The impacts of The UK’s withdrawal from The European Union on the Hotel Industry The WritePass Journal

The impacts of The UK’s withdrawal from The European Union on the Hotel Industry Introduction The impacts of The UK’s withdrawal from The European Union on the Hotel Industry ). Consequently, the hotel industry in the UK is largely depended on leisure and business travellers from the UK. The decision by Britain to withdraw from the European Union is a disaster for the tourism industry and specifically businesses involved in providing tourists with accommodation services. There is a general serious concern for the UK’s hotel industry as a result of the anticipated negative effects of Brexit on the travel industry in the UK. Constraints of Free Movement There is a strong tourism and travel flows between the EU and the UK. The destination for the majority of UK tourists is the EU, which is, in turn, the main source of international tourists entering the UK (Rolfe Hudson-Sharp, 2016). Travel and tourism trade between the EU and the UK has been expedited by the free movement of products and services, people and investment across the Euro Zone. This free movement and the flow of travel and trade could be significantly affected by the implementation of the Brexit. The EU has various regulations that are designed for the benefit of business travellers and holidaymakers. As much as most of these policies may not be altered immediately, UKs withdrawal from the EU has significant future implications. Free movement of people between the UK and other EU member states is supported by various regulations such as the financial protection regulations for bundle holidays, flight delays compensations, access health cover while traveling within the EU, and controls on mobile phone charges. In this respect, Brexit will expose customers within the EU to higher prices and fares while considering UK as a travel destination, which might limit the competitiveness of the UK as a tourist destination for travellers from the EU (Milas et al., 2016). An immediate concern for the travellers’ hotels in the UK is the effect of uncertainty period that follows the current Brexit negotiations. Further, the period immediately after exit from the EU will be damaging to the Hotel industry in the UK. Specifically, an exit will culminate in elevated travel costs and decreased travels between the UK and the EU. This would also imply the collapse of the European Health Insurance Card, which is an attractive package for travellers within the EU. Consequently, for the hotel industry in the UK, the negative effects of Brexit far outweigh the perceived benefits. The Cost-effectiveness of Human Capital The hotel industry in the UK is a net employer of a significant number of immigrants from the EU. A consideration of changes that will affect the ability of the sector to recruit foreign nationals could affect many businesses in the hospitality sector with respect to filling various roles in that there is a general skill shortage in the UK’s labour market (D’Angelo Kofman, 2016). In this respect, the hospitality sector in the UK could struggle to fully recover from the withdrawal of UK from the EU in that the hotel industry in the country is dependent on the EU as a source of labour. Specifically, the freedom of movement within the EU is key to the sustainability of the hotel industry in the UK and therefore Brexit may affect the financial viability of various elements of the Hotel industry in the UK. For instance, hotels in the UK are able to provide quality services at a lower cost when compared to its major competitors, Australia and the United States as a result of its membership to the EU. Furthermore, the large customer base in the EU enables UK Hotels to operate at capacity which means that they can offer better prices and guarantee more visits and hence competitiveness of the UK tourism sector (Milas et al., 2016). The implementation of the Brexit implies that EU residents will not be able to freely work as employees within the UK’s hotel industry. This will force the hotels to outsource some of its services to local firms, losing quality control and increasing the cost of hotel services by over 20 percent. Therefore, the membership of Britain within the EU is central to the existence of Hotels in the UK as cost effective quality service providers on a global scale. Conclusion As Brexit becomes a reality in the hotel industry in the UK, it is apparent that exiting from the EU may affect the sustainability of hotels from two points of view. Firstly, the collapse of free movement deal between the UK and other EU member states imply a significant decline of foreign travellers in the UK due to cost and travel bureaucracy issues. Secondly, the possibility of a significant number of employees in the hotels industry facing deportation due to withdrawal from the EU imply increased operational costs for hotels in the UK and ultimately a decline in their competitiveness on a global scale. Therefore, as plans for Brexit are being laid down, it is important to consider the possibility of adopting policies that will ensure the hotel industry in the UK survives the Brexit process. Reflective Summary This reflection is founded on Gibbs (1988) Reflection Cycle. The decision to utilise this approach was rooted in the fact that it inspires a vibrant account of the situation, examination of feelings, experience evaluation that enhances the ability of an individual to make sense of all the experiences and ultimately be able to apply the acquired knowledge in related situations (Gibbs, 1988). While the principle objective of this course was to examine learning through developing academic skills, the approach taken in this course to achieve this objective merits a reflection. The course in both lectures and tutorial sessions involved the establishment and development of working study groups. From the study groups, I was exposed to numerous perspectives on what a study group is and numerous variations of study groups in different contexts and different purposes. In fact, as much as the same charge with respect to study assessment was provided, each state resulted in a unique study group. Despite these disparities, I gained fascinating insights in the study group practice, and I currently consider it to be among the most valuable approach to exploring novel ideas and contributing practically to my professional development. In addition, I noted that since the study group agenda is driven by the group members, the experience was highly personal and purposeful. This model has been influential in my ability to develop excellent communication skills. Specifically, this module made me aware of the imperativeness of communication skills with respect to communicating with instructors and peers, expressing thoughts and reflection, depicting critical thinking during group discussions, and being culturally sensitive while talking to peers. These are competencies that will build on my communication skills to assist me in my academic undertakings. Further, this module explores ways of improving written forms of communication in that it is essential for a student to be able to express him/herself through writing. This will be important to me when writing research papers, analytical case studies, speeches, and essays. References D’Angelo, A., Kofman, E. (2016). UK: Large-Scale European Migration and the Challenge to EU Free Movement. In  South-North Migration of EU Citizens in Times of Crisis  (pp. 175-192). Springer International Publishing. Gibbs, G. (1988). The reflective cycle.  Kitchen S (1999) An appraisal of methods of reflection and clinical supervision. Br J Theatre Nurs,  9(7), 313-7. Milas, C., Worrall, T., Zymek, R. (2016). Watch Out for Winners and Losers: Odd-†Implied Brexit Sentiment and FTSE Returns.  Financial Times. Rolfe, H., Hudson-Sharp, N. (2016). The impact of free movement on the labour market: case studies of hospitality, food processing and construction. Retrieved from academia.edu/download/45123775/Free_movement_final_report.pdf

