Problems on Campus Essay Example

Problems on Campus Essay Chelsia Bell Professor Arnold English 1301-005 September 25,2012 Better Food, Healthier People Campus advisors, with very simple solutions, can solve the common health problem of bad food choices on the TJC campus. Replacing non-healthy foods in vending machines, serving healthier food in the cafeteria, and offering smaller sizes of soft drinks are all good solutions to this common problem. Everybody loves picking up a quick snack in between classes; however, sometimes the taste can throw us off and make us forget about the real picture. Most of the snacks in the vending machine are very good, but are also very high in calories, carbs, and definitely sugars. While you are enjoying your snack you have no care in the world about what you are putting in your body. If we would all just take a quick second to think about what are eating, I’m sure the amount of obesity among people, not just on campus but everywhere, would drop considerably. Replacing snacks like Reese’s, Kit-Kat, and chocolate bars with healthy snacks like the 100 calorie snacks and crackers, would easily make a significant change. We will write a custom essay sample on Problems on Campus specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Problems on Campus specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Problems on Campus specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Cafeteria food can sometimes be good and sometimes not so good. Because of budgets, cafeteria food could be minimum quality. They may serve whatever is cheapest at the moment with any concern about providing healthy food. Putting options like salads, baked stuff instead of fried, and serving smaller portions will also cut down on all the health problems on campus. Sometimes even juice instead of a soda can help. If the people in the cafeteria and the people over the food on campus would be more concerned about everybody else’s health, I’m sure the food choices would be a lot better. Healthier food choices equal a healthy person. Small, Medium, or Large are words that we hear most of the time when we order a soft drink. Most of the time the mediums are big enough to share with 2 people. Drinks have just gotten bigger and bigger. Offering the mini sizes of soft drinks in the vending machines would be a very good idea. Sodas are already not good for you in many ways, so the serving that comes in the mini size is plenty for anybody. It is usually difficult for me to drink a whole regular sized soda by myself. Food is always tricky. You just have to make sure you are the eating the right thing at the right time. The bad food choices on the TJC campus can easily be solved with help from supervisors and maybe even some sponsors. Nobody should have to be constantly worried about their health. Putting these better food options on campus can easily ease everyone’s mind.

The Yavapai essays

The Yavapai essays Since ancient times, they called themselves the people of the red rock country. The region they roamed on their hunting and plant gathering forays remains among the most lush and magnificent in the Southwest. Before white contact, the Yavapai were a wealthy people in terms of their environment. Unfortunately, the land that sustained them for centuries would be coveted by a more powerful and war-like tribe from the East...the English-speaking Americans. But Americans were not the first white people the Yavapai encountered. Two hundred years before American contact, Spanish white men from Mexico entered the Verde Valley (the area located in the center of the state, Camp Verde) in search of fabled lakes of gold, and a route to the South Seas. The Spanish had no difficulty in recognizing the differences in language between the Yavapai and Western Apache, whom they also encountered. Following on the heels of the gold-hungry prospectors were the settlers. By 1864, the U.S. Army was building forts throughout Yavapai and Apache ancestral lands. In less than 10 years, white efforts to destroy the well-ordered lifeways of the Yavapai and the Apache, and exterminate them as a people, very nearly succeeded. Soldiers knew that fighting the fierce Apaches of Arizona and New Mexico, required particular skill and heroic fearlessness. For many, the challenge was irresistible. Unfortunately, the peace-seeking Yavapai of Arizona were mistaken for Apaches...or, as the Yavapai tell it...there was no mistake. On September 26, 1864, the First Territorial Legislature met in Prescott, Arizona. The most pressing concern before this legislative session was the need for troops to make war against the Apaches. At this point in time, both Yavapai and Apaches were considered (by the whites) one and the same. The months between 1869-70 finally reac ...

Political Science 1, w question paper on the president and congress of Essay

Political Science 1, w question paper on the president and congress of the US - Essay Example This brief, yet concise, essay now turns to an overview of the history of the Presidency of the United States. From George Washington to Barack Obama, the Presidency of the United States of America remains the highest office in the land. As head of state as well as head of government, the President of the United States of America leads the federal government as well as the Executive branch of government. Although the election of the President is indirect in the United States and is accomplished through the Electoral College, the democratic election of the President is a traditional which dates back to the establishment of a free republic on the shores of the Americas. The Second Continental Congress following the American Revolution established a confederation system of government in which the office of a President as well as the body of Congress were created. Following the Constitutional Convention in the wake of revolution, the executive branch as created and established a series of checks and balances on the authority of the executive. Accordingly, the American system of political governa nce is predicated on the belief that there is a balance of power between the three major branches of government. Thus, in an effort to ensure that each branch is counterbalanced by the others, the Executive, Congress and the Judiciary work to ensure the smooth functioning of the legislative process in the United States. The multitude of roles played by the President have evolved and developed in tandem with the history of the United States. As commander-in-chief of the Armed Forces, the President of the United States plays the important role commanding the most important army in the history of the world. As commander-in-chief, the President can direct the armed forces but cannot declare war without the authorization of Congress. This is an important

Bbusiness management Essay Example | Topics and Well Written Essays - 1500 words

Bbusiness management - Essay Example BMW focused on the market trends and strategies in order to get a hold on high share in the market. BMW Case Analysis What main trends are identifiable in the business environment in general and in the automobile market in particular in 2004 that might affect BMW’s strategy? The main trends that are identifiable in business environment mainly include the competition between the different brands of same product category. It is on the basis of the quality and differentiation that is created by every brand. In automobile market the most important trend that is identifiable is the uniqueness in terms of design, price, quality and convenience provided to every customer when it comes to use. Whether it’s for any segment, the prime objective of automobile industry is to provide the ease to use it. According to Porter’s Generic BMW is highly differentiated in the automobile market, and this differentiation was on the basis of brand itself that created different identity in consumers mind. BMW conveys a perception of prestige and dignity for the high-end users. Uniqueness in terms of design seems to be the most important weapon for any company to fight and to move in fast–paced automobile industry. But in 2004 the market for automobile industry became more concentrated and productive. ... ere was no issue of quality in this year because of rapid growth of automobile industry but consumers of North America and Western Europe started demanding cheaper cars due to economic instability which forced them to reduce the spending on non-essential goods, and this adversely impacted the matured car market. On the other hand the market of Asia especially in China the demand of high–end and expensive models increased. Henceforth, quality was not the issue in 2004 whereas every company was focusing on placing their brand on the top of automobile industry. The war was of branding not of quality because the quality was no longer an issue (Mathews, 2006). 1. Using Porter’s five-force framework, attempt an analysis of the competition in the automobile industry in 2004 (adopt the BMW perspective). Consider the time horizon of strategic planning and attempt to identify what future changes are likely for that period in the light of the factors at play in the macro-environme nt. Industrial Rivalry – The competition became so ferocious, there was no room for differentiation and growth was slow because industry was in the mature phase. So, the focus turned to price of the product in automobile industry. Those who set economical prices and uniqueness into their brands were ruling the market. Quality was the weapon and the design too but that no more be considered as factor for choice-making, it was necessary for car makers to look for quality of product. Profitability was affected badly due to various external factors as well as competition. Substitutes – In 2004 automobile industry was facing substitute like motor bike, boats and leisure cruises were immensely used. Potential Entrants – Deluxe cars like Ford entered the market with Jaguar and Volvo models and

Practical Guide to Effective Leadership for School Managers Essay

Practical Guide to Effective Leadership for School Managers - Essay Example One of the benefits that such a practical guide has is with relation to its ability to highlight key issues and problem areas that will likely remain for the duration of time in which the practical guide itself will be utilized. In such a way, a level of self analysis is needed to be performed that that once a task or approach has been completed, a level of inference can be drawn with regards to those areas that could be improved upon as well as noting and further improving those areas that proved to be key successes within the process (Avant, 2010). As a means of this, the following analysis will seek to provide a level of discussion onto the key areas in which the skills that will be noted developed as a function of individual growth as well as teamwork. Furthermore, the mistakes and difficulties that are doubtless to be experienced will also be discussed as a means of seeking to find ways in which personal and professional development can be promoted to a higher degree within the individual school of the current time as well as the future. Although an exhaustive study of these personal and professional factors would require a dissertation length response, this brief analysis will seek to hone in on three unique skills which can be developed through the course of everyday activities and seek to utilize these as a starting point for related difficulties and weaknesses that proved to be key roadblocks, although not insurmountable, in the process (Wilson, 1992). A primary skill that must be developed and leveraged at each and every stage is with regards to ensuring that lines of communication remain upon and healthy. Without this fundamental aspect, it is impossible for the flow of information to allow for a type of self-correcting entity to form that is capable of responding to threats and opportunities (Beccera & Gupta, 2003). Like any other institution/organization, it is the requirement of the educational organization to ensure that effective forms of commun ication be maintained and leveraged at each and every stage so that the entity can continue to express a degree of growth and development that is befitting of the times and demands upon which the environment consists (Elida-Tomita, 2010). Similarly, another key strength that must be sought to be engaged in order for effective communication to take place on any level is the ability of leadership to be able to interact with and gauge the needs that the organization puts forward; almost invariably accomplished via the process of self analysis and introspective means of measurement.

