Haverwood Company Essay

1.How would you characterize the household wood furniture industry? I would characterize the wood furniture industry to be a very complex competitive relationship based industry. This industry has many different segments that form as a whole. A few of these segments are suppliers, producers, and raw material manufactures. A great deal of the raw materials are imported from different countries in order to keep constant on quality and cost. This industry is had to penetrate being that a lot of the competition has been in business for many years. This give them a competitive edge being that this market can be cyclical like many others. The furniture industry is affected by different economic conditions which may directly impact a consumer’s purchasing power. A few furniture companies have decided to outsource different process in order to be cost effective. 2. What is Haverwood’s relative position in this industry? Haverwoods position in the industry is reflected in the product it produces. It is a mid to high price furniture manufacture. Its sales are good with a least six percent of market share. The growth of the company is expanding with the addition of Lea-meadows and most likely many others as the market seems to get more competitive. They have 1,000 specialty styles that gives versatility amongst a wide array of different consumers. They are positioned well in this industry. 3. How do consumers buy furniture? Describe the process from need recognition to purchase. Many consumers buy furniture from a wide variety of choice whether they impulse buy or see an idea in a magazine. Most individuals just enjoy shopping. Many believe that a higher price is equivalent to a higher quality. 4.What is the purpose and role of advertising, promotion, and personal selling in the household furniture industry? The purpose of advertising gives the consumer information on the products that the company offer. It may give ideas to the consumer who will eventually purchase. When a firm promotes it allows the consumer to understand and recognize the quality of product that is being offered. Sales people are often the first contact a consumer may have to the firm allowing them to feel as though the experience is worthy of their money. Sales people develop a rapport with the consumers which may allow for repeat business and referrals which contributes to the bottom line of increasing sales. 5.What should be the objective(s) for Haverwood’s communication program in 2008? Please provide rationale for your response. I think the objective is to market all the lines that are available and control their advertising budget. The many lines will contribute to more product being seen and available to the consumer. This will give them many more options to decide from. If they control the ad budget then they can control the amount of money being spent in areas that may not be as noticed by the consumers with in the market. The more galleries will allow more exposure to the general public.

Stalin: man or monster?

Source A is very different to sources B and C. Stalin is shown standing by pyramids ‘visit Russia's pyramids'. The picture is symbolising the results of Stalin's policies in which many people died. Stalin is showing no emotion. Sources B and C are very similar in that they are both showing Stalin as a popular, liked man. In source B it shows him with some of the workers on a hydro-electric power station. Stalin looks very relaxed and casual standing with his hand in one pocket and holding his pipe. However, the painting is an official soviet painting so it was probably manipulated to make Stain look good with happy workers. Source C was taken by a soviet photographer so the picture was probably planned on purpose to show Stalin's popularity and to make it look like all the people adore him. Sources B and C give very similar impressions of Stalin, showing him as a loved man. Whereas source A gives the impression that he is a monster. Source D is a speech written by a writer to the congress of soviets in 1935. The speech was published in Pravda, the paper of the communist party. The fact that it was published in Russia in 1935 already tells us that this source has probably been manipulated in some way to make Stalin look better. The only reason people would lie about him is because they were terrified of him so they had no choice but to suck up to him or face execution. This article does show us how Stalin had many people terrified and you can see this in the source because of how fake and obsessed the writer is. However because of the purges most of the stuff written about him was propaganda. Therefore meaning the information is of little use as it is purely either opinion or fake. I believe that the fact Bukharin's speech is written after becoming a victim of the purges and the fact it's written in Paris, where he is out of Stalin's control makes his assessment more reliable. The writer expresses his anger and hatred towards Stalin. Yet I think the reason Bukharin's assessment is reliable is the fact that he was very close to Stalin in helping him against Trotsky. Nonetheless he then fell into disagreement with him and he became a victim of the purges, but managed to escape to Paris, in exile out of Stalin's reach, meaning he can not be caught and punished. Khrushchev's speech is talking about how distrustful and truthfully scared Stalin was. This assessment does match others in saying how terrorising and malicious Stalin could be. For instance, the purges were an example of how Stalin would block any threats and oppositions by destroying them. Furthermore the fact that the speech was delivered in 1956 after Stalin's reign also makes the speech more likely to be accurate and trustworthy. Source G is showing Stalin as the judge prosecuting 4 defendants. They are all sarcastically admitting what they have done as they know even if they plea ‘not guilty' they will still be sentenced. The fact they will be sentence no matter what is shown in the background of the picture where you can see the gallows. Source H shows Stalin in the court, but in every position or role. This illustrates how Stalin manipulated everyone in the soviet party. Stalin was in effect, the Judge, the Jury, the Witness, the Clerk and the prosecutor. They were called ‘show trials' for a reason, that they were for show. The defendant was already a ‘dead man' before he had entered the court. The trial was purely so Stalin could say, ‘I gave them a chance'. Both sources are very similar in that they both give the same message, that Stalin was always in charge and that there would always be the same outcome in the verdict. Source I is from a biography of Stalin published in 1947 in Russia. This shows that what was written was probably fake or inaccurate as it was during the purges, meaning that the author had the fear of execution. Source J on the other hand was written in 1974 in Britain long after Stalin's rule. This means what is said about him is more likely to be true as there would be no fear of being prosecuted. Also the cold war was going on in 1974 so Britain was fighting against Russia. Yet I believe this could mean that the assessment is exaggerated because of Britain's dislike towards Russia at the time. Although we know they both disagree about Stalin we deduce this because of when and where they were written and our knowledge of what would happen to people who spoke out about Stalin. Most of the evidence shown in the sources points to Stalin as being a monster. After studying and analysing sources, A, D, E, F, G, H, and J, they all show or explain how evil, malicious and cruel Stalin was. It is only sources, B, C, D and I, which are either praising or supporting him and this is only because the artists or writers are either terrified or their assessments have been manipulated in some way from fear of execution. Different sources of information I have read indicate that Stalin was a monster For instance, to start with Stalin stated his 5 year plans. They consisted of different aims: to provide machinery and other equipment to farmers, to catch up with the western world so they were less dependant on industrial goods from other countries and finally to produce more armaments so that Russia could defend itself from attack. Although these aims sounded good they never actually happened. Stalin then introduced the purges. This was simply to a way to get rid of any opposition or threats. Stalin would find someone that had been opposing him in someway (even if it was that they spoke better than he did). He would then have them put on trial (know as show trails) and they would be found guilty and executed, hence out of Stalin's way. The Purges claimed over 10 million people's lives. Collectivisation was introduced for people in each village to join their farms together to make one large collective farm (Kolkhoz). Every one as a whole would then be able to afford the machinery and be more efficient. Because no-one listened there was a famine so Stalin made collectivisation compulsory. Peasants hated the idea so killed all their livestock and burned all their crops. Those who had done what Stalin said proved that collectivisation had worked and that numbers in cows and grain had gone up approximately 10 million in 25 years, but it is debateable whether this was a huge success, to the extent that many lives were ruined and many livestock and crops destroyed. Stalin had many people employed to work on building dams and bridges. However, many of the workers were slaves and kulaks. Strikers were shot, and wreckers could be executed or imprisoned. Thousands died from accidents, starvation or weather. Housing and wages were terrible; they would have to do a certain amount of work in their shift or they would go without food. Stalin's 5 year plans also came into this, he would often set an aim to complete a dam in 1 year, then when it was finished he would congratulate the workers and say ‘as you did so well, you have two more dams to do in the same amount of time'. This would then continue on and on. On the other hand, it could be argued that there were things that Stalin did during his reign that did benefit Russia. During the war Stalin helped by co-ordinating the arms production and making sure everyone was fully equipped. He was also very good at bringing everyone together and motivating people to fight for their country. Although collectivisation was not a huge success it did increase some of the numbers of livestock and grain farmers were producing, which arguably means that the idea did work. He did also have some other achievements, such as: Turkestan-Siberian railroad, the Dneiper dam and the Belomor canal. Some of the sources do support Stalin and show him as an adored man. Even though we have been looking at how most of the assessments are likely to of been manipulated, Stalin would have had some followers that were with him and supported him when some of the pictures were taken. Throughout Stalin's reign there were many things that he did that were horrific and malicious that did make him a real monster and from the research that I have collected I believe him to be just that, yet there were some things that he did for Russia that were in his favour, the main one being that he did, at a heavy cost, bring Russia foreword along way, and that did make his seem like a real man.

