Justice and Global Changes in World-Free-Samples for Students

Question: Discuss about the Justice and global changes in world. Answer: This opinion editorial is about children in detention centre. This is local and global issue and has impact on common good. The open editorial is about nursing profession and the challenges faced with realising the aspirations of common good in the professional community. Australia is obliged to process the claims of the asylum seekers and to protect the refugees as a signatory of United Nations Refugee Convention of 1951. Children seeking asylum are kept in detention and yet to be determined for the claim of refugee (Triggs, 2015). On communicating with child and family health nurse, in professional circle it was evident that the parents expressed their deep concerns for their children seeking asylum who are detained in offshore detention centres. As per The Australian College of Nursing (ACN) and Maternal, Child and Family Health Nurses Australia (MCaFHNA) these centres of detention create inappropriate environment for childrens health. The detention centre has negative effect on the physical, social and mental wellbeing (Phillips Spinks, 2013). It is evident from literature review that, the children in detention centre experience high level of distress. Childhood is the cornerstone for future well being. Traumatic experiences in early life can lead to learning difficulties and poor access to health care (Mace et al., 2014). Nurses in the Australia detention centre are responsible for the health care delivered in the security environment. They are responsible to deal with the traumatised children from non-English speaking and culturally diverse background. Their position is compromised due to party-political interests. Nurses role in the detention centre is compromised due to debates on children being refugee versus illegal immigrant, and stereotyping attitude that the children are helpless refugees. Further, there have been incidents of violations. It includes not caring well for the disabled child (Isaacs, 2015). This affects nurses and children and is becoming a global issue. My aim is to grow in my profession and help children in detention centre. The common good seems challenging due to the politics of detention. The aspiration to provide quality health care with person centeredness seems difficult. As per my personal research many nurses in the detention centres have been dominated by constant bullying and harassment in the workplace. Tracking the literature of 15 years ago, it was found that in 2004, 16th March, an article on DIMIA and ACMwas published, which highlighted that both were paranoid about the human rights (Project SafeCom, 2017). In 2004, 18th March an article was published that some of the asylum seekers in the detention were forcefully feeded as they were in hunger strike (Project SafeCom, 2017). There will always be clash between the organisational objective and ethical considerations. It is because the nurses are not recruited for detaining people. In order to fulfil the nurse role ethically and to fulfil the aspiration of doing good to the children in detention, there is need to reduce the political dominance in the detention centres. Nurse professionals should be able to fulfil responsibilities towards children irrespective of their mode of arrival in Australia. With the political and unethical dominance it would not be possible to comply with the code of ethics, which compels a nurse to do anything that can preserve the integrity of the nursing practice (Isaacs, 2015). In order to continue with the common good a nurse must speak when human rights are ignored. A nurse must stay updated on the recent immigration policy. He/she should have a brief of human rights in relation to practice and workplace. Nurses must act in support of issues related to human rights. It is recommended to advocate for people seeking asylum in Australia. As per the code of professional conduct for nurses in Australia, a nurse should execute the right for community good and freedom of speech. Even if people are deemed refugees nurses should not breach the human rights. In case the rights of any children in detention are compromised nurses should practice to acknowledge the culture, beliefs, dignity and values of people. This is in accordance with the The National Professional Competency Standards for the Australian Registered Nurse (Nursing and Midwifery Board of Australia, 2017). To promote the community good nurses should disclose the information related to the illegal, mis conduct and unethical events encountered in personal practice in response to children in detention. References Isaacs, D. (2015). Are healthcare professionals working in Australias immigration detention centres condoning torture?.Journal of medical ethics, medethics-2015. Mace, A. O., Mulheron, S., Jones, C., Cherian, S. (2014). Educational, developmental and psychological outcomes of resettled refugee children in Western Australia: a review of School of Special Educational Needs: Medical and Mental Health input.Journal of paediatrics and child health,50(12), 985-992. Nursing and Midwifery Board of Australia. (2017).Nursing and Midwifery Board of Australia - Professional standards.Nursingmidwiferyboard.gov.au. Retrieved 16 December 2017, from https://www.nursingmidwiferyboard.gov.au/Codes-Guidelines-Statements/Professional-standards.aspx Phillips, J., Spinks, H. (2013). Immigration detention in Australia.Parliamentary Library,20. Project SafeCom, W. (2017).Mary-Anne Kenny, Derrick Silove Zachary Steel, Force Feeding Hunger striking asylum seekers.Safecom.org.au. Retrieved 16 December 2017, from https://www.safecom.org.au/hungerstrikes.htm Project SafeCom, W. (2017).The Rules of Nursing in a Detention Centre: a Curtin Immigration Detention Centre nurse speaks out.Safecom.org.au. Retrieved 16 December 2017, from https://www.safecom.org.au/michael-hall.htm Triggs, G. (2015). The Forgotten Children: National Inquiry into Children in Immigration Detention 2014.The Medical journal of Australia,202(11), 553-555

Multigenerational Workforce free essay sample

