Good Members of Society Essay

Some people think that parents should teach children how to be good members of society. Others, however, believe that school is the place to learn this. Discuss both these views and give your opinion Education plays an important role in our lives for shaping us to become good members in society. Nowadays, both parents and schools actively take part in the process educating their children. While some people view that the parents are primarily responsible for teaching their children to become responsible members in society, others believe that it is the responsibility of the schools. However, in my opinion, both parents and schools have a role to play in guiding children in the right path for a peaceful society. Home is the first school and parents are first teachers of ours. Because during the childhood they teach us how to speak and behave to someone in society. Other way parents own behavior is also affect to their children and they get these easily while they are child. Then they are going to be formed how they see and hear. Subsequently children will show their experience to the others what they learn from their parents. That`s why parents must be careful while they are teaching their children because they are seriously responsible from their children. Although school is the best place for the children to learn and to be o good person. At school they meet with many people and do their activities together with their classmates. Children can learn how to act and have a good attitude. Teachers, except teaching many subjects they also teach to the children how to have o good behavior with their friends, parents or neighborhoods. That`s why, parents always have a big hope from school to help them for creating their children to be o good person. In my view I think that good parents are good teachers and both of them have their own role in our society.

Profit Margin and High End Segment

Cost Leadership After contemplating many different strategy options and evaluating our markets, the Ferris group decided that we would utilize and follow a strategy discussed in chapter 6 of Wheelen and Hunger’s text[1]: cost leadership. This strategy focuses on â€Å"a lower-cost competitive strategy that aims at the broad mass market and requires efficient scale facilities, cost reductions, and cost and overhead control. This strategy avoids marginal customers, and aims for cost minimization in R&D, service, sales force, and advertising. If used effectively, this strategy should reduce and control your labor and overhead costs. This would in turn decrease variable expenses and simultaneously increase your contribution margins, and ultimately your net profits. To follow this strategy, we decided to take the following actions: 1. We refrained from introducing any new products in order to prevent paying large start-up costs without efficient funding. It would have been wise to introduce a new product if we had more rounds during the simulation.This would have allowed us to specialize in the markets we were efficient in and dropped those that were costing us money. If we were to introduce a product however, to see any benefits of this initiative during the simulation, the product would have had to been launched within the first few rounds. But, spending a lot of borrowed money early on in the simulation did not make sense for our cost leadership strategy. We would have had to wait until we could fund it with our retained earnings in order to be in alignment with our strategy.However, this would not have been an option until the 3rd or 4th year, and by then much too late to see positive benefits by year 6. 2. We remained quite frugal with our allocated expenses to marketing (promotion and sales budgets) to keep our costs low and contribution margins high. 3. We decided to increase our automation for products that did not have rapidly changing market buying criteria specifications (i. e. if expectations regarding size and performance stayed fairly similar throughout the six rounds because their drift rates were small, then we increased automation for that particular line within the first year). . We attempted to use a Just In Time (JIT) strategy which meant that we tried to calculate the exact quantity each market would purchase of our products and we then produced only enough to have no more or no less on hand at the end of each forecasted year. †¢To calculate this precise forecast, in each segment we took the actual sales from the previous year and multiplied it by the market growth rate for the corresponding market segment. We then multiplied that number by a conservative (i. e. 90%) and optimistic (i. e. 10%) rate to get the respective marketing and production forecasts. †¢The only time we produced a little higher than the conservative forecast calculated using the above formula was if we stocked out of an item in the pr evious year and could then expect even higher sales the following year; essentially preventing ourselves from short-changing our forecast for the next year. If this was the case for a previous year, we would be a little more aggressive with our forecast fro the following year and used conservative and optimistic rates of around 90% and 120% respectively. . We decided to decrease the Mean Time Before Failure (MTBF) of those products (The Traditional and Low End segments) in which MTBF as a buying criteria was not very important to the customer to the minimum specification within the acceptable range to the customer (i. e. If the desired range for MTBF was 22,000 – 27,000 for a product that did not base much of their purchasing decision on MTBF, we would set the MTBF for that product at the minimum of 22,000).This was done to keep costs low by decreasing the reliability (which saves money in production costs) of those products in which customers did not care about the MTBF. Ove rall Company Performance Mistakes During the simulation, we made quite a few costly mistakes that put us in a really bad spot in comparison to the other teams. These mistakes are as follows: 1. We missed the opportunity to launch a new product because right out of the gate we were focused on the products we already had and making them all profitable.We were not willing to create a new product until we could finance the investment with our retained earnings instead of taking on debt to finance such a project. The problem was that it took us about 4 rounds to build up a cushion of cash that allowed us to feel comfortable making such an investment. Unfortunately, since it takes 2 rounds to launch a new product, we did not feel that the timing was right after round 4 because we would not have generated profits for the new product by the end f the simulation; we were unable to justify the investment for a long term project with only 2 years left in the simulation. Therefore, we did not m ove quickly enough within the first few rounds in assessing our markets as a whole and making long term investment decisions. 2. My group was also quite concerned with not increasing debt and rather building our retained earnings and collecting cash as a cushion. However, this tactic was not such a great one because it cost us points for wealth creation. We should have been using that saved cash to invest in our company, rather than hanging on to the money. . We never created any long term plans during the simulation. This was probably what hurt us the most because all we were focused on was the previous year’s results and how to make them increase. We never actually set specific goals which would have then forced us to create a detailed plan of action to help us achieve those goals; rather we were blindly just trying to be or stay profitable. 4. We continually implemented the same strategies that were not producing stellar results; especially with regards to individual segme nts.We continually tried executing the same tactics (i. e. low cost, JIT, etc†¦) without changing any details (i. e. more product development, repositioning, etc†¦) and kept hoping that things would get better. Our performance did get a little better within our underperforming segments after about 3 rounds, but not enough to push us ahead of our competition as a whole company. 5. We did not invest in automation for a few lines (Performance and Size) like we should have in the beginning.For whatever reason, a few team members believed that increasing the automation for a line that has a product with specifications that change rapidly from year to year (the High, Performance, and Size segments) was a bad idea. They were convinced that increasing the automation for these segments would be useless and that it would in fact return to where it originally started at each year end. Looking back, we should have dramatically increased the automation for these segments to keep our va riable costs low and in alignment with our strategy. . One of our biggest problems was that we kept making mistakes that cost us immensely. Some of those mistakes include: †¢Wrong Growth Rate. We used an excel spreadsheet to determine the forecasts for each segment throughout the entire simulation. However, we did not realize until we were making decisions for round 4 that the formulas were actually entered wrong into the spreadsheet and every segment was being forecasted at the Traditional segment’s growth rate rather than the actual growth rate that corresponded to each segment. Inversion of Specifications. We accidentally inverted the size and performance specifications for the High End segment during round 3. This dramatically reduced our net profit margin for this particular segment (Please see Exhibit 1). Sadly, this was originally one of our best markets and because of this mistake we missed a huge opportunity to increase our profits and perform well as a company. †¢Long Revision Dates. We did not notice until the round 4 processed that the revision date for the High End segment for round 4 was not until 2 years later.Therefore, we were unable to keep the product for this segment competitive for the remainder of the simulation; especially after our setback in round 3. In fact, this mistake dramatically decreased our contribution margin for this segment and even brought our net profit margin for the segment to a deep negative (Please see Exhibits 2 & 1 respectively). Again, we dramatically messed up one of our best selling products and were continually trying to play catch-up from our mistakes with this line; therefore, we missed a huge opportunity to increase our profits.Performance Measures To determine whether or not our company was doing well, we assessed a few areas of the Capstone Courier: 1. Contribution Margin Percentage (Please see Exhibit 3). We looked at this percentage after each round was processed to determine whether or no t it was increasing. If it was not increasing, we knew that our strategy of lowering our costs was not effective for the round in question; alerting us to lower our costs. 2. Contribution Margins (Please see Exhibit 2). We looked at the contribution margins for each segment to concentrate on each individually.Looking at whether or not the segment in question was increasing or decreasing was effective because it showed us which products were costing us the most in variable costs (i. e. materials, labor, etc†¦); showing us which segments we needed to cut costs for. 3. Net Profit (Please see Exhibit 4). This was our first indicator on the courier as to whether or not we did well in the previous round. We started off doing pretty badly but by round 3, we brought our net profits up by about $5,200 from round 1. However, the mistakes mentioned above led to dramatic decrease the following year 4 that put us in an even worse spot than we were after round 1. Luckily, we made strides to overcome those obstacles (discussed below in the Product Line Performance section) which increased our profits the following year by almost $9,500. 4. Net Profit Margins (Please see Exhibit 1). This measure was quite useful in determining how our net profits could be assessed for each segment. This told us the story of which products were profitable, which were most profitable, and which were actually costing us money to sell.Our goal for each round was to have each of the segments positive and turning a profit; which we accomplished in rounds 5 and 6, finally. Product Line Performance Errors We had many issues and made many errors with my particular line (High End – Fist) as mentioned above. During round 3, we inverted the performance and size specifications. In addition, during round 4 we did not realize that our revision date was 2 years away; this meant that my product was unable to be competitive within its segment for 3 rounds and the remaining year was spent catching u p to the competition.Once the mistakes were made, there was nothing we could do to correct our mistake. However, we did try to redirect our focus from staying competitive 100% within the High End segment with Fist, to using this product to be more competitive within the Traditional segment during round 4 while our revision date neared. To do this, we dropped the sell price from $39. 00/unit to $28. 00/unit. We did this for a couple of reasons: 1. Fist lay most closely to the Traditional product on the perceptual map.Therefore, we figured we would make the most of our mistake, which could not be undone, by trying to stay competitive on the edge of both the High and Traditional markets. 2. Luckily, the lowest price within the range for the High End segment was $28. 00/unit and the highest price within the range for the Traditional segment was $28. 00/unit as well. For this reason, we decided to sell Fist during the segments’ crisis at a price that was acceptable for both market s; this was done in hopes of picking up customers from each market since we were well aware that we would not be very competitive during round 4 within the High End segment.Statistics/Performance Below is a table to show that we were steadily climbing in our progress for Fist during the first 2 rounds and then our mistakes made this segment unprofitable during both rounds 3 and 4 (highlighted in grey) and decreased within every statistic (our customer satisfaction dropped due to the product not being competitive in the High End market, our contribution margin percentage dramatically decreased due to fewer sales/revenue, and our market share almost completely disappeared).During rounds 5 and 6, we were slowly climbing our way back to a profitable position for this segment; once we were again able to reposition Fist within the High End market we started to improve. High End Segment (Fist) Statistics Round123456 Revenue$21,615$27,099$17,301$22,253$23,470$32,026 Market Share19%20%11%6%1 2%17% Contribution Margin$7,823$9,624$4,735$4,105$6,698$9,929 Contribution %36%35%27%10%28%31% Net Margin$2,628$3,689($1,403)($1,028)$1,814$4,449 Customer Score242910111815 Functional Area Strategies and Performancelo0Due to my expertise with regards to my educational focus and previous work experience, my functional area was marketing (alongside Ashley Barnes). Unfortunately, we were not well informed about how to maximize our marketing efforts/investments (promotion and sales expenses) for the simulation until round 4. Promotion and Sales We initially remained quite frugal with our promotion and sales budgets to keep our costs low and contribution margins high in order to follow our cost leadership strategy previously.However, by investing larger amounts into sales and promotion within the first two rounds, we would have better followed our strategy. This would have been the case because we would have paid less in expenses in the later rounds since we would’ve only had to i nvest enough to maintain our accessibility and awareness percentages after the initial higher investments; essentially reaping more benefits in the later rounds of our early investments. After we learned of the formulas for producing good customer survey results however, we did quite well in certain segments.For example, we blindly allocated money to our Size segment during the first 3 rounds and slowly climbed our customer survey score. However, once we learned how to use the formulas given in the Capstone Debrief Rubric, we were able to go from a customer survey score of 16 in round 3, to a 50 in round 4, and even higher to a 57 in round 5. The formula we used came from the Capstone Debrief Rubric and stated that in order to get: †¢3 Points – The promotional budget had to lie in between $1. 4M and $2M. The Sales budget had to lie in between $2. 2M and $3M. 2 Points – The promotional budget had to lie in between $1M and $1. 4M or in between $2M and $2. 5M. The Sa les budget had to lie in between $1. 5M and $2. 2M. †¢1 Point – The promotional budget had to lie in between $. 7M and $1M or in between $2. 5M and $3M. The Sales budget had to lie in between $. 7M and $1. 5M. †¢0 Points – The promotional budget had to be lower than $. 7M or higher than $3M. The Sales budget had to be lower than $. 7M or higher than $3M. Once we started to use these formulas, we were able to allocate the right amount of funding to each segment that was appropriate.For example: if a certain segment was projected to lose money by allocating $1. 4M to the promotional budget to get the full 3 points, we would cut the budget to about $1M and still be able to get 2 points without jeopardizing our contribution margin. This is proven in the Capstone Debrief Rubric; we were allocated 3 points to our higher performing segments (Traditional, Low, and High) for rounds 4, 5, and 6 but were only granted 2 points for our lower performing segments (Performan ce and Size).In addition, we always strived to keep our size and performance specifications at exactly the current buying criteria plus the drift rates outlined on page 2 of the Industry Conditions Report. This would keep the product at what the customer expected so that they were receiving what they were asking for. Customer Buying Criteria We made it a priority to keep our prices as high as we could in each segment without disappointing our customers; this was our way of aligning our marketing strategies with our overall company strategy of cost leadership.We noted what criteria were most important to the customer to determine if we could increase our prices for each product. For example: Price was the least important buying criteria within the Size segment; meaning that these customers were not as sensitive to price changes/increases. Therefore, we were able to charge closer to the high price for the Size segment product (Fume) because this increase would not really affect the ma rket buying decisions for the Size segment; much unlike the Low End segment

