Sustainable Agricultural System for Cities Research Paper

Sustainable Agricultural System for Cities - Research Paper Example Therefore, food insecurity could become a daily phenomenon to those who are already experiencing shortage of food supply or had serious lack of it in any given time of the year. When food insecurity occurs in a given household it affects children, adults, family members, and in general any given community in the US. According to Economic Research Service (ERS), more than 85% or close to 102 million households in the US had not food insecurity problem in the year 2011. In the US food insecurity occurs when household do not have enough money to buy the food they need for normal sustenance. ERS states that close to 15% or 18 million households in the US falls under the category of food insecure households for the year 2011. Another 9% or around 11 million households in the US had suffered a lower level of food insecurity in 2011 according to the same research agency. Those categorized in this group were better off that the above food insecure group because their case was shortage of food for lack of having enough money and were able to make up for the shortage by relying on federal food assistance programs and by obtaining emergency food from various charitable outlets and pantries. There was also another group labeled as very low food security group that numbers around 7 million and made up 5.9% of the population and such households could have experienced hunger at some time in the year 2011, due to lack of their own resources to obtain the required food supply. Furthermore, it is possible to look at the food insecurity by the number of people who lived in households afflicted by such problems, where around 50 million people had lived in households labeled as food insecure, another 12 million people had lived in a highly food insecure households, while between 8 and 9 million children had lived in food insecure households in the year 2011. This particular program helps around 40

Situation of the local baths Essay Example for Free

Situation of the local baths Essay I am deeply honored to correspond with the local council regarding the situation of the local baths. It is also a privilege to interact and work hand in hand with the proper authorities concerning this matter. Through this one, I can be a good servant then. A question can be asked in any moment regarding the safety of the local baths. Will there be a guaranty concerning its safety? Is it complete with safety precautions? Well, every persons primary concern in going to the local baths is safety for their life and limb. Normally, it would be the responsibility of the management of local baths to make sure that every person will be guaranteed complete safety. Indeed, it is my duty to correspond with the over-all local council in dealing with this very important matter. I just hope that my recommendations will be given enough attention for appropriate review. It is a common knowledge that high tides are a hazard to the swimmers especially during Christmas and New Year season. It will prevent them from enjoying their stay in the establishment. Others are also concerned in the availability of safety precautions in whatever kind for them to be safe. Heavy tides in the sea tend to break over the cemented barrier or any barrier found in the area that will cause a back swell causing swimmers to be dragged over the northern promenade into the ocean. Is it not dangerous? That is why effective safety precautions were incorporated into the local baths to prevent any damage. I have taken so many safety precautions then. It include placing warning signs in prominent positions and installing a safety chain across the northern area. The safety chain serves to keep the people from going too far from the northern side of the pool that is known to be dangerous. Aside from that, a loud speaker system has been built in order to regularly warn any person using the pool to avoid any damage. The loudspeaker was useful because it reaches people staying in the northern poolside. There is also an organized storage of safety and rescue equipment being placed in an accesible position. However, dangers cannot be avoided in any time. This is so because high tides in the sea cannot just be controlled by human power without exerting extraordinary efforts. The problem was not so alarming until one incident happened that made the management uneasy. In this particular year, a peculiar thing happened that causes alarm to the people. What happened was that when the north-easterly swell and winds have created very heavy surf, some people are affected by it. That happened during the last Saturday of December. At that time, I boldly announced over the loudspeaker system that waves breaking onto the poolside are very dangerous. With all diligence, I gave instructions to the people in the swimming pool area to leave the northern end of the pool. That was one way of doing all my efforts together with the other employees to avoid damages due to the surf. Despite the announcement that was given to the effect that no one should stay in the northern end of the pool, three people have refused to move from the same. They ignored the instruction that was given for their benefit. That was indeed problematic and dangerous. As I walked towards the three people, a very large wave drags them back into the dangerous surf. I was shocked but tried to control myself to be able to face the situation appropriately. In fact, I voluntarily tried to radio for the surf and rescue helicopter for immediate actions. As a result, two people are rescued without any harm except the third person who was seriously injured due to the large wave that struck him. With this point at hand, there is a need to overhaul the system of operating the local baths in the area of safety. There are so many factors that causes the injuries of the swimmers in the pool. These things may have something to do with the negligence of the management and even on the side of the swimmers. The loudspeaker system is not so effective. While it was true that the swimmers were given announcements whenever there is danger, but that was not enough. Hence, what is really needed was trained lifeguards that are present in the poolside area. Lifeguards are trained employees that are responsible for the safety of the people while present in a recreational water areas. Generally, lifeguards are the people who observe swimming activities, anticipate problems and identify emergencies, give immediate first aid and report incidents in the sea (â€Å"Lifeguards†, 2007, p. 1). Therefore, it is respectfully recommended that trained lifeguards be hired to be able to make the operation of the local baths more safe and productive. The rationale of the recommendation is to give credence to the fact that hiring additional people is more logical than allowing any serious injuries and even death to happen. The presence of the lifeguards will surely prevent any accident in the local baths whether swimmers are obedient when there are announced instructions through loudspeaker system or hardheaded for that matter. In line with these, lifeguards must be trained with respect to basic techniques, rescue, aquatic injuries first aid lessons and effective coordination during emergency situations. Aside from that, the course of their training must include observation and scanning ability in the swimming pool area. The local baths needs men to do surveillance to avoid the slightest hint of any dangerous surf and heavy winds. In effect, lifeguards can do uninterrupted supervision while swimmers are enjoying in the pool especially in the most dangerous area. Finally, for the local council to approve this recommendation, it is respectfully submitted that the management of the local baths under my leadership will fully execute the policies and regulation for a positive result.

Observing the Positive Side of the Medical Profession Essay -- Medical

People who decide to become medical doctors need to make several sacrifices. The training to become a doctor is long and difficult. Furthermore, it does not end with school because doctors are required to learn about new problems and advances in the field of medical science for the rest of their lives. However, there is a positive side in becoming a doctor. It is not just about learning complicated procedures and going through rigorous training. Being a doctor means that a person is required to nurture the positive fundamental characteristics of the human mind. Doctors have to be truthful, both to their patients and their patients' relatives. They need to be above discrimination. If a doctor practices medicine with a correct attitude and respect towards the oaths taken, that person has an opportunity to develop all positive qualities of a human being and improve people's living standards without sacrificing their own. Becoming an expert in the field of medicine is a long process that will turn away most people, particularly because doctors gain their abilities exclusively by practicing on other people. â€Å"The moral burden of practicing on people is always with us, but for the most part unspoken† (Gawade, 2003). Besides the moral burden that is created by practicing on others, when their lives might depend on the doctor's skills, doctors need to constantly keep up with the advances in the field. In addition, they need to adapt to different patients constantly. Even if there are no advances in the medical field, the doctor must always remain flexible and accept that something unexpected might happen at any given moment. Atul Gawade (2003) states that the incredible pace of advances in medicine do not always keep up with the advances... ...cause no other field is so closely connected to human well-being and life. However, according to Carola Eisenberg (1986), â€Å"What we do as doctors, most of the time, is deeply gratifying, whatever the mix of patient care, research, and teaching in our individual careers. I cannot imagine a more satisfying calling. Let us make sure out students hear that message from us†. In the final part of the UCLA medical oath, the doctor states, â€Å"In being true to this oath, I will preserve the finest traditions of medicine and science, and enjoy and conduct my life, my profession, and my art to the fullest† (Robinson & Parker, 1995). Doctors do not give up their lives to help others. Doctors swear that they will live their life and art to the fullest. And there is no greater satisfaction in life other than when a person lives both his professional and personal life to the fullest.

History of Microsoft :: essays research papers

History of Microsoft   Ã‚  Ã‚  Ã‚  Ã‚  My research paper is going to be on whether or not Microsoft should be broken up by the Justice Department. In order to understand what is going on in the trial, you need to know the history of Microsoft. Without knowing the history of Microsoft, there would be no way of forming an accurate opinion of whether Microsoft should be broken up or not.   Ã‚  Ã‚  Ã‚  Ã‚  Microsoft first came into existence in 1975 and was founded by William H. Gates III(Bill Gates) and Paul Allen. The first product that they produced was the first version of the BASIC programming language for the Altair, which was the first personal computer. Microsoft then licensed BASIC to other companies, such as Apple Computer, Commodore, and Tandy Corporation. In 1977, Microsoft released its second language product, Microsoft FORTRAN.   Ã‚  Ã‚  Ã‚  Ã‚  Microsoft got its biggest break in 1980, when IBM chose Microsoft to write the operating system for the IBM PC personal computer. This was historically the biggest turning point for Microsoft. When the deal was made, Microsoft didn’t yet have an operating system to sell to IBM. Microsoft then purchased an operating system from a Seattle programmer and renamed it MS-DOS(Microsoft Disk Operating System.) During the meeting with IBM, Bill Gates was very crafty and convinced IBM to let Microsoft license MS-DOS to other computer manufacturers. That is why there are many clones of the IBM PC today. That move made MS-DOS the standard operating system for personal computers and skyrocketed Microsoft’s growth.   Ã‚  Ã‚  Ã‚  Ã‚  In 1984, Microsoft became on of the first established software companies to develop software for the Apple Macintosh. By that time Microsoft had an office suite of applications that included Word, Excel, and Works. That move gave Microsoft experience in developing applications for GUI’s(Graphical User Interface.) In 1985, Microsoft used that knowledge and release the first version of Windows. Windows was a shell of DOS, which means that it ran over DOS and extended the features of DOS, and employed a graphical user interface. Windows 2.0 was released in 1987. Windows 2.0 had improved performance and offered a new visual appearance. In 1990, Microsoft released Windows 3.0, which was followed by Windows 3.1 and 3.11. The Windows 3.x line rapidly became the most widely used operating systems. Also in 1990, Microsoft became the first personal-computer software company to record $1 billion in annual sales.   Ã‚  Ã‚  Ã‚  Ã‚  Microsoft was soon accused of monopolistic business practices. In 1990 the Federal Trade Commission (FTC) began investigating Microsoft for alleged anticompetitive practices.

Elections, Political Parties, and Civil Society in Authoritarian Regimes Essay

Within many Authoritarian Regimes, the conditions are very similar and the political participation becomes severely limited. The following essay will attempt to briefly capture a few key characteristics of two countries in terms of elections, political parties, and the role of civil societies within the state. The two countries that I will be discussing are Iran and China. First of all, after reading page 80-81 in our Comparative Politics textbook written by Carol Ann Drogus and Stephen Orvis, it soon became clear to me that Authoritarian Regime structuring has a heavy political saliency in terms of elections, political parties, and the role of civil societies. It seems that if elections even manage to exist in an authoritarian regime, they do not determine who holds the majority of power in the state. For example, on page 80, the textbook discusses how 1906 a new democratic state within Iran was created in order to provide a real legislature with elections. This democracy was soon polarized, and the central state has limited sovereignty over the other provinces and was able to control most economic profit and most of the military power. Although elections were ushered into Iran’s political system, they had little influence on the government itself. On page 81, the textbook discusses how a left-wing prime minister named Mohammad Mosaddeq was elected in 1951, but due the primary regime’s influence and power, they overthrew this elected prime minister because he did not support their interests. This example shows that even if an election determines something within an Authoritarian Regime, this determination may not last for very long or may not have any power in the first place. An elected official such as Mosaddeq can be overthrown at any point if the people that truly hold the power within a state decide too. This brings me to the next topic of political parties. Within the country of China, it is clear to me that the political system of the Authoritarian Regime has created an extremely powerful political party with little to no opposition. Elections have almost no affect and are just a disguise for the Chinese Communist Party to make the real decisions affecting their country, especially in terms of the economy. As discussed on page 86, after a series of wars ended, the Communist Party of China soon created a Soviet-style command economy with a huge bureaucracy that controlled most of the society. This society is interesting because as time went by, more and more economic freedoms were created, but political freedoms became increasingly denied. It is ironic that one can live in China and possess private property, but when it comes to the decisions governing that person’s society and economic policy, that same individual will have zero rights whatsoever. The book also discusses how these socio-political conditions have created a sense of political uncertainty and fear. This brings me to my final topic of civil society. It is a huge risk for citizens within an Authoritarian Regime to form organized and nonviolent groups in pursuit of political reform. Citizens tend to fear the consequences of their actions and punishment from their government, and when they do attempt to reform, it tends to end up violent. For example, many protests within China in the past century have ended in massive bloodshed or violence. I do not recall ever hearing of a widely successful nonviolent civil society causing politically salient changes within an Authoritarian Regime. I believe that I have never heard of such a thing because civil societies do not have much impact on a society that is restricted by an Authoritarian Regime’s influence and political/economic desires.

