes inputs, reduces waste. Traditional â€Å"housekeeping† has been expanded to the 7 Ss. Sort – when in doubt, throw it out. Simplify– methods analysis tools. Shine/sweep – clean daily. Standardize – remove variations from processes. Sustain – review work and recognize progress. Safety – build in good practices. Support/maintenance – reduce variability and unplanned downtime. There are four building blocks that contribute to the building of a lean system. When these elements are focused in the areas of cost, quality and  delivery, this forms the basis for a lean production system. They are: 1. Product design 2. Process design 3. Personnel/organizational elements 4. Manufacturing planning and control Product design : Each process is crucial and contributes to an effective lean system. Product design consists of standard parts (workers have fewer parts to deal with), modular design (an extension of standard parts, they are separate parts clustered together and treated as one unit), highly capable production systems with quality built in ( JIT requires highly capable production systems), and concurrent engineering (keeping engineering practices shouldn’t change to avoid disruptions).The fact that customers have unique needs makes it necessary for the producer in the manufacturing sector or the service sector to create products and services that contributes uniquely to the final customer’s requirements. All design activities have performance objectives that are important to all designs. These objectives are: A design should be of high quality; it should be produced quickly, on a dependent basis, flexibility and at a low cost. The three broad design categories, 1) the feasibility of the design, 2) the acceptability of the design, and 3) the vulnerability of each design option. Concurrent engineering-describes the process of collective product design by all affected functions in the organisation. Quality function deployment – is a planning tool used to fulfil customer expectations through a disciplined approach to product design engineering and production. Process Design: consists of small lot sizes (optimal one unit), setup time reductions, and manufacturing cells (specialized and efficient production centres, quality improvement, production flexibility, a balanced system (distributing workload evenly among the workstations), little inventory storage, and fail safe methods (incorporate ways to reduce or eliminate the potential for errors during the process). Lean systems have an extremely effective production method. Schedules must be communicated inside and outside the organization and Better sched uling improves performance and also Increases flexibility. Personnel/organizational: elements includes workers  as assets ( A JIT philosophy), Cross-trained workers (perform several parts of the process and operate several machines), cost accounting, and leadership/project management( a two-way communication process between managers and workers). Manufacturing planning and control: The last building block is manufacturing planning and control. It includes level loading,(achieving stable, level daily mix schedules) pull systems (work moves on in response to demand from the next stage in the process), visual systems (A kanban card used as authorization to move or work on parts), limited work-in-process, close vendor relationships, reduced transaction processing(logistical, balancing, quality, or change transactions), preventive maintenance and housekeeping(keeping the workplace clean and free of unneeded material. Improve employee communication. Identifying problems and driving out waste reduces costs and variability and improves throughput. Lean systems require managers to reduce variability caused by both internal and external factors. By pulling material in small lots, inventory cushions are removed; exposing problems and emphasizing continual improvement. Example Lean operations began as lean manufacturing which was developed by the automobile manufacturer, Toyota. Toyota was sensitive to waste and inefficiency issues. The goal was to eliminate all waste from the process. Waste was identified by them as anything that interfered with the process or simply did not add value. Companies began adopting the lean approach and to do so realized that they had to do major changes in their organization and with their culture in the organization. Lean methods have demand-based operations, flexible operations with rapid changeover capability, effective worker behaviors, and continuous improvement efforts. JIT system stands for a Just-In-Time system. It represents the philosophy that includes every aspect of the process from the design to after the sale. JIT is a highly coordinated processing system in which goods move through the system, and services are performed just as they are needed. First, management should decide if JIT is a compatible method for the company. JIT is best used with companies that have repetitive operations and a stable demand. The first step is planning the conversion to JIT. Managers need to  be involved in the process and understand the commitment needed. The next step is to begin working only with suppliers who support the JIT system. The biggest obstacles faced are management, worker or supplier disapproval, and also changing the culture of the company. Inventory is at the minimum level necessary to keep operations running. JIT Inventory Tactics: Use a pull system to move inventory; Reduce lot sizes; Develop just-in-time delivery systems with suppliers; Deliver directly to point of use; Perform to schedule; Reduce setup time; Use group technology. Different from JIT in that it is externally focused on the customer: Starts with understanding what the customer wants: Optimize the entire process from the customer’s perspective. The main benefits of lean operations systems are: 1. Reduced cost through reduced inventory levels 2. Higher quality 3. Reduced lead time 4. Increased productivity 5. Reduced amounts of waste Inventories should never be used as the solution to fix machine malfunctions. One method that JIT systems uses to minimize inventory is to have suppliers deliver goods directly to the production floor. Overall, carrying low inventories offers many benefits such as less carrying cost, less space needed, and less rework to complete in case of a product recall. Lean systems can also be referred to as â€Å"just-in-time† (JIT) systems. The object of a lean system is to create a system that is demand driven, and provides supply based on demand at any given point. Lean systems tend to concentrate on waste reduction and have continuous improvement.

