Comparative Analysis Paper Essay Example for Free

Comparative Analysis Paper Essay For this assignment I have selected three poems to analyze the relationship between language and content in poetry. I want toattempt toanalyze the writting styles of three authors, whose work can be found from the book, The Art of Work. The three poems that I have selected are Share Croppers written by Langston Hughes, Factory Worker, written by Jim Daniels, and The Rope, written by Patricia Dobler. These are three poems that caught my eye and I became very interested in. The first poem I read for this assignment was Share-Croppers. This paticular poem seemed to have been written from the viewpoint of a slave who is captioning the hard work that had to be done as a sharecropper. Although this was a very short poem the expression by this author said a lot to capture any readers attention. For example the author gives you a picture as to how the sharecropper was left hungry and ragged afterr plowing away in fields. See more: analytical writing By reading this poem you are able to identify that Langston Hughes was very concerned about African American life through the use of certain dialect and terms. As you continue to read this poem over and over you are able to come to a conclusion that the era in which this poem was written goes back to a time after emancipation, when many blacks were forced to work as share croppers not being paid a dime,and where under the authority of white farm tenants. In this poem one starts to get a feelof what it was like to be a black share cropper unable to show any remores because this was a daily routine that took a toll over ever sharecropperss daily life. My next poem Factory Jungle seems to have been written from the viewpoint of a factory worker who is trying to enlighten the fact of being a determined ambitious worker, but also as one who is ready to end a long day at work. Just like many other authors. The author Jim Daniels has written a poem that uses many metaphors to paint a picture of a factory that gives off the idea of being a jungle. For example the author say, Id like to climb one of those ropes of light swing around the presses, welders etc. The language used by this author shows us a picture of a factory swinging freely amongst his work not having a care what so ever. These paticular terms of language enables us to get a physical picture of exactly what the factory worker is doing in the factory to change it into a jungle. Everyone  understand that there is no way you are able to climb rope of light or even fly out of factory gates. This only catches the readers attention just the poem sharecroppers did. Keeping the same theme and indentifying the factroy as being a jungle, the author also uses a made elephant to represent the largest presses in the plant and allows us to paint another picture showing us the harm that this big machine could cause if fallen on your hand. In this part of the poem we find that the mad elephant allows us to think about how heavy and dangerous things could be when working around heavy machinery in this paticular factory. The author is being very creative throughout this poem, careful not to bore the reader. Jim Daniels used the correlation of swinging through the plant, then rippping off his coveralls, safety glasses, and ear plugs then pounding his chest and yelling like Tarzan. This again gives us that feeling showing us that this factory worker is feeling very free. Yet and still another picture has beenpainted for us. In my final poem that I have selected, I became silightly thrown off as to what this poem was trying to generate to the reader. Unlike the other two poems I used, this poem hardly used any language and dialect to allow the readers attention to be caught at once. As I read over this poem I figured that the viewpoint of this poem had to be written by a man who was dwelling on things that he could not make of life for him or a loved one and those things were haunting him. I came to this conclusion because the author says, Their vocies still wake me as I woke for years with a rise and fall. The author is not specific as to what she wants or doesnt want us to know. This poem does not paint a picture for me letting me feel and realize what exactly is going on. So by reading these three amazing poem we find many authors use some of the same styles, literary techniques and genres to help relate to readers. While other authors may leave you slightly wondering, and can often open your mind to wonder which can be a very positive matter. I personally relate better to readings that paint a picture allowing me to be side by side to what the author has written. Also while reading Ive found that not  all poetic techniques were used but all three authors used something to help you understand the readings.

Richard Arkwright Point of View Essay Essay Example for Free

Richard Arkwright Point of View Essay Essay I, Richard Arkwright, believe that child labor is not only an acceptable practice to allow, but also a necessary one. In many cities there are not enough local people to supply a factory owner, such as myself, with the workers needed to meet demand, and therefore the employment of child labor is needed. I myself come from a poor family that could not afford to send me to school. Instead, I was taught my reading and writing by my dear cousin Ellen. Despite my lack of schooling, I went from being a barber’s apprentice worth  £5 to being a factory owner worth  £500,000! Having to work instead of going to school does not condemn one to poverty for life! I would never employ a worker over the age of forty. My machines need to be managed by young workers who do not have a family or other obligations besides working at my factories. Therefore, without hiring children, there is a limited number of laborers to chose from. Here in Cromford, there are barely enough locals to supply me with the labor I need, so child labor is necessary. Child labor supplies families with another paycheck that they rely on, which is money that would not be coming in if that child was not allowed to work. In hard times like these, everyone in the family must help to support each other. If not, I believe that poverty in this country would increase greatly. I pay my workers up to five-pence and no more. I must keep this admittedly low wage because with all of my workers, even this adds up! If I want to make a profit, I have to keep this wage as it is, especially with the Water-Frame becoming more and more popular every day. The larger the demand on my product, the more labor I need to meet that demand. Two thirds of my 1,900 workers are children, and without them, my business would surely fail. The children who work in my factories get paid the money that helps to keep their families in their homes, and they give me the labor I need to keep my business going. Child labor is not only acceptable, but a necessary thing to allow.