Kite Runner Classics Paper Essays

Kite Runner Classics Paper Essays Kite Runner Classics Paper Essay Kite Runner Classics Paper Essay Essay Topic: The Kite Runner It will no doubt have lasting rower, and will be found on the shelves of bookstores and classrooms for years to come. Its wrong what they say about the past, Ive learned, about how you can bury It. Because the past claws Its way out (1). This quote, said by the mall character, Emir, Introduced a universal theme which would play a very Important role throughout the rest of the novel; the theme of sin and redemption. As Irony Nor says. It Is a novel of sin and redemption, a son trying to redeem his fathers sin (148). It seemed as though every memory told by Emir was in some way haunted and tainted by the ins of his past. Emir lived much of his life throughout the novel trying to gain redemption and peace for his sin of betraying his best friend Hosannas. We later discover that Emir is not the only character who is in need of redemption. Emir was told that Baby, the person who he had striver to impress and looked up to his whole life, had committed a sin of his own and had been lying to Emir about it his whole life. This brought Emir too realization that he and Baby were very much alike. And with that came this realization: that Ihram Khan had summoned me here to atone tot just for my sins but for Babys too (226). By the end of the novel, Emir found a way to forgive both him and his fathers sins. He found redemption by erasing the lines of discrimination that has been holding him back all of his life, and adopting Hessians son so that he will have an equal chance at success and happiness. Sorry an d Ihram Khan also looked to Emir for forgiveness and redemption from sins they committed in their pasts. Before they got married, Sorry told Emir about her sinful past with another man. Emir, however stunned and hurt by this truth, realized that e had to forgive her and look beyond her past. How could l, of all people, chastise someone for their past (1 65)? By redeeming Sorry from her sins, Emir almost envied her for her courage to speak the truth, however painful It was. Sorry helped Emir one step closer to realizing that If he was ever going to be redeemed for his sins, he had to gain the courage to speak of It ask Sorry had. Ihram Khan also wanted Malls forgiveness for keeping Babys secret before he dies. He told Emir, l know that In the end, God will forgive. He will forgive your father, me, and you too Forgive your father If you can. Forgive me If you wish. But most Important, forgive yourself (302). Ihram Khan, In many ways, also helped lead Emir to being able to forgive himself and find redemption. Just as he once said, There is a way to be good again (1 This statement, repeated over and over, is the universal truth which makes this novel a classic, that its possible to find redemption and forgiveness from sin. The uses of literary elements in this novel are also those of a classic. Flashback and Treasonable were uses very Truculently Dye Household. I en story Deigns In 2 ands in 2002, but the whole novel is a flashback that brings the reader from Emirs childhood through his manhood. This also makes it so the reader is provided with information about what happened outside of the action that had taken place in the novel as the story unfolds. Foreshadowing sometimes also appeared to signal the coming of a life changing event. One example occurs on page 275, when Emir is nervously eating a grape in the house of a Taliban official. Emir foreshadows, The grape was sweet. I popped another one in my mouth, unaware that it would be the sat bit of solid food I would eat for a long time. This prepares the reader for the violence that unfolded soon after, between Emir and Safes. The dialogue and the narration in this novel used a variety of modes which affected and contributed to the meaning of the work, making it a classic. Both detailed descriptions and casual conversations were used. One feature of the novel is the use of the Fairs language. This helps provide the reader with knowledge about the Afghan culture and traditions. The words are almost always translated, and set apart by commas. L loudest lie to her and say that my pride, my fiftieth, wasnt stung at all (165). By the end of the novel the reader is familiarized with several expressions such as this one. Imagery and symbolism is also introduced in the beginning of the novel and is mirrored by those at the end. The book began and ended with kite flying contests. The imagery of kite-fighting in the beginning portrayed the last happy moments of Hosannas and Emir. At the end, there was a smaller but similar contest between Emir and Hessians son, Sahara, suggesting the redemption and final self-forgiveness of Emir. The flying of kites brought the characters together. For a moment, they were part of a team. The characters enjoyed flying the kites in both the beginning and end of the novel, and it allowed them to momentarily escape their differences and be somewhat mutual. The kites symbolized a momentary sense of freedom. The complexity and growth in Emir is one which demonstrates that The Kite Runner is a classic novel. Maria Elena Caballero-Rob explains that the novel sketches the maturation of its protagonist from a callow beguiled by mythical stories of heroes (99). Emir Khan began as an UN-athletic, shy, and innocent twelve year old boy. He spent most of the time playing with his servant, Hosannas. Both of the boys got picked on; Emir because he was friends with his servant, and Hosannas because he was a Hazard. Emir was always too afraid to stick up for himself, and it was always Hosannas who ended up taking the hits for the both of them. Emir was constantly trying to impress his father, to no avail. Baby very often voiced his concern for the kind of man Emir would turn out to be. He often compared Emir to Hosannas, wondering why his on couldnt be more like Hosannas. His father saw Emirs lack of courage and inability to speak up as a weakness, which was proven to be true. Emir, confused, embittered, and convinced of his servants elevated status in Babys affections, sets about severing ties of a different kind (OBrien 102). Emirs flaw was truly shown when he watched as Hosannas got beaten and raped by a bully named Safes after trying to retrieve Emirs winning kite. Emir stood watching in horror, but didnt say a word in defense of his friend. After encountering this horrible event and feeling uncomfortable about it, Emir selfishly finds a way to get rid of Hosannas and his father. This flaw, hiding, is one that readers can identify with, even if in a negative way. Emir struggles Witt ten memory AT Nils cowardice to act Tort access rater . I en entire novel is Emirs Journey to find ways to cope with himself and with his guilt. The way that Emir tried to ignore his past is a manner of living in which the reader can recognize. He and Baby eventually moved from Afghanistan to America. America, Emir thought, was to be a new beginning. It was be a place where he could forget bout his past, hide away from it. But Emir eventually found that he could not hide from his own guilty conscious. When his future wife, Sorry, spoke of her sinful past, he was reminded of his own, and also his lack of courage. He returned to Afghanistan after hearing that Ihram Khan, an old family friend, had fallen ill. There, Emir was finally forced to face everything that had been lingering with him for decades. He was informed that Emir and his wife was shot and killed by a Taliban after having a child. Emir had haunting dreams in which he was the Taliban man standing in front of Hosannas with a gun pointing at his head. Ihram told Emir that he should go find Hessians son, who was put in an orphanage after the death of his father. There, Emir was faced with much more than he expected. He came in contact with Safes, now a child molesting Taliban killer, with Hessians son. Emir finally overcame his weakness, and stood up to try and get the boy from Safes. When a coward stops remembering who he is God help him (275). For probably the first time in his life, Emir didnt hide and watch. He fought for this boy. The growth from Emirs shy scared boy to a rosaceous and brave man definitely demonstrated the complexity of human nature. It shows yet another reason why The Kite Runner is a classic. This novel had both an interesting and suspenseful plot which will leave every reader stimulated and moved in some way. It contains both political issues and a personal tale about how choices later affect our lives. It provides interesting information about Afghanistan, and the reader learns some of events of both America and the Middle East. Readers can explore a new culture of a previously obscure and peaceful nation that is now a big part of global politics. The Journey of Emir from an insecure boy to a man more at peace is a very relatable plot. Startling, unexpected plot twists provide constant suspense and wonder for the reader throughout the novel. This is the plot of a classic. Now used as summer reading books in multiple high schools, and found on many lists for book clubs, this novel seems as though it will be here to stay. It provides such a vivid glimpse of the life in Afghanistan over the past quarter of a century, and is both enlightening and informational. It is one of the first novels to be written about Afghan after September 1 1, which had for been ignored by writers for a long time. Hopefully it will inspire many writers in the future that this issue is not one to be ignored. #1 New York Times bestseller, this novel will be passed on to future generations for years to come, and will no doubt have the lasting power of a classic novel. The Kite Runner fit every quality in which a classic novel should. It contained a journey with Emir in order to discover the universal truths of sin and redemption. The protagonist, like in all classic novels, was developed and enlightened about these Ruth by the end. This novel also contained many literary elements which greatly enhanced the meaning and feel of the work. The use of sarcasm, foreshadowing, flashbacks, and language were styles used by Hussein to enhance the novel. A classics protagonist, Like Emir, demonstrates growth Ana change, wanly snows ten complexity of human nature. Emir changed tremendously throughout his Journey, and both of his flaws and enlightenment are easy to identify with. The plot was complex, ever changing, and interesting. It is one that will keep readers turning the pages.