Performance Management

2. 1. 1. Literature survey and details on Performance management The central part of Performance management is rating employee’s performance as synergy. Performance management is the process through which managers ensure that employee’s activities and outputs contribute to the organization’s goals [1]. The main requirements of the process are to know what activities and output is desired, to observe whether they occur, and to provide feedback to help employees meet expectations. While taking feedback from different sources, managers and employees identify performance problems and try to resolve those problems. It provides an opportunity for the employee and performance manager to develop goals and jointly create a plan for achieving those goals. Development plans contributes to organizational goals and the professional growth of the employee. Performance Management being the most critical area of human resource management, the department relies on evaluation results in determining the soundness of much developmental decision, which have direct impact on the business surplus. The Process of Performance Management Figure 2. 1 Process of Performance Management [2] Purpose of Performance Management [2] 1. Strategic purposes – To achieve the business objective of an organization, effective performance management plays a vital role. Performance management does this help by linking employee’s behaviour with the organizational goals. It starts defining what the organization expects from each employee and at the same time it measures the performance of each employee’s to identify either the expectations are met or not. Depending upon performance measurement, the organization can take corrective action such as training, incentives or discipline. Performance management can achieve strategic purposes on the following condition. * When performance measurements are truly linked with the organizational goals. * When the goals and feedback about performance are communicated to the employees. 2. Administrative purpose – It is the way where organization uses the system to provide information for day to day decisions about salary, benefits and recognition programs. Decision making related to employee retention, termination for poor behaviour, hiring and layoffs are supported by erformance management. As the administrative decisions are supported by performance management, the information in performance appraisal can have a great impact on the future of individual employees. 3. Development purpose – It serves as basis for developing the employee’s knowledge and skills. When the employee’s met expectations they become more valuable. Employees get aware of their strength, weakness and areas of improvement by feedback of effective performance management. Tools of performance management [3] . Performance and development reviews 2. Learning and development 3. Coaching. 4. Objectives and Performance Standards 5. Competency and competencies 6. Measurement Pay 7. Team based work 8. 360 degree appraisal 9. Performance problem solving Criteria for effective performance management [1] Figure 2. 2 criteria for effective performance management [1] The aim of the performance management should be achieving employee behaviour and attitude which supports the organization goals, strategy, and culture. If the organization strategy changes the human resource personnel should help the managers assess how the performance management system should change to serve the new strategies. Example: – If a company emphasizes customer service, then its performance management system should define the kinds of behaviour that contribute to good customer service. Focus of Performance management [2] 1. Performance improvement 2. Employee development 3. Satisfying the needs and expectations of stakeholders 4. Communication and involvement Conclusion In today's management scenario Performance appraisals have become a tool of much importance. With the help of objective and fair HR practices, Performance management can prove to be the best. The outputs of which could be used for Organization development rather than for mere employee efficiency improvement. If challenged casual and subjective appraisals will not be able to stand the test of fairness and legality. Firms are thus being forced to emphasize a participative but joint management by objectives followed by a participative, joint-periodic appraisal, to bring more clarity into the system. Performance Management 2. 1. 1. Literature survey and details on Performance management The central part of Performance management is rating employee’s performance as synergy. Performance management is the process through which managers ensure that employee’s activities and outputs contribute to the organization’s goals [1]. The main requirements of the process are to know what activities and output is desired, to observe whether they occur, and to provide feedback to help employees meet expectations. While taking feedback from different sources, managers and employees identify performance problems and try to resolve those problems. It provides an opportunity for the employee and performance manager to develop goals and jointly create a plan for achieving those goals. Development plans contributes to organizational goals and the professional growth of the employee. Performance Management being the most critical area of human resource management, the department relies on evaluation results in determining the soundness of much developmental decision, which have direct impact on the business surplus. The Process of Performance Management Figure 2. 1 Process of Performance Management [2] Purpose of Performance Management [2] 1. Strategic purposes – To achieve the business objective of an organization, effective performance management plays a vital role. Performance management does this help by linking employee’s behaviour with the organizational goals. It starts defining what the organization expects from each employee and at the same time it measures the performance of each employee’s to identify either the expectations are met or not. Depending upon performance measurement, the organization can take corrective action such as training, incentives or discipline. Performance management can achieve strategic purposes on the following condition. * When performance measurements are truly linked with the organizational goals. * When the goals and feedback about performance are communicated to the employees. 2. Administrative purpose – It is the way where organization uses the system to provide information for day to day decisions about salary, benefits and recognition programs. Decision making related to employee retention, termination for poor behaviour, hiring and layoffs are supported by erformance management. As the administrative decisions are supported by performance management, the information in performance appraisal can have a great impact on the future of individual employees. 3. Development purpose – It serves as basis for developing the employee’s knowledge and skills. When the employee’s met expectations they become more valuable. Employees get aware of their strength, weakness and areas of improvement by feedback of effective performance management. Tools of performance management [3] . Performance and development reviews 2. Learning and development 3. Coaching. 4. Objectives and Performance Standards 5. Competency and competencies 6. Measurement Pay 7. Team based work 8. 360 degree appraisal 9. Performance problem solving Criteria for effective performance management [1] Figure 2. 2 criteria for effective performance management [1] The aim of the performance management should be achieving employee behaviour and attitude which supports the organization goals, strategy, and culture. If the organization strategy changes the human resource personnel should help the managers assess how the performance management system should change to serve the new strategies. Example: – If a company emphasizes customer service, then its performance management system should define the kinds of behaviour that contribute to good customer service. Focus of Performance management [2] 1. Performance improvement 2. Employee development 3. Satisfying the needs and expectations of stakeholders 4. Communication and involvement Conclusion In today's management scenario Performance appraisals have become a tool of much importance. With the help of objective and fair HR practices, Performance management can prove to be the best. The outputs of which could be used for Organization development rather than for mere employee efficiency improvement. If challenged casual and subjective appraisals will not be able to stand the test of fairness and legality. Firms are thus being forced to emphasize a participative but joint management by objectives followed by a participative, joint-periodic appraisal, to bring more clarity into the system. Performance Management Every organisation aspiring to achieve success by extending its wings from the mother country to a host country has to put into consideration certain pertinent issues that govern assimilation of the organizational culture into the existing political and socio-economic structures of the host country. The fundamental is an organisation aspiring to put up a new site in a foreign country, that is, China. Based on the survey and group discussion findings, the Managing Director seems to make assumptions that can dearly cost the organisation its success. For instance based on issues to do with the organizational background, the Managing Director has to put into keen consideration issues like the differences between China and the UK in terms of political structures, socio-cultural and economic issues, geographical advantage among others. For example every country has a political structure that differs from others in a way though by some aspects there could be some similarities. Another issue is the socio-economic structures which work together with the political system of a country. A country with capitalistic principles is totally different from a country whose system embraces communism. An organisation from a capitalistic country (with a capitalistic orientation) will find problems operation in a host country that embraces communism. This is because it has to source for manpower from the country and the success of an organisation is majorly determined by the dedication of the personnel or manpower. Therefore the Managing Director is expected to put into consideration these factors. Maybe to ensure progression of the organisation culture and way of operation, certain key positions have to be occupied by experts from the mother organisations to aid steer the branch into prosperity. The geographical location of an organisation is crucial in determining its success. This will be taken to refer to advantage or benefits it reaps by being close to other powerful economies or near an extensive market which would ensure obvious success. This might not be a serious issues since fundamental in UK wound reap similar benefits as fundamental China because both offers good market. However, issues to do with purchasing power, tastes and preferences and also cultural issues that determine whether the immediate population will accept the products offered or not should be considered. Other issues have to do with the quality of manpower in China compared to UK since it would be cheaper to work with local manpower than imported expertise. This is due to effects cost of production which might affect the profitability of the organizational operations. About the survey carried out and the group discussions held I would say that this was a smart move to seek to understand crucial issues concerning activities in the organisation, attitudes and perceptions of the personnel. Picking on the findings I would say that the parameters used were the most appropriate. They touched most of the crucial issues concerning the relationship between the management and the employees. Thorough, investigation would be required to ascertain the claims posed by the employees. On technology the managements should ensure utilization of modern technology to better productivity rather than surveillance and monitoring and manipulation of employee activities in the firm to the advantage of the management and at the expense of employee convenience and satisfaction. This would boost trust and help cultivate a culture of hard work, efficiency and effectiveness at work. On health, any screening or medical tests should be designed in a way to erase the already conceived idea of discrimination. It should be done in a way that will convince the employees that it is for further privileges in health care facilities offered by the organisation. If no health care service or privileges are offered the organisation will lack a way of convincing its employees. On morale, as much as the company appeals for unity it should cultivate the same by making the employees feel part of the organisation. A situation whereby the management is detached from the rest of the organisation the senior personnel enjoys privileges and opportunities that the juniors and other employees do not, staff morale is expected to be low. All programmes should be aimed at motivating the employees to work and hard since they feel part of the system. Too much bureaucracy would temper with proper running of the organisation’s productive processes. On communication, there should be constant contact between the management and the employees. As cited earlier too much bureaucracy stagnates processes. The employee would be bored and demoralized if all the time they have to communicate their views, they have to pass through a long process and through intimidating situations. The senior management is supposed to keep moving around not exactly to monitor operations but to create a friendly atmosphere between the management and the employees. Cultural change in an organisation is only achieved by ensuring structures are put up to achieve the set goals. The management should feel socially responsible to the employees. The goals set should be achievable and the organisation should provide an enabling environment to help the employees achieve the set objective. The manner in which this survey was conducted was proper for problem solving and ensuring changes in the culture of the organisation. An organisation grows and for it to attain progress in its growth it has to employ proper strategies in role administration. Proper communication, good leadership and organizational skills boost the morale of the employees a great deal. Good leadership and utilization of proper channels of communication ensures enhancement of self-confidence among the employees. Think of a situation whereby employees are viewed as desperate people who have no choice other than to keep on working there. The managers use intimidating language and they keep commandeering the employees every now and then. There is not direct contact between the juniors and the seniors. This makes the employees shrink back, never express their views and opinions and that would be a looming disaster in the organisation. At times it even leads to strikes or go slows. Lack of accountability by the management is another indicator of poor organisation leadership. Transparency and accountability are leadership skills, every manager must have. Employees are grown ups and they should always be let to know why things happen the way they do in the organisation. They should be kept aware of the progress or problems and challenges experienced by the organisation. Still