Textbook Prices Annotated Bibliography Example | Topics and Well Written Essays - 1000 words

Textbook Prices - Annotated Bibliography Example Allen, Nicole. â€Å"A Cover to Cover Solution: How Open Textbooks are the Path to Textbook Affordability.† The Student PIRGs. Public Information Resource Group, Sep. 2010. Web. 10 July 2011. In this lengthy article, Allen details a study she conducted to determine if open textbooks are a logical way to make student textbooks more affordable. Considering â€Å"the average student spends $900 on textbooks annually,† she thinks â€Å"the need for solutions is increasingly urgent† (Allen 4). She goes into some detail around what she calls â€Å"market failure that hinders the economic checks and balances that naturally regulate costs† (6) as the reason publishers charge so much. Other reasons include issuing new editions every â€Å"3-4 years regardless of changes in the subject† (6) and bundling books with software or study guides most professors do not require students to use. She cites that the federal government is aware there is a problem with textbook costs and is doing several things to help students, including requiring publishers â€Å"disclose textbook prices to professors during the marketing process† (7). She introduces the idea of open source textbooks, which are â€Å"offered online under an open-source license that allows free digital access, low-cost print options and customization by instructors† (8) and says that over 1000 college professors are currently using this option (8). The remainder of the study looks at student preferences and finds that 75% of students still prefer printed copies over electronic copies (9) and 34 % would still rather buy at least some of their textbooks rather than rent them (10). In Allen’s final recommendations, she encourages the further development of open textbooks by publishers and their use by students (16). This article does a great job providing enormous detail to explain the costs each year to students of traditional textbooks versus the savings of open textbooks. It also shows that students are not yet ready to make the move to electronic, online books. It is also important to note that the group that funded the study, PIRG, has been involved in mu ltiple protests against textbook companies for what it claims are price gouging practices. 2. Bernard, Tara Siegel. â€Å"For Class, Book Deals.† New York Times 15 Jan. 2011 late edition: B5. Access World News. Web. 10 July 2011. Bernard’s article looks at ways students can save money by buying their books in places other than the campus bookstore by compiling suggestions from college students around the country. She points out that when it comes to buying textbooks â€Å"there are so many options, however, that the whole process can begin to feel like the semester’s first research project† (Bernard B5). Bernard lists several comparison sites, where students can enter a needed title on one site and it will automatically search several sites for a cost comparison of the exact book needed, but she also points out that the â€Å"condition of the books varies greatly† (5). Students may also find that international versions of books can be half the pric e of U.S. versions, but her source warns â€Å"some publishers have made small changes to the pagination or text to make it more difficult to use in the United States† (5). Overall, Bernard does a good job of quickly explaining options to students to help save money, but nothing in this article explains why textbooks are so expensive or gives an opinion on what colleges can do to help students with their high book bills. 3. Bruno, Laura. â€Å"College Books for Less.† USA Today 17 Aug. 2010 final edition: 6D. News Bank. Web. 10 July 2011. Bruno’s article looks at a rental solution to high textbook costs that over 1300 colleges have implemented across the U.S. with â€Å"potential savings up to 50% off the price of a new textbook† (Bruno 6D). The article also mentions the Higher Education Opportunity Act that â€Å"says colleges must list required course materials for students during registration,†

People management Assignment Example | Topics and Well Written Essays - 2500 words

People management - Assignment Example 67) insists that the common denominator in modern managerial thinking is that the conception of corporate culture is inclined towards encouraging managers to foster the development of strong organizational cultures. On the other hand, Schein (2004) emphasizes that corporate culture and the leadership of an organization is theoretically intertwined. This line of thought is supported by the ideas of Block and Laurinkari (2012, pp. 502) who discussed that corporate culture and the leadership of an organization are closely related. The conclusions of the discussion included that the codes of conduct, the statement of values as well as the principles defining service management are merely rhetorically set on the rules and the regulations of the organization. In short, the conclusions were that these statements are merely aspiration-based, therefore, without the leadership of an organization – they remain rhetoric (Block and Laurinkari, 2012, pp. 505). The conclusions demonstrate that it is the work of the managers, administrators and the leaders of the organization to make these statements, which are part of the corporate culture, a reality (Block and Laurinkari, 2012, pp. 507). The evidence from different studies, including Block and Laurinkari (2012) demonstrates that corporate culture forms an integral part of the focal areas that the managers of organizations should channel their attention to. The most important rationale, which justifies the significance of managing the corporate cultures of organizations – among leaders and the managers – include that it can affect the performance of organizations positively or negatively. Block and Laurinkari (2012, pp. 508) has also concluded that it is important for the leaders and managers of organizations to manage the corporate culture closely, particularly when planning or reacting in response to major changes within the organization. Corporate culture becomes a major driving force, during the times when an

Sex Education Research Paper Example | Topics and Well Written Essays - 1250 words