Trust versus mistrust

Trust versus mistrust Introduction Erik Erikson’s model of psychosocial development is one of the approaches that are supposed to describe a person’s behavior across the lifespan. This model includes several important concepts that can be used for explaining the way in which an individual’s identity is shaped. In particular, one can speak about the stage, when a child learns to trust and mistrust.Advertising We will write a custom critical writing sample on Trust versus mistrust specifically for you for only $16.05 $11/page Learn More This development stage can influence values, attitudes, and perceptions of a person. This is one the main aspects that should be distinguished. In turn, this paper is aimed at discussing these notions from biophysical, psychological, and social dimensions since they are important for the evaluation of a person’s development. These are the main questions that should be examined more closely. On the whole, it is possible to argue that the choice between trust and mistrust has profound implications for the behavior of a person and his attitude toward other people. Additionally, parents and social workers should make sure that an infant is not exposed to significant hazards during this psychosocial stage. This task is critical for promoting the socialization of a child, his/her self-esteem, and subjective well-being. This is the main argument that can be put forward. Erik Erikson’s notions of trust and mistrust According to Erik Erikson’s model, during the first fifteen months, a child should establish a â€Å"balance between trust and mistrust† (Ashford LeCroy, 2010, p. 91). Provided that caregivers are responsive and consistent, an infant will be more like to treat the world as something secure or friendly (Sneed, Whitbourne, Culang, 2006). Moreover, in the future, a child will be more willing to trust other people. This is one of the possible scenarios that can be identified. I n contrast, if a child’s needs are not met by parents, he/she will find it difficult to trust others. Moreover, such a person may often feel insecure. In the long term, this person will adopt a pessimistic attitude toward others. These are some of the details that can be distinguished. At present, researchers carry out various studies that can verify the main premises of Erik Erikson’s model. It is necessary to identify the independent variables that can be used as the predictors of a person’s long-term development, and very often, this task is very challenging (Roisman Fraley, 2013).Advertising Looking for critical writing on social sciences? Let's see if we can help you! Get your first paper with 15% OFF Learn More Nevertheless, Erikson’s model can be useful for explaining the legacies of early childhood experiences on the identity of a person and his/her perception of the world. This is one of the arguments that can be advanced . Biophysical perspective Erikson’s notions of trust and mistrust can be illustrated from various viewpoints. In particular, it is possible to the biophysical dimensions of this question. This approach implies that one should clearly evaluate the impact of biological factors on the development of an individual (Ashford LeCroy, 2010, p. 50). These factors can manifest themselves during pre-natal and post-natal stages of a person’s life. In many cases, researchers focus on the impact of genes on human behavior. However, in order to examine the relevance of Erikson’s theory, one should also look at biophysical processes that can be explained by external events. In particular, researchers note that during infancy, a person is particularly vulnerable to various biophysical hazards such as falls, burns, or even poisoning (Ashford LeCroy, 2010, p. 242). Ericson’s model implies that physical injuries sustained at an early can significantly increase a child†™s sense of insecurity in the future. Such a person will think primarily about dangers or threats while facing various unfamiliar situations. Thus, parents should make sure that the risks of such events are eliminated or reduced to the minimum. It should be kept in mind that at this age, a child acts as an explorer who wants to examine the properties of the surrounding world. This is one of the aspects that should be considered by caregivers. Overall, neglect is the main pitfall that they should avoid. Among the main consequences of neglect, one can distinguish low-level of self-esteem, extreme risk aversion, and unwillingness to find creative solutions to difficult situations (Hildyard Wolfe, 2002, p. 679). This is why this risk should not be overlooked by social workers. Moreover, such experiences as hunger can also prompt a child to mistrust other people. On the whole, social workers should evaluate parents’ ability to meet the physiological needs of child because it is critical for long-term development of a child and his/her worldviews. This assessment is critical for the identification and prevention of possible hazards such as mental; disorders.Advertising We will write a custom critical writing sample on Trust versus mistrust specifically for you for only $16.05 $11/page Learn More Psychological perspective Apart from that, this issue can be examined from a psychological perspective. A child, who is only 15 months old, only forms his/her impressions about the world. Parents should attach much importance to the infants’ psychological needs. For example, they should be comforted, if they are frightened by something. However, parents can fail to do it; as a result, infants learn to distrust other people. Furthermore, they may struggle with such problems as low self-esteem, continuous feeling of uncertainty in the future. Moreover, this individual may eventually develop a very pessimistic perception of the world. There are several factors which can make a child to be mistrustful. For example, researchers point out that the exposure to parental conflicts can adversely affect the cognitive development of a person (Pendry Adam, 2013, p. 502). This is one of the details that should be considered by parents as well as social workers. These professionals should pay attention to several criteria, the possibility of attachment failure or the way in which the child responds to his/her parents. In this way, they will be able to identify potential problems at an early stage. These are the main strategies that can be adopted. Social dimension Social perspective is also important for understanding the formation of trust or mistrust. Infancy and childhood have not been closely examined by sociologists (King, 2007). Nevertheless, the ability to establish social ties is critical for the long-term development of a person. It should be noted an infant seeks to find a person who he/she can rely on. This role should be played by played by parents. Much attention should be paid to their responsiveness. In this context, this term can be defined as the willingness or ability of parents to interact with children. Unfortunately, many children are deprived of this opportunity. For instance, one can mention that the children raised by drug-addicted, often feel alienated from their peers (Steinhausen et al., 2004). Additionally, this problem can be attributed to the failure of caregivers to interact with their children during infancy. For example, researchers focus on mother-toddler relations because they can shape emotional development of a child and his/her socialization (Bocknek, 2012). According to Erikson, the problems, which can occur during the first fifteen months, can impair a person’s ability to establish social relations. In contrast, an infant, who learns to trust caregivers, has a better capacity to interact with other people.Advertising Looking for critical writing on social sciences? Let's see if we can help you! Get your first paper with 15% OFF Learn More This is one of the distinctions that can be singled out. Hence, social workers and educators should focus on the ability of parents to ensure the socialization of an infant. It should be borne in mind that the social threats to development often manifest themselves when a child grows older (Laucht, Esser, Schmidt 1997). One should not suppose they always become evidence during infancy. This is one of one of the tasks that should be considered by educators when they evaluate the development of a child. Moreover, it is possible to say that Erikson’s model can be a valuable tool for understanding the way in which a person’s identity can be constructed through various external forces. Scenario It is possible to construct a scenario that can illustrate the relevance of Erikson’s model. In particular, one should focus on a situation which illustrates a child’s choice between trust and mistrust. For example, one can look at an infant who is breastfed by the mot her. In this case, one should first speak about the biophysical needs of a child, for example, nutrition. If these needs are consistently met, an infant will be more likely to trust other people and have a more positive attitude toward the external environment. In the future, this attitude can become a part of his identity. In turn, he/she can become mistrustful, if the behavior of the mother is unpredictable, and she does not feed the infant regularly. Apart from that, the interaction with parents is critical for developing attachments. Provided that parents regularly play with the child, he/she will be more willing to take part in social relations. Yet, he/she can become reticent if parents become irritant or emotionally distant. Thus, parents should remember that their display of emotions can have significant for the child’s later development. Apart from that, an infant can easily be frightened by sudden sounds or visual images. In this case, parents should comfort the chi ld, and if they fail to do it, he/she can become susceptible to various problems such as anxiety. This scenario is important because it illustrates the application of Erikson’s theory. Moreover, it throws light on various effects of this choice between trust and mistrust. Conclusion Overall, this discussion suggests that such concepts as trust and mistrust are critical for explaining various peculiarities of a person’s behavior. Certainly, at this point, Erik Erikson’s model still requires empirical validation, and it is necessary to carry out various studies that can highlight the strengths and weaknesses of this model. However, its major premises can be important for explaining how the values or attitudes of a person are formed. According to this approach, an infant attempts to evaluate the world in terms of its friendliness, predictability, or physical comfort. The main task of parents is to make sure that the child is safeguarded against various risks at thi s stage of development. It is critical to focus on biophysical, psychological, and social aspects because each of them can influence a child’s choice between trust and mistrust. These are the main points that can be made. Reference List Ashford, J., LeCroy, C. (2010). Human behavior in the social environment: a  multidimensional perspective. Belmont, CA: Brooks/Cole, Cengage Learning. Bocknek, E. (2012). Maternal Psychological Absence and Toddlers Social-Emotional Development: Interpretations From the Perspective of Boundary Ambiguity Theory. Family Process, 51(4), 527-541. Hildyard, K. L., Wolfe, D. A. (2002). Child neglect: developmental issues and outcomes. Child Abuse Neglect, 26, 679-695. King, M. (2007). The sociology of childhood as scientific communication – Observations from a social systems perspective. Childhood A Global Journal Of Child Research, 14(2), 193-213. Laucht, M., Esser, G., Schmidt, M. H. (1997). Developmental outcome of infants born with b iological and psychosocial risks. Child Psychology Psychiatry Allied Disciplines, 38(7), 843-853. Pendry, P., Adam, E. (2013). Child-Related Interparental Conflict in Infancy Predicts Child Cognitive Functioning in a Nationally Representative Sample. Journal Of Child Family Studies, 22(4), 502-515. Roisman, G. I., Fraley, R. (2013). Developmental Mechanisms Underlying the Legacy of Childhood Experiences. Child Development Perspectives, 7(3), 149-154. Sneed, J., Whitbourne, S., Culang, M. (2006). Trust, identity, and ego integrity: Modeling Eriksons core stages over 34 years. Journal Of Adult Development, 13(3-4), 148-157. Steinhausen, H., Mas, S., Ledermann, C., Metzke, C. (2006). Risk factors for the development of emotional and behavioural problems in children born to drug-dependent mothers. European Child Adolescent Psychiatry, 15(8), 460-466.

How to Hone Your Process Avoid Errors with Grammarlys Celesta Mora

How to Hone Your Process Avoid Errors with Grammarlys Celesta Mora Chances are good that you’ve made a grammar mistake at some point on your social media or blog. You might have even been trolled about it, which is embarrassing and, in some cases, can mess with your branding. Using simple processes can actually help you prevent grammar errors so you can avoid the whole ordeal. Today we are talking to Celeste Mora, the social media manager at Grammarly. Celeste has helped Grammarly grow its social media following tremendously by effectively sharing engaging content that reflects the company’s core values. Tune in today so you can learn how to avoid grammar mistakes, hone your processes, and boost your social media following. Information about Grammarly and what Celeste does there as the social media manager. Some of the most common grammar fails that tend to come up time and again, no matter who the person is or what the industry is. The social media strategy that Celeste focuses on for Grammarly, including efficiency and tone. Some of Celeste’s favorite social media mistakes that she’s seen. How Celeste puts out engaging and effective social media messages. Some of the top things that Celeste has done to influence social media growth for Grammarly. How Celeste was able to grow Grammarly’s Instagram followers at an exponential rate. The process that Celeste will be using to make the National Grammar Day celebration a success this year. The core values of Grammarly and how they are implemented. Celeste’s best advice for marketers who want to build their presence on social media. Links: Grammarly Celeste on LinkedIn If you liked today’s show, please subscribe on iTunes to The Actionable Content Marketing Podcast! The podcast is also available on SoundCloud, Stitcher, and Google Play. Quotes by Celeste: â€Å"Efficiency, to me, comes down to what’s the minimum viable social media effort that will get the most engagement.† â€Å"Everyone from Grammarly has Grammarly turned on at all times. It’s a branding issue for us if anything is incorrect.† â€Å"When you are first getting started on social media, you really need to do your research dont just choose a channel because Facebook owns the world or because everyone’s doing Twitter.†

Untitled at the moment see details of essay content

Untitled at the moment see details of content - Essay Example These essays discusses the lives of two early twentieth female artists and two contemporary ones, and attempts to throw some light on the nature of their art and also how it affected their personal lives. Frida Kahlo, born in 1907 was an internationally acclaimed Mexican painter. Her paintings carried distinct undertones of realism, symbolism and surrealism. Kahlo has gained immense popularity in the past few years, both for her work and her turbulent life. Some critics have even called her the â€Å"female Che Guevera† as her life has become synonymous with the triumph of art. The â€Å"Kahlo Cult† as it is now called, started in the 1990’s, when her paintings were breaking all records fetching up to $ 1 million in one single auction (Miller, 1999). Since then, she has been the subject of various plays, documentaries, and novels, the latest of which is a movie starring Salma Hayek as Kahlo. Besides that, she has also been designated as the goddess of the women’s movement for her paintings express certain sensitive women’s issues. But more so because of her personal life and her portrayal as the gallant woman sufferer. Tragedy stuck Kahlo at the tender age of 6 when she was diagnosed with polio; nearly twelve years later, she had a fatal accident which left her with a broken spinal column, broken pelvis, ribs and multiple fractures. For months, Frida was encased in a box like plaster cast and the pain and agony that she underwent was later represented in some of her paintings. As a matter of fact, nearly all her paintings are manifestations of her personal emotions. If one wishes to develop a cultural understanding of Kahlo’s work, it become imperative to study her personal life as well. As she herself says, "I paint myself because I am so often alone, because I am the subject I know best. One of her most famous works, â€Å"The Broken Column†, portrays her in a back brace, strongly reminiscent of her days after

The Epilepsy Essay Example | Topics and Well Written Essays - 1000 words

The Epilepsy - Essay Example Surveys that have been carried out by the healthcare agencies shows an increased cases of this neurological condition in relatives of probands with a notable 50% unaffected relatives who are asymptomatic and when diagnosed shows no sign of JME and therefore considered to be JME negative but PSW-positive. Scientific investigations and findings have established that JME estimations show a likelihood of genetic cause that is found in clustered lineage of families. It is imperative that genetic analysis is undertaken to allow for easy identification and JME disease. Identification of the primary epileptic abnormality is enabled by EEG endophenotype (PSW) and other factors may contribute to the causal relationship. Primary epileptic abnormality identification is instrumental in uncovering how the electric discharges are generated and the explanation behind the cases of clinical seizure in some patients and resistance in others. The overall aim of this study is to give a comprehensive expl anation of the occurrence of EEG endophenotype PSW with a sample of a statistically well-defined population. The population for this study constitutes the asymptomatic relatives of JME with a positive EEG-PSW of age ranging 10-40 years. This age group constitutes the old and the young so that there is an exhaustive generalization of this condition’s implications. This action will help in finding out answers to whether the first-degree relative who is EEG-PSW positive and a JME-patient can develop epilepsy over time.

United States v. Jones Essay Example | Topics and Well Written Essays - 1000 words

United States v. Jones - Essay Example In the making of court decisions involving the fourth amendment of the Bill of Rights, three critical aspects are considered. The aspects include the kind of activities considered by the government to constitute searches and seizures, the probable cause constituted by the actions in the government activities, and the appropriate mechanisms of addressing the violations of the fourth amendments (Wetterer 94). In the case between the state and Jones, it is in order to put clear some facts to understand the unfolding of events in the court decision and reasons for such decisions. First, Jones, who is the respondent in the case, is the owner and operator of a nightclub come under suspicion that he could be dealing in drug trafficking. Based on the above occurrence, police after conducting their investigations sort for a warrant from the Federal District Court, which the courts granted for to use of a GPS tracking device on the Jeep registered to Jones’ wife, which, however, driven exclusively by Jones (McDonald and Means 112). However, the officers failed to beat the ten-day deadline issued and instead put the GPS tracking device on the car to track on the car’s movement on the eleventh day while in Maryland, outside of DC, which the permit granted. With the help of satellite, the GPS device was in a position to monitor the car’s movement for twenty-eight day, sending i ts data to a government-monitored computer and producing data comprising of over 2,000 pages over the same period (McDonald and Means 62). From the findings, Jones was charged for conspiracy of cocaine distribution by the government. Concerning the evidence presented to the court by the state, the judges suppressed the data obtained from the GPS while the car was parked in Jones garage while holding the remaining data based on the aspect that Jones had no expectation of privacy whenever the car was in a public place at the pre-trial hearing of the case (Arcila 88).