Farther and Further - Glossary of Usage

Farther and Further - Glossary of Usage Farther usually refers to physical distance. Further refers to an extension of time or degree. But see the usage notes below. Examples We drove farther south, making excellent time on the almost empty roads.The meeting ended without any plans for further discussions.We traveled farther in one week than any of us had expected. The trip took us even further into debt. Usage Notes Since the Middle English period many writers have used farther and further interchangeably. According to a relatively recent rule, however, farther should be reserved for physical distance and further for nonphysical, metaphorical advancement. Thus 74 percent of the Usage Panel prefers farther in the sentence If you are planning to drive any farther than Ukiah, youd better carry chains, and 64 percent prefers further in the sentence We wont be able to answer these questions until we are further along in our research. In many cases, however, the distinction is not easy to draw. If we speak of a statement that is far from the truth, for example, we should also allow the use of farther in a sentence such as Nothing could be farther from the truth. But Nothing could be further from the truth is so well established as to seem a fixed expression.(farther, The American Heritage Dictionary of the English Language, 4th ed., 2000)Farther and Further are historically the same word, so it is not surprising that the two have long been used more or less interchangeably. . . .As adjectives, both words could at one time be used in the sense additional. . . .But in present-day English further has taken over this use entirely. . . .Farther has been relegated as an adjective to instances where either literal or figurative distance is involved. . . .And even in this function further is presenting formidable competition. . . .So for the adjective we can see that further has squeezed farther out of the additional sense and is giving it considerable pressure in the more distant sense. . . .In adverbial use further dominates when there is no sense of distance and as a sentence adverb, but both farther and further are in flourishing use whenever spatial, temporal, or metaphorical distance is involved. (farther, further, Merriam-Websters Dictionary of English Usage, 1994) No one misuses farther for further, and youre safe with further provided that you dont apply it to distance. Several usage critics have even predicted that further will eventually absorb the meaning more distant, driving farther into extinction. (Claire Kehrwald Cook, Line by Line: How to Edit Your Own Writing. Houghton Mifflin, 1985) Practice (a) We need to explore this problem ______. (b) Simon walked ______ into the woods. See Also Avoid These 10 Words in Formal Writing.Glossary of Usage: Index of Commonly Confused Words Answers to Practice Exercises (a) We need to explore this problem  further. (b) Simon walked  farther  into the woods.

Animated Comedy Analysis (comparison and discuss) Essay

Animated Comedy Analysis (comparison and discuss) - Essay Example uth Park, have written scripts that are laced with these lacerations that have the main aim of addressing racism in the American society and tell the story to the world at large using comedy as a medium to best portray this message. Animated comedies are believed to best capture and impact the minds of the viewer’s population than the action live comedies like sitcoms (Fels et al 296). The productions of these animated comedies have however elicited a lot of criticism as to whether the main aim of these comedy pieces is effectively addressing this social vice of racism amongst other societal issues like gender, class and sexuality by the use of cartoon medium or it’s a mere ridicule of the same social issues. A close analysis of the episodes of an animated comedy like South Park created by Trey Parker and Matt stone gives a clear picture of the context of race and vulgarism. The characters seem to be uttering a lot race related terminologies like the epithet â€Å"nigger† as a form of ridicule but passing a message that makes the race issue to appear as a thing of the past and the society at large has moved on (Weinstock 82). The aim of an animated comedy like South Park is to shine a torch where many have dreaded to shine a torch, race related issues are sensitive in nature because of the controversies that results when the subject is touched on but with the use of race ridicule platform in this animation gives an a approach that is blunt in nature in portraying racism in the society. Racism activism is normally related with the 18nth centuries and early 19nth centuries with race activists like Martin Luther king who took the main role of talking against racial segregation and discrimination. Race related issue in the present time appears to be a thing of the â€Å"past† that does not need much concentration because of the normalcy of interaction and good relationship ties between the races. South Park exposes the various instances of race related issues in

Gulf Coast Medical Center Essay Example | Topics and Well Written Essays - 1250 words

Gulf Coast Medical Center - Essay Example On the other hand, the presence of radiologists and the hospital administrators will ensure understanding of the issues with delay in scheduling procedures with the facility. Therefore, while physicians would be able to more easily identify the likely problems causing the unusually long time each procedure takes, the administrators and managed care companies might be better able to identify issues related with time it takes physicians to schedule a slot at the facility. The Shewhart Cycle proposes a four-step process of continuous quality improvement which includes: Act, Plan, Check and Do (Shewhart, 1980). Creating a work group to identify the relevant issues with the facility is obviously the first step, i.e. 'Acting'. The outcome of deliberations of the work group which will identify the relevant issues and propose steps towards resolving these issues is the Planning stage. The outcome of the work group will be critically appraised in the light of activities and practices of competitors and what is obtainable in evidence based practice, for viability; which is the 'check' process. Lastly, once the feasibility of these recommendations has been ascertained, implementation will follow. Reduction in the time and processes required for physicians to get a procedure slot in the facility by 40% after six months and keeping up with what is obtainable from competitors within th... Improving customer perception of the facility through better cleanliness, reduced charges and increased follow up screens. d: Measuring the Success of the Work Group The success of these measures would be measured by Reduction in the time per case from 1.5 hours per case to 55mins per case in the first six months and down to the national average of 50mins per case after 12months. Reduction in the time and processes required for physicians to get a procedure slot in the facility by 40% after six months and keeping up with what is obtainable from competitors within the next 18months. Better customer perception of the facility as measured by increased return rates for follow up screens and better customer satisfaction feedbacks. 2. Dealing with Physician Perforation Rates The medical profession being a human endeavor is prone to errors, miscalculations and other human errors, and the endoscopy services is not an exception. Several government documents have acknowledged the fact that medical error is a human fact (Linda, et al., 1999). Therefore, perforation after colonoscopy is no an unusual thing, however, the rates should not be too high. Thus to deal with the high physician perforation rates in the Gulf Coast Endoscopy Facility, the first step would be to get better commitment from physicians. The facility should be able to ensure that physicians get a procedure slot without having to go through so much time wasting processes and requirements. Furthermore, the facility should be placed in a better competitive position, through cleaner and tidier environment, better facilities, so that the improve customer levels will encourage the physicians to do better jobs (Wennberg, 2005, Kaiser Family Foundation, 2004). However, besides the