Sex Education - Research Paper Example Children are curious about sex.† (Sex Education at Home). The changing social and cultural conditions have made a huge impact on the minds of the people and more so among teenagers. There are a lot of issues pertaining to the development of teenagers particularly with regard to their sexual development. One of the most commonly encountered problems by the teenagers of today deals with their sexual desires and the age at which it is expressed. Teen pregnancy has also risen worldwide over the years which is mainly attributed to the lack of knowledge about abstaining from sex at very young age and the precautions that can be taken if in case they engage in sex. Teenage pregnancy is associated with the risk of sexually transmitted diseases, low-birth weight children, and in addition also affects the studies and subsequent career of teenagers. This has resulted in an increased dependence on sex education to help young children learn about sex (Rector and Johnson). With the rapid gro wth in information, the term sex is being often used in today’s world. ... One of the major recent problems associated with early expression of sexual desires is teen pregnancy. These issues have stressed the need and importance of sex education both at home and educational institutions in order to ensure good reproductive health and general wellbeing of children. Sex education in schools becomes even more warranted in cases where parents do not have appropriate education and resources to guide their children. It is the moral right of every child, especially girls, to be provided with sex education as it will help to prevent unwarranted pregnancies, sexually transmitted diseases and conditions such as suicide (Gabriela Women’s Party). It has been widely believed that youth should abstain from making decisions about their sexual preferences until they are at least 18 years of age or in other words till they complete their high school as research suggest that such children are able to perform better in their academics and are less likely to become scho ol-drop outs. It has been shown that children expelled from school due to the poor performance are less likely to do well in their life as they are left with little success in all their endeavors (Rector and Johnson). This has led to an increased focus on sex education for children right from a young age. Many people have argued against detailed sex education for children with the fear that they may negatively influence them. However, frightening people about sex and sexual practices have not helped them understand the morality of sex. â€Å"Attempts to impose narrow moralistic views about sex and sexuality on young people through sex education have failed.† Only

Intergrating the sciences and Practice of nursing Essay

Intergrating the sciences and Practice of nursing - Essay Example Therefore, the name is Jack and for confidentiality reasons, the placement setting will be anonymous. The patient gave consent after clear explanation regarding the information that is necessary for academic assignment purpose. The information in the report came from the patient, patient’s medical and nursing notes. Jack is a sixty-nine-year-old gentleman who has Chronic Obstructive Pulmonary Disease (COPD) diagnosis for nine years. Since then, Jack’s health has deteriorated, and he has lost much weight. Jack stopped smoking in 2007 two years after he was diagnosed with COPD. Jack is a widower who lives alone at home and has two cares four times a day. Apparently, the wife died of breast cancer five years ago, and they have a daughter who lives 140 miles away and sees the father once in a month. The nurses admitted Jack to the admissions ward with shortness of breath. However, they later diagnosed the patient with COPD exacerbation caused by the chest infection. An exacerbation is the worsening of symptoms from their usual stable state (NICE, 2010). The typical symptoms associated with COPD exacerbation are degenerating breathlessness, cough with increased sputum production and change in sputum color (NICE, 2010). COPD is characterized with the obstruction of the airway, which the medical stuff cannot fully reverse and progresses over time (NICE, 2010). The progressive narrowing of peripheral, airways are making it difficult and eventually impossible to breath cause the airway obstruction. World Health organization (WHO) (2010) states that the primary cause of COPD is smoking. However, occupational dusts and chemicals, exposure to indoor air pollution in those, who use biomass and coal for cooking, and frequent lower respiratory infections during childhood can cause it, as well. The nursing process is a four-stage process consisting of assessment, planning, implementation and evaluation. It is an organized planning

Menstual Cycle Essay Example | Topics and Well Written Essays - 250 words

Menstual Cycle - Essay Example Ovarian cycle is dependent on two of the three gonadotropic hormones that are produced by the anterior pituitary gland. These hormones include follicle stimulating hormone (FSH) and luteinizing hormone (LH). The follicular phase is controlled by the FSH, which includes days 1 to 14, and the luteal phase is controlled by LH, which includes days 15 to 28 of a 28 day (normal) cycle. At the commencement of each menstrual cycle, FSH stimulates follicle development. This result to estrogen production, causing maturation of the ovum contained within the follicle. Oestrogen levels increase as the follicle grows; this high level of oestrogen triggers the pituitary gland to release a surge of LH. This is a positive feedback effect as the levels of oestrogen will be high; causing the muscle and uterine lining layers to be thicker in anticipation of an embryo. This abrupt increase of LH results to the follicle bursting open. This act releases the mature ovum into the abdominal cavity. This proce ss (ovulation) takes place on day 14; the floating ovum is then drawn towards the fallopian tube and travels to the uterus (Ricci & Kyle, 2009). After ovulation, LH levels remain increased and cause the fragments of the follicle to develop into the corpus luteum. Corpus luteum secretes progesterone hormone. The work of progesterone is to maintain the uterus lining. If fertilization fails to take place, then, the corpus luteum disintegrates and the levels of oestrogen and progesterone drop. This drop is triggered by a negative feedback effect on the pituitary due to the combination of oestrogen and progesterone; causing the uterine lining to shrink menstruation commences. This marks the start of another of the follicular phase; which is again day one of the cycle (Rosdahl & Kowalski, 2008). In conclusion, if fertilization occurs, then the negative feedback effect on the pituitary will not be experienced as progesterone level will be produced

Research of Dissertation Problem Statements Essay

Research of Dissertation Problem Statements - Essay Example The patients were selected on the basis of their and birth weight and the diagnosis of RDS of prematu ­rity. There is no reference in the work regarding the randomization of the treatments. However the statement that all the neonatal who suffered from RDS were treated with the new ventilatory strategy for 24 months points towards a wide range of population. All the 72 patients included in the study were properly accounted for at the conclusion of the trial as data on gestational age, birth weight gender, incidence of prenatal steroid treatment, low Apgar score at 1 and 5 minutes, and severity of RDS of prematurity were recorded and analysed in the case of all the 72 patients. There is no reference to the homogeneity of the group in the trial. However as the basic differences on gestational age, birth weight gender, incidence of prenatal steroid treatment, low Apgar score at 1 and 5 minutes, and severity of RDS were accounted for as variables in the study and thus wont affect the pr ecision of the result. The trial addressed a clearly focused issue that whether the improved pulmonary out ­come and less lung injury persisted (outcome) in the infants who had respiratory distress syndrome(population) and were exposed to high-frequency oscillatory ventilation (HFOV) in comparison with the infants exposed to conventional ventilation (CV) (intervention). The trial was a follow up design of a previous multicenter controlled clinical trial in which surfac ­tant-heated premature newborns with moderate to se ­vere respiratory distress syndrome were randomly assigned to early treatment with high-frequency oscillatory ventilation (HFOV) or to conventional ventilation (CV). Compared with control infants who were treated with CV, neonates who were treated with HFOV using a strategy designed to recruit and maintain lung volume and

A literature review on the various roles of the HR manager Essay

A literature review on the various roles of the HR manager - Essay Example The practices of Human Resource Management have been integrated so that such an organisational culture could be designed in which the workers could identify their own success (Smith, 2006). The role of HR managers is becoming significant in organisations because ‘sophistication of human resource management practices can enhance the operational inefficiencies (Ijose, n.d.) and to remain operationally efficient having strong management team, designing the work according to successful strategy execution, retaining skilled people, designing the culture that may implement strategy critical activities and creating good policies and procedures that may support strategy execution are required (Higgins, 2005 cited in Ijose n.d.). A lot of research work has been done on the changing and various roles of HR managers in the organisations. In the new service paradigm, the HR managers are in the position to measure the pulse of organisation therefore; they have to be very responsive (Ulrich, Losey & Lake, 1997). The changes in the roles of human resources in organisations have significant implications not only for businesses but also for the HR functions and HR professionals (Bundy, 1997). The role of Human Resource managers is not limited to typical HR functions. Only determining the competencies cannot bring competitive advantage to the organisations unless the knowledge is integrated into the entire HR system therefore, HR managers should think systematically and strategically instead of thinking functionally and tactically about their area (Becker & Huselid, 1999). In a research on the impact of rapid change in Europe on HR managers by European Association for Personnel Management, it was found that nowadays, managers in Europe are required to give attention to traditional HR problems of line managers and they are also supposed to be specialised by line managers in various other functions so that they may get a broader business

Critique Of The Film Avatar Movie Review Example | Topics and Well Written Essays - 1750 words

Critique Of The Film Avatar - Movie Review Example Using the "avatar" technology of a human being mentally projecting via computer-assisted means to assume the form and identity of a genetically grown, alien life form of a Na'vi tribesman, an 18 foot tall indigenous resident of the imaginary exo-planet Pandora. Cameron creates an entire ecology with imaginary plant species, a tribal people with their own native mythology, as well as the personal relationships and political dynamic of the story, to give the science fiction film incredible depth which is rendered in 3-D by the most advanced computer CGI and IMAX technologies. In ‘Avatar’, Sam Worthington plays the character ‘Jake Sully' who is a paraplegic marine who has lost the use of his legs but is sent to the far-away planet of Pandora for an avatar experiment being conducted to communicate with the native population. The plot and conflict revolve around a corporation which wishes to exploit the mineral resources of Pandora, and the scientists led by Sigourney W eaver's character who are studying the Na'vi people and the exo-planet of Pandora from an academic perspective. The corporation is portrayed as greedy and imperialistic, having employed a private mercenary force to clear the area of the 18-foot tall natives.The cinematography of ‘Avatar’ is truly where the innovation in filmmaking is taking place, because this environment is entirely digitally created from CGI technology, with the human movement and characters edited into the computer environment via blue-screen filming.... sted means to assume the form and identity of a genetically grown, alien life form of a Na’vi tribesman, an 18 foot tall indigenous resident of the imaginary exo-planet Pandora. Cameron creates an entire ecology with imaginary plant species, a tribal people with their own native mythology, as well as the personal relationships and political dynamic of the story, to give the science fiction film incredible depth which is rendered in 3-D by the most advanced computer CGI and IMAX technologies. In ‘Avatar’, Sam Worthington plays the character ‘Jake Sully’ who is a paraplegic marine who has lost the use of his legs, but is sent to the far-away planet of Pandora for an avatar experiment being conducted to communicate with the native population. The plot and conflict revolves around a corporation which wishes to exploit the mineral resources of Pandora, and the scientists led by Sigourney Weaver’s character who are studying the Na’vi people an d the exo-planet of Pandora from an academic perspective. The corporation is portrayed as greedy and imperialistic, having employed a private mercenary force to clear the area of the 18-foot tall natives. The teams of scientists in the avatar program entered the bodies of genetically grown Na’vi people and were able to use machines so that their consciousness transferred to the avatar bodies in a type of dream. The director Cameron filmed the actors in a digital blue-screen environment where the computers generated the characters through a very advanced, high-resolution form of animation. In this manner the use of actors to drive the shapes and sound of computer animation through virtual characters and imaginary landscapes built through CGI in production represents the talent of expression that actors such as Zoe Saldana

