Organizational Culture and Heinz Australia

1. Draw on each of the elements of the cultural web to discuss how the culture at Heinz Australia has changed and is continuing to evolve under Widdows’ leadership. The Paradigm: ‘Going backward’, unprofitable business, very negative, low-risk, ‘punitive’ culture, lack of nurturing and support of staff, little encouragement of new ideas, and a complex organizational structure. Are the Assumptions/core beliefs of Heinz Australia before. Myths and Stories: staff morale was low and turnover unacceptably high, very negative, low- risk, and ‘punitive’ culture.Symbols Aspects: Heinz Logo is known all over the world for their condiments and other food products. Mission and Vision statement that gives direction and goal in the businesss. Power Structure: It shows that Widdows have gained respect from the staffs, that which follows his authority. Organisational Structure: its hierarchical structure Control System: With the changes have made for th eir corporate culture, through being flexible by given the mutual respect and trust to the staff.It shows that it doesn’t have to monitor every time. Rituals and routines: Showing an initiative concern for their staff, such health and wellbeing, giving free membership to the gym, health care programs and such. 2. Based on your cultural web audit, identify the key forces for and against change. The key forces against change is staff turnover unacceptably high, low risk and punitive culture. With this culture, it will be difficult for the new management to adopt to changes.Moreover, Widdows as he pursued for transformational change when he became a Managing Director. It has change from negative to positive culture. 3. What appear to be the key strengths of the new culture? After the Widdows taking over as the new leadership, it helps the staff to enjoy by flexible working hours, have mutual respect and trust, ‘great place to work’ environment. Instead of being afra id to give new ideas, staffs are encouraged to share. 4. What aspects of the organization need to be monitored and sustained to nsure the organization does not slide back into the old ways of thinking and working? Continues providing of the new rewards and benefits system. Such as flexible working hours, free membership to the gym, health care, and others. More importantly the leaders of the organization should be in lined their purpose and objective with one another. Reference: Graetz, F. , Rimmer, M. , Smith, A. , & Lawrence, A. (2011). Managing Organisational Change (3rd Edition). Milton, QLD, John Wiley & Sons

Childcare †Orientation Package Essay

INTRODUCTION One of the goals of the Ministry of Children and Youth Services is to help support social and economic development in Ontario by investing in and supporting an affordable, accessible and accountable child care system which helps benefit children, their parents and caregivers, and the broader community. The early learning and child care system in Ontario should: †¢ be accessible, affordable and inclusive †¢ care for children in a safe, nurturing environment †¢ foster early childhood development †¢ help support early learning and readiness for school †¢ be flexible and provide choice †¢ support children and their families †¢ provide appropriate standards of child care †¢ provide supports for parents in financial need, who are employed, in training, or involved in other employment activities †¢ support economic growth, and †¢ work in partnership with others involved in Ontario’s. early learning and child care system. This Orientation Package has been designed to provide individuals who are interested in obtaining a licence to operate either a day nursery (also known as child care centres) or a private-home day care agency in the Province of Ontario, with practical information and advice. The following information is included in this package: †¢ the process for obtaining a licence †¢ a summary of the licensing requirements to operate a day nursery or a private-home day care agency under the Day Nurseries Act †¢ a glossary of terms (Appendix 1) †¢ information to assist you in considering your decision to apply for a licence to operate either a day nursery or a private-home day care agency (Appendix 2) †¢ a list of the Regional Offices of the Ministry of Children and Youth Services (Appendix 3), and †¢ a list of the Child Care Service System Managers responsible for planning and managing the delivery of child care services throughout Ontario (Appendix 4). 4 CHILD CARE IN ONTARIO The child care system in Ontario consists of a range of services for families and their children, including licensed day nurseries and private-home day care which provide supports to children and their families. The Day Nurseries Act requires any premise that receives more than five children under the age of 10 years, not of common parentage (children who have different parents), for temporary care and guidance, to be licensed as a day nursery. A person may provide informal child care to five children or less under the age of 10 years who are not of common parentage (children who have different parents), in addition to his/her own children, without a licence. This number may not be exceeded, regardless of the number of adults present or on site. When a person provides in-home child care at more