Abstract Managing a 21st century labor force is becoming more complex as the marketplace becomes increasingly global. It is vital that organizations understand the challenges and benefits of effectively managing a diverse workforce in order to maintain a competitive advantage. While diversity in the workplace can take many forms (race, gender, religion, etc. ) this paper specifically examines generational diversity. This is the first time in history where there are four generations employed in the workforce. As such, it is imperative that managers â€Å"recognize what motivates each generation to develop effective communication tools to minimize conflict, progressive HR and work-life strategies to attract and retain key talent, and management practices to enhance productivity† (Boston College Center for Work and Family). This primary focus of this research paper is to examine each generation’s values, preferences, and provides managers with ways to minimize generational conflict. When managers obtain generational competence, organizations are able to maximize their human capital by increasing employee knowledge and experience. We will write a custom essay sample on Multigenerational Workforce or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page This new type of competence will provide organizations with a competitive advantage in the 21st century marketplace and beyond. Diversity as a concept in today’s business world focuses on a broader set of qualities than race and gender. Knowing how to effectively manage diversity in the workplace is one of the greatest challenges for 21st century managers. In the context of the workplace, valuing diversity means creating a workplace that respects and includes differences, recognizing the unique contributions that individuals with many types of differences can make, and creating a work environment that maximizes the potential of all employees. Historically speaking, this is the first time four generations of employees are active within the workforce: Traditionalists, Baby Boomers, Generation X, and Generation Y. â€Å"The plummeting economy is sending many workers back to the job market as layoffs and cutbacks abound; the massive losses of retirement savings are driving older workers back into the workforce in record numbers† (Lieber, 2010). Additionally, due to advances in healthcare, life expectancy has increased allowing workers to remain in the workforce well after retirement age. These are only three reasons for the four generations working together. While most research on the multigenerational workforce focuses on the differences between the generations, little has been documented regarding their similar values: family, respect, and trustworthy leaders (Boston College). When managing multiple generations, it is important to remember that managers must not use a â€Å"one size fits all† approach. If the generations in the workforce are managed effectively, â€Å"they create opportunities for collaboration and synergy among the different generations of workers, giving the organization a competitive edge† (Lee Hecht Harrison). Multigenerational Workforce It is an essential skill set for 21st century managers to understand what makes each generation unique, their expectations, values, attitudes, as well as the strengths and weakness each generation person brings to the organization. â€Å"These four generations of workers are now competing for and/or holding positions in the work-place, and may have to work with each other for as many as 10 more years (Cekada, 2012). With the right tools it is possible for the generations to work cohesively and give the organization a competitive advantage. Most generational conflicts arise due to a lack of understanding which is why examining the defining moments which helped to shape each generation within society will help to build the foundational knowledge for managing each group of generational employees. In order to fully understand how each generation might interact as an organizational whole, a clear understanding of what shaped each of the four generational groups individually is a critical starting point for any organization. Traditionalists. The Traditionalists are those workers who were born before 1946 and make up approximately 8% of the United States workforce. World War II, the Great Depression, Korean War, and the emergence of labor unions helped to shape their world growing up. They are extremely loyal to the companies that they work for and have a wealth of knowledge and work experience. Traditionalists have respect for their superiors and believe that their loyalty to their organization should be the basis for an employee’s climb up the corporate ladder. They feel most comfortable working for a traditional hierarchical business structure. TraditionalistsNeeds, approaches expectations. Traditionalists need respect and thrive on structure. They believe in working hard now and receiving gratification/rewards later. As previously mentioned they respect authority; are very task oriented; and have a strong work ethic. They prefer to have formal relationships with those positioned above them and expect their supervisors to tell them what to do. Traditionalists can be resistant to change, because they tend to believe that the current process works effectively. These individuals will put the needs of the company before what may be best for themselves as an individual. Traditionalists are more receptive to face-to-face interaction with co-workers as well as supervisors. Because they are the oldest employee generational group they tend to be resistant to wholesale change. However, many are still eager to continue learning about new technologies that are incorporated into the workplace. Managers must not neglect these workers from leadership and development trainings. Managing Traditionalists Currently the United States has over 1 million workers who are over the age of 75. These workers have a wealth of knowledge that if a company fails to transfer that knowledge to younger employees, that knowledge will be lost when Traditionalists retire. When managing Traditionalist employees, supervisors must respect the knowledge and experience these worker bring to the workplace. Larry and Meagan Johnson identified several ways that managers can effectively work with Traditionalists. They are: 1. Find interesting ways to get older workers engaged and to contribute their considerable experience, knowledge, and perspective 2. Show Traditionalists that you are willing to work hard to earn the loyalty of your elders 3. Be smart about and sensitive to what motivates older workers to perform, produce, and excel 4. Be creative and figure out ways to tailor one’s management approach to the very distinct working styles and preferences of older workers Traditionalists are the least technologically savvy generational group and as a result, may not feel comfortable using Internet, e-mail, web conferencing, and other social media tolls that are second nature to other generational groups. While they may not be as up to date with the recent innovations in technology, many are willing to learn how to use the new tools in the workplace. If management overlooks this age bracket because they think Traditionalists are too set in their ways. This can negatively impact productivity in the workplace, including fundamental training issues such as knowledge transfer. It is important for management to remember that Traditionalists must remain engaged with their work. These employees can â€Å"disengage if they believe the organization, management, or coworkers do not respect the value of a lifetime’s worth of experience† (Lieber, 2010). Baby Boomers Those born between 1946 and 1964 make up the Baby Boomer generation. These employees experienced the Vietnam War, the