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Questions - Essay Example According to Goldman, the qualitative approaches to assessment needs is more clients involves and is based a lot more on the standardised or objective tests. a) Quantitative Approaches of Assessments: This form of assessment includes self – efficacy measurements. Here the individual’s judgement to judge the ability to perform a task at a level. â€Å"These self – efficacy cognitions mediate action with the result that individuals avoid tasks or activities they believe are beyond their capabilities and instead engage in those they judge themselves capable of performing†. b) Qualitative Approaches of Assessments: These assessments are based on two major philosophical positions, post modern and logical positivism. The major practical differences between each of the perspectives are mainly in the assessment area. The logical positivists have relied a lot on the traditional measurement devices. These include interest and personality inventories while the postmodern theories do not include the above mentioned factors. a) Quantitative Approaches of Assessments: These assessments include Scholastic Aptitude Tests and other similar tests that are progressed to through school. This is a relatively common and most common to all the readers. b) Qualitative Approaches of Assessments: These assessments include techniques like repertory grid, reptest. These are relatively very complex and require extensive training before they can be used in career counselling. The post modern assessments are easy to use and a few of the strategies and tests used here include Career – O – Gram, role play, card sorts, and genograms. Special needs are a term that is used to refer to clinical diagnostic and functional development to describe individuals who need assistance for disabilities that may include mental, psychological and medical assistance. Disability has been defined by WHO as, â€Å".. is any restriction or lack

The Effects of Technology on Decision Making Essay Example for Free

The Effects of Technology on Decision Making Essay Computer systems are one way that health care providers have integrated technology into the medical field. Each computer system is unique, yet all have a purpose, function and structure. Deciding what computer system to choose, what software programs to incorporate and what the computer is needed to do are just a few burdens that have to be weighed when deciding which is best suited for the health care organization. Many health care organizations elect to incorporate decision support systems. Decision support systems have been in increasing patient quality of care, increasing positive patient outcomes and decreasing the potential of medical errors. Bar coding, robotics, interactive websites, electronic medical records, and e-scribing are just a few advances in technology. â€Å"Advances in software, hardware, and networking all share common impact attributes in their ability to improve cost-effectiveness of care, quality of care, and access to care† (Nobel Norman, 2003). With these attributes, the benefits are numerous in assisting with decision making in all aspects of health care. A discussion on the DIK Mode The key to the complex relationship between data, information, and knowledge lies at the source of data and information. The source of data and information is dual: activities, and situations. Both activities and situations produce information (e. g. , ‘relevant meaning’ to someone) that is captured, thus becoming data, or becomes unaware. The key to understanding the relationship between information and knowledge is to know where the information resides. Recollect that information is at its soul message that is generated from activities and situations. However, information resides in storage media (e. g. , database, print, video tapes, etc. ) in the form of data, or in the human mind as knowledge (in its simplest form of know-what or the higher forms of know-how and know-why). If this is the case, then extend between data and information in association with information and knowledge becomes evident, e. g. , they occupy different space at the same time. This also explains why many distinguish data and information, as well as information and knowledge as well suited. †¦one man’s data can be another man’s knowledge, and vice versa, depending on context† (Stewart, 2002, p. 6). However, they are not exchangeable in terms of their accepted distinct definitions. So, what is a book; knowledge, information or data? It is all the above in various context. A book is knowledge from the author’s perspective, information for the impending reader, and data as well which is contained in a storage media (called ‘book’). A discussion of systems and informatics theories Direct communication represents an information processing world of systems. Systems have been designed to provide access to data, information, and knowledge for use by nurses in a multifaceted and culturally diverse world. â€Å"A system is defined as a series of well designed mechanism connected by communication links exhibiting resolute, goal directed behavior† (King, 1996 p. 61). A common language among nurses worldwide would describe the categories of various systems wherever they occur. Nurses are becoming more knowledgeable of the technologies offered as health care organizations across the world incorporate technology into their practices. Considering the nurse has the responsibility of the majority of the documentation, it is important to incorporate aspects of nursing classification systems to help with decision making. The transaction Process in King’s theory when used in interdisciplinary teams facilitates mutual goal-setting with patients based on each member of the team’s specific knowledge and functions. This often facilitates role similarity and respect for the knowledge, skills, and values each member brings to the situation. An example of the usefulness of the nursing process, as process in technology use is the documentation of the nursing process in the computerized healthcare record. Information technology has enabled healthcare organizations to function as incorporated healthcare delivery networks, improve quality, and become socially and environmentally responsive (Davenport, Jarvenpaa, Beers, 1996; Tapscott Caston, 1993). Nursing data must be included in computerized information systems in organizations or the nurse’s documentation becomes invisible. The nursing process is much broader than â€Å"steps,† the nursing process is an international method to use the discipline’s body of knowledge organized in the structure of theory and nursing and nursing classifications. With emerging technology, and the integration of software applications, the ability to incorporate the nursing process and other health care information into a digital system has become a reality. As technology advances, incorporation of decision support systems also advances. The use of expert systems and decision support systems further the ability for technology to engage in decision making. The role of expert system in nursing care and medicine Expert systems in medicine are computer programs that make human based decisions by copying the judgments and behavior of humans, based on knowledge and experience from previous diagnosis and investigation derived from treatment and long-term care of patients with similar conditions as the present. That is why expert system is referred to as knowledge- base information system. The expert system is an artificial intelligent branch of computer generated thought with a very narrow focus. It is used in health care because the system functions very well with specific activities or problems and a discrete database of digitalized facts, rules, cases and models. Using patient data, its incorporated knowledge base, its inference engine, and the expert system can derive specific advice related to the case being treated. Expert systems basically act as if a Doctor or Nurse would, when they make a decision on courses of treatment. Diagnosing, predicting, interpreting and instructing are four interactive roles that form the activities of the expert system. The use of decision aids and decision support systems Decision support systems usually have numerous functions when used in hospital or healthcare settings. They are mostly used in specific decision-making activities. Decision support system relies on computer hardware, software and information for effective function. They can be used as knowledge-based and also as non- knowledge -base. One of its functions is administrative, in which they help in documentation of clinical information, decide whether a procedure is appropriate for treating a certain condition, and decide if a referral is necessary, to whom or where, and make follow-ups on the referrals. They help in keeping patients on protocol in situations like chemotherapy treatment or just research. Decision support systems also help in tracking orders whether medical or external shipments. They are very efficient in avoiding mistakes such as scheduling unnecessary tests. Most importantly, Decision support systems help in making the right diagnosis, providing different treatment options and suggesting the better option, and help look after the patients and hospital population as a whole. Decision aids are mostly used in helping the patient or care-giver decide which treatment is best for the condition being considered. Decision aids can also be used in referrals of patient to nurse call-centers or patient education services available. In the future decision support system will incorporate four criteria; robustness, ease of control, simplicity, and completeness of relevant detail. Reusability will be proficient through some type of software or hardware framework in compliance to Alter’s model, enabling companies to take benefit of basic, generalized models common to a range of scenarios. The history of Decision Support Systems is a short one, making it easy to map out the steps and growth of this relatively new concept. Even small improvements to current systems will enable all companies to make improved decisions about the marketing of products, which will in the long run aid the economy as a whole by placing in it only the most desirable and successful products. A framework that represents the backbone of decision support system will enable companies that would not normally work together on marketing concepts to bring together their efforts. The core system will progress to one that will in real meaning constantly learn from past practice. The uses of technology for patient and client management Technology for patient and client management is changing the health care system daily. Informatics is a specialized computer science used to manage information technology. Most healthcare settings have IT departments, yet nurses need to be able to use and retrieve valuable patient information to give patient care. Electronic medical records, also known as EMR, are the most recent and largest application of technology in the health care field. The use of EMR allows for documentation and a more cohesive interdisciplinary care plan for the patient. Another popular trend in healthcare is to have an integrated EMR with other aspects of patient care including patient appointments, assessments, billing and personal information, and other outpatient tests. Within this integrated patient record, a computer can keep documentation of many areas of a patients care; can provide easy access to the records from any place to any medical personnel. Technology such as this decreases the gaps in medical care; the time spent on documentation, and reduces medical errors. This in turn saves money for health care providers. Another form of technology that is used in patient care is the internet. It can be used for retrieval of data for patient education. The internet can be used to search multiple sources of information with efficiency. The biggest concern with the use of the internet is that the electronic source must be evaluated for credibility and reliability. The internet is allows for quick communication amount healthcare professionals to enhance collaboration and coordination of care (Englebardt Nelson, 2002). An analysis of the effect of technology on health care and health status The medical care field is allowing expanding technology of the twenty-first century to be integrated into patient care. Technology has allowed surgical procedures to be simplified, patients recover quicker, and fewer complications occur. This also decreases the length of stay for a patient and therefore decreases medical costs. Technology has also made it possible for a patient’s medical history to be all in one spot, accessible for all members of the health care team, and from any area of the world. The use of technology advances have resulted in better health care delivery and patient outcomes. As health care organizations integrate ethnology into their daily practices, they are faced with many complexities. DIK models, health informatics systems, and decision support systems must be created to improve patient care, increase efficiency among health care staff, decrease costs or be cost-effective, and increase positive patient outcomes. Decision making technology, such as decision support systems, must meet timelines, objectivity, have the ability to integrate with other software applications, have boundaries, and be able to prioritize information and gathered data. â€Å"The quantity and complexity of decisions faced by the health care executive demand standardized decision processes† (Englebardt Nelson, 2002). Efforts to improve the quality and value of health care are increasingly emphasizing a critical role for the meaningful use of clinical decision support systems. The use of health information technology (HIT), health information systems (HIS), electronic medical records (EMR), electronic health records (EHR), and Pyxsis systems are just a few computer software programs that integrate DSS to provide supportive tools to assist health care providers in clinical decisions. Conclusion Technology will continue to change. It is important for health care organizations to embrace these changes to better the delivery of medical care. As technology advances, the ability for health care consumers to gain a better understanding of their diagnosis and treatment options, such as the internet, also advances. Patients are expecting faster service, use of the best technology, and are choosing health care facilities based on how advanced technologically the facility is. The decision support technologies will assist the physician’s and other medical staff to be able to provide faster responses and increase patient satisfaction.