than one location or co-ordinates the provision of care at more than one site, a licence to operate a private-home day care agency is required. It is an offence to establish, operate or maintain a day nursery or private-home day care agency without a licence. On conviction, the fine is up to $2,000 for each day the offence continues, or imprisonment for a term of not more than one year, or both. Ministry staff have the responsibility to follow-up on all complaints about child care being provided without a licence. CHILD CARE LICENSING IN ONTARIO The Ministry of Children and Youth Services is responsible for the Day Nurseries Act and issues licences to operators of child care programs. There are two types of licensed child care programs: day nurseries and private-home day care agencies. In the Day Nurseries Act and in this package, child care centres are referred to as day nurseries. Day nurseries may include nursery schools, full day care, extended day care, and before and after school programs. Private-home day care agencies arrange or offer home day care at more than one home. Care is provided to five children or less, under 10 years of age in a private residence other than the home of the parent/guardian of the child. Homes are monitored by the agency. Role of the Operator Operators have responsibility for the operation and management of each day nursery or private-home day care agency, including the program, financial and personnel administration of the program. Operators of licensed day nurseries and private-home day care agencies are required to achieve and maintain compliance with the standards set out in Ontario Regulation 262 under the Day Nurseries Act at all times. The Day Nurseries Act and Ontario Regulation 262 are available through: Publication Services 777 Bay Street, Market Level, Toronto, Ontario M5G 2C8 416-585-7485 or 1-800-668-9938 The Day Nurseries Act is available on the ministry’s website at: http://www. elaws. gov. on. ca/html/statutes/english/elaws_statutes_90d02_e. htm. Ontario Regulation 262 under the Day Nurseries Act is available online at: http://www. elaws. gov. on. ca/html/regs/english/elaws_regs_900262_e. htm#37. (1). The Director under the Day Nurseries Act Child care licences are issued by a â€Å"Director† who is an employee of the Ministry of Children and Youth Services, appointed by the Minister for the purpose of the Day Nurseries Act. The Director reviews all documents required for licensing, approves and signs the licence. The Director has the authority to refuse to issue a new licence if: †¢ the applicant or any of the officers, directors or employees of the applicant are not competent to operate a day nursery or privatehome day care agency in a responsible manner in accordance with the Day Nurseries Act 6 †¢ the past conduct of the applicant affords reasonable grounds for the belief that a day nursery or private-home day care agency will not be operated in accordance with the Day Nurseries Act, or the building in which the applicant proposes to operate the day nursery or provide private-home day care does not comply with the requirements of the Day Nurseries Act. †¢ In addition, if there are grounds, the Director may refuse to renew or revoke an existing licence. The Director may also issue a direction and temporarily suspend a licence if there is an immediate threat to the health, safety or well-being of the children. An applicant or licensee is entitled to a hearing before the Licence Appeal Tribunal. Role of Program Advisors Program Advisors, Ministry of Children and Youth Services staff designated under Section 16 of the Day Nurseries Act, are responsible for inspecting day nurseries and private-home day care agencies to enforce licensing requirements. In some regional offices, this position is referred to as Licensing Specialist. Program Advisors are responsible for assessing whether the operator has met the licensing requirements before an initial licence is issued. Unannounced inspections are conducted by Program Advisors for licence renewals on an annual basis or more frequently for a shorter term licences. In addition, Program Advisors conduct unannounced inspections in response to complaints related to licensed child care programs and to monitor operators who have difficulty maintaining compliance with licensing standards. The Ministry of Children and Youth Services also responds to complaints from the public pertaining to persons who are alleged to be operating without a licence (i. e. caring for more than five children under 10 years of age, not of common parentage, without a licence). The Application Process An individual or corporation can apply for a licence to operate a day nursery or a private-home day care agency. (Licences cannot be issued to partnerships. ) Types of operators include: †¢ an individual †¢ corporations (non-profit and for-profit) †¢ municipalities †¢ community colleges †¢ churches, or †¢ Bands and Councils of the Band. The prospective operator contacts the local Regional Office (see Appendix 3) to request an application package and confirm the information required before proceeding with the next steps in the licensing process. Prior to requesting an initial site inspection for a day nursery (a visit to determine if the space is appropriate), the operator submits the completed application form