Summative Assessment Essay Example for Free

Summative Assessment Essay 1.1/1.2/1.3 – Requires me to describe what is employee engagement and how does it differ, if at all, from related concepts like employee involvement, employee participation and employee consultation? Also how far is employee engagement something which is genuinely new and distinctive, or is it merely a repackaging of old and well-established ideas? Chiumento (2004) defined employee engagement as a positive, two-way, relationship between an employee and their organisation. Both parties are aware of their own and the other’s needs, and the way they support each other to fulfil those needs. Engaged employees and organisations will go the extra mile for each other because they see the mutual benefit of investing in their relationship. One of the first challenges presented by the literature is the lack of a universal definition of employee engagement. Kahn (1990) defines employee engagement as â€Å"the harnessing of organisation members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances†. The cognitive aspect of employee engagement concerns employees’ beliefs about the organisation, its leaders and working conditions. The emotional aspect concerns how employees feel about each of those three factors and whether they have positive or negative attitudes toward the organisation and its leaders. The physical aspect of employee engagement concerns the physical energies exerted by individuals to accomplish their roles. Thus, according to Kahn (1990), engagement means to be psychologically as well as physically present when occupying and performing an organisational role. Most often employee engagement has been defined as emotional and intellectual commitment to the organisation (Baumruk 2004, Richman 2006 and Shaw 2005) or the amount of discretionary effort exhibited by employees in their job (Frank et al 2004). Although it is acknowledged and accepted that employee engagement is a multi-faceted construct, as previously suggested by Kahn (1990), Truss et al (2006) define employee engagement simply as ‘passion for work’, a psychological state which is seen to encompass the three dimensions of engagement discussed by Kahn (1990), and captures the common theme running through all these definitions. The existence of different definitions makes the state of knowledge of employee engagement difficult to determine as each study examines employee engagement under a different protocol. In addition, unless employee engagement can be universally defined and measured, it cannot be managed, nor can it be known if efforts to improve it are working (Ferguson 2007). This highlights the problems of comparability caused by differences in definition. Furthermore, whilst it is acknowledged that employee engagement has been defined in many different ways, it is also argued the definitions often sound similar to other better known and established constructs such as ‘organisational commitment’ and ‘organisational citizenship behaviour’ (Robinson et al 2004). Thus Robinson et al (2004) report 408, IES defines engagement as: ‘A positive attitude held by the employee towards the organisation and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organisation. The organisation must work to develop and nurture engagement, which requires a two-way relationship between employer and employee.’ As a result, employee engagement has the appearance of being yet another trend, or what some might call â€Å"old wine in a new bottle†. An engaged employee is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organisations interests. Employee Engagement is a measurable degree of an employees positive or negative emotional attachment to their job, colleagues and organisation which profoundly influences their willingness to learn and perform at work. Thus engagement is distinctively different from employee satisfaction, motivation and organisational culture. Employers require an investment from their employees and in return employees need a similar investment from their company. †¢ The physical things are at the conscious level. They tend to be noticed by management ie an employee’s willingness to ‘go the extra mile. †¢ The emotional things such as caring, commitment and concern occur often at the unconscious level and as a result are not always as visible. †¢ Cognitive engagement means that employees are sure about their job requirements and role expectations. When managers say ‘I want my staff to be caring, pleasant, happy and enthusiastic’, you would ask, ‘what are you giving them so they will do all of this?’ The reply is usually, ‘They get paid.’ If you want your staff to do all the above then they need a return in the appropriate dimension the emotional one. This means creating an atmosphere where the staff passes on to your customers what they get from you. For example: †¢ If you want employees to display initiative and come up with new ideas (Intellectual) you must give them responsibility and provide interesting work and opportunities for promotion. †¢ If you want your employees to adhere to the safety and health regulations at work you must provide them with good equipment and safe working conditions. †¢ If you want them to show respect and empathy for other staff members and customers you in turn must show them respect and have empathy for them. Organisational commitment is the relative strength of an individual’s identification with and involvement in a particular organisation, Armstrong (2006). It consists of three factors: †¢ A strong desire to remain a member of the organisation. †¢ A strong belief in and acceptance of the values and goals of the organisation. †¢ A readiness to exert considerable effort on behalf of the organisation. Work engagement is positively related with, but can nevertheless be differentiated from, similar constructs such as job involvement and organizational commitment, in-role and extra-role behaviour; personal initiative, and workaholics. Moreover, engaged workers are characterised by low levels of burnout, as well as by low levels of neuroticism and high levels of extraversion. Also they enjoy good mental and physical health. Most recently, Christian et al (2011) meta-analyzed over 90 engagement research studies. They found that engagement is distinct from job satisfaction, organizational commitment, and job involvement. If we are to understand how engagement might be managed in organisations, it is essential that we look at how it operates at the level of individuals and groups. A number of commentators in the academic literature have equated engagement with well-established psychological concepts. For example, it has been linked to the notion of ‘flow’ where the worker becomes totally immersed in an activity (Csikszentmihalyi 1990). The military is a great example of employee engagement as they work together going forward to be operationally focused. Learning outcome 3 3.1/3.2/3.3 Requires me to find out why is employment engagement a ‘hot topic’ for many organisations? And what are the benefits to be gained from creating a culture of employee engagement and an ‘engaged’ workforce? Over the past decade, and particularly in the past three years, employers and employees have faced human capital challenges and an uncertain economy. The economic downturn that started in 2008 has had a significant impact on companies and the resulting decisions made by management. These decisions have impacted employee engagement levels and perceptions globally, leading to changes in leading drivers of employee engagement. In uncertain times, organisations need to focus on harnessing the discretionary effort that engaged employees deliver. This makes the difference in how companies are affected during the economic downturn, how quickly they emerge from it, and how strong they are in the future after the downturn passes. Employee engagement/communication is one way to ensure the balance of the psychological contract is maintained throughout change. During an early CIPD Podcast (03 Apr 2007), the CIPD Adviser of Employee Relations, Mike Emmott describes employee attitudes throughout the public sector as ‘bottom of the heap’ He goes on to say ‘I think there is an endemic problem in getting an engaged workforce in the public sector and until they’ve cracked it, efforts at public sector reform are going to be hamstrung’. In an article by Ritu Mohanka (2011) in the British business publication, Management Today he highlighted the rapid emergence of Employee Engagement as a hot topic in company boardrooms and sought to educate its readership on the basics of Employee Engagement. However, though the author was impressed by the power of Employee Engagement as a lever for tapping into an organisations potential, he was still sceptical. They were right to highlight employee