on leadership the employees should be encouraged to exploit their full potential. Means should be provided for self exploitation and the organisation should encourage the employees to be committed to their work. Patriotism, commitment and loyalty to the organisation will not be brought about by a whip, rather it will be a product of good governance in the organisation. Staff or employee motivation is the ultimate goal that can be achieved by an organisation. When proper communication is done and other good leadership skills are inculcated in the management circles, then morale will be boosted among employees of the organisation and a motivated labour force can make tremendous achievements. The benefits an organisation can derive from good governance and proper communication include a committed labour force. Employees will have their minds geared on achieving organizational goals. Secondly the organisation will not have to replace employees when they run away from the organisation. It will also not incur more cost in training new employees or staffs. Employees will not absent themselves on flimsy grounds just to get off the boring place and employees will not suffer from stress related complications due to working under tight conditions. Morale will be boosted and everyone will feel obligated to ensure the success of the organisation. The employees are also likely to unleash their full potentials leading to high creativity and innovativeness and therefore the organisation will incur low costs of acquiring expertise from outside. This ensures also quality production and all these combined will reduce the cost of production and boost profits. This creates a culture that is value based, organizational ethics are adhered to and conflicts are minimized. Generally, this enhances unity of purpose and all the employees are geared towards achieving a common objective. If the management considers this, it prevents a looming management disaster. No organisation can progress without putting these factors into consideration. Fundamental should undertake expansion programmes by cultivating such a spirit. It does not matter what socio-economic set up employees come from; all human beings work efficiently and effectively where managers of work are realistic and reasonable. A work force that embarks on stress management cannot ensure progress in an organisation. Every organisation has a culture. Organizational culture has much to do with the values held dear by the organisation, the attitudes of both the management and the employees and the general behaviour of the workers in the organisation which is a manifestation of the values upheld and embraced by the organisation. Let us dissect this issue of organizational behaviour. Behaviour is shaped among other things by motivation. A motivated work force feels proud of their work places and the organisation. They will report to work early and they will have a reason to buy a couple of minutes in the organisation later after day’s period of work elapses. They keep talking about the organisation and would love to be associated with it. Behaviour is also influenced by work performance. An organisation that has hit the headlines for its performance makes the employees feel proud of it. Even other companies envy it to cross over to it by offering better remunerations. An organisation that offers equal opportunities and allows juniors to enjoy privileges enjoyed by the seniors will have employees who are motivated, proud and committed. A well motivated work force exhibits good group dynamics. An organisation has different operations and departments. Each section works as a group and all the sections work as one achieving great heights. Behaviour is a product of the culture of an organisation. Culture in an organisation is developed through strategies. This involves unity of purpose, team work, problem solving, creativity and innovation, profit maximization, accountability among other things. An organisation with a good culture ensures first of all team work spirit is inherent in its structures. This most assuredly enhances quality, effectiveness and efficient productive processes, better human resource development and allocation of resources which boosts its publicity. Team spirit also ensures that the work force is receptive to other better ideas. New issues keeps emerging in trade circles and a non-receptive labour force would cause a serious failure in productive processes of an organisation. A culture that is aimed at problem solving one of the best fault finding, pointing accusing fingers at people only results to more chaos. Man is to error though it should not be deliberate. But whenever a problem arises among the employees or if at all differences arise between management and the employees it should be tackled in a manner that it would result to a settlement of the dispute. I would recommend the Fundamental for working towards this end. A good culture also ensures an integrated and collaborative training and learning. This imparts similar skills at all levels and ensures effectiveness and efficiency at all levels. Opportunities should always be equitably distributed and on merit so that employees are also encouraged to their best. Of great importance is development of communication systems within the organisation and between the organisation and the outside which is the society. An organisation publicizes itself by ensuring proper flow of information. This is besides quality products and proper waste disposal. Though our main interest is human resource development all these issues come in to determine organizational performance. There are myriad of ethical issues concerning firms or organisations. However, we will embark on ethical issues concerning human resource management. Failure of an organisation to ensure ethical working conditions could definitely lead to failure of organisation to achieve its goals. For instance work force that is forced to work in risky areas and in pathetic conditions will not deliver. For instance it is unethical to put workers in a section of production where machines produce a lot of noise and you fail to provide ear masks. It is also unethical to put worker in unhygienic conditions. Working environment should ensure safety and high health conditions. Remuneration should be properly done. It is unhealthy to seek certain favours as a manager inorder to promote or offer certain privileges. It is also unethical to force someone to compromise their cultural and religious values. All employees manhandling juniors by management and general failure by management to communicate effectively to the juniors is unethical. It is worth noting that loopsided decision making is not in accordance to the corporate or business’s code of ethics. All organisations should ensure that ethical issues are adequately addressed to ensure organisational’s success. Performance Management CMIChartered Management Institute Diploma in Management and Leadership UNIT S8003 – Performance Management Julie RowcliffeNovember 2012 Task 1 A. C. 1. 1 Explain the links between Individual, team and organisational objectives A. C. 1. 2 Identify the selection of and agree individual and team objectives A. C. 1. 3 Identify and agree areas of individual and team responsibility in achieving objectives Introduction Edinburgh College is going through major change at the moment with the merger of 3 Edinburgh College’s coming together.Our new principal is in place and is currently setting the new management structure and organisational objectives for the next 5 years. Edinburgh College must find alternative ways of securing income due to huge cuts made from the Funding Council. The Government has made a commitment to provide 25000 apprenticeships throughout Scotland for 16 – 24 years old but predominantly 16 – 19 year olds. There is a huge pressure from the Gove rnment for College’s to engage in these programmes which will in turn bring new funded money into the college which will soften the shortfall from the Funding Council.Using the 7 stages based on â€Å"Plan-Do-See† (hand out from Annette) I will discuss and identify Task 1 1. 1 Check Vision 1. 2 Establish Vision 1. 3 Check Vision 1. 4 Establish Vision 5. 1 Self Appraisal 5. 2 Performance appraisal 5. 3 Confirm appraisal results 5. 1 Self Appraisal 5. 2 Performance appraisal 5. 3 Confirm appraisal results 2. 1 Draw up preliminary strategic objectives 2. Create strategy map 2. 1 Draw up preliminary strategic objectives 2. 2 Create strategy map 4. 1 Check Progress 4. 2 Find ways for improvement 4. 1 Check Progress 4. 2 Find ways for improvement 3. 1 Specify Performance Indicators 3. 2 Set Weight 3. 3 Specify and distribute initiatives 3. Agree on performance goals 3. 1 Specify Performance Indicators 3. 2 Set Weight 3. 3 Specify and distribute initiatives 3. 4 Agree on pe rformance goals Job analysis Job analysis Job appraisal Job appraisal Vision Clarification 1. 1 Check Vision With a new college and new principal and changes to the way funding is granted to college’s, there must be a new vision put in place. . 2 Establish Vision To increase and provide opportunities for 16 – 19 year old Modern Apprenticeship programmes across a wide range of vocational areas. For Edinburgh College to succeed in doing this we must diversify into new areas to help this area grow. The government is driving their commitment for college provision for 16 – 24 year olds; therefore the college cannot ignore this directive from the Government. From a college aspect this has potential to draw several million pounds direct from the Government.Strategic Objectives establishment 2. 1 Draw up preliminary strategic Objectives As Modern Apprenticeship Coordinator I must set clear objectives and ensure each individual involved is clear of their role to achieve these Objectives. These objectives include, ensuring contract are filled with apprentices, ensuring tutors and assessors provide excellent training and mentoring to â€Å"keep them on board† which in turn will achieve the objective of full funding claimed and brought into the college. 2. Create strategy Map A strategy map represents how an organisation creates value. A strategy describes how an organisation can create sustained value for its shareholders, customer and communities. Using Robert S. Kaplan and David P. Norton STRATEGY MAPS THE COMPLETE SUMMARY would help me set clear Strategic Objectives Performance goal establishment 3. 1 Specify Performance Indicators The goal is to ensure all apprentices achieve their qualification and maximise full funding available. 3. 2 Set WeightI would meet with assessors individually and put in place a performance goal agreement. I would use Skills Development Scotland’s benchmark % rate to monitor performance. 3. 3 Specify and d istribute initiatives I would meet with all staff involved and ensure full clarity of responsibilities was understood. As MA Coordinator I would survey on going initiatives and look at development of new initiatives and distribute any new initiatives with full discussion of all staff. 3. 4 Agree on Performance goalsI would meet individually with assessors confirm what was expected to be achieved and set quarterly targets and meetings to discuss these goals, this would link up with their performance goal agreement. Monitoring and coaching 4. 1 Check Progress We have internal verifiers (IV’s) within the department who check all apprentice portfolios monthly; we also have external verifiers (EV’s) who come into the college every 6 months to ensure we are delivering in line with the awarding body rules. This helps to ensure we are delivering high quality training.I meet regularly with IV’s to discuss individual apprentices which allows me to see progress. 4. 2 Find ways for improvement I would observe staff’s work, listen carefully to staff and their views and questions and give them feedback on ways of improvement, possibly mentoring another assessor if there is a weakness in an area that another excels in and close regular meetings to provide support. Performance appraisal 5. 1 Self Appraisal I would collect performance records from various sources look at achievement rates and prepare performance results and supporting documents. 5. 2 Performance AppraisalI would have a one to one meeting with individuals do discuss performance and would use SDS’s benchmark % performance to calculate how successful their performance is this again would be linked back to their performance goal agreement. 5. 3 Confirm Appraisal results This would be done in a one to one meeting with recorded notes of appraisal results and feedback with any actions required. Job Appraisal These are carried out by way of Staff Development Reviews (SDR’s) or Performance Development Reviews (PDR’s) these are used for staff with income responsibilities within Edinburgh College.These reviews are carried out yearly by managers and their staff, objectives and goals are measured from the previous year where they were set and are looked at and graded as; achieved, partially achieved or not achieved. Job Analysis At this stage, the essence of jobs (accountabilities) within an organization is clarified, and major activities and necessary capabilities are defined to achieve such accountabilities. This would be done by looking at job descriptions and work activities within that role. Task 2 A. C. 1. Identify the need to create an environment of trust and support with others A. C. 2. 2 Identify the causes of conflict and describe strategies to minimise or prevent conflict As MA Coordinator it is my role to ensure staff feel supported and clearly understand their roles within the department. To create an environment of trust thee must be exc ellent communication by way of regular meetings, encouragement, and giving recognition for achieving goals which is a motivational factor from Herzberg’s motivators and hygiene factors, (Herzberg – The Motivation to Work 1959).This allows for a more harmonious working environment as everyone is clear on their own individual responsibilities and goals. As a manager I must present information clearly, concisely, accurately and in ways that promote understanding. Conflict can arise when there is lack of clarity in roles or staff do not understand fully what is expected of them, equally there are other factors which can cause conflict which can be a direct effect of bad communication between myself and staff or lack of training, poor supervision, working conditions which are hygiene factors ofHerzberg’s motivators and hygiene factors. Using the chart below taken from Pathways to Management and Leadership, Diploma in Management Unit C45 I will show an example of how conflict can arise and ways of preventing this. The right skills and the knowledge| +| Motivation to do the job| +| The necessary resources| =| Objectives Achieved| Clerical in The funding Unit has responsibility for checking apprentice quarterly reviews are completed properly and sent out to employers on time in line with SDS rules. These reviews are sent on to employers to show how apprentices are progressing with college training.One to one training given to clerical from MA Coordinator explaining what is required. Clerical already deals with outside Training Providers reviews therefore her experience and knowledge of what is required is essential to reviews being completed accurately and within time deadlines. | +| Receiving positive feedback and comments from employers shows this is a worthwhile exercise and not just a ‘tick box’ exercise. This makes the clerical feel this is a valuable job worth doing. A new rule was brought in by SDS that they required to see any absences recorded on the review form.MA coordinator communicated this to the assessor and tutors who carry out the reviews through an e mail but only some read the e mail and this was not put in place in time for the next set of reviews. I then spoke to the clerical and explained this in a casual conversation but the clerical did not realise this had to start immediately. Reviews were then carried out and sent out to employers without this information. This caused conflict between me and the clerical as she felt she hadn’t been properly/officially told about this.We agreed monthly one to one meetings would be set up to go through the review process and ensure this did not occur again. MA Coordinator took full responsibility for this not being implemented when it should have been. It was also agreed to hold monthly meeting with assessors and tutors to ensure all were made away of the ever changing rules SDS create and although e mails should still be sent this could not be th e only form of communication with such important matters. | +| MA Coordinator secured 10 hours of extra clerical help to manage this process.This was done by putting a business case forward to the Vice Principal and HR. | =| Objective was achieved as quarterly reviews were sent on time to employer and apprentice. These are recorded on spreadsheet and copies kept in apprentice portfolio. Employers happy to see progress at college and SDS compliance rules were met. | Task 3 A. C. 2. 