to the Regional Office, as well as: †¢ †¢ †¢ written verification from the zoning authority confirming the location is approved for use as a child care centre detailed floor plans, and detailed site plans of the proposed location. These plans must include room measurements, window measurements (actual glass area), location of fixed cabinets (counters and storage areas) and fenced outdoor playground space dimensions (if required). Please note that effective July 1, 2005, as part of regulatory changes to the Ontario Building Code, all building or renovation plans for a day nursery must be reviewed and approved by the Ministry of Children and Youth Services prior to a municipality issuing a building permit. It is the operator’s responsibility to determine whether the location will meet zoning, building, fire and health requirements. Written verification must be submitted to the regional office confirming that these requirements have been met prior to a licence being issued. The fee for a new licence is $15; the renewal fee is $10. If a licence renewal is submitted to the ministry after the licence expiry date, the late fee is $25. 8 Planning and Design Guidelines for Child Care Centres This guide provides information about the planning, design and renovation of licensed child care centres. It is intended to be used by persons involved in the site selection, design, and operation of a child care centre in the province of Ontario. This guide is available through the local MCYS Regional office and on the ministry’s website at http://www. children. gov. on. ca/mcys/english/resources/publications/be ststart-planning. asp. (Alternately, from the ministry’s home page at. http://www. children. gov. on.ca, you can follow the links to Best Start, then Best Start resources, then Planning and Design Guidelines for Child Care Centres. ) Obtaining a Licence To obtain a licence, applicants must demonstrate compliance with the requirements set out in Regulation 262 of the Day Nurseries Act in a number of areas including: confirmation of compliance with municipal zoning, building, fire and health requirements; the suitability of the building; availability of equipment and furnishings; conformity with space requirements and playground standards; maintenance of staff/child ratios for various age groups; staff qualifications; nutrition; appropriate behaviour management; programming and insurance. Private-home day care agencies must demonstrate compliance with the requirements set out in Regulation 262 of the Day Nurseries Act in a number of areas including: staffing and training; policies and procedures; records of inspections of providers’ homes; availability of equipment and furnishings; appropriate behaviour management and insurance. The Program Advisor makes a recommendation to the Director under the Day Nurseries Act about the issuance of a licence based on their assessment of compliance with the requirements of the Day Nurseries Act and ministry policy. The Director decides whether to issue a licence and the type and term of licence to be issued. The Director may add terms and conditions to the licence. The operator is required to comply with the terms and conditions of the licence as well as the requirements of the Day Nurseries Act and ministry policy. Operators must apply for a licence renewal prior to the expiry date of the current licence. Licences may be issued for a period of up to one year if all licensing requirements are met. Health Canada – Product Safety Program Health Canada helps protect the Canadian public by researching, assessing and collaborating in the management of the health risks and safety hazards associated with the many consumer products, including children’s equipment, toys and furnishings, that Canadians use everyday. Through their Product Safety Program, Health Canada communicates information about juvenile product hazards and recalls to protect children from avoidable risks. Advisories and warnings, juvenile product recall notices, food recalls and allergy alerts are posted on the Health Canada website. The Consumer Product Recalls webpage can be accessed at http://209. 217. 71. 106/PR/list-liste-e. jsp. Health Canada offers an electronic newsletter so that the public can receive updates when consumer advisories and warnings, juvenile product recalls, and consultation documents regarding consumer product safety are posted on the Health Canada Web site. As a prospective operator, you are encouraged to register on line for this service at: http://www. hc-sc. gc. ca/cps-spc/advisories-avis/_subscribeabonnement/index_e. html. Duration of Initial Licensing Process It may take up to 6 to 12 months to open a new day nursery or private-home day care agency depending on a number of factors, including the extent of the renovations, the incorporation of a corporation, the purchasing of equipment, the hiring of a supervisor or home visitors, the recruitment of staff, the development of policies and obtaining all required approvals. Types of Licences †¢ Regular licence – may be issued for up to 1 year if the operator was in compliance with licensing requirements when last inspected. 