Alternatives to Proprietary Digital Forensics for SMEs

Alternatives to Proprietary Digital Forensics for SMEs Realistic alternative to expensive  Proprietary Digital Forensics  and Security products for SMEs. Alan David Blais Abstract Organisations have recently developed an awareness about the necessity of having their systems secure and protected from external as well as internal threats. This sudden awareness is believed to be due to recent major events about breaches and security issues faced by many organisations. The consequences of these breaches and security issues had so many negative impacts that it has created a real awareness. Although the UK is among the leading countries in this regard Europe, it still has a long way to go, according to training director for the Sans Securing The Human Program, Lance Spitzner. (Cybersecurity Awareness SANS 2015) Many organisations have already invested very considerable amount of money into making their systems securer while other are still thinking whether investing money in security has a return on investment (ROI) or not. On the other hand, for small and medium enterprises (SME), it is an entirely different story, with the world financial crisis, it is already particularly difficult for SME to survive, and some of them are struggling to keep their companies running and many of them cannot afford the cost for improving the security of their system as it should be. Most of them, try to use short-term fix like cheap firewall and anti-virus, free patches and updates despite knowing that having a single/some layer/s of security is not enough. Some of the SMEs also uses free available tools and applications but most of these tools are specialised in only one aspect of security, thus several different applications are needed to provide better security. It is difficult to manage several different tools and applications at the same time. This projects aims at finding a solution to solve the above mentioned problem by designing a software/platform for managing different tools and applications remotely using the designed software/platform. 1. Background – 2 Pages 1.1 Introduction According to a new study on the main causes of European privacy, breaches come from organisations own errors, insider abuse and other internal mismanagement issues. The director of the study, P. Howard believe that only 41% of the incidents reported are external attacks by hackers and that 57% of the incidents which were caused by administrative error, exposed online, insiders or caused by missing hardware configuration. (Most European Breaches Caused by Organizational Error, Insider Attacks 2015) Based on the above study findings, we can therefore assume that having proper internal security mechanism within an organisation can significantly reduce the number of incidents. Despite knowing that, some organisations are still not improving their security as it should be. The main reason is the cost associated to security; some people at management level still think that investing on security has no direct impact on the main objective of business which is to make profit. It is true that many organisations awareness about security have recently changed due to the consequences of breaches on other organisations but Cyber Security awareness is still in its infancy in most organisations and not all organisations can afford the cost associated to security, Small and medium enterprises are generally not able to afford it. Moreover, much of the software available on the market focus on one particular aspect of security rather than having a single platform that caters for different aspect of security at an affordable price for SMEs. It seems that a growing trend is growing within SMEs, which is the use of open source software (An evaluation of open source software adoption by UK SMEs in the IT industry.) such as Volatility. But even that, it is not an efficient way to manage several applications all at the same time. A possible solution would be to use an application as a platform for using other open source software with the capability of managing all these remotely. This project is about designing that platform to provide incident response, digital forensics, host and network security as well as malware analysis capability. The platform will provide all the above mentioned capability remotely and having a server-client architecture. 1.2 Relevant past and current work Alien Vault has a software which provides a platform to manage different aspect of security all on one platform called Unified Security Management (USM). The software is a commercial one and provides the management of tools which themselves are commercial software whereas this project aims at using available free software and in-house built features to provide a platform for managing different aspects of security at an affordable price. Below is the management features available in Alien Vault USM and other traditional SIEM. As we can see from both screen capture, many traditional SIEM require 3rd party product to provide some features. Below are the security features provided by alien vault. The USM provides a single platform for managing and monitoring different aspect of security. 2. Project Description – 1 Page 2.1 Project Overview This project aims at designing a platform for managing open source and free applications/tools as well as providing in-house built features. The platform will be dealing with different aspect of security such as incident response, digital forensics, host and network security and malware analysis. The digital forensics capability will be the central part of the project from which incident response and malware analysis will be derived from. The host and network security will be on top of the base structure which comprises the three other aspects. The digital forensics and malware analysis can be split further at a high level view as we can see from the diagram to the left side. Live and static forensics for digital forensics on the other hand Static and dynamic analysis for malware analysis. 2.2 Importance of this project Security should be the concern of everybody, SMEs should be given alternative option to expensive security products to enable them to provide more secure services to clients, which in-directly or directly can affects anybody. This project aims at providing a cost effective solution by providing a platform to manage open source tools and application. The main assumption will be, despite knowing that free applications and tools have limitations, it is a better option than having no security at all or limited one due to having a limited budget for security. 2.3 Aims and Objectives It is important in a project to properly design the aims and objectives since it allows the setting up of the directionthe direction in which the project must go through. Objectives allow us to measure and assess the outcome of the project. Please refer to Appendix A for the aims and objectives. 3. Programme and methodology – 3 Pages 3.1 Spiral Methodology The spiral methodology seems to be the best option to suit the project. The spiral methodology as compared to waterfall methodology has the advantage of demonstrating that development projects work best when they are both incremental and iterative, where the development is able to start small and benefit from enlightened trial and error along the way. The spiral methodology reflects the relationship of tasks with rapid prototyping, increased parallelism, and concurrency in designing and building activities. The spiral method should still be planned methodically, with tasks and deliverables identified for each step in the spiral. Throughout the entire project we are going to use the spiral methodology for the design and development of the software/platform. The next part of this section will be the planning of tasks and deliverables as well as expected Milestone. Why do you think the spiral best suits your project? Not the other methodology give concrete examples. 3.2 Project Management 3.2.1 Budget Planning 3.2.1.1 Milestone The table below is just an estimation of how much time each task will take and gives us enough information to plan the project in a more realistic way. Generally tasks will be performed in parallel rather than in a linear way which has its advantages and disadvantage such as time saving and whereby some tasks must be completed prior to some other tasks. 3.2.1.2 Gantt Chart Please find below a Gantt chart representing the planned tasks over the budget allocated to us. 3.3 Project Approach The first part of the project will focus on the literature review where we are going to analyse tools, applications and process/features which are relevant to the project. The next part, we will be talking about why the features/applications/tools might be important for SMEs and their security from a technical and non-technical perspective. The third step will be to developed the features and integrate the tools/applications within the designed platform. The final step will be the testing and documenting of the results obtained and makes sure that the aims and objectives are satisfied. 4. Ethical and Legal Consideration – 1 page Before starting a project, it is crucial to properly understand the internal policies of the organisation you are developing something for and any local laws that might apply to the project. Some features of the project might invade the privacy of the users which in our case will be employees. It is a good practise to have policies about the possibility of company’s resources being monitored and might be investigated without prior notice or user permission but this might not be enough in a trial. One alternative would be to make sure the company where we are going to implement this project displays a well-defined warning banner. Without a banner, the right to investigate or monitor a system used by employees might conflict with user’s expectation of privacy. The EU and its member nations which include UK impose a strict fine for information that crosses national boundaries without the person’s consent. 4.1 Law in UK According to the UK Government’s website (https://www.gov.uk/data-protection-your-business/monitoring-staff-at-work), it is possible for employer to monitor employees at workplace if the below conditions are met: Be clear about the reasons for monitoring staff and the benefits that this will bring. Identify any negative effects the monitoring may have on staff. This is called an impact assessment. Consider whether there are any, less intrusive, alternatives to monitoring. Work out whether the monitoring is justified, taking into account all of the above. Monitoring employees’ activities on a computer system is cover by the data protection act. Data protection law doesnt prevent monitoring in the workplace. However, it does set down rules about the circumstances and the way in which monitoring should be carried out. Based on UK law, it is also for employers to monitor their employees without their consent for specific reasons. (Please refer to Appendix B for the reasons) 4.2 Ethics The question about whether it is ethical to monitor or investigate on employees can be debate on different point of view which can include the privacy of users, the need to protect client’s data, to provide reliable and trustful services to client by minimising the risks of external as well as internal threats such as insiders. But at the end of the day, the majority always win over the minority, what would be more ethical? Monitoring hundreds of employees or having more than one million client’s credit card details unprotected from insiders? 5. Impact 0.5 – 0.75 page 5.1 National Importance Services provided by SMEs such as data storage, client’s data management, POS information management, companies’ secret industrial process and many others will be more secure since the SMEs will improve on their security using a cost saving solution and providing several layers of security. Risks associated to insiders will be minimised. 5.2 Commercial Impact The platform could be sold at an affordable price or via a donation mechanism. The money can then be used for developing new features, improves existing features and provide upgrades. 5.3 Academic Impact This project can provide a platform for further research opportunity such as: Research can be done about why despite knowing that security is crucial still SMEs are not improving their security? Cost associated with security products? The assessment of the impacts on security in general if security products were cheaper and easily available for on SMEs. Does security improved if managed and monitored using a single platform rather than using several different security products (Efficiency and conflict arise when using several security products). References Cyber security awareness still in its infancy, says Sans Institute. 2015.Cyber security awareness still in its infancy, says Sans Institute. [ONLINE] Available at:http://www.computerweekly.com/news/2240234932/Cyber-security-awareness-still-in-its-infancy-says-SANS-Institute. [Accessed 18 May 2015]. Information Security Awareness Training | Cybersecurity Awareness | SANS. 2015.Information Security Awareness Training | Cybersecurity Awareness | SANS. [ONLINE] Available at:http://www.securingthehuman.org/. [Accessed 18 May 2015]. Study Finds Most European Breaches Caused by Organizational Error, Insider Attacks | The State of Security. 2015.Study Finds Most European Breaches Caused by Organizational Error, Insider Attacks | The State of Security. [ONLINE] Available at:http://www.tripwire.com/state-of-security/latest-security-news/study-finds-most-european-breaches-caused-by-organizational-error-insider-attacks/. [Accessed 18 May 2015]. Brunel University Research Archive: An evaluation of open source software adoption by UK SMEs in the IT industry. 2015.Brunel University Research Archive: An evaluation of open source software adoption by UK SMEs in the IT industry. [ONLINE] Available at:http://bura.brunel.ac.uk/handle/2438/4509. [Accessed 18 May 2015]. Brian Buffett, UNESCO Institute for Statistics (2014)Factors influencing open source software adoption in public sector national and international statistical organisations, [ONLINE] Available at: http://www.unece.org/fileadmin/DAM/stats/documents/ece/ces/ge.50/2014/Topic_1_UNESCO.pdf [Accessed: 18 May 2015]. SME’s help Governments make huge IT savings. — PretaGov. 2015.SME’s help Governments make huge IT savings. — PretaGov. [ONLINE] Available at:https://www.pretagov.co.uk/news/sme2019s-help-governments-make-huge-it-savings. [Accessed 18 May 2015]. How SMEs can drive growth through new technologies. 2015.How SMEs can drive growth through new technologies. [ONLINE] Available at:http://yourbetterbusiness.co.uk/how-smes-can-drive-growth-through-new-technologies/. [Accessed 18 May 2015]. Unified Security Management (USM) Platform. 2015.Unified Security Management (USM) Platform. [ONLINE] Available at: https://www.alienvault.com/products. [Accessed 19 May 2015]. James R. Chapman 1997, Software Development Methodology, Project Management Training. [ONLINE] Available: http://www.hyperthot.com/pm_sdm.htm [Accessed 19 May 2015] NELSON, B., PHILLIPS, A. ET STEUART, C , 2010. Guide to Computer Forensics and Investigations. 4th Edition. Course Technology Data protection and your business GOV.UK. 2015.Data protection and your business GOV.UK. [ONLINE] Available at:https://www.gov.uk/data-protection-your-business/monitoring-staff-at-work. [Accessed 20 May 2015]. Monitoring at work Citizens Advice . 2015.Monitoring at work Citizens Advice. [ONLINE] Available at:https://www.citizensadvice.org.uk/work/rights-at-work/monitoring-at-work/. [Accessed 21 May 2015]. Appendix – A A1 Aims of the project Please find below the aims of the project: Provide a cost effective IT Security solution. Provide security in its different aspects all under one platform. Provide remote management capability. A2 Objectives of the project Please find below the objectives of the project: Secure communication between server and clients. Ability to monitor and detect suspected behaviour/activities. Ability to remotely manage clients from server (Platform). Ability to capture relevant information from clients to server for investigation. Ability to provide Confidentiality and integrity on clients. More detailed and technical objectives are to be derived at a later stage of the project, which will in-turn be translated into features that will be provided by the platform. Appendix – B B1 – Reasons for monitoring employees To establish facts which are relevant to the business, to check that procedures are being followed, or to check standards, for example, listening in to phone-calls to assess the quality of your work To prevent or detect crime. To check for unauthorised use of telecommunications systems, such as whether you are using the internet or email for personal use. To make sure electronic systems are operating effectively, for example, to prevent computer viruses entering the system. To check whether a communication you have received, such as an email or phone-call is relevant to the business. In this case, your employer can open up your emails or listen to voice-mails but is not allowed to record your calls. To check calls to confidential help lines. In this case, your employer can listen in, but is not allowed to record these calls in the interests of national security.

