Should the Death Penalty Be Allowed free essay sample

There are many underlying issues with capital punishment and the moral backbone it clearly lacks. Capital punishment should not be legal for many reasons such as the irrelevance of retribution and irrevocable mistakes which leaves â€Å"criminals† wrongly accused. Retribution, in the form of capital punishment is the execution of the criminal in vengeance for the victim and their families. This ideology is flawed, out dated and irrelevant in today’s civilisation. Raymond A. Schroth, Jesus Priest and Community Professor of the Humanities at St. Peter’s College states that; Retribution is just another word for revenge, and the desire for revenge is one of the lowest human emotions — perhaps sometimes understandable, but not really a rational response to a critical situation. To kill the person who has killed someone close to you is simply to continue the cycle of violence which ultimately destroys the avenger as well as the offender. That this execution somehow gives closure to a tragedy is a myth. We will write a custom essay sample on Should the Death Penalty Be Allowed? or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Expressing one’s violence simply reinforces the desire to express it. Just as expressing anger simply makes us more angry. It does not drain away. It contaminates the otherwise good will which any human being needs to progress in love and understanding. This gives excellent insight into the irrelevance of retribution and the out dated values it holds on humanity. Retribution will not avenge the victim that has suffered. It only repeats the cycle in which had been familiarized by the murderer. It is unethical to kill a man for killing another and very contradictory. The legal system should not use this inhumane act of punishment on criminals for they are repeating the cycle of murder that they are apparently very against. Furthermore another valid motive against capital punishment is the irrevocable mistakes which leave innocent people executed for crimes they did not commit. Capital punishment is especially inhumane to the civilians who did not commit the crimes they are accused of and have to see the consequence of death. In many cases, it is very easy to be wrongly accused based on inaccurate evidence and this in itself should be enough to ban capital punishment in all of society. US Senator Russ Feingold gives his perception on how the Government has made mistakes when using capital punishment. Since the reinstatement of the modern death penalty, 87 people have been freed from death row because they were later proven innocent. That is a demonstrated error rate of 1 innocent person for every 7 persons executed. When the consequences are life and death, we need to demand the same standard for our system of justice as we would for our airlines It is a central pillar of our criminal justice system that it is better that many guilty people go free than that one innocent should suffer Let us reflect to ensure that we are being just. Let us pause to be certain we do not kill a single innocent person. This is really not too much to ask for a civilized society. The system has made many detrimental mistakes in the past. Such as the case of 2004, the state of Texas executed Cameron Todd Willingham for starting the fire that killed his children. The Texas Forensic Science Commission determined that the arson testimony that led to his conviction was based on very inaccurate and flawed science. To this day, 139 wrongly convicted people on death row have been exonerated. In a case like Willingham’s, DNA is scarcely available and often irrelevant to the verdict. This cannot guarantee that we won’t execute innocent civilians. Capital juries are dominated by people who favor the death penalty, resulting in them usually voting to convict them. The evidence shown above should be enough for capital punishment to be demolished purely for the fact that no one should have to be executed even for the case of one innocent person wrongly accused to be saved from death row. In summary the death penalty [capital punishment] should be abolished in all countries. Irrelevant retribution is highly unethical and contradictory to the society we live in today and the irrevocable mistakes of wrongly accused civilians leave many innocent people killed. This system is out dated to our society and continues the cycle of violence in which the justice system is trying to eliminate.

The Early History of Flight

The Early History of Flight   Around 400 BC - Flight in China The Chinese’s discovery of a kite that could fly in the air started humans thinking about flying. Kites were used by the Chinese in religious ceremonies. They built many colorful kites for fun, also. More sophisticated kites were used to test weather conditions. Kites have been important to the invention of flight as they were the forerunner to balloons and gliders. Humans Try to Fly like Birds For many centuries, humans have tried to fly just like the birds and have studied the flight of winged creatures. Wings made of feathers or light weight wood have been attached to arms to test their ability to fly. The results were often disastrous as the muscles of the human arms are not like a birds and cannot move with the strength of a bird. Hero and the Aeolipile The ancient Greek engineer, Hero of Alexandria, worked with air pressure and steam to create sources of power. One experiment that he developed was the aeolipile, which used jets of steam to create rotary motion. To do this, Hero mounted a sphere on top of a water kettle. A fire below the kettle turned the water into steam, and the gas traveled through pipes to the sphere. Two L-shaped tubes on opposite sides of the sphere allowed the gas to escape, which gave a thrust to the sphere that caused it to rotate. The importance of the aeolipile is that it marks the start of engine created movement will later prove essential in the history of flight. 1485 Leonardo da Vinci’s Ornithopter and the Study of Flight. Leonardo da Vinci  made the first real studies of flight in the 1480s. He had over 100 drawings that illustrated his theories on bird and mechanical flight. The drawings illustrated the wings and tails of birds, ideas for man carrying machines and devices for the testing of wings. His Ornithopter flying machine was never actually created. It was a design that Leonardo da Vinci created to show how man could fly. The modern day helicopter is based on this concept. Leonardo da Vincis notebooks on flight were re-examined in the 19th century by aviation pioneers. 1783 - Joseph and Jacques Montgolfier and The Flight of the First Hot Air Balloon Two brothers,  Joseph Michel and Jacques Etienne Montgolfier, were inventors of the first hot air balloon. They used the smoke from a fire to blow hot air into a silk bag. The silk bag was attached to a basket. The hot air then rose and allowed the balloon to be lighter than air. In 1783, the first passengers in the colorful balloon were a sheep, rooster and duck. It climbed to a height of about 6,000 feet and traveled more than one mile. After this initial success, the brothers began to send men up in hot air balloons. The first manned hot air balloon flight was carried out on November 21, 1783 and the passengers were Jean-Francois Pilatre de Rozier and Francois Laurent. 1799-1850s - George Cayley’s Gliders Sir George Cayley is considered the father of aerodynamics. Cayley experimented with wing design, distinguished between lift and drag and formulated the concepts of vertical tail surfaces, steering rudders, rear elevators and air screws. He also designed many different versions of gliders that used the movements of the body for control. A young boy, whose name is not known, was the first to fly one of Cayleys gliders. It was the first glider capable of carrying a human. For over 50 years, George Cayley made improvements to his gliders. Cayley changed the shape of the wings so that the air would flow over the wings correctly. He also designed a tail for the gliders to help with the stability. He then tried a biplane design to add strength to the glider. Additionally, Cayley recognized that there would be a need for machine power if the flight was to be in the air for a long time.