Example answers to Questions on Organisational Change

Example answers to Questions on Organisational Change Introduction to the Organisatiion This assignment is solved using Shore to Shore Logistics Pvt. India Ltd (STS). It is a branch of Khanna Paper Mills (KPM). The organization deals in the Logistics field. It had a number of clients who are in this field. Introduction to working Scenario STS is a transporting unit initiated by KPM and works as an intermediary between KPM and Transporters Its main task is to arrange the trucks at a reasonable cost and then follow the clients of KPM till the consignment is reached at the destination. On the other hand when raw material arrives at a port, it arranges the containers and follows the service providers till the consignment reaches its base station Amritsar. The STS has a large number of employee who work in different departments. The hierarchy of the organisation is as follows: Managing Director -> Director General Manager -> General Manager -> Sr. Manager -> Manager -> Executives. Recently it has to undergo a number of changes with respect to its functionality so that the work may be finished with greater speed. New technologies had been adopted specially in the field of Information Technology and other departments. Discus three models of Change Management. (AC: 1.1, 4.1) ADKARs Model of Change Manegement: This model was first published in Prosci Change Management Series in 1998 after researching on around 300 companies that were affecting change management. The model is sequential and cumulative in its approach. It has major 5 stages to effect change management. Awareness: It is related to the change whether there is need to change. If there is, what areas should be focussed for change. Desire: There is a lot of difference in desire and demand. Desire is an abstract and vague term that can be weaker whereas the demand has robust background of resources. Everyone should have desire to participate in the change otherwise demand cant e met with. Knowledge: It the factor that vests with the leads. The participating persons should have knowledge of the change that will be effected and the possible outcome of the change. Ability: It is the capability of change. It should be slow in action but fast in result. The strategy implementing team must be able enough to rollback the action in case the change is not successful. Reinforcement: It is the capacity to retain the position once attained. There should be break points that may be created and one breakpoint should be followed by the other on successful completion of one breakpoint.[1] Lewins Change Theory: This model is a three stage model for change management. The stages are Unfreeze: This stage is related with the change of human behaviour. It is unchangeable under normal circumstances, however the knowledge and desire to have more always has a positive relationship with the change. More you learn more you get. This stage is for changing the existing beliefs, scenarios, triggering need for learning etc. In other words, we concentrate on the areas that need to be observed and changed. Change: When we have recognised the areas and opened up the avenues for change, we can effect the change. In this stage we make up our mind to explore and learn new eras of improvement. New technology is adopted, experts are assigned to train the less trained employees. The environment is changed. ReFreeze: This stage is the final stage of the model in which the changes are frizzed for the current scenarios so that these may not affect and get affected by other factors. [2] Lippitts Phases of Change Theory Lippitt, Watson, and Westley contributed to Lewins model and created a seven-step theory. It focuses more on the role and responsibility of the change agent than on the evolution of the change itself. Information is continuously exchanged throughout the process. The seven steps are: Diagnose the problem. Assess the motivation and capacity for change. Assess the resources and motivation of the change agent. This includes the change agents commitment to change, power, and stamina. Choose progressive change objects. In this step, action plans are developed and strategies are established. The role of the change agents should be selected and clearly understood by all parties so that expectations are clear. Examples of roles are: cheerleader, facilitator, and expert. Maintain the change. Communication, feedback, and group coordination are essential elements in this step of the change process. Gradually terminate from the helping relationship. The change agent should gradually withdraw from their role over time. This will occur when the change becomes part of the organizational [3] Suggest an appropriate model of change for your chosen organisation. Discuss your reasons for suggesting the model. (AC: 1.2) Keeping in view our organisation, we suggest the application of Lippitts model. Justification: This model takes into consideration Kewins approach and extends it. On the other hand ADKAR model is also based on the same lines but is more rigid in its approach. In the concerned organisation, third parties were called from their respective fields for evaluation of the existing system and suggest changes that improve the functionality of the entire system. There were transfers from STS to KPM and vice versa. A new Vice President for Operations was appointed who introduced a number of changes to smooth the functionality. The main changes introduced were as follows: The VP stressed on the IT department with full force because this department had the potential to undergo an upliftment. Interviews were conducted for appraisals and executives were promoted. Open opinions were asked for change. Executives were called at the KPM for training. In the initial stages the employees were reluctant to go change but the management made them round in due course of time. The training was over and the executives were restored to their orginial work place. After this study was conducted and those who added much to their performance were promoted. In this way the organisation freezed the change. Strategic planning stands for planning for the long-term. Keynes said that in the long run we are all dead because a long run is composed of a number of short periods. But the time frame of this type planning in many organizations is from three to five years. Due to this timeframe, there are several challenges associated with long-range planning. These include: [4] Creating a plan that is breakthrough in its