Technical And Vocational Education

Specialized And Vocational Education The improvement of Technical and Vocational Education and Training has unmistakably been viewed as a key to national destitution decrease and financial advancement in Cambodia, as characterized in the Rectangle Strategy of the Royal Government of Cambodia (RGC) and the five-year National Strategic Development Plan (NSDP) 2006-2010. These demonstrate a pledge to abilities advancement. The National TVET Development Plan, 2006-2011, likewise recognizes the TVET segment as a significant component in mitigating neediness, advancing harmony, rationing nature, improving the personal satisfaction for all, and accomplishing feasible improvement in Cambodia. Be that as it may, Cambodias current TVET framework is confronting a few basic issues, for example, absence of access to formal preparing on a national premise, feeble connections with industry, absence of pioneering center, low quality control, lacking institutional financing, low paces of data and correspondence innovation (ICT) utilizat ion and low limit of TVET instructors, which have restricted the amount and nature of framework yields for quite a long time (e.g., Asian Development Bank [ADB], 2009; United Nations Educational, Scientific and Cultural Organization [UNESCO], 2004b; International Project on Technical and Vocational Education [UNEVOC], 1997). With the basic significance of the TVET segment, the TVET educational program must be solid and steady for the accomplishment of understudies at the working environment. It can mean the distinction among progress and disappointment for TVET understudies regarding hypothetical information and specialized aptitudes just as being side by side with new innovations in the work environment (African Union, 2007). So also, Ben-Peretz (2009) indicated the school educational plan as one of three basic spaces of training, which ought to get ready understudies for their future achievement. As revealed by United Nations Development Program (UNDP) (2011) one of the most fundamental parts of instruction is to create a workforce which is able and ready to pick up returns on their training and for the general economy when they are in their vocations. In this way, the training framework must have the option to comprehend the requirements and necessities of the economy and get ready students for their financial lives (UNDP, 2011). Be that as it may, TVET educational programs have not engaged their pertinence to the necessities of the work advertise in numerous nations; and in different countries, for different reasons, bosses or chiefs may like to enlist incompetent laborers or scholarly alumni and give hands on preparing programs (Maclean Lai, 2011). There don't appear to be solid gains and work progression in Cambodia (UNDP, 2011). Also, the harmony among hypothesis and practice has moved lately. There is by all accounts a case about the (under)graduates impression of the importance of TVET educational plan to their current occupations. Notwithstanding, this recounted data was just heard second-hand from managers. That is, numerous businesses in Cambodia have whined about the educational program befuddle that most alumni from colleges and specialized schools are not well outfitted with information and abilities required at working environment, particularly delicate aptitudes (ADB, 2009; UNDP, 2011). As a matter of fact, the significance of review of (under)graduates view of their investigation programs assists with improving the nature of TVET educational plan, and could be significant for TVET educational program change as directed in numerous nations (e.g., Lubasha Tripathi, 2012; Singh, 2008). For sure, the benefit of looking over the view of understudies on the significance of the investigation program is something that the school board ought to consider as being of down to earth significance to our own instructive establishment. The absence of input from understudies may likely have been risky to the school curricular that were proposed to offer information and abilities for the universe of work. Since there is little data about understudies discernments on the curricular in Cambodian TVET particularly at my work environment, my investigation on this point will fill in as an accommodating hotspot for TVET educational plan advancement and improvement and gets the school to p rogress filling holes between the educational program jumble and the requirements of the businesses. The investigation of understudy premiums will concentrate on alumni of a TVET establishment, which is situated in Phnom Penh and offers instructive and preparing administrations from declaration levels to four year certifications in business and designing examinations. The investigation will be led in Phnom Penh, and a gathering of alumni of structural building field between the scholastic years 2011-12 will be reached for polls and individual meeting. Those alumni work in various employment positions and in various organizations. The review exploration will assist with advising the pioneers regarding the establishment to take a gander at the significance of understudy study on the importance of TVET curricular and the outcome will best serve for the school educational plan change. Articulation of Problem The confuse among training and work is fundamentally worried to many related partners. They are likewise worried that most colleges and TVET establishments have given information and abilities, which are not pertinent to enterprises (ADB, 2009; UNDP, 2011). In this manner, as in numerous nations, Cambodian alumni think that its hard to manage the occupations accessible in labor showcase when their insight and abilities are far not quite the same as what they have encountered in schools (e.g., Lubasha Tripathi, 2012; Singh, 2008). The observations from understudies are frequently dismissed by numerous colleges and TVET schools in Cambodia; that is the reason study programs are regularly discovered of date in the current universe of work where graduates think that its difficult to enter. The understudy voice is frequently hushed, however it tends to be viewed as a key mirror to mirror the great match of school educational program and the business needs. Besides, the superfluity of school educational plans is the basic issue looked by numerous instructive foundations in Cambodia (ADB, 2009; UNDP, 2011). In this way, the information and abilities required by businesses can't be coordinated when managers enlist graduates to play out the occupations. Therefore, there are a few disappointments for bosses to utilize graduates who have the information and abilities which are unimportant to their necessities. Numerous businesses have whined about the information and abilities gave at schools while graduates have communicated their dissatisfaction about what they have gained from schools. Examination Question Given this foundation to the examination, the exploration study will propose the accompanying examination question, so as to investigate and look at students view of the significance of TVET study programs toward their present occupations: What recognitions do graduates in a structural science certificate (the scholastic year 2011-12) at one Cambodian Institution hold regarding the significance of their examinations to their present employments? Noteworthiness of the Research Study The central discoveries of this exploration study will add to the nature of school educational plan advancement, and to the assurance of the importance of the examination programs as far as furnishing understudies with aptitudes and information required in the realm of work in the field of structural building. In particular, the examination will be a useful reference for the advancement of TVET quality enhancements. Moreover, the outcome will give significant data to applicable partners in the TVET area so as to help make the TVET stream as a primary device for furnishing individuals with high information, aptitudes and skill for their work and employability in the serious world. Information in the examination will ideally be used for the improvement of educational plan and will likewise be utilized to decide regions of shortcomings. The discoveries can be utilized as an apparatus to give educators to all the more likely ace their showing rehearses and to help TVET organizations to m ake a database on understudies view of their examination programs. So as to roll out successful improvements in offering any examination programs, it is crucial to get criticism from understudies who are engaged with the particular projects. Ideally, this study will be a significant resource, and its discoveries will likewise fill in as a steady archive for analysts from various fields of study to utilize and assemble their establishment information on TVET understudies impression of the quality and importance of study projects to work businesses in the TVET framework. Section Two Writing Review By utilizing the web index Google Scholar and the James Cook University Library web crawler with key terms including: the impression of TVET understudies, the motivation behind advanced education and further training, the utilization of understudy criticism and study, the nature of advanced education and further instruction, the job of advanced education (HE) and TVET, the pertinence of study projects to businesses, and TVET, I have found and downloaded numerous valuable materials for my writing audit of my point. Albeit a few materials appear to be outdated, they are as yet valuable for the exploration study, since they can give an outline on the theme, and they can function as an establishment of information to help the writing survey. The Role of Higher Education in Preparing Undergraduates for Workforce The global setting. An article by Haveman and Smeeding (2006) expressed that most Americans anticipate the countries schools and colleges to advance the point of social activation to make it workable for an understudy with capacity to succeed. As per Mortese (2003), advanced education can fill in as a model of supportability by completely coordinating all parts of grounds life that understudies have encountered for their future lives. Besides, advanced education has become a significant driver of financial seriousness in an undeniably information driven worldwide economy when the world has confronted numerous issues (Organization for Economic Cooperation and Development [OECD], 2010). To improve work aptitudes calls for quality instructing and all encompassing methodologies inside colleges (OECD, 2010; Ben-Peretz, 2009)

The Meaning of the Surname Pierce

The Meaning of the Surname Pierce The Pierce family name was adjusted from the given name Piers,â a deduction of Peter, which means rock, from the Old French pierre (Latin petra), which means stone or rock. The name most generally determined as a surnameâ meaning child or relative of Piers or Peter. Be that as it may, it might likewise have been gave or picked as a topographic name for somebody who lived in a rough zone, or as a word related name for a quarryman or stone mason.â Well known People with the Pierce Surname Franklin Pierceâ -fourteenth leader of the United StatesWendell Pierce -  American grant winning actorBarbara Pierce Bushâ - wife of George H.W. Shrub, 41st leader of the United StatesGeorge Washington Pierce - Harvard teacher of physics; inventorNat Pierceâ -American jazz pianistMarvin Pierce - American distributer; leader of McCall Corporation Where the Pierce Surname Is Most Common As per last name dispersion from Forebears, the Pierce family name is generally normal in the United States, where it positions among the main 200 last names in the nation. It is likewise to some degree basic in Wales (positions 350th) and Ireland (581st). Inside Ireland, Pierce is most usually found in Wexford, Carlow and Kerry. WorldNames PublicProfiler demonstrates a comparable circulation, with the best level of people named Pierce found all through the United States. The name is particularly basic in the southeast, including Mississippi, Arkansas, Tennessee, Texas, Alabama, North Carolina and Georgia. Family history Resources for the Surname Pierce Pierce Family Crest - Its Not What You Think: Contrary to what you may hear, there is nothing of the sort as a Pierceâ family peak or crest for the Pierce surname. Coats of arms are allowed to people, not families, and may legitimately be utilized distinctly by the continuous male line relatives of the individual to whom the ensign was initially conceded. The Pierce DNA Project - Southern US: Individuals with the Pierceâ surname, and variations, for example, Pearce, Peirce, Pearse, Pierse, and Percy, with progenitors from southern U.S. statesâ are welcomed to partake in this gathering DNA venture trying to get familiar with southern Pierce family sources. The site remembers data for the task, the exploration done to date, and directions on the most proficient method to partake. PIERCE Family Genealogy Forum: This free message board is centered around relatives of Pierceâ ancestors around the globe. FamilySearch - Pierce Genealogy: Explore over 4â million outcomes from digitizedâ historical records and heredity connected family trees identified with the Pierce last name on this free site facilitated by the Church of Jesus Christ of Latter-day Saints. Pierce Surname Mailing List: Free mailing list for analysts of the Pierceâ surname and its varieties incorporates membership subtleties and an accessible files of past messages. DistantCousin.com - Pierce Genealogy Family History: Explore free databases and ancestry joins for the last name Pierce. GeneaNet - Pierce Records: GeneaNet incorporates authentic records, family trees, and different assets for people with the Pierceâ surname, with a focus on records and families from France and other European nations. The Pierce Genealogy and Family Tree Page: Browse ancestry records and connections to genealogical and chronicled records for people with the Pierceâ surname from the site of Genealogy Today. References: Surname Meanings Origins Cottle, Basil. Penguin Dictionary of Surnames. Baltimore, MD: Penguin Books, 1967. Dorward, David. Scottish Surnames. Collins Celtic (Pocket version), 1998. Fucilla, Joseph. Our Italian Surnames. Genealogical Publishing Company, 2003. Hanks, Patrick and Flavia Hodges. A Dictionary of Surnames. Oxford University Press, 1989. Hanks, Patrick. Dictionary of American Family Names. Oxford University Press, 2003. Reaney, P.H. A Dictionary of English Surnames. Oxford University Press, 1997. Smith, Elsdon C. American Surnames. Genealogical Publishing Company, 1997.