Case Study of diagnosis and treatment of Gout

Case Study of diagnosis and treatment of Gout A 50 year-old male presented for an evaluation of rapid onset of pain and swelling in his right toe. The patient reported that he had two similar previous episodes with the same symptoms lasting four to five days and was treated by emergency physicians. The patientà ¢Ã¢â€š ¬Ã¢â€ž ¢s past medical history is significant for hypertension and treated with Hydrochlorothiazide. The review of systems was negative for headache, fever, chills, rash, earache, sore throat, cough, rhinorrhea, vision changes, weight loss, or change in appetite or disposition. The patient was afebrile, and this blood pressure was slightly elevated. PHYSICAL EXAMINATION: General: The patient is a pleasant male who appears to be in no apparent distress. Vital Signs: blood pressure 123/48, heart rate 76, Temperature 38.3 and 98% on room air. HEENT: Extraocular muscles are intact. Pupils are equal, round, and reactive to light and accommodation. Neck: Supple. No jugular vein distention noted. No carotid bruits noted . Lungs: Clear to auscultation bilaterally. No wheezes, rubs or rhonchi. Heart: Regular rate and rhythm. Normal S1, S2. A 2/6 to 3/6 systolic ejection murmur at the right upper sternal border. PMI is nondisplaced. Abdomen: Notable for laparoscopy surgical wound. Positive bowel sounds. Extremities: MTP is red, hot and swollen. Neurologic: The patient is alert and oriented x3. No focal neurologic deficits noted. Pathophysiology Gout is an inflammatory disease characterized by the deposition of uric acid crystals in and around joints, subcutaneous tissues, and kidneys. Although men and women are equally affected by gout, men are six times more likely to have serum concentrations above 7 mg per dL. Gout typically occurs during middle age and is uncommon before the age 30 years old. Women rarely have gouty arthritis attacks before menopause 1. Clinical Presentation Gout attacks are usually associated with precipitated events. Patients usually present with rapid onset of severe pain, swel ling, redness, and warmth in one or tow joints. This pain and inflammation are caused by inflammatory response. Acute attack untreated attacks usually last two to 21 days depending on cases. There are four clinical stages of gout according to the National Institute of Arthritis and Musculoskeletal and Skin Diseases (NIAMS). The first stage is known as asymptomatic hyperurecemia. During this stage, the patients can have an elevation of uric acid in the blood but they do not have any symptoms yet. After more and more urate deposits around a joint and if any trauma triggers the release of crystal into the joint space, patients will suffer acute attacks of gout. This second stage is known as acute gouty arthritis. The third stage, known as interval or intercritical gout, involves the interval between acute flare gout attacks with persist crystals in the joints. When crystals deposits continue to accumulate, patients are likely to develop chronically stiff and swollen joints. This stage is called chronic tophceous gout. Some permanent damage to affected joints and sometimes to kidneys can be seen. This advanced stage is relatively uncommon if patients receive proper treatment. Differential Diagnosis Gout in the elderly is often polyarticular and involves upper extremity joints (especially proximal interphalangeal joints and distal interphalangeal joints). Women present 70% of the time with polyarticular disease rather than the classic monoarticular arthritis seen in men. Gout can be mistaken for rheumatoid arthritis because tophi may resemble rheumatoid nodules and rheumatoid factors often become weakly positive as people age. It may be difficult to differentiate cellulitis or septic arthritis from gout, particularly when a fever, leukocytosis, redness, or desquamation is present. The term pseudogout, for calcium pyrophosphate deposition disease, belies the difficulty in clinically differentiating it from gout. For definitive diagnosis, joint fluid must be aspirate d for culture and a search for urate crystals.

Ross-Cultural Awareness Impacts on Communication Skills Essay

Ross-Cultural Awareness Impacts on Communication Skills - Essay Example One culture might have different meanings than another. In these regards, they are not trying to be disrespectful, yet may be perceived as such. I also believe cultural awareness will help me develop strategies and create much more effective advertisements for my company. Some words and jokes might not be easily translated and sometimes you may need to adapt your marketing policy or modify your product to that region. Trompenaar noted that understanding cultural differences gives clues about how people solve their problems. With proper knowledge you can see opportunities in the area and expand your business. Cross-cultural awareness removes the barriers between people and provides healthier relationships. With knowledge of verbal cultural differences, I hope to communicate with people from different ethnic backgrounds more efficiently. When I’m communicating with people, I need to choose my words more sensibly to not offend them. Another point with this knowledge is that I wil l become more tolerant with people because I will know that they are not trying to be disrespectful or arrogant; it is part of their culture. As communication largely occurs through verbal elements, I believe that gaining an increased understanding of different languages will in-turn contribute to greater amounts of cultural understanding. The improvement of this cultural understanding will then extend to areas that are not simply linked to language, but also will include a more comprehensive recognition of the deep and meaningful elements.

Leader Follower Communication Research Paper Example | Topics and Well Written Essays - 1250 words

Leader Follower Communication - Research Paper Example This paper illustrates that a leader is expected to be honest, and manage to gain his followers’ trust, as the latter determine if the leader is effective or not. Moreover, followers are in a position to determine whether a leader should be followed or not. Followers are different and hence require different forms of leadership. For instance, new employees may require more supervision compared to experienced employees, while an employee who is de-motivated may require a different form of leadership compared to the motivated employee. The growth of followers is determined by the effectiveness of a leader. Generally, there exist several types of followers, including the effective follower, who is independent and active, the conformist follower who is dependent of the leader but also active, and the alienated follower who is independent but not much of a team player. In addition, there is the passive follower who is prone to resistance and therefore requires a high level of super vision, and the pragmatic follower who is normally stuck in the middle, as he is not sure on his stand and sometimes maximize on their self-interest only. In addition, leadership varies with situations, such that a certain type of leadership may be applicable in one situation but it may not be applicable in another. Leaders and followers differ in that everyone can be a follower but not all can be leaders since leadership is not only a position defined by a state of mind and character. Followership is the willingness to follow a leader or to be led; however, a leader can as well be a follower, as he has to follow his superiors and his followers. For instance, in the case of a flight captain who gives orders to his crewmembers, if the crew does not understand, he goes ahead and teaches them on how to attend to that particular matter, thereby becoming a follower since he reacted to the actions of his followers. In this research, a selection of followers was made from nurses who report to doctors, a clerk who reports to the manager, a personal secretary who reports to the managing director and technician who reports to the head engineer.