Effects of Physical Education on Brain

Effects of Physical Education on Brain There are some differences between a male and a female brain. Females are known to be excellent in solving problems involving languages. On the other hand, males are fair well in tasks involving arithmetic analysis. These are just some of the differences between a boy and a girl. Sometimes these differences, whether knowingly or not, can result in discrimination when teaching (Ratey, 2008).Advertising We will write a custom report sample on Effects of Physical Education on Brain specifically for you for only $16.05 $11/page Learn More There are various ways a teacher can overcome these differences. For example during a physical education lesson, boys would generally perform better than girls. Therefore, the teacher must be careful not to protect the girls, since the objective of the lesson might not be met. In a language lesson, girls would generally perform better than boys. In this case, the teacher should give group assignments, so that they can learn fro m each other. Both boys and girls should be in each group (Ratey, 2008). Physical movement increases a child’s performance in subjects like mathematics, science and languages. Other benefits that come from physical movement include improved reading skills, positive attitude towards education and improved intelligence. Other than academic benefits, exercise strengthens muscles as well as some vital parts of the brain such as cerebellum and basal ganglia. Physical movement assist in the circulation of oxygen to the brain, thus enhancing development of neurons (Ratey, 2008). Throughout America, many schools have reduced hours and resources allocated to physical education. This is because, some schools have the notion that students would be better prepared, if they dedicate most of their time in the curriculum. In other schools, importance of physical education has not been well emphasized. Instead, a lot of attention has been given to major sports such as football and basketball . Since not all students are good in these sports, they are usually left out (Villaire, 2000). Exercise has been known to cure depression and enhance memory. To be precise, it causes the discharge of some neurotransmitters that ease mental and bodily pain. The inner ear system and sensory-motor system are among the first body systems to mature once a person is born. During exercise, impulses go back and forth from vestibular and motor sensory. This type of interaction is vital for learning since it helps students maintain balance and improve coordination in movements. The kind of exercise encouraged here is spinning, which can be achieved in a merry go round. A chemical known as Brian-Derived Neurotrophic Factor is released by brain during a physical activity. This chemical produces and safeguards new neurons. These neurons are usually created in a place called the hippocampus, which happens to be the section of the brain involved in learning and storage of memory (Stevens, 2008). T he functioning of anterior cingulate suggests the existence of a connection between learning and movement. Studies have shown that lack of movement causes poor ties between various sections of brain and cerebellum. Cerebellum is part of the brain involved with emotional cleverness.Advertising Looking for report on education? Let's see if we can help you! Get your first paper with 15% OFF Learn More People move because the brain sends signals to various muscles of the brain. These movements are controlled by cerebellum or ganglia. However, when a person engages in a completely new type of movement, the prefrontal cortex is stimulated. The prefrontal cortex is responsible for solving problems and analysing. This area is stimulated because the brain has no record of the new movement. Continuous stimulation of this part will eventually lead to improved learning capabilities (Stevens, 2008). Long working hours, misuse of drugs and bad diet have all been blamed for the increasing cases of depression. During depression, the pre-frontal cortex is usually inactive. When these conditions continue for a long time, it can lead to aggression, poor eyesight, nervousness, abuse of drugs and difficulty in learning. One of the most effective ways of treating depression is by exercising on a regular basis (Johnsgard, 2004). When some neurotransmitters such as norepinephrine and serotonin are few, depression might occur. Serotonin and BDNF have a mutual kind of relationship. The level of one chemical influences the level of the other one. Presence of BDNF increases the production rate of serotonin. Regular exercise elevates the level of such neurotransmitters in the body, by exciting the sympathetic nervous system. It has been found out that when exercise is combined with antidepressants, the stress level is reduced