1 Evaluate and assess individual and team performance against objectives A. C. 2. 2 Identify methods of providing feedback to individuals and teams on performance A. C. 2. Explain recording systems for performance assessment for individuals or teams Using SMART objectives (Performance Management Key Strategies and Practical guidelines, Michael Armstrong) allow me to look at how we can achieve our main objective within the Funding Unit, which is to ensure the contracted places allocated to Edinburgh College are fulfilled and the contract value met. Element| How does the objective include this element| Specific| To fulfil contract places granted by the government and ensure full contract value is met. Measureable| This is measured by the amount of apprentices that are started on the Modern Apprenticeship programme within the college and also measured against the monetary value on the contract. | Achievable| This is achievable by assessors and MA Coordinator engaging with employers and selling the Apprenticeship programme to them. | Relevant| This is extremely relevant as the college is pressurised through the Government initiative to commit to 25,000 apprentices across Scotland in 2012. The funding council see this as a way of colleges bringing in income to cover for the shortfall of funding from the funding council. Timescaled| Contracts from SDS are bid for on a yearly basis, March to March. If contracts are not fulfilled colleges are in danger of losing this income. | In order for t he target to be met assessors must understand when units need to be achieved with apprentices so this can be converted into monetary value. This process involves assessors, tutors and me. Using a complex spreadsheet (see below) which holds information on the qualification the apprentice is following, the monetary value against each individual as this iffers depending on qualification, the actual month these must be achieved and the overall performance of the contract can be assessed using this spreadsheet. SDS has an online system called Corporate Training System (CTS) that all Training Providers must use to record and claim all progress on apprentices. SDS set % Performance benchmarks that must be met to allow future contracts to be secured. This is another way I can monitor performance of the contract. This is based on new starts and leavers to achievers.I send the spreadsheet weekly to assessors prior to our weekly meetings to discuss the progress of individual apprentices and lo ok at any potential apprentices who are not achieving. I would arrange a meeting between me the assessor and apprentice to try and find ways of supporting the apprentice, the offer of extra support through means of Edinburgh College’s Student Support Services are often taken up by apprentice with various tools to help assist them, e. g. extra time on exams or extra material given to help self study.Good performance management is achieved through all parties ensuring that: Staff know what is expected of them, every one clear about goals and works towards them, objectives are SMART (Specific, Measurable, Achievable, Relevant and Time related), a system exists to accommodate day to day performance feedback (spreadsheet above) and Staff Development Reviews are used to help self development and improve performance. The spreadsheet records performance of each individual which in turn shows me how each assessor and apprentice is performing. Another form of performance assessment cou ld be the 360 degree (http://cipd. o. uk/factsheets/360-degree-feedback. aspx) assessment which allows for performance feedback for a person, team, or organization by many of the people who work with a person or team in that organization. When employees receive feedback only from their managers, they act on limited information. If employees receive feedback from other co-workers — a 360 ° feedback assessment — they gain a more complete picture of performance. Using this method I could adopt questions for the apprentice, assessor and myself to look at how they see themselves performing.This could allow me to analyse each score and discuss any issues before the problem arises. For example a question on how an apprentice thinks he is progressing could show different to how an assessor perceives this. TASK 4 A. C. 3. 1Explain a performance improvement cycle A. C. 3. 2 Discuss the indicators of poor performance A. C. 3. 3 Evaluate methods that support performance improvem ent There are many different variations to the performance improvement process, but most follow a version of the PDCA cycle: plan, do, check, act.The â€Å"plan† part involves identifying the nature of the problem, obtaining the resources to fix it and determining the best way to implement change. The â€Å"do† part is the actual changing of an existing process. The â€Å"check† part involves measuring key performance indicators to ensure that the new process is performing as expected. The â€Å"act† part includes making changes to the change in order to make the underlying process as efficient as possible. Using the management cycle (Performance Management, Michael Armstrong) below works as a continuous process to manage performance. Plan Plan Act Act Review Review MonitorMonitor Plan – To ensure all places on the SDS contract are filled within the one year time frame given by SDS Act – Meet with tutors and assessors to discuss their input, commitment and responsibilities Monitor – Achieved through monitoring of new starts on MA programmes Review – Look at ways of reviewing this with regular assessor meetings Part of the assessor’s responsibilities is to recruit apprentices and find suitable employers willing to employ them and allow them to attend college to achieve their qualification. As MA Coordinator I was aware one of the new assessors was not achieving targets and goals set.Several meetings had taken place between me and the member of staff and he eventually indicated lack of time and full understanding of SDS and MA rules were hindering his achievement rate, he also indicated he felt I did not give him enough information to carry out this aspect of his role. He brought up a situation where he had recruited an apprentice who was 20 and the contract only allows 16 – 19 year olds, he felt he should have been made aware of such a relevant rule. He also felt uncomfortable about speaking to employers as he sees this as a ‘sales pitch’.I had given him a set of the SDS rules and wrongly assumed he would read through these and ask any questions he was unsure of but due to time constraints he had not done this. I recognised a need to spend more time with this assessor and look at ways to ensure he was aware of all rules to enable him to achieve his goals. I set up regular meetings between myself and a more experienced assessor, which allowed the experienced assessor to share good practice and tips with this member of staff. I organised for the assessor to shadow the more experienced assessor on going out and visiting employers.I also set up staff development with our commercial department who have a sales aspect responsibility within the college; he worked closely with one of the sales staff on going out visiting employers and seeing firsthand how to enhance his sales skills. I introduced an information sheet which the assessor could take with him to employ ers which gave him a starting point when going into speak with employers. I also introduced a financial bonus scheme to both employers and apprentices as I recognised employers had no real incentive to take on apprentices.Within 1 month or setting this up the assessor had filled all his places on his programme. TASK 5 A. C. 4. 1 Discuss the organisations disciplinary and grievance procedures A. C. 4. 2 Identify the role of the manager in both the disciplinary and grievance procedure A. C. 4. 3 Summarise the key aspects of legislation that applies to an organisations disciplinary and grievance procedures Disciplinary rules and procedures help to promote orderly employment relations as well as fairness and consistency in the treatment of individuals. Disciplinary procedures are also a legal requirement.Disciplinary rules tell employees what behaviour employers expect from them. If an employee breaks specific rules about behaviour, this is often called misconduct. Employers use discipl inary procedures and actions to deal with situations where employees allegedly break disciplinary rules. Disciplinary procedures may also be used where employees don’t meet their employer’s expectations in the way they do their job. These cases, often known as unsatisfactory performance (or capability), may require different treatment from misconduct, and disciplinary procedures should allow for this. http://www. acas. org. uk) Within Edinburgh College the Grievance and Disciplinary policy was updated in January 2010 and will run through to January 2014 this is approved by the Joint Trade Unions and Senior Management. (See appendix 1) In Edinburgh College all line managers have a responsibility to deal with Grievance and Disciplinary matters. In many cases formal disciplinary action can be avoided if the line manager tackles the problem with their staff as quickly as possible, e. g. poor timekeeping, poor relations with colleagues, improper use of telephone and or inte rnet etc..This could be improved through discussion rather than through formal disciplinary procedures. Problems dealt with early enough can be ‘nipped in the bud’ if acted upon firmly and fairly with the emphasis on counselling the individual that their behaviour is not up to the standard and must improve. Although informal the meeting must be recorded along with what was discussed at the meeting and any agreement reached. If however the employee is not satisfied with the outcome then formal procedure should be initiated.If formal procedures need to be initiated there are 2 stages within Edinburgh College’s Grievance and Dispute Policy and Procedure that must be adhered to, firstly Stage 1 where the employee should submit a formal, written statement of the grievance (appendix 2) to their line manager. If this relates to their line manager it should be given to the next senior manager. A meeting will take place within 5 working days, if another meeting is require d after this, it should also happen within a 5 days of previous meeting. The employee will be notified in writing within 5 days.If agreement is not reached the employee will be advised of their right to appeal the decision in terms of Stage 2 of this Policy and Procedure. Stage 2 will only be initiated if a resolve was not found. The employee would then submit a written appeal to the Principal within 10 working days of the outcome from Stage 1. All previous documents will be available for the Principal and employee prior to the meeting. Once the Stage 2 meeting has taken place the outcome will be notified in writing to all parties no later than five working days.The Principals decision will be final. On 6 April 2009, the new ACAS Code of Practice on Disciplinary and Grievance Procedures came into force. The current legislation on dismissal and grievance procedures introduced in 2004 was replaced by a far simpler, but not legally binding code. The new Code will provide guidance for e mployers and employees to handle disciplinary and grievance situations that arise in the workplace. â€Å"Employers and employees should always endeavor to resolve disciplinary and grievance matters informally in the workplace.The Code provides a standard of reasonable behaviour to help them to do this,† says Lauren Harkin, Solicitor in the Employment Law team at Lemon&Co Solicitor. However management within an organisation will adhere to statutory rules and lawyers would argue the interpretation (quote from Scott Charles Forbes, solicitor, Miscarriage of Justice Organisation) To summarise Disciplinary and Grievance procedures are frameworks which provide clear and transparent structures for dealing with difficulties which may arise as part of the working relationship from either the employer’s or employee’s perspective.They are necessary to ensure that everybody is treated in the same way in similar circumstances, to ensure issues are dealt with fairly and reas onably, and that employers are compliant with current legislation and follow the Acas Code of Practice for handling disciplinary and grievance issues. Disciplinary procedures are needed to: * let employees know what is expected of them in terms of standards of performance or conduct (and the likely consequences of continued failure to meet these standards). identify obstacles to individuals achieving the required standards (for example training needs, lack of clarity of job requirements, additional support needed) and to enable employers to take appropriate action. * enable employers and employees agree suitable goals and timescales for improvement in an individual's performance or conduct. * try to resolve matters without recourse to an employment tribunal. * act as a point of reference for an employment tribunal should someone make a complaint about the way they have been dismissed.Grievance procedures are needed to: * provide individuals with a course of action if they have a com plaint (which they are unable to resolve through regular communication with their line manager). * provide points of contact and timescales to resolve issues of concern. * try to resolve matters without recourse to an employment tribunal. References | Appendix 1| Appendix 2| Armstrong, M (2006) Performance Management Key Strategies and Practical Guidelines| Existing Motor Vehicle Projection Sheet 2012 – 2013|Forbes, SC Solicitor, Miscarriage of Justice Organisation| Harkin, L Solicitor in the Employment Law team at Lemon ; Co Solicitor| Herzberg, The Motivation to Work 1959 http://www. acas. org. uk| http://cipd. co. uk/factsheets/360-degree-feedback. aspx| Kaplan, R S and Norton, D P, Strategy Maps The Complete Summary| Pathways to Management and Leadership, Diploma in Management Unit C45 | The 7 stages based on â€Å"Plan-Do-See† (hand out from Annette)|