An Analysis of Jack Londons To Build A Fire :: London To Build a Fire Essays

An Analysis of Jack London's To Build A Fire Charles E. May, Author of the article "To Build A Fire': Physical Fiction and Metaphysical Critics" was giving his psychological criticism on the Jack London short story. May was elaborating on the naturalistic behavior of man versus nature when it comes to survival. May's article suggests that the protagonist in the story did not only have a psychological discovery but a "simple physical discovery that self is body only"(23). In the story, "To Build A Fire", the protagonist has to accept that he was not invincible, but a human with a weakness. The man may have been psychologically apt in his own eye but weak against nature and the physical elements. The protagonist displayed defiance in authority when he "laughed" (152) at the advice of the Old-Timer on Sulphur Creek when he told him how cold it gets in the country. The protagonist felt he had everything under control when he made the first fire to keep warm in spite of the numbness of his fingers. The test of egos and wills began to surface when the man was ready to move on and the dog wanted to stay near the fire. However, just as "there was no keen intimacy between the dog and the man"(152) the dog would be the protagonist constant companion until the man's death. The man had to accept that the "fire provider had failed"(156) when he did not have control of his frozen fingers or the building of the fire. Nature had defeated him. The id in the protagonist wanted to kill the dog to keep himself warm. But the ego along with the man's inability to "neither draw nor hold his sheath knife"(157) caused him not to be able to kill the dog. The aura of death was prevalent. Realizing that he no longer had dominion over his own body as well as accepting his making a "fool of himself"(158) he had to accept the inevitable. Not only did he have to accept death, he had to acknowledge that the Old-Timer was right when warning him about traveling alone. Ironically, while the man was dying, he was angry at the dog because of its natural warmth, instincts that he had, and the survival skills that the dog used.

Discuss how Hare presents ideas about class in this scene and at least one other point in the play

Within Hare’s play Murmuring Judges, there almost appears to be two class systems. The first is the standard upper, middle and lower, however, Hare almost separates the prisoners, the police and the lawyers as three separate classes of people, who each look down on the class below them. This allows us to see not only the perceived separations of social classes but also the classes that you are put into according to you profession and the classist attitudes held by those above. In the focus scene, Hare clearly shows his views about class through implications and connotations used in the lawyers and judges conversations. Immediately as the scene starts, â€Å"His Excellency AL Hadji Sulay Ibrahim Dunko† is announced by the toast master. Whereas within the perceived lower class of the police, DC Abdul Khan is referred to as Jimmy, here he is announced with his full name and title, which immediately suggests a difference in class and status between the two men. This is also clearly shown in the language used by all the characters in this scene, as phrases such as â€Å"Grand Days† and â€Å"the fishy stuff† in reference to caviar creates a semantic field which suggests the men view themselves and believe they are viewed by others as upper class. Furthermore, the juxtaposition of the Toast Master and Gerard at the opening of Act 2 clearly demonstrates the social classes, as we see the announcement of important men next to a man monologuing within his prison cell. Hare uses food in the focus scene to reflect the upper class nature of the men. As previously referenced, Cuddeford calls caviar â€Å"the fishy stuff†, suggesting his familiarity with highly expensive foods, which subtly exposes his class. Again, the â€Å"Roast Venison Baden-Baden† also shows the dinner to be sophisticated and the suggestion that â€Å"[the students] have to eat their way through twenty four dinners† reveals the recklessness of the system in terms of man, which clearly suggests there is money to be thrown around. Hare also uses food in other moments in the play reflect the lower classes of the police and the prisoners. Whereas Gerard is only once offered a cup of tea, Woody’s line â€Å"your glass of beer? † shows Woody to act â€Å"like a manservant† which again clearly shows the difference between the two men. However, it could be argued that Sir Peter sees himself as more important than he really is, as he sends Woody to ask Irina to the opera in order to make himself seem too important to come in person, which isn’t reflected anywhere else in the play. Similarly, Hare uses other running motifs throughout the play which suggest the upper class nature of the lawyers, but also to suggest the lawyer’s ideas about the lower classes. The discussion of Desert Island Disks clearly shows them to be at least middle class, as do Sir Peter’s selections, but the comment â€Å"everyone listens to desert island disks† is what exemplifies how out of touch with reality the lawyers are. This unrealistic idea of society is also shown by Sir Peter, â€Å"I thought all educated young women loved music†, as this is rather an idea of the past then the present. Hare uses reading to show the inherent difference between the lawyers and the prisoners especially, as he presents the lawyers as having â€Å"no time to read off the job†, whereas Gerard sarcastically states â€Å"Thank God for literature† as whilst the lawyers claim to have no time, the cruel irony is that all Gerard has is ‘time’. The lawyers views on those they perceive to be lower than them is never hidden, possibly as the lawyers are largely untouchable due to their position, as shown by the conversation with the Home Secretary, which shows the lawyers to have acquaintances in the government. Cuddeford openly calls the suspects â€Å"common-as-much individuals† which shows the upper classes to think themselves much better than everyone else. This is further shown by â€Å"[the prisons] may be called failings of society†¦ which are truly not my concern† show disinterest in the justice of those beneath them, again shown by Sir Peter’s unwillingness to do criminal law as â€Å"it involves real people†. On a larger scale, Sir Peter shows not only the suspects but the whole idea of crime to be â€Å"trivial†, as he refers to Gerard’s case, which clearly upturns Gerard’s life, as â€Å"a silly sort of warehouse robbery†. Sir Peter further expresses his view on Gerard later, claiming he is â€Å"an ordinary, sub-average human being†, demonstrating the barriers he believes exist between them. Gerard is also presented as aware of these separations, as shown through â€Å"these men†¦ will go home to wine in fine glasses and the gossip of the bar†¦and I will go to my gaol†. Gerard’s reference to himself as â€Å"the stuff of their profession† suggests that Gerard perhaps also sees himself as below the lawyers, which could be used to argue that class separations are inherent. This inference is reinforced by â€Å"there is a glass screen and our clients live on the other side of it†, which not only suggests a separation but also could be seen as excusing the seemed inability of the legal system to help its clients. Although largely presented as incapable or unwilling to help their clients, the lawyers are clearly shown to cover their own backs. At the time, there was a suggestion of changing laws regarding barristers which would, according to Sir Peter, would be â€Å"a threat to justice†. In response to this, Irina, under instruction, starts a campaign against the new legislation which raises ?1million in four days. This is heavily ironic within the play, as it is often states there is no money to reform the prison, which given the events of the Strangeways riot in April 1990, would presumably be a higher priority. It also shows the extent to which the lawyers are upper class, as the blase attitude of â€Å"give or take a few thousand† shows how small an amount of money this is to them, which would be huge to any other characters in the play. Cuddeford is shown to be clearly aware of this, â€Å"play down the million†, which suggests a level of guilt at using the money for this, especially within their profession. In conclusion, Hare uses juxtaposition throughout Murmuring Judges to show the seemingly inherent differences in class between the lawyers and the prisoners in particular. Whilst the prisoners are forced to â€Å"slop out† and â€Å"throw shit packages†, the lawyers are often presented in luxurious settings, â€Å"laid out magnificently four different wine glasses†. Hare also presents ideas of class mainly from the perspective of the lawyers who seem themselves as more important than they perhaps are, and certainly better than the â€Å"common-as-muck† ordinaries. Overall, I think the ideas of class in the play are nicely represented in the line â€Å"we were going to abolish this as outdated†, but in the end didn’t, which for me shows the lawyers understanding that the system is incapable or unwilling to work to the best of its ability, but simply would rather not out of tradition.