civil rights movement, and man’s first steps on the moon. This is also the first time that large numbers of women entered the workforce. Baby Boomers comprise 41% of the workforce and just recently reached the start of the â€Å"typical† retirement age on 1/1/11. While they are beginning to reach an appropriate retirement age, many have no intent on retiring in the near future. This group is known for challenging rules and place high value on personal satisfaction, obtaining high achievements and enjoys receiving recognition for their accomplishments. Baby BoomersNeeds, approaches, and expectations. Due to numerical dominance of this generational group, it is important for managers to retain these employees for as long as possible. Like Traditionalists, they have a vast wealth of work knowledge and experience that will need to be passed down to Generation X and Millennials. Baby boomers demonstrate a more independent work style than the other generational groups. Due to significant characteristic, managers must find a way to let them take ownership of assignments. This generation struggles the most with finding balance between their work and personal lives. Because this generation comprises the largest section of the workforce, retaining these workers and their knowledge is vital to management in developing and effective efficient succession-leadership plan. To facilitate the transition away from the Baby Boomer generation, it is important for managers to be aware that these workers will most likely remain in the workforce well past the normal retirement age. Managing Baby Boomers Baby Boomers enjoy being recognized for their achievements and often times do not enjoy sharing praise. While these employees have a more independent working style than their predecessors, â€Å"boomers promote collaborative efforts and prefer business decisions to be made by consensus† (Lieber, 2010). Much like Traditionalists, Boomers enjoy having loyalty to their company. It is important that these members are incorporated into mentoring programs to assist with knowledge transfer. When training this generation managers need to draw on employees past experiences, include case studies and facilitate discussion sessions. Generation X Generation X-ers (1965-1980) are considered to be the best educated of the four generations and make up 30% of working United States employees. They live to work, rather than work to live. â€Å"The emphasis of Generation X is more on close friends and virtual families than no material success or traditional associations† ( ). In addition, this generation marked the advent of the dual-income family. As such, Generation Xers elect to accept change rather than challenge rules like the Baby Boomer generation did. Generation X grew up with Operation Desert Storm, the fall of the Berlin Wall, AIDS, and the start of the video game era. Needs, approaches, and expectations. This generation expects managers to utilize direct communication where expectations are clearly stated and to take the time to â€Å"explain how successfully completing the task at hand can serve them† (Beekman, 2011). Managing Generation X. Generation Y (1981-1994) The youngest employees in the workforce, Generation Y otherwise known as Millennia’s, were born from 1981-1994. These employees comprise 21% of the workforce and this number is increasing rapidly as Traditionalists and Baby Boomers retire. It is also interesting to note, â€Å"the number of young people in the United States without jobs has exploded to 53. 4 percent – a post-World War II high† (Lieber, 2010). This generation likes to create rules for themselves and find it hard to separate their professional lives from their personal lives. September 11, the digital age, Enron, and web-based social networking all shaped the world for these employees. Generation YNeeds, approaches, and expectations. Unlike the preceding three generations, members of Generation Y are extremely devoted to their careers and have little loyalty to the actual company or organization. These employees look for meaningful work that will have a positive impact on the world and are always looking for a way to leave their mark. Generation Y has never known a world without technology and consequently they are able to adapt to the changes, especially in technology, that occur rapidly in today’s world with ease. They also have a much different view of workplace norms than their counterparts as they do not like to have their work environment limited by cubicles, corner offices, and walls. These employees expect employer’s to implement flexible working schedules to accommodate their busy lifestyles. Generation Y learns best by doing, rather than in the classroom as they tend to be visual learners. Immediacy is a high priority for this generation. It is important for older managers to not take offence if an employee prefers to correspond via e-mail or text as it may be the fastest way for communication and getting the task at hand done. Managing Generation Y. This new type of generation always needs to be engaged and challenged. Additionally, â€Å"they want their managers to relate to them and value their contributions† (Kyles, 2005). They require flexible work schedules so that they are able to have a good work-life balance as they do not allow their careers to consume them. They will need to have a connection with their organization and their purpose within the company must be well known. To assist with this, managers can explain to employees the importance of their job responsibilities and how they impact the company and the world around them. Because this group is digital natives, it is important that company policy regarding cell phone and computer use during work hours is clearly explained. This will allow them to be most productive during their work hours. Managing the Generations Customizing one’s managerial style to the specific needs and expectations from the four generations is a challenge in and of itself. One additional key area where conflict may arise between the generations in the workplace is the use of technology. Technology (Tracey Cekada) The advances in technology that the world has experienced in the past few decades have drastically changed the way the world does business. What previously took hours, days, weeks, or even months to complete can now be done in a fraction of the time. While the two younger generations have grown up with and are comfortable using technology, the Baby Boomers and Traditionalists may need some additional time to get acclimated to the advances in technology that have occurred in the past few decades. Managers must be mindful that effectively utilizing technology may not come as easy to older employees; they challenge should not be generalized t suggest that Traditionalists are incompetent. Rather, managers need to find a balance between having the older generations work with new tools so they feel comfortable by effectively training these employees