engagement as a hot topic. Human Capital Management (HCM) research clearly demonstrates that if your employees arent engaged, then theyre unlikely to be doing a particularly good job, and so probably wont be keeping your customers all that happy and therefore might be laying the seeds for your own downfall in the future. Because you can be sure that somewhere, someone else covets those very same customers and will be doing their utmost to poach them from you. Or to put it another way, if your horses are sleeping, whos pulling your carriage? Finding out just how awake, how hard and in which direction those horses are pulling is the centrepiece and focus of all good Employee Engagement. The challenge, of course, is educating both management and employees, whilst fitting a sound conceptual model to the individual context, values and environment of each and every company. To continue the analogy, its finding the right horses for courses. And then making sure that the management has the right information and benchmarks to understand; how fast theyre going, if theyve actually employed thoroughbreds or work-horses, and whether their horses are all pulling in the same direction. In an ideal world, all of a companys employees are sufficiently gifted and striving towards a unified goal, while advocating their companys values and championing their services to the external world. Common sense, and the real world, tells us that this isnt always the case. This makes it paramount for company leaders to know the reality of the situation and seek sufficient information to develop an action plan, putting both appropriate remedies in place and providing a route to increased employee buy-in, commitment and Engagement, and hence future performance improvements. So, how can they get the horse before the cart? Well, one way would be to start finding out, through their own customised Employee Engagement survey. If properly devised and carried out this will provide an up-to-date and in-depth understanding of their employees: Motivation, Commitment, Belief in the companys leaders and managers and Understanding of company (Values, Goals (vision, mission, strategic priorities etc.), Actions, and their part as a cog in the greater machine, probability of staying with the employer)). In a study by CIPD (2011) it was stated that the key to employee engagement is to create a meaningful job with variety and autonomy. It was also suggested that a positive relationship with managers and feeling able to voice any concerns were also key to maintaining a motivated workforce. Learning outcome 4 4.1/4.2 Requires me to find out what is the empirical evidence to support the claim that these benefits can be realised in practice? An article on engagement in People Management, Mark Butler (2008), Director of the People Organisation and an associate of Edinburgh HR Academy suggest that ‘valuing the views of the people is beyond dispute’. This was further reinforced in People Management, Tim Smedley (2008) when he interviewed Tony McCarthy, Director, People and Organisational Effectiveness, British Airways. Tony McCarthy described it very succinctly, ‘we need to listen to people more than we do’. Also in April 2008, the success of Birmingham City Council’s ‘Best’ initiative a values-based change programme intended to improve performance and empower employees, demonstrated how learning from past performance and involving staff in the design of a programme rather than imposing it had a dramatic positive effect on the mood of the workforce. The Military Covenant (2000), which forms part of the Army’s Doctrine, underpins the ethos of the military’s psychological contract with its serving soldiers. An extract of the Army Doctrine Publication Military Covenant (2000) relevant to this report is as follows ‘soldiers will be called upon to make personal sacrifices, including the ultimate sacrifice – in the service of the nation. In return, British soldiers must always be able to expect fair treatment, to be valued and respected as individuals, and that they (and their families) will be sustained and rewarded by commensurate terms and conditions of service. In a case study by PlasticCo (2007) they described their leaderships as ‘from the top–down’ with an autocratic approach to problem-solving. However, changes in their senior management led to a new strategic direction for the company. A new managing director was appointed, bringing a more participative vision. With full board support, a business case was made for a three-year transition towards an involvement-oriented culture. At the heart of this approach were people development, teamwork, communication and a more open leadership style. The new management team made it clear that the company was profitable and performing well and that the change was part of a new strategy of continuous improvement towards greater performance. PlasticCo joined the Kingston Business School Employee Engagement Consortium to help assess the levels of engagement in their company and identify potential avenues for improvement. Truss et al (2006) conducted a survey of working life in the UK, of which engagement was a core consideration. Using a cross-section of UK workers from various industries, they concluded that only 35% of people are engaged overall. These studies suggest there is much scope for increasing engagement in UK companies and public bodies. GovDep is a large government department, which in 2007 underwent considerable changes as a result of a merger between two previously separate agencies. This led to a new management structure and ‘head office’ rationalisation and provided an opportunity for headcount efficiencies. The department and agencies have been involved in working towards increased employee engagement for some time, although this has only been branded as ‘employee engagement’ latterly. This interest stems from a drive to renew employment practices and processes as part of a wider agenda of government modernisation. The department and agencies conducts annual staff survey’s, which feeds into improvement activities, which has increased the focus on employee involvement initiatives. The majority of the agency’s employees work in an office/contact centre environment. There is an emphasis on employee development, coaching and teamwork. There is also careful attention to diversity and equal opportunities. Sickness absence rates were high, compared with the private sector organisations, and with a new performance standard for sickness in place the aim is to reduce sickness absence to below 8.3 average working days per year. This work is beginning to provide the reduction required. To assist in the development of their employee engagement they have joined the Kingston Business School Employee Engagement Consortium. Learning outcome 6 6.1/6.2/6.3 Requires me to find out what is the future of employee engagement so far as tomorrow’s organisations are concerned? There are many theories about how to do change. Many originate with leadership and change management guru, John Kotter (1995) who created eight steps that are required to transform an organisation: 1. Establishing a sense of urgency. †¢ Examine market and competitive realities. †¢ Identify and discuss crisis, potential crisis, or major opportunities. †¢ Provide evidence from outside the organization that change is necessary. 2. Forming a powerful guiding coalition. †¢ Assemble a group with enough power to lead the change effort. †¢ Attract key change leaders by showing enthusiasm and commitment. †¢ Encourage the group to work together as a team. 3. Creating a vision. †¢ Create a vision to help direct the change effort. †¢ Develop strategies for achieving that vision. 4. Communicating the vision. †¢ Build alignment and engagement through stories. †¢ Use every vehicle possible to communicate the new vision and strategies. †¢ Keep communication simple and heartfelt. †¢ Teach new behaviours by the example of the guiding coalition. 5. Empowering others to act on the vision. †¢ Remove obstacles to the change. †¢ Change systems and / or structures that work against the vision. 6. Planning for and creating short-term wins. †¢ Plan for and achieve visible performance improvements. †¢ Recognize and reward those involved in bringing the improvements to life. 7. Consolidating improvements and producing still more change. †¢ Plan for and create visible performance improvements. †¢ Recognise and reward personnel involved in the improvements. †¢ Reinforce the behaviours shown that led to the improvements. 