Event Management ( portfolio work) Essay Example | Topics and Well Written Essays - 2500 words

Event Management ( portfolio work) - Essay Example or the seminar Innovation without Boundaries for Summit Solvay a training firm.   The seminar will entail training participants on Simple steps to make innovation work ,myths and misconceptions about innovation, how to avoid common pitfalls of innovative thinking, best practices to quickly launch projects to prove creative concepts, how to harness existing corporate culture to drive innovation and growth. boundaries.   The main objective is to make profit from the money invested and returns on investment.   The second objective is to ensure that participants gain skills that they can easily implement in the work place.   The third objective is to ensure continued growth of organizations through adaption of latest innovation strategies.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  The first objective will be achieved by having 200 plus participants attend the seminar. The second objective will be achieved by the quality of the presentations and interaction by the participants. A measure on the success of the seminar will be evaluated by participants being asked to respond to an evaluation questionnaire at the end of the seminar, Ramsborg et al (eds) (2008),. The success of the third objective will be assessed by the evaluation of the changes implemented in their organizations in a period of six months after the seminar.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     The seminar will take place on 25th August 2012. 8.30 am to 5.00pm at Intercontinental Hotel in London.   The target audiences for the seminar are c-level management, middle management, supervisors and all individuals involved in the innovative process in their organizations.   The seminar will give organizations a platform to discuss the strategies they need to adopt for their innovative future. embrace change and remain abreast of the competition. This is especially important for organizations that operate in more than one country. The seminar on Innovation without boundaries gives these organizations to empower its staff with cutting edge skills to

The World is Spiky by Richard Florida Assignment

The World is Spiky by Richard Florida - Assignment Example They are spreading all over the globe and those countries that are able to access these advances are putting their mark on this globe. This is a phenomenon synonymous with modern world. He also asserts that education plays an important role in further flattening the ground and there is need to set the bar high for leaders as other players re overtaking. Evidently, the assertions put by Thomas are true. They are based on the current observation. However, there are details left out such as the progress of the technological leaders during the time others were catching up. Robert Florida puts forth that people with talent are being attracted to areas which are renowned for technological progress and output. The potential of the areas to attract talent from other parts is high because there is a concentration of financiers and appropriate education. This attraction has led to development of top areas or â€Å"spikes†. The areas where these talents are pulled from are low in progres s and productiveness.   The flattening effect notion arises because these areas are dispersing. Therefore, there is no denying that there are hills and valleys in the economy only that the distance between respective hills and valleys is being shortened by dispersion. The peaks are concentrated in Europe and the U.S and that signifies why more patents come from few recognized areas.Robert Florida is more salient because his presentations add an extra dimension which is disparity. Notably, he builds on what Thomas Friedman puts forward.

Event Management ( portfolio work) Essay Example | Topics and Well Written Essays - 2500 words

Event Management ( portfolio work) - Essay Example or the seminar Innovation without Boundaries for Summit Solvay a training firm.   The seminar will entail training participants on Simple steps to make innovation work ,myths and misconceptions about innovation, how to avoid common pitfalls of innovative thinking, best practices to quickly launch projects to prove creative concepts, how to harness existing corporate culture to drive innovation and growth. boundaries.   The main objective is to make profit from the money invested and returns on investment.   The second objective is to ensure that participants gain skills that they can easily implement in the work place.   The third objective is to ensure continued growth of organizations through adaption of latest innovation strategies.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  The first objective will be achieved by having 200 plus participants attend the seminar. The second objective will be achieved by the quality of the presentations and interaction by the participants. A measure on the success of the seminar will be evaluated by participants being asked to respond to an evaluation questionnaire at the end of the seminar, Ramsborg et al (eds) (2008),. The success of the third objective will be assessed by the evaluation of the changes implemented in their organizations in a period of six months after the seminar.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     The seminar will take place on 25th August 2012. 8.30 am to 5.00pm at Intercontinental Hotel in London.   The target audiences for the seminar are c-level management, middle management, supervisors and all individuals involved in the innovative process in their organizations.   The seminar will give organizations a platform to discuss the strategies they need to adopt for their innovative future. embrace change and remain abreast of the competition. This is especially important for organizations that operate in more than one country. The seminar on Innovation without boundaries gives these organizations to empower its staff with cutting edge skills to

Bob took a pistol with him on a visit to the hospital to see his Essay

Bob took a pistol with him on a visit to the hospital to see his terminally ill father. At his father's request, Bob killed hi - Essay Example Bob action can be considered to be well thought before committing the crime because he carried a pistol with him to the hospital to see his father. A loaded pistol by any definition is a lethal weapon and the action of carrying it to the hospital, a place that does not present any reasonable threat to his life or that of his father is an indication of his intention to kill. In this case, his action amounts to murder and he is guilty of first-degree murder if it is not proved that, his terminally ill father requested Bob to shoot and kill him. However, if his father requested Bob to shoot him in the head and kill him, Bob’s action amounts to the crime of assisting self-murder and hence he would answer to the charges of manslaughter. According to Jordan, Van Dyke and Malone (2008,) helping someone to commit suicide is a criminal offense in the United States. In this case, if it is established that Bob assisted his father to commit suicide by obeying his request to shoot him, he is guilty of second-degree murder. The laws governing assisted self-suicide vary in different states across the US, and Oregon is the only jurisdiction in the world that allows doctors to assist terminally ill patients to commit self-suicide (Siegel, 2008). References Jordan, P., Van Dyke, M. & Malone, L.(2009).

Violence in the Workplace Essay Example for Free

Violence in the Workplace Essay Workplace violence includes threatening behaviors, verbal abuse and physical assault. In any given week about 20 workers are murdered in the United States (Bruce Nowlin, 2011). This can include the harming of an employee or client/customer of an organization by another employee, client/customer, or member of the general public. Many internal and external factors, including socioeconomic conditions, problems related to drug and alcohol abuse, layoffs, dictatorial workplaces, stress over job security, and domestic problems, are leading causes of workplace violence. Organizations have to deal with human productivity and economic costs from incidents of workplace violence. For example, employees and customers or clients can be seriously injured or killed. In addition, a loss of productivity generally occurs during the incident because the business may be closed or on reduced hours pending investigation and employees may fear that another incident could occur within days or months. Some employees also may quit as a result of fear of another incident or dissatisfaction with the employer for failing to prevent or properly respond to the incident. Physical injuries or emotional difficulties that result from the violent incident may cause increases in workers compensation claims. Organizations with policies on workplace violence are more likely to implement practices that can reduce the potential for workplace violence. The managers in these organizations indicated that counseling for potentially violent employees, investigating unfairness in the workplace, disciplining/arresting people responsible for violent acts, mandating fair treatment for terminated employees, using mediation to resolve disputes that have the potential for becoming violent, and intervening in problems between employees were part of their workplace violence policies. These elements are further evidence that organizations that initiate formal policies for workplace violence are more likely to consider ways to be proactive, rather than reactive. Organizations must take steps to ensure that employees feel safe and secure. While organizations are unable to anticipate all situations, basic preventive measures can deter some violence in the workplace. While every employee with the potential for workplace violence cannot be pre-identified at the point of hire, organizations should have a variety of pre-employment assessments in place to ensure selection of individuals whose credentials, work experience, personality, and life experiences appropriately correspond to organizational needs and values. At the pre-incident strategy stage, the organization should create a zero tolerance policy. The organization should document all forms of aggression that have occurred against people and property associated with their organization. Employees should be encouraged to report incidents of which they are aware. Furthermore, for a second strategy, pre-employment screening should include psychological testing, background checks to validate an applicants resume, reference checking, employment history verification, or even integrity interviewing. Training should include interpersonal communication, conflict resolution techniques and hostage survival skills to ensure that employees are prepared for any violence that should occur in the workplace.