Bullying Essay Example for Free

Bullying Essay According to cyberbullying. org, cyber bullying can be defined as the harassment, humiliation, torment, embarrassment a child, preteen, or teen faces from another child, preteen, or teen. The perpetrator uses the Internet, interchangeable technologies, or even their cellular phones to carry out the illegal act. Those who are faced with such an issue should reach out and make their voices heard. Bullying by any means, is undoubtedly wrong and painful for those who are victimized by it the effects cyber bullying can have on a child or teen can be utterly dangerous or in some extreme cases, deadly. Quite recently, in the news, was a story about Rutgers University student, Tyler Clementi, committing suicide allegedly due to two students streaming a video of him and another male being intimate. The two students who live streamed and recorded Clementi were charged with two counts each of invasion of privacy. It is reported that 9 out of 10 gay children are harassed or bullied and are four times more likely to commit suicide than heterosexual children. In my high school, a dear friend of mine felled prey to cyber bullying. A group of classmates discovered a video online of a girl, who looked somewhat similar to my friend, in a sexual act. These classmates then went around the entire school, showed everyone the video, and attempted to convince students that the girl recorded was in fact my friend. However, the girl in the video and my friend had significant differences about them that made it clear to me that these bullies were simply targeting her based on their personal vendetta against her. As a result, unfortunately, my friend started missing many school days and later I discovered she was cutting not only her arms but her legs as well. Any type of bullying can lead to emotional distress, lack of self confidence, and thoughts of suicide; these effects could last a lifetime. According to bullyingstatistics. org and statistics from the I-safe  foundation, over half of adolescents and teens have been bullied online, and about the same number have engaged in cyber bullying. Countless amount of teens are unaware of the fact that the many things they post online, whether it be good or bad, can eventually come back and haunt them in the future, especially when applying for a job or college. What can truly be done about cyber bullying? Sadly, most incidents of cyber bullying go unreported; possibly because a great number of people don’t find the issue that big of a deal. In my opinion, cyber bullying can be averted by educating students on the matter, not only in schools but at home as well. Schools should set up programs and seminars educating students about bullying and its effects. The College of Mount Saint Vincent has taken the initiative of creating the counseling center where students can walk in and discuss any issues that their having with counselors who are more than willing to listen and offer their support. Parents should monitor their children and their actions. They should be conscious of who their children are talking to and who their friends are. For many like my friend and Tyler Clementi, cyber bullying has already taken a dramatic toll on their lives, but if more students come forth and speak on their experiences on the issue it is without a question that this horrific trend can  end.

Human Resource Management in the Public Office Essay Example for Free

Human Resource Management in the Public Office Essay Is money the most important incentive tool in the public sector? Is performance-based pay an effective way to motivate employees to be more productive? Discuss the positive and negative benefits associated with broadbanded pay systems. The public sector mainly deals with the economic and administrative delivery of goods and services from the government to the nation’s people. Such a role requires true commitment to service and to the objective of improving the general welfare of individuals. Moreover, public servants uphold such commitments with a unique set of priorities that are not centered on material and financial gains but rather on what their capabilities and achievements could contribute to others’ betterment. This ideal may just as easily set public servants apart from members of the labor force that render their services for profit. This in consideration, financial rewards may not be the top priority of public servants but it is definitely an effective incentive tool across sectors from private to public. A way of granting incentive to employees is thru performance-based pay. This compensation scheme entails salary increases and rewarding of bonuses to employees that were able to achieve or surpass the goals related to their scope of work. Under such a scheme, employees become more motivated to produce high quality service with the end goal of producing evidently positive results. At the same time, since such a scheme requires that the salary increase be justified by the exemplary performance of the employee, there would be less incidences of increases and promotions made on the mere basis of office politics. Once it becomes evident to employees that they now have an equal playing field, this would additionally motivate them to prove themselves worthy of recognition and incentives. In line with effective human resource management, public sectors are developing broadband pay systems, which essentially implement broad pay ranges to groupings formed on the basis of like duties while maintaining high flexibility in order to cater to the needs and demands of a diverse workforce. Such pay systems may pose both advantages and disadvantages to the employees and agencies. An example of advantages to the employees is that the method of grouping may provide an opportunity for their positions to be reclassified to a higher grade as indicated by the complexity and breadth of their responsibilities. This would probably work in the favor of an employee who handles several tasks that are usually performed by more than one person in some offices. Another advantage is for the part of government offices because by utilizing high technology and efficient information systems to implement the broadband pay mechanisms, an optimized data gathering method shall be in place and process will be systematized. This would ultimately lead to more practical and efficient use of available human and financial resources, and big cumulative savings for the government. On the other hand, a disadvantage for the agencies could be that negotiations on job classifications or groupings might require them to disclose to labor unions sensitive information that might result to operational security concerns. How can an organization utilize employee benefits as part of its recruitment and retention efforts? How can an organization’s commitment to learning result in lower worker turnover? How do issues related to employee benefits and learning affect worker performance? Human resource is the best asset that any establishment could possibly have. Every day, a great number of organizations and establishments rise up or crumble by the excellence or mediocrity of their employees. In fact, any institution may employ the best possible technologies and may even be in the most dynamic and progressive industry but all these would not make the business a success if without talented and skillful employees. Thus to ensure the best possible recruits and the capacity to retain the most seasoned and esteemed talents, organizations build attractive compensation packages and employee development programs. By nurturing employees under these development programs and with attractive rewards, organizations hope to keep the loyalty of their talent pool and add new recruits that possess the same aptitude and skills. All these steps are taken by organizations under the knowledge that all employees would base their employer preferences that cater to their needs and growth t he most. Furthermore, these needs and growth expectations must be taken to mean not just financial benefits but more importantly how the organization could enrich one’s talents and allow him or her to maximize potentials. In order to nurture its talent pool, organizations may enroll their employees to various classes that teach or further establish the knowledge that they have related to the tasks that they perform in the office. Through these classes, employees develop a sense of fulfillment and satisfaction because they find that they are able to tap in to more of their potentials. Thus, with the knowledge that there are more things that they could learn and do, they find that they also have more to offer the organization that they are part of. By allowing their employees to grow into high potential individuals, organizations not only keep their employees loyal and their turnover rates low, they also gain from the enriched talents and skills that their human resources apply in their day to day work. An organization’s spending on training and development programs for its employees is part of its human resource investment. As with products sold in banks or stock market, or purchases of equipments by production companies, expenses incurred by organizations related to employee training are acknowledged with the expectation that they will bring forth returns to the organization by way of improved employee performances that lead to better working processes and achievement of the organization’s vision and mission. Pershing, Stolovitch, and Keeps (2006) further support the relationship between employee performance and learning by stating that the latter allows the workforce to become more connected to the organization through an increased knowledge of how better he could be of service, and that the nurturing process offered to these employees allow them to be better prepared for changes and more open to process improvements. In essence, all employees are practical individuals in that they stay in the organization that appreciate them the most and reward them sufficiently for the quality of work that they render. It is with this knowledge that organizations build progressive employee benefit and retention programs. These organizations know all too well that employees perform best under development and reward programs that offer holistic growth. Such growth pertains to several factors in the lives of an individual. Compare and contrast the difference in terminating workers in public organizations versus private companies? What at the implications of at-will employment for public sector workers? One of the major differences between public organizations and private companies is the objective or mission with which their workforce operates. As established earlier, public sector workers can be largely considered as volunteers for social, economic, and even political causes whereas the workforce of private companies are mostly there for profitable gains. This in mind, the mere concept of a decrease in the workforce in the public sector poses several challenges because it may not be easy for the organization to come by public servants who are willing to work for the same cause. One way in which the workforce of any institution is reduced is thru employee termination. Termination is the process by which the organization puts a stop to an individual’s membership or service to the organization against his or her will. There are various reasons why termination is imposed on an individual. It may be that the employee has violated certain organizational policies or ethical standards, or rendered unsatisfactory job performance, or may even have been because he or she had a conflict with his or her supervisor. On the other hand, the employee may also be subject to termination when the company undergoes a restructuring phase that necessitated downsizing in its workforce, or if the employee’s responsibilities have been found to be redundant. Employee termination occurs in both public and private offices but there are some notable differences. One such difference is that employees of private companies are often hired under contract whereas those working in public offices are often employed at-will, meaning that they do not have a formal employment contract binding him or her and the employer. Although all employees are protected by labor laws, employees in the public sector are more vulnerable to termination because of the at-will nature of their employment.