Ashley Fields Disseration Essay Example for Free

Ashley Fields Disseration Essay Ashley Floyd Fields This dissertation examines the concept of intuition in decision-making by means of a Literature Review and a study of measures within organizations. In the Literature Review, the nature and experience of the use of intuitive skills and abilities will be examined and discussed. Research questions regarding the relationship between intuitive-type thought processes and methods of thinking and decision-making are considered. Finally, the Literature Review will explore rational and non-logical processing styles in decision-making and the organizational positioning which call for an intuitive approach. Using a survey instrument, the study will examine group differences in measures for individuals having various positions and functions within a variety of organizations. Dr. Gary Salton’s Organizational Engineering concepts (Salton, 1996) which are consistent with the concept of intuition, provide the focus of this study. Organizational Engineering differs from other theories by looking at intuition as a phenomenon arising naturally from the information processing and decision-making methods and modes employed by individuals. The research question is: Do various combinations of method and mode produce results that are consistent with the findings other researchers have attributed to intuition? The research question was tested by five interrelated hypotheses. Three hypotheses were designed to examine both the Reactive Stimulator and Relational Innovator style component and their proposed relationship to hierarchy. In addition, two hypotheses were designed to test Research Development, Information Technology, and Customer Service for the relative level of intuition required to discharge these functional responsibilities effectively. All of the study hypotheses were found to perform as anticipated at a very high level of significance. However, in Hypothesis 2, the level of Reactive Stimulator did vary systematically within leadership ranks. Ashley Floyd Fields In fact, individuals using an unpatterned method (organization of data being input) and a thought and/or action mode (character of intended output) would arrive at decision options which would not appear to follow any of the standard, logical, and/or existing processes. Thus, an outside observer would tend to attribute the unexpected idea as arising from some sort of insight process founded on intuition. ACKNOWLEDGEMENTS While writing this dissertation, I continually thought of its beginning, when, in an intuitive moment, I decided to research the use of rational and non-rational thought processing within organizations. I believed then, and especially now, the topic would provide significant insight to the behavior within organizations at the individual, group and organizational levels. The process I have gone through is not unlike what happens today in organizations. At various stages of development, I received a spectrum of responses, both encouraging and challenging. What I thought was â€Å"cutting edge† research many times felt like â€Å"bleeding edge† because one of the characteristics associated with intuition is the inability to fully explain how you arrived at the answer being professed. Fortunately, as happens in organizations, knowledgeable individuals stepped forward and supported going forward with the research. At this time, I would like to gratefully acknowledge my committee members: Dr. Ron Fetzer, Dr. William Snow, Dr. Bill Harrington, and Dr. Joe Balloun. For anyone who has been or is currently in a doctoral program, you know words are inadequate to express appreciation for people who have dedicated themselves so that others, like myself, could achieve such a significant milestone as the completion of the research process. Another critical and crucial supporter of this work is Dr. Gary Salton. Dr. Salton exemplifies the intuitive practitioner who, years ago, began developing the concept of Organizational Engineering and compiling the database which became the basis for this research. His unselfish contributions enable us all to benefit from organizational insights to this research which can facilitate new methods and better results at all levels for organizational workers. Also during the course of researching and writing this dissertation, I have been blessed to have discussed this work personally with individuals well known in the fields of business, organizational development, and change management. I wish to thank the following people whose conversations were both encouraging and enlightening: Dr. Weston Agor, Dr. Bill Taggart, Patricia Aburdene, Dr. Charles Garfield, Dr. Elliott Jaques, Dr. Warren Bennis, and Sharon Franquemont. In addition, I wish to thank the individuals who have assisted me in various ways over the years. Lest I should unintentionally leave one or two out, I say to them sincerely â€Å"Much Thanks†. Without you I know I would not have made it. As you read this, you will know in your hearts and minds who you are. Last but not least, I would like to express my love and appreciation for my family, who have sacrificed time and resources during both the course of study and the writing of this dissertation: To my loving and supportive wife, Sharon, who wanted me to finish as much as I did; to my children, Whitney and Geoffrey, who wondered if they would graduate high school before I completed my course of study; and to my parents who, â€Å"May They Rest in Peace†, did not live to see this moment in time, at least not from here on earth. TABLE OF CONTENTS Page List of Tables List of Figures Chapter 1. INTRODUCTION Purpose of the Study Significance of the Study Theory/Aspect of Theory Being Tested Research Question Definition of Terms Overview of Total Research Study 2. LITERATURE REVIEW Definition of Intuition Major Theorists Researchers Management Oriented Research 28 Instrumentation Summary 3. METHODOLOGY Variables Relational Innovator Dimension: Hypothesis 1 Reactive Stimulator Dimension: Hypothesis 2 Organizational Level: Hypothesis 3 Relational Innovator/ Reactive Stimulator: Hypothesis 4 Hypothetical Analyzer/ Logical Processor: Hypothesis 5 I-OPTTM Instrument Database Subjects Population Instrument Design Validity and Reliability of the Instrument Data Analysis Environment Summary 4. ANALYSIS AND PRESENTATION OF FINDINGS Hypothesis One Hypothesis Two Hypothesis Three 1 1 1 2 7 7 8 9 9 10 18 40 42 44 44 44 45 46 47 48 49 50 54 55 55 57 59 59 60 60 63 67 ix xiÃ'Ž Hypothesis Four Hypothesis Five Summary 5. SUMMARY AND CONCLUSIONS Overview of Significant Findings Limitations of this Study Implications for Human Resource Management Professionals Recommendations for Future Research Conclusions Appendix A. I-OPTTM SURVEY B. THE VALIDITY AND RELIABILITY OF ORGANIZATIONAL ENGINEERING INSTRUMENTATION AND METHODOLOGY C. PERMISSION LETTER D. CLASSIFICATION OF HIERARCHICAL LEVELS REFERENCES CITED BIBLIOGRAPHY 73 78 82 83 83 85 85 88 90 91 93 96 98 101 108 LIST OF TABLES Table 1. 2. 3. 4. 5. 6. 7. 8. 9. 10A. 10B. 11. 12. 13. 14A. 14B. 15. 16. 17A. 17B. 18. 19. 