MIT Meetings with Brown Yale in Texas and Arizona

MIT Meetings with Brown Yale in Texas and Arizona Beginning a week from Saturday, MIT will be going on the road with Brown Yale Universities for meetings in Texas and Arizona. Details can be found here: brownmityale.org These meetings will be a great opportunity for high school sophomores and juniors (that is, rising juniors and seniors) to hear from three great universities all in one place. Each school will talk a little about what makes it unique, and will also describe common philosophies on admissions, financial aid, and more. Each session, including QA, will run about 90 minutes. You can RSVP at brownmityale.org. This trip to the Southwest follows closely after the three schools visited Northern California, Nevada, Illinois, Michigan, and Ohio in the spring, and last years trips to Southern California, Maryland, Virginia, North Carolina, and Texas. In the fall, MIT will be going it solo, visiting 70+ cities across the country. So if were not in your area now, hopefully well be nearby in September or October. Look for the fall visit calendar to be released later in the summer. We look forward to seeing you!

Fanny Jackson Coppin Pioneering Educator and Missionary

Overview When Fannie Jackson Coppin became an educator at the Institute for Colored Youth in Pennsylvania, she knew that she’d undertaken a serious task. As an educator and administrator who was not only committed to education, but also helping her students find employment, she once said, We do not ask that any one of our people shall be put into a position because he is a colored person, but we do most emphatically ask that he shall not be kept out of a position because he is a colored person.    Accomplishments First African-American woman to serve as a school principal.First African-American school superintendentSecond African-American woman to receive a bachelor’s degree in the United States. Early Life and Education Fanny Jackson Coppin was born a slave on January 8, 1837 in Washington DC. Very little is known about Coppin’s early life except that her aunt purchased her freedom at the age of 12. The rest of her childhood was spent working for the writer George Henry Calvert. In 1860, Coppin travelled to Ohio to attend Oberlin College. For the next five years, Coppin attended classes during the day and taught evening classes for freed African-Americans. By 1865, Coppin was a college graduate and seeking work as an educator. Life as an Educator Coppin was hired as a teacher at the Institute for Colored Youth (now Cheyney University of Pennsylvania) in 1865. Serving as the principal of the Ladies’ Department, Coppin taught Greek, Latin and math.    Four years later, Coppin was appointed as the school’s principal. This appointment made Coppin the first African-American woman to become a school principal. For the next 37 years, Coppin helped to improve the educational standards for African-Americans in Philadelphia by expanding the school’s curriculum with an Industrial Department as well as a Women’s Industrial Exchange.   In addition, Coppin was committed to community outreach. She established a Home for Girls and Young Women to provide housing for people not from Philadelphia. Coppin also connected students with industries that would employ them following graduation. In a letter to Frederick Douglass in 1876, Coppin expressed her desire and commitment to educating African-American men and women by saying, â€Å"I feel sometimes like a person to whom in childhood was entrusted some sacred flame†¦This is the desire to see my race lifted out of the mire of ignorance, weakness and degradation; no longer to sit in obscure corners and devour the scraps of knowledge which his superiors flung at him. I want to see him crowned with strength and dignity; adorned with the enduring grace of intellectual attainments.† As a result, she received an additional appointment as the superintendent, becoming the first African-American to hold such a position. Missionary Work After marrying African Methodist Episcopal minister, Reverend Levi Jenkins Coppin in 1881, Coppin became interested in missionary work. By 1902, the couple travelled to South Africa to serve as missionaries. While there, the couple established the Bethel Institute, a missionary school featuring self-help programs for South Africans. In 1907, Coppin decided to return to Philadelphia as she battled several health complications. Coppin published an autobiography, Reminiscences of School Life. Coppin and her husband worked in a variety of programs as missionaries. As Coppin’s health declined, she decided to return to Philadelphia where she died on January 21, 1913. Legacy On January 21, 1913, Coppin died at her home in Philadelphia. Thirteen years after Coppin’s death, the Fanny Jackson Coppin Normal School opened in Baltimore as a teacher training school. Today, the school is known as Coppin State University. The Fannie Jackson Coppin club, which was established in 1899 by a group of African-American women in California, is still in operation. Its motto, â€Å"Not failure, but low aim is the crime.†

The Taming Of The Shrew - 1844 Words

THE TAMING OF THE SHREW Characteristics of Katherina Minola BAD: Katherine Minola is a fiery, spirited woman, and as such, the male dominated world around her doesn t quite know what to do with her. Much of what we know about Kate initially comes from what other people say about her. Kate, in her own defense, offers telling commentary on her situation. Although other characters encourage us to see her as unmannerly and incorrigible, deserving of marginalization and abuse, looking more closely at what Kate actually says reveals she may not be as domineering as some characters would have us believe. In Act II, we get another look at Katherine and learn a bit more about what motivates her seemingly outrageous behavior: She s responding to the favoritism she perceives Baptista holds toward her sister, Bianca. As Act II opens, Kate enters, dragging Bianca with her hands tied. On one level, the mere act of one sister roping the other and handling her roughly for a perceived injustice is comic, but when we stop and consider from Kate s perspective we can have a bit more empathy. Kate is venting her anger that Bianca should be indulged with suitors while she remains alone. Granted, she is an intelligent and spirited woman who wouldn t be satisfied with simpering men such as Gremio and Hortensio. Rather, she needs a strong man to compliment her own strong and powerful personality. When Baptista enters and comes to Bianca s rescue, we learn what s really underlying Kate sShow MoreRelatedThe Taming Of The Shrew1180 Words   |  5 PagesDuring the 1600s, William Shakespeare wrote the play The Taming of the Shrew. This play has been well-known throughout the ages. The play has been adapted into film and the two most popular version of it are The Taming of the Shrew and 10 Things I Hate About You. The movie The Taming of the Shrew was released in 1967, while the newer version came out as, 10 Things I Hate About You which was released in 1999. Even though these two variations are based off the same play they have many similaritiesRead MoreThe Taming Of The Shrew1132 Words   |  5 PagesIn order for two comparative texts to develop ones understanding of shared themes and ideas they must over come the boundaries of differing contexts and explore the stro ng parallels between them. Shakespeare’s play â€Å"The Taming of the Shrew† (1590-1592) was composed during the Elizabethan era in contrast to Gil Junger’s â€Å"10 Things I Hate About You† (1999) set around 1990s America. Although the diverse time periods their correlating plots are indicators of appropriation and pronounce an intertextualRead MoreThe Taming Of The Shrew916 Words   |  4 PagesThe Taming of the Shrew was written somewhere between 1592 and 1594 (Bevington 2). Taming of the Shrew’s titular theme is Petruchio â€Å"taming† his shrewish wife, Katharina, which was a common theme for plays during Elizabethan England. However, the play delves so much deeper into their relationship than just focusing on a male’s forced submission of a female. In fact, The Taming of the Shrew offers a sophisticated opinion on how a married couple should interact. Petruchio’s grand scheme of how he willRead MoreThe Taming Of The Shr ew1723 Words   |  7 PagesThe Taming of the Shrew by William Shakespeare is a rich play for interpretation mainly because of its controversial content, due to the of power dynamics of Petruchio and Katharina. I chose to stage The Taming of the Shrew because I found the storyline engaging and I felt that the play would be able to be staged nontraditionally while continuing to retain its storyline and original language. For my production I would like Katharina and Petruchio to be in their late teens around 16 to 19 years oldRead MoreThe Taming Of The Shrew1313 Words   |  6 PagesThe Taming of the Shrew is a comedy/love story written by Shakespeare between 1590 and 1592. However, in the current era with new beliefs of men and women’s roles, The Taming of The Shrew is seen as pure misogyny. The plot of the play follows the idea that Bianca, the youngest daughter, is a beautiful young girl with lots of male attention and is eager to wed, though her wealthy father will not allow it until her older hot-tempered sister also has a suitor. Many modern films has been made on thisRead MoreThe Taming Of The Shrew1322 Words   |  6 PagesIn Shakespeare’s play The Taming of the Shrew, the main character, Katharina Minola is portrayed as a shrew. Her behavior emanated from the fact that a father who treated her with indifference raised her and there was a lack of a motherly influence in her li fe. â€Å"Shakespeare sketches her character with a depth the typical shrew lacks† (â€Å"The Taming and Comic Tradition† 1) so her behavior is a defense mechanism used to protect herself from rejection. Katharina â€Å"is aggressive and belligerent, butRead MoreThe Taming Of The Shrew934 Words   |  4 PagesShakespeare’s The Taming of the Shrew introduces the audience to the Elizabethan era. The mindset of the people in this era might be hard to grasp for the modern reader. The demeaning treatment and subsequent submission of women is a constant theme in the play. During this era, women were meant to obedient, submissive, and compliant to their husband. Katherine Minola, the daughter of Baptista defies society’s standards and is known for her outspokenness and thus labeled a â€Å"shrew.† Due to her aggressiveRead MoreThe Taming Of The Shrew Essay980 Words   |  4 PagesKatharina, also known as Kate, is the main protagonist and her fiery personality is the focal point of the Shakespeare play, â€Å"The Taming of the Shrew†. Her outspoken and quick-witted disposition is at odds with polite society thus earning her the offensive moniker ‘Shrew’, which essentially means a bad-tempered despicable old hag. Contrary to belief, she is, for the most part, an opinionated woman who has the courage to speak those opinions loudly to men that would prefer she’d be quiet. ThroughoutRead MoreTaming of the Shrew866 Words   |  4 PagesTaming of the shrew The Taming of the shrew was just one of William Shakespeares 4 great comedies. Taming of the shrew is based on a king named Baptista who had two daughters named Katherina and Bianca. Both daughters had arranged marriages by there father. Since Katherina was older she had to get married first. Her father chose Petruchio for her to marry. Katherina did not want to get married to Pertuchio, but Katherina did not have a choice. Katherina was very disobedient at the begging ofRead MoreThe Taming Of The Shrew1023 Words   |  5 PagesKristine Lieu Mr. Smith English 2, Period 1 02 March 2016 The Taming of the Shrew Introduction What happens when two fouled tongue and short tempered human beings gets married and try to get dominate each other? In the play, The Taming of the Shrew, by William Shakespeare, the shrew, Katherine is compelled to marry the severe Petruchio, whose ravenousness for Katherine s settlement is coordinated just by his nonchalance for her contentious mentality. To start with, Katherine is unwilling to comply