The Delusional Governess in Henry James The Turn of the Screw Essays

The existence of the ghosts in The Turn of the Screw has always been in debate. Instead of directly discussing whether the ghosts are real or not, this essay will focus on the reliability of the governess, the narrator of the story. After making a close examination of her state of mind while she is at Bly, readers of The Turn of the Screw will have many more clues to ponder again and to decide to what extent the governess can be believed. While critics like Heilman argue that there are problems with the interpretation that the governess was psychopathic, textual evidence incorporated with scientific research show that the governess did go through a period of psychical disorder that caused her insomnia, out of which she created hallucinations. In the prologue, Douglas gave a detailed account of the master from the governess ¡Ã‚ ¦s point of view. She regarded him as  ¡Ã‚ §handsome and bold and pleasant, off-hand and gay and kind; he struck her ¡Ã‚ ¨ (James 4). Later on we learn from Douglas that the governess accepted the job at Bly for the master ¡Ã‚ ¦s sake, and of course the generous salary offered by the master. Without any experience, the governess ¡Ã‚ ¦s passions for the master supported her to accept the job and confirmed her decision to take the challenge even though she feared not having the ability to accomplish the job.  ¡Ã‚ §The moral of which was of course the seduction exercised by the splendid young man. She succumbed to it ¡Ã‚ ¨ (James 5). With the love for the master, the governess had the courage to visit the master again and eventually took the job.  ¡Ã‚ §He held her hand, thanking her for the sacrifice, she already felt rewarded ¡Ã‚ ¨ (James 6). Her obsession with the master was somehow repressed owing to the absence of the master and the condi... ...ose cannot be the proof of the reliability of the governess. The issue whether the governess was insane or not may never be solved. Not only because critics seem to be able to find as much evidence as possible to prove their arguments but also, the reliability of the account of the governess colors the whole story with great ambiguity. We are not certain of the state of mind of the governess when she wrote down the story and when she related the story to Douglas. However, as we closely examine the state of mind of the governess, her reliability does appear to be in question. Beidler provided two readings of The Turn of the Screw and in the second one he declared:  ¡Ã‚ §the governess saw only what she wanted to see ¡Ã‚ ¨ (Beidler 9). She was so exhausted from her prolonged insomnia that she envisioned a story with ghosts for herself to fulfill her growth as a governess. The Delusional Governess in Henry James' The Turn of the Screw Essays The existence of the ghosts in The Turn of the Screw has always been in debate. Instead of directly discussing whether the ghosts are real or not, this essay will focus on the reliability of the governess, the narrator of the story. After making a close examination of her state of mind while she is at Bly, readers of The Turn of the Screw will have many more clues to ponder again and to decide to what extent the governess can be believed. While critics like Heilman argue that there are problems with the interpretation that the governess was psychopathic, textual evidence incorporated with scientific research show that the governess did go through a period of psychical disorder that caused her insomnia, out of which she created hallucinations. In the prologue, Douglas gave a detailed account of the master from the governess ¡Ã‚ ¦s point of view. She regarded him as  ¡Ã‚ §handsome and bold and pleasant, off-hand and gay and kind; he struck her ¡Ã‚ ¨ (James 4). Later on we learn from Douglas that the governess accepted the job at Bly for the master ¡Ã‚ ¦s sake, and of course the generous salary offered by the master. Without any experience, the governess ¡Ã‚ ¦s passions for the master supported her to accept the job and confirmed her decision to take the challenge even though she feared not having the ability to accomplish the job.  ¡Ã‚ §The moral of which was of course the seduction exercised by the splendid young man. She succumbed to it ¡Ã‚ ¨ (James 5). With the love for the master, the governess had the courage to visit the master again and eventually took the job.  ¡Ã‚ §He held her hand, thanking her for the sacrifice, she already felt rewarded ¡Ã‚ ¨ (James 6). Her obsession with the master was somehow repressed owing to the absence of the master and the condi... ...ose cannot be the proof of the reliability of the governess. The issue whether the governess was insane or not may never be solved. Not only because critics seem to be able to find as much evidence as possible to prove their arguments but also, the reliability of the account of the governess colors the whole story with great ambiguity. We are not certain of the state of mind of the governess when she wrote down the story and when she related the story to Douglas. However, as we closely examine the state of mind of the governess, her reliability does appear to be in question. Beidler provided two readings of The Turn of the Screw and in the second one he declared:  ¡Ã‚ §the governess saw only what she wanted to see ¡Ã‚ ¨ (Beidler 9). She was so exhausted from her prolonged insomnia that she envisioned a story with ghosts for herself to fulfill her growth as a governess.