Observe a special needs childs activity (autistic child) when the Essay

Observe a special needs childs activity (autistic child) when the child tries to learn some information. Create a learning environment for this child - Essay Example One of the most common conditions in the category of developmental disorders is called autism. Autism is characterized by different kinds of improvement in the verbal and non-verbal communication mastery, social interaction, self help and playing skills as well as academic (intellectual) and cognitive skills. Other observable traits include limited repetitive and extreme patterns of behavior (Boyd, R.D. & Corley, M.J. 2001, 19). It is therefore imperative that the curriculum as well as other aspects of learning the designed in such a manner as to wholly meet the needs of these children. This section examines the learning needs of an autistic child and the theories that form the basis of select learning environments with the view of creating a most apt learning environment for specific special needs of a child. There are several groups of children with special learning interaction and communication needs. These conditions may include inherent conditions such as Autism, Aspergers syndrome, Down syndrome (Autism Spectrum disorders) and various physical impairments that include, hearing disorders, blindness and dumbness. Children who are born with or who develop these conditions are faced with a myriad of challenges in relationships as well interpreting, understanding the world around them. They lack the ability to communicate effectively. Autistic children seem to be in a world of their own and are not able to make out meanings of verbal and non-verbal communications such as gestures, facial expressions, physical contacts and even words spoken by people. (Anderson et al 1987, 352-366). Their semantic skills are disoriented and they seem to be indifferent about what is going on around them and even the people who are trying to interact with them. Their behavior does not match their feelings and interacting or relating with other people becomes very difficult

Collaborations in a Medical Team Essay Example | Topics and Well Written Essays - 1250 words

Collaborations in a Medical Team - Essay Example The patient is the principal figure in this procedure and there are various steps to be followed in the recovery of the patient which must be to the satisfaction of the patient’s needs (Gorske and Smith, 2009).This essay gives an account of the primary and the secondary care of patients with mental illness. It outlines the various roles of doctors, nurses, psychologists, social workers and the patient as members of the primary and secondary team and how various government trusts assist in the provision of health and social services for the treatment of a person with mental illness. This essay analyzes how collaborations in a medical team involving the treatment, and care of a person with mental illness is possible through relationship building and care planning. The paper outlines the practices and procedures of mental nursing in relation to service user partnerships. It analyzes the relationships that exist between mental patients, nurses and whether the mentioned relationshi p is a partnership. On most occasions the relationship between the medical teams involved and the patients is full of tension. Partnership is as a process where two or more individual, or bodies come together to jointly work for the benefit of one another.Heller et al, (1996), observe that the relationship between medical practioners and a patient is an example of a partnership (p.32). The aspect of user partnership means the provision of care services by the patient in collaboration with the medical staff, and the main aim is to achieve a common goal which is recovery of the patient. In a mental institution, user partnership takes an example of a collaboration of a nurse with a person with mental illness. It also involves the collaboration of the medical team in providing care services to the patient which can be primary or secondary care. Acheson (1999) observes that primary health care is the first contact of a mental patient with treatment of his/her condition since it brings ca re to the locality of the patient minimizing expenses involving hospital care (p.28). Primary care increases the recovery of the mental patient and reduces the chances of separating the patient from his family due to involuntary admission to mental hospitals. The care leads to better utilization of the available human resource facilities and reduction of stigma associated with terminal illness. Provision of primary health care in England is through public and private sector, and the following are the teams involved in the provision of such services. Doctors, health visitors, support staff, nurses/assistant practitioners, psychologists, counselors and social workers. The roles of these people are different but related. For instance the roles of the doctor is to diagnose the nature of the mental illness, however, he can’t perform this duty effectively without the assistance of a nurse. The role of the medical doctors is to perform diagnosis, while the duty of nurses and social workers is to make follow ups. From this analysis, doctors and nurses require each other’s services for effective care in the primary health care system. Psychologists and counselors play an important role in the care of a terminally ill person, and a counselor has a duty to build the confidence of the patient which is low due to stigma. These people cannot effectively utilize their services without the help of social workers and the support staff (Acheson, 1999). They assist a patient in understanding their mental condition and the help in offer. The patient is a member of the primary health team, and he has the responsibility of cooperating with the medical team for his/her recovery.

The Ideas of an Ideal Social Order and Separation of Power in the US Assignment

The Ideas of an Ideal Social Order and Separation of Power in the US - Assignment Example Linkage groups in the US House of Legislatures are responsible for keeping people on what is happening by giving them information and being involved. The initiator's intention was to enable Congress members to provide the connection between citizens and government. James Madison gives an explanation that public views are good when passed through a medium of a special body of citizens that can represent the interest of their country. The groups are of four types and are known as linkage institutions in the United States since they play a vital role in involving citizens to the government. These groups are not part of the government, but exclusive of them, the United States will not be able to maintain democracy. Examples of such ways by which American national government represent the interest of its citizen include Broad points of view represented by political parties that present people with alternative approaches on how the government is operated. By electing people to public offic e, each party seeks power so that its positions and values become public policy. Interest groups manage people with common welfare. They also influence government through citizen’s attitudes to support their points. They usually represent a closely related set of apprehensions. An important role played by the media is connecting people to the government. Most citizens find out about candidates for office, the burning issues of the day and also public official activities through, newspapers, radio, television and also the Internet.