irrespective of their chronological age. Knowledge Management In the upcoming two decades, Traditionalists will be removed completely from the workforce and with them a vast amount of knowledge and work experience. According Roxanne Stevens, â€Å"42% of corporate knowledge resides in the brains of the workforce, [and as a result], companies are directly and severely affected by the knowledge loss of their departing senior executives† (Stevens, 2010). It order to minimize the loss of knowledge, organizations should implement a mentoring program as well as having a well thought out succession plan in place. A mentoring program is one of the most effective ways to help bridge the generational gap in the workplace. This type of knowledge management will help Traditionalists feel valued and respected while they are mentoring a younger generation employee. Additionally, because Traditionalists and Baby Boomers have been in the workforce the longest they have been able to develop extensive business relationships. Generation Yers can also impart some of their technical knowledge onto some of the less familiar employees. â€Å"Generation Y employees should modestly offer their expertise and remain open to opportunities to glean knowledge from experienced colleagues in other areas† (McDonald, 2008). The relationships between different internal departments and external organizations can continue to be productive long after the Traditionalists and Baby Boomers have retired if these relationships are natured through succession planning and focused mentorship programs. Mentorships can go both ways Looking ahead, organizations must have a strategic workforce plan (SWP) in place. If an organization waits until their older workers have exited the workforce to begin looking for replacements, it will be too late and the success of the organization will be at risk. One way to ensure the company does not fall victim to this trap is to develop a very specific leadership-succession plan. This type of planning can take years to develop to ensure that the goal of hiring or promoting the most qualified replacement is met and exceeded in all key leadership positions. During the process, it is important that â€Å"HR practitioners need to ensure their companies engage in a process where experienced workers review the current procedures, policies, guidelines, and customer data and determine which are still valid and which need updating† (Jenkins, 2008). Knowledge transfer should be one of the top priorities of the leader who is planning to exit. Workforce Accommodations As a manager, it is important for companies to reasonably create choices within the workplace. Some reasonable accommodation choices can include: telecommuting, education, and flexible schedules. It is important that employees are provided with flexible options, when appropriate, for how their work-life will operate, while ensuring overall organizational productivity. This focused approach will foster higher quality of work-life satisfaction, and as a result, help with retaining quality employees throughout the organizational environment. Offering employees the option of telecommuting greatly helps the younger generations (X Y) balance their work and home lives. As more women enter the workforce, this can allow women to remain active in the workforce if they decide to take time of to have children, or take care of elderly parents as an example. Telecommuting is another great way for companies to continue to retain Traditionalists knowledge in the event that they are unable to physically make it to a worksite. Telecommunication can be cost effective for companies, as well as being environmentally friendly. Traditionalists and Baby Boomers may not be as eager as the other generations are to use this technological advancement as it minimizes actual human interaction. With a little training and development and an understanding for the benefits of using telecommunication in the workplace, depending on the job this is a very effective way to manage the generational gap. Ensuring that your organization has quality training for all employees is another way to reduce the possibility of generational conflicts. Training on diversity in the workplace is one way for employees to achieve an appreciation and respect for one another’s differences. The mentoring program mentioned earlier is one way that younger employees can learn business practices from the experience of their older mentor. All employees need to be included in trainings that are pertinent to their job position such as business process updates, policy changes, and new software implementation. Additional training, which is beneficial to employees, is leadership and formal educational training. By taking the time to invest in employees education organizations are investing in their future. Flexible schedules are another option for effectively managing multiple generations. â€Å"Flexibility is the key to continuing success when dealing with different generations existing, leaving and entering the workplace over time (Macon, 2009). Furthermore, by offering flexible schedule plans to employees, this can increase younger generations’ quality of work life and assist with providing work/home life balance. For the older generations, they should still be offered the opportunity to take advantage of having a non-traditional schedule even if they respectfully decline. More and more organizations are moving away from the traditional 9-5-business day. Managers are beginning to see that as long as employees are able to get their job assignments and responsibilities accomplished in less time, then there is no need to require them to be at the office longer than necessary. Providing flexible scheduling to older employees shows that you respect the time that they have invested in the company and are willing to work with them if they choose to increase their pursuit of personal interests. Regardless of the generation or combinations of generations that managers oversee, they must remember to keep all employees engaged in their work. Understanding the value that each employee can add to the success of the company should be maximized. Being able to listen and understand the different wants, needs and expectations of your workforce will play a large role in effectively managing the generation gap within any organization. By being able to tailor one’s management style to fit generational preferences, this will ensure the success of your human capital strategy which is essential to overall business success. Lastly, managers must remember that the â€Å"key stage in the diversity program will be measuring its results and effectiveness. That part of the process will help us examine our accomplishments with an eye toward improving our efforts† (Scott Jr. , 2007). If this final aspect is neglected, organizations are unable to see how successful or unsuccessful their programs were and are unable to make appropriate adjustments.