change management: Resistance

change management: Resistance Chapter 2 A Review of the Literature 2.1. Introduction This part will focus on how to overcome resistance to change. We will discuss theories on resistance to change and any other theory related to change management. The notion of change is something that we are facing everyday in our life; it is therefore the only constant. Change process can take gradual, rapid or radical form. Society is made up of human beings as well as inanimate organisms are subject to change over time. Environment is the only factor that is subject to and the only thing that does not change is the change itself. Change always affects employees in the organisation, therefore it is important to manage it successfully in order to avoid a failure of change or resistance to change. The change concept was studied by Authors like: Lewin, Trist, Hardy, Nieto and more. Nieto (2006) highlighted that a good definition of change is where the refreezing stage of Lewins model is no longer an option because nowadays change is faster in the twenty first century, there is no need to refreeze or you will be left behind by the competition. 2.2. A Review of the Literature If we conduct a survey we will find out that many employees have a negative attitude, behaviour and perceptions towards change. Employees feel more insecure about their jobs, status and also the fear of doing more work. Very often, the impacts of change on employees in the organisation are negative. There are fears, stress, frustration and resistance of change. Therefore most employees tend to resist to the change and change is always first resisted than accepted or seeing as an opportunity for improvement. Change, as death and taxes cannot be avoid, is it necessary bad? Even though uncomfortable and embarrassing, change can also be positive. The marriage, the birth of a child and a promotion are examples of change, very often we are happy and therefore it can be easily accepted rather than the negatives one like the divorce and the death. Good or bad, any change that happens whether to a person or inside an organisation requires adaptation and management. Nothing is unchangeable, even organizations are required to change. It is important to know understand why people resist change, to support those who cannot cope with change by motivating and coaching them and also handling the problems that change brings. Organisations are dynamic entities. They are changing all the time as they develop their operations and outputs in the pursuit of efficiency and effectiveness. The management of change is concerned with how change is effected in organizations and the principles and processes are essentially the same whether applied to the resign of the working practices of one section or the re-specification of the whole organisation and management structure According to Balogun et al (1999) change management is fast becoming one of the most talked about topics in management circles. Discussions about organizational change often focus on how important it is for organizations or individual managers to possess a capacity in this area. Likewise, business school courses on strategic change stress that change competence is fast becoming a key promotion differentiator within a managers toolbox. 2.3. Change management According to Ventris (2004), change management is all about inspirational leadership, detailed planning and rigorous, comprehensive implementation. A successful change management programme can be helpful to establish a continuous change in the organisation. But the most important thing is to make people realizing the value of change. Once people and have good experience about change management, and recognize the need for almost continuous change. As William Shakespeare said Things must change or cease. This sentence illustrates what has been said before about the Constance of change. Organisational change is a modification to employee attitudes, expectations, and skills (Robertson, Roberts, and Porras, 1993), it can also be a deliberate introduction of new ways of thinking, acting and operating ( Shalk, Campbell and Freese, 1998). The general aim of organizational change is an adaptation to the environment ( Barr, Stimpert and Huff, 1992; Leava and Barry, 2000) or an improvement in performance (Boeker, 1997; Keck and Tushman, 1993) This definition shows the importance of culture on change management, for the management to be able to implement these changes successfully, they will require changing the organizational culture which is not something easy to accomplish. Therefore by change employees attitudes, expectation and kills as suggested by many authors it will be necessary to make sure they adapt to the new environment and improve their performance which will also improve the organisational performance. Organisational change involves moving from the known to the unknown. Because the future is not certain and may affect employees performance, worth, and coping abilities, people inside the organisation do not want change unless they are forced to do so. It will be therefore important to create readiness for change. Implementing change in an organisation involves moving from the existing organisation state to the desired future state. (Cummings and Worley 2005) Change is omnipresent in society, and can occur in many forms. It is not a new phenomenon. Many Authors have developed a model of change process as it was argued by Moorhead and Griffin (2004) cited by McKenna (2006), that an alternative model of lewins process model will be the continuous change process model, which incorporates facets of the Lewin model. It is considered more realistic because it studies the change in an organisation from the top and recognizes that change is continuous. It is not good enough for an organisation to change; it must try to anticipate it as well by being proactive. This would require the planning of organisational change as part of the organisational strategy. According to McLagan ( 2003), managing changes as they emerge is not enough nowadays. As the number and complexity of changes increasing, it is time to plan and rethink about the structure of the organisation. It is time to accept the change in our life and move along with it, avoid doing business as usual or staying in the status quo. It is time to look at how the organisation is running its daily activities so that it is not a case of constantly trying to override the usual organisational processes. Such approach requires a structural and mental regesign of the organisation. The author emphasizes that change should not be managed during a period of crises or when strategies shift. It is a continuous challenge and condition in organisational life. A successful change management depends on how ready is the organisation to change its culture that is the attitude and the behaviour of members of the organisation. It is pointless to have only a part the employees who agree to the proposed changes. The aim of the executives is to ensure that all employees in the organisation are accepting the desired changes. The biggest motivator is to see other people embrace change management and witness the successful implementation of the companys vision. 2.3.1 The importance of change Change will always be there and will not disappear. Technology, civilizations and creative thought will keep their ever- accelerating drive onwards. It could be argued that change has almost become a continuous routine. (Luecke, 2003) Change management plays a significant role in any organisation since the task of handling change is not an easy one. Managing change in this case, mean making change in a planned way. Changes involve more challenge and life without challenge can become boring, therefore it is important to notice any small change because it will create an impact inside the organisation. The speed of change has increased significantly. Managers and the organisations they work for will be judged by their ability to manage change successfully. Unfortunately, for the managers of the early twenty-first century their ability to cope with complex change situations will be judged over ever decreasing time scales. Change is important because it enables to business managers to be more effective as a leader and sponsor of change. Knowing the importance of change will also enable you to prevent and manage resistance to change, decrease the cost, avoid unnecessary turnover and increase the probability that your business changes produce the desired results.( Hiatt, J and Creasey, 2003) As change is essential in an organisation, it is crucial to continue to improve and sustaining the change. The results about the organisational leaderships ability to continue and sustain performance improvement will be observed after a long period of time. Schein (2004 and Kotler (1995, 1996) have suggested that change is only Sustainable, when the organisational culture will match the new ways of thinking. These new ways of thinking must reflect the new behaviors and approaches that Become institutionalized. Change is important in any organisation and it contributes to its success, but the people perceive it in a different way, some employees might resist the change in a passive way or in the opposite way. 2.4. Types of change Change is inevitable in an organisation. Different types of change require different strategy strategies to implement the change successfully. According to Dessler(2004) there are four types of change which are: strategic change, technological change, structural change and people/Behavioural/Cultural change. Strategic change could be one option. For example, a company can face declining profits and decide to adopt this kind of change. This type of changes are usually triggered outside the company. External threats or challenges, such as deregulation, intensified global competition, and dramatic technological innovation like the internet generally make organisation to embark on companywide, strategic change. Strategic changes are often required for survival. For example researchers discovered that implementing strategic change did not necessary lead to success, but companies which did not change failed to survive. Another types of strategic changes will the one implemented during a crisis period, these types of change are highly risky. Technological change is the second basic approach of Desslers type of change. It means bringing change in the way the company is creating and marketing its products or services. Here, for example, the owner of a small farm might want to improve the productivity by buying new machines, training employees to use the new machines and also modifying the relationship between employees and their physical environment. Structural change is all about modifying the organisational structure or it is about how to reorganize. Structural change means changing one or several aspects of the companys organisation structures.( Here, for example, GEs new CEO, Jeffrey Immelt, recently reorganized his firms huge GE Capital division. He broke it into four divisions, with their four managers reporting directly to him rather than to the former GE Capital head) Structural change can also be applied by downsizing, recruiting or replacing. Or managers can change the firms infrastructure by changing its policies, procedures, and rules. People/Behavioural/Cultural change This is the last approach; strategic, technical and structural changes invariably trigger various changes in the behavioural side of the firm, including the employees attitudes, values, and skills to the job. This type of change is very difficult to manage because it is related to people and people always resist change, culture is hard to change. Some Authors have also discussed about other types of change. According to the punctuated equilibrium paradigm, incremental change is associated with those periods when the industry is in equilibrium, and the focus is doing things better through a process of continuous tinkering, adaptation and modification. Nadler and Tushman (1995) argue that incremental changes are not always about small changes. They can be large in terms of both the resources needed and the impact on people. A key point of this type of change is that is builds on what has already been accomplished and focuses on the continuous improvement. According to the gradualist paradigm incremental change can be cumulative and, over time, can lead to an organisation transforming its deep structures and reinventing itself. Transformational change is another type of change and it occurs during periods of instability. This kind of change can be referred to be revolutionary, but most writers- for example Tichy and Devenna (1986), Kotter (1999) and Burke and Litwin (1992) use the term transformational change. It involves a break with the past, a step function change rather than an extrapolation of past patterns of change and development. It is applied on new relationships and dynamics within the industry that may undermine core competencies, and try to know the very purpose of the organisation. This king of change involves doing things in a different way or doing different things. Transformational change is change which cannot be handled within the existing paradigm and the organisational routines; it entails a change in the taken-for-granted assumptions and the way of doing things around here. Nadler and Tushman have summarized the work of Tushman and colleagues, and the studies suggest that continuous incremental and discontinuous transformational change are faced by most companies but that: ââ€" ª This pattern of change keep on coming with some degree of regularity ââ€" ª Patterns change across sectors (e.g. periods of discontinuity may follow a thirty-year cycle in mini computers) ââ€" ª in almost all industries the rate of change is increasing and the time between periods of discontinuity is decreasing. The Authors also suggest that this holds true whether the focus is episodic or continuous change, and they propose that the ideal company in both cases would look like the successful self-organising firms that have been studied by Brown and Eisenhardt in the computer industry. There are three main categories of organisations that may not experience periods of discontinuous change; the self-organising and continuous changing learning organisation, companies that operate in the niche markets and last organisations that are able to continue functioning without transformating themselves. Weick and Quinn (1999) and Gersick (1991) Combining the incremental change and the transformational change which have been discussed so far- the extent to which change involves incremental adjustment or transformational change- provides a useful typology of organisational change (see Figure xxx). Nadler et al. (1995) also identify four types of change: Tuning is a type of change that occurs when there is no rush to change. It involves looking for better alternatives of achieving and defending the strategic vision. Here, for example, improving policies, methods, procedures; introducing new technologies; redesigning processes cost or developing people with required competencies. Adaptation is an incremental and adaptive response to a pressing external demand for change. It might involve responding to a successful new marketing strategy adopted by a competitor or to a change depending on the availability of the resource. Re-orientation involves a re-definition of the enterprise. It is introduced in anticipation of future opportunities or issues. The aim is to ensure that the firm will be aligned and successful in the future. Re-creation is a reactive change that leads to the transformation of the organisation or the restructuring through the fast and simultaneous change of all its basic elements. The Authors state that it inevitably involves a break down and destruction of some elements of the system. 2.5. Change process theory This theory as formulated by Lewin (1948) called force field analysis states that change can be divided into three stages namely; unfreezing phase when people realize that the old ways of doing things is no longer an option due to crisis, threats or opportunities; changing phase when people look for new way of doing things and select a promising approach; refreezing phase when people implement new approach as it becomes established. The problem for many organisations is not that they need to change, but that they do not see the need for change. This is especially true for organisations which have been successful in the past and cannot see why they should change what they see as a winning formula that everyone has become safe and comfortable with. By looking at the position of leadership towards change, the theorist states that leader can achieve change by either of the following two actions: to approach it by increasing the driving forces towards change through increase in incentives, use of position power to force change or to approach a change by reducing the restraining forces that create resistance to change, e.g. reducing fear of failure or economic loss, co-opt or remove opponents. Or using dual approach, which is a combination of the two approaches. Considerable research in the process of change management has been conducted in the work of Lewin, his model focused on changing the behaviour of groups, involves actions beginning in phases over time. The unfreezing stage according to Schein (2004) is about improving motivation and getting ready for the change, the changing stage is when the change is implemented, and the refreezing stage involves reinforcing and integrating the change. One of a popular model in the business literature about the change process has been developed by Kotters (1995, 1996) into an eight-step process for leading change management: (1) the first step is about establishing a sense of urgency, (2) forming a guiding coalition, (3) creating a vision, (4) communicating that vision, (5) empowering individuals to act and removing obstacles, (6) creating short-term wins, (7) consolidating improvements and creating more change, and lastly (8) institutionalizing new approaches. 2.6. The impact of change on organisational members The theory of reaction to change process describes how people in organisations react to an imposed change, is founded upon the typical sequence of peoples reaction to sudden traumatic events like death of loved ones, marriage collapse or natural disaster. The four stages of reaction pattern, which also happen during organisational change are: denial- deny the change is necessary; anger- get angry and look for someone to blame; mourning- stop denying that change is inevitable, acknowledge the loss and mourn it; adaptation- accept the need to change and go on with ones life. There is a related opinion regarding the effect of experiencing a repeated traumatic change has on different people. One effect of such repeated change is to leave people less resilient and more vulnerable to adverse effect from subsequent change. Another effect of repeated traumatic event can inoculate and leave them better prepared to change again without such an intense or prolonged period or adjustment. Repeated change can make some people more resilient and others less resilient. It is over thirty-five years since Toffer has published his book on Future Shock in which he discussed three aspects of change and assumed about the impact it will have on people. Toffer (1970) suggests that future shock is similar to culture shock, but with a crucial difference- there is no going back. If people find it hard to adapt to a new culture there is often an alternative to go back to the old culture, however this option is not possible with future shock. For example, if emigrants fail to settle in a new country it may be possible for them to return home. The management of change poses many challenges for managers. Burnes (2005) observes that: Managing and changing organisations appears to be getting more rather less difficult, and more rather than less important. Given the quickly changing environment in which firms operate, there is a small doubt that the capacity to manage change successfully needs to be a core competence for organisations. 2.7. The benefits for change According to Bradley (2006), changes must be well designed and managed in order to generate benefits which the author refers to benefits not generated, but removed from budgets. One realization can be made by a team effort; achieving benefits and agreed targets needs team effort. The author defines benefit as something that can be related to a cost reduction or increase revenue. A better definition of a benefit is an outcome of change which is perceived as positive by stakeholder. Changes consume resources, cost money, and need managing. Benefits are the outcomes, which cannot be directly made to happen and have no direct cost. The benefits of change can be also well explained by elaborating the following characteristics of an effective change management team which has been developed by Kotter(1996) as follows: The team member must share a keen sense of discomfort with the inertia They should be in substantial agreement on a vision for the future The team should include people who represent diverse points of view They must have a good reputation in the firm They must be willing to demonstrate public support for the change The team must commit to being involved for the long-haul Enough of the key players in the organisation must actively support the change to legitimize the process 2.8. Theories of change 2.8.1 Lewins three step model of change Lewin ( has worked on assessing the extent to which organisational change might be resisted by members of the organisation as we saw earlier when considering force field analysis in the change process. In addition, his work on group dynamics has resulted in what is known as Lewins three step model, which is usually used in change programmes. Introducing a programme of change into an organisation tends to arouse expectations in those involved; thus a subsequent failure to come up with the goods can lead to a state worse than it was before the innovation, because of these hopes and expectations not being realized. Thus Lewin considered that attention should not simply be made on the change itself, but should address what happens both before and after. The process of change should be implemented into three steps according to Lewin (1951) which are: Unfreezinf, changing and refreezing. The first step is unfreezing, where the motivation for change in the workforce is created. It is important to move the organisation away from its current position. This step is often not taking into consideration and is related with dividing old patterns of behaviour. People must be given reasons about the change and a good communication should be created before the implementation of change. To unfreeze the resistance to change, managers must increase the tension and dissatisfaction with the present, and improve the desirability and feasibility of the alternative. This stage takes more time because people have to change attitudes and behaviour. People do not like change because they are comfortable with old habits and it is important to consult them, let them know adopt the project as their own. To avoid resistance to change, we must encourage the staff, discuss and explain them the reasons for change. Once employees are aware, and have accepted the need for change, we can now move to the second stage. Changing is the second step where we have to identify the new behaviour, process or procedure and also encouraging individuals to adopt the new behaviour. It involves the development of new responses by the personel, based on the new information being made available to them and moving towards the new culture as necessary to fit strategic requirements of the organisation. At this stage it is important to make sure that there is a successful implementation of change, we also monitor the change and find out how people are feeling about their team. Refreezing is the final stage and we need to reinforce the changes made and stabilize the new culture in order to avoid people to go back to their old habits. At this stage, motivating employees by incentives will occur in the form of praise or reward for adapting to the new culture. The process as a whole is achieved through leadership, communication, education and training. In the twenty-first century it will be difficult to implement the refreezing stage, the term refreezing need a critical evaluation. The slush model was introduced by Nieto (2006), where he stated that changes in technology, employees, tasks and structure are more frequent. Organisations should have a flexible structure as having employee who is always been learning. The motivation of employees by using incentives will be a good idea. Refreezing is no longer an option because in this century, the change is moving faster than before, there is no need to refreeze otherwise you will be left behind by your competitors. Lewins model has been developed by edgar Schein through the integration of the latters perception of the response to change involving seven stages. This is known as the three conditions change model. See figurexxxx!!!!!!!! 2.8.2 Interrelationship of change The interrelationship of change or Trist model was developed by Trist (1981), this model helps to understand the interconnection of activities that influence change in organisations. It is important for the HR to understand because the model can be applies to our attention on the influence that changes in a firms activities can have on employees. For example a change of technology would lead to training people, changing task and the structure of the organisation, all elements are interconnected that means one element affects the others. Reid and Barrington (2000), argues the sociotechnical model suggests that management should learn how to understand and cope to changing relationships between people, tasks, technology and structure. It is therefore helpful to review the kinds of internal changes which have occurred in the organisation and to what extent to appropriate HR initiatives have been put in place to prepare employees to cope with the new technology but neglected to invest sufficiently in staff training, it is likely to be as effective as planned. Deciding what to change is very important for the organisation, it means any change should be planned effectively. The managers change programme can aim to alter one of the four basic things: the firms strategy, technology, structure and people/behaviour/culture. For example an organisation can change its strategy when the profit is declining. Technological change is a second basic approach and it means changing the way the firm innovates and markets its products or services. Structural change means changing one or more aspects of the companys organisation structure. Reorganizing is a familiar organisational change technique in todays fast-changing times. Dessler (2004) 2.9. Resistance to change Change can create uncertainty and therefore lead to personal insecurity. Therefore, we are not surprised to notice resistance to change within organisations. An organizational change, such as being promoted, is mostly accepted, simply because it is perceived to have obvious advantages. But not all changes fit into this category. Where changes create confusion and uncertainty, then resistance is likely to take place; the resistance is not to change as such- rather it is to the personal loss (or possibility of personal loss) that people believe will accompany the change (Burke, 1982). 2.9.1 Reasons for resistance (1) Perceived negative outcomes Employees are resisting to the change most of time because they perceive it as a negative outcome. According to Manfred (1995) change is creating a multitude of fears, of the unknown, of loss of freedom, of loss of status or position, of loss of authority and responsibility, and loss of good working conditions and money. This can be summarised as being in the comfort zone. People do not like change; they like staying in the same position and keep on doing the same old things. Once any change is introduced it will automatically create a resistance because it does not allow them to be in a comfort zone. Before undertaking any change management exercise, managers must identify where the changes will occur in the organisation and also anticipate how the change will affect employees in their job. After an economic assessment of the proposed change, managers will highlight the nature of the changes that need to be made for the benefits to be realized. (Berry 2002) (2) Fear of more work By introducing new changes it creates the fear of more work and less performance by employees, there is fear that additional work will be required at the same level of compensation. Change mostly involves additional work, change of culture and responsibility. We can also face some changes on the working hours, possible relocation, working condition, technology and more. As people fear of additional work, we will notice that people always resist change; Strebel (1996) argues that resistance to change is based on the disturbance of an employers implied pact with the company. This pack is formed of cultural values, job description and social dimensions. (3) Misunderstanding and lack of trust This is a situation when the people affected do not understand the real reasons and benefits of the change and mistrust the management who are introducing the change. They often do not believe what the management says and believe that they have secret ulterior motives. This may be because the management can access too many information than the people affected. This situation is commun in any organisation which have been organised traditionally on antagonistic industrial relations lines and have developed an us and them culture. Nowadays, most organisations try to engender a harmonious spirit which sees everyone as having a common interest, but for organisations which have a long history of conflict this is not something which is easily changed. The lack of trust is due to imaginary hidden implications; we can also list other elements that caused the resistance of change like: belief that change is not necessary or feasible, economic threat, relative high cost, fear of personal failure, loss of status and power and lastly threat to values and ideals. Kotter and Schlesinger (1979) (4) Lack of communication Communication is the exchange of information in an organisation. For organisations to work effectively, it is vital that information be communicated to those who need