The Personal Application Assignment Essay Example | Topics and Well Written Essays - 1250 words - 1

The Personal Application Assignment - Essay Example We fight all the time over petty matter like who will pay the bill and who will take the car front seat, what we wonder about is when wars will end. The people we meet on an everyday basis on the campus are either groups of natives or groups of non-natives. No mixes of non-ordinary type. People who try to form such groups either fall out in some semester over cultural differences or over religious matters. People who are hardliners, somehow find excuses to impose ‘my way or the highway’ sort of values on the group. That is when the group starts to fall apart. I always think and always have thought that our group of friends is the most awkward type. We were all sitting in a coffee house once when I said it out loud. I was seconded and even laughed at, especially by Jerry. Sabrina the smart one as she calls herself said that she thought it was a rare thing and not many people were gifted. I agreed with her. Isaid I felt at home with was everybody, even though none of them spoke mynative language. That stunned my friends a bit. Silence at the table brought home a realization which we never actually thought of earlier. I was the only guy who actually was of Asian origins while all others were either Europeans or Americans. For us it has never been about rules, it has always been about discovering new things together.My friends had come to love anIndonesian dessert which is I make at home. We went with Arthur on his religious trip, met with Matilda’s guy and discovered that they will marry soon enough, learnt about law and congratulated Sabrina on picking such a boring subject.Together we went to see the Grand Canyons which was my idea and the Disney World which was the girls’ idea during the term break; driving from one place to the other. I think of our group and our mischiefs often. Not that we were into serious kind of stuff. We were just the naughty kind of

Philosophy Essay Example | Topics and Well Written Essays - 500 words - 28

Philosophy - Essay Example Gene flow can happen either through hybridization or by exchange of DNA sequence by bacteria or virus. Bacteria and virus have the ability to transfer genes across specie. The gene flow can also result in the formation of a combined gene pool which will have both the characteristics of the two population groups. Thus the barriers to gene flow as well as the gene flow itself, both have the potential to bring about species diversity and take evolution ahead. Genetic drift is the change in the frequency of a DNA sequence, usually called allele. This phenomenon totally depends on chance. When a new member is born in a species, the alleles that will be taken up into the genetic make up of that individual will be through a process of random sampling. And if that individual lives enough to reproduce, only then there is an assurance that the specific alleles in his genes have a scope to survive. It is in this way that the allele frequency changes within a population and this leads to genetic variance within species. Thus a new generation may emerge which may either have lost one genetic trait or may have strengthened one genetic trait of the species, more visibly. Mutations are sudden changes in DNA sequence, of an organism, caused by many factors including, viruses, radiation, mutagenic chemicals, errors during DNA replication, transposition of DNA sequences within the genome, and errors in cell division while sexual reproduction. It has been proved that mutations have a great role in the process of evolution, that is, in the birth of new species, particularly, in smaller life forms like viruses and bacteria. But for higher life forms, mutations are harmful or neutral with respect to the survival of the specie. 2. Race is a social construct rather than a scientific classification. All human beings belong to the species, Homo Sapiens. The concepts and categories of race have not been constant and these have been changing in the history of human kind.

Case Scenario - Mr and Mrs Green Essay Example | Topics and Well Written Essays - 750 words

Case Scenario - Mr and Mrs Green - Essay Example And, the Bailee accepts clothing to return it after they have dry cleaned the same to the Bailor. The Professional Bailee, Spouses Green, has the obligation to return the clothing. If the clothing is lost or damaged there is a rebuttable presumption that the Bailee was negligent. The Spouses must show that they exercised ordinary or reasonable care that a professional dry cleaning shop would do in the same circumstances. If they fail to do so, they will be liable for ordinary negligence and must reimburse the Bailor for the amount of the property. c) Purchase of a business does not mean purchase of the land or building where it is situated. To obtain title to the land and building the Spouses Green may make an offer to purchase it from the Owner thereof. The Spouses Green will encounter two types of real property: the immovable; and, the movable that has been attached to an immovable (Mallor, et al. p584). The first type are real property, by their very nature of being immovables; unlike the 2nd type which are by their nature movables considered by law as real property for being attached as a fixture by virtue of: 1. Attachment – If the personal property is firmly attached to the real property that it cannot be removed without damaging the property. The dry cleaning machines, gas tanks, and generators firmly fixed to the building wall and floor with big screws and metal clamps are fixtures by virtue of attachment. But, in the interest of encouraging the growth of businesses, they are reclassified as Trade Fixtures exempt from this rule. Trade fixtures are those necessary to carry on the business of the entrepreneur. 2. Adaptation – the degree to which the item’s use is necessary or beneficial to the use of the real property. Door knobs changed upon occupancy for security are necessary to the use of the real property

The Administrations for Children Services New York City Essay

The Administrations for Children Services New York City - Essay Example The organization is currently in the process of implementing innovative procedures that should optimistically show its effect on the organization's work. Will this be sufficient to addressing the problem How efficient will the organization be after all the changes The paper will in detail confer the potential positive outcome of the restructured organization. The paper will also analyze the media's effect on the expedited renovations to the system. In order to more fully understand the current status of the ACS, a brief synopsis of its history is necessary. On January 10, 1996, for the first time in New York City history, an agency "devoted solely to serving children and their families" was established.1 The ACS mission is to "ensure the safety, permanency and well-being of the 1.8 million children in New York City and to strengthen families."2 In order to achieve this, several key areas of responsibility were established by Nicholas Scoppetta the agency's first commissioner. These include: In order to achieve these aims the agency put several processes in place including: reduced caseloads for workers, increased training and compensation packages, fostered improved interagency cooperation between various government agencies including Family court, the Department of Education and the various police agencies within the city and streamlined the record keeping system and automated it into a streamlined mode using latest technology. Additionally the ACS established in 2001 an intake facility solely dedicated to those children entering the foster care system, initiated a clinical consultation team to specifically work on cases involving physical abuse, substance abuse and mental health services and developed an intricate system to measure level and quality of services provided to children and their families. This system known as EQUIP (the Evaluation and Quality Improvement Protocol) was designed to evaluate all phases of the ACS system including: "processes, outcomes and quality."4 Finally, ACS instituted a comprehensive service review plan to ensure timely meetings within required time frames are conducted for each case. Yet, with all the innovative programs purported to be instituted children are still 'slipping through the cracks' - too often with deadly

Critique assignment Example | Topics and Well Written Essays - 1500 words

Critique - Assignment Example Getting everything into attention, although video games can be frightful and violent it should be remarked that it is not always necessary for art to take the form of world harmony and tranquility (Jenkins, 2000). Video games have for some time now been seen in a negative light, and people cannot overcome that many video games are powerful or prevent children from being active. Some people, however, appear to desperately trying to accuse video games of all the decadence morals seen in society. The truth remains that for a child to be negatively affected by a fictional game, and then the game is the only source of knowledge he or she gets. There are many children who can operate video games like mortal combat without becoming aggressive themselves. It highly on how their parents instilled their morals in them. As for children who are mainly affected by video games, they tend to emulate the actions they seen in violent games (Jenkins, 2000). This is as a result of parents either lacking much time or either the will to bring them up the way they would have preferred. These parents tend to shift the blame from their children and blame the video games. Video games keep a set cultural legality with several of the latest modes of art of the past and today. They can and should be regarded acts of art because that is what they are made up of. Video games are 3-D interactive paintings with color, shadowing, and essentially every principle that governs any hand created art. They affect our feelings while interacting with our insights as well, just as a video or art would. Moreover, would one not be at a position to call the inv entors of the games experts? They are certainly using their artistic skills and creations just as an artisan would to depict their vision to the public. Video games put various things in certain positions for some reason

Political Nature Of Music Essay Example for Free

Political Nature Of Music Essay Music has influenced man in a lot of ways and it can be evidently seen in the events that have occurred throughout the years. The vastness of musics capability to create influential concepts and ideas ranges from the smallest of intents to the broadest of intentions. Politics is not an exemption to the scope of musical boundaries. Through the years, music has provided various influential impacts to society and to politics. In the United States, music has become a popular method to promote political intentions. Music and Politics Through the years music has evolved and added up different genres from time to time. This aspect of music provides a wider range of impact on different types of music lovers. From punk to hip-hop, jazz up to pop, these different musical styles possess the influential aspects that determine the concept of music and its ability to affect people. There are various artists and bands who blatantly express their political outcries through the use of their music. There have been the bands from the past until present who showcase their protests to political leaders and their actions. To these bands, their capability to influence people most especially the die hard fans makes them believe that they can make an impact or better yet a change to society. This potential of bands to influence and affect the perceptions of people is a powerful tool that displays musics power. Bands and artists that showcase their political views creates a controversial stir due to the fact that not all people have the same political views. Despite all of this, these bands continue to stand on their opinions and still create music to promote their side. There are also those bands and artists who promote politically but does not display their political side. These artists are the ones who advertise people to vote. Due to the greatness of musics influence especially on the youth of today, artists promote political awareness and help these youth to care for the country and vote. There have been various commercials of bands or artists who display their stand to vote. Years ago, artists started to create the thought of â€Å"vote or die†. This shows their strong stand to help people vote. If there are the musical artists who promote their stand to vote, there are also those who oppose the actions of political leaders. For instance, there are several music artists who display their strong stand against President Bushs actions especially of the decision to send the countrys troops to Iraq. Years ago, there became a nationwide controversy regarding the Dixie Chicks opposing President Bush. This has led to different scenarios. This is just one example of music artists expressing their side. Through the years there are the bands like the notable punk artists such as the Sex Pistols, Dead Kennedys, The Clash and Green Day who have been notorious to utilize controversially political lyrics that bash the administrations. There are so many other bands who make use of their lyrics and catchy sounds to stir up messages that bring forth impact. We already jumped to the present times but the 1960s and 1970s are the decades that have really made expressionistic views through music. From the influential music of the rock bands of that era up to the formulation of the phenomenal rock concert named Woodstock, politics has served as a source of musical â€Å"revolution†. Woodstock, is the whole epitome of music serving as a tool towards political views. It is one of the most phenomenal events of history, a compilation of musical artists who serve for a single and peaceful cause. An expression of peace and a blatant display of care and intent to provide a better resolution to the war during those times, Woodstock became a festival of driven intention to promote peace and somehow express the side of the youth towards the actions of the American government especially pertaining to the Vietnam War then. Jumping back to the present, musics influence stands on different aspects. In the United States, such prominent music icons serve as the most influential artists that can accumulate a larger prospective view. There are those artists who serve for patriotic intentions while there are those who serve for what they think is better for the country. Its hard to count all these artists and specify their political views but the whole point is that the power of music is so great that when people choose to believe in it, their views and principles can be altered by musics life-changing influences. For music lovers and the die hard fans, most of them copy or imitate their favorite artists or bands, and in turn, some of them find it cool to follow their footsteps or even yet their views. Such is the power of music that it can affect political views and principles of people. Music can unite people but it can also segregate people. The genres are the ones which takes care of the segregation part but with the evolution of music today, the genres have become side by side with views and perceptions. All of them serve as the segregating factor. But nonetheless, music still has the power to unite and make people believe in something. Though it is a fact that all people dont possess the similar views, with regards to politics for that matter, there is a magnanimous challenge for music to unite everyone. The socio-economic class of people vary in a lot of ways and music also takes a part on it. As it is widely known, African Americans mostly take the side of Jazz, Hip-Hop and RB due to their history while the Whites take country music, pop, rock and punk. Segregation can also be evidently seen in these types of music which appeal to certain groups of people. All in all, music has served great not only in the United States but also around the world. The contributions of music to the history of the world somehow have created the different impacts on events. Whether be it on the past or today, musics vast power to capture a single persons political point of view is quite underrated. To some it may not look like as a big factor, but to some it also means a lot. Some people love music and that love for music helps them to believe in something. Personally, my political views have been strong from the start. Its not that music has influenced me or something, but seeing my favorite bands and artists taking a stand on what I believe in makes me feel that I am on the right side. Music helped me to become what I am today. It made me realize that someway, somehow I have something to believe in, something to be a fan of, and that I share this feeling with other people around the world. Music is a part of my life. I could not imagine my world without music. Though I know that not all people agree on my views, I still believe that music helps me to believe in something. The poetry of the lyrics, the awesome guitar rifts, the fast pace of the drums or even just the enlightening voice of the artist, these factors are the ones that helps me to create peace of mind and believe in something that has power and influence. Although I may not share the political views of all people, my music helps me take a stand and realize my worth and the worth of the country. Music artists have personally influenced me to vote and take a political stand but on what stand that is, its all up to me. Such is the power of music, it can alter, influence, and unite people.