The Pirates of Penzance essays

The Pirates of Penzance essays A new and original comic Opera by Messrs. W. S. Gilbert and Arthur Sullivan, entitled the "Pirates of Penzance, or Love and Duty. It is amazing how two dramatic writers have mastered the ability to amuse the public in such an original manner. This opera had its premiere on December 31, 1879, at the Fifth Avenue Theater in New York with Arthur Sullivan conducting. It opened on April 3, 1880, at the Opera Comique in London and ran for 363 performances. When one thinks of Pirates of Penzance many tend to immediately recollect the movie depicted from this play. Visions of Kevin Kline playing the Pirate King, Linda Ronstadt playing Mabel, Angela Lansbury as Ruth and George Rose plays the Major-General. The adaptation of this script was very true to Gilbert Although this play originated in 1879 the director did not seem to have any difficulty keeping the original historical plot and at the same time blending in a bit of modern themes and characteristics. Several words were added that weren't part of Gilbert's original script. It kept the adaptation novel and interesting. Complete with lessons of courage and honor this play demonstrates with humor the lengths one man will go to in order to fulfill his dutiful and unusually contracted obligation. In this case the participants were not quite as seasoned as those mentioned above. The play itself was quite clever and entertaining. Varying degrees of acting and vocal ability made for a very diverse cast. Meshing an 1879 play with Millennium type humor is no small feat. The scenes were concise; costumes were extremely original; and the cast was particularly enthusiastic. What imperfections may have occurred within the play was overshadowed by these above-mentioned strengths. Comedic plays tend to be quite challenging. The ability to m ...

James Meredith, Civil Rights, and the Ole Miss Riot

James Meredith, Civil Rights, and the Ole Miss Riot James Meredith is an African American political activist and Air Force veteran who rose to prominence during the U.S. Civil Rights Movement by becoming the first black student admitted to the previously segregated University of Mississippi (â€Å"Ole Miss†). The U.S. Supreme Court ordered the university to integrate the school, but Mississippi state police initially blocked Meredith’s entrance. After campus riots occurred, leaving two people dead, Meredith was allowed to enter the university under the protection of U.S. federal marshals and military troops. Though the events at Ole Miss forever entrenched him as a major civil rights figure, Meredith has expressed opposition to the concept of race-based civil rights. Fast Facts: James Meredith Known For: First black student to enroll in the segregated University of Mississippi, an act that made him a major figure in the civil rights movement Born: June 25, 1933 in in Kosciusko, MississippiEducation: University of Mississippi, Columbia Law SchoolMajor Awards and Honors: Harvard Graduate School of Education â€Å"Medal for Education Impact† (2012) Early Life and Education James Meredith was born on June 25, 1933, in Kosciusko, Mississippi, to Roxie (Patterson) and Moses Meredith. He completed 11th grade at Attala County, Mississippi Training School, which was racially segregated under the states Jim Crow laws. In 1951, he finished high school at Gibbs High School in St. Petersburg, Florida. Days after graduating, Meredith joined the U.S. Air Force, serving from 1951 through 1960. After honorably separating from the Air Force, Meredith attended and excelled at traditionally black Jackson State College until 1962. He then decided to apply to the strictly segregated University of Mississippi, stating at the time, â€Å"I am familiar with the probable difficulties involved in such a move as I am undertaking and I am fully prepared to pursue it all the way to a degree from the University of Mississippi.† Denied Admission Inspired by President John F. Kennedy’s 1961 inaugural address, Meredith’s stated goal in applying to Ole Miss was to persuade the Kennedy administration to enforce civil rights for African Americans. Despite the U.S. Supreme Court’s historic 1954 ruling in the civil rights case of Brown v. Board of Education that segregation of public schools was unconstitutional, the university persisted in admitting white students only. After being denied admission twice, Meredith filed suit in U.S. District Court with the support of Medgar Evers, who was then head of the Mississippi chapter of the NAACP. The suit alleged that the university had rejected him solely because of he was African American. After several hearings and appeals, the Fifth U.S. Circuit Court of Appeals ruled that Meredith had a constitutional right to be admitted to the state-supported university. Mississippi immediately appealed the ruling to the U.S. Supreme Court. The Ole Miss Riot On September 10, 1962, the Supreme Court ruled that the University of Mississippi had to admit African American students. In clear defiance of the Supreme Court’s ruling, Mississippi governor Ross Barnett, on September 26, ordered state police to prevent Meredith from setting foot on the school’s campus. â€Å"No school will be integrated in Mississippi while I am your governor,† he proclaimed. Students hoist a Confederate flag into the air during Ole Miss riot. Bettmann Archive / Getty Images On the evening of September 30, riots on the University of Mississippi campus erupted over Meredith’s enrollment. During the overnight violence, two people died from gunshot wounds, and white protestors pelted federal marshals with bricks and small arms fire. Several cars were set on fire and university property was severely damaged. By sunrise on October 1, 1962, federal troops had regained control of the campus, and escorted by armed federal marshals, James Meredith became the first African American to attend the University of Mississippi. Integration at the University of Mississippi Though he suffered constant harassment and rejection by fellow students, he persisted, and went on to graduate with a degree in political science on August 18, 1963. Today, Meredith’s admission is considered one of the pivotal moments in the American Civil Rights Movement.   