Zambezi Valley :: essays research papers

Zambezi Valley If the average person was asked about the Zambezi Valley, how many would actually have anything to say? From all the places I have been in the world, the Zambezi Valley stands out most in my mind. The mighty Zambezi River forms the border between Zimbabwe and Zambia as they lie on the maps in our libraries. Few people have been graced the opportunity to be in the presence of this majestic silver python as it carves away at the crust of our earth. There is no better way to experience this natural wonder than by organizing an expedition and venturing into the unknown wilderness of the "Dark Continent" for memories that will last you a lifetime. Unfortunately these days you have to do it through a Safari company that will charge you an arm and a leg for a week long tour, only skimming the surface and not taking you into the darkest of Africa of which you have read in so many adventure novels. Traveling is a very stimulating hobby, but Africa is part of me. Darkness overcame all as Mother Earth turned her back on the center of our solar system. In the heart of Africa everything is sleeping, or so you are meant to think. The ruler of that kingdom is patrolling his territory in absolute silence. His bushy black mane casts a shadow in the pale moonlight. Eyes like those of an eagle penetrate the darkest shadows of the bush. The soft gray pads of his paws tread along the game path barely leaving any evidence of his presence. The great beast strides graciously along before disappearing into black night. He will soon find either a dense thicket or some tall Buffalo grass swaying back and forth on the rhythm of the early morning breeze where he can lay his giant body down and get some rest. Stars begin to fade as a mysterious yellow glow takes their place in the East. The bush is coming to life. Birds are singing their songs of joy and hippos are snorting out of pure pleasure for a new day has come. This will be a day where the fight for survival takes over like an uncontrollable urge, nevertheless, little is known as to who should be feared. Should it be the predators lurking around, wanting to fill their own stomachs, or will it be the natives searching for food in the land on which they have lived for thousands of years. Remember that this is done in an effort to rise above the ever present poverty.

The tour :: Short Stories Science Medical Essays

The tour Her breath was becoming labored. It was always like this after working a full shift in the zone. The dust made her throat dry and her lungs ache. The feeling of every pore in her body closing in response to the biological assault was all too familiar. She had been on the Tour now for three months; many people did not survive more than two, and she theoretically had to serve five. There wasn't anyone she knew that had actually completed their Tour, except for Xern, and his respiratory system had been replaced at least twice. But now Sweepers were just as expendable as cars used to be -- internal organs could be replaced or even upgraded, but it eventually became more cost effective to generate a new body than to constantly maintain an old one. Besides, the Sweepers did not seem to be of use to anyone, beyond the task they performed. And after working a full shift, they were not even of use to themselves. Sometimes she was so mentally and physically spent that she would barely make it through the evening recalibration before falling asleep -- only to wake up feverish a few hours later. Tonight was no exception. It hurt so much to breathe, let alone cough or yawn. She had trained herself to take short, even breaths, because any sudden or deep intake sent a stabbing sensation throughout her chest. She couldn't even remember the last time she felt healthy. It was certainly sometime before she received that notice on her monitor: The Federal Medical Management and Research Association has identified a particular segment of your DNA that indicates immunity to BH-247XN30. This immunity merits a rarity of 5 on the Milton Scale, and has been identified in only .000014% of the population. Less than 5% of the same have been randomly selected to participate in Tour 598E that begins 1645/28/07/2048†¦ She had only vaguely heard of these Tours up until that point. They were of the vicious rumor variety, much like the perpetual threat of a comet-Earth collision. After she received the notice, she accessed the information site for the Tours. The laws governing them had been implemented 1022/03/05/2045, almost three years earlier. When she checked her voting account, she discovered that she had even submitted her approval for the laws.