The Twilight Saga 4 Breaking Dawn 38. Power Free Essays

string(69) " I will settle for his,† Vladimir growled from the other side\." â€Å"Chelsea is trying to break our bindings,† Edward whispered. â€Å"But she can’t find them. She can’t feel us here. We will write a custom essay sample on The Twilight Saga 4: Breaking Dawn 38. Power or any similar topic only for you Order Now . . .† His eyes cut to me. â€Å"Are you doing that?† I smiled grimly at him. â€Å"I am all over this.† Edward lurched away from me suddenly, his hand reaching out toward Carlisle. At the same time, I felt a much sharper jab against the shield where it wrapped protectively around Carlisle’s light. It wasn’t painful, but it wasn’t pleasant, either. â€Å"Carlisle? Are you all right?† Edward gasped frantically. â€Å"Yes. Why?† â€Å"Jane,† Edward answered. The moment that he said her name, a dozen pointed attacks hit in a second, stabbing all over the elastic shield, aimed at twelve different bright spots. I flexed, making sure the shield was undamaged. It didn’t seem like Jane had been able to pierce it. I glanced around quickly; everyone was fine. â€Å"Incredible,† Edward said. â€Å"Why aren’t they waiting for the decision?† Tanya hissed. â€Å"Normal procedure,† Edward answered brusquely. â€Å"They usually incapacitate those on trial so they can’t escape.† I looked across at Jane, who was staring at our group with furious disbelief. I was pretty sure that, besides me, she’d never seen anyone remain standing through her fiery assault. It probably wasn’t very mature. But I figured it would take Aro about half a second to guess – if he hadn’t already – that my shield was more powerful than Edward had known; I already had a big target on my forehead and there was really no point in trying to keep the extent of what I could do a secret. So I grinned a huge, smug smile right at Jane. Her eyes narrowed, and I felt another stab of pressure, this time directed at me. I pulled my lips wider, showing my teeth. Jane let out a high-pitched scream of a snarl. Everyone jumped, even the disciplined guard. Everyone but the ancients, who didn’t so much as look up from their conference. Her twin caught her arm as she crouched to spring. The Romanians started chuckling with dark anticipation. â€Å"I told you this was our time,† Vladimir said to Stefan. â€Å"Just look at the witch’s face,† Stefan chortled. Alec patted his sister’s shoulder soothingly, then tucked her under his arm. He turned his face to us, perfectly smooth, completely angelic. I waited for some pressure, some sign of his attack, but I felt nothing. He continued to stare in our direction, his pretty face composed. Was he attacking? Was he getting through my shield? Was I the only one who could still see him? I clutched at Edward’s hand. â€Å"Are you okay?† I choked out. â€Å"Yes,† he whispered. â€Å"Is Alec trying?† Edward nodded. â€Å"His gift is slower than Jane’s. It creeps. It will touch us in a few seconds.† I saw it then, when I had a clue of what to look for. A strange clear haze was oozing across the snow, nearly invisible against the white. It reminded me of a mirage – a slight warping of the view, a hint of a shimmer. I pushed my shield out from Carlisle and the rest of the front line, afraid to have the slinking mist too close when it hit. What if it stole right through my intangible protection? Should we run? A low rumbling murmured through the ground under our feet, and a gust of wind blew the snow into sudden flurries between our position and the Volturi’s. Benjamin had seen the creeping threat, too, and now he tried to blow the mist away from us. The snow made it easy to see where he threw the wind, but the mist didn’t react in any way. It was like air blowing harmlessly through a shadow; the shadow was immune. The triangular formation of the ancients finally broke apart when, with a racking groan, a deep, narrow fissure opened in a long zigzag across the middle of the clearing. The earth rocked under my feet for a moment. The drifts of snow plummeted into the hole, but the mist skipped right across it, as untouched by gravity as it had been by wind. Aro and Caius watched the opening earth with wide eyes. Marcus looked in the same direction without emotion. They didn’t speak; they waited, too, as the mist approached us. The wind shrieked louder but didn’t change the course of the mist. Jane was smiling now. And then the mist hit a wall. I could taste it as soon as it touched my shield – it had a dense, sweet, cloying flavor. It made me remember dimly the numbness of Novocain on my tongue. The mist curled upward, seeking a breach, a weakness. It found none. The fingers of searching haze twisted upward and around, trying to find a way in, and in the process illustrating the astonishing size of the protective screen. There were gasps on both sides of Benjamin’s gorge. â€Å"Well done, Bella!† Benjamin cheered in a low voice. My smile returned. I could see Alec’s narrowed eyes, doubt on his face for the first time as his mist swirled harmlessly around the edges of my shield. And then I knew that I could do this. Obviously, I would be the number-one priority, the first one to die, but as long as I held, we were on more than equal footing with the Volturi. We still had Benjamin and Zafrina; they had no supernatural help at all. As long as I held. â€Å"I’m going to have to concentrate,† I whispered to Edward. â€Å"When it comes to hand to hand, it’s going to be harder to keep the shield around the right people.† â€Å"I’ll keep them off you.† â€Å"No. You have to get to Demetri. Zafrina will keep them away from me.† Zafrina nodded solemnly. â€Å"No one will touch this young one,† she promised Edward. â€Å"I’d go after Jane and Alec myself, but I can do more good here.† â€Å"Jane’s mine,† Kate hissed. â€Å"She needs a taste of her own medicine.† â€Å"And Alec owes me many lives, but I will settle for his,† Vladimir growled from the other side. You read "The Twilight Saga 4: Breaking Dawn 38. Power" in category "Essay examples" â€Å"He’s mine.† â€Å"I just want Caius,† Tanya said evenly. The others started divvying up opponents, too, but they were quickly interrupted. Aro, staring calmly at Alec’s ineffective mist, finally spoke. â€Å"Before we vote,† he began. I shook my head angrily. I was tired of this charade. The bloodlust was igniting in me again, and I was sorry that I would help the others more by standing still. I wanted to fight. â€Å"Let me remind you,† Aro continued, â€Å"whatever the council’s decision, there need be no violence here.† Edward snarled out a dark laugh. Aro stared at him sadly. â€Å"It will be a regrettable waste to our kind to lose any of you. But you especially, young Edward, and your newborn mate. The Volturi would be glad to welcome many of you into our ranks. Bella, Benjamin, Zafrina, Kate. There are many choices before you. Consider them.† Chelsea’s attempt to sway us fluttered impotently against my shield. Aro’s gaze swept across our hard eyes, looking for any indication of hesitation. From his expression, he found none. I knew he was desperate to keep Edward and me, to imprison us the way he had hoped to enslave Alice. But this fight was too big. He would not win if I lived. I was fiercely glad to be so powerful that I left him no way not to kill me. â€Å"Let us vote, then,† he said with apparent reluctance. Caius spoke with eager haste. â€Å"The child is an unknown quantity. There is no reason to allow such a risk to exist. It must be destroyed, along with all who protect it.† He smiled in expectation. I fought back a shriek of defiance to answer his cruel smirk. Marcus lifted his uncaring eyes, seeming to look through us as he voted. â€Å"I see no immediate danger. The child is safe enough for now. We can always reevaluate later. Let us leave in peace.† His voice was even fainter than his brothers’ feathery sighs. None of the guard relaxed their ready positions at his disagreeing words. Caius’s anticipatory grin did not falter. It was as if Marcus hadn’t spoken at all. â€Å"I must make the deciding vote, it seems,† Aro mused. Suddenly, Edward stiffened at my side. â€Å"Yes!† he hissed. I risked a glance at him. His face glowed with an expression of triumph that I didn’t understand – it was the expression an angel of destruction might wear while the world burned. Beautiful and terrifying. There was a low reaction from the guard, an uneasy murmur. â€Å"Aro?† Edward called, nearly shouted, undisguised victory in his voice. Aro hesitated for a second, assessing this new mood warily before he answered. â€Å"Yes, Edward? You have something further†¦ ?† â€Å"Perhaps,† Edward said pleasantly, controlling his unexplained excitement. â€Å"First, if I could clarify one point?† â€Å"Certainly,† Aro said, raising his eyebrows, nothing now but polite interest in his tone. My teeth ground together; Aro was never more dangerous than when he was gracious. â€Å"The danger you foresee from my daughter – this stems entirely from our inability to guess how she will develop? That is the crux of the matter?† â€Å"Yes, friend Edward,† Aro agreed. â€Å"If we could but be positive†¦ be sure that, as she grows, she will be able to stay concealed from the human world – not endanger the safety of our obscurity . . .† He trailed off, shrugging. â€Å"So, if we could only know for sure,† Edward suggested, â€Å"exactly what she will become†¦ then there would be no need for a council at all?† â€Å"If there was some way to be absolutely sure,† Aro agreed, his feathery voice slightly more shrill. He couldn’t see where Edward was leading him. Neither could I. â€Å"Then, yes, there would be no question to debate.† â€Å"And we would part in peace, good friends once again?† Edward asked with a hint of irony. Even more shrill. â€Å"Of course, my young friend. Nothing would please me more.† Edward chuckled exultantly. â€Å"Then I do have something more to offer.† Aro’s eyes narrowed. â€Å"She is absolutely unique. Her future can only be guessed at.† â€Å"Not absolutely unique,† Edward disagreed. â€Å"Rare, certainly, but not one of a kind.† I fought the shock, the sudden hope springing to life, as it threatened to distract me. The sickly-looking mist still swirled around the edges of my shield. And, as I struggled to focus, I felt again the sharp, stabbing pressure against my protective hold. â€Å"Aro, would you ask Jane to stop attacking my wife?† Edward asked courteously. â€Å"We are still discussing evidence.† Aro raised one hand. â€Å"Peace, dear ones. Let us hear him out.† The pressure disappeared. Jane bared her teeth at me; I couldn’t help grinning back at her. â€Å"Why don’t you join us, Alice?† Edward called loudly. â€Å"Alice,† Esme whispered in shock. Alice! Alice, Alice, Alice! â€Å"Alice!† â€Å"Alice!