What Is Community Policing?

What Is Community Policing? Community policing is probably the most misunderstood and often abused topic in police management during the past years. During the last few years, it has become fashionable for police agencies to create community policing, and very often with little understanding of what that phrase really means. It is true, that any kind of organizational tinkering has been called community policing. But community policing is not a program. Instead, community policing is a value system which permeates a police department, in which the primary organizational goal is working cooperatively with individual citizens, groups of citizens, and both public and private organizations to identify and resolve issues which potentially effect the livability of specific neighborhoods, areas, or the city as a whole. Community-based police departments recognize the fact that the police cannot effectively deal with such issues alone, and must partner with others who share a mutual responsibility for resolving problems. Community policing stresses prevention, early identification, and timely intervention to deal with issues before they become unwieldy problems. Individual officers tend to function as general-purpose practitioners who bring together both government and private resources to achieve results. Officers are encouraged to spend considerable time and effort in developing and maintaining personal relationships with citizens, busine sses, schools, and community organizations. Here are some other common features of community policing: Beyond crime fighting a focus on livability Many police departments and police officers define their role primarily in terms of crime control. The very term law enforcement agency is certainly an indication of this focus. But policing is much more than law enforcement. Many studies have shown that dealing with crime consumes only 10-20% of the police workload. Officers in community-based police departments understand that crook-catching is only one part of their job, and a rather small one by comparison to the myriad of issues and problems they deal with each day. Officers freely accept a significant role in issues that might be derisively referred to as social work in traditional police departments. Officers understand that resolving a problem with unruly people drinking at a public park, working to reduce truancy at a middle school, marshalling resources to improve lighting in a mobile home park, and removing abandoned vehicles from streets, may all be forms of valid and valuable police work, which affect the livability of a neighborhood. Rather than treating these activities as diversions from real police work, officers understand that this is the essence of their work. Citizen Involvement The police department strives to actively involve citizens in its operations, through a variety of means. Volunteers are widely used, whether college interns or retired seniors. Citizen patrols and crime prevention initiatives are welcomed and encouraged. Area commanders meet often with members of the public to solicit input and feedback. Many internal committees include public participation. Policy decisions typically involve opportunities for input from citizens, and the department has both formal and informal mechanisms for this purpose. Promotional boards include citizens. The department seeks to educate the general public about police work in various ways, including publications, web sites, public-access television, town hall meetings, citizen police academies. The department accepts and even encourages citizen review of its performance. Geographic Responsibility The primary division of labor for the police is geographical. Officers identify with their area of assignment, rather than the work shift or functional division. Commanders are assigned to geographical areas and given wide latitude to deploy their personnel and resources within that area. Individual officers adopt even smaller geographical areas and feel a sense of ownership for that area. Officers commonly know many of the people who live and work in this area, and are intimately familiar with the areas geography, businesses, schools, and churches. Officers seek out detailed information about police incidents which have occurred in their area of assignment during their off-duty time. Long-term Assignment Officers can expect to work in the same geographical area for many years. Officers preferences for areas are considered in making assignments. Rotation of geographical assignments is rare. The organization values the expertise and familiarity that comes with long-term assignment to the same area. Decentralized Decision Making Most operational decisions are decentralized to the level of execution. Field officers are given broad discretion to manage their own uncommitted time. Operational policies are concise, and serve as general guidelines for professional practice more than detailed rules and regulations. First line supervisors are heavily involved in decisions that are ordinarily reserved for command ranks in traditional police departments. Participative Management The department employs numerous methods to involve employees at all levels in decision-making. Staff meetings, committees, task forces, quality circles, and similar groups are impaneled often to address issues of internal management. Many workplace initiatives begin with ideas or concepts brought forward from line employees. Obtaining input from frontline employees is viewed as an essential part of any policy decision. The department has comparatively few levels of rank, and rank is seldom relied upon to settle disagreements. Supervisors view their role primarily in providing support to field personnel by teaching, coaching, obtaining resources, solving problems, and running interference. Generalist Officers Field officers dominate the sworn work force. Officers are expected to handle a huge variety of police incidents, and to follow through on such incidents from beginning to end. Specialization is limited to those areas where considerable expertise is an absolute necessity. Even when specialists are used, their role is to work cooperatively with field officers, rather than assume responsibility for cases or incidents from field officers. Most specialists view their jobs as offering technical expertise and support to field personnel. Police Leadership on Community Issues Senior police managers are deeply involved in community affairs. They speak out frequently and freely on issues of community concern, some of which are only tangentially related to law enforcement per se. Police managers are encouraged to pursue important community issues as a personal cause. Elected officials consult with police managers often. Police representation is obligatory on committees or study groups which are set up to examine significant issues on the public agenda, and it is not uncommon for police officers to serve in leadership positions in community organizations. Proactive Policing The police department employs techniques to manage its workload in order to make blocks of time available for police officers to address identified problems. The police response to an emerging problem typically involves significant input and participation from outside the department. The department routinely uses a range of tactics other than responding to individual incidents, such as: targeted saturation patrol, bicycle and foot patrol, undercover/plainclothes/decoy/surveillance operations, educational presentations, coordination of efforts with other government or human service agencies, support to volunteer efforts, initiation of legislative proposals, and so forth. Rather than merely responding to demands for police services, the department employees a Problem-Oriented Policing (POP) approach: identifying emergent problems, gathering data, bringing together stakeholders, and implementing specific strategies targeting the problem. The police response to an on-going or repetitive problem seldom involves only police resources. The police are concerned not only with high-visibility crimes, but with minor offenses which contribute to fear of crime, and negatively effect public perception of city or neighborhood safety. Emphasis on Quality The police define success and accomplishment primarily by the results achieved and the satisfaction of the consumer of services, rather than by strictly internal measures of the amount of work completed. Thus, there may be decreased emphasis on common productivity measures such as clearance rate, numbers of arrests, response time, etc., and increased emphasis on outcomes. Thoroughness and quality are clear emphases, but doing the right thing is as important as doing things right. The department employs methods to assess public satisfaction with services, and both individual officers and managers think about ways to improve based on this feedback. Recognition and Professional Development Officers receive frequent recognition for initiative, innovation, and planning. The department systematically acknowledges problem-oriented policing projects that achieve results. Seasoned field officers are highly valued for their skill and knowledge, and feel little pressure to compete for promotion to supervisory positions in order to advance their career. Commendations and awards go to officers for excellent police work of all kinds, not just crime control. Officers receive the respect and admiration of their colleagues as much for their empathy, compassion, concern for quality, and responsiveness, as for their skill at criminal investigation, interrogation, and zeal in law enforcement. What Community Policing is not Despite the claims of some ill-informed critics, community policing is not soft on crime. Quite the contrary, it can significantly improve the ability of the police to discover criminal conduct, clear offenses, and make arrests. Improved communication with citizens and more intimate knowledge of the geography and social milieu of the beat enhances, rather than reduces, the officers crime-fighting capability. Moreover, though some of these may be used as specific strategies, community policing is not: school resource officers a grant storefront police substations a pilot program in a single area of town foot or bicycle patrols a specialized unit of neighborhood police officers a citizen police academy When an agency claims to have implemented community policing last week, thats a pretty good indication that it has not. Individual programs or projects that form part of this change may be implemented, but community policing is not implemented. You dont start it at the beginning of the fiscal year. It is a process that evolves, develops, takes root and grows, until it is an integral part of the formal and informal value system of both the police and the community as a whole. It is a gradual change from a style of policing which emphasizes crime control and crook catching, to a style of policing which emphasizes citizen interaction and participation in problem solving. You cant tell whether community policing exists in a city on the basis of the press release, the organizational chart, or the annual report. Rather, it can best be discerned by observing the daily work of officers. It exists when officers spend a significant amount of their available time out of their patrol cars; when officers are common sight in businesses, schools, PTA meetings, recreation centers; when most want to work the street by choice; when individual officers are often involved in community affairs-cultural events, school events, meetings of service clubs, etc., often as an expected part of their job duties. It exists when most citizens know a few officers by name; when officers know scores of citizens in their area of assignment, and have an intimate knowledge of their area. You can see it plainly when most officers are relaxed and warmly human-not robotic; when any discussion of a significant community issue involves the police; and when few organizations would not think of tackling a significant issue of community concern without involving the police. The community-based police department is open-it has a well-used process for addressing citizen grievances, relates well with the news media, and cultivates positive relationships with elected officials. The Lincoln Police Department has been implementing community-based policing since 1975. Late that year, Chief George K. Hansen announced to the public our first tentative steps into something we called at that time neighborhood-based team policing. While similar projects in cities including Los Angeles and Cincinnati came and went, we continued. We are perhaps the only police department in the United States that has been involved so long and so thoroughly in a conscious effort to refine and enhance the community-based approach. Twice (in 1977, 1993, and 2001) we have embarked on