Roles and Responsibilities of the Newly Qualified Nurse

Roles and Responsibilities of the Newly Qualified Nurse The aim of this essay is to explore and discuss important aspects of the roles and responsibilities of the newly qualified nurse. It will discuss an overview of different type of roles and responsibilities including transition. The roles and responsibilities of a qualified nurse include essential professional skills such as leading in care management and care delivery situations as well as maintaining standards of care. The focus of the essay will be on two chosen roles of newly qualified nurses (delegation and patient group direction). It will discuss the meaning of these concepts and their importance for nurses, and provide some practical contextual examples. It will also discuss the rational of chosen roles A new qualified nurse expected to be competent to work in all environments and situations. This emerging health care system requires a registered Nurse workforce at all levels post initial registration capable of critical reflective thinking in order to create this system. With registration comes a shift in professional accountability together with wider clinical management and teaching responsibilities. On becoming a qualified nurse, the expectations and dynamics of relationships changes fundamentally. Suddenly the newly qualified nurse is the one who must know the answer whether it is a query from a patient, a career, a work colleague or a student. The newly qualified nurse will encounter many challenging situations where she or he must lead care delivery. This includes dealing with care management within the team, dealing with patients/service users, dealing with other professionals, and dealing with the required needs of the whole workplace environment. The NMC requires a student nurse to demonstrate professional and ethical practice, be competent in care delivery and care management and show personal and professional development in order to join the register NMC (2010). It is recognized that nurses should be provided with some form of preceptorship and supervision in their role for a period of four months time NMC (2006)) once qualified. Even in this period of preceptorship, there are new expectations and challenges faced by the newly qualified nurse. Mooney (2007) found that newly qualified nurses were faced with assumptions from others that they should know everything. This was also a high expectation they had of themselves. In meeting the NMC standards of proficiency the nurse should have demonstrated the relevant knowledge and skills in order to practise in their career. However, it is important to recognise that not every nurse knows everything about everything in their career especially if they are practising in highly specialized fields. What they need is to be able to develop and adapt to changing situations. Therefore, for the nurse it is impossible to know everything but they should have developed the skills to find out relevant information, reflect on it, and apply this to their practice. In essence they should have learned how to learn. There is a great deal to be learned once qualified, especially related to a nurses new area of work and a good deal of the development needs to take place on the job. The study by Jackson. K (2005) suggested that a successful transition requires the nurse to develop a self-image relevant to the change in status to be able to do the job and that they meet the expectations with others with appropriate support. Mooney (2007) also points out that the duties faced by most newly qualified nurses were not patient contact centred. There were a lot of duties related to contacting and dealing with other professionals and services. These brought anxieties related to the responsibilities that might be faced as the nurses would become increasingly senior in their roles with others expecting them to provide the actions and the answers in complex situations. This highlights how the experience of nursing of transition from student to newly qualified nurse can be daunting. In the current environment there is an expectation that nurses have a preceptor one qualifying for aid in these transitions but the literature still suggests there is a difficulty in the transit ion process for such professionals. Hole. J, (2009) found that individual accountability, delegating duties without appearing bossy and some challenging clinical situations such as death and dying and specialised technological roles were found to be stressful by qualifying nurses. Issues of the preceptorship of newly qualified nurses become apparent and important in dealing with the transition from supervised student to autonomous practitioner. The approach taken throughout the rest of this essay will be to provide a discussion of the main theories, concepts, and issues related to the roles and responsibilities of delegation and PGD for newly qualified nurses. It will discuss the meaning of these concepts and their importance for nurses, and provide some practical contextual examples. The rational of choosing these two roles are because: Firstly delegation is a huge newly qualified nurses concern. According Hole. J, (2005) newly qualified nurses are not capable to delegate tasks to someone else and they end up overloading themselves. This is because an accountability issue or not knowing the staffs well as they is new to the ward. Secondly, it is a legal requirement that newly qualified nurses need to have knowledge of PGDs in order to work within legal and ethical frameworks that underpin safe and effective medicines management NMC (2010). For this reason, I personally was interested and picked them to discuss in order to develop my understanding and prepare me to successfully make the transition from student nurse to a registered professional. Delegation is the process by which responsibility and authority for performing a task is transferred to another individual who accepts that authority and responsibility. Although the delegator remains accountable for the task, the delegate is also accountable to the delegator for the responsibilities assumed. Delegation can help others to develop or enhance their skills, promotes teamwork and improves productivity Sollivan.E.J et al (2009). Therefore, delegation is the area where newly qualified staff experience huge difficulties. Often they do not feel confident enough to ask someone else to do something for them. Consequently, they try to do all of the work themselves and end up leaving late or providing less than adequate standards of care. Other members of staff will not mind if they delegate tasks to them, as long as they apply the basic rules such as ensuring that it is something they are competent to do. When delegating, the delegator remain responsible for that care if he/she do not delegate appropriately as stated by NMC (2008). It is also important that the delegator explained clearly what it is he/she want them to do and why because he/she might genuinely busy or is it just something that he/she does not want to do. Hole.J, (2005) explained that As long as he/she asks the other member of staff in a courteous manner and stick to the rules, there will be few problems. However, there may always be someone who has the potential to react in a negative way to his/her request. These people are often known for this type of behaviour and it should be dealt with swiftly by their manager. This type of reaction experience should be discussed with the member of staff or if he/she not feels confident enough to do this, he/she should talk to the manager. As mention above this will be a difficult skill for a newly qualified nurse especially at first. They will need to get to know the other staff before they will feel truly comfortable delegating to others in the team. They may feel guilty about asking others to do tasks which they feel that they should be doing themselves. What they need to realise is that they cannot possibly do everything themselves and that they will need to work as a team in order to deliver good patient care. The new qualified nurses may well feel that they cannot ask others especially HCAs who have worked on the ward for years to do things for them. The nurse will probably feel self-conscious and embarrassed. The answer is that it is not what the nurse asks them to do that are important. It is how he/she asks them. Good communication is the key to successful delegation. The nurse should take a few minutes to discuss with the HCA/student with whom he/she is working who will be doing what during that shift. Share the workload and be realistic. Therefore the newly qualified nurses must not overload themselves with care they do not really think they can give. The member of staff would rather know what their workload is at the beginning of the shift so that they can organise their time effectively. If the delegator has to ask them to take on extra work during the shift, they will find this difficult. So the delegator should keep communicating with them during the shift, and if he/she is held up with relatives or an acutely ill patient, he/she should tell them and explain that he/she will try to help them as soon as possible. When the new qualified nurses are delegating, it is important to ensure that this is appropriate as it is their responsibility to ensure that the member of staff to whom they delegate is competent to perform the task. This means that if they delegate a task to a member of staff who is not competent and they perform the task wrongly, they are accountable for the harm caused to the patient. Although the member of staff responsible, they remain accountable. For example, they cannot assume that the HCA/student with whom they are working is competent in the skill of measuring and recording a patients blood pressure. Just because the member of staff has worked on that ward for a period of time, this does not mean that they have been taught correctly. They must assess their competence to perform the task before they allow them to do this independently. They can then justify their delegation of that skill if necessary. Patient Group Direction (PGD) is a written instruction for the supply and/or administration of a licensed medicine (medicines) in an identified clinical situation signed by a doctor or a dentist and pharmacist. It applies to a group of patients who may not be individually identified before presenting for treatment NPC (2009), page 11. In simple terms, a PGD is the supply and/or administration of a specified medicine or medicines by named authorised health professionals for a group of patients requiring treatment for the condition described in the PGD. The health professional must be registered. Implementing PGDs may be appropriate both in circumstances where groups of patients may not have been previously identified for example, minor injuries and first contact services and in services where assessment and treatment follows a clearly predictable pattern such as immunisation, family planning and so on. Professionals using a PGD must be registered or equivalent members of their profession and act within their appropriate code of professional conduct. This differs from supplementary prescribers and independent prescribers who must also successfully complete specific prescribing training and be appropriately registered before they may prescribe. However, organisations using PGDs must designate an appropriate person within the organisation. For example, a clinical supervisor, line manager or General Practitioner to ensure that only fully competent, qualified and trained healthcare professionals use PGDs. Individual practitioners using a PGD must be named A Patient Group Direction allows specified registered healthcare professionals to supply or administer a medicine directly to a patient with an identified clinical condition without him/her necessarily seeing a prescriber. So, patients may present directly to health care professionals using PGDs in their services without seeing a doctor. Alternatively, the patient may have been referred by a doctor to another service. Whichever way the patient presents, the healthcare professional working within the PGD is responsible for assessing that the patient fits the criteria set out in the PGD. In general, a PGD is not meant to be a long-term means of managing a patients clinical condition. This is best achieved by a health care professional prescribing for an individual patient on a one-to-one basis. Before a healthcare professional can use a PGD, he/she must be named and have signed the PGD documentation. This generally takes the form of signatures and names on a list or individual forms that are attached to the PGD itself or held by the service or organisation. Employees of NHS organisations authorising a PGD generally have indemnity attached to their status as an employee. This may also apply to non-NHS organisations. However, the organisations and employees involved should always check that this is the case. If the professional is not directly employed by the organisation, he/she still needs to be assessed as competent to use the PGD and must have his/her own relevant professional indemnity or insurance. These issues have implications for service delivery when new staff begins, or agency staff are covering services. They may not be able to work under a PGD immediately or may be excluded because of their employment status. Service managers need to be aware of these issues and plan service delivery to accommodate them. The use of PGDs is widespread throughout the NHS and since April 2003, some non-NHS organisations have been able to use them suggested by NPC (2009). Organisations must ensure that staff responsible for the development / implementation of PGDs and those authorised to work under PGDs have the experience, knowledge and skills necessary to do so. Unlike supplementary prescribers, nurse independent prescribers and healthcare professionals using PGDs do not have to become specifically qualified to do so. But they must be assessed by their organisations as fully competent, qualified and trained to operate within a PGD. A suitably competent and experienced healthcare professional who will be working under the PGD should be involved in the writing of the PGD, to ensure that the PGD meets the needs of the service. The role by RCN (2004) proposes that the registered nurse must be assessed as competent in medicines administration, Must be trained to operate within a PGDMust follow the 6 Rs of medicines administration Usually need to be qualified for at least 6 months Must assess the patient to ensure they fit the criteria as detailed in the PGD Must ensure the PGD meets the necessary legal requirements Cannot delegate the supplying/dispensing or administration stage to another registered nurse or student nurse. There is no specific national training for healthcare professionals producing PGDs The newly qualified nurses are not expected to be able to operate under a PGD until competent in medicines administration. However, they need to have knowledge of PGDs for their patient safety. For example, if patient under PGD admitted to the ward, the nurse must ensure that the medicines not stopped. The NMC (2010) code of conduct outline that newly qualified nurses to be fully understood all methods of supplying medicines. This includes Medicines Act exemptions, patient group directions (PGDs), clinical management plans and other forms of prescribing. They are expected to demonstrate knowledge and application of the principles required for safe and effective supply and administration via a patient group direction including an understanding of role and accountability. And also demonstrate how to supply and administer via a patient group direction. The newly qualified nurses may be involved with PGDs such as assisting and identifying areas where a PGD would offer more benefits than a PSD, understand the principles and processes of PGDs and be fully conversant with all the principles associated with dispensing and administering medicines they may also be working in a variety of settings where PGDs are used for example prison health care setting, nurse led service, walk in centres In my conclusion, I have learnt the roles and responsibilities of newly qualified nurses and I have developed skills and professional knowledge to work effectively with others. The NMC (2010) code of conduct helped me how the laws and policies are set up to ensure safe and effective delivery of care given to service users under a patient group direction. I am now prepared for the challenges I will face on being a newly qualified nurse by providing the knowledge and skills required to become effective and accountable practitioners. Clinical decisions will still have to be made in relation to meeting the needs of the people within my care. However, becoming a qualified nurse brings with its wider responsibilities in making and taking decisions related to the nursing team, other staff, and the work environment as a whole. These changes require a large shift from the experience of being a student and a mentored supervised learner, so it is essential that I am equipped with all the skills required to successfully make the transition.