† other voices murmured around me. â€Å"Alice,† Aro breathed. Relief and violent joy surged through me. It took all my will to keep the shield where it was. Alec’s mist still tested, seeking a weakness – Jane would see if I left any holes. And then I heard them running through the forest, flying, closing the distance as quickly as they could with no slowing effort at silence. Both sides were motionless in expectation. The Volturi witnesses scowled in fresh confusion. Then Alice danced into the clearing from the southwest, and I felt like the bliss of seeing her face again might knock me off my feet. Jasper was only inches behind her, his sharp eyes fierce. Close after them ran three strangers; the first was a tall, muscular female with wild dark hair – obviously Kachiri. She had the same elongated limbs and features as the other Amazons, even more pronounced in her case. The next was a small olive-toned female vampire with a long braid of black hair bobbing against her back. Her deep burgundy eyes flitted nervously around the confrontation before her. And the last was a young man†¦ not quite as fast nor quite as fluid in his run. His skin was an impossible rich, dark brown. His wary eyes flashed across the gathering, and they were the color of warm teak. His hair was black and braided, too, like the woman’s, though not as long. He was beautiful. As he neared us, a new sound sent shock waves through the watching crowd – the sound of another heartbeat, accelerated with exertion. Alice leaped lightly over the edges of the dissipating mist that lapped at my shield and came to a sinuous stop at Edward’s side. I reached out to touch her arm, and so did Edward, Esme, Carlisle. There wasn’t time for any other welcome. Jasper and the others followed her through the shield. All the guard watched, speculation in their eyes, as the latecomers crossed the invisible border without difficulty. The brawny ones, Felix and the others like him, focused their suddenly hopeful eyes on me. They had not been sure of what my shield repelled, but it was clear now that it would not stop a physical attack. As soon as Aro gave the order, the blitz would ensue, me the only object. I wondered how many Zafrina would be able to blind, and how much that would slow them. Long enough for Kate and Vladimir to take Jane and Alec out of the equation? That was all I could ask for. Edward, despite his absorption in the coup he was directing, stiffened furiously in response to their thoughts. He controlled himself and spoke to Aro again. â€Å"Alice has been searching for her own witnesses these last weeks,† he said to the ancient. â€Å"And she does not come back empty-handed. Alice, why don’t you introduce the witnesses you’ve brought?† Caius snarled. â€Å"The time for witnesses is past! Cast your vote, Aro!† Aro raised one finger to silence his brother, his eyes glued to Alice’s face. Alice stepped forward lightly and introduced the strangers. â€Å"This is Huilen and her nephew, Nahuel.† Hearing her voice†¦ it was like she’d never left. Caius’s eyes tightened as Alice named the relationship between the newcomers. The Volturi witnesses hissed amongst themselves. The vampire world was changing, and everyone could feel it. â€Å"Speak, Huilen,† Aro commanded. â€Å"Give us the witness you were brought to bear.† The slight woman looked to Alice nervously. Alice nodded in encouragement, and Kachiri put her long hand on the little vampire’s shoulder. â€Å"I am Huilen,† the woman announced in clear but strangely accented English. As she continued, it was apparent she had prepared herself to tell this story, that she had practiced. It flowed like a well-known nursery rhyme. â€Å"A century and a half ago, I lived with my people, the Mapuche. My sister was Pire. Our parents named her after the snow on the mountains because of her fair skin. And she was very beautiful – too beautiful. She came to me one day in secret and told me of the angel that found her in the woods, that visited her by night. I warned her.† Huilen shook her head mournfully. â€Å"As if the bruises on her skin were not warning enough. I knew it was the Libishomen of our legends, but she would not listen. She was bewitched. â€Å"She told me when she was sure her dark angel’s child was growing inside her. I didn’t try to discourage her from her plan to run away – I knew even our father and mother would agree that the child must be destroyed, Pire with it. I went with her into the deepest parts of the forest. She searched for her demon angel but found nothing. I cared for her, hunted for her when her strength failed. She ate the animals raw, drinking their blood. I needed no more confirmation of what she carried in her womb. I hoped to save her life before I killed the monster. â€Å"But she loved the child inside her. She called him Nahuel, after the jungle cat, when he grew strong and broke her bones – and loved him still. â€Å"I could not save her. The child ripped his way free of her, and she died quickly, begging all the while that I would care for her Nahuel. Her dying wish – and I agreed. â€Å"He bit me, though, when I tried to lift him from her body. I crawled away into the jungle to die. I didn’t get far – the pain was too much. But he found me; the newborn child struggled through the underbrush to my side and waited for me. When the pain ended, he was curled against my side, sleeping. â€Å"I cared for him until he was able to hunt for himself. We hunted the villages around our forest, staying to ourselves. We have never come so far from our home, but Nahuel wished to see the child here.† Huilen bowed her head when she was finished and moved back so she was partially hidden behind Kachiri. Aro’s lips were pursed. He stared at the dark-skinned youth. â€Å"Nahuel, you are one hundred and fifty years old?† he questioned. â€Å"Give or take a decade,† he answered in a clear, beautifully warm voice. His accent was barely noticeable. â€Å"We don’t keep track.† â€Å"And you reached maturity at what age?† â€Å"About seven years after my birth, more or less, I was full grown.† â€Å"You have not changed since then?† Nahuel shrugged. â€Å"Not that I’ve noticed.† I felt a shudder tremble through Jacob’s body. I didn’t want to think about this yet. I would wait till the danger was past and I could concentrate. â€Å"And your diet?† Aro pressed, seeming interested in spite of himself. â€Å"Mostly blood, but some human food, too. I can survive on either.† â€Å"You were able to create an immortal?† As Aro gestured to Huilen, his voice was abruptly intense. I refocused on my shield; perhaps he was seeking a new excuse. â€Å"Yes, but none of the rest can.† A shocked murmur ran through all three groups. Aro’s eyebrows shot up. â€Å"The rest?† â€Å"My sisters.† Nahuel shrugged again. Aro stared wildly for a moment before composing his face. â€Å"Perhaps you would tell us the rest of your story, for there seems to be more.† Nahuel frowned. â€Å"My father came looking for me a few years after my mother’s death.† His handsome face distorted slightly. â€Å"He was pleased to find me.† Nahuel’s tone suggested the feeling was not mutual. â€Å"He had two daughters, but no sons. He expected me to join him, as my sisters had. â€Å"He was surprised I was not alone. My sisters are not venomous, but whether that’s due to gender or a random chance†¦ who knows? I already had my family with Huilen, and I was not interested† – he twisted the word – â€Å"in making a change. I see him from time to time. I have a new sister; she reached maturity about ten years back.† â€Å"Your father’s name?† Caius asked through gritted teeth. â€Å"Joham,† Nahuel answered. â€Å"He considers himself a scientist. He thinks he’s creating a new super-race.† He made no attempt to disguise the disgust in his tone. Caius looked at me. â€Å"Your daughter, is she venomous?† he demanded harshly. â€Å"No,† I responded. Nahuel’s head snapped up at Aro’s question, and his teak eyes turned to bore into my face. Caius looked to Aro for confirmation, but Aro was absorbed in his own thoughts. He pursed his lips and stared at Carlisle, and then Edward, and at last his eyes rested on me. Caius growled. â€Å"We take care of the aberration here, and then follow it south,† he urged Aro. Aro stared into my eyes for a long, tense moment. I had no idea what he was searching for, or what he found, but after he had measured me for that moment, something in his face changed, a faint shift in the set of his mouth and eyes, and I knew that Aro had made his decision. â€Å"Brother,† he said softly to Caius. â€Å"There appears to be no danger. This is an unusual development, but I see no threat. These half-vampire children are much like us, it appears.† â€Å"Is that your vote?† Caius demanded. â€Å"It is.† Caius scowled. â€Å"And this Joham? This immortal so fond of experimentation?† â€Å"Perhaps we should speak with him,† Aro agreed. â€Å"Stop Joham if you will,† Nahuel said flatly. â€Å"But leave my sisters be. They are innocent.† Aro nodded, his expression solemn. And then he turned back to his guard with a warm smile. â€Å"Dear ones,† he called. â€Å"We do not fight today.† The guard nodded in unison and straightened out of their ready positions. The mist dissipated swiftly, but I held my shield in place. Maybe this was another trick. I analyzed their expressions as Aro turned back to us. His face was as benign as ever, but unlike before, I sensed a strange blankness behind the fa?ade. As if his scheming was over. Caius was clearly incensed, but his rage was turned inward now; he was resigned. Marcus looked†¦ bored; there really was no other word for it. The guard was impassive and disciplined again; there were no individuals among them, just the whole. They were in formation, ready to depart. The Volturi witnesses were still wary; one after another, they departed, scattering into the woods. As their numbers dwindled, the remaining sped up. Soon they were all gone. Aro held his hands out to us, almost apologetic. Behind him, the larger part of the guard, along with Caius, Marcus, and the silent, mysterious wives, were already drifting quickly away, their formation precise once again. Only the three that seemed to be his personal guardians lingered with him. â€Å"I’m so glad this could be resolved without violence,† he said sweetly. â€Å"My friend, Carlisle – how pleased I am to call you friend again! I hope there are no hard feelings. I know you understand the strict burden that our duty places on our shoulders.† â€Å"Leave in peace, Aro,† Carlisle said stiffly. â€Å"Please remember that we still have our anonymity to protect here, and keep your guard from hunting in this region.† â€Å"Of course, Carlisle,† Aro assured him. â€Å"I am sorry to earn your disapproval, my dear friend. Perhaps, in time, you will forgive me.† â€Å"Perhaps, in time, if you prove a friend to us again.† Aro bowed his head, the picture of remorse, and drifted backward for a moment before he turned around. We watched in silence as the last four Volturi disappeared into the trees. It was very quiet. I did not drop my shield. â€Å"Is it really over?† I whispered to Edward. His smile was huge. â€Å"Yes. They’ve given up. Like all bullies, they’re cowards underneath the swagger.† He chuckled. Alice laughed with him. â€Å"Seriously, people. They’re not coming back. Everybody can relax now.† There was another beat of silence. â€Å"Of all the rotten luck,† Stefan muttered. And then it hit. Cheers erupted. Deafening howls filled the clearing. Maggie pounded Siobhan on the back. Rosalie and Emmett kissed again – longer and more ardently than before. Benjamin and Tia were locked in each other’s arms, as were Carmen and Eleazar. Esme held Alice and Jasper in a tight embrace. Carlisle was warmly thanking the South American newcomers who had saved us all. Kachiri stood very close to Zafrina and Senna, their fingertips interlocked. Garrett picked Kate up off the ground and swung her around in a circle. Stefan spit on the snow. Vladimir ground his teeth together with a sour expression. And I half-climbed the giant russet wolf to rip my daughter off his back and then crushed her to my chest. Edward’s arms were around us in the same second. â€Å"Nessie, Nessie, Nessie,† I crooned. Jacob laughed his big, barky laugh and poked the back of my head with his nose. â€Å"Shut up,† I mumbled. â€Å"I get to stay with you?† Nessie demanded. â€Å"Forever,† I promised her. We had forever. And Nessie was going to be fine and healthy and strong. Like the halfhuman Nahuel, in a hundred and fifty years she would still be young. And we would all be together. Happiness expanded like an explosion inside me – so extreme, so violent that I wasn’t sure I’d survive it. â€Å"Forever,† Edward echoed in my ear. I couldn’t speak anymore. I lifted my head and kissed him with a passion that might possibly set the forest on fire. I wouldn’t have noticed. How to cite The Twilight Saga 4: Breaking Dawn 38. Power, Essay examples