In 2002, Meredith spoke of his efforts to integrate Ole Miss. â€Å"I was engaged in a war. I considered myself engaged in a war from Day One,† he said in an interview with CNN. â€Å"And my objective was to force the federal government- the Kennedy administration at that time- into a position where they would have to use the United States military force to enforce my rights as a citizen.† March Against Fear, 1966 On June 6, 1966, Meredith began a one-man, 220-mile â€Å"March Against Fear† from Memphis, Tennessee, to Jackson, Mississippi. Meredith told reporters that his intent was â€Å"to challenge the all-pervasive overriding fear† that black Mississippians still felt when trying to register to vote, even after the enactment of the Voting Rights Act of 1965. Asking only individual black citizens to join him, Meredith publicly rejected the involvement of the major civil rights organizations. Corbis via Getty Images / Getty Images However, when Meredith was shot and wounded by a white gunman on the second day of the journey leaders and members of the Southern Christian Leadership Conference (SCLC), the Congress of Racial Equality (CORE) and the Student Nonviolent Coordinating Committee (SNCC) all joined the march. Meredith recovered and rejoined the march just before some 15,000 marchers entered Jackson on June 26. During the trek, more than 4,000 black Mississippians registered to vote. Today, Mississippi has one of the nation’s highest rates of black voter registration and voting. Highlights of the historic three-week march were famously recorded by SCLC’s photographer Bob Fitch. Fitch’s historic images include the voter registration of 106-year-old, born-in-slavery El Fondren, and black activist Stokely Carmichael’s defiant and captivating call for black power. Meredith’s Political Views Perhaps surprisingly, Meredith never wanted to be identified as part of the Civil Rights Movement and expressed disdain for the concept of racially-based civil rights. As a lifelong moderate Republican, Meredith felt he was fighting for the same constitutional rights of all American citizen, regardless of their race. Of civil rights, he once stated, â€Å"Nothing could be more insulting to me than the concept of civil rights. It means perpetual second-class citizenship for me and my kind.† Of his 1966 â€Å"March Against Fear,† Meredith recalled, â€Å"I got shot, and that allowed the movement protest thing to take over then and do their thing.† In 1967, Meredith supported avowed segregationist Ross Barnett in his failed run for reelection as governor of Mississippi, and in 1991, he backed former Ku Klux Klan leader David Duke in his close but unsuccessful race for governor of Louisiana. Family Life Meredith married his first wife, Mary June Wiggins, in 1956. They lived in Gary, Indiana and had three sons: James, John and Joseph Howard Meredith. Mary June died in 1979. In 1982, Meredith married Judy Alsobrooks in Jackson, Mississippi. They have one daughter together, Jessica Howard Meredith. After graduating from Ole Miss, Meredith continued his education in political science, at the University of Ibadan in Nigeria. Returning to the U.S. in 1965, he went on to earn a law degree from Columbia University in 1968.   When his third son, Joseph, graduated at the top of his class from the University of Mississippi in 2002, after having also earned a degree from Harvard University, James Meredith stated, â€Å"I think theres no better proof that white supremacy was wrong than not only to have my son graduate but to graduate as the most outstanding graduate of the school. That, I think, vindicates my whole life.† Sources Donovan, Kelley Anne (2002). â€Å"James Meredith and the Integration of Ole Miss.† Chrestomathy: Annual Review of Undergraduate Research at the College of Charleston.†Mississippi and Meredith remember CNN (October 1, 2002)..† June 1966: Meredith Marchâ€Å"SNCC Digital GatewaySigner, Rachel. â€Å".†On the civil rights trail with Bob Fitch Waging Non-Violence (March 21, 2012).Waxman, Olivia B. â€Å"James Meredith on What Todays Activism Is Missing.† Time Magazine (June 6, 2016)

Total Quality Management Essay Example | Topics and Well Written Essays - 1250 words

Total Quality Management - Essay Example In quality improvement teams, employees from the same department, division, or team of the organisation brainstorm to identify a list of problems to resolve. The advantage of this approach is that the employees characteristically have the best view of their work environment and associated problems and can develop ideas to improve efficiency and effectiveness. The drawback to this is that the problems chosen by the group may or may not contribute to the Axact Inc. overall goals. Axact Inc. with a focused success paradigm can multiply the return on its investment for its quality efforts over an organisation without a clear vision. With the myriad of problems any given group can identify, it is important that resources be allocated for problem solving that can contribute positively to the successful implementation of Axact Inc. strategy. Based on such considerations, it is evident that the need for specific criteria and models to verify the quality fit between the Axact Inc. and the business atmosphere in that it operates, and to effectively and efficiently manages the relationships among the actors within the network. Such relationships, in fact, are characterised by many-to-many connections instead of more traditional one-to-one. For that reason, a deep revision of current managerial techniques is dramatically requested. Regardless of huge number of works on this subject, (Harland et al., 2001; Lamming et al., 2000), reliable criteria for the analysis and the evaluation of Axact Inc. networks, based on the relationships among economic actors interconnected through Internet, are not yet available. Accordingly, managers usually operate according to empirical methodologies that often do not assure optimal quality