The Character of Mademoiselle Loisel in Maupassants The Necklace Essa

The Character of Mademoiselle Loisel in Maupassant's The Necklace      Ã‚  Ã‚  Ã‚  Ã‚   Opportunity presents itself in various ways.   Sometimes, it accompanies adversity; sometimes, it occurs amid life's brightest moments.   Although working through adversity may be difficult, doing so may provide an individual with chances to grow, to gain responsibility, and to improve self-esteem.   Guy de Maupassant's "The Necklace" remarkably demonstrates how misfortune can lead to the improvement of a human being.   Before her misadventure, the protagonist Mme. Loisel is a discontented homemaker with little self-confidence; through her adverse experiences, however, she learns to accept her circumstances, thereby improving her character.   Ã‚  Ã‚  Ã‚  Ã‚   Until the time of her mishap, Mme. Loisel expresses ardent dissatisfaction with many (if not most) areas of her life; discontent defines her character.   Her lofty expectations cause her to believe that, because she is beautiful, she deserves the "best" that life has to offer, but the reality of her situation greatly troubles her.   She should have a prestigious husband, yet "she let herself be married to a little clerk" (de Maupassant 46).   Mme. Loisel thinks that she deserves to reside in an elegant home, but instead she "suffer[s] from the poverty of her dwelling"(46).   She longs for "delicate furniture" and experiences "torture" from the look of her "worn-out chairs" (46, 47).   Mme. Loisel is even dissatisfied with her cuisine; while her husband dutifully compliments her cooking, she dreams of "dainty dinners" and "delicious dishes served on marvelous plates" (47).   Truly, this woman finds little in her life which brings joy or ev en contentment.   Ã‚  Ã‚  Ã‚  Ã‚   Such discontentment negativel... ..., socially-dictated woman.   Ã‚  Ã‚  Ã‚  Ã‚   Mme. Loisel's adversity provides her with an opportunity to better herself.   Had she not lost the necklace, Mme. Loisel may have never relinquished the lofty (but unrealistic and shallow) expectations she had of herself and her husband.   Most likely, she would have spent the rest of her life as an unhappy, discontented woman.   Instead, Mme. Loisel receives a chance to begin again with a clean slate and a more positive attitude.   Finally, Mme. Loisel realizes that her adversity has helped her by forcing her to grow up-to appreciate what she has rather than what she does not and to realize that little in this life comes without hard work. Works Cited: Maupassant, Guy de. The Necklace. Washington: Renton, 1995-97. B&L Associates. 29 March 2003 .      

Dale :: essays research papers

Earnhardt dies following Daytona 500 accident DAYTONA BEACH, Fla. -- Seven-time NASCAR Winston Cup champion Dale Earnhardt, 49, was fatally injured Sunday in a multi-car accident on the final lap of the 43rd Daytona 500 at Daytona International Speedway. "NASCAR has lost its greatest driver," said NASCAR Chairman of the Board Bill France, who himself is recovering from life threatening illnesses, "and I personally have lost a great friend." His wife Teresa was at his side at the time of death. Dr. Steve Bohannon, emergency trauma surgeon who was on one of the ambulances that responded, said, "My speculation would be head injuries, basically to the base of the skull." Earnhardt, who won the 1998 Daytona 500, was unconscious when he was cut from his No. 3 Richard Childress Racing Chevrolet after the accident between Turns 3 and 4 of the 2.5-mile speedway as a tangled pack of cars raced to the checkered flag. He was immediately transported to Halifax, less than one-mile from the speedway. "I don’t know what to say. This is incredible, just incredible. I think everybody is just in shock right now. "I didn’t see much of what happened up there (in the fourth turn). After the race was over, I heard things didn’t look very good but, man, Earnhardt. You figure he’ll bounce right back," said Jeremy Mayfield, driver of the No. 12 Penske Ford. Your first thought is, hey, he’ll probably come back next week at Rockingham and beat us all. "My heart goes out to Theresa and Dale, Jr., Kerry and Kelly, and to Taylor Nicole." Earnhardt was pronounced dead while his driver, Michael Waltrip, was being interviewed in the Daytona press box after his first career victory in 463 starts. In the accident, Ken Schrader's No. 36 Pontiac was pinned against the outside wall by Earnhardt's out-of-control No. 3 Richard Childress Racing Chevrolet, which came from a lower lane on the 31-degree banked turn. "I don't know what happened -- all of a sudden we were all crashing," said Schrader, who was unhurt in the accident. "I guess someone got into Dale because Dale got into me and then we went up. We hit pretty hard and Dale hit harder." Schrader tried to visit Earnhardt's car after the accident ended, but quickly left the area. I didn't get to talk to Dale," Schrader said of his escape. "I went over there and then they (safety workers) got there real quick, so I got the hell out of the way.

Mesopotamia, Egypt And The Hebrews :: essays research papers fc

October 10th, 1994 Mesopotamia, Egypt and the Hebrews Their development from the 3rd millennium to 2nd C.E. When the canonization of the Hebrew Holy ("TaNaKh") took place. Frank Mancini irg@ix.netcom.com MESOPOTAMIA Mesopotamia was the land of four primary civilizations: the Sumerian, the Akkadians, the Babylonian and the Assyrians. The Hebrews, like the Akkadians, belong to a group of people known as Semites and from there we can see the influence of Mesopotamian culture in some of the Hebrews traditions. During the same time, civilization began in Egypt, and there can be seen a distinct difference in the social, religious and political system from Mesopotamia; that the link between the two civilizations are the Hebrews, and although no historical records are available aside from the Holy Scriptures, it is believed that the Hebrews settled in Egypt during the era of Hyksos domination in the seventeenth century B.C.E. These three civilizations to be discussed were the foundation of today's society and provided the common era with concrete religious beliefs still practiced today. Evidence of the mechanics on the evolution of social, religious and political values, as well as the fluctuating development of the role of women then and now, are present in these documents, beginning with the oldest document which is most likely the Epic of Gilgamesh, first passed on by word of mouth and later recorded by the Sumerians around the third millennium and finally edited and written down in cuneiform by the Babylonians. This legend appears to have been used by all the civilizations in Mesopotamia in order to satisfy the need to know why we die and to justify the instincts that drove the people of these societies to war, to kill and to control as a must for survival. The gods were the only outlet available to justify such behavior to grant permission to rule, to kill and subdue the weak. The Epic of Gilgamesh does just that: It serves as a model for the warrior, the king and the tragic hero and the standards for divine right, friendship, brotherhood and loyalty. Finally, it becomes evident from the beginning of a higher consciousness that justifies love, brotherhood and loyalty in the midst of this need for war and gods. The Epic is divided into seven main parts: the "Coming of Enkidu", the "Forest Journey", "Ishtar", the "Search for Everlasting Life", the "Story of the Flood", the "Return", and the "Death of Gilgamesh". The Creation of life was, and is, a mystery and therefore must be justified as it shows in the "Coming of Enkidu", where he was created by Aruru by dipping "her hands in water and pinching off clay" (EOG 62).