Organizational Change: the Effect on Employee Morale and Motivation

Abstract News of job losses (whether we label them as downsizing, layoffs, or restructuring) reaches us daily. And sometimes the reality hits close to home – loss of a job of a family member, a close friend, a valued coworker or someone you supervise. According to McKinley, Sanchez and Schick (1995), â€Å"This process of deliberate personnel reduction has been justified as a cost-cutting measure and as an incentive to increase productivity. However, evidence has shown that downsizing negatively affects employee morale and productivity. While people who lose their jobs can be strongly impacted by loss of financial security, fear for the future, and even decreased self-esteem, it’s important to recognize that people who survive job cuts face their own set of negative consequences. This group of â€Å"survivors† may experience stress as well as feelings of anxiety or depression. This paper examines these issues by reviewing the numerous organizational and leadersh ip changes that have taken place at WellPoint, Inc. within the last two years.In addition, a small sample of WellPoint associates was surveyed to assess the effects that the organizational restructuring and leadership changes have had on employee morale over the last two years. The results of that survey are presented in this paper. Introduction What single change causes the most consternation in the work place? The announcement of job cutbacks. With all the recent staff reduction announcements, this news is all too familiar. With it comes the immediate negative effect on employee morale, both for the laid-off employees and the remaining staff.Emotional turmoil resulting from an event such as organizational change can leave lasting scars on individuals and organizations. Disruption of normal operation can be short-lived if normal feelings of grief, loss, fear, and even guilt and anger are allowed to be expressed when the organizational change is being announced and/or is occurring. However, if these feelings are not allowed expression, they may be manifested later in more serious and damaging forms such as increased illness; absenteeism and turnover; decreased productivity and morale; and isruption in communication among employees and between employees and managers (Abbasi and Hollman, 1998). This can lead to massive chaos and interruption in the smooth flow of work activities? Abbasi and Hollman. (1998) emphasize the following, â€Å"There has been a clear change in corporate philosophy among American firms in the past two decades. Firms which once perceived employees as long-term assets to be nurtured, developed, engaged, and empowered by management, now see them as commodities. Workers are short-term expendable costs to be jettisoned at a moment’s notice when downsizing.The steady drumbeat of layoffs in recent years has made many workers feel that the days of career security are gone for good, no matter how dedicated they may be. † K. Mishra, Spreitzer and A. MIshra (1998) support this idea with the following, â€Å"Downsizing has become almost a way of life for U. S. companies. In fact, a first round of downsizing is generally followed by a second round a short time later. Sixty-seven percent of firms that cut jobs in a given year do so again the following year. †The outcome of these changes and the resulting impact on employees’ morale is discussed. This paper reviews literature that addresses corporate downsizing, what it is and why it is important. The literature review includes books and various articles. To assess the effect that these changes have had on employee morale, a 15-question survey was given to a small sample of WellPoint associates to measure their current feelings that impact their self-confidence. The results of the survey are offered, along with an analysis of the data, including conclusions. Literature ReviewCurrent business literature supports the idea that although managers implement downsizing to enhance profitability and productivity, research reveals that downsizing does not always result in higher earnings, improved productivity and better customer service and that workforce reductions often adversely affect employee attitude and morale. Abbasi and Hollman (1990) point out that throughout the early 1990s, the newspapers and airwaves were filled with stories of major American companies announcing layoffs of several thousand additional employees.Companies large and small were cutting jobs at a rate never seen before in American economic history. The trend toward downsizing is so pervasive, and its impact so profound, that it literally shapes the business strategy of many companies. In a study by Watson Wyatt Worldwide, it was reported that fewer than half of the companies it surveyed after the 1990 recession met profit goals after downsizing. Furthermore, study after study has challenged and often contradicted the long-term benefit of staffing cutbacks as a m eans to return to profitability.However, according to Carol W. Garnant, â€Å"The number one issue that companies immediately face when downsizing is employee morale. † She adds that â€Å"prompt resolution of staffing and organizational issues is essential to the first step in change. The longer the process takes, the more painful it becomes, and the greater the chance of losing key employees in the disruptive environment. † Abbasi and Hollman (1990) contend that today’s organizations no longer provide workers with a secure and stable workplace.It’s an unstable environment where workers work for managers who often find their compassion and concern for workers in sharp conflict with the pressures of relentless competition and investor expectations. Over the years, many employees stayed in their organization because the believed it was a good place to work. They believed in the organization, were loyal to it, and had expectations of periodic pay increases and regular opportunities for advancement. Their interests were aligned with those of management. The old paradigm is now gone.The myth that institutions will take care of their employees has been shattered. Lately, each round of organizational restructuring results in more bodies on the corporate scrap heap. Abbasi and Hollman (1990) agree that one of the biggest problems arising from workforce reduction concerns the devastating impact on employee morale and attitudes. A sense of foreboding usually pervades the workplace where downsizing is being discussed or is in progress. Employees often feel that their long years of work and dedication to the company are not reciprocated.They may perceive themselves as victims of some abstract management exercise which is outside their control and beyond their capacity to comprehend. Cutting staff doesn’t always work; in fact, it frequently has the opposite effect. The American Management Association surveyed 700 companies that had downs ized between 1989 and 1994. Employee morale plummeted in 83% of the companies. Employees who survive the unsettling and disruptive effect of downsizing also tend to experience a disproportionate amount of problems. They feel that management has put them at the very bottom of its priority list.According to Abbasi and Hollman, they feel betrayed, suffer ebbing morale, become dispirited and self-absorbed, submit a larger number of stress disability claims, become obsessed with layoffs and internal politics, and exhibit various behavioral problems. Many workers are forced to struggle with heavier workloads and become overburdened to the point of burnout. Others experience heightened anxiety as they wonder who will be next to go and if they will be able to make it safely to retirement before being forced out in a subsequent downsizing.After all, downsizing seems to beget more downsizing. Three out of four firms that downsize in one year plan to do it again in the next year. With some of the surviving employees having trouble getting to work on time and spending their day just going through the motions, no longer enjoying what they do, companies are finding that these employees are suffering from workplace depression. Corporate psychologists coined this phrase to characterize the feelings of suppressed anger and anxiety that are widespread in today’s workplace.According to Marjorie Whigham-Desair (1993), â€Å"The symptoms run form a general lack of enthusiasm and low productivity to high absenteeism coupled with a low rate of voluntary employee turnover. â€Å" This results in delays in projected deadlines and lackluster employees. Psychologists agree that the recent wave of corporate layoffs has taken its psychological toll on the nation’s workforce. When companies eliminate large numbers of workers, those who remain experience anxiety, says Therman Evans (1993), MD. , president and CEO of Whole Life Associates, a stress-management firm based in El kins Park, PA.This leads to higher workers’ compensation claims and extremely paranoid employees. â€Å"As companies downsize, responsibilities shift to those who remain, this can result in frustration, irritability, fatigue and ultimately burnout, adds Michael D. Cox (1993), Ph. D a psychologist at Baylor College of Medicine in Houston. As authors and human resource consultants Kenneth N. Wexley and Stanley B. Silverman (1993) point out in their book, Working Scared: Achieving Success in Trying Times, organizations that downsize violate two fundamental factors that motivate workers; the need for security and the desire for justice.Not only do surviving employees distrust the company, they also become more cautious. As a result, innovation and creativity are stifled. People worry about the unknown and need time to prepare for it, says Cox. â€Å"They don’t like to be given bad news abruptly; they don’t want to feel out of control. † Those managers who mu st implement layoffs suffer too. Two researchers found that managers often become abrasive, narcissistic, withdrawn, alienated, apathetic or depressed. Mishra et al. 1998) found, â€Å"the irony is that downsizing companies are unwittingly destroying the very qualities they need for competitive advantage, namely their employees’ trust and empowerment. At the same time they are downsizing, many companies are advocating the implementation of high-involvement work systems and total quality management strategies. Yet employee trust and empowerment, often shattered in the process of downsizing, are the engines that make these initiatives work,† resulting in a decrease in employee motivation and increase employee absenteeism. Mishra et al. 1998) call attention to the fact that â€Å"trust between managers and employees is critical for effective work relationships, especially under conditions of high uncertainty and conflict. † Trust is defined as an individual’ s willingness to be vulnerable to another based on the belief that the other party is competent, open, reliable, and concerned about the individual’s own interests. Employee trust and empowerment decline considerably during downsizing. Survivors may no longer trust top management’s openness because communication is not credible or information is withheld.Survivors may not believe that management cares about employees’ needs if they see that their welfare has been sacrificed for top managers’ personal gain. Survivors’ sense of empowerment may suffer and their competency also may be threatened as they take on the jobs of laid-off coworkers, which often require different skills. Their sense of personal control may suffer because of unclear or constantly changing job responsibilities or frequent layoffs that leave them wondering if they are next. Not surprisingly, their willingness to take risks may decline, and they may become more resistant to change (Mishra et al. 1998). Isabella (1989) suggests, â€Å"Companies that downsize may be unprepared for the strong emotions, lengthy adjustment time, diminished morale, and lower productivity experienced by the survivors of massive restructuring. In fact, companies often have surprisingly little information about the adjustments and assessments of those ultimately responsible for revitalizing the company. † Isabella (1989) adds, â€Å"The downsizing also can trigger substantial uncertainty and concern for one’s professional and personal future.Feelings of security can be of significant concern because years spent in an organization can create a level of familiarity that is difficult to rebuild elsewhere. † Therefore, it is not uncommon to employees update their resumes and begin seeking employment elsewhere during these stressful times. This certainly has been the case for employees of WellPoint, Inc. Shortly after the Anthem/WellPoint Health Network merger in 2004 , when the company became known as WellPoint, Inc. , numerous attempts have been made to reengineer the company and minimize duplication wherever possible.Even after several rounds of layoffs, WellPoint, Inc. once again decided to trim more positions as it faces a still-sluggish economy and uncertainty from potential health-care reforms coming out of Washington. â€Å"As the economic environment changes, WellPoint reviews the size and skills of our work force and makes adjustments as necessary,† WellPoint spokeswoman Kristin Binns said in an email. Job reductions by businesses across the country during the downturn have caused shrinking membership in many of WellPoint’s employer-sponsored health plans.The company said it is looking for ways to operate more efficiently in 2010. Early this year, WellPoint trimmed about 1,500 jobs in a move that included about 600 layoffs (Lee, 2009). This leads to those who are left behind feeling very uncertain about their own job secur ity, wondering if they will survive the next phase of layoffs. Gibbons and Brenowitz (2001) acknowledge, â€Å"Only the luckiest businesses in any industry will survive their entire lifecycles without experiencing the wrath of corporate downsizing. In the aftermath of downsizing, fewer people are left to do the same or increased amount of work.The organization, once designed for and built around a greater number of people, is now left in a state of imbalance. While survivors usually move from denial to acceptance, they often struggle to get there. † They further state,† At a time when they’re feeling the lowest, middle management must perform at their best. Although the company appears to be in a state of chaos, managers must seem calm, confident and in control. It’s their job to begin allocating tasks, confirming work objectives, making sure people stay focused on appropriate tasks, and pulling together a new team. What many companies may not realize is t hat the design of an organization cannot withstand such turbulence without some degree of consequence. Senior management cannot assume to rebalance the company’s design by moving around a few boxes on the