20A. Instruments Measuring Intuition Examples of Work Groups in the Database Types of Industries/Areas Included in Database Organizational Distribution of Experts Occupational Positions of Experts Educational Achievements of Experts Statistical Results of Hypothesis 1: Relation of Hierarchical and Relational Innovator Levels Statistical Results of Hypothesis 2: Relation of Hierarchical and Reactive Stimulator Levels Mann-Whitney Test Results of Hypothesis 2a : Leaders versus the Population in Reactive Stimulator Score Hypothesis 2: Leader Median and Mean Reactive Stimulator Results Hypothesis 2: Population MedianÃ'Ž and Mean Reactive Stimulator Results Non-Parametric Statistical Results of Hypothesis 3: Relation of Hierarchical Position to Conservator Pattern Levels Mann-Whitney Statistical Results of Hypothesis 3: Leaders versus Population in Conservator Pattern Levels Median Test Statistical Results of Hypothesis 3: Leaders versus Population in Conservator Pattern Levels Hypothesis 3: Population Conservator Pattern Descriptive Statistics Hypothesis 3: Leader Conservator Pattern Descriptive Statistics Mann-Whitney Statistical Results of Hypothesis 4: Changer Comparison of Research Development and Information Technology Median Test Statistical Results of Hypothesis 4: Changer Pattern Comparison of Information Technology and Research Development Functions Hypothesis 4: Mean Research Development Changer Pattern Results Descriptive Statistics Hypothesis 4: Mean Information Technology Changer Pattern Results Descriptive Statistics Mann-Whitney Test Statistical Results of Hypothesis 5: Conservator Comparison of Population and Customer Service Median Test Statistical Results of Hypothesis 5: Conservator Pattern Comparison of Customer Service And Population Hypothesis 5: Mean Customer Service Conservator Pattern Results Descriptive Statistics Page 40 52 53 58 58 59 61 63 66 66 67 68 70 71 72 72 74 75 76 76 79 80 80 20B. 21. Hypothesis 5: Mean Population Conservator Pattern Results Descriptive Statistics Hierarchical Distribution of LeaderAnalysisTM Database 80 100 LIST OF FIGURES Figure 1. 2. 3. 4. 5. 6A. 6B. 7A. 7B. 8A. 8B. 9A. 9B. 10A. 10B. 10C. 11A. 11B. 11C. Basic Information Processing Model Large Scale Determinants of Information Processing: Method Large Scale Determinants of Information Processing: Mode Summary of Strategic Patterns Maslow’s Hierarchy of Needs Hypothesis 1: Median Scores by Hierarchical Rank Hypothesis 1: Mean Scores by Hierarchical Rank Hypothesis 2: Median Scores by Hierarchical Rank Hypothesis 2: Mean Scores by Hierarchical Rank Hypothesis 3: Median Scores by Hierarchical Rank Hypothesis 3: Mean Scores  by Hierarchical Rank Hypothesis 3: Median Score by Population and Leader Hypothesis 3: Percent of Cases Above Median by Population and Leader Hypothesis 4: Changer Pattern Median Scores by Information Technology and Research Development Hypothesis 4: Changer Pattern Percent of Cases above Median by Information Technology and Research Development Hypothesis 4: Changer Pattern Mean Scores by Information Technology and Research Development Hypothesis 5: Median Scores by Population and Customer Service Hypothesis 5: Percent of Cases Above Median by Population and Customer Service Hypothesis 5: Mean Scores by Population and Customer Service Page 3 3 4 8 16 62 62 64 65 69 69 72 73 76 77 77 81 81 82 CHAPTER 1 Introduction This study examines the concept of intuition in decision-making by means of a literature review and study of measures currently being used within organizations. Human behaviorists have examined why the performance of some people get them to the top while others around them remain in lower levels of the organization. They have considered situations such as, given the same information, one person completes a problem-solving process much sooner than another with nearly the same responses and wondered how that happened. This research focuses on the relationship between intuitive thought, organization level; and function. It explores the use of intuition in decision-making and the organizational conditions which call for an intuitive approach. Purpose of the Study The purpose of this research is to determine the systematic use of intuitive skills and abilities in business organizations. Management research historically has been biased toward the analytical process in decision-making. This rational approach has been more popular as the preferred and acceptable method for studying management practices. Alternative unstructured methods have been ignored or labeled irrational in the negative sense. However, since this study’s focus is centered on working adults, judgment can be reached using other non-logical thought processes such as intuition, which take into account years of expertise, considerable introspection, and/or informal rules learned over time. This study identifies major theorists and their opinions and findings, as well as their sources of learning. However, no attempt is made to  exhaustively identify all sources referencing the theories and studies related to intuition. Primary examination is given to twentieth century researchers, although earlier authors of prominence are noted in selected cases. Significance of the Study Eisenhardt (1989) linked rapid decision-making to such characteristics as decisive, operations-focused, hands on, and instinctive. Therefore, fast decision-making is linked to effective performance. As an example of behavior linked to fast decisionmaking, Eisenhardt found executives gathered real time information on firm operations and the competitive environment which resulted in a deep, intuitive grasp of the business. This intuitively-based understanding translates into improved business performance. Many managers report using intuition in their decision-making, in spite of the deeply rooted bias against non-rational methods (Agor, 1984a; Agor, 1984b; Dean, Mihalasky, Ostrander, and Schroeder, 1974; Isaack, 1978; Mintzberg, 1976; and Rowan, 1986). Reports of managers use of intuition ranges from inferential processes, performed under their own pre-existing database (Agor, 1986a,b,c,d) to acceptance and use of predictive abilities (Dean, Mihalasky, Ostrander, and Schroeder, 1974). Successful decision-makers have been found to have great predictive abilities (Cosier and Alpin, 1982; and Dean, Mihalasky, Ostrander, and Schroeder, 1974). However, many managers remain unwilling to acknowledge their use of intuition, fearing negative responses from their colleagues (Agor, 1986a, 1986b, 1986c, 1986d). Additional researchers who influence this study are Barnard (1968), Vaughan (1979), Hermann (1981), Isenberg (1984), Simon (1987), and Parikh (1994). This study seeks to redefine intuition in a form which is acceptable to the rationalistic school and yet accommodates the scholarly but more inferential approaches. The study explores the use of intuition in an extensive cross section of people in organized environments. Theory/Aspect of Theory Being Tested Gary Salton (1996) developed the Organizational Engineering theory as a way of measuring and predicting the behavior of interactive groups of people. In Salton’s theory, human beings are regarded as information processing organisms, by which, the human is bound to the Input-Process-Output model (Figure 1) common to all information processors, regardless of their format. INPUT PROCESS Figure 1 Basic Information Processing Model (Salton, 1996, p. 9) OUTPUT Salton’s (1996) theory proposes the type of information sought and the intended direction of the output predetermines processing behavior. For example, if the subject does not collect detail in the input phase of the process, his output will not likely be tightly structured, logical, precise, or optimal relative to the issue being addressed. Rather, minimal output will probably result. In effect, therefore an individual using an opportunistic strategy obtains speed of response at the price of precision. Salton’s (1996) theory maintains an input-process-output model is largely governed by two large-scale factors: method and mode, which are conceived as continuums. Method (Figure 2) governs the character of input. At one end of the continuum is what Salton calls an unpatterned method. Using the unpatterned strategy, an individual simply acquires whatever information is readily available and appears relevant to the issue at hand. UNPATTERNED STRUCTURED â€Å"An Available Way† Convenient Expedient Opportune Spontaneous METHOD (INFORMATION ORGANIZATION) â€Å"A Predefined Way† Template Formula Scheme Pattern Map Figure 2 Large Scale Determinants of Information Processing: Method (Salton and Fields, 1999, p. 49). The other end of the method continuum (Salton, 1996) is defined as a structured methodology. Here the individual has some form of structure and attempts to apply it to acquire information, which appears relevant to the issue at hand. An individual can move to any point on the continuum trading speed, precision, understanding and certainty of outcome with every increment along the scale. Salton (1996) defines the other large-scale characteristic as mode. This is visualized also