orientation. Getting all stakeholders to commit to the organizations strategies and to follow through on implementation of critical activities, and decreasing cycle time in the planning process. This sort of orientation necessitates approaches to strategic planning that involve all employees and stakeholders in the planning process and a planning process that can occur within a shortened time frame. There are a number of techniques that can be used for this purpose: Change = (Dissatisfaction)(Vision)(First Steps) > Resistance [5] The Future Search Method: This method was developed by Marvin Weisbord and Sandra Janoff of USA in 1980s. This method is for adopting System-wide strategic planning and Enabling diverse and potentially conflicting groups. To find common ground for constructive action and Finding new approaches to tough issues. The participants generally are in the form of parallel array of 88 tables and sitting 64 persons. The Time duration it takes to decide may take from two to three days. The Real Time Strategic Change Method: This method was developed by Kathie Dannemiller and Robert Jacobs of USA in 1980s. This method is useful when we have to design and implement the whole system for change and create organisation-wide alignment with mission, vision and strategy. It is limited only by size of venue and the event takes two to three days to complete. Its main influence is observed on group dynamics and Organisation development. The time it considers for implementation is Two months. The participants include mixed stakeholder group. The tables are round and can accommodate 8 persons per table. The key focus areas are the sponsors who want to tell or sell the product or is unwilling or unable to meet design principles or sponsor has no intention of implemention of action plans. The model has been used by Boeing (777 Development), Ford Motor Company, Marriott Hotels and Mobil. The Open Space Technology: This model was developed by Harrison Owen of USA in 1985 and presented in Annual international conferences on Organisation Transformation. The primary purpose of this model is creation of self-managed collaborative meetings that generate high levels of ownership and Resolving complex or conflict-ridden issues in a short period of time. Other purpose is team development and creating strong community spirit. The space requirement is limited only by size of venue and the event takes one, two or three days to complete. The implementation requires two weeks. The main participants are sponsor and consultant/facilitator (although some practitioners work with an RTSC-style design team). This model requires a large room that will accommodate the whole group seated in a circle or several concentric circles in tens. In this model emphasis is laid whether the sponsor wants to tell/sell or control the process, predetermined outcome is required, answer is already known and there is hidden agenda.The model has been implemented at The Engineering Council Diageo, Petroleum Development Oman, and Prudential [6] The organisation under consideration applied the mix of these three strategies. The sponsors are the transporters whose will is to get the most out of the pocket of the company and the executive who want to minimize the burden on the company. The transporters were reluctant to provide service as the volume of work is increased during the seasonal hours causing problems and conflicts therein. On the other hand the consignments were sometimes delayed or misreported. To overcome this problem a meeting was called and the solution developed was to implement an IVR system that took 3 months in its implementation. The solution was developed by Beas Software Solutions and is running fine. After the implementation the policy adopted was that the driver will be given an incentive of 1 Pound for calling the IVR system and penalised 5 Pounds for not calling. The IVR is capable of detecting the city from where it is receiving call and automatically throws the mails to the concerned parties. This resulted in regulation of the transporting facilities and the clients are seemed to be also happy. Task 2: Understand Issues relating to strategic change in the organization Discuss the generic background to change that exists in modern economy, and the specific drivers that motivated your chosen organisation to consider Change. (AC:2.1,2.2) World appears to be integrating economically, politically and culturally. Irrespective of the national boundaries huge developments in information, communication and technology has taken place. Ownership patters of corporate sector all over the world have become more complex like joint ventures, cross-border acquisitions etc. Global strategies have emerged in the production of goods and services, distribution and management of labour. These have had an immense impact on business activities. The world economy is now more closely interlinked and the finance has become a global resource. Ricky (2009) In the current economic circumstances organizations are facing both external and internal forces that ultimately make change unavoidable. External forces such as new work force demographics; changing expectations about quality, productivity, and customer satisfaction; and new technologies are dramatically affecting the operating environment in organizations globe wise. Internally, financial limitations, the condition to do more with less, cross-functional groups, mergers and acquisitions and empowered employees all influences organizations position to compete in the global marketplace In case of the concerned organisation, the following are the factors that lead to the change: Increase in area of operations. The organisation has opened its new offices in Canada, UK and US for procuring raw materials. There is need for more manpower to manage the tasks related to the ports. There is dire need of regularising the transport of consignments (Inbound/ Outbound). The competition in the market requires new innovative ideas to be developed. The spreading of education and awareness requires recycling of paper waste to optimize the performance and less cutting of trees. Waste Management needs restructuring. The world is fast enough and we need a centralised database to keep the transactions at one location whether these are performed in India or abroad. In the light of above facts, the organisation under consideration needs change and should adopt a changing policy. Following are some of the resources implications Human and other Capacity Requirements Human force is one