significantly. The combination of BDNF produced while exercising and antidepressants, quickens recovery (Johnsgard, 2004). It has been observ ed that depressed people have a smaller hippocampus. The smaller the hippocampus, the more the person is depressed. This situation can be reversed by exercise. Exercise generates BDNF which in turn stimulates the growth of neurons, the numerous neurons formed increase the size of the hippocampus, thereby reducing depression (Johnsgard, 2004). In conclusion, physical education is as important as any other lesson in the school. Many schools have realized the importance of movement, and they are bringing it back to their programme. Apart from the many benefits, exercising is fun. People laugh and talk a lot during physical movement. This creates strong bonds between people, and most importantly, it gives an opportunity to improve social skills. References Johnsgard, K. (2004). Conquering Depression and Anxiety Through Exercise. New York: Prometheus Books.Advertising We will write a custom report sample on Effects of Physical Education on Brain specifically for you for only $1 6.05 $11/page Learn More Ratey, J. J. (2008). Spark: The Revolutionary New Science of Exercise and the Brain. New York: Little, Brown and Company. Stevens, T. A. (2008). The importance of physical activity and physical education in the prediction of academic achievement. Journal of Sport Behavior 3(2), 36-50. Villaire, T. (2000, May 15). Decline of Physical Activity. Retrieved from National PTA: https://www.pta.org/

Collective Bargaining Definition

Collective Bargaining Definition Collective bargaining is an organized labor process through which employees negotiate with their employers to resolve workplace problems and disputes. During collective bargaining, the concerns and demands of the employees are usually presented by their union representatives. Agreements reached through the bargaining process typically establish terms of employment such as wages and hours, benefits, worker health and safety, training, and the grievance resolution processes. Contracts resulting from these negotiations are often referred to as a â€Å"collective bargaining agreement,† or CBA.   Key Takeaways: Collective Bargaining Collective bargaining is a function of unionized labor by which workers negotiate with their employers to resolve problems and disputes that could otherwise result in strikes or work-stoppagesIssues involved in collective bargaining often include wages, benefits, and working conditionsThe result of collective bargaining negotiations is a mutually binding contract or Collective Bargaining Agreement or CBA Brief History of Collective Bargaining in America The American Industrial Revolution of the 1800s spurred the growth of the unionized labor movement. Founded by Samuel Gompers in 1886, the American Federation of Labor (AFL) gave many workers bargaining powers. In 1926, President Calvin Coolidge signed the Railway Labor Act formally requiring employers to bargain with unions as a way of avoiding economy-crippling strikes. A product of the Great Depression, the National Labor Relations Act of 1935 made it illegal for employers to deny workers the right to form new unions or to join existing unions. The National Labor Relations Act The National Labor Relations Act (NLRA) prohibits employers from preventing employees from forming or joining unions and from retaliating against employees for taking part in union activities. The NLRA bans so-called â€Å"closed shop† arrangements under which employers require all employees to join a certain union as a condition of their employment. While government workers, farm workers, and independent contractors are not covered by the NLRA, several states give state and local government workers and farm workers the right to unionize. The Collective Bargaining Process When issues in terms of employment arise, the NLRA requires the unions (labor) and the employers (management) to bargain â€Å"in good faith† on the issues involved until they either agree on a contract or reach a mutually-agreed stand-off, known as an â€Å"impasse.† In the event of an impasse, employers can impose conditions of employment as long as they had previously been offered to the employees before the impasse was reached. In either case, the result is often the prevention of a strike. Contracts agreed to through collective bargaining are mutually binding and, except under extraordinary circumstances, neither side may deviate from the contract’s terms without the consent of the other party. When legal problems arise during collective bargaining sessions, they are resolved by the National Labor Relations Board (NLRB), the independent federal agency assigned to deal with organized labor disputes and to protect the rights of employees by enforcing the NLRA. What Does ‘In Good Faith’ Mean? The NLRA requires both employers and employees to bargain â€Å"in good faith.