Waste Management Policy Analytical Hierarchical Process Tool

Question: Compare and contrast the legislative approach taken to controlling solid waste in your own country and the European Union (EU). If your own country does not have legislation in this area you should compare the approach taken within the EU with that taken in the United States of America. Where possible, you should discuss to which category of the three major environmental policy making categories (i. command and control regulation; ii. market based instruments; iii. voluntary regulation) the legislation identified from your country would belong? Answer: Introduction Waste management policy has been the buzz word which is becoming a major political and social issue being faced by the countries all round the globe. However, a little has been done by the local governments of the EU and UK in respective of the waste management agenda. The project aim sat investigating the solid waste management policy and approach of the local governments of EU and UK. Local practices relating to the management of solid waste as produced by the industries in the countries includes the availability of the landfill, funding, staffing levels and relative costs involved with the management options of the respective countries (Gharfalkar et al 2015). The project deals in providing a report based on the legislative approach as followed by the EU and UK in respective of controlling the solid waste as produced in the countries. The among objective of the report is to evaluate the legislations of the selected countries by critically analyzing the enforcement provisions for c ontrolling the environment within the countries Legislative approach for controlling solid waste in UK and EU UK UK alone produces 29 million tons of municipal waste every year out of which 2.6 million tones are incinerated for energy generation. The energy as produced from the waste in the UK is estimated to increase to around 25% of the total municipal solid waste from the current level of 9%, by the end of 2020 (Shiers et al 2014). The EU Directive 1999/31/EF policy helps in minimizing the muas the safest method for waste disposal in the coast owing to the naturally impermeable ground conditions. Moreover, the landfill tax rate in respective of active waste has been seen to be increased by 15 per ton in2004 which reached to 32 per ton in 2008/09. According to a recent survey, it is estimated that the tax to be increasing to 48 per ton in the near future, and thus, making the country to be in line with Denmark and Sweden (Hildebrand 2013). Current waste management legislation Figure 1: Hierarchy related to the waste management in the UK Source: (Jamasb and Nepal 2012) The European Commission Waste Framework Directive (2008/98/EC) defines two waste management decisions including the methods related to the reduction of the waste being produced and disposal of the same. The disposal options include the utilization of the sanitary landfill sites, incinerating waste with the energy production, and recycling materials. From the above figure, the waste management in UK can be comprised of five step hierarchy which serves as the flexible principle instead of rigid requirement related to the waste policy. According to Jamasb and Nepal (2012), the successful waste manage policy helps in addressing a link between the economic growth as well as the waste growth. This implies the reduction in the waste intensity of the GDP as the availability of the resources for the manufacturing of products and services are being minimized in the long run. As far as UK is concerned, the waste has grown less than its GDP in the year 2000. Moreover, the municipal waste had increased by about 3.5 % in 2000 which slowed down to around 1.5% per year since then. The estimated amount of waste in the UK is predicted to be lying in between 32 and 42 million tons by 2020 based on the annual growth rates of 0.7 to 2.3% respectively (Jamasb and Nepal 2012). According to Mhle and Cheeseman (2012), the waste hierarchy gives overall priority in reducing down the waste stream. In the perspective of the UK, it is estimated that around 10 tones of the resources are being utilized for producing 1 tone of the products. This signifies resource inefficiency from the perspective of 3.75 million UK organizations. In addition, the waste reduction is the most difficult approach to manage the waste in the UK. According to Jamasb and Nepal (2012), the methods to reduce down on the produced waste are to charge the industries with variable costs related to the rubbish collection based on their weight, volume and material content. This strategy can be beneficial in the product packaging sector of the organizations. The strategy has become more popular as it does not directly by the public. In 2005, major retailers in the UK had signed up with the WRAP (Waste and Resources Action Program) in order to collaborate on finding technologies and packaging soluti ons in order to reduce waste. They agreed to deliver reductions in the packaging and to identify efficient methods to reduce down the solid waste being produced in the process. EU According to Pirers and Chang (2013), EU (European Union) is a political and economic union of 27 member states which together with Norway and Switzerland help manage their waste management issued by the application of solid waste management legislation. The pursuing of the solid waste management strategy would lead to the conformity with the current standards for both waste management and the EU government agencies as well. Current waste management legislation In 2001, the European Council adopted the first EU sustainable development strategy with the overall aim to promote and support actions in order to enable the EU to improve the quality of life for bit the future and current organizations. According to Pirers and Chang (2013), this improvement of quality of life is expected to be achieved by creating suitable communities that are capable of efficient management of the resources ensuring prosperity social cohesion and environmental protection as well. These changes would be essential for establishing a sense of energy in respective of the solid waste management. Though, the short term action is required for managing the and tackling the operation issues in respective of the solid waste management, long term perspective of the solid waste management should also be established (Williams 2013). New Waste Directive 2008/98/EC as published by the European Commission is the forts legislation which reflects on the solid waste management of the European Commission thus, bringing new challenges to the waste management system. These new definitions for the waste by products require the selection of appropriate technologies that aims at proving protection to the human health and environment, prompting recycling and reuse, and enhancing EPR (Extended Produce Responsibility) as well (Laurent et al 2014). According to Pirers and Chang (2013), the sustainable production and consumption in respective of the waste management has gained wider attention in the resource conservation process including the recovery and reuse of the waste materials. The population growth, migrations and other resource factors becomes essential for the forecasting of the waste generation in an accurate manner. The public health needs to be included through the application of an appropriate QAS (quality assuranc e system for product control. According to (Mhle and Cheeseman 2012), the improved knowledge base helps in influencing the advancement of the waste collection, resource usage, and disposable alternative practices. The theatric strategy related to the recycling and prevention of waste is one of the examples of policy change. This policy as imposed by the EU would help in improving the existing legislations, promoting recovery, recycling and disposal activities with modernization and simplification effects on waste definition. The solid waste management at the EU level includes the promotions of the GHS emissions reduction through diversification form the landfills utilization, improving energy efficiencies at disposal facilities. the EU regulations has made it mandatory to implement MSW (Municipal Solid Waste) Management like the SEA directive for initializing the participation of the public in order to draw certain plans and programs in respective of controlling the environmental is sues in the future (Christensen 2014). Comparison of solid waste management approach Figure 2: Trends of Solid waste management by UK and other EU countries Source: (Jamasb and Nepal 2012) From the analysis of the above figure depicting the trends of Solid waste management by UK and other EU countries, it can be evident that the UK is relying mostly on the land filling approach as the primary method of reducing frown the solid waste. This can be related to the historical circumstance of the geology where the country is having large holes owing to the mining activities in the country making easy to use land filling sites (White and Hindle 2012). Conclusion The project deals in providing a report based on the legislative approach as followed by the EU and UK in respective of controlling the solid waste as produced in the countries. The report helps in familiarizing with the legislations as enforced by the countries dealing with the environment. The project helps in understanding the provisions as made by the countries in respective of controlling the solid waste as evident in the countries is complied with. The report deals in comparing and contrasting the legislative approach in respective of controlling the solid waste related as produced in the UK and EU. The main objective of the report is to evaluate the legislations of the selected countries by critically analyzing the enforcement provisions for controlling the environment within the countries. The report also deals in categorizing the legislation as identified in the countries in respective of the environment policy as applicable. References Antonopoulos, I.S., Perkoulidis, G., Logothetis, D. and Karkanias, C., 2014. Ranking municipal solid waste treatment alternatives considering sustainability criteria using the analytical hierarchical process tool. Resources, Conservation and Recycling, 86, pp.149-159. Aydi, A., Zairi, M. and Dhia, H.B., 2013. Minimization of environmental risk of landfill site using fuzzy logic, analytical hierarchy process, and weighted linear combination methodology in a geographic information system environment. Environmental earth sciences, 68(5), pp.1375-1389. Gharfalkar, M., Court, R., Campbell, C., Ali, Z. and Hillier, G., 2015. Analysis of waste hierarchy in the European waste directive 2008/98/EC. Waste Management, 39, pp.305-313. Hildebrand, S.H., 2013. The Future is Nigh: Norwegian waste governance regimes from 1860 to 2010 and an analysis of current waste prevention policies. Jamasb, T. and Nepal, R. (2012). Issues and options in waste management: A social costbenefit analysis of waste-to-energy in the UK. Resources, Conservation and Recycling, 54(12), pp.1341-1352. Laurent, A., Bakas, I., Clavreul, J., Bernstad, A., Niero, M., Gentil, E., Hauschild, M.Z. and Christensen, T.H., 2014. Review of LCA studies of solid waste management systemsPart I: Lessons learned and perspectives. Waste management, 34(3), pp.573-588. Marshall, R.E. and Farahbakhsh, K., 2013. Systems approaches to integrated solid waste management in developing countries. Waste Management, 33(4), pp.988-1003. Mhle, S., Balsam, I. and Cheeseman, C. (2012). Comparison of carbon emissions associated with municipal solid waste management in Germany and the UK. Resources, Conservation and Recycling, 54(11), pp.793-801. Pires, A., Martinho, G. and Chang, N. (2013). Solid waste management in European countries: A review of systems analysis techniques. Journal of Environmental Management, 92(4), pp.1033-1050. Shiers, D., Weston, J., Wilson, E., Glasson, J. and Deller, L., 2014. Implementing new EU environmental law: the short life of the UK Site Waste Management Plan Regulations. Journal of Environmental Planning and Management, 57(7), pp.1003-1022. White, P., Dranke, M. and Hindle, P., 2012. Integrated solid waste management: a lifecycle inventory. Springer Science Business Media. Williams, P.T., 2013. Waste treatment and disposal. John Wiley Sons.