the major resource that is hard to change for their natural instincts. We need to develop employees for their skills and use potential sources of these resources. Also, other capacity needs required such as internal systems, management structures, engaged partners and Network NOs and POs, and a supportive legal framework etc. Financial Requirements The finance required to implement this strategy is one of the most crucial factors. There should be proper allocation of funds required to implement the strategy. Estimate of Project Lifespan, Sustainability, and Exit Strategy We should consider a cost benefit analysis before falling into action. The timespan required to complete the project, the resources diverted and compensation of the same for the time span must be considered. Thomas (1992) Strategic Change Management Plan may only be considered complete when these components have been defined, at least in broad terms. As the project moves into change implementation, several of these components are the defined in more detail and tested in reality Task 3: Develop systems for understanding and involving others in the process of change Identify the key Stakeholders in your chosen organisation and propose systems to involve those stakeholders in the planning and implementation of change. (AC:3.1) Karen (2008) A stakeholder is a personality in business who has the greatest stake or the ability to influence the outcome of the strategy. They may break the solution even. The person may be internal or external who has the highest rank and cant be influenced by the strategic forces. Different stake holders have different expectations and can be involved in the process of strategy building in a number of ways as follows: Involve them in problem solving. Keep them up to date of standing towards corporate objectives Take actions on feedback received by them Mobilize the correct resources at the right moment to recognizethe implementation plan In order to involve the stake holders to the process of change the new chief executive officer of STS carried out the following actions; Simplification of Financial Services: For the purpose of involving the customers to the process of change the Chief Executive Officer of STS adopted a customer focused approach. The CEO simplified the ever complex financial services in terms of their understanding and it was now made very simple to understand. Now the customers know that what they are investing into and what return their investment is expected to yield at the end of the contract. Earlier customers have always been confused between the complex calculations. Now the customers are happy because they dont need any financial interpreter to understand the ins and outs of the services offered by the STS. Workforce Development: An-other very important stake holder of the organization is the employees. Mark (2005) An employee is a person whom we must rely. The intention of the employee plays a vital role in success or failure of the project. The CEO of STS took into confidence the employees. He assured more incentives and job rotation at different places to the employees for their overall development. He also made arrangement for necessary training and development programmes. The CEO arranged for their further studies with the leading colleges and IMTs so that their skill may be developed more. Creating Distinct Market Place: the CEO of the company purchased more land for having in house container and custom clearance house. It will unleash the power of the internal as well as external trade. The land will be used as a warehouse where others may also store their inventory. This will diversify the business and help in promoting the output of the STS. Critically evaluate the advantages and disadvantages of the systems you proposed in task 3a. (AC:3.3) The system discussed in the section A involved a number of persons as stake holders into consideration before in acting the strategy. The need for change in these factors is made keeping in view the internal as well as external forces. The STS was performing in the service sector of arranging the transporters for only one client that is its parent firm KPM whereas due to the volume of business being stable in one direction and to explore more opportunities for revenue earning, new eras are explored. This strategy really worked in the real time environment. The employees and govt agencies showed keen interest in the development plan and setup of a new industry in the border district where no major investment takes place in wake of war at any time with Pak. Mark (2005) The other system that the Chief Executive Officer developed was to train the workforce. The employees were addressed about the need for the change and the possible proposed changes and before implementing the change assuring them that they will not be over burdened with this new implementation. it is very essential that the workforce is capable enough to perform their duties into the new environment. For the purpose workforce was developed with rotating job descriptions and Management Development Programme was conducted by a Institute of Management Technology Ghaziabad(Delhi) to train the employees about how to respond to the change. Finally the Chief Executive Officer had to respond to the most vital reason for the change that is the fact that STS was trading with only its parent firm KPM and arranging trucks for its consignments. But now the policy has changed and diversification is desired which is possible only with the help of the employees. Along these lines media w as involved in the development of the organisational strategy that helped it in procuring necessary licences and tie ups with the govt and other agencies. Discuss how you would develop a change management strategy with the key stakeholders. (AC:3.2) Stakeholder management is critical to the success of introducing change in the organization . The more people are going to be affected by change. These may be the person who have the power to influence the current project. There are both possibilities, if the results are coming to the expectations, they will be great supporter otherwise opposers. Harriet (2005) Stakeholder Management Strategy is an important discipline that successful people use to win support from others. It helps them ensure that their projects succeed where others fail. Rob (2008) Stakeholder Analysis is the technique used to identify the key people who have to be won over. You then use Stakeholder Planning to build the support that helps you succeed. The