as a continuum (Figure 3) ranging from thought on one polar extreme to action on the other. Salton defines thought not as a cognitive activity but rather as an intermediate result. Therefore, under Salton’s definition, a plan requiring many hours of physical activity and which might fill reams of paper will still be considered a thought based response. It is intermediate. It has no effect on the outside world or the issue being addressed until it is acted upon. Action (Salton, 1996) is the other end of the mode continuum. Here, the subject acts directly to affect the issue in question. This action may or may not have been preceded by thought as defined by Salton. From this perspective of intuition theory, action can be seen as a more decisive, aggressive, or positive response by an external observer. Thought, on the other hand, appears to the outside observer to be more rational, reflective, or coherent. Therefore, a subject tending to favor the action end of Salton’s continuum will tend to be seen as decisive, operations-focused, and hands-on. These characteristics were associated with people employing intuitive strategies (Eisenhardt, 1989). THOUGHT ACTION â€Å"An Intermediate Step† Plans Assessments Evaluations Judgements Advise Counsel MODE (DIRECTION FOR USE OF INFORMATION) â€Å" A Direct Effect on the Issue under Consideration†Ã¢â‚¬  Initiative Intervention Act Execution Figure 3 Large Scale Determinants of Information Processing: Mode (Salton and Fields, 1999, p. 49) These basic components of Salton’s theory carry major implications for the study of intuition theory. Various combinations of method and mode produce behaviors paralleling the behaviors attributed to intuition. For example, a person using an unpatterned approach appears to an outside observer to be following a more intuitive strategy. There appears to be no logical structure to the information required. The logic exists, but it is in the mind of the subject and concerns the potential relevance of information to the specific issue being addressed. If questioned, the subject may or may not be able to readily articulate why a particular element of information was selected. The outcome of this process is entirely consistent with rapid decision-making, displaying characteristics that are considered instinctive—a phenomenon often attributed to intuition (Eisenhardt, 1989). The use of the unpatterned end of Salton’s continuum also produces results consistent with Clark’s (1973) view, since the person will not know how he knows what he knows. The mode element of Salton’s theory also has implications for intuition theory. The thought side of Salton’s continuum focuses primarily on intermediate steps (study, assessment, evaluation, etc. ), many of which are not observable. Therefore, a person using an unpatterned method and thought mode may experience intuitive insights not visibly displayed. A person using an unpatterned method with an action mode, however, will exhibit behaviors an observer can readily attribute to intuition. Inputs potentially useful to address the issue at hand are quickly acquired and promptly applied. A portion of these will successfully address the issue at hand and may be noticed by others who interact with the decision-maker. These outsiders may comment on the decision-maker’s insight, further establishing or reinforcing the decision-maker’s self-conception as being intuitive. An example may help illustrate this situation. Consider a situation in which a person uses an unpatterned method to address a particular issue, such as when an executive interacts with the Board of Directors or with special interest groups. The person would begin indiscriminately seizing information, to help resolve the issue. If the person is also using an action mode, he will tend to apply the information without hesitation. If it works, the search is over. If it does not, he or she returns to the environment, picks up another piece of information, and cycles through the process again. The indiscriminate acquisition of information increases the probability of discovering an improbable but valid way of addressing the issue. In other words, by not following an established structure, the person increases the odds of a serendipitous discovery or of a previously unrecognized approach to resolve a problem. This type of resolution is easily attributable to insight or intuition since it is unexpected and not readily attributable to an obvious antecedent. Intangible concepts like intuition may be the real stimulus. Because research in information acquisition is limited as well as in planning the application, the cycles can occur very rapidly. The use of the action mode increases the probability an individual will repeatedly demonstrate intuitive-type results in a manner visible to others. This often-observed style or behavior in turn suggests an innate quality. Hence, the person is considered to be intuitive. Similarly, method and mode operate in a continuum; thus, people would exhibit degrees of intuition. However, the more committed a person is using an unpatterned method for information acquisition, the more likely they will display behavior attributable to intuition, and whom others will describe as using an intuitive strategy. The focus on this combination of method and mode is similar to other thinkers in the field. For example, many issues addressed at the senior executive level do not have a readily identifiable structure of information acquisition. Some have parameters encouraging thought based (i. e. , intermediate) responses, while others will require immediate action/reaction. Therefore Salton suggests executives will use both nonlogical and logical methods in the conduct of their ordinary affairs—just as Barnard (1968) also proposed and Agor (1986a, 1986b, 1986c, 1986d) confirmed. Salton does not directly address intuition in his research because his focus is on the interactive behavior people use in group activity. Other theorists and researchers have relied on psychologically based processes, which are not readily visible to external observers. However, as demonstrated above, Salton’s theory can readily serve as a vehicle for integrating the works of multiple authors who have written extensively on intuition. In addition, Salton’s theory has the merit of using ratio-scaled variables that allow people to express degrees of commitment to one or another strategy (i. e. , method and mode) which can be measured and tested. This study proposes the behavior a person exhibits using unpatterned information acquisition methods and action-based output modes will be consistent with the work found by numerous intuition theorists. This study also proposes the use of these strategies (unpatterned method, action mode) will be systematically exhibited in a manner consistent with the findings of others. Research Question This study will focus on the following research question with regards to management decision-making and the use of intuition: Do various combinations of method and mode produce results that are consistent with the findings other researchers have attributed to intuition? Definition of Terms Organizational Engineering theory adopts a set of variables useful in describing the operation of the theory. This section defines these, as well as other terms applied in this study. Intuition – A way of perceiving which relies on relationships, meanings, and possibilities beyond the reach of the conscious mind (Myers and McCaulley, 1985) and includes behavioral attributes (Brown, 1990). A way of knowing in which we often do not know how we know what we know (Vaughan, 1979). Hypothetical Analyzer – One who processes information in a thought-oriented mode using structured methods (Salton, 1996). Logical Processor – One who processes information with an inclination for the action mode using structured methods (Salton, 1996). Reactive Stimulator – One who processes information with an inclination for the action mode using unpatterned methods (Salton, 1996). Relational Innovator – One who processes information in a thought-oriented mode using unpatterned method (Salton, 1996). Changer – This orientation pattern combines the styles of Relational Innovator and Reactive Stimulator (Salton, 1996). Conservator – This orientation pattern combines the styles of Logical Processor and Hypothetical Analyzer (Salton, 1996). Perfector – This orientation pattern combines the styles of Relational Innovator and Hypothetical Analyzer (Salton, 1996). Performer – This orientation pattern combines the styles of Reactive Stimulator and Logical Processor (Salton, 1996). Figure 4 (Salton, 1996) illustrates the various combinations and their resulting strategic patterns, given different primary and secondary strategic profiles. PATTERN Changer Conservator Performer Reactive Stimulator (RS) Logical Processor (LP) Figure 4 Summary of Strategic Patterns. Perfector Relational Innovator (RI) Hypothetical Analyzer (HA) Overview of Total Research Study Chapter 2 reviews the findings of major authors in the field of intuition research and forms the foundation for the testable hypotheses to be used to examine the research question. CHAPTER 2 Literature Review Intuition is a relatively new subject of academic interest. Literature on the subject, particularly on its use in decision-making did not become prevalent until the early 1970s (Argyris, 1973a, 1973b; Clark, 1973; Dean, Mihalasky, Ostrander, Schroeder, 1974; Jung, 1971; Leavitt, 1975a, 1975b; Livingston, 1971; Mintzberg, 1973, 1975, 1976; and Simon, 1977). These works, along with research in the 1980s, incorporated intuition related literature and research prior to the 1970s and as far back as the 1950s (Riggs, 1987). This research study concentrates specifically on the research literature as it relates to the use of intuition in decision-making among organization managers and executives. Various organizational environments are examined in the literature review and thus, may be reasonably considered an overview of the subject. This research is classified into two categories: (1) theoretical developments concerning the concept of intuition, and (2) survey studies supporting the premise for using intuition in decision-making. The overview provides information on the use of intuition in business organizations as a function of leadership and decision-making; and explores various well- established methodologies as well as those still in development. Definition of Intuition The term intuition is defined as â€Å"knowing something instinctively; a state of being aware of or knowing something without having to discover or perceive it†¦Ã¢â‚¬ . (Encarta, 1999). Intuition is seen as an innate capacity not directly accessible by considering the process which gives rise to a judgment or action involving it. Thus, intuition seems to be a residual process accommodating whatever can’t be explained by other means. The literature reflects the inherent lack of obvious conceptual framework for the term intuition. Some of the alternative descriptors are ESP, psi, judgment, insight, and gut feelings (Dean, Mihalasky, Ostrander, and Schroeder, 1974); hunch (Barnard, 1968); extrasensory perception (Leavitt, 1975b); non-rational (Cohen and March, 1974); recognition (Goldberg, 1983; Ray and Myers, 1986), and edge (Tichy, 1997). Such non-specific definitions suggest that different authors and researchers could be describing different processes or even measuring different phenomenon. Conversely, experts could be referring to the same phenomenon with different labels. Major Theorists This study attempts to capture the value of various theorists’ approaches by focusing on the central contribution of each, and how these compare or contrast to Organizational Engineering theory. Theorists are often classified as personality based such as Jung or transpersonal based such as Vaughan. The more classical theorists’ approach view intuition as a distinct pattern of thought from the rational mode (Jung, 1971), while the transpersonal theorists’ approach considers the integration of rational and intuitive approaches and considers them both valid and separate, as well as complementary (Goldberg, 1983; Vaughan, 1979) One of the most important figures to focus on the concept of intuition is Carl Jung. His theory of psychological types is the basis for the development of the widely used Myers-Briggs Type Indicator (MBTI) (Kroeger and Thuesen, 1992). Jung’s theory of intuition suggests intuition is a psychological function present in all people to varying degrees and is manifested in personality types. Jung defines intuition as a perception and comprehension of the whole at the expense of details attributable to unconscious process. Intuition is thus viewed as a cognitive function outside the province of reason and given consideration whenever established rational or other cognitive concepts do not work. In short, it is the perception of reality in which the intuitive knows, but does not know how he knows (Clark, 1973). Later, Jung broadens his thoughts on personality types by introducing the concept of synchronicity, which further helps to explain intuitive-type feelings and visions not attributable to coincidence (Rowan, 1986). Jung uses such phrases for intuition as hunches, inspiration, and insight to problem-solving methods, all of which reflect little patience for detail or routine (Behling and Eckel, 1991). Vaughan (1979) describes four levels of intuition: physical, emotional, mental and spiritual. The theorists, writers and researchers describe intuition in both psychological and physiological terms. Intuition experienced through physical levels includes bodily sensations such as tension or discomfort. This is not to say however that every bodily sensation indicates an intuitive message, but these physical symptoms can be used for self-awareness, as well as a source of warnings and signs. Emotional intuitive messages take several forms, such as liking or disliking something or someone for no apparent reason, feeling the need to perform an action or do something, and sensing energy levels in oneself or others. Emotional level intuition can be used to deepen one’s self-awareness and to understand others (Vaughan, 1979). The mental level of intuition is typically experienced as images or ideas. It may appear as the perception of patterns, insights, or images, especially in problem-solving situations. Intuition at the mental level can be used to trigger creativity, explore problem-solving areas not previously mined, and to enhance learning (Vaughan, 1979). Spiritual intuition does not rely on sensations, feelings, or thoughts. In fact, these are considered being distracters at the spiritual level (Blackwell, 1987; Vaughan, 1979). Spiritual intuition is a means for improving self-awareness and transpersonal experiences. Vaughan does not clarify whether a single intuition mode is responsible for all four types or whether unique factors exist for each type. This generality suggests Vaughan is defining taxonomy rather than a theoretical specification which can be tested and validated through scientific methods. Salton’s Organizational Engineering theory however does account for all facets of Vaughan’s taxonomy. Salton’s theory focuses on inputs and outputs, regardless of the source or the outcome. Vaughan’s physical, emotional, mental or spiritual intuitive factors can be accounted for with equal facility. Salton’s Organizational Engineering theory argues intuition is the result of a single process. Therefore, there is no operational need to specify the source or destination of the input-output chain (Salton, 2000). Vaughan’s approach may be of value in describing intuition but it is not suitable to test the concept. Like Vaughan, Salton is indifferent to the source of the input providing the initial drive toward an external response. Further, Salton makes no judgment about the value, or lack of value, of these explanations. The rational approach to intuition accepts the notion that the human mind has alternative methods of processing information and these methods influence behaviors. For example, Jung posits four independent but interacting categories of cognition— intuition, thinking, feeling, and sensing. Each of these cate.