Common Intention Essay

Section 149 deals with the 5 or more people as that would account for unlawful assembly here section 34 is not applicable. Section 34 talks about common intention whereas section 149 talks about common object such as the common object have a wider scope. Common intention is if two or more person commits any crime with the same intention and under a prearranged plan, but in common object  it is not necessary that there should be a prior concert in the sense of a meeting of the members of the unlawful assembly, the common object may form on spur of the moment; it is enough if it is adopted by all the members and is shared by all of them. In section 34 Participation of the people in crime is an important aspect, even standing people who indirectly help in commissioning of crime are also prosecuted. But in Section 149 mere membership of the group of an unlawful assembly is sufficient enough for prosecution. Section 34 is substantive evidence and other sections like 302 murder has to be clubbed with it. Section 149 is a constructive crime in itself. Section 34: Acts Done by Several Persons in Furtherance of Common Intention-  According to Section 34, when a criminal act is done by several persons in furtherance of common intention of all, each of such persons is liable for that act in the same manner as if it were done by him alone. Object of Section 34:-  Section 34 lays down only a rule of evidence and does not create a substantive offence. This section is intended to meet cases in which it may be difficult to distinguish between the acts of the individual embers of a party or to prove exactly what part was taken by each of them in furtherance of the common intention of all. This section really means that if two or more persons intentionally do a thing jointly, it is just the same as if each of them has done it individually. The reason why all are deemed guilty in such cases is that the presence of accomplices gives encouragement, support and protection to the person actually committing an act. Elements of Section 34:  T o attract the application of Section 34, the following conditions must be satisfied:- 1. Some Criminal Act: –  Ã¢â‚¬ËœCriminal act’ used in section 34 does not refer to individual acts where a crime is committed by a group of persons. Where a crime is committed by several persons in furtherance of common intention of all of them, each of them doing some act, similar or diverse, big or small shall be liable for that act. ‘That act’ refers to the ‘criminal act’ used in section 34 which means the unity of criminal behaviour which results in something for which an individual would be punishable if it were all done by himself alone in an offence. . Criminal Act Done By Several Persons: –  The criminal act in question must have been done by several persons i. e. by more than one person. The number of wrong doers should be at least two. Most importantly, if the criminal act was fresh and independent act springing wholly from the mind of the doer, the others are not liable merely because when it was done they were intending to b e partakers with the doer in a different criminal act. 3.