benefits of using a stakeholder-based approach are that: We should take into confidence the stakeholders so that they may guide in a better way by their valuable opinions in times of need and keep the project on the right track. The in time communication to the stakeholders give them chance to evaluate the current and the future output of the action being implemented. In this way they can stop the wrong actions, take corrective measure and even encourage the team to carry on in case there is complete success. It builds a sense of confidence in the team. What strategy would you use to manage resistance to the change you developed in your chosen organisation? (AC:3.4) In the opinion of the researcher in the case of STS, following points are worth mentioning There will be a workflow process in order to achieve results for mutual benefits for employees and organization. There will be an Authority Process in order to direct behaviour in the interests of the organization and its participants. There would be a Reward and Penalty Process to induce people to behave in away required by the interests of the organization and its participants and / or to behave in a way making associated activity possible. As in the case of truck drivers they will be given incentive to call and penalty in non compliance. There will be a Perpetuation Process to maintain, replenish, and make adequate the quantity and quality of social and natural resources utilized by the organization and its participants. There must be an Identification Process to develop a concept of the wholeness, uniqueness and significance of the organization. This is usually accompanied by efforts to select and define clearly understood emotionally toned symbols, concepts, or other such factors which will help individual participants identify the uniqueness of the organization as a whole, which in turn automatically helps to define the uniqueness of the organization in the larger environment in which it is embedded. There will be a communication process to provide for the exchange of information, ideas, feelings and values etc utilized in all activities to the stakeholders. This is automatic through the IVR system. There must be an evaluation process which establishes criteria for and defines levels of utility and value for people, materials, ideas, and activities and which rates them and allocates them to these levels. Task 4: Plan to implement models for ensuring ongoing change Explain the appropriate models for implementing change that suite your chosen organisation. (AC4.1) Jane (1998) A model for incorporating change is defined as the overall strategy to incorporate the change into the organizational environment. A model is implemented in the following steps: Access the necessity of change Forming a powerful alliance Creating an idea for change Communicate the vision Remove barriers To incorporate the change in the environment the CEO first conducted a SWOT analysis. He recognised that the company in entering into new avenues and hence need diversification of activities. For this purpose the CEO reserved the resources that may be required from time to time for the change. The CEO also implemented the proposed model to incorporate the change. He decreased the profitability by lowering the prices for services and introduced new warehouse at nominal charges to the interested parties. Since the custom house is set up, the cycle time is reduced for the importers and exporters that started trade with its neighbouring countries like Pak. How would you implement your model(s) in task 4a in your chosen organisation? (AC:4.2) The plan was implanted into a well defined phases as: Discovery Phase: this phase involved the justification of the need for change in the organisation. The employees and other stake holder in confidence. The discovery clarified the need for change, strengths and weaknesses in the organisation. Analysis Phase: In this phase the discovered resources were analysed for their pros and cons. Simulation: A simulation of the model was performed by taking into consideration the opinions and mock transactions with the parties from selected population. Conclusions: Finally the theoretical conclusions were drawn on the basis of simulation. The conclusions were proved to be useful and the change decision was enforced. Keeping in view the changes the CEO developed a new Behavioural framework mainly focusing 8 behavioural variables which are; Think of the Goal Let the old be changed for new to take place Compensate the employees as per their activity and skill level Build a team spirit Participation in decisive actions Learn and Grow No Communication gap Speed Balance and Grip in action What improvements do you expect to achieve by implementing your chosen model(s), and how would you measure these? (AC: 4.3) In this implementation phase land acquisition was made. Govt License and other formalities were met with. New agreements were made with the parties in the same line of trade. choices of services. STS launched new and ground-breaking services. It has facilitated to change the way in which consumers can look at their retirement income. STS is providing the levels of return promised and being responsible for any risks associated with doing so it provides more certainty about levels of income for the consumer. In short as the result of the change implement by the CEO of STS the company rebuilt its brand reputation, became more customer focused, started to provide more innovative products and became more popular among the consumers and ultimately the business has grown to a gigantic extent As the part of their strategy STS also undertook an audit trail to observe the behaviour of the organisation in the market and in the employees i.e. external and internal. The analysis revealed that STS was firmly positioned within the market. Its workforce was known for their considerable expertise, innovation and clarity of communication. The external audit also helped to determine where STS was placed in relation to its competitors. This audit provided a very important vision to the decisions that were needed to initiate the change process. [1].Prosci 1367 S. Garfield Ave. Loveland, CO 80537 USA [2] Lewin/Scheins Change Theory by Ross A. Wirth, Ph.D. (2004) [3]Lippitt, R., Watson, J. and Westley, B. The Dynamics of Planned Change. New York: Harcourt, Brace and World, 1958 [4]USING REAL TIME STRATEGIC CHANGE FOR STRATEGY IMPLEMENTATION LORI L. SILVERMAN, OWNER Partners for Progress 1218 Carpenter Street Madison, WI 53704-4304 608.241.8082 (phone) [emailprotected] (e-mail) [5]USING REAL TIME STRATEGIC CHANGE FOR STRATEGY IMPLEMENTATION LORI L. SILVERMAN, OWNER Partners for Progress 1218 Carpenter Street Madison, WI 53704-4304 608.241.8082 (phone) [emailprotected] (e-mail) [6]Leiths Guide to Large Group Intervention Methods Copyright  © 2004 by Martin Leith, all rights reserved. Martin Leith Limited  · 10 Pembroke Street  · Bristol BS2 8PZ  ·United Kingdom Phone: 0117 942 2727 (+44 117 942 2727) email: [emailprotected] Website: www.martinleith.com [7]Karen Sobel Lojeski, Uniting the Virtual Workforce, 2008, pages 204Karen Sobel Lojeski, Uniting the Virtual Workforce, 2008, pages 204. Others