organizational chart. The fact is that organization design goes beyond the company structure. It addresses issues more systemic than the lines, boxes and arrangement of people and functions. It includes such factors as information and reward systems, management and decision making processes; mission, vision and values; business strategy and people (Gibbons and Brenowitz, 2001).In addition to impacting management, downsizing also has a profound effect on those who survive. Some of the most common challenges survivors of downsizing face include: guilt, some remaining employees may feel guilty that they were â€Å"saved† from the job cuts; stress, not only do employees have to cope with the stress of job insecurity, but they also have even more work to do with fewer reso urces; and anxiety, the anxiety engendered by job cuts doesn’t end with initial layoffs, survivors often live in a state of shock, wondering if the worst is over or still to come (Harris, Rothenberg International, LLC, 2008).In conclusion, as downsizing continues to become an increasingly normal business practice, managers need to find ways to improve their ability to manage the change. This includes motivating traumatized employees and getting operations back on track. It means addressing the drama of the situation, not denying it. Can-do attitudes are badly needed and understandable goals must be spelled out. Yet, nothing promises post-downsizing success like the practice of open, honest communications? Methodology To determine how the organizational changes have affected employee morale, a survey was administered to a small sample of employees.Twenty WellPoint employees were surveyed. About the same number of surveys was given to male and female employees. Eight State Spon sored Business and 12 Shared Services employees participated in the survey for a total sample size of 20. The survey was adapted from the 2008 WellPoint Associate Engagement Survey developed by Kenexa and the WellPoint, Inc. EAP website self-assessment tools. Although the original survey created by Kenexa and those found on the EAP website consisted of a number of additional questions, the questions for this survey has been reduced to 15 questions.Each of the 15 questions was rated according to a five-point Likert scale response, ranging from a numerical score of one, if the respondent strongly disagrees with, to five, if the respondent strongly agrees. A total score of 75 is the maximum possible for the survey. Quantitative results were placed into tables and the mean and standard deviation were calculated for each question. The results were analyzed and interpreted in the Analysis and Conclusion sections of this report. The survey follows. Associate Morale ObservationYou are invit ed to participate in this survey to help Pamela Forrest with a research paper for an MBA class project. Your participation is entirely voluntary and your responses will be kept strictly confidential. If you are willing to participate, please answer all of the questions and return this survey to Pamela by Monday, October 12, 2009. To complete this survey: In the space to the right of each statement below, please place a number from 1 to 5 indicating how true the statement is about your experience working at WellPoint, Inc. using the following scale: =Strongly Disagree 2=Disagree 3=Neither Agree nor Disagree 4=Agree 5=Strongly Agree 1. I feel that I am part of a team. _____ 2. I am involved in decisions that affect my work. _____ 3. My job makes good use of my talents and abilities. _____ 4. I feel overwhelmed trying to keep up with my responsibilities or with trying to please everyone. _____ 5. WellPoint provides me with the opportunity for learning and development. _____ 6. I have t he training I need to do my job effectively. _____ 7. I receive the coaching and feedback I need to do my job effectively. ____ 8. I feel that I have limited control over the outcome of my job. _____ 9. I am satisfied with my opportunities for career advancement. _____ 10. I am able to manage my work responsibilities in a way that allows me to maintain a healthy balance between work and home. _____ 11. I regularly receive appropriate recognition for my contributions. _____ 12. I am paid fairly for the work I do. _____ 13. I dread going to work, especially on Sunday night. _____ 14. I receive the information and communication I need to do my job effectively. _____ 15.My immediate manager does a good job communicating the reasons behind important changes that are made. _____ Thank you for your time and support for this class project! Questionnaire adapted from the 2008 WellPoint Associate Engagement Survey developed by Kenexa and the WellPoint, Inc. EAP website self-assessment tools. Results A total of 20 surveys were distributed to WellPoint associates. Twenty surveys were completed and returned, for an overall response rate of 100 percent. The average total score for the survey, calculated from all 20 respondents, is 51. 5 out of a possible maximum of 75. This equates to an average total rating of 68 percent. The mean was calculated for each of the 15 rating-scale questions. The mean for the results ranges from a high of 4. 25 to a low of 2. 85. The standard deviation was calculated for each of the 15 rating-scale questions. The results range from a high of 1. 459 to a low of . 7539. The results for each of the 15 rating-scale questions are given below. Question 1: I feel that I am part of a team. The mean for the total results is 4. 25 and the standard deviation is . 8507.The most frequently occurring response given by all respondents for this question is 5, â€Å"strongly agree. † Question 2: I am involved in decisions that affect my work. The mean fo r the total results is 3. 6 and the standard deviation is . 9947. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 3: My job makes good use of my talents and abilities. The mean for the total results is 3. 45 and the standard deviation is 1. 191. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. Question 4: I feel overwhelmed trying to keep up with my responsibilities or with trying to please everyone. The mean for the total results is 3. 15 and the standard deviation is 1. 04. The most frequently occurring response given by all respondents for this question is 3, â€Å"neither agree nor disagree. † Question 5: WellPoint provides me with the opportunity for learning and development. The mean for the total results is 3. 4 and the standard deviation is . 9403. The most frequently occurring response given by all respondents for this question is 4, â€Å"agre e. † Question 6: I have the training I need to do my job effectively.The mean for the total results is 3. 6 and the standard deviation is . 7539. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 7: I receive the coaching and feedback I need to do my job effectively. The mean for the total results is 3. 45 and the standard deviation is . 9445. The most frequently occurring response given by all respondents for this question is 3, â€Å"neither agree nor disagree. † Question 8: I feel that I have limited control over the outcome of my job. The mean for the total results is 3. 35 and the standard deviation is 1. 1367.The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 9: I am satisfied with my opportunities for career advancement. The mean for the total results is 2. 95 and the standard deviation is 1. 099. The most frequently occurring r esponse given by all respondents for this question was tied between 3, â€Å"neither agree nor disagree† and 4, â€Å"agree. † Question 10: I am able to manage my work responsibilities in a way that allows me to maintain a healthy balance between work and home. The mean for the total results is 3. 4 and the standard deviation is 1. 39. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 11: I regularly receive appropriate recognition for my contributions. The mean for the total results is 3. 4 and the standard deviation is 1. 0463. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 12: I am paid fairly for the work I do. The mean for the total results is 3. 45 and the standard deviation is 1. 1459. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. Question 13: I dread going to work, es pecially on Sunday night. The mean for the total results is 2. 85 and the standard deviation is 1. 4244. The most frequently occurring response given by all respondents for this question was tied between 1, â€Å"strongly disagree† and 3, â€Å"neither agree nor disagree. † Question 14: I receive information and communication I need to do my job effectively. The mean for the total results is 3. 15 and the standard deviation is . 9333. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. †Question 15: My immediate manager does a good job communicating the reasons behind important changes that are made. The mean for the total results is 3. 8 and the standard deviation is . 7678. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Analysis The overall survey score of 51. 25 percent indicates that the employee morale for WellPoint associates is average. While th ese scores could be a little higher, they still are quite positive in light of the major organizational changes that recently have taken place across the company.In fact, WellPoint is doing better than one would expect considering all of the organizational changes it has experienced within the last couple of years. The survey question with the highest mean score overall (4. 25 mean) was number one, â€Å"I feel that I am part of a team. † This is largely due to the fact that the majority of associates who took part in this survey, work for a highly creative department whose direct management has fostered monthly team-building activities and encouraged collaboration when completing everyday tasks.The question with the lowest mean score overall (2. 85 mean) was number 13, â€Å"I dread going to work, especially on Sunday night. † Because this question had a negative spin on it, the fact that it received a low mean score actually is a positive indicator. Based on their re sponses, the majority of associates surveyed enjoy coming to work, even when the week is just getting underway. Consequently, the next lowest mean score overall (2. 95 mean), which actually indicates a considerable amount of discontent is number 9; â€Å"I am satisfied with my opportunities for career advancement. This has been a trouble area for quite some time, due, in large part to the fact that a majority of the associates within our department have realized little or no career advancement within the last few years. To further assess this study’s survey results, questions were evaluated based on the percentages of answers for each question, adding together the percentages for response #4, â€Å"agree† and response #5, â€Å"strongly agree. † These figures were compared to the sum of the remaining three percentages for response #1, â€Å"strongly disagree,† response #2, â€Å"agree† and response #3, â€Å"neither agree nor disagree. The fact t hat some of the questions had a negative spin, resulted in reversing the percentages for a more accurate representation. For question 1, â€Å"I feel that I am part of a team,† a total of 85% either agreed or strongly agreed as compared to 15% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that the team-building efforts initiated by management have had a positive affect on associates. For question 2, â€Å"I am involved in decisions that affect my work,† a total of 55% either agreed or strongly agreed as compared to 45% who either strongly disagreed, disagreed or neither agreed nor disagreed.This shows that associates feel that they have a say in their daily decision-making tasks. For question 3, â€Å"My job makes good use of my talents and abilities,† 60% either agreed or strongly agreed as compared to 40% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that associates feel that they ar e utilizing their skills in their daily work routine. For question 4, â€Å"I feel overwhelmed trying to keep up with my responsibilities,† 65% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 35% who either agreed or strongly agreed.This shows that associates feel that their workload is balanced and they are able to accomplish their daily tasks with a limited amount of stress. Question 5, â€Å"WellPoint provides me with the opportunity for learning and development,† primarily was split almost down the middle with 55% either agreeing or strongly agreeing and 45% either strongly disagreeing, disagreeing or neither agreeing nor disagreeing. This reveals the possibility that opportunities for learning and development may not be offered equally to all associates; some associates may be favored to take educational courses over other associates.For question 6, â€Å"I have the training to do my job effectively,† 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most associates feel well-equipped to adequately handle their job duties. However question 7, â€Å"I receive coaching and feedback to do my job effectively,† predominantly was split down the middle with 45% either agreeing or strongly agreeing and 55% either strongly disagreeing, disagreeing or neither agreeing nor disagreeing.This shows that management may not be communicating effectively nor providing adequate coaching and feedback on a regular basis. And question 8, â€Å"I feel that I have limited control over the outcome of my job,† was split down the middle, 50/50, which shows that associates feel that external factors may have more direct impact on their job than the direct contributions they make on a daily basis. For question 9, â€Å"I am satisfied with my opportunities for career advancement,† 60% either strongly disagreed, di sagreed or neither agreed nor disagreed as compared to 40% who either agreed or strongly agreed.This demonstrates the belief shared by a majority of WellPoint associates, that there is little opportunity for upward mobility with the organization. For question 10, â€Å"I am able to maintain a healthy work-life balance,† 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel that they are maintaining an adequate balance between their work responsibilities and their leisure time.And question 11, â€Å"I regularly receive appropriate recognition for my contributions,† was split down the middle, 50/50, which shows that appropriate recognition may not always be given equally to all associates; some associates may be favored over others. For question 12, â€Å"I am paid fairly for the work I do,† 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel that they are satisfied with their rate of pay for the work that they do.For question 13, â€Å"I dread going to work, especially on Sunday night,† 65% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 35% who either agreed or strongly agreed. This shows that associates feel content with their jobs and look forward