Business Decision Making

The methodology for this report will focus upon both primary and secondary research methods which will be used to obtain the opinions of the asked passer. Needled et-al (2003) states that primary research mainly consists of data collected by an organization, or individual, for their own purposes and are generally collated first hand from ‘the horses mouth'. Needled (2003) offers the opinion that the main methods of collating primary research are through conducting face to face Interviews, telephone interview, questionnaires and through direct observations.Primary data can be either qualitative or quantitative. Qualitative research data tend to be more explanatory whereas quantitative is generally more descriptive. The main part of the research for this project will consist of one primary method, survey. The survey questioned passers within Princess to determine what they think about the Princess. This method has been chosen as it is easy method to collate considerable data and it is a relatively cheap method of collating the data.To ensure response rates were high, the passers were asked face to face. I have chosen to opt against a paper based System as Needled et-al (2003) offers the argument that response rates to costal systems are often as low as 30% and I feel this method may introduce bias to the overall conclusion. There the alternative option of personally distributing and collecting the surveys for which Sweeten (2002) claims can increase the response rate to almost 70%.However given the short timescales for the project I only intend to sample the views of 20 people. Questionnaires are quite popular when collecting data, but are difficult to design and often need many drafts before having a final questionnaire. These drafts are called pilot questionnaires. Again because of the given short time call I was only able design one pilot. It emerged that the questionnaire was too long. The final questionnaire was then amended by the KISS theory'- keep i t short and simple.Random sampling was used as non random sampling is impracticable and often very costly in terms of time. After collecting the primary data, the data was then exported into Microsoft Excel to provide a more professional presentation for this document in providing professional graphs and findings. Secondary research All methods of data collection supply quantitative data (numbers, statistics) or qualitative data (usually words or text).Secondary data is data that has already been collected by someone else for a different purpose as the investigator. Main methods that is used to for the collection Of secondary data: Data supplied by a marketing organization Annual company reports Government statistics / surveys Academic surveys Company data (payroll details, minutes of meetings, accounts of sales of goods or services) Whilst theory is a crucial factor in academic learning and organizational success leading academics offer different views on it effectiveness.Saunders et-al (2003) explains that secondary research, especially academic journals, re the most important source for any research because they are evaluated by academic peers prior to publication therefore generally of good quality. Gharry (1995) offers the opinion that secondary research is has there are major advantages of secondary research mainly through savings in time, money and resources as academic literature from various sources is widely available and easily obtainable.However Needled et-al (2003) warns that the information may not always be of good quality, may not represent the whole picture and the research could be out of date. These opinions were considered whilst conducting the literature review. After having contacted the Princess press department the result was that due to the fact that the Princess is a new development, secondary data was not available. Rest Its The layout of the questionnaire was divided in three parts – introductory questions, main questions and final questions.Topic: What do you think of the Princess development? Number of questioned people: 20 Introductory questions The introductory questions are of assistance to find out general information about the questioned person. 1. Gender 2. Age group 3. Employment status 4. Marital status Main questions Main questions are in place in order to gather information about the topic of the question naira. 5. Purpose of the visit 6. Preferred time to visit 7. Does it meet expectations? 8. What were the expectations? 9. Affect on Setter's other high street retailers and restaurants 10.Overall affect of the Princess Shopping Centre to Exeter Final questions The final questions help to calm down and relax from the main part. It can also seen as fun part. 11. Favorite new shop 12. Favorite new restaurant/cafe The Upper Crust Memo To: Quality Control Manager From: Tugboat Vic Sicken c: Date: January 31, 2015 Re: Result of samples 65 loaves of bread with a weight range of 780-830 g Average w eight (mean) of loaves 804. 74 g The middle loaf (median) weighs 804. 9 g The most common (mode) loaf weight is 804. 9 g The Standard deviation of each loaf is 9. G The weight of the lower quartile is (IQ) is 798. 48 g Q = Median = 804. 9 g The weight of the upper quartile is (Q) is 811. 1 g The intrauterine range is 12. 62 g Box + Whisker plot Due to wastage we lost 805 loaves Task 5 Correlation The correlation is one of the most common and most useful statistics. A correlation is a single number that describes the degree of relationship between two variables. If points in scatter diagram cluster close to the line then there is a strong correlation in place and if points are more widely scattered the correlation is weak.Positive correlation If an increase in one variable tends to be associated with an increase in the other then this is known as a positive correlation. An example would be height and weight. Taller people tend to be heavier. Negative correlation If an increase in one variable tends to be associated with a decrease in the other then this is known as a negative correlation. An example would be height above sea level and temperature. As you climb the mountain (increase n height) it gets colder (decrease in temperature).No correlation A zero correlation occurs when there is no relationship between variables. The picture below shows a guide to the strength of correlation Strengths of correlations 1 . Correlation enables the researcher to examine naturally occurring variables that perhaps unethical or impractical to test experimentally. For instance, it would be unethical to carry out an experiment on whether smoking causes lung cancer. 2. Correlation enables the researcher to clearly and easily see if there is a relationship between variables. This Can then be displayed in a replica form.Limitations of correlations 1 . Correlation is not and cannot be taken to imply causation. Even if there is a very strong relationship between two variables we cann ot assume that one causes the other. For example suppose we found a positive correlation between watching violence on T. V. And violent behavior in teenage years. It could be that the cause of both these is a third (irrelevant) variable – say for example, growing up in a violent home – and that both the watching of T. V. And the violent behavior are the outcome of this. . Correlation does not allow us to go beyond the data that is given. For example suppose it was found that there was a relationship between time spent on homework (112 hour to 3 hours) and number of G. C. S. E. Passes (1 to 6). It would not be correct to conclude from this that spending 6 hours on homework would be likely to generate 12 G. C. S. E. Passes 5 A + B. Rest It: The older the car gets (increase) the less is it worth (decrease). The scatter diagram above shows that the correlation is stronger after the first two years.There is no straight line relationship. The points on the graph with couple of exceptions form a curve which suggests it is not a linear relationship. The explanation of partial in the correlation result means that it is not 100% correlated because of other factors that influenced it. Coefficient of determination: 65. 61 % of the behavior of y is determined by x + 34. 39 % by other factors. The aim of regression analysis is to find out the values of parameters for a function that cause the function to best fit a set of data observations that it's provided.In linear regression, the function is a linear (straight-line) equation. The equation and the table above show that the value of the car decreases by a constant amount each year after its purchase. The following linear function loud predict its value Value = price + departed*age Value, the dependent variable, is the value of the car, age is the age of the car. The regression analysis will determine the best values of the two parameters, price, the estimated value when age is O (I. E. , when the car was new ), departed, the depreciation that takes place each year.The value of departed will be negative because the car loses value as age increases. However as we can see in the table after 12 years the equation gives a negative value. This would be not possible in reality. A car cannot be worth E-340. 06. The problem with the equitation is that it is not realistic. The equation is only correct in terms Of figures. E. The equation does not include the factors that can influence the price of a used car. It only considers the age of the car. However there can be several other factors that can influence the price of a used car.Mileage Color- In other words, some colors, like â€Å"ROI Yellow Pearl†, appeal only to a small segment of the population and brings down the car's worth in many eyes Fuel type Engine size Transmission Number of doors Private or trade seller – Trade seller are always more expensive as trader adds profit on the actual value of the car. Previous owner †“ For example if a elderly person was the previous owner it is very likely that the car was only used for short distances (shopping, doctor consultations) On the other hand if the car was used at a driving school then it is very likely that the car was not treated well from the learners. F. Business decision makers need to find out very often the casual relationship between two variables. For instance, the relationship between interest rates and consumer expenditure. Furthermore a financial analyst may use regression and correlation to help understand the relationship of a financial ratio to a set of other variables in business. Correlations can be helpful in business. Once a correlation is identified, organizations can determine if the correlation indicates causation. With this information, the company can develop methods to influence the correlation to the organization's benefit.Task AAA. Total float The longest the start of an activity can be delayed from its earliest start tim e (EST) without delaying the project. Free float The longest an activity can be delayed from its EST without delaying the EST of any immediately following activities. By looking at the table, those tasks without a total float' (I . E. Zero) are considered ‘critical' and coincidentally are mound on the critical path. It is therefore important that these tasks are not delayed in order to complete the project on time as planned.Recognizing and integrating float is very important. For example, those tasks that do carry float may have resources (labor, capital, equipment, etc) that could be used elsewhere to complete other tasks quicker. Also, for those tasks that do carry float, any delays can be accepted. As the resource diagram below shows, 6 assistants are required for the job. Furthermore the whole procedure will take 25 days. After rescheduling the activities only 4 assistants are required. Apart from this the whole procedure will take 21 days. 70.Critical Path Analysis (CPA) is a planning and project management tool. It can help make sure a project is completed as quickly as possible, and resources used as efficiently as possible. The business is able to give the customer exact information such as finish date, required assistants. Furthermore, most projects come across with delays or something unexpected, so managers need to use tool such as CPA to monitor the project and take quick action to resolve any problems. This enables the business to avoid any delays and the consequential customer complaints. Business Decision Making Leadership in today's organizations is a tough business. Organizational leaders face a number of significant challenges as their jobs, and the world around them, become increasingly complex (Zaccaro & Klimoski, 2001). Trends such as organizational â€Å"delayering, † rapid technological advances, the proliferation of teambased organizations, and increased employee empowerment require that leaders adapt their techniques and styles of leadership to meet these new challenges.In the face of all these changes, researchers and management education specialists are working to find methods to develop more effective leaders. Old techniques of development are criticized and questioned, and new techniques are created—often before they are adequately tested and thoroughly understood. New techniques can become instant â€Å"fads. † In recent years, there has been an explosion of interest in leadership.The bulk of research efforts has gone into trying to understand leadershipâ €”how it operates— and into identifying the characteristics of effective leaders. Although interpersonal relationships have always held importance within the organizational literature (Blau, 1964), a focus on relational perspectives is recently experiencing renewed interest in organizational behavior and leadership research (Day, 2000). According to Hunt and Dodge (2001), relational perspectives are at the forefront of emerging leadership thrusts.A relational focus is one that â€Å"moves beyond unidirectional or even reciprocal leader–follower relationships to one that recognizes leadership wherever it occurs, is not restricted to a single or even small set of formal or informal leaders, and in its strongest form, functions as a dynamic system embedding leadership, environmental, and organizational aspects† (Hunt & Dodge, 2001, p. 448). An area of research that speaks directly to leadership development, as defined by Day (2000), is Leader–Member Exch ange (LMX) theory.Researchers working with this leadership model have been investigating the value of developing effective work relationships between managers and subordinates for the past 30. During this time, LMX has shown the value of high-quality relationships and the problems associated with lower quality relationships. The purpose of this work is to discuss LMX theory, research, and practice on leadership development. The paper begins by briefly reviewing the value of relationships from a social capital perspective and then defines leadership relative to relationships.Leadership is engaging in behaviors that create change, and creating change requires influence. To be leaders, therefore, individuals need to have and effectively use influence. Influence is the power to affect others: the ability to produce outcomes due to some personal characteristic that gets others to follow. By definition, influence is inherently interpersonal. Influence takes place within the context of int erpersonal relationships. According to relational leadership theories, influence comes from relationships.Relational perspectives in leadership view leadership as generated through mutual influence that results from the development of trust, respect, and obligation among dyad members. LMX theory describes this influence as being created through stages of relationship building. Individuals begin at a â€Å"stranger† stage, get to know one another through testing processes, and as a result of the testing process, either progress to an advanced stage of leadership development (e. g., partnership) or remain at lower levels of relationship development (e. g. , acquaintance or stranger). Those who attain more advanced stages of relationship building—and thus develop more effective relationships with interdependent others (e. g. , managers and other higher-ups, subordinates, peers, clients, external constituents)—are able to more effectively perform their roles. More e ffective, or high-quality, leader– member exchanges are described as leadership rather than as supervisory relationships.High-quality relationships are considered mature partnerships based on respect, trust, and mutual obligation for one another (Graen& Uhl-Bien, 1995). These relationships go beyond the formal contract and generate personal power (i. e. , influence given by the other), rather than position power or authority. They are also characterized by willing followership, meaning employees are driven by intrinsic as opposed to extrinsic motivation. As a result, dyad partners (i. e., individuals engaged in an exchange) act because they want to, not because they