Jewish Involvement in Shaping American Immigration Policy, 1881- 1965 :: American America History

Jewish Involvement in Shaping American Immigration Policy, 1881- 1965: A Historical Review This paper discusses Jewish involvement in shaping United States immigration policy. In addition to a periodic interest in fostering the immigration of co- religionists as a result of anti- Semitic movements, Jews have an interest in opposing the establishment of ethnically and culturally homogeneous societies in which they reside as minorities. Jews have been at the forefront in supporting movements aimed at altering the ethnic status quo in the United States in favor of immigration of non- European peoples. These activities have involved leadership in Congress, organizing and funding anti- restrictionist groups composed of Jews and gentiles, and originating intellectual movements opposed to evolutionary and biological perspectives in the social sciences. Ethnic conflict is of obvious importance for understanding critical aspects of American history, and not only for understanding Black/ White ethnic conflict or the fate of Native Americans. Immigration policy is a paradigmatic example of conflict of interest between ethnic groups because immigration policy influences the future demographic composition of the nation. Ethnic groups unable to influence immigration policy in their own interests will eventually be displaced or reduced in relative numbers by groups able to accomplish this goal. This paper discusses ethnic conflict between Jews and gentiles in the area of immigration policy. Immigration policy is, however, only one aspect of conflicts of interest between Jews and gentiles in America. The skirmishes between Jews and the gentile power structure beginning in the late nineteenth century always had strong overtones of anti- Semitism. These battles involved issues of Jewish upward mobility, quotas on Jewish representation in elite schools beginning in the nineteenth century and peaking in the 1920s and 1930s, the anti- Communist crusades in the post- World War II era, as well as the very powerful concern with the cultural influences of the major media extending from Henry Ford's writings in the 1920s to the Hollywood inquisitions of the McCarthy era and into the contemporary era. That anti- Semitism was involved in these issues can be seen from the fact that historians of Judaism (e. g., Sachar 1992, p. 620ff) feel compelled to include accounts of these events as important to the history of Jews in America, by the anti- Semitic pronouncements of many of the gentile participants, and by the self- conscious understanding of Jewish participants and observers. The Jewish involvement in influencing immigration policy in the United States is especially noteworthy as an aspect of ethnic conflict.

Unemployment Essay -- essays papers

Unemployment Definition of Unemployment The unemployment rate is the percentage of the US labor force that is unemployed. It is calculated by dividing the number of unemployed individuals by the sum of the number of people unemployed and employed. An individual is counted as unemployed if they are over the age of 16 and actively looking for a job, but cannot find one. Students, who choose not to work, and retirees, are not counted in the unemployment rate. In March 2001: Description Total civilian population 211,171,000(Excluding those under 16, members of the military, and persons in institutions) - Not in Labor force 69,304,000 (Retired, students, individuals choosing not to work)= Labor force 141,868,000 (Total population minus those not in labor force)- Employed 135,780,000 (Individuals with jobs)= Unemploye 6,088,000 (Individuals without a job and actively searching) Unemployment Rate =6,088,000 135,780,000 + 6,088,000 = 4.3% The unemployment rate for the month of March 2001 was 4.3 percent, a tenth of a point increase from the January and February 2001 rate of 4.2%. The number of individuals employed decreased by 86,000. An unemployment rate of 4.3 percent for March 2001 is the highest unemployment rate since July 1999, but only slightly higher than the 3.9 to 4.1 percent range from October 1999 to the end of 2000. Prior to that, the unemployment rate had been in a steady decline since shortly after the last recession in 1990-1991. The average monthly increase in employment was approximately 155,000 in 2000 and 220,000 in 1999. For almost ten years, unemployment has fallen and the number of employed persons has increased by more than 15 million. In March 2001, the number of jobs decreased by 86,000, the largest monthly decrease since 1991. Job losses were most prominent in the manufacturing sector (81,000 jobs), but there were also losses in the retail trade sector (46,000 jobs). These losses were partially offset by employment increases experienced in the construction and finance sectors. Growth in employment in 2000 was 1.9 million; in 1999, the increase in employment equaled 2.8 million. Changes For most of 2000, unemployment remained between 3.9 and 4.1 percent of the labor force. In the first three-quarters of 2000, the numbers of individuals in the labor force were i... ...te of growth in real GDP increased to 3.9, with the last three years being over 4.3 percent per year. A five percent increase from 1999 to 2000 is the highest level of yearly increase since 1984. The recent upward trend (until the last two quarters) in economic growth has been accompanied by increases in the rates of growth of consumption spending, investment spending and exports. Productivity increases; decreases in unemployment, expansion in the labor force, and increases in the amount of capital have allowed real GDP to grow at faster rates. Yet during this same time period, consumers have reduced their savings. Conclusion After reviewing the unemployment, inflation and the GDP history of