Patriotism Essays - Patriotism, American Patriotism,

Patriotism It is not for him to pride himself who loveth his own country, but rather for him who loveth the whole world. The earth is but one country and mankind its citizens. This statement was made by Baha'u'llah, a religious leader from the late 1800's. He taught his followers that all people are equal. We, as Americans are also lead to believe this, although our society may not convey this at all times. Patriotism is not just part of a veteran's past, a soldier's life, or a naval officer's pride. Patriotism is a promise all those who call themselves citizens of the United States to live life loving, sharing and respecting all those around us. Americanism is religious freedom, no bias of race or color. We have many freedoms that many other countries are not as fortunate to have. As the melting pot of many races and religions, our patriotism should be toward all nations of the world. We, as citizens of the United States, are responsible for keeping the opportunities open that were promised by our forefathers when they founded this country: life, liberty and the pursuit of happiness. American patriotism can be seen as respect for others' heritage and culture. It is the common love of the land we call home. America was built on multiple cultural backgrounds fleeing persecution, poverty and a life without simple freedoms. The opportunities reflected a life that many could only dream of. Our backgrounds may all differ in origin, but in our nationality we are all patriotic Americans. As the future of this country, we are bound to continue the works to make a great nation that began with the founding of this land; to appreciate our heritage; defend American ideals. This is our promise. This is our priority. This is our way to show our appreciation to the soldiers and founders of this country. This is our way to show our patriotism. American History

The Singing Detective essays

The Singing Detective essays P.D Marlowe's dreams, hallucinations and imaginings play an important role in The Singing Detective. This is a six-episode film may be seen as a marking of the first time Dennis Potter dealt with illness in his work, although it is not as much an autobiography. "I felt myself being nudged into writing about the condition. Not what it's like to be ill, but what it's like to be a human being trying to understand the shape of your own life," The three main subplots are the Hospital Ward (1980s), the Forest of Dean (then later, London (1930s), and the Film Noir fantasy of the 1940s. Phillip Marlowe is the link between these worlds, these subplots. As the three subplots are basically telling the same story they intermingle in Marlow's head. As Marlow hallucinates due to his illness the flashbacks and fantasy scenes have an anchor in reality and credibility for the viewer. "Even more than his beloved Forest of Dean, the landscape Potter occupies is the inside of the head". Seeing the story subjectively from Marlow's perspective forces us to associate with this unsympathetic character. In Marlow's head, where all the stories are based he is unravelling the plots to reach a resolution. By reworking his novel he assimilates his childhood memories and so comes to terms with his reality. In Potter's own words (in 'Potter on Potter'), Marlow is "trying to rewrite [the novel] simply as an exercise in not going mad. That in turn led him to start assembling his life". The multi-temporal narrative, with 'worlds' crossing into each other, had been tried by Potter before a nd more so since (Cream in My Coffee, Blackeyes, Secret Friends) but it was probably most effectively realised in The Singing Detective. The Singing Detective is visually aesthetic, and uses the physical and mental state of the characters to reflect their personality and position in their environment. It is through this technique that the main character, Phillip Marlow...

Knowledge, Truth, Belief Assignment Example | Topics and Well Written Essays - 250 words - 5

Knowledge, Truth, Belief - Assignment Example One should then seek out processes that are reliable. In all these, we see that any explications, even externalist explications, revolve around and make use of the internalist concepts (Chisholm 295). Goldman is an externalist, by explaining his position in justification after facts. He believes that the justification status of a certain belief is a function of the processes’ reliability. This is an externalistic approach. He disputes Chisholm’ internalist approach that justification status of a certain belief is something that the cognizer determines or is able to know. It is not necessary for the cognizer to know that a certain belief is justified. Rather, it is the reliability of the process that is important; that is, justifying your action after tested/reliable facts. There is a need for a merger between the two approaches. Internalism and externalism on their own provide unsatisfactory responses in answering the deepest epistemological issues (Laurence 8). For a belief to be justified, it is important to possess internal belief. However, it is imperative to base this internal belief on reliable processes. Hence, justification should not solely be determined by factors which are internal to person. For a proper response to epistemological issues, a hybrid of the two systems should be

Business Economics Assignment Example | Topics and Well Written Essays - 2500 words

Business Economics - Assignment Example B) Can lower average total cost if the advertising increases the quantity sold by a large enough amount. C) Cannot lower average total cost because when a firm advertises it increases its costs. D) Always lower average total cost because whenever a firm advertises, it increases the quantity sold. E) Lower total cost if the advertising increases the quantity sold by a large enough amount. 3) A monopoly arises for two key reasons, which are ________. A) Franchises and barriers to entry B) Natural and legal C) Barriers to entry and close substitutes D) Close substitutes and no barriers to entry E) Barriers to entry and no close substitutes 4) Dole Co. operates in a monopolistically competitive market. Which of the following characterizes Dole Co.'s market? A) Dole Co. faced no barrier to entry when it decided to enter its market. B) Dole Co. supplies a small portion of the market's output. C) Dole Co. is unable to collude with other firms in the market. D) Dole Co.'s product is slightly different from its competitors. E) All of the above describe Dole Co.'s market. 5)A market in which firms can enter and leave so easily that firms in the market face competition from potential entrants is called a A) Contestable market. B) Natural oligopoly C) Limit pricing market. D) Monopolistic competition market. E) Cartel. 6) If the demand for its good or service is inelastic, a monopoly's A) Total revenue increases when the firm lowers its price. B) Marginal revenue is positive. C) Total revenue is unchanged when the firm lowers its price. D) Marginal revenue is negative. E) Marginal revenue is equal to zero. 7) In monopolistic competition, firms compete on the basis of A) Quality and marketing, but not price. B) Price, quality, and marketing. C) Price only. D) Quality only. E) Marketing only. 8) Rent seeking is best defined as attempts A) By individuals to avoid paying taxes. B) By owners of a monopoly to sell the firm. C) To achieve monopoly power and the resulting economic profit. D) By landlords to get tenants. E) None of the above. 9) In the long-run, a firm in monopolistic competition produces at an output level where A) P = ATC and MR > MC. B) P = ATC and MR = MC. C) P > ATC and MR > MC. D) P > ATC and MR = MC. E) P > ATC and MC > ATC. 10) Some unemployment is unavoidable because ________. A) Many part-time workers would like to have full-time work B) There is always some cyclical unemployment C) Often people become discouraged workers D) Many people in the working-age population attend school and are unemployed E) People are making transitions through the stages of life and businesses are making transitions 11) Approximately, the real interest rate ________ the inflation rate ________ the nominal interest rate. A) Equals; minus B) Plus; equals C) Times; divided by 100 equals D) Minus; equals E) Equals; plus 12) Which of the following exchange rate policies uses a target exchange rate, but allows the target to change? A) Crawling peg B) Fixed exc hange rate C) Moving target D) Flexible exchange rate E) None of the above 13) An increase in the tax on capital income ________ the supply of loan able funds and ________ investment. A) Decreases; increases B) Decreases the demand for loanable funds; decreases or increases C) Decreases; decreases D) Increases;