have to. Research on LMX shows that more effectively developed relationships have significant and positive associations with performance, organizational commitment, employee citizenship behavior (i. e. , extra-role behavior), job satisfaction, delegation and participation in decision making, and enhanced career de velopment opportunities. These relationships are negatively related to turnover, job problems, and role conflict and ambiguity.The benefits of high-quality relationships come from relational resources they create. Such resources include durable obligations (e. g. , arising from feelings of gratitude, respect, and friendship), network contacts and connections (including privileged access to information and opportunities, social status, and reputation of influential others), and the ability to have open information exchanges with those around them (Nahapiet & Ghoshal, 1998). Relationships that do not develop so well are considered lower quality.These relationships are not as beneficial for the individuals involved or for the organization as a whole. Lower quality relationships are described as contractually defined, formal exchanges based on limited trust and in-role interactions (Uhl-Bien et al. , 2000). These types of relationships generate management rather than leadership. They ar e characterized by lack of mutual respect, formal downward communications, little mutual understanding, limited support and commitment for one another, and no mutual obligation (i. e. , a â€Å"stranger† relationship).Findings have shown that lower quality relationships are negatively related to satisfaction, organizational citizenship behaviors, and commitment, and are positively related to turnover. Thus, based on relational leadership theory, effective relationships may generate mutual influence and understanding that allow leaders to more effectively perform their roles. In contrast to hierarchical and leader-dominated perspectives on relational differentiation, the goal and responsibility of leadership should be to work to develop effective relationships more broadly with interdependent others, rather than with only a group of â€Å"trusted assistants†.Drawing from the foundations established by Day (2000), leadership development needs to be considered (a) beyond hierarchical notions of manager–subordinate relationships, (b) as the responsibility of both members of the dyad (rather than leader-controlled), and (c) with allowance for more variability in what is considered a high-quality, or effective, relationship.A high-quality exchange is characterized by positive leadership processes that are indicative of a social exchange, such as increased subordinate job latitude and influence in decision making, more open and honest subordinate communication with the supervisor, and greater trust and loyalty among dyad members (Cogliser & Schriesheim, 2000). Low-quality LMX relationships are more economic or transactional in nature, and dyadic behaviors rarely progress beyond what is specified in the employment contract.With regard to leadership development, those subordinates interested in leadership development receive it as part of the relationship contract. Those that are not interested in becoming leaders do not receive leadership developm ent as part of their psychological contract and receive a different allocation of on-the-job training. Effective organizations have units that are tied together, through â€Å"linking-pin† positions, where members in these organizations become more aware of problems at lower levels in the system and coordinate activities efficiently through accurate flows of information, influence, and resources among the units involved.The persons occupying these linking-pin positions are integrated members in two or more groups and play the role of both supervisor and subordinate. Graen and his colleagues explored the effectiveness of the LMX relationship between incumbents of linking-pin positions and their supervisors and the behavior, attitudes, and treatment of lower level members (Graen, Cashman, Ginsburgh, & Schiemann, 1977). They found that the quality of LMX of the linking-pin incumbent was related to the quality of working life of the followers who reported to the linking pin.When subordinates develop high-quality exchanges with their bosses, they receive greater influence, latitude, support, and attention from their bosses, and they experience a more desirable situation overall. These researchers continued by pointing out that the quality of members in a higher dyad (hierarchically) contributed to the quality of life of members in hierarchically lower dyads. The LMX model clearly has utility for its application to leadership development.Empirical studies have supported the relationship of high-quality exchanges with positive organizational outcomes, and the broader leadership literature supports the cascading or waterfall effect of the supervisor's leadership behavior impacting the subordinates. There is a clear need for methods that more effectively socialize junior managers for executive positions. Dyad-level coaching may be one of the most effective means for transmitting organizational culture, thereby promoting the organization's core values.Dyad manage ment development has not been utilized to the full extent possible to leverage the potential of the pool of executive talent. The LMX literature says that LMX differentiation, in which leaders have higher quality relationships with some subordinates and lower quality relationships with others, occurs because leaders do not have time (or the need) to generate highquality relationships with everyone. Therefore, they develop a group of trusted assistants to help them perform the work of the unit.These trusted assistants would supposedly be the best or most reliable employees in the unit. Twenty years after the inception of the theory, Graen and Uhl-Bien (1995) argued that the creation of â€Å"in-groups† and â€Å"out-groups† within work units is not beneficial, and that instead leaders should strive to develop high-quality relationships with all subordinates. They do this by â€Å"making the offer† of high-quality relationships to all and then through testing proc esses, different quality relationships result (Uhl-Bien et al., 2000). This perspective allows for the fact that all relationships may not (and likely will not) reach high quality, but at least the dyad members both take part in how the relationship develops (rather than the leader determining who will be the trusted assistants) and have the opportunity to create a high-quality relationship. This perspective also recognizes that a focus on differentiation rather than on high-quality relationships offered to all creates tremendous opportunity for lost potential in organizations.When individuals are not fully committed (or are dissatisfied), they will withdraw discretionary behaviors that benefit others or the organization (e. g. , helping, altruism, civic behaviors). These discretionary behaviors are beneficial to the organization, and as a result, much attention has been given in the literature to determining when and how individuals engage in these behaviors. Instead of LMX differe ntiation, therefore, goal should be for individuals to strive to have influence with one another (and with higher-ups).With the support of a relationship, individuals are freer to open up and provide one another with more accurate and complete information (Avolio, 1999) so they can provide the â€Å"real† information (the â€Å"real† story). This goes both ways: with a good relationship comes reduced filtering (holding back) of information, both up and down the hierarchy. It allows individuals to share with one another the hard truth. Too many leaders do not have good information, and too many hold back in being truthful with their subordinates.If to extend this beyond managers to leaders more broadly, then organizational members need to be comfortable with providing information to one another, and this comes with having effective work relationships. Remembering that effective leaders are defined as those who use influence to create change, individuals' abilities to be effective leaders are directly related to their ability to have influence in the organization. Since effective work relationships can extend individuals' influence networks, those who have more effective relationships with others will likely have more opportunity to gain and use influence.Therefore, leadership effectiveness is likely enhanced by the ability to build effective work relationships with a broader range of interdependent others. In a study of communications within Leader-Member Exchanges, Schiemann ( 1977) found that those members with relatively higher quality LMXs communicated more frequently with their managers about administrative and technical matters than did members with relatively lower quality LMXs. These results were cross-validated on a holdout sample of managers.Apparently, there is much more communication in higher quality LMXs than in the lower quality LMXs. Thus, effective communications are an important aspect of the development of high-quality LMXs. Fla uto’s (1999) study is in response to the global question, â€Å"How are communication and leadership linked? † This study drew subjects from a variety of organizations in Ohio, eastern Indiana, northern Kentucky, and western West Virginia. Twenty to fifty subjects were drawn from each of nine organizations.Organizations participating in the study were two financial service organizations, a retail sales organization, a military unit, a subsurface coal mining organization, a suburban police department, a rural bank branch, a local post office, and a food service organization. Transactional and transformational leadership were measured using subscales of the Multifactor Leadership Questionnaire (MLQ). A six-item, three-factor subscale was created for the transformational leadership dimension and a four-item, two-factor subscale was created for the transactional leadership dimension.Subjects responded to each of the behavioral anchored items by selecting one of five respon ses that applied to their leader. The leader-member exchange dimension was measured by a subscale consisting of the six items of the LMX-6 scale. The LMX-6 scale contains items that measure the three factors of leader-member exchange. Responses are on a five-point Likert-type scale. The relationship is the highest among all of the variables in the study. This finding supports the conclusions of Day (2000) that communication attributes can distinguish between levels of leader-member exchange quality.The finding also fits into the theoretical framework of the leader-member approach to leadership that requires successful communication exchange in order to form the â€Å"in-group† relationship that characterizes high quality leader-member exchange. The communicative competence of the leader, and its affect on communication effectiveness as evidenced by member perception of leader-member agreement, appears to be a necessary precondition for a high quality leader-member exchange re lationship. At the lower levels of communication competence, high quality leader-member relationships do not exist.The leader displays charisma by communicating enthusiasm and providing a model, shows individual consideration by direct interaction and providing tailored assistance, and stimulates intellect by communicating ideas. Day (2000) defines transformational leaders as leaders who use rhetorical skills to establish a common vision. Not surprisingly, members report a high relationship between transformational leadership and communication competence. In the least squares hierarchical multiple regression analyses, transformational leadership is the best single predictor of communication competence.Transformational leadership is of high quality when the leader exhibits high communication competency. Dyads with high communication competence and low transformational leadership and dyads with low communication competence and high transformational leadership do not exist. Leadership, however it is theoretically or operationally defined, is a social process and involves a relationship between individuals. This social process and this relationship are enacted through communication. These sessions were conducted with all participants in the treatment group.Before and after results, in terms of performance, were compared for this group and for other groups from the department, which were not exposed to the LMX treatment. Productivity increases measured in terms of the quantity of cases handled showed a significant advantage in favor of the group that was trained in LMX. Furthermore, this gain was primarily a function of effects that occurred in a high–growth need group of subjects. This latter index was included in the study because a job enrichment treatment based on job characteristics theory was introduced, along with the LMX treatment.Any job enrichment effects per se, however, were negated by certain policy changes that were introduced by the organizati on unknown to the experimenters; thus job characteristics theory was not, in fact, tested. A subsequent publication, based on data from the same context, was aimed at determining whether low or high initial LMX subjects were most responsive to the treatment effects. The results clearly indicated that the low LMX subjects responded most positively to the treatment in terms of both the quality of their leader–member exchanges and the quantity of their productivity.Another report on this project substantiates the moderator effects of growth need strength, but makes no mention of the finding that low– quality leader–member exchange translates into greater productivity with the appropriate training. This latter result is most consistent with theory in that it means that dyadic partnership building applied across the board should result in both low– and high–quality dyads initially moving with training to high–quality relationships. However, if gr owth need strength is a moderator of the training effect, one would anticipate that it would also moderate the initial dyadic choices as well.In such an event low–quality dyads would not contain many high– managed strength people and thus would offer little potential for upward movement. This seeming contradiction is neither explained nor even confronted. Growth need strength is not a component of the theory as stated in comprehensive forms. Research on LMXs illustrates the importance of leader-follower relationships. The point here is simply that 30 years of research on LMXs has conclusively demonstrated the effect of exchange quality on a number of important organizational outcomes.Specifically, in a meta-analysis of this area of leadership research, Gerstner and Day (1997) found that the quality of the LMX was significantly related to job performance, satisfaction with supervision, overall satisfaction, commitment, role conflict (negative relation), role clarity, me mber competence, and turnover intentions (negative relation). After reviewing the extensive LMX literature, Gerstner and Day's conclusion was â€Å"we view the relationship with one's supervisor as a lense through which the entire work experience is viewed† (p. 840).However, although LMX offers evidence to support the value of relational approaches to leadership, many questions still remain about key issues related to leadership development. In particular, a question that needs to be addressed in LMX research is: what leads to development of higher and lower quality work relationships (e. g. , antecedents to LMX)? Although past research has investigated antecedents to LMX, a clear picture of what these are and how they operate still has not emerged. References Avolio, B. J. (1999). Full leadership development: Building the vital forces in organizations.Thousand Oaks, CA: Sage. Blau, P. (1964). Exchange and power in social life. New York: Wiley. Cogliser, C. C. , & Schriesheim , C. A. (2000). ‘Explori ngworkun itcontex tand leader-membe rexchange: A multi-level perspective. ’ Journal of Organizational Behavior, 21 (5). Day, D. V. (2000). ‘Leadership development: A review in context. ’ Leadership Quarterly, 11. Flauto, Frank J. (1999). ‘Walking the Talk: The Relationship between Leadership and Communication Competence’. Journal of Leadership Studies. Graen, G. B. , & Uhl-Bien, M. (1995).‘Relationship–based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multidomain perspective. ’ The Leadership Quarterly, 6. Hunt, J. G. , & Dodge, G. E. (2001). ‘Leadership d? eja vu all over again. ’ Leadership Quarterly, 11 (4). Nahapiet, J. , & Ghoshal, S. (1998). ‘Social capital, intellectual capital, and the organizational advantage. ’ Academy of Management Review, 23 (2). Zaccaro, S. J. , & Klimoski, R. J. (2001). The nature of organizational leadership: Understanding the performance imperatives confronting today's leaders. San Francisco: Jossey-Bass.