the last decade it is obvious why the United States economy has been ranked number one in the world. The economy has averaged a 5% or less unemployment rate, a 3.5% or less inflation rate and a GDP rate that has fluctuated from 2.2% to 5% throughout the nineties. The future outlook of the next decade is promising, however, many economists are skeptical when asked if this trend can continue at its current rate. References www.econedlink.org www.economicsameria.org Unemployment Essay -- essays papers Unemployment Definition of Unemployment The unemployment rate is the percentage of the US labor force that is unemployed. It is calculated by dividing the number of unemployed individuals by the sum of the number of people unemployed and employed. An individual is counted as unemployed if they are over the age of 16 and actively looking for a job, but cannot find one. Students, who choose not to work, and retirees, are not counted in the unemployment rate. In March 2001: Description Total civilian population 211,171,000(Excluding those under 16, members of the military, and persons in institutions) - Not in Labor force 69,304,000 (Retired, students, individuals choosing not to work)= Labor force 141,868,000 (Total population minus those not in labor force)- Employed 135,780,000 (Individuals with jobs)= Unemploye 6,088,000 (Individuals without a job and actively searching) Unemployment Rate =6,088,000 135,780,000 + 6,088,000 = 4.3% The unemployment rate for the month of March 2001 was 4.3 percent, a tenth of a point increase from the January and February 2001 rate of 4.2%. The number of individuals employed decreased by 86,000. An unemployment rate of 4.3 percent for March 2001 is the highest unemployment rate since July 1999, but only slightly higher than the 3.9 to 4.1 percent range from October 1999 to the end of 2000. Prior to that, the unemployment rate had been in a steady decline since shortly after the last recession in 1990-1991. The average monthly increase in employment was approximately 155,000 in 2000 and 220,000 in 1999. For almost ten years, unemployment has fallen and the number of employed persons has increased by more than 15 million. In March 2001, the number of jobs decreased by 86,000, the largest monthly decrease since 1991. Job losses were most prominent in the manufacturing sector (81,000 jobs), but there were also losses in the retail trade sector (46,000 jobs). These losses were partially offset by employment increases experienced in the construction and finance sectors. Growth in employment in 2000 was 1.9 million; in 1999, the increase in employment equaled 2.8 million. Changes For most of 2000, unemployment remained between 3.9 and 4.1 percent of the labor force. In the first three-quarters of 2000, the numbers of individuals in the labor force were i... ...te of growth in real GDP increased to 3.9, with the last three years being over 4.3 percent per year. A five percent increase from 1999 to 2000 is the highest level of yearly increase since 1984. The recent upward trend (until the last two quarters) in economic growth has been accompanied by increases in the rates of growth of consumption spending, investment spending and exports. Productivity increases; decreases in unemployment, expansion in the labor force, and increases in the amount of capital have allowed real GDP to grow at faster rates. Yet during this same time period, consumers have reduced their savings. Conclusion After reviewing the unemployment, inflation and the GDP history of the last decade it is obvious why the United States economy has been ranked number one in the world. The economy has averaged a 5% or less unemployment rate, a 3.5% or less inflation rate and a GDP rate that has fluctuated from 2.2% to 5% throughout the nineties. The future outlook of the next decade is promising, however, many economists are skeptical when asked if this trend can continue at its current rate. References www.econedlink.org www.economicsameria.org

Pearl Harbor :: American History World War 2 WWII

Hawaii's Pearl Harbor is one of the most well known military installations in the world. On December 7, 1941 Japanese fighter planes attacked the United States Naval base Pearl Harbor killing more than 2300 Americans. Admiral Isoroku Yamamoto had conceived the surprise attack. Commander Mitsuo Fuchida led the striking force of 353 Japanese aircraft. There had been no formal declaration of war. There were approximately 100 ships of the United States navy present that morning, and it was known as Battleship Row. Battleship Row consisted of battleships, destroyers, cruisers, and other various support ships. During the attack more than 50 percent of the United States pacific fleet was out to sea including carriers. Nearby Hickman Field also fell victim of the surprise attack by the Japanese. 18 Army air corps including bombers, and fighters and attack bombers were destroyed or damaged on the ground during the attack. A few United States fighters struggled into the air against the invaders and gave a good account of themselves. Ground fire and United States pilots from various military installations on the inland of Oahu shot down a total of 29 Japanese fighters. The road to war between Japan and the United States began in the 1930's when differences over China drove the two nations apart. In 1931 Japan conquered Indonesia, which until then had been part of China. In 1937 Japan began a long and ultimately unsuccessful campaign to conquer the rest of China. In 1940 the Japanese government allied their country with Nazi Germany in the Axis Alliance, and, in the following year occupied all of Indonesia. The United States, which had important political and economic interests in East Asia, was alarmed by these Japanese moves. The United States increased military and financial aid to China, created a program of strengthening its military power in the Pacific and cut off the shipment of oil and other raw materials to Japan. Because Japan was poor in natural resources its government viewed these steps, especially the embargo on oil, as a threat to the nations survival. Japans' leaders responded by resolving to seize the resources and territories of Southeast Asia, even though that move would certainly result in war with the United States. The problem with the plan was the danger posed by the United States Pacific Fleet based at Pearl Harbor. Admiral Isoroku Yamamoto commander of the Japanese fleet devised a plan to immobilize the United States fleet at the out set of the war with a surprise attack.