8. Institutionalising new approaches. †¢ Articulate the connections between the new behaviours and corporate success. †¢ Developing the means to ensure leadership development and succession. Within the military they have various ways to get feedback and then action employee’s requests if deemed necessary and if budgets allow. Two of these are the Armed Forces Pay Review Body (AFPRB) and the Armed Forces Continuous Attitude Survey (AFCAS). These surveys are conducted annually, meaning that changes for future employees are a role on thing. Changes will happen, but only through consultation with its employee’s. Due to the volume of this document the full report for the AFPRB can be found at: http://www.baff.org.uk/201103191103/armed-forces-pay-review-body-afprb-report -2011.html Also the same goes for the AFCAS, which can be found at: http://www.baff.org.uk/armed-forces-continuous-attitude-survey-2011.html My personal feelings are that employee engagement will become even more critical as the economy and job market begins to steadily rebound from the trenches we have seen over the last couple of years. With this being said, you will begin to see those key players within organisations, being targeted by competitors. And, with companies still reluctant to offer incentive based increases and tightly controlling their cash flow; there will need to be some form of non-tangible incentives available to these aforementioned key individuals. This is where employee engagement comes into play. Companies will need to identify areas that are important to the retention and development of their employee base and really focus their energy in those areas. Such as identifying key moments in an employee’s life or career and leveraging those to inspire others through communication. HR has a key role to play in implementing engagement initiatives. This will generally include designing and carrying out employee surveys, testing the findings through focus groups and advising senior managers on their significance. HR personnel will also have the job of helping line managers to raise their game. They may also need to liaise with marketing to develop the ‘employer brand’ or incorporate the findings of employee surveys within performance management processes. References Armstrong, M. (2006) A Handbook of Human Resource Management Practice 10ed. London: Kogan. Baumruk, R. (2004) ‘The missing link: the role of employee engagement in business success’,Workspan, Vol 47, pp48-52. BCC. (2008) The Change Agent Project, ‘Best Initiative’. Birmingham: BCC. Available at: http://www.birminghambest.co.uk/changeagents [accessed 09 Mar 2012). Butler, M. (2008) Why engagement is set to revolutionise public services. London: CIPD. Available at: http://www.peoplemanagement.co.uk/pm/articles/2008/09/why-engagement-is-set-to-revolutionise-public-services.htm [accessed 09 Mar 2012). Chiumento. (2004) Get Engaged, Chiumento, London. Christian, M. S., Garza, A. S., Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64, 89-136. CIPD (2007) Employee Engagement: Podcast episode 6. London: CIPD. Available at: http://www.cipd.co.uk/podcasts/_articles/article6.htm [Accessed 08 Mar 2012]. CIPD (2008) Employee Engagement in Context: Research Insight. London: CIPD. Available at: http://www.cipd.co.uk/NR/rdonlyres/6D7D52C8-6E51-4539-A189-1E2D6EBEF01F/0/employee_engagement_context.pdf [Accessed 09 Mar 2012]. CSIKZENTMIHALYI, M. (2008) Flow: the psychology of optimal experience. New York: Harper Perennial Modern Classics. Ferguson, A. (2007) ‘Employee engagement: Does it exist, and if so, how does it relate to performance, other constructs and individual differences?’ Available at: http://www.lifethatworks.com/Employee-Engagement.prn.pdf [Accessed 07 Mar 2012]. Frank, F.D., Finnegan, R.P. and Taylor, C.R. (2004) ‘The race for talent: retaining and engaging workers in the 21st century’, Human Resource Planning, Vol 27, No 3, pp12-25. Kahn, W.A. (1990) ‘Psychological conditions of personal engagement and disengagement at work’, Academy of Management Journal, Vol 33, pp692-724. Kotter, J. (2011) The Heart of Change. Available at: http://www.youtube.com/watch?v=1NKti9MyAAw [Accessed 10 Mar 2012]. Mohanka, R. (2011) Employee Engagement is a Hot Topic. London: Europe Office. Available at: http://events.kenexa.com/newsletter/oldver/05041.asp?uid=1tbl=test [Accessed 09 Mar 2012]. Richman, A. (2006) ‘Everyone wants an engaged workforce how can you create it?’ Workspan, Vol 49, pp36-39. Robinson, D., Perryman, S. and Hayday S. (2004) The drivers of employee engagement. Brighton: Institute for Employment Studies. Available at: http://www.wellbeing4business.co.uk/docs/Article%20-%20Engagement%20research.pdf [Accessed 07 Mar 2012]. Shaw, K. (2005) ‘An engagement strategy process for communicators’, Strategic Communication Management, Vol 9, No 3, pp26-29. Sims, R R (1994) Human Resource Management’s Role in Clarifying the New Psychological Contract, Human Resource Management, 33 (3), pp, 373–82. Smedley, T (2008) We need to listen to people more than we do. London: CIPD. Available at: http://www.peoplemanagement.co.uk/pm/articles/2008/09/we-need-to-listen-to-people-more-than-we-do.htm [accessed 09 Mar 2012). Spindler, G S (1994) Psychological contracts in the workplace: a lawyer’s view, Human Resource Management, 33 (3), pp 325–33. Truss, C., Soane, E., Edwards, C., Wisdom, K., Croll, A. and Burnett, J. (2006) Working Life: Employee Attitudes and Engagement 2006. London, CIPD. Bibliography Arkin, A. (2011) ‘Is Engagement Working’, People Management, November 2011, pp.22-27. Armstrong, M. (2006) A Handbook of Human Resource Management Practice 10ed. London: Kogan. Baumruk, R. (2004) ‘The missing link: the role of employee engagement in business success’,Workspan, Vol 47, pp. 48-52. BCC. (2008) The Change Agent Project, ‘Best Initiative’. Birmingham: BCC. Available at: http://www.birminghambest.co.uk/changeagents [accessed 09 Mar 2012). Brearley, M. (2009) ‘Fully Charged’, People Management, June 2009, pp.20-23. Butler, M. (2008) Why engagement is set to revolutionise public services. London: CIPD. Available at: http://www.peoplemanagement.co.uk/pm/articles/2008/09/why-engagement-is-set-to-revolutionise-public-services.htm [accessed 09 Mar 2012). Chiumento. (2004) Get Engaged, Chiumento, London. Christian, M. S., Garza, A. S., Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64, 89-136. CIPD (2007) Employee Engagement: Podcast episode 6. London: CIPD. Available at: http://www.cipd.co.uk/podcasts/_articles/article6.htm [Accessed 08 Mar 2012]. CIPD (2008) Employee Engagement in Context: Research Insight. London: CIPD. Available at: http://www.cipd.co.uk/NR/rdonlyres/6D7D52C8-6E51-4539-A189-1E2D6EBEF01F/0/employee_engagement_context.pdf [Accessed 09 Mar 2012]. CIPD (2011) Employee Engagement: Factsheets. London: CIPD. Available at: http://www.cipd.co.uk/hr-resources/factsheets/employee-engagement.aspx [Accessed 07 Mar 2012]. CSIKZENTMIHALYI, M. (2008) Flow: the psychology of optimal experience. New York: Harper Perennial Modern Classics. Ferguson, A. (2007) ‘Employee engagement: Does it exist, and if so, how does it relate to performance, other constructs and individual differences?’ Available at: http://www.lifethatworks.com/Employee-Engagement.prn.pdf [Accessed 07 Mar 2012]. Frank, F.D., Finnegan, R.P. and Taylor, C.R. (2004) ‘The race for talent: retaining and engaging workers in the 21st century’, Human Resource Planning, Vol 27, No 3, pp. 12-25. Kahn, W.A. (1990) ‘Psychological conditions of personal engagement and disengagement at work’, Academy of Management Journal, Vol 33, pp. 692-724. Kotter, J. (2011) The Heart of Change. Available at: http://www.youtube.com/watch?v=1NKti9MyAAw [Accessed 10 Mar 2012]. Mohanka, R. (2011) Employee Engagement is a Hot Topic. London: Europe Office. Available at: http://events.kenexa.com/newsletter/oldver/05041.asp?uid=1tbl=test [Accessed 09 Mar 2012]. Pickard, J (2009) ‘A Healthy Constitution’, People Management, January 2009, pp.20-23. Richman, A. (2006) ‘Everyone wants an engaged workforce how can you create it?’ Workspan, Vol 49, pp36-39. Robinson, D., Perryman, S. and Hayday S. (2004) The drivers of employee engagement. Brighton: Institute for Employment Studies. Available at: http://www.wellbeing4business.co.uk/docs/Article%20-%20Engagement%20research.pdf [Accessed 07 Mar 2012]. Shaw, K. (2005) ‘An engagement strategy process for communicators’, Strategic Communication Management, Vol 9, No 3, pp26-29. Sims, R R (1994) Human Resource Management’s Role in Clarifying the New Psychological Contract, Human Resource Management, 33 (3), pp, 373–82. Smedley, T (2008) We need to listen to people more than we do. London: CIPD. Available at: http://www.peoplemanagement.co.uk/pm/articles/2008/09/we-need-to-listen-to-people-more-than-we-do.htm [accessed 09 Mar 2012). Spindler, G S (1994) Psychological contracts in the workplace: a lawyer’s view, Human Resource Management, 33 (3), pp 325–33. Truss, C., Soane, E., Edwards, C., Wisdom, K., Croll, A. and Burnett, J. (2006) Working Life: Employee Attitudes and Engagement 2006. London, CIPD.