to coming to work. For question 14, â€Å"I receive the information and communication I need to do my job effectively,† 60% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 40% who either agreed or strongly agreed. This reveals that WellPoint needs to improve their channels of communication.And finally, for question 15, â€Å"My immediate manager does a good job communicating the reasons behind changes,† 70% either agreed or strongly agreed as compared to 30% who eit her strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel satisfied with the way their immediate manager is communicating with them. Conclusion Depending on the scope and size of the organizational change and the number of staff affected, consequences can be disruptive. Employees may find even the act of reporting for work very stressful.They may have difficulty sleeping or eating. People respond differently and recover at different rates. For most people, the effects of the event will subside within a few weeks as people adjust to the changes. For others, the symptoms may become worse. However, surprisingly, the results of this study refute most of the literature on this subject. While downsizing is a workplace trend that is here to stay and that undeniably creates anger, stress, fear and even trauma for surviving employees, according to the findings in this survey, this has not proven to be the case for WellPoint associates.This study’s survey results indicate that WellPoint has been reasonably successful to this point. Employee morale and attitudes are at or slightly above national norms, which is rather commendable considering the recurring layoffs that have taken place over the course of the past two years. While the industry trend indicates otherwise, WellPoint associates who have weathered the storm by remaining gainfully employed with the company, increase their engagement while striving to achieve superior performance in their daily work activities.Evidence can be seen in the high survey rankings reported in this paper on questions such as â€Å"I have the training to do my job effectively† and â€Å"I am able to maintain a healthy work-life balance. † Even under the most extreme circumstances of additional impending layoffs, the morale of the surviving associates at WellPoint is surprisingly high. I am inspired by the fact that WellPoint associates have managed to hold onto emp loyee morale in spite of some tough economic conditions.Some of the survey results that support this include the high survey rankings reported in this paper on questions such as â€Å"Associates feel that they are part of a team† and â€Å"My job makes good use of my talents and abilities. † However, the common rationale that downsizing is necessary to financial health and that greater efficiency always follows job cuts is questionable. Therefore, WellPoint also must give attention to alternatives that may cause less turmoil and still achieve the desired economic results.There are numerous alternatives to downsizing that are far less demoralizing to employees. Some of these alternatives include gearing down to a four-day work week or using job-sharing techniques, where employees lose pay but keep their job. Other alternatives include pay reductions, taking vacations without pay, having fewer paid holidays, retraining or redeploying workers, or providing early retiremen t buyouts for workers past a certain age. Finally, some other ideas include imposing wage and hiring freezes, restricting the amount of overtime available to employees or cutting back on executive perks.The negative effects of downsizing can be eased by acknowledging the situation, asking questions and communicating honestly, listening to others and exploring new ideas and ways of doing things. Taking an active, positive role in reducing the trauma of downsizing can enhance WellPoint’s chances of being part of a creative, profitable company and enhance its professional growth and opportunity for the future. In addition, if there don’t seem to be any alternatives to layoffs, WellPoint can make the layoffs seem less arbitrary and cruel by keeping the lines of communication open and explaining with dignity the strategy behind them.In the opinion of this author, WellPoint needs to turn its attention to cultivating the staff that is ultimately responsible for revitalizing t he company by providing more opportunity for learning and development and career advancement as well as expanding the lines of communication. Questions in the survey show that WellPoint is weak in these two key areas. Evidence can be seen in the low survey rankings reported in this paper on questions such as â€Å"I am satisfied with my opportunities for career advancement,† and â€Å"I receive the information and communication I need to do my job effectively. Therefore, providing more opportunities for associates and improving the flow of communication, not only would be a worthwhile investment for the company, but also a vehicle for providing a worthwhile work environment for the associates. This in turn would result in a direct benefit to the organization by increasing associate engagement and providing the necessary tools for associates to do their job more effectively. This, in turn, would make the most of the human capital available in the 41,000 WellPoint associates.A ppendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |SSB Survey Results | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Associate Morale Monitor | | | | | | | | | | | | | | | | | | | | | | | | | |Results for WellPoint, Inc. Associates 10. 9. 09 | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 |Avg. |SD |Mode | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 |4. 5 |0. 85 |5 | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 |3. 6 |0. 97 |4 | |3. Job makes good use of talents & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 |3. 45 |1. 19 |4 | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 |4 |3 |5 |3 |3. 15 |1. 04 |3 | |5. WellPoint provides opportunity for develo p. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 |3. 4 |0. 94 |4 | |6.Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 |3. 6 |0. 75 |4 | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 |3. 45 |0. 94 |3 | |8. Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 |3. 35 |1. 14 |4 | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 |2. 95 |1. 1 |3 | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 |3. 4 |1. 1 |4 | |11. Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 |3. 4 |1. 05 |4 | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 |3. 45 |1. 15 |4 | |13. Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 |2. 85 |1. 42 |3 | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 |3. 15 |0. 93 |4 | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 |3. |0. 77 |4 | | Appendix A | | | | | | | | | | | | | | | | | | | | | | | | |Survey Scores | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Scores | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 | |3.Job makes good use of talents & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 | 4 |3 |5 |3 | |5. WellPoint provides opportunity for develop. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 | |6. Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 | |8.Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 | |11. Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 | |13.Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 | |Sum | | | |46 |42 |50 |49 |41 |45 |58 |53 |55 |56 |51 |39 |53 |61 |63 |49 |56 |50 |52 |56 | |Score (%) | | | |61% |56% |67% |65% |55% |60% |77% |71% |73% |75% |68% |52% |71% |81% |84% |65% |75% |67% |69% |75% | |Appendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Results Sorted by Mean | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Results Sorted by Mean | | | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 |Mean | | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 |4. 5 | | | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 |3. 6 | | | |3. Job makes good use of talent s & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 |3. 45 | | | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 |4 |3 |5 |3 |3. 15 | | | |5. WellPoint provides opportunity for develop. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 |3. 4 | | | |6.Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 |3. 6 | | | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 |3. 45 | | | |8. Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 |3. 35 | | | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 |2. 95 | | | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 |3. | | | |11. Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 |3. 4 | | | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 |3. 45 | | | |13. Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 |2. 85 | | | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 |3. 15 | | | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 |3. | | | | Appendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Results Sorted by Standard Deviation | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Results Sorted by Standard Deviation | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 |St. Dev. | | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 |0. 507 | | | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 |0. 9947 | | | |3. Job makes good use of talents & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 |1. 191 | | | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 |4 |3 |5 |3 |1. 04 | | | |5. WellPoint provides opportunity for develop. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 |0. 9403 | | | |6.Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 |0. 7539 | | | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 |0. 9445 | | | |8. Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 |1. 1367 | | | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 |1. 099 | | | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 |1. 3139 | | | |11.Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 |1. 0463 | | | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 |1. 1459 | | | |13. Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 |1. 4244 | | | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 |0. 9333 | | | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 |0. 7678 | | | |Appendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Results – Percentage of Answers for Each Question | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Percentage of Answers for Each Question | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Percentage for Each Response | | | | | | |% Ans. 1 |% Ans. 2 |% Ans. 3 |% Ans. 4 |% Ans. 5 |Total | | | | | | | | | | | | |1. I feel that I am part of a team. | | | | | | | |0 |5 |10 |40 |45 |100 | | | | | | | | | | | | |2. I am involved in decisions that affect my work. | | | | | |0 |15 |30 |35 |20 |100 | | | | | | | | | | | | |3. My job makes good use of my talents and abilities. | | | | | | |10 |10 |20 |45 |15 |100 | | | | | | | | | | | | |4. I feel overwhelmed trying to keep up with my responsibilities. | | | | |5 |20 |40 |25 |10 |100 | | | | | | | | | | | | |5. WellPoint provides me with the opportunity for learning and development. | | |5 |10 |30 |50 |5 |100 | | | | | | | | | | | | |6. I have the training to do my job effectively. | | | | | | | |0 |10 |25 |60 |5 |100 | | | | | | | | | | | | |7. I receive coaching and feedback to do my job effectively. | | | | |0 |15 |40 |30 |15 |100 | | | | | | | | | | | | |8. I feel that I have limited control over the outcome of my job. | | | | |5 |20 |25 |35 |15 |100 | | | | | | | | | | | | |9. I am satisfied with my opportunities for career advancement. | | | | |10 |25 |30 |30 |5 |100 | | | | | | | | | | | | |10. I am able to maintain a healthy work-life balance. | | | | | | |15 |10 |10 |50 |15 |100 | | | | | | | | | | | | |11. I regularly receive appropriate recognition for my contributions. | | | | |0 |25 |25 |35 |15 |100 | | | | | | | | | | | | |12.I am paid fairly for the work I do. | | | | | | | |10 |10 |15 |55 |10 |100 | | | | | | | | | | | | |13. I dread going to work, especially on Sunday night. | | | | | | |25 |15 |25 |20 |15 |100 | | | | | | | | | | | | |14. I receive the information and communication I need to do my job effectively. | | |0 |30 |30 |35 |5 |100 | | | | | | | | | | | | |15. My immediate manager does a good job communicating reasons behind changes. | |0 |5 |25 |55 |15 |100 | | | | | | | | | | | | | Appendix B Charts of Results for Each Survey Question Sources Consulted Abbasi, Sami M. Hollman, Kenneth W. (1998). The myth and realities of downsizing. Records Manag ement Quarterly, 32. n2, 31(6). (Document ID: A20776055). Business Editors. (2000). Workforce Growth Averages 5. 9%, Annual AMA Survey Finds. Business Wire. Retrieved from http://findarticles. com/p/articles/mi_m0EiN/is_2000_Oct_25/ai_6632 Canada and the World Backgrounder. (1996). Downsizing or dumbsizing? Canada and the World Backgrounder, 62. n2, 12(1). (Document ID: A18927954). Cummings, Thomas G. & Worley, Christopher G. (2005). Organization Development & Change. Ohio. Thomson South-Western. See pages 287-297. ) Garnant, Carol W. (2001). Who re-moved my cheese? Responding to staff reductions. Tax Executive, 53. 4, 283. (Document ID: A79052297). Gibbons, Tracy & Brenowitz, Randi S. (2001). The Impact of Downsizing on Corporate Culture. Data Center Management. Harris, Rothenberg International, LLC. (2008). Helping Employees with Organizational Change: A Guide for Managers. Retrieved from www. wellpoint. com. Harris, Rothenberg International, LLC. (2008). Managing in Uncertain Tim es. Retrieved from www. wellpoint. com. Harvey, Don & Brown, Donald R. 1996). An Experiential Approach to Organizational Development. New Jersey: Prentice-Hall, Inc. Isabella, Lynn A. (1989). Downsizing: survivors’ assessments. Business Horizons, 32. n3, 35(6). (Document ID: A7739163). Lee, Daniel. (2009). WellPoint Says Economy Could Prompt It to Cut More Jobs. The Indianapolis Star. Retrieved from http://www. istockanalyst. com/article/viewiStockNews/articleid/3499717. McKinley, William, Sanchez, Carol M. & Schick, Allen G. (1995). Organizational downsizing: constraining, cloning, learning. The Academy of Management Executive, 9. 3, 32(13). (Document ID: A17452339). Mishra, Karen E. , Spreitzer, Gretchen M. & Mishra Aneil K. (1998). Preserving employee morale during downsizing. Sloan Management Review, 39. n2, 83(13). Retrieved from http://find. galegroup. com/ips/start. do? prodID=IPS. Noer, David M. Healing The Wounds: Overcoming the Trauma of Layoffs and Revitalizing Dow nsized Organizations. New York. Jossey-Bass Inc. , 1993. (See pages 3, 4, 10-12. ) Whigham-Desir, Marjorie. (1993). Strategies for coping with workplace depression. Black Enterprise, 24. n2, 77(4). (Document ID: A13287127).