performances. In order to contribute towards the solution of such a problem, preliminarily examined facto rs that mostly affect the Axact Inc. quality performances. It may be assumed that effectiveness and efficiency of Axact Inc. depend on the coherence between the characteristics of the atmosphere in that the embedded actors operate and the way in that relationships among embedded actors are managed. The management of such relationships, consecutively, is based on the following three factors (Cucchiella et al., 2002): The structures adopted to organise the relationships among the actors of the network (Axact Inc. organisational structures). The criteria adopted to manage such relationships (managerial criteria); and The activities to be done for coordinating the relationships (critical activities). With respect to the Axact Inc. organisational structures, Tapscott et al. (2000) define five types of b-web adopted to manage relationships among embedded actors based on the level of product-service value integration (high vs. low) and control type: Agora, Aggregation, Value chain, Alliance, and Distributive network. According to Nkkentved (2000), the managerial criteria may be instead, defined on the basis of two variables, the market fragmentation and the product/process complexity. Consequently, six types of criteria may be identified: Auction house; Independent trading exchanges; Vendor trading

Financial Management case study 1 Essay Example | Topics and Well Written Essays - 500 words

Financial Management case study 1 - Essay Example The inflation component preserves the purchasing power of money (Ross, Westerfield, & Jaffe, 2005). Based on economic reports, a 2.5% inflation rate over the next 5 years would sufficiently account for inflation. The second component of the interest rate is the credit risk. The interest rate offered to customers with poor credit worthiness is higher to compensate for the higher risk of lending to them (Weston, Besley, & Brigham, 1996). Based on the credit rate range established by the credit department, the best customer would be assigned a 1% credit rate. The last component of the interest rate is the profit component. This component is the profit from financing activities of XYZ. Since Shanghai Winters is one of the best customers, this component is not applicable to it. Notice that this interest rate is higher than the 8.0% going rate on a $70,000 five-year note receivable. The higher rate is to compensate for the credit risk of extending credit to such a customer. Also built inside the 8.0% is the profit component, which has not been charged to the best customers.

Cuba and China Essay Example for Free

Cuba and China Essay Democracy, or the power of people, is rather old form of rule. While the word â€Å"democracy† originated in the Ancient Greece in 5th century BC, this form of rule had existed even before this, found in ancient India republics before 6th century BC. However, it was the city-state of Athens in the Ancient Greece that presented this word in the sense which resembles, in some features, the modern vision of democracy. In Athens, people had the right to vote, to take the most important decisions, influencing the political situation of their state. Of course, not all the population could vote – women and children could not vote as well as disabled people. In fact, only one forth or one sixth of the citizens of Athens could vote and participate in a political life of their state. However, it was the first form of democracy and it had many aspects in common with today’s notion of democracy. For example, all the citizens of Athens, poor or rich, powerful or powerless, had the right to vote, they were equal in this right. The democracy, in the form in which it existed in Athens and in the Ancient Greece, was not preserved until our time. Moreover, great changes took place in Europe in 18-19th centuries, in the form of revolutions. The right to vote and to participate in the political life of a state directly is not the main factor characterizing democracy in the modern world. Democracy in the modern sense includes such basic postulates as the basic freedoms: of speech, of expression, of the press, of association et cetera. The democracy in the western world is much more associated with the notion of free market and free trade. However, these preconditions are not exactly true for some countries, for example for China, where free market and free trade can coexist with the lack of democracy, where there are no basic freedoms (for example, the freedom of association – the assembly of Falun Gong in China was violently dispersed by police and banished for practicing in China). Cuba which has made some steps toward the free market economy, opening some part of its economy for the US dollars, does allow the internationally recognized organization of the Red Cross to its prisons, where political prisoners are kept in big numbers. The rule of Communist Party as the only party in the country is observed both in Cuba and in China. And this excludes another characteristic feature of democracy – pluralism, the possibility of many political parties to take part in the political life of the state. Before we proceed to explain the lack of democracy in Cuba and China, it is necessary to understand what democracy means and why China and Cuba should become democratic. In the twentieth century, democracy has gained such popularity that most world rulers describe their rule as democratic. However, most countries were not democratic, and some even became totalitarian. Generally speaking, the term â€Å"democracy† is misused in two ways. First, democracy is expanded into a laundry list that contains almost all kinds of good things. Second, democracy is modified by adding an adjective to the term. Since Western bourgeois democracy is the prototype of modern democracy, modifications are made along two lines. Either rulers characterize their systems not as bourgeois democracies, but as â€Å"people’s democracies,† â€Å"proletarian democracies,† or â€Å"socialist democracies,† or they emphasize local characteristics of their