The Small Power in the International System :: History Cold War Economics Essays

The Small Power in the International System Like a novice chess player, awed by the strategic power of his queen, students of International Relations tend to focus solely upon the Great Power as a source for policies and dictates which constitute his field of study. Paying little heed to small, developing nations, the student assumes that all that is important and significant to his study will flow from the Goliath's of the International System. Only with experience and an increasing eye for the subtle flow of policy will the student, like the chess player, learn that in addition to the Great Powers, the Small Powers--the pawns—do matter. Furthermore, to assume any differently invites swift defeat (poor analysis). The great Chess master Francois-Andrà © Danician Philidor said it best: "the pawns are the very life of the game."[i] Although the analogy fails in that the power disparity between a pawn and another more powerful piece is much smaller between the average Great and Small Powers, it suffices to highlight the common misconception of the inefficacy of Small Powers. The question of whether Small States matter in the International System (and the ambiguity of the question itself) will be addressed; four aspects of the importance of the Small Power will be reviewed in turn: Strategic, Military, Economic, and Alliance . First, it is essential to address the ambiguity of terms and their implications to the analysis; some sort of definition of the descriptor 'small' and of the verb 'to matter' must be established. In the literature published on the subject, the question has been addressed in varying degrees of certitude. Traditional indicators of "smallness" center around simple objective specifications: military units, population size, gross national product, etc. For the sake of being brief, this essay will not attempt to provide a refreshed definition of the Small States; it will leave that ambitious undertaking alone. Instead, this essay will present examples of the unambiguous kind and, when needed, rely on the traditional (but sufficient) schema to make decisions regarding definition. On the other hand, the notion of mattering within the system is not quite so capable of standing on its own. Here, we will break from the traditional archetype: relying on conditions of power to determine the relevance of a state. The reason for this is simple: were the term "to matter" to be defined in terms of power, than in combination with the already established idea of smallness (defined in terms of power), the question in debate could be rewritten as such: "Do Small (non-powerful) States matter (have power).

Malware and Spyware

Malware Malware,  short for  malicious  (or malevolent)  software, is software used or created by attackers to disrupt computer operation, gather sensitive information, or gain access to private computer systems. It can appear in the form of  code,  scripts, active content, and other software. ‘Malware' is a general term used to refer to a variety of forms of hostile or intrusive software. This malware will operate invisibly, often without displaying itself in your Task Manager. To top it off, malware usually refuses to be uninstalled through your control panel, and requires special tools to delete them from your drive.Yes, this is a direct cousin to viruses, but with a broader portfolio of wicked intentions. Malware includes  computer viruses,  worms,  trojan horses,  spyware,  adware, and other malicious programs. However, some malware is disguised as genuine software, and may come from an official company website. Malware is often used against individua ls to gain personal information such as social security numbers, bank or credit card numbers, and so on. Left unguarded, personal and  networked  computers can be at considerable risk against these threats.Various factors make a system more vulnerable to malware: * Homogeneity: e. g. when all computers in a  network  run the same operating system; upon exploiting one, one can exploit them all. * Weight of numbers: simply because the vast majority of existing malware is written to attack Windows systems, then Windows systems are more vulnerable to succumbing to malware attacks. * Defects: malware using defects in the operating system design. * Unconfirmed  code: code from a  floppy disk,  CD-ROM  or  USB  device may be  executed  without the user’s permission. Over-privileged  users: some systems allow all users to modify their internal structures. * Over-privileged  code: some systems allow code  executed  by a user to access all rights of that user. * Malwares affect networks easily because of the use of same OS. What does malware do? The most common malware functions are: 1. Malware steals your personal information and address book (identity theft and keystroke-logging). 2. Malware floods your browser with pop-up advertising. 3. Malware spams your inbox with advertising email. 4. Malware slows down your connection. 5.Malware hijacks your browser and redirects you to an advertising or a phishing-con web page. 6. Malware uses your computer as a secret server to broadcast pornography files. 7. Malware slows down or crashes your computer. Spyware Spyware  is a type of  malware  (malicious software) installed on  computers  that collects information about users without their knowledge. The presence of spyware is typically hidden from the user and can be difficult to detect. Some spyware, such askeyloggers, may be installed by the owner of a shared, corporate, or  public computer  intentionally in order to monit or users.While the term  spyware  suggests software that monitors a user's computing, the functions of spyware can extend beyond simple monitoring. Spyware can collect almost any type of data, including  personal information  like  Internet surfing  habits, user logins, and bank or credit account information. Most spyware is installed without users' knowledge, or by using deceptive tactics. Spyware may try to deceive users by bundling itself with desirable software. Some spyware authors infect a system through security holes in the Web browser or in other software.When the user navigates to a Web page controlled by the spyware author, the page contains code which attacks the browser and forces the download and installation of spyware. Spyware also has the same effects as malware has. How to protect your computer from spyware and malware? Here is the checklist for detecting and destroying malware * Install two or three different  anti-spyware programs  (â€Å"spyware cleaners†) on your computer, and update their definition lists regularly. Because every anti-spyware cleaner is imperfect, it is necessary to use combinations of these programs to catch the greatest breadth of malware.Also, the anti-spyware manufacturers regularly add new entries to their â€Å"definition† lists, just like anti-virus software. Make sure to keep your spyware cleaners updated with these lists! * Avoiding and destroying malware/spyware is not instant, and it is not a one-time event. Instead, stopping spyware/malware is a long-term game that is exactly like cleaning dirt out of your home. You need constant vigilance, and a regular habit of cleaning malware out of your computer every week. Build a weekly habit of â€Å"scan and detect†. This should also be done whenever you install new software.Many anti-spyware programs can be set to automatically perform scan-and-detect nightly. * Carefully read every EULA (end user license agreement) before clicki ng â€Å"accept†. If you see the phrase â€Å"3rd-party software may be installed†, make sure to follow the software install with a spyware cleaning. * Educate yourself on the latest strains of malware. In particular, start visiting these recommended anti-spyware sites, and update yourself on the latest malicious programs. * Egs of antimalware programs * Antivirus/Antispyware at About * Network Security at About PestPatrol. com database * Spywareguide. com * SpywareWarrior. com * SurferBeware. com * Cexx. org * Save your data, and backup often. Below are 5 easy steps you can follow to try to avoid and, if not avoid, at least detect and remove these programs from your computer system: * Be Careful Where You Download: Unscrupulous programs often come from unscrupulous sites. If you are looking for a freeware or shareware program for a specific purpose try searching reputable sites * Read the EULA: Eula is End User License Agreement.The EULA is a legal agreement you are m aking with the software vendor. Without reading it you may be unwittingly agreeing to install spyware or a variety of other questionable actions that may not be worth it to you. Sometimes the better answer is â€Å"No, I do not accept. † * Read the instructions carefully before you click. * Protect Your System through Antivirus softwares. * Scan Your System through antivirus antivirus softwares, firewalls and other protective measures.