Organisational Structure and Corporate Strategy of Toyota

Organisational Structure and Corporate Strategy of Toyota There are many factors other than organizational structure that have a significant bearing upon the performance of an organization. However, organizational structure is a particularly important aspect as, if properly designed, it allows the other aspects e.g. strategic work, to function properly. For example, Alfred D Chandler (in Foss, 1997) argues that firm structure follows strategy. That is not to say that, if an organization is inappropriately designed, it will not perform adequately (Walker, 1996). ORGANIZATIONAL STRUCTURES All organized human activity give rise to two basic and differing requirements: the distribution of labour into various tasks to be performed, and the coordination of these tasks to complete the activity. The structure of an organization can therefore be defined merely as the sum total of the ways in which its labour is divided into distinct tasks and how its coordination is achieved amongst these tasks (Mintzberg, 1983). To design an effective organizational structure the elements of structure, (the organizations niche, how large it grows, and the methods used to produce) should be selected to achieve an internal consistency, as well as a basic stability with the organizations context (its size, its age, the kind of environment in which it functions, technical systems used and so on) (Mintzberg, 1983).Coordinating an organization engages a range of means. These can be referred to as coordinating mechanisms and are equally concerned with control and communication as coordination. Fiv e coordinating mechanisms appear to explain the basic ways in which organizations coordinate their work: mutual adjustment, direct supervision, standardization of work processes, standardization of work outputs, and standardization of worker outputs. Mutual adjustments realize the coordination of work by the simple process of informal communication. Meaning, the control of the work rests in the hands of the doers. Direct supervision attain coordination by having one person in charge for the work of others, issuing them instructions and monitoring their actions. Work can also be coordinated without mutual adjustment or direct supervision, through standardization. Workers that constantly work in a certain way and know what is expected, proceed accordingly. Work processes are standardized when the contents of work are specified, or programmed. Outputs are standardized when the results of the work, for example, the dimensions of the product or the performance, are specified. Skills and knowledge are standardized when the kind of training required to perform the work is specified. As organizational work turns into more complicated activities, the preferred means of coordination seems to shift from mutual adjustment to direct supervision to standardization, preferably of work processes, otherwise of outputs, or else of skills, finally reverting back to mutual adjustment (Mintzberg, 1983). As is illustrated in the figure above, Mintzberg (1983) illustrates and describes an organization in five basic parts: Strategic apex, techno structure, middle line, support staff and operating core. The strategic apex mission is to ensure that the organization serve its mission in an effective way, and also that it serve the needs of those who control or otherwise have power over the organization (its owners, government agencies, and unions of the employees). This involves three sets of duties. First, direct supervision, which is already discussed. To the degree that the organization relies on this mechanism of coordination, it is the managers of the strategic apex who affect it. They allocate resources, issue work orders, authorize major decisions, resolve conflicts, design and staff the organization, monitor employee performance, and motivate and reward employees. The second obligation is the management of the organizations relations with its environment such as negotiating major agreements, ceremonial activities and informs the organizations external stakeholders about the organizations activities. The third set of duties relates to the development of the organizations strategy. Strategy could be seen as an intervening force between the organization and its environment Formulating strategy entail many aspects as will be discussed more in further chapters. However, the managers of the strategic apex should develop an understanding for its environment and try to adapt the strategy to its strengths and needs. Yet, the process of strategy is rather complex and is not as cut and dried as it seems. What should be said is that he strategic apex typically has the most important role in the strategy process. In general the strategic apex takes the widest and most abstract, perspective of the organization. Work at this level is normally characterized by a minimum of repetition and standardization, considerable prudence, and relatively long decision making cycles. Mutual adjustment is a favoured mechanism for coordination among managers of the strategic apex itself (Mintzberg, 1983). The strategic apex is united to the operating core by the chain of middle line managers with recognized authority. This chain runs from the senior managers to the first-line supervisors, who have direct authority over the operators, direct supervision. Like the top manager, the middle manager is required to do more than simply engage in direct supervision. He also has boundary conditions to manage. Each middle line manager must maintain liaison contacts with other managers, analysts, support staffers, and outsiders whose work is mutually dependent with that of his own unit. The middle line manager, like the top manager, is concerned with formulating the strategy for his unit, although this strategy is, of course, significantly affected by the overall strategy. But managerial jobs shift in nature as they fall in the chain of authority. They become less abstract and comprehensive and more focused on the work flow itself (Mintzberg, 1983). In the techno structure the analysts is found who serve the organization by affecting the work of others. The analysts are separated from the direct operative work flow but they may design it, plan it, change it, or train the people to do it, but they do not do it themselves consequently, the techno structure is only effective when it can use its analytical techniques to make the work of others in the organization more efficient. In a fully developed organization, the techno structure might perform at all levels of the hierarchy. At the lowest level of the manufacturing firm, analysts standardize the operating work flow by scheduling production, carrying out time and method studies of the operators work, and instituting systems of quality control. At middle levels they try to standardize the intellectual work of the organization. At the strategic apex, they design strategic planning systems and develop financial systems to control the goals of major units (Mintzberg, 1983). If one gl ance at almost any large organization, a large number of units is exposed, all specialized, and exist to provide support to the organization outside its operating workflow. Those make up the support staff. None is a part of the operating core. Nevertheless, each gives indirect support to these basic missions. CORPORATE STRATEGY The operating core of the organization encompasses those members that perform the basic work related directly to the production of products and services. The operators perform four prime functions: They secure the inputs for production, they transform the inputs into outputs, they distribute the outputs and they provide the direct support to the input, transformation, and output functions. The operating core is the heart of an organization, the part that produces the essential outputs that keeps it alive. Yet, all organizations need the administrative components described above as well (Mintzberg, 1983). Centralized- and decentralized organization The terms centralization and decentralization have historically been used in many different ways and with different definitions. This thesis discusses the issue of centralization and decentralization in terms of decision making power in organizations. When all power for decision making rests at a single point in the organization, eventually in the hands of one person, one shall call the structure centralized; to the degree that the power is dispersed among many people, one shall call the structure decentralized. As could be understood, centralization and decentralization should not be thought of as absolutes, but rather as two ends of a scale (Mintzberg, 1983). Mintzberg (1983) separates the two terms in vertical and horizontal centralization and decentralization. Vertical decentralization is concerned with the delegation of decision making power down the chain of authority, from the strategic apex into the middle line. Horizontal decentralization includes the transfer of power from managers to non-managers, more exactly from line managers to staff managers, analysts, support specialists, and operators. Strategy In the complex world of organizations it must be stated that there is no best way to generate strategy and strategic management, and nor is there any one best form of an organization (Mintzberg, Ghoshal and Quinn, 1998). The context in which the strategy is set is therefore of great interest. Strategy context and content has been discussed and considered of by mankind, since organizations exist to fulfil a purpose and to create value (Schilling, 2005, De Witt Meyer, 2005). Strategies are then employed to guarantee that the organizational purpose is realized (De Witt Meyer, 2005). In the generic literature a split is made between the strategy analysis stage, the strategy formulation stage, and the strategy implementation stage (Thompson Strickland, 2001; Mintzberg, Ghoshal and Quinn, 1998; De Witt Meyer, 2005). In the analysis stage, strategists recognize the opportunities and threats in the environment, as well as the strengths and weaknesses of the organization. Next, in the formulation stage, strategists decide which strategic options that are obtainable to them, evaluate each and select one. Lastly, in the implementation stage, the selected strategic option is translated into a number of actual activities, which are then carried out (De Witt Meyer, 2005). Those di fferent stages will be discussed and explained further in the sections below. However, as the thesis focus on implementing strategies the analysis and formulating section  will not be as vast as the implementing section. TOYOTA Toyota management leads the way in many aspects of business strategy and strategic management and numerous companies have followed the lead of the Toyota business model. A key architect of the Toyota management style was Taiichi Ohno, who developed the Toyota Production System. Ohno summed up his theory behind the management of Toyota thus: I feel strongly that the word work refers to the production of perfect goods only. If a machine is not producing perfect goods, it is not working. On that philosophy the Toyota Production System was built, in which sensors halted machines when they started to malfunction. Those machines were operated by the workforce who could likewise halt the production line when imperfections occurred. The Production System adhered to the Toyota corporate strategy of cutting waste, listing specific advice such as: Cut down on the distance that things move throughout the plant. Another example of this advice, representative of Toyota strategic management and its attitude towards its workforce is: Utilise the inherent talent of your workers. Toyota business strategies include the development of hybrid cars. Part of Toyota strategic planning is developing a premium position in hybrids in tune with present consumer values. Seisei Kato of Toyota summed up a further example of the Toyota leadership model by saying: Never fail to reward merit, but never let a fault go unremarked. All the Japanese triumphs were personified by Toyota, including, of course, the worldwide drive to setting new standards of production engineering that left Detroit far behind. The foundation of the engineers breakthroughs was quality. Americans had seen the promise of a new philosophy of raising quality standards by systematic approaches. The pioneering hero, W. Edwards Deming, was credited with exporting these new ideas to Japan. They were just as valid for US use and would have won the same painless rewards. But Detroit didnt want to know a wilful ignorance repeated time and again in industry after industry. The Toyota Production System became the world standard, bringing fame to a simple engineer named Ohno whose pupils demonstrated their methods without any fear of successful imitation from the West. It was easier; it seemed, to write off the Japanese revolutions as products of a different culture which was inimical to Western ways. That was nonsense. The cultural advantage, put simply, lay in defining what needed to be done and working out better systems of doing it. That included rigorous methods for checking that the task was indeed better designed and done. At Toyota, the recalls of cars and vans to check on faulty brakes and accelerators represent a staggering failure of this basic philosophy. There must have been a breakdown in the mental conditioning at the Toyota factories, resulting in design and production faults that were as systemic as the traditional hit-or-miss performance of the Western rivals. Since these are beset by troubles enough of their own, such as GMs sorry bankruptcy, there is no room for self-congratulation. Toyotas fall isnt just a Japanese incident, but rather a sign that management in general is failing to deliver. If the management knew about the problems, did it fail to identify the root causes? If the causes had been identified correctly, was the reaction delayed while the company ignored the damage to its market status? If Toyota was capable of timely repair, why wasnt this put in hand? Remember the simple problem-solving rules: Identify the task that needs to be done. Work out systematically better ways of doing it. Employ rigorous methods for checking that the task is better designed and executed. The Toyota affair emphasises some basic points of management. First, any company, no matter how large and how famous for its merits, can stumble into grave error. Second, damaged pride and nervous fear make it difficult to correct the error in good time. Third, management decisions should normally never be taken on the basis of profit forecasts alone. RED CROSS Positioning We will make sure key people and groups know what we do and why and how they can help. By investing more in promoting our work, we will encourage beneficiaries, volunteers, the government, service commissioners, potential supporters, educators and the media to understand us, work with us or join us. We will also speak out more and advocate for change that will improve the lives of vulnerable people and promote our mission. Organisational development We will ensure those who use our services, and who support us in other ways, trust us and have confidence in how we work. We need to clearly demonstrate the difference we make to the lives of people vulnerable to crisis. It is important to us to be accountable to our beneficiaries, supporters and partners. Through doing this we will listen and learn from our beneficiaries, supporters and each other, and continually improve what we do. Funding the strategy We will maximise our net income as cost-effectively as possible. Every donation we receive strengthens our ability to respond to emergencies and help people prepare for and recover from crises. We will inspire more people to support our work by giving what they can, especially through regular donations, bequests, and the relationships we build with trusts and companies. Our charity shops will continue to provide a place for people to donate and shop on the high street and support our work at the same time. There are a variety of perspectives, models and approaches used in strategic planning. The way that a strategic plan is developed depends on the nature of the organizations leadership, culture of the organization, complexity of the organizations environment, size of the organization, expertise of planners, etc. For example, there are a variety of strategic planning models, including goals-based, issues-based, organic, scenario (some would assert that scenario planning is more of a technique than model), etc. Goals-based planning is probably the most common and starts with focus on the organizations mission (and vision and/or values), goals to work toward the mission, strategies to achieve the goals, and action planning (who will do what and by when). Issues-based strategic planning often starts by examining issues facing the organization, strategies to address those issues and action plans. Organic strategic planning might start by articulating the organizations vision and values, an d then action plans to achieve the vision while adhering to those values. Some planners prefer a particular approach to planning, e.g., appreciative inquiry. Some plans are scoped to one year, many to three years, and some to five to ten years into the future. Some plans include only top-level information and no action plans. Some plans are five to eight pages long, while others can be considerably longer. Quite often, an organizations strategic planners already know much of what will go into a strategic plan (this is true for business planning, too). However, development of the strategic plan greatly helps to clarify the organizations plans and ensure that key leaders are all on the same script. Far more important than the strategic plan document, is the strategic planning process itself. Major differences in how organizations carry out the various steps and associated activities in the strategic planning process are more of a matter of the size of the organization than its for-profit/non-profit status. Small nonprofits and small for-profits tend to conduct somewhat similar planning activities that are different from those conducted in large organizations. On the other hand, large nonprofits and large for-profits tend to conduct somewhat similar planning activities that are different from those conducted in small organizations. (The focus of the planning activities is often different between for-profits and nonprofits. Nonprofits tend to focus more on matters of board development, fundraising and volunteer management. For-profits tend to focus more on activities to maximize profit.) Also, in addition to the size of the organization, differences in how organizations carry out the planning activities are more of a matter of the nature of the participants in the organization than its for-profit/non-profit status. For example, detail-oriented people may prefer a linear, top-down, general-to-specific approach to planning. On the other hand, rather artistic and highly reflective people may favour of a highly divergent and organic approach to planning. CONCLUSION Corporate Strategy is concerned with the overall purpose and scope of the business to meet stakeholder expectations. This is a crucial level since it is heavily influenced by investors in the business and acts to guide strategic decision-making throughout the business. Corporate strategy is often stated explicitly in a mission statement. Operational Strategy is concerned with how each part of the business is organised to deliver the corporate and business-unit level strategic direction. Operational strategy therefore focuses on issues of resources, processes, people etc.