International Retail Buying & Merchandising

International Fashion Branding International Retail Buying & Merchandising ‘Evaluate the various buying structures that exist in order to support a retail buying function and the impact of these buying structures on the roles and responsibilities of the retail buyer. Use illustrative examples to support your answer. ’ Within the retail environment customer satisfaction and company profitability are a crucial consideration in the merchandise choice of the buyer (Diamond & Pintel, 2008).The range of the buyer’s duties will depend on the size of the business and can be seen as three main buying approaches; centralised, decentralised and a combination of the two. Throughout this essay the buying structures will be explored in depth and the advantages and disadvantages of each will be underlined. The difference between these three approaches will highlight further the roles and responsibilities of the retail buyer and how they change depending on the type of organisati on. The buyer’s role within the retail sector is an extremely crucial one.A fashion buyer selects a range of products targeted at a specific clientele within a certain price range to hopefully gain profit for a retail company (Kang, 1999). Therefore getting the merchandise collection correct has been described as ‘the engine of success’ within retailing (Aufreiter et al. , 1993). A successful buyer requires a variety of skills including communication, calculation, analysing market positions, the power of negotiation and should also be creative (Varley, 2005).There are three roles of a buyer as stated by Hirshman and Stampfl (1980), firstly as a change agent where the buyer inspires the consumer to consider purchasing new and exciting goods, secondly as a gatekeeper where the buyer will coordinate the movement of the product from supplier directly to the customer. Finally the opinion leader role will encourage the customer’s outlook however this does not ne cessarily result in a direct purchase from the company.The key activities which a retail buyer must carry out are as follows; analysis of market opportunity which helps understand consumer buying behaviour, the creation of a merchandise plan which will incorporate a range of goods and merchandise within that category. The buyer needs to then select and build a solid relationship with a supplier to give the business a competitive advantage. The development of the product will ensure an exclusive feel of the brand, precisely tailored to meet the desires of the retailer and their customer. These goods will then me packaged, presented and promoted accordingly (Fernie et al. 2003). The buying role can differ between companies due to the size of the organisation, the budget allocated, classification of merchandise, the number of employees and where the stores are located (Diamond & Pintel, 2008). These attributes clearly define the organisational structure that a business will use to appr oach the buying role. The first of the three approaches, which large chain stores favour, is a centralised structure. This is where a whole buying team are involved and all purchase decisions are made at Head Office.Usually buyers will have separate departments and select a specific product range, for example lingerie or footwear (Goworek, 2001). As the size of a company grows, the buyer’s role becomes more intense as they deal with larger sums of money, a greater number of products and competition increases. More staff is brought in to help spread the workload and this in turn separate the buying role from the marketing one. This can be perceived as a negative as buyers are required to be kept up to date with promotions and merchandising decisions (Rosenbloom, 1981).On the other hand, there any many advantages of buying taking place in Head Office over store level. Stores with full point-of-sale data capture systems can accumulate up to date information on sale trends and bu ying patterns for each item and store them to allow forecasts to be more precise. This helps provide buying power with the negotiation of supply prices and allows a single point of communication for supply base. Subsequently allocating more time to the buyer to analysis market trends and discovers new products for their customer.In short the cost of buying function is lower as economies of scale are achieved. Tighter quality control techniques can be applied to improve production and delivery performance whilst buying and stock control choices are levelled across all stores. This gives store managers the opportunity to focus on motivating their staff and the running of their store (McGolderick, 2002). However while centralised purchasing does have its advantages, it can occasionally not recognise the needs and variation in demand of an individual store as well as that of the store manager.With buyers working from Head Office quarters there is very little informal communication with the various units making ‘the organisation less adaptive to marketplace and environmental changes’ (Stampfl, 1978). Every store will have a different set of customers and product assortment. However as the retailer is not in control of buying the merchandise they must work with the allocated product from the central buying team (Wang, L, 2010). This in turn can demotivate managers at local levels as they feel their input or contribution to the buying activities is invalid.All buying teams within centralised structure main goals are to become the front runner in the marketplace. Marks and Spencer are one of the many chain stores which are constantly reviewing their buying strategy to ‘deliver lower stock levels, shorter lead times and greater flexibility’ (marksandspencer. com, 2013). Decentralised merchandising can be found within independent retailers selling products with stable demand. In such cases the store managers often take on the function of buying locally as well as many other numerous management roles.It is favoured when a number of decisions need to be made at store level based on customer’s needs. A well-known brand which takes this type of approach is Johnson & Johnson who offer a range of health care products. This is due to the various businesses they are involved in which have different customer desires. By having a diverse range of businesses, with more than 250 autonomous units, the company has managed to modernise and grow regardless of its size (Singer & Abelson, 2010). Giving store level management more opportunity to have an element of control over the buying for their stores.A method of enhancing customer service and the stores efficiency against the large companies who use the centralised method is to allow the small retailers to cater fully to their local product choice (Varley, 2005). A major plus of using a decentralised structure is the ability for a store to adapt to change within the local market without having to wait for the centralised buying team to give the go ahead. This can boost self-esteem of store managers as they feel they have a large contribution with the buying decisions.The CEO of Johnson & Johnson, William Weldon stated a negative with having a decentralised approach, the head of the company will have to gain a good deal of trust with their store managers to make the correct decisions. Having decisions spread out amongst the company can also lead to inconsistency across the organisation. Weldon also pointed out that by having a decentralised approach it allows his business to advance internationally. They count on local employees in overseas markets to make critical business decisions (Kokemuller, n. ). A combinative structure is the third approach that a retailer may adopt where the ability to purchase takes place at both central and local level. This may involve the central buyers buying the core lines for all the stores and products to suit local needs are bought in turn by local managers. This method has been utilised by international food retailers whose head office buy main brands sold in all stores. The local management are in control for obtaining goods from local suppliers in order to fulfil customer tastes.In 2001 Waitrose itself has encouraged the use of local produce by stocking over two thousand lines alongside other large chains such as Asda and Co-operative Group (Morrell, 2010). Another method used within this structure involves a centralised buying team who select a range of goods from which store level managers choose according to the desires of their consumers. Whilst this does not entirely give the opportunity for the store manager to select exact products for their outlet, it does allow them to have some say within the buying decisions.An example of this would be the franchise restaurant Subway, where their Head Office takes control of the marketing, menus and food quality but the store managers themselves take cont rol over matters such as hiring and training of staff (DuBrin, 2009). A further illustration would be the famous clothes apparel Benetton, who create a variety of styles. Although the individual licensee cannot buy from outside suppliers, the single units have the opportunity of selecting the clothes from the company that they believe will suit best with their customer (Diamond & Pintel, 2008).A combinative method fulfils the demands and expectations of customers through the organisations ability to buy centrally, prices are more competitive and the local taste is also met (Bruce, 2004). The roles and responsibilities of a retail buyer can vary in terms of what purchasing structure is used within a business. For a small organisation the buyer can be involved with the sales and promotional sides of the business whereas in large chain stores they have various positions at different levels such as buying directors, managers, buyers, buying assistants and trainees (Goworek, 2001).Single units opt for a decentralised buying approach where the store level management are responsible for all buying tasks. Shop owners operate their own store as they believe they could provide a tailored product and service specific to their customer. Independent stores generally sell one arrangement of products or restricted amounts of merchandise; this is purchased by the store level manager. Within single units the owner takes on many roles but with chains, that have hundreds of stores, the role of the buyer becomes more constrained and focused on purchasing (Diamond & Pintel, 2008).A crucial skill of the buying team within a centralised structure is to be efficient communicators as they are constantly speaking with suppliers and other departments. As the distance between stores increase, it becomes more challenging for a buyer to make frequent visits to each store. These units are controlled at Head Office with very limited contact occurring between buyer and store manager. The main focus being purchasing and communication is achieved through telephone and e-mail, information is also accumulated via electronic reports (Diamond & Pintel 2008).Within a smaller business the range of merchandise is usually wider, for example men’s business-wear which would include suits, shirts and ties. With large chain store such as Bhs and Oasis, buyers are given a more concentrated product range for instance men’s shirts. This in turn leads to further pressure to generate more sales for their specific department. In comparison to individual stores which acquire a more flexible buyer with a broader skill set to assist with quality control.The roles and responsibilities of a buyer within a combinative structure is a mixture between the buying department at Head Office purchasing the core lines of a range and the store manager’s contribution to providing the store with local good they believed to cater to needs of their customer. This could be difficult to ma nage as purchasing will take place at both levels, for this to be successful, the general manager and the buying team would need to communicate regular so that merchandise within the store was consistent.Overall a buying structure is needed in order to help support a retailing company deliver its market with a carefully selected product range, providing them with a competitive advantage and in turn hopefully generating profit. Three main approaches were evaluated and linked with different types of businesses which best suited them. Centralization is more broadly used by larger retailers such as chain stores; decentralization provides a structure for independent retailers and thirdly a combination of the two which takes elements of both of these to create a core line as well as using local produce.When companies are considering both the handling of data and of merchandise then the decision must be made as to which is the preferred method. A centralised approach allows organisations t o have a larger buying department with greater efficiency which becomes more focused on areas of purchasing. Some retailers see this as restricting as store managers have limited say within this process, therefore they opt for a more flexible method offered within the decentralised approach.After clear assessment of all three structures it was concluded that a combination of centralised and decentralised approaches would be an overall satisfactory method to put in place for most organisations as the main ranges within a retailer would be controlled by Head Office with an experienced buying department but also store level managers would contribute to the buying decisions as they had expertise with what the customer would desire. References Aufreiter, N. , N. Karch and C. Smith Shi (1993) ‘The engine of success in retailing’.McKinsey Quarterly, 3, 101-116. Bruce, M. (2004). The anatomy of retail buying. In: Butterworth-Heinemann, E International retail marketing : a case study approach . Oxford: Elsevier Ltd. 64-68. Diamond & Pintel. (2008). The Buyer's Role. In: Vernon R. A Retail Buying. 8th ed. New Jersey: Pearson Education Inc.. 3-32. DuBrin, A. (2009). Organizing. In: Calhoun, J and Acuna, M Essentials Of Management. 8th ed. Mason: South-Western Cengage Learning. 219-295. Fernie, J et al. (2003). Principles of Retailing. Oxford: Butterworth-Heinemann. p145-150 Goworek, H. (2001).The Role of the Fashion Buyer. In: Blackwell Science Ltd Fashion Buying. Great Britain: DP Photsetting. 4-14. Hirschman, E. C. ; Stampfl, R. W. (1980). Roles of retailing in the diffusion of popular culture: Microperspectives. Journal of Retailing 56 Kang, KY. (1999). Conceptual Framework: Retail Buying Process. In: Kang, KY Development of an Assortment Planning Model for Fashion Sensitive Products. 1-14. Kokemuller, N. (n. d). Decentralized Company Business Structure. Available: http://smallbusiness. chron. com/decentralized-company-business-structure-20629. tml. Marks and Spencer. (2013). Careers. Available: http://corporate. marksandspencer. com/mscareers/opportunities/head_office_roles/headoffice_buying. McGolderick, P. (2002). Product Selection and Buying. In: Alcock, T and Howell, C Retail Marketing. 2nd ed. Berkshire: McGraw-Hill Education. 279-301. Morrell, L. (2010). The benefits of local sourcing. Available: http://www. retail-week. com/in-business/supply-chain/the-benefits-of-local-sourcing/5010688. article. Rosenbloom, B (1981). Retail Marketing. New York: Random House. Singer, N and Abelson, R. (2010).After Recalls of Drugs, a Congressional Spotlight on J. ; J. ’s Chief. Available: http://www. nytimes. com/2010/09/29/business/29tylenol. html? pagewanted=all;_r=0. Stampfl, R. W (1978). Structural constrains, consumerism and the market concept, MSU Business Topics, 2 (4), 37-66. Varley, R. (2005). The Role of Product Retail Managers. In: Taylor and Francis Retail product management : buying and merchandising . 2nd ed. Oxon: Routl edge Ltd. 21-41. Wang, L. (2010). Buying committees in Chinese retail industry. Asia Pacific Journal of Marketing and Logistics. 22 (4), 492-511.