Disaster Management Cycle

Disaster Preparedness and Management Assignment No. 1 [pic] Submitted to: Sir Muhammad Akmal Khan Submitted by: Tayyab Hasnain Janjua Reg # 14DD-410004 D. DRM Second Quarter Fall 2010 Disaster Management Cycle Disaster Risk Management includes sum total of all activities, programmes and measures which can be taken up before, during and after a disaster with the purpose to avoid a disaster, reduce its impact or recover from its losses. The three key stages of activities that are taken up within disaster risk management are as follows [pic] INITIATIVES TAKEN [pic] Figure 1. Three phases of disaster management cycle 1. Pre Disaster Phase Before a disaster (pre-disaster). Pre-disaster activities those which are taken to reduce human and property losses caused by a potential hazard. For example, carrying out awareness campaigns, strengthening the existing weak structures, preparation of the disaster management plans at household and community level, etc. Such risk reduction measures taken under this stage are termed as mitigation and preparedness activities. 2. During disaster Phase During a disaster (disaster occurrence). These include initiatives taken to ensure that the needs and provisions of victims are met and suffering is minimized. Activities taken under this stage are called emergency response activities. 3. Post disaster Phase After a disaster (post-disaster). There are initiatives taken in response to a disaster with a purpose to achieve early recovery and rehabilitation of affected communities, immediately after a disaster strikes. These are called as response and recovery activities. Explanation The Disaster risk management cycle diagram (DRMC) highlights the range of initiatives which normally occur during both the Emergency response and Recovery stages of a disaster. Some of these cut across both stages (such things as coordination and the provision of ongoing assistance); whilst other activities are unique to each stage (e. g. Early Warning and Evacuation during Emergency Response; and Reconstruction and Economic and 48 Social Recovery as part of Recovery). The DRMC also highlights the role of the media, where there is a strong relationship between this and funding opportunities. This diagram works best for relatively sudden-onset disasters, such as floods, earthquakes, bushfires, tsunamis, cyclones etc, but is less reflective of slow-onset disasters, such as drought, where there is no obviously recognizable single event which triggers the movement into the Emergency Response stage. According to Warfield (2008) disaster management aims to reduce, or avoid the potential losses from hazards, assure prompt and appropriate assistance to victims of disaster, and achieve rapid and effective recovery. The disaster management cycle illustrates the ongoing process by which governments, businesses, and civil society plan for and reduce the impact of disasters, react during and immediately following a disaster, and take steps to recover after a disaster has occurred. Appropriate actions at all points in the cycle lead to greater preparedness, better warnings, reduced vulnerability or the prevention of disasters during the next iteration of the cycle. The complete disaster management cycle includes the shaping of public policies and plans that either modify the causes of disasters or mitigate their effects on people, property, and infrastructure. The mitigation and preparedness phases occur as disaster management improvements are made in anticipation of a disaster event. Developmental considerations play a key role in contributing to the mitigation and preparation of a community to effectively confront a disaster. As a disaster occurs, disaster management actors, in particular humanitarian organizations become involved in the immediate response and long-term recovery phases. The four disaster management phases illustrated here do not always, or even generally, occur in isolation or in this precise order. Often phases of the cycle overlap and the length of each phase greatly depends on the severity of the disaster. ? Mitigation – Minimizing the effects of disaster. Examples: building codes and zoning; vulnerability analyses; public education. ? Preparedness – Planning how to respond. Examples: preparedness plans; emergency exercises/training; warning systems. ? Response – Efforts to minimize the hazards created by a disaster. Examples: search and rescue; emergency relief. ? Recovery – Returning the community to normal. Examples: temporary housing; grants; medical care. To analyze the scope of disaster management in the revised context, it should be studied the cycle of the phenomenon (Figure 2). Disasters are as old as human history but the dramatic increase and the damage caused by them in the recent past have become a cause of national and international concern. Over the past decade, the number of natural and manmade disasters has climbed inexorably. From 1994 to 1998, reported disasters average was 428 per year but from 1999 to 2003, this figure went up to an average of 707 disaster events per year. Figure 3 presents the deadliest disasters of the decade (1992-2001). Figure 3. Reported Deaths from all Disasters: World Scenario (1992-2001) Drought and famine have proved to be the deadliest disasters globally (45%), followed by floods (16%), technological disaster (14%), earthquake (12%), windstorm (10%), extreme temperature and others (3%). Global economic loss related to disaster events average around US $880 billion per year (CBSE, 2006). Conclusions There has been a dramatic increase in disasters and the damages caused by them in the recent past. Over the past decade, the number of natural and manmade disasters has climbed inexorably. Accordingly to the statistics, the number of disasters per year increased with 60% in the period 1999-2001 in comparison with the previous period, 1994 -1998. The highest increase was in the countries of low human development, which registered an increase of 142%. In these countries, the responsible institutions should play an important role but, in general, the disaster management policy responses are influenced by methods and tools for cost-effective and sustainable interventions. There are no long-term, inclusive and coherent institutional arrangements to address disaster issues with a long term vision. Disasters are viewed in isolation from the processes of mainstream development and poverty alleviation planning. For example, disaster management, development planning and environmental management institutions operate in isolation and integrated planning between these sectors is almost lacking. Absence of a central authority for integrated disaster management and lack of coordination within and between disaster related organizations is responsible for effective and efficient disaster management. State-level disaster preparedness and mitigation measures are heavily tilted towards structural aspects and undermine nonstructural elements such as the knowledge and capacities of local people, and the related livelihood protection issues. In conclusion, with a greater capacity of the individual/community and environment to face the disasters, the impact of a hazard would be reduced. ———————– DURING 2