How environmental threats are influencing federal and state governments Essay

Executive Summary Introduction Environmental threats are influencing federal and state governments including other agencies such as universities to investigate how other social and governance aspects can be incorporated into the sustainability framework. Little critical inquiry exists on this topic and a paradigm shift is attempting to integrate and use Indigenous knowledge to inform contemporary environmental policy decisions and management solutions. Binthi Wambal Aboriginal Corporation’s case study is an example of how complex this topic is. Context Paradigm shifts are taking into consideration Traditional Ecological Knowledge (TEK) to be incorporated into sustainability frameworks in a context where little critical analysis has taken place. Much of this participatory approach is a new methodology used to work with Indigenous groups highlighting the uniqueness and complexities of incorporating these governance structures within legislative frameworks including the ethical considerations and mistrust towards governments. Report Reviews Reviews of 3 authoritative sources pertaining to Indigenous governance and sustainability show that there is a dichotomy between western science and Traditional Ecological Knowledge and that recommendations need to be taken into account for improved management. Case Study and Recommendations: Binthi Wambal Aboriginal Corporation (BWAC) Operating as a small organisation in a remote region, BWAC have the ability to manage their affairs but are under-resourced and does not receive an income to manage the issues and problems that are affecting their objectives to achieve their aims. This section addresses the issues and problems experienced by BWAC and what they would have to change to manage these problems. Conclusion The review of governance issues and indicators of knowledge integration  across the types supports that Indigenous governance and Indigenous-driven co-governance are important factors towards the integration of IEK and western science for sustainability of social-ecological systems. This report highlights that there are challenges towards achieving sustainability highlighting recommendations to take into consideration as evidenced with BWAC’s experience. Introduction This report reviews three authoritative journals pertaining to Aboriginal environmental, governance and social aspects of sustainability to analyse the roles of values and culture on understanding of attitudes towards behaviours relevant to sustainability and business. First, an overview of the context reviewing the general literature on values, culture and sustainability pertaining will be provided. Next, recommendations to link cultural value systems and sustainability to improve relationships to modern governance, local council, various agencies and researchers for improved co-management systems will be analysed. The case study of Binthi Wambal Aboriginal Corporation (BWAC) as an enterprise will be presented to highlight the complexities of this issue and describe a set of recommendations to change how the enterprise can manage cultural differences in sustainability strategies. This case study illustrates the dilemmas and difficulties to achieve a consensus of cross-cultural work to local co-manager efforts to translate across knowledge systems and the knowledge-action divide. Environmental threats are influencing federal and state government including other agencies such as universities to investigate how other social and governance aspects can be incorporated into the sustainability framework. Little critical inquiry exists on this topic and a paradigm shift is attempting to integrate and use Indigenous Knowledge (IK) to inform contemporary environmental policy decisions and management solutions. How can the interactions between scientific and Indigenous Knowledge (IK) systems be effectively negotiated for the joint management of social-ecological systems? This is an important question because on Indigenous lands where co-management efforts respond to pressing conservation agendas the contribution of scientific knowledge and IK is required to better under stand and manage complex social-ecological systems. The integration of Indigenous Ecological Knowledge (IEK) and western science  to promote cultural diversity in the management of social-ecological system sustainability offers opportunities for Indigenous peoples to engage with many decentralised approaches to environmental management. Within this context it is important to understand how organisations plan to sustain the whole system so that everyone can benefit for the generations to come. Factors such as the adaptive co-management context, the intrinsic characteristics of the natural resources, and the governance systems affect the diverse processes of combining IEK and western science. Scholars of planning have debated and empirically tested that protected areas therefore provide a context in which many of the ideas and concepts are different. The sharing the burden of management responsibilities have emerged as a potential new paradigm in natural resource planning with developing cooperative relationships with local stakeholde rs. Context The marginalisation and dispossession of Indigenous peoples in Australia, until recent decades, is also attributed to the establishment of protected areas. Participation of Indigenous people in recent conservation planning and country management has enabled them to develop and refine governance and policy frameworks to recognise protected areas as part of Indigenous land and sea country. The co-management of terrestrial protected areas and the declaration and management of Indigenous protected areas is an arena that Australian is internationally pioneering. Further policy and protocol development has not progressed uniformly across Australia due to; Achievement of practical, meaningful social and environmental benefits through conservation agreements and activities. Implications of native title determinations over protected areas; Recognition of Indigenous peoples’ rights and interests in marine protected area management; This process has provided scope for recommendations for improvements to enhance the recognition, respect and rights of Traditional Owners as protected area co-managers for better social dimensions and responsibility. Across existing cooperative planning models improved partnerships and communications are needed to enable Indigenous and non- Indigenous collaborators to share ways of enabling country-based planning and management to assist in species and landscape conservation. Hill’s (2006)  framework and table highlight the polar approaches to managements based on the Kuku Yalangi case study in the Wet Tropics World Heritage Area (Appendix A). The conservation management literature in recent years has highlighted that co-management of parks and protected areas is important. Based on the experience of park managers struggling to integrate the protected area with the socioeconomic fabric of the surrounding region has supported the rationale for this approach to protected area management. This rich experience informs calls for co-management however, the theoretical rationale for an explanation of co-management, have been slow in realisation. Aspects, Issues and Problems Four issues are identified for the incorporation of Indigenous value systems and how different cultures influence the social dimension, responsibility and modern governance. The process of interrelation has affected not only the articulation of Aboriginal identities, but also implicates the importance of local cosmologies The practice of cultural differences, beliefs and values that reflects to individual behaviours represent their identity and organization The local community are themselves deeply affected by the growing saturation forms of knowledge, practice and values including socio cultural through colonial interference Modern governance and legislation affect traditional beliefs and cultures learned from ancestors Issue 1: Interrelations and implications of Aboriginal identities It is recommended that support be provided to Traditional Owners to continue their practices to incorporate their beliefs, values and culture, to sustain the community relationships and the social dimensions of each group of agency and government sector. It is important to assist them to build their capacity to ensure that these practices will be passed onto the next generational to encourage more sustainability in social and environmental aspects in the future. The action needs to be delivered with respect to maintain the social dimension of the communities for improved governance. Issue 2: Cultural differences, beliefs and values Again it is recommended that respect be shown to individual or organisations in order to achieve a sustainable environment or relationship. Good governance and leadership can deliver the social equity to achieve each individual or organisation goals or projects. Their information is thousands of years old and should be given the respect it deserves. Issue 3: Introduced influences The effects of colonialism has affected many Indigenous societies creating a wedge and feelings of mistrust and caution with imparting Traditional Knowledge without compensation or recognition. It is recommended that Indigenous people be provided with support for capacity building, governance, Intellectual Property rights and access to their country without exploitation. Issue 4: The influences of modern governance and legislation Indigenous people perceive current legislations, especially the Native Title Act 1993, as very racist that supports colonial practices to ‘conquer and divide’ and therefore are very reluctant to partake in government conservation strategies. Financial support to deliver the projects is minimum and not guaranteed to be on-going. Green washing by the governments is also another contributing factor affecting Indigenous participation. The land is very sacred and central to Indigenous people and the environmental schemes offered by governments are p erceived as a ‘carrot on a stick’ to coax people in to provide information for management plans to destroy the land for mining activities. Land Councils are funded by governments to administer these ineffective schemes without any accountability. Bohnet’s (2009) application of socio-logical planning framework on a holistic landscape in the Tully-Murray basin to test its transferability and effectiveness for knowledge integration in a water quality improvement planning context in the Great Barrier Reef proved to be challenging that achieved rewarding results. The acknowledgment that social and ecological knowledge is a key issue and research priorities in landscape ecology is supported by Bohnet (2009:1) who states that â€Å"further research into the roles of responsibilities of multi-stakeholder for knowledge integration in developing and managing sustainable land- and sea-scapes is recommended†. Figure 1: Bohnet’s (2009) Flow of the adaption and operationalisation of the socio-logical framework for sustainable landscape planning to water quality improvement planning in the Tully–Murray Basin Report Reviews We present a typology of Indigenous governance in environmental management derived through report review of 3 Australian journals, and consider its implications for the integration of IEK with western science. Our analytical framework is underpinned by sociological and rational choice institutionalism and which are differentiated by these three points: (1) Active participation, incorporating participatory planning, engagement with organizations, and coordination approaches; (2) Indigenous engagement, Indigenous development and capacity building for intercultural purpose, incorporating purposes of environmental management; (3) Sharing power, incorporating decision making, defining rules, resource values and property rights. We attempt to find solutions that are associated to Indigenous-driven co-governance; Indigenous governed collaborations; and agency governance; agency-driven co-governance. We draw on the notion of boundary work to examine how interaction at the boundaries of scien tific and IK systems can be managed effectively as a contribution to co-management. The case study of Binthi Wambal Aboriginal Corporation (BWAC) illustrates the work necessary for local co-managers to meld scientific and IK systems ensuring that management decisions are informed by the translation of knowledge. Attributes for effective implementing planning in this case include: (1) Translating the issues and problems and taking into consideration BWAC’s recommendations and objectives for participation in agenda setting and joint knowledge production. (2) Taking into consideration the recommendations presented in the reviews to broker interactions between knowledge systems that are supported by co-governance arrangements to ensure that boundary work remains accountable, and the production of collaboratively built boundary objects. (3) Providing BWAC with support to develop their capacity for improved business planning, governance, on-country planning and strategic planning. (4) Working directly with the organisation rather than Cape York Land Council and Bal kanu. This will ensure integrity and that correct information is provided at the same time providing BWAC with the capacity towards self-determination. Szabo and Smyth’s (2003) summary of the background to the establishment of Indigenous Protected Areas (IPA) in Australia of the legal and policy innovations on which they are based shows that  environmental and cultural benefits are inseparable. IPAs are managed and owned by Indigenous peoples and developed collaboratively with federal, state and territory conservation agencies in accordance with IUCN categories that forms part of Australia’s national system of protected areas. Szabo and Smyth (2003:7) through workshopping found that benefits included: Getting Traditional Owners back on country, often after long absences; Involving school children in IPA field trips, transferring knowledge between generations and strengthening languages; Re-establishing traditional burning practices, maintaining waterholes and reducing feral animal impacts; Providing training and employment in managing country; Promoting renewed interest about caring for the country. They also write (2003:8); â€Å"In addition to these formal joint management arrangements, most Australian states and territories have provision for some Indigenous involvement throughout their protected area systems. This might involve, for example, a commitment to consultation with Indigenous people, an Indigenous representative on an advisory committee, some employment or responsibility for Indigenous heritage protection. Indigenous people have consistently expressed the view that such arrangements do not adequately recognise their status as traditional landowners and they are seeking more meaningful involvement, especially at the decision and policy-making level. One feature that is common to all co-management arrangements is the lack of opportunity for Indigenous groups to decide whether or not they wanted their traditional lands to become protected areas.† Table 1(Szabo and Smyth 2003:9) shows a comparison of the main features of IPAs with co-managed protected areas in Australia. Table 1: Comparative features of Indigenous Protected Areas and co-managed national parks in Australia 1. Altman, J.C. ‘Sustainable Development Options on Aboriginal Land: The Hybrid Economy in the Twenty-First Century’. CAEPR Discussion Paper No. 226, 2001. Challenges to broaden the notion of the economy and development to  include the customary economy: Altman’s objectives in this journal is clearly defined and summarised to highlight that there are challenges to understanding the dichotomy of Indigenous and Non-Indigenous sustainability. Working for the Bawinanga Aboriginal Corporation in central Arnhem Land he proposes a model to converge his social science work with a number of biological scientists based at the Australian Research Council ARC Key Centre for Tropical Wildlife Management at the Northern Territory University. He argues that to achieve this required a paradigm shift in ideological positions and notions of development that are entrenched in the market mentality that do not accommodate cross-cultural and sustainability issues. He successfully outlines the economic development problems that are faced by this periphery group describing the hybrid economy consisting of market, state and customary components that politicians, policy makers and Indigenous people and their representative organisations do not fully understand. These are the key immediate challenges that he raises for this shortfalling as cited from page 16: The first is to understand the nature of the economy, plan for sustainability, and nurture the hybrid economy in ways that mesh with Indigenous values. The second is to shift the political debate to ensure a recognition of customary contributions provided by Indigenous people to regional and national economies and industries, and ensure appropriate financial underwriting by those who benefit, Finally, market opportunities in many remote localities are rare, so when new opportunities arise they must be quickly harnessed by Indigenous interests. It is imperative that newly emerging property righ ts (e.g. in tradeable carbon credits) are commercially realised not alienated as in the past. Overall, the article is concise, however it should be understood in a pioneering context. In summing up the concepts, argument and method used to show his evidence served its purpose to shed light on this topic to contribute positive approaches to combine Indigenous and Non-Indigenous sustainability. His explanation to show that Indigenous contributions are quantified and should be recognised in mainstream economies was achieved. His arguments provides an alternative pathway to improve the inadequate analytical approaches that fail to ask how develop based on market engagement be delivered to communities that are extremely remote from  locational and cultural markets. In its context his suggested framework to understand the hybrid economy through hybrid analytical and intellectual combination of science, social science and Indigenous Knowledge systems is plausible and partially relevant to BWAC. 2. Smith, B. A Complex Balance: Mediating Sustainable Development Cape York Peninsula. The Drawing Board: An Australian Review of Public Affairs, 2003. Recognising differences and compromising between Indigenous and non-Indigenous ways: Smith accomplishes his objective to describe a sustainable development project in a remote rural Aboriginal community. He empirically examines through his field work in central Cape York Peninsula (1996 – 2003) the differences and ongoing compromises between forms of social and political and economic organisations of Indigenous and non-Indigenous ways. His methodology effectively demonstrates that development intervention is likely to fail when it is not appreciative of differences between Indigenous and Non-Indigenous ideals and ways of doing things to improve human living conditions. He illustrates that impacts such as colonialism and post-colonial impacts and policies such as ‘self-determination’ and welfare dependencies have co ntributed to the problems affecting good governance. Shifts in recent policy and research of engagement with economic, social, political and environment considerations were flawed and flagged ‘traditional Indigenous values’ affecting development. On page 101 he writes; â€Å"this lack of engagement with Indigenous ideals and ways of doing things pervades Australia’s mainstream Indigenous discourse†. Whereas the â€Å"mainstream discourse, more obviously ‘material’ poverty and social problems take priority over ‘cultural’ or symbolic dimensions of Indigenous life and of the relationship between Indigenous and non-Indigenous populations†. He develops his arguments based on authoritative sources to support that intervention of external agencies would be more effective when they work with rather than against local values and practices. To support his argument he draws on his fieldwork to examine how a contemporary remote Aboriginal community is pursuing ‘sustainable development’ and how ‘cultural’ dimensions shape and constrain the community’s efforts. Incorporated into his ethnographical approach a historical analysis showed innovative approaches that explained the corporation’s successes to involve the articulation of different cultural domains – ‘mainstream’ or ‘Western’ and local Indigenous  life-worlds – in its day-to-day operations, involving divergent aspirations and values. Aspirations included an emphasis on decentralisation and outstation development, land rights, the resourcing of activities on traditional lands, and town-based economic development, employment and training opportunities. Based on his observations, for Aboriginal autonomy to be successful the social and cultural dimensions of development projects need to be taken into consideration. Again, this paper has to be appreciated in the context that it was written as it is slightly outdated and based on evidence when the movement towards Indigenous sustainable development was in the trailing stages. 