The Journey †Creative Writing Essay Final

The Journey – Creative Writing Essay Final Free Online Research Papers The Journey Creative Writing Essay Final As the door shut I could immediately feel my lungs gasping for air. I don’t know which made my heart panic most: the intrusive search through my bag, being strapped to my seat by a tight belt, or knowing that I was doing something wrong.For me, an airplane is the one place in the world that evokes every emotion in my body: sadness, happiness, anxiety, relief, fear, anticipation. It is also a vehicle for escape and change in my life. For the past two years it has aided me in my everlasting battle against space, time and distance. It has allowed me to leave my stressful life behind and be with the one person who makes me feel complete. His ability to turn my sad days into happy ones and make me feel comfortable in my own skin has always been worth the journey. The forbiddance of being in a long distance, serious relationship has always been an unspoken understanding between my parents and I. I almost feel that sometimes they should just hand-cuff me and throw me behind bars when I walk through that metal detector. But I must say that there is a certain element of excitement within my fear of being caught. As I glanced out the window over the men throwing luggage around, the bright setting-sun pierced into my eyes. I slowly pulled down the small shade and shut out reality. As the plane took off, I found myself gripping onto the armrests as if my life depended on it. The turbulence must have woken up the butterflies in my stomach and, all of a sudden, memories of the day we met flashed through my mind. I remembered feeling this exact feeling in my stomach, as if we were on a roller-coaster ride. The cold, stale air from the air vent began to make me nauseous and chilly. I removed the fuzzy, red fleece blanket from the plastic bag and wrapped it around my body. It felt prickly but warm, like his hugs. I tried to wedge the tiny white pillow somewhere between the armrest and the window and as I put my head down and closed my eyes, I could feel the heartbeat of his chest. I remembered how I use to crawl underneath my blanket every night only so my roommate would not be disturbed by the giggles and laughs of my nightly conversations. I started to fall asleep with a subtle smile on my face, like every night. I was abruptly woken up when the wheels of the plane hit the runway, much like the way my pounding alarm clock did every morning. Only this time I didn’t have to go through my day alone. A heavy burden lifted off my shoulders and I felt a sense of relief, almost like getting away with a crime. The door opened up and I could finally breathe again. As I walked off the plane, through the airport and closer to him, I slowly forgot about everything that I left behind. And I didn’t look back. Research Papers on The Journey - Creative Writing Essay FinalThe Spring and AutumnThe Masque of the Red Death Room meaningsThe Hockey GameHarry Potter and the Deathly Hallows EssayTrailblazing by Eric AndersonBook Review on The Autobiography of Malcolm XPersonal Experience with Teen PregnancyCapital PunishmentMind TravelComparison: Letter from Birmingham and Crito