† But considering the massive number of disputes claiming failures to negotiate in good faith, that go before the NLRB every year, the term is rather vague. While there is no specific list, a few examples of acts that might be found to violate the â€Å"in good faith† requirement include: Refusing to bargain with the other side about valid workplace issues.Changing or disregarding the terms of a signed contract without the consent of the other sideUnilaterally changing terms of employment.Agreeing to a contract with no intention of actually honoring its terms. Good faith disputes that cannot be resolved are referred to the NLRB. The NLRB then decides whether the parties should â€Å"go back to the table† for further bargaining or declare an impasse, leaving the existing contract in force. The Union’s Duties in Collective Bargaining Labor unions are not obligated to support all or even any of the demands of its workers in collective bargaining negotiations. The NLRA requires only that unions treat and represent all of their members fairly and equally.   Most unions have specific internal grievance procedures to be followed by workers who believe the union has failed to uphold their rights or otherwise treated them unfairly. For example, an employee who feels the union acted unfairly in refusing to support his or her demands for more overtime hours than agreed to in the existing contract would first look to the union’s grievance procedure for relief. Pros and Cons of Collective Bargaining Collective bargaining gives employees a voice. Non-union workers often have no choice but to accept the terms of employment imposed by management or be replaced by employees who will. The legally-ensured right to negotiate empowers employees to seek a more beneficial situation. The collective bargaining process has contributed to higher wages, better benefits, safer workplaces, and improved quality of life for all American workers, whether they are union members or not. On the other hand, collective bargaining can result in a loss of productivity. The bargaining process can take months and require the participation of many, if not all employees during working hours. In addition, there is no guarantee that the process will prevent a strike or work slow-down. Sources and Reference â€Å"Collective Bargaining.† American Federation of Labor and Congress of Industrial Organizations (AFL-CIO).â€Å"Employee Rights.† National Labor Relations Board (NLRB)..â€Å"Collective bargaining rights.† National Labor Relations Board (NLRB).â€Å"National Labor Relations Act.† National Labor Relations Board (NLRB).â€Å"Can I be required to be a union member or pay dues to a union?.† National Right to Work.

Government Essay Example | Topics and Well Written Essays - 500 words - 4

Government - Essay Example storical and legal front, the fact that American constitution and history never granted the approval for same sex marriages until recently on state level is another reason put forth by all those who oppose the moves of same sex practices. Going by the previous rulings of Supreme Court in the form of previous cases such as Bowers vs. Hardwick which came forth in 1986 where the actions and practices related to sodomy and homosexuality were declared illegal and illegitimate, and further the case of Romer vs. Evans case in 1996 where the final verdict was upheld as 6-3 against the grant request for allowing homosexual practices on state level, similarly other accounts of proceedings and cases put forth reveal that Supreme Court has been against the concept and practices of same sex marriages. Originally the constitution guarded for the opposite gender marriages. The pattern of same sex marriages became more prevalent towards 1990s when the formally existent law of First Restatement of Conflicts, on Marriage and Legitimacy was questioned and challenged in the court. This law was existent and related to the rulings of 1934. The long practiced customs of opposite sex marriage limitation has been challenged and questioned, both on legal and argument level grounds. It is being termed as the violation of the basic rights to the people. Freedom of expression with regard to their personal life, personal orientations and personal sexual desires and tendencies is also accounted for a reason why the same sex marriage must be allowed for practice and legal approval. As an effort to reduce the domestic expenditure, the forestry spendings is an area where the possible cut is possible. This would help the already incurred heavy losses in the form of 1 trillion plus U.S dollars. It will have positive impact on the different variables and factors associated with the annual budget and the normal living standard of the common American citizens. The possible slash on the forestry