Ronnie Steel’s Drug Addiction

From the list of selected books, the one that stuck out to me the greatest was Ronnie Steele’s, â€Å"My Own Worst Enemy: A Memoir of Addiction. † This book observes the parallels between addiction and self-image. This book takes the reader into the mind of Ronnie Steele and analyzed how he not only coped with his addiction but how the addiction made him who he was. The reason why I enjoyed this book over many other autobiographies that I have read before is that Ronnie allows the reader to dive deep into the realms of his life. By reading this autobiography I could tell that Ronnie poured out every inch of his heart and soul into the pages. In order for the reader to gain a deeper understanding about his troubling addictions, Ronnie sacrificed his privacy and intimate lifestyle relationships. As I finished reading this book I began searching some feedback on the net, positive and negative. Many of the positive comments on this book exclaims how this autobiography helped them cope with the extremities and hardships of addiction in the present day world. The negative feedback, though, focused on how Ronnie’s stories seemed lavish and fabricated. Many of the people who wrote the negative comments focused not on the mission of the book; however, they focused on the satirical writing style and how the story related to present day extremities. Ronnie concludes his autobiography by stating that his biggest plight for this book is that he hopes it will influence someone to stop drinking, smoking, cheating, and lying. This book explores the differences between succumbing and overcoming an addiction. The protagonist, Ronnie Steele, dives into the realms of testament as he attempts to shield current addicts and future human beings who are interested in drinking and smoking from the same trials and tribulations that he went through. Throughout the book Ronnie consistently mentions how he was the sole cause of his substance abuse. He tells the reader that he felt like he couldn’t control his urge for alcohol, thus forcing him to continue to do it. Ronnie mentions how alcohol was not the only thing he was addicted to; lying, cheating, and smoking was a part of his addiction. Through months and months of dealing with his addiction, Ronnie finally was forced to go through treatment. He gives a detailed account of his road to recovery and how it was difficult yet necessary for his well-being and the future well-being for his family. Ronnie’s partner, Sarah, was a very good woman for seeing him through his recovery and treatment as he dealt with his addiction. The thing that surprised me about this autobiography was how Ronnie identified one of the sources for his addiction: early childhood problems. Being a psychology major, I know that many psychological abnormalities, such as addiction, can be explained by environmental factors. Ronnie gives a detailed account of how abuse was a huge and vital part of his childhood. The theory that is evident in this book is the on addiction. Addiction is described as using a drug in a way for which it is not attended for, that will lead to long or short term harm to the user or others, and the result in the user no longer being able to be responsible for his/her thoughts, feelings, or behavior. DSM-IV classifies addiction and drug abuse as a maladaptive pattern of substance use leading to clinically significant impairment or distress. There are currently five different models that covers addiction: medical model, psychodynamic model, social model, moral model, and bio-psycho-social model. The model that seems to cover the key experiences in this book is the psychodynamic model. This model explains how drug abuse and addiction is a symptom of underlying psychological problems and is used as a maladaptive psychological coping strategy. I came up with the conclusion that this model fits with the essence of this book because Ronnie uses drugs to resolve his internal conflict with the person who abused him in early childhood. From reading this book and exploring Ronnie Steele’s online blogs I can include a few different things about drugs and society. I can conclude that drugs are a big part of society’s coping mechanism. From the information that I know from being a Psychology major and the information I received from reading this book and blog, many addictions are triggered by drug abuse from use of drugs to cope with past and present day problems. In this autobiography, the main character uses drugs as an outlet to forget his past; with addiction, though, comes rehabilitation. I can also conclude, from this autobiography, that rehabilitation in America works. I can conclude this because Ronnie had fought a great fight with addiction to alcohol and through the encouragement of his partner and his rehabilitation he overcame it. It was a difficult battle and struggle for Ronnie but the fact that he overcame his addiction and uses his book as a catalyst for help for other addicts is amazing and inspiring to me. In all, I believe I made a great choice in selecting this book out of the many novels on the list. This autobiography explores not only the recovery from addiction, but also the road to recovery. I love how Ronnie is so open with his testament and how he wants his book to inspire others. I believe this book is a great read and I really appreciated this being on the list.

U.S. Marshalls essays

U.S. Marshall's essays Ever since I was a little boy I have wanted to be a police officer, and through the years my interest has grown more and more. In high school I did ride along with the local police department and I also worked as a security guard for the parks and recreation department in my town. I enjoy people and I like to help people so I decided on a career in law enforcement. Coming into college it was important for me to pick a career in law enforcement and I read an article about U.S. Marshals and the duties they perform. This is why I want to be a U.S. Marshal!!! THE MISSION of the United States Marshals Service is to protect the Federal courts and ensure the effective operation of the judicial system. Since 1789, U.S. Marshals and their Deputies have answered the call to service of the American people. From taking the census to protecting the President, the missions of the Service have changed to meet the needs of the nation. Today, the Marshals Service is responsible for providing protection for the federal judiciary, transporting federal prisoners, protecting endangered federal witnesses and managing assets seized from criminal enterprises. In addition, the men and women of the Marshals Service pursue and arrest 55 percent of all federal fugitives, more than all other federal agencies combined. The backbone of the Marshals Service has always been the individual Deputy Marshal. Portrayed throughout history for legendary heroics in the face of lawlessness, these Deputies carry out their daily assignments with dedication and professionali sm. The United States Marshal is appointed by the President of the United States and approved by the U.S. Senate for a period of 4 years. He is required to live in his District, with the exception of the U.S. Marshal for the District of Columbia and U.S. Marshal for the District of Columbia Superior Court; the two Marshals can live in the surrounding districts. The Marshals ...