system, such as â€Å"Burmese type of democracy† or â€Å"African type of democracy. † What is democracy? Etymologically, the term means rule by the people. Democracy originated in Athens more than 2,500 years ago, when Cleisthenes allowed all citizens of Attica to preside over the affairs of the city. Athenian democracy took the form of direct democracy. Citizens, which excluded women, slaves, and resident aliens, participated directly in making laws. Moreover, regardless of their properties and talents, rulers were selected not by ballot but by lot. Not surprisingly, virtually all famous Greek scholars were no fans of democracy, regarding tyranny, oligarchy, and democracy as corrupt forms of government. Democracy includes two forms: popular sovereignty and individual liberty. This paper defines democracy in terms of political freedom, which involves both positive and negative aspects. Positive freedom refers to a situation in which people have the ability to participate in government; negative freedom means a situation in which people are free from arbitrary interference from government. Modern democracy adheres to the dual principles of popular sovereignty and individual liberty, but has its own distinctive features. Ideal as the principle of popular sovereignty may be, it is technically impossible to let the people in a nation-state decide everything. As a result, modern democracies are representative, not participatory (or direct). The principle of popular sovereignty in modern times hinges on two major mechanisms: the separation of powers and the competitive election. While the ruled choose their rulers during an election, rulers are mutually checked and balanced before and after the election. In determining the nature of a particular political system, the competitive election is more important than the separation of powers. A division of labor is employed in any government, particularly a modern one. Despite the importance of liberalism for modern democracy, popular sovereignty precedes individual liberty. Popular sovereignty talks about the purpose of government; individual liberty comprises the notion of government. The term that means â€Å"people† has undergone great changes in terms of class, education, gender, race, and age. Besides, individual liberty is historically and culturally specific. In the twentieth century, democracy and totalitarianism are regarded as two ends of the political spectrum. To put it in terms of ideal types, a government respecting both popular sovereignty and individual liberty is democratic; a government violating them is totalitarian. Falling somewhere in between, most systems are neither democratic nor totalitarian in the strictest sense of the terms. Some may respect popular sovereignty but violate individual liberty; others may violate popular sovereignty but respect individual liberty. Today’s Islamic Republic of Iran and eighteenth-century Britain are cited as respective examples of these two types. Throughout human history, not many regimes have ever been totalitarian and most have been authoritarian. Compared with totalitarian regimes, authoritarian regimes are less willing and less able to damage people’s rights and interests. The United States of America when compared to China or Cuba, presents the example of â€Å"democratic† democracy towards which China or Cuba should strive. Because now, when we took a closer look at the notion of democracy in the modern world, we are going to analyze the kind of democratic situation and democratic changes that took place in two of the most controversial countries in the world: China and Cuba. To reach conclusions as to the qualitative aspects of Cuban politics in the post-transition era, we will examine aspects of political culture as they relate to the formation and practices of civil society in democracy. From this angle one can interpret some key dimensions of politics in particular settings. Transition to democracy (and its consolidation) depends on a multiplicity of factors, including elite decisions, institutional arrangements, pacts between competing social actors, a constitution and organizations typical of liberal democracies, a favorable moment in world history, supportive international structures, and a measure of good luck. Political and economic factors also impinge on the likelihood of democratic transitions and survival. But political and economic factors determine neither transition to democracy nor democratic stability. The impact of the economy on democracy is not automatic, unidirectional, or necessarily predictable. According to Mattiace and Camp (1996), democracy is the product of multiple causes working together. In contexts where the system confronts unresolved foundational issues and consensus is elusive – on such matters as how the political community is defined, who has authority, what the rules of the game are – political questions become an affair of the heart, lending themselves less to compromise and pragmatism. As a result, democracy tends to be endangered, particularly in places where institutional democratic norms are weak and personalism is high. This is likely to occur in Cuba after Fidel Castro (as it has before and during the socialist years). Though democracy will be established in Cuba sometime in the future, Cuban democracy will not conform to normative models of liberal democracy. Democracy in the way it is in Cuba will be characterized by features of incivility in civil society. The democracy that is most likely to emerge on the island will be far from perfect, will share striking continuities with the past, and will dash the hopes of many who dream of democracy. The cynicism about democracy also has a long genealogy in Cuban intellectual history. As far back as the nineteenth century cultural pessimists on the island have remarked on the frustration that has followed modern projects of independence, nationalism, republicanism, and democracy. Democratic aspirations have a long history on the island, as long as the trajectory of their frustration. The notion is not as alien to Cuban soil as many believe (Dealy, 1996)