Factors Affecting Government Size

Factors Affecting Government Size An inclusive account of the enormous growth and transformation in the structure of government expenditure has eluded economists operating in public finance over time.Advertising We will write a custom assessment sample on Factors Affecting Government Size specifically for you for only $16.05 $11/page Learn More This development is, partially, as a result of the extension of the voting franchise, which includes voters from the lesser tip of the income distribution. This paper scrutinizes this assertion by exploring how granting the poor the right to vote affects the size of government and the impact of decrease in real income on the same. The size of government is reliant on the â€Å"conventional demand for compulsion practiced under the majority rule, commonly supplied goods, provision of taxable exercises and the allocation of political power† (Tridimas Winer 2005, p.643). For instance, â€Å"the changes in tax that the Labour government has intro duced since 1997 have significantly redistributed income to the less well off† (Center for Economic Performance 2010; Sefton Hills 2009, p.13). Inequality would have been much higher otherwise. Democracy controls the demand for public expenditure by â€Å"giving the society a say† (Aidt et al. 2006, p. 250). Using money on social ventures such as â€Å"health and education is more constant than other spending types† (Aidt et al. 2006, p. 274). Therefore, spending on health and education should be the continuing product of the franchise expansion. Reinforcement of institutions to improve liability and transparency of those handling public finance will lessen â€Å"pressures to increase improper spending† (Akitoby et al. 2006, p.922). Ballot initiatives, in California, have â€Å"granted poor voters a direct say in public administration† (The Economist 2011, n. p.). However, they have made the government inferior, defending bits of expenditure, yet de clining to give taxes. A large progress in size of the regime exists due, in part, to the allowance of the voting permit, which adds â€Å"strained electors, mostly from the subordinate end of the revenue dissemination† (Meltzer Richard 1978, P. 113). The new moderate elector was poorer, found restructuring to be more profitable, and consequently chose larger regime.Advertising Looking for assessment on public administration? Let's see if we can help you! Get your first paper with 15% OFF Learn More Their pragmatic inquiry, however, established other repercussions of their model for regime expenditure. Obviously, regimes do more than procedure welfare authorizations. They also offer services, such as â€Å"training, defense, public library and roads, which benefit all residents and result in this shift in the medium voter on the level of non- redistributive† (Shelton 2007, p. 2231). These services are affordable to the poorer people in the comm unity because the wealthy members of the public subsidize their intake. In Europe, the poor pay â€Å"almost no income taxes† (The Economist 2011, n. p.). Subsequently, as the voting permission expands to comprise lower-income persons, the lower price facing the new, poorer, average elector leads him or her to get away from isolated intake towards government amenities. This is consistent with Wagner’s law, since â€Å"both income inequity and political access influence social insurance† (Shelton 2007, p. 2236). Associating with this swap effect is an income consequence conversely in which the poor average elector demands scarcer regime services. Expenses on government amenities increase only if the resistance of substitution between government services and private goods surpasses the income elasticity for regime services or homogeneously, if the uncompensated price elasticity for regime services outdo the income elasticity. Most of these evaluations of the const raints from practical studies of the request for state and local services indicate that this condition is hard to realize, and the expected income elasticity typically â€Å"exceeds the expected price elasticity† (The Economist 2011, n. p.). Thus, the development of the elective permission cannot explain the evolution of spending on management amenities. In other words, as the franchisee extends to embrace more entities from the lowermost part of the income distribution, one expects disbursements on pure reallocation to rise. Unpredictable income and substitution effects for the establishment of non-redistributive expenses, nevertheless, cause the increase of the voting rights. Hence, the predictable income and price elasticity represent that allowing the poor to elect is not going to cause an upsurge, in spending on regime services.Advertising We will write a custom assessment sample on Factors Affecting Government Size specifically for you for only $16.05 $11/page Learn More The experimental suggestion on the connection between changes in the elective permit and the growth in government expenses is somewhat unpredictable. In a superficial scrutiny of the data, Peltzman (1980) finds out that â€Å"the total regime expenses do not heave following enlargements of the elective permit in Great Britain† (p. 210). He clinches that the statistics is a much unsophisticated decree of linking between suffrage and the size of the regime, but it advocates that the major deviations in the size of the regime have diminutive effect on the postponement of the permit. Voter involvement in a school budget does not have a constant impact on the scholastic spending in the study of 58 long Island school districts (Husted 1997, p. 77). Murrell (1985) uses a somewhat slighter sample of OECD nations and finds a noteworthy association between â€Å"elector turnout and the portion of public engagement and the share of public service in total en gagement† (p.426). Despite the lack of arithmetic support and undeniably the insufficient evidence to the contrary, the expansion of the voting franchises is an imperative factor in the growth of regime over the last several centuries. Pure Redistribution Model In Meltzer Richard (1978) framework of pure redeployment, each person gets the same lump-sum imbursement â€Å"with taxes that are comparative to income sponsors† (p.117). Few hours run as the tax rate increase, and subsequently, there is a tax rate that capitalizes on tax revenue and the large expenses. Those per the last human capital do not work and prefer this tax rate. For this toil, the proffered tax rate falls as human capital rises until one acquires the average human capital. Those with at least middling human capital lose from their redistributive activity and thus prefer a zero tax degree. The tax degree is indomitable in this model by the median elector, and as the average voter moves down the commun ity’s income distribution, the preferred tax and redistributive expenses rise. Furthermore, in Meltzer Richard (1978 ) Stone-Geary utility requirement, â€Å"welfare expenses are likely to upsurge as mean revenue rises with the ratio of the critical elector’s income to mean income held persistent† (p.119).Advertising Looking for assessment on public administration? Let's see if we can help you! Get your first paper with 15% OFF Learn More This modest model of pure redeployment can be critiqued for relying on the conventions that do not precisely depict the prevailing tax/transfer suites. Transfer beneficiaries have revenue below the mean or average income echelons. Special Interest Group Model Welfare expenditure levels can be also explained by use of an interest group model founded on â€Å"the hypothetical model of Peltzman† (Husted 1997, p.68). According to the model, political leaders who are vote-maximizing weigh the votes obtained from the poor with those lost from added groups as elevated taxes are necessary for all the tax payers to gain substantial welfare. The mark of the income elasticity is indistinct in this framework. A government, which enfranchises another beneficiary population, lets the poor carry votes for positive legislation without gaining additional organizational charge. Median Voter Models based on Altruism or Social Insurance Furthermore, redistribution may be attained in a median vot er structure by supposing that altruism to the deprived entices the median elector, who does not receive welfare (or a distress over social turmoil or crime). The total poverty populace coverage and transfer benefit stages typically form altruism. In such chaste altruism frameworks, outlay on redistribution augments as the median voter’s income increases. Therefore, a drop in the income of the median voter should â€Å"decrease welfare costs because of enfranchising the deprived† (Hillman 2009, p. 87). Government Services Model Lovell employs definite utility functions in order to establish whether the height of government services favored by a community’s poorer residents is â€Å"larger than that favored by its richer population† (Husted 1997, p.62). As we descend a society’s income circulation, â€Å"the relative cost of government services PG (Mi/Mm) drops bringing about a switch toward extra regime services† (Husted 1997, p.68). In cont rast, the poorer residents are worse off and stress less service from the government. The poor require extra government services when the substitute subdues the income effect. This happens if the elasticity of substitution is larger than the income suppleness for the government amenities amid private consumption and government services. Equally, the poor require extra government services when the income elasticity is less than the uncompensated price flexibility for the regime amenities. Therefore, an increase of the voting franchise, which includes voters from the lower part of the income allocation, will outcome â€Å"a large use on government services just when price flexibility surpasses its income elasticity† (Durevall Henrekson 2011, p.718). The Political Model of Government Size Meltzer Richard (1978) explain a â€Å"tightfisted general symmetry model of regime size† (p.111). In this dogmatic economy, the decisive individual regulates the level of the regime a nd income redeployment subject to a comparative income tax. The model envisages that â€Å"growth in income inequality will upsurge the petition for government scope and redeployment in egalitarianism† (Husted 1997, 79). Hence, democracy rule shifts the size of a labor economy distinguished by the share of redistributed income. Electors realistically anticipate the enticement effects of taxation on the labor-leisure adoptions of their related citizens and â€Å"take conclusion into account when balloting† (Stewart 2010, p. 54). The share of received income reallocated depends on the elective rule and the circulation of efficiency in the economy. Under popular rule, the proportion tax share equilibrium is the budget, which pays for the electors’ choice. The main reasons for improved size of regime revealed by the model are postponements of the permit, which change the locus of the decisive elector in the income dissemination and changes, in comparative efficiency . An increase in loathsome income comparative to the income of the significant elector increases the size of regime. Conversely, a reduction in mean income comparative to the income of the significant elector decreases the size of regime. Latest hypothetical and experimental work puts forward that the liberality of welfare benefits and public goods provision are less in culturally and ethnically varied authorities. Frameworks that are specific to civic education propose a similar result. Regarding income, increasing income disparity may support a battle of the ends in opposition to the middle, â€Å"where European families with high income could avoid public services in favor of the private segment, and poorer income groups prefer much private expenditure and lesser taxes over investments in public services† (The Economist 2011, n.p.). Consequently, forces at the tips of the income allocation may decrease support for public services in economically varied residents. In diverg ence, rising income inequality may have unexpected effects on native public product establishment. In a simple elective model, rising remuneration difference decreases the tax price of public goods to the average voter at the top of the distribution, thereby motivating great spending on government amenities. Some of the possible negative concerns of rising social dissimilarity may be offset, by local regime’s capability, to raise extra funds from rising incomes at the top of the distribution. Conversely, the long-term expenses of such a transmission are perceptibly unrelated. In conclusion, the development of the voting franchise to contain poor residents is a reasonable elucidation for the expansion of government. A close assessment of the hypothesis helps to clarify why there is an insufficient support for the premise that increases the franchise outcomes in elevated total spending. An increase in loathsome income relative to the income of the significant voter increases th e size of regime. Conversely, a reduction in mean income relative to the income of the significant voter decreases the size of regime. There is strong backing for the estimation of social insurance, the interest group and pure redistribution models. Thus, the welfare costs increase as political control moves to a nation’s poor citizens from the richer citizens. In a framework of the demand for the public services, enfranchising the deprived outcomes occurs in a large non welfare government spending if the income elasticity is lesser than the pricing flexibility. References Aidt, TS, Dutta, J Loukoianova, E 2006, ‘Democracy comes to Europe: Franchise extension and fiscal outcomes 1830–1938’, European Economic Review, vol. 50, pp. 249–283. Akitoby, B, Clements, B, Gupta, S Inchauste, G 2006, ‘Public spending, voracity, and Wagners law in developing countries’, European Journal of Political Economy, vol. 22, pp.908–924. Center for Economic Performance 2010, Election analysis: inequality still higher but Labour’s policy kept it down. London: The London School of Politics and Economic Science. Durevall, D Henrekson, M 2011, ‘The futile quest for a grand explanation of long-run government expenditure’, Journal of Public Economics, vol. 95, pp. 708–722. Hillman, A 2009, Public finance and public policy: responsibilities and limitations of government, 2nd edn, Cambridge, Cambridge University Press. Husted, TA 1997, ‘The effect of the expansion of voting franchise on the size of government’, Journal of Political Economy, vol.105, pp. 54-82. Meltzer, AH Richard, SF 1978, ‘Why government grows and grows in a democracy’, Public Interest, vol.52, pp. 111-118. Murrell, P 1985, ‘The size of public employment: an empirical study’, Journal of Comparative Economics, vol.9, pp.424-437. Peltzman, S 1980, ‘Toward a more general theory of regulation†™, Journal of Law and Economics, vol.23, pp.209-287. Sefton Hills TJ 2009, Towards a more equal society: poverty, inequality and policy since 1997, London, Policy Press. Shelton, CA 2007, ‘The size and composition of government expenditure’, Journal of Public Economics, vol. 91, pp. 2230–2260. Stewart, M 2010, The national minimum wage after a decade, Mimeo, Warwick University. The Economist 2010, The growth of the state: leviathan stirs again. Web. The Economist 2011, California reelin: lessons from a place that combines most of the shortcomings of the modern Western state. Web. Tridimas, G Winer, S 2005, ‘The political economy of government size’, European Journal of Political Economy, vol. 21, pp. 643–666.