History of the Dust Bowl Ecological Disaster

History of the Dust Bowl Ecological Disaster The Dust Bowl was the name given to an area of the Great Plains (southwestern Kansas, Oklahoma panhandle, Texas panhandle, northeastern New Mexico, and southeastern Colorado) that was devastated by nearly a decade of drought and soil erosion during the 1930s. The huge dust storms that ravaged the area destroyed crops and made living there untenable. Millions of people were forced to leave their homes, often searching for work in the West. This ecological disaster, which exacerbated the Great Depression, was only alleviated after the rains returned in 1939 and soil conservation efforts had begun in earnest. It Was Once Fertile Ground The Great Plains was once known for its rich, fertile, prairie soil that had taken thousands of years to build up. Following the Civil War, cattlemen over-grazed the semi-arid Plains, overcrowding it with cattle that fed on the prairie grasses that held the topsoil in place. Cattlemen were soon replaced by wheat farmers, who settled in the Great Plains and over-plowed the land. By World War I, so much wheat grew that farmers plowed mile after mile of soil, taking the unusually wet weather and bumper crops for granted. In the 1920s, thousands of additional farmers migrated to the area, plowing even more areas of grassland. Faster and more powerful gasoline tractors easily removed the remaining native Prairie grasses. But little rain fell in 1930, thus ending the unusually wet period. The Drought Begins An eight-year drought started in 1931 with hotter than usual temperatures. Winter’s prevailing winds took their toll on the cleared terrain, unprotected by indigenous grasses that once grew there. By 1932, the wind picked up and the sky went black in the middle of the day when a 200-mile-wide dirt cloud ascended from the ground. Known as a black blizzard, the topsoil tumbled over everything in its path as it blew away. Fourteen of these black blizzards blew in 1932. There were 38 in 1933. In 1934, 110 black blizzards blew. Some of these black blizzards unleashed large amounts of static electricity, enough to knock someone to the ground or short out an engine. Without green grasses to eat, cattle starved or were sold. People wore gauze masks and put wet sheets over their windows, but buckets of dust still managed to get inside their homes. Short on oxygen, people could barely breathe. Outside, the dust piled up like snow, burying cars and homes. The area, which had once been so fertile, was now referred to as the â€Å"Dust Bowl,† a term coined by reporter Robert Geiger in 1935. The dust storms grew bigger, sending swirling, powdery dust farther and farther, affecting more and more states. The Great Plains were becoming a desert as over 100 million acres of deeply plowed farmland lost all or most of its topsoil. Plagues and Illnesses The Dust Bowl intensified the wrath of the Great Depression. In 1935, President Franklin D. Roosevelt offered help by creating the Drought Relief Service, which offered relief checks, the buying of livestock, and food handouts; however, that didn’t help the land. Plagues of starving rabbits and jumping locusts came out of the hills. Mysterious illnesses began to surface. Suffocation occurred if one was caught outside during a dust storm – storms that could materialize out of nowhere. People became delirious from spitting up dirt and phlegm, a condition which became known as dust pneumonia or the brown plague. People sometimes died from their exposure to dust storms, especially children and the elderly. Migration With no rain for four years, Dust Bowlers by the thousands picked up and headed west in search of farm work in California. Tired and hopeless, a mass exodus of people left the Great Plains. Those with tenacity stayed behind in hopes that the next year is better. They didn’t want to join the homeless who had to live in floorless camps with no plumbing in San Joaquin Valley, California, desperately trying to seek enough migrant farm work to feed their families. But many of them were forced to leave when their homes and farms were foreclosed. Not only did farmers migrate but also businessmen, teachers, and medical professionals left when their towns dried up. It is estimated that by 1940, 2.5 million people had moved out of the Dust Bowl states. Hugh Bennett Has an Idea In March 1935, Hugh Hammond Bennett, now known as the father of soil conversation, had an idea and took his case to lawmakers on Capitol Hill. A soil scientist, Bennett had studied soils and erosion from Maine to California, in Alaska, and Central America for the Bureau of Soils. As a child, Bennett had watched his father use soil terracing in North Carolina for farming, saying that it helped the soil from blowing away. Bennett also had witnessed areas of land located side by side, where one patch had been abused and become unusable, while the other remained fertile from nature’s forests. In May 1934, Bennett attended a Congressional hearing regarding the problem of the Dust Bowl. While trying to relay his conservation ideas to the semi-interested Congressmen, one of the legendary dust storms made it all the way to Washington D.C. The dark gloom covered the sun and the legislators finally breathed what the Great Plains farmers had tasted. No longer in doubt, the 74th Congress passed the Soil Conservation Act, signed by President Roosevelt on April 27, 1935. Soil Conservation Efforts Begin Methods were developed and the remaining Great Plains farmers were paid a dollar an acre to try the new methods. Needing the money, they tried. The project called for the phenomenal planting of two hundred million wind-breaking trees across the Great Plains, stretching from Canada to northern Texas, to protect the land from erosion. Native red cedar and green ash trees were planted along fencerows separating properties. The extensive re-plowing of the land into furrows, planting trees in shelterbelts, and crop rotation resulted in a 65 percent reduction in the amount of soil blowing away by 1938. However, the drought continued. It Finally Rained Again In 1939, the rain finally came again. With the rain and the new development of irrigation built to resist drought, the land once again grew golden with the production of wheat.

The Car Industry in the 1990s Essay Example | Topics and Well Written Essays - 2750 words

The Car Industry in the 1990s - Essay Example The political factors that affect cars and car manufacturers have become one of the major impacts on the industry. Government laws and regulations had been continuously set in place as compelled by increasing concerns for the safety of the consumers and users as well as for the protection of the environment. Because of consumers’ clamor, almost every concern that cropped up over the years that relates to the car, there is a corresponding bill that is passed or a regulation that is being enforced. This includes not just safety issues but also economic concerns such as the rising cost of petroleum or environmental alarm like gas emissions. Taxes, duties and subsidies also play a major part in the factors that exert themselves on the car manufacturers and the industry in general (Highfill et al, 2004). The huge impact of the auto industry to the country’s economy cannot be ignored. A study revealed that the industry supports other jobs in other industries (Gale, 2004 as cited by Highfill et al, 2004). However, the industry itself is faced with so many economic challenges. At present, even if the European market could increase or decrease depending on the specific economic climate, the scenario of over capacity if the market demand is low is always a real threat. The entry also of imports is a concern to the European based car manufacturers. This is especially so because of price competition which is the prevailing competitive advantage of imports (Trends and drivers of change). The economic downturn had been one of the greatest influences in the economic aspect of this industry. A research from Uswitch.com, an independent price comparison and switching service reported in 2008 than 77% of the motorists put a halt to their plans of acquiring a new car (Ganly, 2008). The economic aspect of the automobile industry is largely affected by oil prices also. Thus, it is a  very important factor in the demand for cars.   An increase in prices might put a brake on their sales potential while the reverse could boost the demand for the product.   (Sector futures, 2004, p2).