The Categories of Aristotle Essay Essay Example

The Categories of Aristotle Essay Essay Example The Categories of Aristotle Essay Essay The Categories of Aristotle Essay Essay Aristotle ( 384-322BC ) is one of the most influential philosophers of the western tradition and had many philosophical plants credited to him. In his treatise on logic jointly known as â€Å"Organon† . Aristotle gave two preliminary treatises ; â€Å"The Categories and De Interpretatione ( on reading ) covering with footings and with propositions severally. This paper is an effort to look at the classs from Aristotle’s position. Hence it is necessary to specify the term class ( Internet Explorers ) from a general point of position foremost. so as to make enabling environment to dig into the classs of Aristotle. THE TERM CATEGORY ( IES ) In remarkable signifier. class harmonizing to Oxford Advanced Learner’s Dictionary is a category or group of people or things regarded as holding certain characteristics in common. Etymologically. the word itself is derived from the Grecian word â€Å"Kategorein† which has the significance of â€Å"predicate† . Thus. the classs signify different ways of predicating something or better still. different manners of being. The exact same significance is besides found in the Latin reading â€Å"praedicamenta† from the verb â€Å"praedicare† intending to asseverate. ARISTOTLE’S CATEGORIES. Aristotle’s classs is a singularly of import work of doctrine. which non merely presents the anchor of Aristotle’s ain philosophical theorizing. but has exerted an alone influence on the systems of many of the greatest philosophers in the western tradition. The set of philosophies in the classs provides the frame work of enquiry for a broad assortment of Aristotle’s philosophical probes. runing from his treatments of clip and alteration in the natural philosophies. to the scientific discipline of Being qua being in the metaphysics. and even widening to his rejection of Platonic moralss in the Nicomachean Ethics. In his treatise. the classs deal with footings in isolation and he used it to demo the different categorization of things. which for him. can be in 10 different categorizations viz. ; substance. measure. relation. quality. topographic point. clip. place. ownership. action and passion. He considers these classs to hold really been in being outside the head and in things and non as unreal creative activities of the head. Thingss for him fell into assorted categorizations by their very nature and we think of them as members of a species or genus because they are. Therefore. thought was connected with the ways things are. and this underlies the close relation between logic and metaphysics. Furthermore. the 10 classs are divided foremost into significant and inadvertent things. The significant which is the substance states whatness or essence/substance. that is a thing which can non be in its ain right. instead does be in another thing as in a topic. THE Tenfold DIVISION OF THE CATEGORIES 1 Substance: this is a thing which can be in its ain right. non merely as a alteration of something else. Substance is the 1. like human being. animate beings. and workss. It is identified from inquiry like ; â€Å"what is the thing? † 2 QUANTITY: in relation to the substance. the measure negotiations about the sum or figure of something that can be measured or that is fixed. For illustration ; the adult male is six pess tall. It is fixed. It is elucidated in inquiries like ; how many or much of it is at that place? In other words. measure is an accident of material things whereby they are extended into infinite. measureable by some mathematical criterion. and capable of being divided into separate parts. It is either diescrete measures or uninterrupted. Discrete measures are figure abd address ; that of uninterrupted are lines. surfaces. solids etc. 3 Quality: this is a term that is used in many senses. However. in this context. it is that in virtuousness of which people ( substances ) are said to be such and such. It is an accident by which a thing is of a certain kind or sort ; its sense qualities and form. how a thing acts ; its abilities and wonts. Therefore. one may inquire for case. what kind of thing is it? Is it green. Sweet. happy. weather etc? 4 Relation: this is an accident that answers the inquiry ; what is the connexion? Example ; are they same. similar. equal. male parent. president. break ones back? It is an accident in a thing which is the bearing or mention of the thing towards another thing. 5 Topographic point: this is an extrinsic accident said of a thing which makes a mention to where or location. Example. here. at that place. near. up. down. 6 Time: this deals with or makes a mention to when ; when is it runing: yesterday. now. so. before etc. 7 Position: this talk of a thing with mention to the order of a thing’s portion in a given topographic point. That is. what is its place? Is it dead set. standing. reversed. prone. foremost? 8 Possession: it is an accident peculiar to the homo being which includes all external equipments added to his natural organic structure such as vesture. decorations etc. it describes human existences as holding particular ownerships. 9 Action: this entails making or transporting out an activity. It is an accident which is the making of something to something else. Like heating. traveling a tabular array. cutting grass etc. 10 Passion: while the action is of making. passion is the receiving system. In other words. passion is an accident which is the receiving of something from something else such as being cut. being moved etc. RULES FOR THE CATEGORIES Before one can put a given thing in any one of the classs. one must detect the undermentioned regulations: 1 Merely simple worlds can be placed in a given class. That is to state that composite construct like â€Å"healthy child† must be reduced to its elements before trying to use the classs. Therefore. we have child as substance and healthy as quality. 2 The simple world must be a whole. The portion of something is placed in the same class as the whole to which it belongs. Example. the human manus as portion of the human being. is placed in the class of substance. 3 The simple world must be natural ; however. an unreal thing may be placed in the same class as the thing which it imitates. 4 The simple world must be a unequivocal word. for if the word is ambiguous. two different constructs are implied. every bit good as the possibility of two different classs. For case. â€Å"Bark† as the covering of a tree is placed in the class of substance. but as the sound of a Canis familiaris. it is in quality. 5 Merely the cosmopolitan nature can be placed in the classs and non the alone singular. Example. Canis familiaris stand foring the whole household Canis familiaris is acceptable non Regis or Alsatian stand foring a peculiar household of Canis familiaris. EVALUATION AND CONCLUSION From the foregoing. it could be said. from one’s point of position. that Aristotle classified footings upon the rudimentss of grammatical differentiation as to their usage. From another angle. it may be that he is non sorting lingual symbols but what they symbolize. that is. things. An ontological reading to this 2nd position. will show Aristotle as trying to sort the chief facets of world. However. the reply to what Aristotle is really making encompasses the three position as articulated in the words of Porphyry’s commentary on the classs ; â€Å"†¦ as things are. so are the looks which chiefly indicate them. † Conclusively. these classs are ways of showing how things relate to each other or ways in which we speak about worlds. Wordss uncombined can be said to intend and fall into one or other of the above 10 classs. What Aristotle wants to emphasis is that there is a series of related things or events that leads to â€Å"science† . This order is. in the first topographic point the being of things and their procedures ; secondly. our believing about things and their behavior ; and eventually. the transmutation of our idea. Hence. logic is the analysis of linguistic communication. the procedure of concluding. and the manner linguistic communication and concluding are related to world. BIBLIOGRAPHY BRUGGER. W. A ; BAKER. K. : â€Å"Categories† in Philosophical Dictionary. New York: Drams associates Inc. . 1966. 51-55. EDWARD. P. ( erectile dysfunction ) : â€Å"Aristotle† The Encyclopedia of Philosophy. Vol. 1 A ; 2. New York: Macmillan Publishing Inc. A ; the Free Press. 1967. 155-157. FLEW. A. : â€Å"Aristotle. † in The Dictionary of Philosophy. London: Pan Book. 1984. 160-163. HALVERSON. W. A. : Concise Introduction to Philosophy ; 2nd Edition. New York: Random House. 1967. LEVY. I. M. : â€Å"Categories. † in Merriam-Webster’s Dictionary and Thesaurus. Chicago 2009. CDR. LEVY. I. M. : â€Å"Aristotle’s Classs. † in Encyclopedia Britannica Student A ; Home Edition. Chicago 2009. CDR. OZUMBA. G. O. : A Concise Introduction to Epistemology. Calabar: Ebenezer Printing Press A ; Computer Service. 2001. SPANGLER M. : Logic ; an Aristotelean Approach. rpm. erectile dysfunction. Old line state: University Press of America Inc. . 1993. STUMPF. S. E. : Doctrine ; History A ; Problem. North America: McGraw-Hill Inc. 1994.