Essay --

Property development is an exciting business. However, it can be challenging. You need to develop an eye for choosing suitable real estate. In addition to that, you’ll have to coordinate with agencies who can add value to residential or commercial properties (http://realestate.answers.com/rentals/the-different-commercial-property-types-in-real-estate). They should be operating in the same area as the estate your eyeing. Say you intend to buy a villa in India. You want to have it remodelled and entice European families on a holiday. A property developer in Goa (http://pankajbuilder.com/) can help you with this particular endeavour. Before you can get started, consider the funds. If you’re like most people, disposable cash isn’t in the millions. To realise your dream of becoming an estate developer, reliable financing is crucial. Calculate the costs before seeking a financial source. These factors all contribute to the total expense. 1. Sale price of an existing property 2. Professional and legal fees associated with the following: - purchase and securing finance - buildi...

Health and Safety Essay

Health and safety in the workplace is not only the responsibility of the designated Health and Safety Officer, it is the duty of all members of staff to be responsible for the safety of everyone they may have to deal with during the working day; both their colleagues and members of the public. The Health and Safety Executive are people whose role is to promote safety in the workplace; both by providing information to employers and their employees, and also by ensuring that rules and guidelines are in use in everyday practice. The employer has a responsibility to follow the regulation which is known as the ‘Health and Safety at Work Act 1974’. This is An Act to make further provision for securing the health, safety and welfare of persons at work, for protecting others against risks to health or safety in connection with the activities of persons at work, for controlling the keeping and use and preventing the unlawful acquisition, possession and use of dangerous substances, and for controlling certain emissions into the atmosphere; to make further provision with respect to the employment medical advisory service. The main objectives of this Act are: – Protect the health, safety and welfare of people at work. – Eliminate risks to health and safety at their source. – Protect the public against risks to health and safety caused by people at work It is important to abide by this law because we need to protect people’s health and safety by ensuring risks in the changing workplace are properly controlled. The next act I’m going to write about is ‘The Management of Health and Safety at Work Regulations 1999’. The main objectives of this act are: You must review risk assessments periodically and make modifications if there are any significant changes in working practices or equipment If safety procedures can ever be improved, appropriate steps should be taken accordingly. You are expected to take reasonable steps to familiarise yourself with the hazards and risks in your workplace. Work must be organised. A set pattern of rules and regulations usually means more systematic work and less chance of accidents. Training should be given in such a way that hazardous situations can be avoided. For example: Lengthening of working day, removal of taking screening breaks etc for meeting deadlines should be avoided. You must ensure that the significant hazards are identified, and that the actual working practices are addressed and if need be, changed so as to reduce any risk. This is both the responsibility of the employer and employee, for example it is the employees responsibility to familiarise themselves with the hazards and risks in their workplace. The 3rd act I’m going to write about is ‘Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995’ It regulates the statutory obligation to report deaths, injuries, diseases and dangerous occurrences that take place at work. Responsible persons are generally employers but also include various managers and occupiers of premises. Though the regulations do not impose a specific obligation on employees, they have a general obligation under section 7 of the Health and Safety at Work etc. Act 1974 to take care of safety. The Health and Safety Executive recommends that they report incidents to their employer and encourages notification to the relevant authority. Finally I’m going to write about the ‘Workplace (Health, Safety and Welfare) Regulations 1992’ act. These regulations are concerned with the working environment. They place a duty on employers to make sure that the workplace is safe and suitable for the tasks being carried out there, and that it does not present risks to employees and others. This is done by following regulations such as, provision of sufficient quantity of fresh or purified air. An audible fault warning alarm to be fitted to any equipment for this purpose, walls, floors and ceilings to be capable of being kept clean. Wastes not to accumulate, but kept in bins etc and suitable & sufficient facilities to enable persons to eat away from workplace where risk of contamination. Non-smokers to be protected from smoke.

City of Mount Rainier Essay

Neither does the department of Economic Development for the City of Mount Rainier handle nor is it involved with any matrix of the pricing strategy. As the Organization for Economic Co-operation and Development (OECD) in 2006 stated on production, packaging and pricing, production cycle involves a flow from the dealers, employees and customers automatically between the functional areas and internationally. Reduced ‘product to market’ cycle meant to ensure full and on time delivery to customers keeps a business on track by reducing errors, inefficiencies and high running costs. However, the City does offer a mix of products solely based on promoting development of blighted or under used parcels. Thus, it is critical that any incentive or business assistance be directed to accomplish the marketing objectives of the City of Mount Rainier. For example, the city will offer or sponsor Tax Increment Financing, State grants or Infrastructure Grants to developers to increase interest and make the area more attractive. This is very necessary for the City to be able to compete with other local municipalities and the District of Columbia, making it imperative for the City to use incentives for redevelopment of the downtown business district. Especially considering that the addition of businesses will create higher paying jobs, large capital investment, tourism and greater benefits to the local community. With this in mind, its primary objective is to add to the diversity of the current business population, increase essential tax base in the area, and pursue the highest quality of jobs and investment by providing an overall balanced approach to economic development for the City. Organizations channel design. A good organizations’ channel design enables exchange of information and ideas with external or outsourced personnel such as financial assistants, engineers, designers, and other partners. It is a system that provides solutions including help to speed up development processes and enhance further future improvements in efficiency With this the City of Mount Rainier can be able to streamline the entire value chain, including all key suppliers, subcontractors, and service providers. The system platform raises transparency of production processes, permitting them to identify potential problems at an early stage, and to take immediate action. According to Kotler and Keller (2008), â€Å" a marketing channel performs the work of moving products from producers to consumers, overcoming the time, place, and possession gaps that separate goods and services from those that want them† (p. 232). The Department of Economic Development for the City of Mount Rainier employs a two –level channel of marketing with at least two intermediaries. The City’s intermediately roles are that of an agent and facilitator. Attracting entrepreneurs and private investment opportunities is the primary goal of economic development in the City of Mount Rainier. As for the Department of Economic Development, the greatest aspiration is to turn around Mount Rainier, making the City one of the best places in the world in which to start a profession or grow a business. The department is working to reposition Mount Rainier as the next great American city for business investment and economic opportunity. This entails employing a balanced attack with corresponding efforts to improve business development, while pursuing transformative public policy changes planned to enhance the magnetism of Mount Rainier as a place in which to invest. On the other hand, an integrated logistics system consists of materials management, material flow systems, and although the City of Mount Rainier does not use such a system as a tool for economic development, A fully integrated accurate unit tracking system is a critical component of modern customer relations and service that is in use, and it is also important for inventory and cost control. Just like integrated logistics system, it monitors all the key movements of goods and services in any transaction. Tracking of the way financial agreements are facilitated for business assistance is important because the gathered data is useful for financial analysis. In support of business analysis, the system ought to have a tool that provides the reporting intelligently. (OECD, 2006) Business information across all assistants can be automatically converted into business intelligence reports benchmarking the performance of the business transactions. At the same time analysis on dealerships can show the best business practices for individual or the group of partners. Marketing and communication strategy Considering that City of Mount Rainier is recognizing a need for business retention and attraction efforts, they have partnered with other public and private businesses stakeholders to create an Economic Development Corporation (EDC) to promote the City and its business advantages and opportunities to local, regional, national and international markets. The purpose of the EDC is to enhance the economic vitality of the City and its residents through creating marketing initiatives, business retention programs, business attraction efforts and dissemination of information. Created as a public-private partnership, the EDC can generate business leads and opportunities that the City could otherwise not do, furthering development. In addition, this partnership serves as the first line of contact with the public, business prospects and developers who are seeking information about doing business in the City. Furthermore, the EDC facilitates development, cultivates business opportunities and creates partnerships that will result in increased economic development in the City of Mount Rainier. The question remains, which supreme marketing and communication strategy would boost this collaboration for better growth? For any company to prosper in any of its transactions, a strong and optimal management system ought to be put in place. In line with Poirier and Reiter, (1996), success in a company is enhanced by rapid and reliable exchange of data within its group members and with its business partners. This is vital to the further development products and deliverance of quality services. Technically one important communication strategy would calls for a highly effective communications infrastructure that allows effective coordination and management of highly complex, highly flexible development, design and production processes. In line with Poirier and Reiter, on Advanced Planning and Optimization in (1996), the main aims of marketing managers should be to process aftermarket into one system, plan for wide coverage and include all parties involved in the planning process. P. 160) In other words, high-speed data communications have to be one of the engines driving the growth of any organization or company offering services or dealing with businesses stakeholders. Any marketing strategy should take establishment and enhancement of a quality communications infrastructure in it key aims. This is a reliable system that ought to augment cooperation among virtual elements regardless of their position at the time of requirement. It permits all around the globe contribution to projects without duplication or underutilization of human effort or technical resources. Consideration for one of the various information systems and networks is a standard solution that can be tailored to particular needs. A system that supports all the data and allows for data interchange with outside suppliers and other partners naturally always gives a good return on investment. This is not a matter of just laying down the network system within the company. Efficiency, Security, reliability and scalability of the system are some of the vital parts to be fulfilled by a system so as to support diverse access methods and service levels. As Poirier and Reiter emphasizes, a good system is one that can be geared to the needs of each individual supplier and business partner. (P. 160). Needless to say, this new ways of revitalizing the City’s commercial corridors by encouraging continued and private investment, would highly revitalize strategies allowing the city to target its assistance and support in ways that are sustainable at the local level.