10 †¢ Regular short-term licence – issued at the discretion of the Director – routinely issued to new licensees (generally for a period of up to six months) or when more frequent licensing visits are appropriate to support ongoing compliance. Regular licence with terms and conditions – terms and conditions are requirements prescribed by a Director and are additional to the requirements of the Day Nurseries Act. They may reflect circumstances specific to the operation, such as half day or 10 month service. They may also be in place to minimize the recurrence of a non-compliance, such as incomplete staff medical records. Provisional licence – When Day Nurseries Act requirements have not been met and the operator requires time to meet requirements, a provisional licence (generally for a period up to three months) may be issued. This licence gives the operator a period of time to meet licensing requirements. Copies of a letter indicating that a provisional licence has been issued and a summary of the non-compliances are sent to the centre for distribution to parents. The summary of non-compliances will also appear on the Child Care Licensing Website. †¢ †¢ Child Care Licensing Website MCYS has launched the Child Care Licensing Website to provide parents with information about licensed child care in Ontario. The site is accessible at http://www. ontario. ca/ONT/portal51/licensedchildcare. A search tool allows parents to search for child care by city, postal code, type of program, age group, program name, operator name and language of service delivery. The site also provides the status of the licence and the terms and conditions of the licence for any licensed program parents might be considering or about which they might be concerned. Once a licence is issued, the information appearing on the licence of the program will be available on the website. Child Care Service System Managers The child care system is managed at the municipal level by fortyseven Consolidated Municipal Service Managers (CMSMs) /District 11 Social Services Administration Boards (DSSABs). Each service system manager has responsibility for planning and managing a broad range of child care services, including fee subsidy, wage subsidy, family resource centres and special needs resourcing. Prospective operators should contact their local child care service system manager (see Appendix 4) to discuss the need for child care in the area being considered and for information about funding and fee subsidy. 12 DAY NURSERIES ACT SUMMARY OF LICENSING REQUIREMENTS FOR DAY NURSERIES Day nurseries are centre-based programs and can include nursery schools, full day child care, extended day and before and after school programs. Organization and Management The operator of the day nursery is responsible for maintaining compliance with the Day Nurseries Act and ministry policy. This includes responsibility for the operation and management of the program and financial and personnel administration. A qualified supervisor who directs the program and oversees the staff is required for each child care centre. This person must have a diploma in Early Childhood Education, or other academic qualifications which are considered equivalent, and have at least two years experience in Early Childhood Education. The supervisor must also be approved by the Director under the Day Nurseries Act. Staff Qualifications †¢ The supervisor must have a diploma in Early Childhood Education or equivalent qualifications, with two years experience and must be approved by the Director under the Day Nurseries Act. †¢ One staff with a diploma in Early Childhood Education or equivalent qualifications must be hired for each group of children. Health Assessments and Immunization †¢ Staff immunization/health assessment, as required by the local medical officer of health, must be completed before commencing employment. 13. Number and Group Size Number of Staff required for a Day Nursery Other than a Day Nursery for Children with Disabilities Ratio of Employees to Children 3 to 10 1 to 5 Maximum Number of Children in a Group 10 15 Group Age of Children in Group Infant Toddler Under 18 months of age 18 months of age and over up to and including 30 months of age more than 30 months of age up to and including 5 years of age 44 months of age or over and up to and including 67 months of age as of August 31 of the year 56 months of age or over and up to and including 67 months of age as of August 31 of the year 68 months of age or over as of August 31 of the year and up to and including 12 years of age Preschool 1 to 8 16 Junior Kindergarten 1 to 10 20 Senior Kindergarten 1 to 12 24 School age. 1 to 15 30 †¢ All children must be supervised by an adult at all times. †¢ Ratios are not permitted to be reduced at any time for children under 18 months of age. †¢ Ratios are not to be reduced on the playground. 