3. Smith, B. ‘We Got Our Own Management’: Local Knowledge, Government and Development in Cape York Peninsula, 2005. Indigenous perspectives of governance in Cape York Peninsula: Again Smith relies on his fieldwork in Coen to examine the growing interrelationship of local knowledge and projects of government amongst Indigenous Australians. He relies on ethnographical material to highlight the tensions and complexities of land and natural resource management involving traditional owners. In analysing the ways in which the concept of management he demonstrates the growing interrelation of originally distinct indigenous and exogenous systems that has affected the articulation of Aboriginal identities and implicated in the current importance of local cosmologies. He cleverly entices the reader by telling a story of a meeting about the Hendra virus threats and transferred from flying foxes to horses and humans between local traditional owners and Queensland Parks and Wildlife Service (QPWS) Scientist. In particular he relates how Traditional Owner’s version of cosmology that the flying foxes come from the mouth of the rainbow serpent did not agree with the scientist who told them that ‘they flew up from Ravenshoe.’ His statement on page 6 conjures up this extremity â€Å"for these men and women, the articulation of Aboriginal world views, including those closely tied to local cosmologies, has provided a key means of asserting not only what they regard as fundamental differences between Aboriginal life-worlds and those social and cultural fields to which these external agencies are fundamentally orientated; but also the necessary primacy of Aboriginal cosmologies and linked forms of social organisation in determining the character of local ‘governance’ projects and ‘natural resource management.† Firstly, he  sufficiently provides an overview of the governance of Cape York Peninsula by providing a historical analysis of the township and ties in an analysis of Indigenous ‘conceptualisation of the innate’. Next, his overview of the development of Indigenous involvement in natural resource management demonstrates the problems associated with negotiating within this framework. He proficiently articulates the views and concerns of his participants and provides evidence that they were not happy with outside organisations based in Cairns working on their business as they felt that their ownership was taken away from them. He writes â€Å"the sense of localisation insists on the necessity if Aboriginal people representing themselves and the country with which they have personal ties. It further discriminates between forms of knowledge, decision making and practice held to be indigenous to a particular area and the people tied to that area under ‘Murri [Aborigina l] law’, and those forms regarded as exogenous.† To achieve his overall objective Smith ties in the work and structure of Chuulangu Aboriginal Corporation situated on the Wenlock River and run by David Claudie who has been very successful in incorporating both Indigenous and Western approaches to cultural and natural resource management as evidenced on their web page: www.kaanjugaachi.com.au This document is very relevant to BWAC as aspirations and difficulties experienced with outside organisations are very similar to Chuulangu Aboriginal Corporation. Smith’s account of governance in Cape York Peninsula is a very plausible and relevant document that policy makers, politicians and researchers should read to grasp an understanding to guide socio-ecological methodologies for better social dimensions and social responsibility in delivering projects. The Cape York experiences shares similarities with other Indigenous organisations wanting to achieve the same goals, however, their issues and problems are uniquely different outsid e this region. Case Study and Recommendations: Binthi Wambal Aboriginal Corporation (BWAC) Background Binthi Wambal Aboriginal Corporation (Indigenous Corporation Number ICN 4055) is an Indigenous Organisation that is registered with the Office of the Register of Indigenous Organisations as prescribed by the Corporations (Aboriginal and Torres Strait Islander) Act 2006 (CATSI Act). As outlined in the Rule Book the objectives the corporation aims to achieve are: Return  to their traditional land; Re-establish their spiritual connection with the land; Work their land in both the ancient way of the Aboriginal, and in the modern way of cattle and crops; Facilitate the training and education of the corporation members and their families; and Establish self-sufficiency towards the future for the next generation. Binthi country is situated approximately 40 kilometres north of Cooktown on the McIvor River and comprises mixed tenure arrangements within the Guugu Yimithirr Nation (Appendix B). This corporation also manages the protection of the cultural sites within their territory and is aspiring towards self-sufficiency to develop their outstation. They are also very interested in participating in cultural tourism business to share and showcase their culture and country. Aspects or Issues and Problems Operating as a small organisation in a remote region, BWAC is under-resourced and does not receive an income to manage the issues and problems that are affecting their objectives to achieve their aims. Binthi people would like to develop strategies and management plans to protect their cultural and natural values that are increasingly affected by mining and pastoralism. With the associated problems of the current economic climate BWAC are keen to address these problems to assist them with funding opportunities and compliancy with the CATSI Act. In 1994 the Indigenous Land Corporation purchased Mt Baird Station for Binthi Traditional Owners and this did not include further support to develop or maintain the property. The rates to the Cook Shire Council are an issue as BWAC cannot afford to pay and Hope Vale Aboriginal Council have paid the outstanding amounts and are currently leasing the property for a 10 year period. BWAC also hold lease titles within the Deeds of Grants in Trust (D OGIT) land which is currently managed by a defunct organisation called the Congress of Clans set up and operated by the Cape York Land Council (CYLC) and Balkanu. The government transferred the title to this organisation in 2012 including over $7 million dollars in ex-gratia money of frozen royalty funds from Cape Flattery Silica Mines and which has been misappropriated by CYLC and Balkanu. This is  currently a very controversial issue and a major concern to all the Traditional Owner Groups within this boundary, as it impinges upon their rights and access to their country. An illegal and fraudulent process occurred whereby the traditional owners were not negotiated with and the rightful owners of Cape Flattery did not receive their monies. As the signatures were obtained fraudulently the protection of cultural and natural heritage for all involved is at stake. Finally, the community has two tiers of bureaucracy to deal with, including Local Government Authorities and the welfare reform imposed without free and prior informed consent. Partnerships and Cape York Institute that promote this are associated with Cape York Land Council and Balkanu and whose members and affiliates have been the perpetrators of violence that members of BWAC and the community have tolerated for many years. Ironically, they receive millions of dollars of funding from the government to roll out this program with Local Commissioners who all have criminal histories and no qualifications. Recommendations Issue 1: Governance and strategic business planning It is a priority that viable strategic business plans are developed to raise BWAC to a level to be competitive and eligible for funding opportunities to improve administration and governance matters. Regular meetings and reporting are required for compliancy with the CATSI Act and audit purposes. Funding opportunities to employ a Project Officer to oversee this is a positive outcome that will alleviate the pressures of these issues at hand. These are to be developed initially to then set in place recommendations to be implemented. In doing so, it is important that the business drivers be refined to enhance product quality, cost image and passion to make a difference. The vision and objectives may have to be revisited, so that it is short and realistic in an ever changing environment. The current position will also have to be reconsidered and bought into context, so that gap analysis can be undertake to develop strategies are developed in an action plan for every strategy for implemen tation and review so that they can be improved. Binthi Wambal, Chuulangu and Dingaal Warra are all working towards the same vision and to do so will also involve exposing Balkanu and Cape York Land Council for corruption and fraud. It is  recommended that these organisations and others support each other and it is expected that the strategic business planning process to take one year to thoroughly complete. Issue 2: Rates for freehold property and tenure associated to Deeds of Grant in Trust lands To overcome the issue to generate income BWAC must develop employment and training strategies in conjunction with viable crop and harvest economy, or other suggested ideas. In addition, partnerships with other stakeholders, such as Indigenous organisations, Local Government and government agencies, are recommended as the most practical way for support and to further advance financial problems. It is also recommended that legal advice be obtained on the tenure related problems for counteraction to High Court proceedings and the Human Rights Commission and the International United Nations Committees for breaches of human rights issues. The same applies to challenging the Welfare Reform Policies currently in place. Financial assistance for initiation start-up of $250, 000 is required to undertake this task and strategies developed to ensure that these outcomes are achievable. Approximately $10, 000 per annum is required for rate payments. The rates will be an ongoing issue and it is expected that the tenure issue can take approximately 1- 2 years to resolve. In the interim, whilst Hope Vale Council is managing the property BWAC can provide support. Within eight years BWAC can be resourced to be able to manage the property. Issue 3: Mining Threats It is necessary that BWAC develop a Cultural Heritage Management Plan as prescribed by the Aboriginal Cultural Heritage Act 2003 (Appendix C) and exercise their right to negotiate with mining companies, as specified in section 29 of the Native Title Act 1993. This is beneficial so that agreements can be reached for the protection of cultural sites. Extensive mapping of the sites have occurred and entered onto the state database, however, as the Native Title are a mess BWAC have lost their right to Balkanu and Cape York Land Council to negotiate any matters to their cultural heritage or funding opportunities for land and sea planning matters. These three pressing issues are affecting BWAC ability to function and the implication of the problems impinges on the development of their aspirations and poses perceived threats that require a gap analysis to  devise strategies for an Action Plan for implementation and review. In addition to these dilemmas there are advantages to including IEK into socio-logical framework for sustainable landscape planning equation contributing towards a holistic and inclusive approach for improved social dimensions and social responsibility without Cape York Land Council involvement. Conclusion In consideration of these issues and recommendation it is envisioned that BWAC can overcome these issues to implement their plans to achieve outcomes with the following objectives: Take a leading role in the community on issues such as climate change and sustainability. Ensure that strategic objectives of BWAC are relevant to the local, state and national business community and government. To raise the character and status and advance the interests of BWAC and those engaged therein. Establish and maintain a focused portfolio of activities of activities including research, provision of training, government and executive development programs, consultancy and other entrepreneurial initiatives. Ensure that BWAC delivers quality in all of its endeavours. Establish an agreed and acceptable system of performance review. Maintain a comprehensive knowledge of the external resources to optimise ongoing and future funding. Ensure that BWAC uses an appropriate and regular system of external and internal communication To maintain contact and communicate with the governments of the Commonwealth of Australia and of its States and Territories and with local and municipal governing bodies and other public and private organisations on matters of concern to BWAC and to the wider community. To increase the confidence of the community in the development of BWAC projects and to ensure transparent accountability. To promote honourable practice and integrity to ensure the success of future projects. From our review of governance issues and indicators of knowledge integration across the types, we support that Indigenous governance and Indigenous-driven co-governance are important factors towards the integration of IEK and western science for sustainability of social-ecological systems. Distinct Indigenous cultural purposes  underpinning IEK, and benefits knowledge integration can be sustained by supporting Indigenous governance without, or with only a limited requirement for power sharing. We conclude by promoting the reports reviewed be regarded as authoritative on the topic to test its general effectiveness in guiding practitioners and researchers to develop robust governance for Indigenous knowledge integration of periphery groups in environmental management. References Altman, J.C. (2001), ‘Sustainable Development Options on Aboriginal Land: The Hybrid Economy in the Twenty-First Century’. CAEPR Discussion Paper No. 226, Centre for Aboriginal Economic Policy Research (CAEPR), Australian National University, Canberra [Online], Available: https://digitalcollections.anu.edu.au/bitstream/1885/40104/2/2001_DP226.pdf Bohnet, I.C. (2009), Integrating Social and Ecological Knowledge for Planning Sustainable Land and Sea Scapes: Experiences from the Great Barrier Reef Region, Australia. Research Article, Landscape Ecology, DOI 10.1007/s10980-010-9504-z, Available: http://link.springer.com/article/10.1007/s10980-010-9504-z#page-1 Hill, R. (2006), The Effectiveness of Agreements and Protocols to Bridge Between Indigenous and Non-Indigenous Toolboxes for Protected Area Management: As Case Study from the Wet Tropics of Queensland, Society & Natural Resources, 19:7, 577-599, Available: http://www.tandfonline.com/doi/abs/10.1080/08941920600742310#.Uo wc1-Kn6Ts Smith, B. (2003), A Complex Balance: Mediating Sustainable Development Cape York Peninsula. The Drawing Board: An Australian Review of Public Affairs, Volume 4, Number 2: November 2003, 99-115, School of Economics and Political Science, University of Sydney. Available: http://www.australianreview.net/journal/v4/n2/smith.pdf http://caepr.anu.edu.au/StaffProfiles/Benjamin-Smith Smith, B. (2005), ‘We Got Our Own Management’: Local Knowledge, Government and Development in Cape York Peninsula. Australian Aboriginal Studies, 2005/2, Australian National University, Canberra. Szabo, S. & Smyth, D. (2003), Indigenous Protected Areas in Australia. In, Jaireth, H. and D. Smyth (Eds), Innovative Governance: Indigenous Peoples, Local Communities and Protected Areas, pp 145-164. IUCN-sponsored by publication, published by Ane Books, New Delhi. Available: http://www.sbconsultants.com.au/index.php/reports-and-publications-mainmenu-41 Appendix A: Hill’s Conceptual framework for bridging two management toolboxes Kuku Yalangi versus Wet Tropics World Heritage Area Appendix B: Guugu Yimithirr Map Appendix C: Cultural Heritage Study & Cultural Heritage Management Flow Chart