Using YouTube in the ESL Classroom

Using YouTube in the ESL Classroom YouTube and other video sites, such as Google Video and Vimeo, are highly popular, especially with young adults. These sites also provide English learners and ESL classes with tools to improve listening skills. The advantage of these sites from a language learning point of view is that they offer examples of everyday English used by everyday people. Students can spend hours watching videos in English and quickly improve their pronunciation and comprehension skills.  There also are specific English learning videos. Using YouTube in the ESL classroom can be fun and helpful, but there must be structure. Otherwise, class might become a free-for-all. A potential downside is that some YouTube videos have poor sound quality, bad pronunciation, and slang, which can make them difficult to understand and less useful in an ESL classroom. On the other hand, students are attracted to the real life nature of these videos. By carefully selecting well-made YouTube videos and creating context, you can help your students explore a world of online English learning possibilities. Heres how you can use YouTube videos in your ESL class: Finding an Appropriate Topic Pick a topic that your class would enjoy. Poll the students or choose a topic yourself that fits in with your curriculum. Select a video and save the URL. If you do not have an Internet connection in class, try  Keepvid,  a site that allows you to download videos to your computer. Preparing  for Class Watch the video a few times and create a guide to any difficult vocabulary. Prepare  a short introduction. The more context you provide, the better your ESL students will understand the video.  Include your introduction, the  vocabulary list, and  the URL (web page address) of the YouTube video on a class handout. Then create a short quiz based on the video. Administering the Exercise Distribute copies of the handout. Go over the introduction and difficult vocabulary list to make sure everyone understands what will happen. Then watch the video as a class. This will work better if you have access to a computer lab, so students can watch the video repeatedly. Students then can work on the quiz sheet in small groups or in pairs. Following Up on the Exercise Most likely, students will enjoy the video and will want to watch more. Encourage this. If possible, give students 20 minutes or so at the computers to explore YouTube. For homework, assign your ESL students to groups of four or five and ask each group to find a short video to present to the class. Ask them to provide an introduction, a difficult vocabulary list, the URL of their video, and a follow-up quiz modeled on the worksheet you created. Have each student group exchange worksheets with another group and complete the exercise. Afterward, students can compare notes on the YouTube videos they watched.

Service Capabilities Vignettes Assignment Example | Topics and Well Written Essays - 1250 words

Service Capabilities Vignettes - Assignment Example Navy Services The services have the capability to operate in any threat environment expanded warfare capability on both land and at sea thus a good way to provide operational freedom. The Naval services have a composition and capabilities of major deployment elements. These elements are the Carrier Strike Group, Ambitious Ready Group, Surface Strike Group and Naval Fleet Auxiliary Force. The Carrier Strike Group offers its services in all threat environments. It has the capabilities to offer full support in non-permissive environment. This is because it has all the anti-ship missiles, ballistic missiles, fighter aircrafts, electromagnetic jammers, cruise missile equipped surface combatants and submarines. These war weapons ensure that the group has the force power to offer great services in time of any crisis. The Amphibious Ready Group consist of three amphibious ships with naval elements, a fleet of surgical team which offers medical capabilities, Tactical Air Control Squadron and both displacement and non-displacement landing crafts. The Surface Strike Group capabilities support crisis response missions or sustained missions and may employed in limited non-permissive environments characterized by multiple threats. In this case therefore, it offers passive surveillance and tracking, passive defense and early warning, strike operations and sea control. It is equipped with three surface ships: two strike capable surface combatants and one surface combatant ship. With these equipments, the Surface Strike Groups capabilities include maritime ballistic missile defense. The Naval Fleet Auxiliary Force has forty ships that act as supply lines to the U.S. Navy ships at sea. Ideally, the group provides everything to the Navy fleet to remain at sea, on station and combat ready for extended periods. In addition, it conducts towing, rescue and salvage operations. With such capabilities, they can support initial crisis response missions in non-permissive environments char acterized by multiple threats. Algeria is an uncertain environment because its Islamic militia wants to overturn the government as well as intrude into the Moroccan territory. This means it does not support any US military services. The U.S. Army Services The army services play a critical role in any type of calamity. It protects its people as well as the resources that are of great interest to the people. Title 10 USC is an army inside an army that has the land combat and service forces. It offers prompt and sustained combat incident to operations on land. Therefore, it responsible for the preparation of all land forces necessary for effective prosecution of war. The army is organized into three Army Commands (TRADOC, FORSCOM and AMC), nine other commands that are Army Service Component Commands (ASCC) of unified or sub unified combatant commands and eleven direct reporting units. Army Service Component Command or rather the Theater Army is responsible for organizing, equipping, tr aining, maintaining and logistically sustaining the army forces. It has the capabilities to maneuver large land-force weaponry during offensive attacks thus capable of long-range strategic and operational missions. Maturity of the theater always has a great influence on the army capabilities because it determines how the army force will operate. It therefore will be based as the Joint task Force- capable headquarters to control all the forces for effectiveness. The Army commands include the U.S. Army Training and Doctrine

Ethical Filter worksheet Essay Example | Topics and Well Written Essays - 750 words

Ethical Filter worksheet - Essay Example At times, one must decide just how honest one can be in a situation without causing further issues to arise. Being communicative is always advantageous as all problems can be resolved on the basis of communication. I have experience of this aspect of personality because of being in groups of friends and working groups. I placed communicativeness at the top of the list in terms of decision making because I think that being communicative is really advantageous in making any kinds of decisions whether they are personal or organizational. With the help of communication, a person cannot only express his/her views regarding a decision but he/she can also allow others to express in order to come to a decision (Caputo, et.al, 2003). Communication is a two way process and is only successful when both the sides are ready to listen to each other (Caputo, et.al, 2003). Therefore, according to my perception, being communicative is most essential for a decision making process and it should be prioritized. Communicativeness is a challenging job as everyone cannot be dragged in discussions at times so extensive effort is required. Communication should be prioritized and in communicating, one’s role should be appreciative. To appreciate the good opinions and information given by a person always encourages people to take part in the decision making process. Also encouragement plays a greater part in persuading people to perform better (Caputo, et.al, 2003). The process of decision making becomes better when people are encouraged to share their opinions. People should be appreciated for their participation (Caputo, et.al, 2003). Appreciation should be there but appreciation that is wrongly done is disadvantageous so this factor should be taken care of. I consider trustworthiness as an important aspect of decision making as one cannot allow the other person to decide or form an opinion if trust is not there in between