Ethics and Compliance Essay

As per 2007 Annual Report, Walt Disney had the following initiatives in the following areas: under Studio Entertainment, franchises and original pioneering digital productions such as Pirates of the Caribbean, Cars and High School Musical including the Blu-ray ® technology, the new high definition home entertainment viewing. Animated movies pervaded the period with box office hits like Ratatouille and Wall-E. Under Parks and Resorts, the year 2007 was a dream year at Disney Parks and Resorts with The Year of a Million Dreams opening the park to overnight stay. Other initiatives include the Walt Disney Imagineering technology used for Finding Nemo, with interactive attraction on a high-energy 4-D in Toy Story and the Tower of Terror, the small world dolls which were a source of high-quality entertainment. In Disneyland Resort Paris, guests experience exhilarating rides through dazzling coral reefs, dark deep-sea waters and sunken submarines aboard Crush’s Coaster. Along Consumer Products initiatives include a High School Musical flat-panel television, a popular Nintendo DSâ„ ¢ video game with new Disney characters, wedding dresses inspired by Disney Princesses and a best-selling Disney Fairies sequel novel were just a few of many new products that took the Disney brand to new heights in 2007. In 2007, DCP’s collaborated with bridal designer Kirstie Kelly for the Disney Princess line. Disney Fairies has mushroomed into a powerful global franchise with DisneyFairies. com having more than a million hits. Also, DCP’s infant and preschool sector flourished, toys designed to be interactive with parents and child. The New Baby Einstein feeding products were a hit with parents who welcomed the shape-and color-coded line into meal time. The Walt Disney Internet Group initiated the online and mobile interactive entertainment content in international markets and across platforms by connecting to mobile devices via a new wireless Web site. Under Corporate Social Responsibility, support was provided to Children’s Hospital in California and Florida with a total $15 million for a 200-bed facility and new wing. Also, a pioneering campaign for a balanced nutrition on foods and healthier meals in the park and resorts enhanced with no-smoking issues. Other initiatives were the VoluntEARS program for global outreach for local communities which provided $177 million assistance and another assistance for the victims of Hurricane Katrina; the Make-AWishTM Foundation granting thousands of wishes over the year; also donations to the Elizabeth Glaser Pediatric AIDS Foundation, the Boys & Girls Club of America, the Starlight Starbright Children’s Foundation and UNICEF, for the thousands of kids around the world; the Environmentalityâ„ ¢ program, which handles company efforts in energy conservation, waste management, alternative power and fuels and wildlife protection. Other initiatives were the zero-emission, cleaner-burning biodiesel fuel for the steam engine trains at Disneyland and certain vehicles used by Disney Cruise Line. Further, conservation programs at various Disney facilities continued to cut energy usage and waste; the Woodland Trust and the Hundred Acre and the Disney Wildlife Conservation Fund encourages children and families to plant trees, protecting wildlife and ecosystems; promoting responsible labor standards, outlines minimum working conditions and standards in Disney-oriented factories; also remediation plans in educational and monitoring programs. The initiatives taken by the company are parts of the organizational strategy designed by and for Walt Disney Company. This is in response to the tight competitive entertainment world in which Walt Disney is a major player. Reference list Walt Disney Company, Annual Report, 2007. Retrieved May 19, 2009; website: http://corporate. disney. go. com/investors/annual_reports/2007/index. html

Chapter 2 Network Infrastructure Plan Essay

The researchers used the Top-down Methodology for this study. Before, a data communications project even gets to the formal feasibility studies which are part of the development methodology that is proposed, it is useful to make a top-down, qualitative evaluation of a proposed data communications system. The Top-Down Methodology is a solution-oriented approach that focuses on particular business and technical objectives of an organization. The top-down network design process includes exploring divisional and group structures to find the people for whom the network will provide services and from whom you should get valuable information to make the design succeed. During the design project, several techniques and models can be used to characterize the existing system, new user requirements, and a structure for the future system. It is analogous to the methods utilized for the structured network design. Figure 1 shows the network design methodology phases which include analyze requirements, develop logical design, develop physical layer, test, optimize and document, implement and test network, and monitor and optimize network performance. Figure 1: The researcher chose the Top-Down methodology as the methodology to be used for the Network Infrastructure Design for Philippine Women’s University (PWU) due to its highlights on meeting both technical of the organization. The Top-Down methodology is composed of four major phases: Phase 1: Analyze requirements. The task of characterizing the existing network, including the logical and physical topology and network performance, follows. The last step in this phase is to analyze current and future network traffic, including traffic flow and load, protocol behavior, and quality of service (QoS) requirements. In this phase, the researchers will interview users and technical personnel to gain an understanding of the business and technical goals for a new or enhanced system. Phase 2: Develop the logical design. This phase deals with a logical topology for the new or enhanced network, network layer addressing, naming, and switching and routing protocols. Logical design also includes security planning, network management design, and the initial investigation into which service providers can meet WAN and remote access requirements. In this phase the researchers will also be conducting interview to the assigned IT personnel of PWU. And to further understand to the current network logical design The researchers will be studying documents such as the current configurations the devices of the current network infrastructure of the PWU. Phase 3: Develop the physical design. During the physical design phase, specific technologies and products to realize the logical design are selected. Also, the investigation into service providers, which began during the logical design phase, must be completed during this phase. Phase 4: Test, Optimize, and Document the Design. The final steps in top-down network design are to write and implement a test plan, build a prototype or pilot, optimize the network design, and document your work with a network design proposal. Phase 5: Implement and Test Network. The Designed and optimized network is implemented for use. Phase 6: Monitor and Optimize Network Performance. All day to day operation and maintenance are covered in this final phase. Data Gathering Techniques In order to design a Network Infrastructure plan for Philippine Women’s University Direct interviews were used as data gathering techniques. Direct interview is a method of person to person exchange between the interviewer and the interviewee. The interview method provides consistent and more precise information since clarification may be given by the interviewee. Direct Interview. The researchers were able to talk directly to the assigned IT personnel. Ocular Inspection. The researchers will be conducting inspections to the current network infrastructure guided by the assigned IT Personel. Source of Data Direct interview are essential source of information and are primary instruments in gathering the needed data. Direct Interview. The researchers were able to talk directly to the HR Assistant, BSHRM instructor, and the assigned IT personel of Philippines Women’s University. The following were the sources of data: Position: Mr. Carlos Noel Tello. Give permission to conduct a study for their network infrastructure. Scope and Delimitation The scope of this study is focused only on the extension of PWU located in Prudentialife Bldg. Assumption Rd., Baguio City composed of several offices only which also concentrate on the following: a. Physical network design. b. Logical network design. c. Network security.