Policing: Police and Stakeholder Groups

connection policing is a method of enforcing the equity and ism establish on the erudition that quislingism and support of the inn and legal philosophy poop care reduce horror, the fear of abhorrence and to all(prenominal)eviate the complaisant worrys that lead to horror and. The fractions of the alliance attention to make suspects, to confine offenders, report offensives to honor of nature and to address the brotherly problems that lead to increase in the crime rates in the first place.Community policing advocates for organisational strategies that hold in conjunction- natural righteousness lift offnerships and problem- resolution methods, which seek to deal with the spry conditions that give organise to public recourse issues much(prenominal) as social inconvenience fear of crime and crime itself. at that place argon three gears of confederation policing coaction with the association, resolving the problem affecting the alliance and transmuteat ion of the law of nature organization (Trojanowicz & Bucqueroux, 1994). former(a) attributes of participation policing be partnership, in the flesh(predicate)ized approach, permanent, proactive, patrols and problem solving.Community partnerships refer to the collaboration between the natural law squash and the members of the biotic corporation they serve. These include individuals, private businesses, organizations, community groups, media, and other disposal agencies. It involves bringing in concert the law enforcers and various stakeholder groups together so that they develop solutions to the problems and build trust in the law of nature. These partnerships give the stakeholder groups an opportunity to input their ideas and computes into the patrol outgrowth this is done as part of community support and participation.Organizational Transformation involves the restructuring of the structure, selective information strategys, personnel, and management practices to ta ke in the community partnerships and problem solving. It seeks to reinvent the law departments, transform their leadership organizational culture, relationship with other stakeholder groups and agencies, service delivery, and improve the public perception of the guard. The transformation seeks to move away from the traditional app arnt horizon of police to a wear out force.An example is the shift from the traditional view that the police argon the principal government agency that enforces the law to the community policing view that police are community members and all the stakeholder groups are the police the police incumbents are just employed to dedicate their secure time to the duties of every community member (Palmiotto, 2000). Problem solving involves the engagement of the law enforcers and stakeholder groups in analyzing and identifying the problems and then developing take over effective responses.Trojanowicz et al. (1998) explains the SARA (scan, Analysis, chemical r eaction, and Assessment) model of problem solving which is applied in community policing projects. Scanning identifying the problems based on priorities. Analysis entails determination out the kn proclaim facts about the problem. Response entails coming up with solutions, which will permanently reduce incidences and extent of problems. Assessment get hold whether the problems hand changed, and establishing the outcome of the responses.Police subculture refers to a blank space where the police officers, instead of adhering to the set professed(prenominal) code of conduct, they come up with their own individual code of morals. They put obedience to their fellow colleagues first at the outgo of protecting and serving the community. Palmiotto (2000) describes it as the spicy curtain and some of its characteristics are cynicism, isolation from others, tribal/racist and social. This clannish brain results from three factors. First, police officers are the to a greater extent thanover real crime fighters and are soft identified beca employment of uniforms, badges and guns.Secondly, they accommodate a analogous way of life only police can understand police. They face the very(prenominal) challenges, risks, dangers, and rewards which the public do not postulate an idea. Lastly, that they are targets of criminals and perceive that various stakeholder groups such as concerned individuals, politicians and bureaucrats do not support them. It is true racist notions of authoritative communities dominate that police subculture. After the 1970s police reforms, there has been a gradual rise in minority officers. By middle 1990s, African American officers composed near of the force in Detroit, Washington, D. C. , and Atlanta.However, in states bid Miami, Hispanic and African American officers comprised 48 percent and 17 percent respectively (Walker, 1999). Supporters of these transformational efforts recommended that minority officers had less likelihood of culture force against minority suspects, and were less apt(predicate) to be biased against them. Further, they suggested that minority officers would gestate an improve connection with minority citizens. Indeed, studies energise proven that there exists major(ip) remnant in the attitudes of sportsmanlike officers and minority citizens, though only a small military issue of differences in actual behavior and slaying support been reported.Such other noteworthy differences are as well seen in the attitudes of minority and bloodless officers toward community policing policies. For instance, a research on police officers working in minority districts in New York City shows that minority officers had positive attitudes about the districts and citizens in the districts they worked. Compared to their white counterparts, it was found out that minority officers pick out a positive attitude towards the community policing initiatives and the society, (Walker, 1999). Besides th e race discrimination, there alike is the grammatical gender bias.With the steady rise in the number of womanish officers, there have been umteen theories advanced concerning the attitudes and conduct of males compared to distaff person officers. Those supporting the recruitment of more womanly officers argued that female persons would conduct themselves better verbally when intervention difficult circumstances, and would be less competitive. Those against the hiring of female officers put forward the fact that female officers were poor in handling aggressive situations, and faced greater risk resulting in the rise, in officer safety problem.Additionally, they repugn the capabilities of female officers arguing that they would be more like social workers than law enforcers would. Studies have indicated that there are no major variations in attitudes, performance, and on-job-conduct between male and female officers however, there is a subculture, which underscores the existenc e of gender discrimination (Palmiotto, 2000). These notions have eventually evolved to police subcultures, which are widely practiced by the police officers.These notions become practices because officers believe that they have the freedom and the right to act or make a judgment based on their own independent weft and thought. The police work usually draws individuals who are naturally dictatorial and guarded saucy recruits into the police force are socialise in the environment full of the subcultures leads to the development and adoption of these traits. Cynicism starts in the military-type police reproduction colleges and gradually rises with years of service escape of job satisfaction and promotions usually precipitates it (Trojanowicz & Bucqueroux, 1994).Some of these widespread subcultures are intimidation, offensive language, harassment, and unnecessary or excessive use of force. Others are the codes of secrecy and the cop code (Lawrence, 2010). In the codes of silence, the officer covers evidence, assaults a suspect, or breaks a law to implement another other officers all overlook or abet conflict of their professional code of ethics. A renowned incident of law transgression by the police officers is Rampart scandal in which many of Los Angeles Police Department officers prosecute in wanton shootings, assault, faking evidence and medicate trafficking (Lawrence, 2010).The cop code comes in when the society feels that the police officers do not rival their code of conduct it cultivates a whiz of mistrust and contempt of the police department. In minority areas, the public starts to view the police as a face for ethnic discrimination. Because of this, the community loses trust in police and refuses to in help them solve crimes and whitethorn sometimes culminate in riots. To dominate these embedded notions, a lot un rescindably to be done. Some mea veritables that can be used include controlling the everyday police work, raising the educati on standards for recruits, and alter training.It is widely argued that officers with elevateder education levels are better equipped to deal with the demanding duties of police officer, their conduct is better, are more believably to use alternatives to arrest, and more restrained in using force against suspects. This is clearly show in female and minority officers, where it has been proven that officers with higher education have a better view community policing and more positive attitude towards the citizens (Trojanowicz et al. 1998). Necessary reforms should be instituted and an independent, internal affairs monitoring system be put in place.Watchdogs and community organizations can help make sure that the police force is free of bollix and corruption. The professional code of conduct and ethics for police officers should be designed in such a way that it incorporates the customary principles of policing. According to Walker (1999), the code should incorporate three great a spects it should ensure equal protection for all in appall of race, gender, identity, or social status of the lawbreaker. The rein of law must apply to everyone including the law enforcers, and the police must be of high moral conduct greater than that of many members of the public.It should have checks and balances to prevent abuse of advocate and illegitimate use their power for personal gain. There should be clear guidelines on the use of force policies should limit the use of excessive force on deprive or non-dangerous criminals. There should be improved supervision and necessary disciplinary measures taken for the officers who contravene the professional code of conduct. In addition, psychological screenings and intensive screening of the backgrounds of probable police officers should be done to avoid officers with antisocial personalities (Walker, 1999).Community policing involves the police-stakeholder groups partnerships to identify and solve the crimes and social diso rders that affect the community through delivering police services and problem-solving tactics. It seeks to alleviate the fear of crime and ensure security and prosperity of the community. In implementing a community-policing program, the first step should be identifying and prioritizing the problems facing the community. The police subcultures play an important role as they can help to identify the possible drawbacks and causes of these problems.The mistrust in the police and few rogue individuals among the officers could be the cause and working on them could rise the social problems facing the community. The police subcultures also help to understand the challenges to community policing, to identify whether the actual policing is taking place and to determine the future trends of community policing. The existence of a subculture shows that officers have several attitudes, values, and beliefs that are unwashed to them. These practices, attitude, values, and beliefs are passed fr om officer to officer via the process of socialization.These subcultures can aid in implementing community policing in that if the staffing, instruction, and on-the-street experiences of in the altogether recruits that socialize them into the police subculture are positive, the whole police force gradually becomes transformed positively. They can help to build a positive motion picture of the police force. By creating, the trust of community members in the police, they will lead to new collaborations in the betterment of the community welfare, and community policing as a whole.