The Impact of the Dust Bowl on the Environment

The Impact of the Dust Bowl on the Environment Many accidents and natural disasters have done serious environmental damage to the United States. Some of the most famous events include the  1989  Exxon Valdez  oil spill, the 2008 coal ash spill in Tennessee, and the Love Canal toxic dump disaster that came to light in the 1970s. But none of these events, despite their tragic consequences, come close to being the worst environmental disaster in the United States. The worst was the 1930s Dust Bowl- created by the drought, erosion, and dust storms, or black blizzards, of the so-called Dirty Thirties. It was the worst and most prolonged environmental disaster in American history. The dust storms started at about the same time that the Great Depression really began to grip the country, and continued to sweep across the Southern Plains- western Kansas, eastern Colorado and New Mexico, and the panhandle regions of Texas and Oklahoma- until the late 1930s. In some areas, the storms didnt relent until 1940. Decades later, the land is still not completely restored.  Once thriving farms are still abandoned, and new dangers are again putting the Great Plains environment in serious jeopardy. Causes and Effects In the summer of 1931, the rain stopped coming and a drought that would last for most of the decade descended on the region. Crops withered and died. Farmers who had plowed under the native prairie grass that held the soil in place saw tons of topsoil, which had taken thousands of years to accumulate, rise into the air and blow away in minutes. On the Southern Plains, the sky turned lethal. Livestock went blind and suffocated, their stomachs full of fine sand. Farmers, unable to see through the blowing sand, tied themselves to guide ropes to make the walk from their houses to their barns. Families wore respiratory masks handed out by Red Cross workers, cleaned their homes each morning with shovels as well as brooms, and draped wet sheets over doors and windows to help filter out the dust. Still, children and adults inhaled sand, coughed up dirt, and died of a new epidemic called dust pneumonia. Frequency and Severity of Storms The weather got worse long before it got better. In 1932, the weather bureau reported 14 dust storms. In 1933, the number of dust storms climbed to 38, nearly three times as many as the year before. At its worst, the Dust Bowl covered about 100 million acres in the Southern Plains, an area roughly the size of Pennsylvania. Dust storms also swept across the northern prairies of the United States and Canada, but the damage there couldnt compare to the devastation farther south. Some of the worst storms blanketed the nation with dust from the Great Plains. A storm in May 1934 deposited 12 million tons of dust in Chicago and dropped layers of fine brown dust on the streets and parks of New York and Washington, D.C. Even ships at sea, 300 miles off the Atlantic coast, were left coated with dust. Black Sunday The worst dust storm of all hit on April 14, 1935- Black Sunday. Tim Egan, a New York Times reporter and best-selling author who wrote a book about the Dust Bowl called The Worst Hard Time, described that day as one of Biblical horror: The storm carried twice as much dirt as was dug out of the earth to create the Panama Canal. The canal took seven years to dig; the storm lasted a single afternoon. More than 300,000 tons of Great Plains topsoil was airborne that day. Disaster Gives Way to Hope More than a quarter million people fled the Dust Bowl during the 1930s- environmental refugees who no longer had the reason or courage to stay. Three times that number remained on the land and continued to battle the dust and to search the sky for signs of rain. In 1936, the people got their  first glimmer of hope. Hugh Bennett, an agricultural expert, persuaded Congress to finance a federal program to pay farmers to use new farming techniques that would conserve topsoil and gradually restore the land. By 1937, the Soil Conservation Service had been established, and by the following year, soil loss had been reduced by 65 percent. Nevertheless, the drought continued until the autumn of 1939, when rains finally returned to the parched and damaged prairie. In his epilogue to The Worst Hard Time, Egan writes: The high plains never fully recovered from the Dust Bowl. The land came through the 1930s deeply scarred and forever changed, but in places, it healed. . . After more than sixty-five years, some of the land is still sterile and drifting. But in the heart of the old Dust Bowl now are three national grasslands run by the Forest Service. The land is green in the spring and burns in the summer, as it did in the past, and antelope come through and graze, wandering among replanted buffalo grass and the old footings of farmsteads long abandoned. Looking Ahead: Present and Future Dangers In the 21st century, there are new dangers facing the Southern Plains. Agribusiness is draining the Ogallala Aquifer- the United States largest source of groundwater, which stretches from South Dakota to Texas and supplies about 30 percent of the nations irrigation water. Agribusiness is pumping water from the aquifer eight times faster than rain and other natural forces can refill it. Between 2013 and 2015, the aquifer lost 10.7 million acre-feet of storage. At that rate, the aquifer will be completely dry within a century. Ironically, the Ogallala Aquifer is not being depleted to feed American families or to support the kind of small farmers who hung on through the Great Depression and the Dust Bowl years. Instead, the agricultural subsidies that began as part of the New Deal to help farm families stay on the land are now being given to corporate farms that are growing crops to be sold overseas. In 2003, U.S. cotton growers received $3 billion in federal subsidies to grow fiber that would ultimately be shipped to China and made into cheap clothing to be sold in American stores. If the water runs out, there wont be any for the cotton or the inexpensive clothing, and the Great Plains will be the site of yet another environmental disaster.

Site Survey and Final Project Assignment Example | Topics and Well Written Essays - 2500 words - 1

Site Survey and Final Project - Assignment Example The security systems inside the building are very high as the Humana Corporation has established its unit inside. All visitors don’t have to register for going inside the building but there are tight security systems inside. The Humana building is one of the distinguishable buildings in Kentucky as it has an ultramodern making of both interiors and the outer parts which makes it a distinct skyscraper from others. Every time all the visitors though are not escorted but the high profile people of the Corporation are escorted inside. Special guests are sometimes given importance and the corporation further specifies the things to be done. The employees of the corporation are issued some type of distinctive batches such that they can be recognized easily. Many people always wonder about the making of the building as it has a very attractive making strategy. There are strict instructions to the employees to wear the badges so that the company maintains its reputation. The building has the designing different from all the sides which makes it a very unique piece among other skyscrapers. There is a fence outside the building which strengthens its security. It can be termed as one of the buildings where security is given utmost importance. The fences have the system of lightings and the lighting process is used to make the building look more charming. There is no sufficient illumination to detect a person who may be going at farther distances but at shorter distances it can be possible. There is good lightening system at all the floors of the building which is a very good feature. The power supply system is very fine and especially the light power systems are being protected more so that there arises more problems. Alarms are provided which are very essential for the emergency purposes especially when there is fire in the buildings. The fire and police departments are always consulted so that they can extend more help to the corporation in case of need. The conn ections of all the fire alarms and the security systems and the lightings are always tested so that there are no problems around. The Humana building has other connections to the security systems so that whenever there is an emergency situation, the security systems get tightened and the data get more secured in the system. The CCTV cameras are there so that there is full control of the security officials over the system. They monitor the whole place continuously and provide surveillance. They also create some emergency points for exit and other plans which can be implemented during the emergency situations. They make all arrangements for the people so that they don’t face any type of difficulty in such situations. The building is also built in such a way that there is strong support which supports the building from small disasters. Some people may also do something intentional and that can also be handled. Facility characterization Physical conditions: The building is very a ttractive when it is viewed from some distant point. It is very unique in design as each side is made up of a different niche. You will notice that every side will depict great art and architecture in the architectural field. The design is like you will notice a pyramid like structure for higher parts of the building. The Humana building is also known as the milk carton and is very well known among the people for

Cultural diversity Essay Example | Topics and Well Written Essays - 2500 words

Cultural diversity - Essay Example The advancement of social justice and push for health equity have changed from traditional measures of health status from death rates to the society experience of unpleasant health and impairment, physical ill health and mental health issues and physical & cognitive challenges that make the daily activities of these individuals challenging (Graham 2). There has been a gradual and consistent evaluation by research and policy focusing on the well being status rather than ill health (Ryff and Singer 28). Racism is prevalent in the British society. According to a national representative survey by the UK policy studies institute, 20-26% of white participants admitted to having prejudice against Asian, Caribbean and Muslim ethnic minorities (Modood et al 40). Racial and ethnic constructs in the current world are increasingly becoming difficult to grasp because of the complexities of their use and definitions and the changing dynamic world (Harris 2). Race is the biological classification of individuals, and it categorizes people based on their physical features, character, and genetic composition, while other people use social classes to categorize people (Spickard 14). These qualities and characteristics of people have traditionally been used by some sections of Europeans to group people into classes with Europeans being superior of all races, followed by Asians and Native Americans, and lastly Blacks being inferior to all other races (Spickard 14). The skin colour determines the raci al identity of a person with individuals having the same colour categorized as being from the same race. Racial classification of people uses blanket generalization and stereotyping of people without any consideration of individual capabilities and differences in tradition, culture, religious or political belief systems. Ethnicity classifies people from the same origin who share the same

Bonuses for performance vs no bonuses Essay Example | Topics and Well Written Essays - 1250 words

Bonuses for performance vs no bonuses - Essay Example On the contrary, I will assert in this paper that with the right attention to detail in the planning and implementation processes, the incentives that bonus pays offer will positively affect employee performance and that â€Å"increasing labor costs make your cooperative more competitive† (Vogt, 1995). I must clarify that the argument that the implementation of bonuses can encourage positive performance in employees is based on a well thought out bonus plan as the mere introduction of a bonus payout, without any regard for meticulous goal setting and research, may result to failure. The study conducted by Dan Ariely (2008) and his three colleagues prove this as they found, through an experiment wherein promise of payments were made for the participants to complete a series of cognitive tasks, that â€Å"the offer of a higher bonus led to poorer performance† (Ariely, 2008). They also found that participants who wanted to excel performed worse as the pressure got to them (Ariely, 2008). Thus, I must emphasize that before a bonus plan is implemented, the employers must first establish a clear objective and the nature and frequency of the bonus pay (PeopleMatters, 2004). These must also be clearly communicated to the employers (PeopleMatters, 2004). Furthermore, a comprehensive employee research must aso be conducted in order to ascertain whether the percentage of the effectiveness of the payout is high—this should take into consideration the stress and pressure factor that Ariely found to be an obstruction brought about by the participants pressuring themselves to excel in order to get the cash payout. Also, a time allowance must be made in order for the employees to attain substantial improvement (Canada, 2000). The positive results are not in any way claimed to be instantaneous. In this way, the risk for failure is minimized. Having clarified my premise, I will then discuss in the next section the evidences that strengthen the argument of this