Drug Court Program in NJ Term Paper Example | Topics and Well Written Essays - 1250 words

Drug Court Program in NJ - Term Paper Example The thesis statement which has been used in this paper is that: There is an immediate need to expand the drug court programs and the expansion should be in terms of program structure, underlying ideas, the area of jurisdiction, and manpower. The existing Drug Court Program, though very well structured, has not been very successful. The program started in 1996-97 and by 1999, it got well structured and the number of such courts reached 472 (Franco 2010 p.5). Drug courts started a societal shift toward therapeutic jurisprudence. The focus moved to the person rather than the crime. Frequent personal interactions with the professionals of the drug court team have helped people to recover to some extent. Though the program created more productive people for the society, in creating a healthy society it has not been very successful. In the year 2010-11, the percentage of employed people entering the program is 29%. Upon graduating the number rose to 84% (New Jersey Courts, 2011, p. 24). Now there can be some discrepancies in those numbers. The real scenario can be seen from the health benefits data. Upon entering the program, 15% of the people were considered healthy; but while graduating, only 48% of the people were labeled a s healthy. Though 33% rise is very attractive, the percentage of unhealthy people is quite substantial at 52% (New Jersey Courts, 2011, p.24). This staggering percentage is a clear indicator of the fact that the program, though very rigorous, is not very effective to create people of sound mind and body. It seems like a short time fix which is more evident from the 2009-10 annual report. Here the health benefits increased from 17% to 53% upon graduating (New Jersey Courts, 2010, p.20).

EDWARD THORP Essay Example | Topics and Well Written Essays - 500 words

EDWARD THORP - Essay Example Like many great arts, this art has great clarity. It is possible to locate different scenarios of this painting in a single look. For instance, one can locate bending female, different features of her nudity, and different textures of her body parts. This immediately sets the mood of the painting to achieve the intended meaning. The painting is made on a landscape depicting a story behind it. From this painting, I understand Western culture so well with the nude female sunbathing, picnicking, or sleeping. Linhares painting gives the audience what they need to see and enjoy. The painting achieves a special attraction to its audience form the lovely combination of different colours. There is articulate use of bright colours alongside glowing ones make me understand realism from the story. For instance, the body of the nude female has brown colour, with some blue hues to depict realism. Her hair and eyes are brown to depict that the female is western and to represent their sunbathing culture. In addition, Linhares has used colour to represent special bubbles in the painting to show that the woman is in a watery area. A pine tree is seen form a distance with some dark colours to depict a shore as part of the background. Although some areas bear the same colours, shadow tone helps Linhares to make remarkable combinations. Some of these shadow tones include yellow, magenta, olive green, brown, black, purple, sienna, and others. She has used bold backgrounds that make the skies and the terrain on the paintings look real. Additionally, Linhares uses darker sha des to make the message clearer. For instance, the thighs of the woman have thicker paintings to show how much they are stretched to get the woman to the ground. Her imagination can only be compared with the effects seen on films shot at the magic hour of dusk (Kreimer