comprehensive strategic planning initiatives involving scores of employees and dozens of recommendations for enhancing our efforts. We have done exceedingly well at incorporating certain aspects of community-based policing in the fabric of daily life at LPD. Concerning long-term geographical assignment, or the generalist officer approach, for example, we have a long track record of successful practice. In ot hers, such as problem-oriented policing, we have steadily improved. Our problem-oriented policing projects are becoming both more frequent and more sophisticated. In a few areas, however, such as involvement of citizens in our decision-making process, we have much more to do before we achieve excellence. Community policing in Lincoln will continue to evolve. We will build on some of our most powerful strengths: a highly educated and capable work force, a respect for research and evaluation, and a willingness to change. We will learn from our setbacks, and be constantly open to innovation as we adapt to a changing city, society, and world. We do not have a self-image of the thin blue line, protecting the helpless public from the ravages of predatory criminals. Rather, we live, work, recreate, raise our children, and enjoy our city as citizens first, even though we are citizens who have a special professional responsibility for protecting others and ensuring the livability of our city. We are wholeheartedly committed to policing Lincoln in concert with our fellow citizens. http://www.aacounty.org/Police/commBasedPolicing.cfm Community Policing is an organizational wide philosophy and management approach that promotes community, government and police partnerships; proactive problem solving; and community engagement to address the causes of crime, fear of crime and other community quality of life issues. Two of the core components of community policing are: Community Partnerships and Problem Solving. Community Partnerships are joint efforts between law enforcement agencies and their communities to address the significant crime and quality of life issues. Problem Solving is a process for analyzing a problem from several perspectives in order to seek the most thoughtful approach possible, which should also be the solution that is most likely to succeed. Community policing provides the community with a: Voice in how it will be policed Permanent resolution to reoccurring problems Stronger, safer and friendlier place to live Better understanding of police capabilities and limitations Closer working relationships with the police and other governmental agencies It benefits the Department by providing: A way to more efficiently and effectively use department resources A way to be more responsive to the community Better intelligence about criminals Better communications More community support for Department programs http://www.smallarmssurvey.org/files/portal/issueareas/security/security_pdf/2004_Hesta_Peake.pdf Community-Based Policing as a Model for Police Reform Fundamental Principles of Community-Based Policing 1 . Policing by consent, not coercion. 2 . The police as part of the community, not apart from it. 3 . The police and community working together to find out what communities needs are. 4 . The police, public and other agencies working together in partnership. 5 . Tailoring the business of policing to meet community needs. Community-based policing is both a philosophy (a way of thinking) and an organizational strategy (a means to carry out that philosophy) that allows the police and community to work together in new ways to solve problems of crime, disorder and safety. It rests on two core elements: changing the methods and practice of the police and taking steps to establish a relationship between the police and the public. The philosophy is built on the belief that the public deserves an input into policing, and indeed, has a right to it. It also rests on the view that in order to find solutions to community problems, the police and the public must move beyond a narrow focus on individual crimes or incidents, and instead consider innovative ways of addressing community concerns. At the heart of community-based policing is the recognition that the police are much more than mere crime fighters and can be public servants in other ways. The end goal is the creation of a professional, representative, responsive, and accountable institution that works in partnership with the public. These peace officers are a service rather than a force, and an institution that only criminals need rightly fear. Achieving these goals requires taking action at three levels: individual, institutional, and societal. (L. Lindholt, P. De Mesquita Neto, D. Titus, and E. Alemika, Human Rights and the Police in Transitional Countries, (Leiden: Brill Academic Pub, 2003), p. 22.) Even as the values of service and competency are imparted at the level of the individual officer, an appropriate management structure, capable of embedding and sustaining these values, must be created as well. Reform to the police alone, however, is insufficient; community support and assistance are also necessary to achieving the basic goals of the police. Community based policing, therefore, also encompasses strategies to reorient the public who, for frequently good reasons, have been leery and distrustful of the police. Building partnerships between the police and communities is a major challenge that confronts aspirant reformers, but thus far, international reform efforts have given little recognition to this challenge not one of the mandates for UN missions mentions engagement with local communities as a reform priority. The philosophy of community-based policing asks of both the police and the public a leap of faith and a commitment to effect change. It is a complex process that requires contemporaneous action to be taken at multiple levels meaning that detailed strategic planning necessary to translate philosophy into practice within the police organization and among the public. A detailed plan has often proved lacking in internationally inspired police reform plans however. Beyond a rhetorical commitment to police reform there has been little sense of how to operationalize a reform process to achieve the changes sought. Community-Based Policing: More Than Just Law and Order Policing is an activity that is not carried out in isolation. All the disparate aspects of policing that individual officers are called upon from issuing parking tickets to thwarting crimes impact and involve other institutions and processes. The workshop discussed how a community-based police reform program fits in with, and can contribute significantly to advancing, a variety of security, social, and developmental objectives and agendas. Community-based policing and security sector reform External actors pick and choose which parts of security sector reform (SSR) they carry out without necessarily seeing how these elements are linked and interrelated. Although at a policy level, the police are considered an integral element of the security sector, this synergy between the two is rare at the level of implementation. For many donors, SSR remains a primarily military concern, deprioritizing policing. Policing is also sometimes in a different institutional silo, which presents an institutional barrier to actual coordination. Greater synergy between the reform processes towards the various institutions that make up the security sector would be beneficial. Community-based policing, the rule of law, good governance, and human rights To be effective police reform must link other criminal justice institutions. The entry point to the justice system and the part in closest contact with the public, a fair, competent, non-discriminatory, and respectful police is integral to upholding the rule of law. Along with courts and the correctional service, the police are an essential part of the triad of institutions needed to make a justice system run effectively (R. Mani, Beyond Retribution: Seeking Justice in the Shadows of War (London: Polity, 2002), pp.56-68.)Experience suggests that positive impacts to one of this triad of institutions will be nullified without similar concentration on other institutions. Community-based policing, development, and poverty reduction Community-based police reform can contribute to a wider poverty reduction strategy. Several donor agencies and governments have recognized the links between security, development, and poverty reduction. High levels of crime stifle development in any community businesses become the victims of crime, commercial activities (including those of the informal sector) are interrupted, and outside investment leaves. The poor and marginalized also suffer disproportionately from the effects of crime and violence. They lack adequate protection from corrupt or dysfunctional security institutions. The poor are also often marginalized when it comes to political or social structures and are likely to have very little influence over the policies and programs that affect their daily lives. Community-based policing, through its partnership approach, aims to ensure that the safety and security needs of all groups in a particular community are addressed. In this way, the police can facilitate all peoples access to justice, regardless of their social or economic status. Addressing local needs while effectively combating crime improves safety and security, and with it, strengthens the conditions for development to take place. Community-based policing and stemming smallarms proliferation Controlling the availability and circulation of small arms and light weapons (SALW) is vital in the effort to increase community safety, the aim of communitybased policing. However, citizens will only be willing to hand over firearms in their possession if they perceive an improvement in public safety and security and if they have a certain degree of trust in the police and other security agencies. This is where communitybased policing can play an important role in strengthening SALW initiatives. Similarly, if there is a good working relationship between the police and the community, it will be easier for the police to obtain information about arms caches or transit routes for arms trafficking. What is Community-Based Policing? Community-based policing is a partnership between the police and the community in sharing the delivery of police services. Ridge-Meadows detachment is in a process of transition from reactive traditional policing to proactive community based policing. It involves the strategy of problem oriented policing and employs various tactics, depending on the problem being addressed. Some of these tactics are: Community consultation Neighbourhood policing Decentralization Different types of responses to calls for service Shared responsibility for community problems Modern-management concepts A move away from 9-1-1 service calls and a total reactive policing service Proactive service delivery Crime Prevention Programs Community policing is a philosophy of police service delivery. It does not result from specific initiatives, such as bicycle patrols, crime prevention programs, and community storefronts/offices, or school liaison officers. Though these may be important, they do not represent a philosophically different way of doing business. Community policing acknowledges that, in addition to responding to emergency calls and apprehending offenders, police have always been involved with service calls of a more general nature. In fact, aside from paperwork and crime investigation, the bulk of a patrol officers time is spent responding to service calls. Community policing means a philosophical shift toward dealing with these community problems. Community-based policing (CBP) is an approach to policing that brings together the police, civil society and local communities to develop local solutions to safety and security concerns. This paper, published by Saferworld, assesses outcomes of and lessons learned from two CBP pilot programmes in Kenya. CBP improves public trust in the police, cooperation between police, citizens and community and stakeholder capacity for security sector reform (SSR). CBP allows police and community to work together to solve crime, disorder and safety problems. It makes safety and security a shared responsibility, emphasises police-community partnerships and targets policing needs in each community. What is Community Policing? There are many definitions of community policing but it is proposed here that the Queensland Police Service recognise it as an interactive process between the police and the community to mutually identify and solve policing problems in the community. The concept of community policing is based on the unit of communityà ¯Ã¢â€š ¬Ã‚ ®persons in social interaction in a geographical area but which may also include persons in interaction based on ethnic, business, religious or other grounds.