14 †¢ Where there are six or more children over 18 months of age or four or more children under 18 months of age in attendance, there must be at least two adults on the premises. †¢ Staff/child ratios may be reduced to 2/3 of the required ratios during the periods of arrival and departure of children and during the rest period, with the following exceptions: †¢ †¢ when children are under 18 months of age on the playground with any age group. †¢ In a full day program operating six or more hours in a day, for the purposes of staffing, the period of arrival is not to exceed two hours after the opening and the period of departure is not to exceed two hours before the closing of the day nursery. †¢ In half day nursery school programs and school age programs, the period of arrival is not to exceed 30 minutes after the opening and the period of departure is not to exceed 30 minutes before the closing of the day nursery. Criminal Reference Checks Individuals and directors of a corporation applying for new licences will be required to submit a criminal reference check to their local Ministry of Children and Youth Services Regional Office as part of the licence application. In preparation for the initial licensing visit, the operator of the day nursery is required to develop a criminal reference check policy for all full and part time staff working with the children, as well as for volunteers. Additional information about the Ministry of Children and Youth Services criminal reference check policy is available from Regional Offices. Building and Accommodation Each day nursery must: †¢ comply with the requirements of applicable local authorities i. e. zoning and building department, medical officer of health and fire department †¢ comply with the requirements of the Safe Drinking Water Act, 2002, O. Reg. 170/03, where applicable. These provisions only apply to designated facilities with drinking water systems where 15 the water is not provided through service connections with a municipal residential water system. The requirements of this regulation are available from the Ministry of the Environment’s website at http://www. ene. gov. on. ca/envision/gp/5361e. pdf †¢ comply with the requirements for lead flushing and water sample testing (where applicable) under the Safe Drinking Water Act, 2002, O. Reg. 243/07. The requirements of this regulation are available from the Ministry of the Environment’s website at http://www. ontario. ca/ONT/portal51/drinkingwater/General? docId= 177450&lang=en †¢ comply with the requirements of the Smoke-Free Ontario Act. †¢ have designated spaces for washing, toileting and separate storage areas for toys, play materials and equipment †¢ have designated space for eating and resting, preparation of food if prepared on premises or a food service area if food is catered (prepared off premises by a food catering company and delivered to the centre), a fenced playground (see page 15), storage for beds, a staff rest area and an office area if the program operates for six or more hours †¢ have play space of at least 2. 8 square metres (30 square feet) Of unobstructed floor space for each child, based on the licensed capacity †¢ have separate play activity rooms for each age grouping. A separate sleep area for infants is also required †¢ have rooms on or below the second floor where the rooms are for children under six years of age †¢ have a clear window glass area equivalent to 10% of the available floor area for each play activity room for a program that operates for six or more hours in a day. 16 Equipment and Furnishings Each day nursery must have: †¢ an adequate number of toys, equipment and furnishings for the licensed capacity. The toys, equipment and furnishings must be age appropriate and include sufficient numbers for rotation as well as for gross-motor activity in the playground area †¢ infant and toddler diapering areas that are adjacent to a sink †¢ cribs or cradles that meet the requirements of the Hazardous Products Act, for infants, and cots for older children †¢ equipment and furnishings which are maintained in a safe and clean condition and kept in a good state of repair †¢ a telephone or an alternative means of obtaining emergency assistance that is approved by the Director. †¢ Where children are transported in a day nursery vehicle, child seating and restraint systems are used that meet the requirements of the Highway Traffic Act, O. Reg. 613. Policies and Procedures Every operator must develop the following policies and procedures: †¢ Fire evacuation procedures †¢ Sanitary practices †¢ Serious occurrence policy, including child abuse reporting procedures †¢ Criminal reference check policy †¢ Medication policy †¢ Behaviour management policy, including monitoring procedures and contravention policies 17. †¢ Program statement/parent handbook †¢ Playground safety policy †¢ Anaphylactic policy, including an individual plan for each child with a severe allergy and the emergency procedures to be followed. Playground Requirements †¢ Programs operating six or more hours in a day require outdoor play space equivalent to 5. 6 square metres (60 square feet) per child, based on licensed capacity. †¢ The playground must be: †¢ sub-divided if licensed capacity is over 64 children †¢ at ground level and adjacent to the premise †¢ designed so that staff can maintain constant supervision. †¢ If used by children under 44 months of age as of August 31 of the year, the playground must be fenced to a minimum height of 1. 2m (4 feet) and furnished with one or more gates that can be securely closed at all times. †¢ If used by children 44 months of age and up to an including 67 month of age as of August 31 of the year (children eligible to attend junior and senior kindergarten), the playground is fenced to a minimum height of 1. 2 metres and the fence is furnished with one or more gates that are securely closed at all times, unless otherwise approved by the Director. †¢ Fixed playground structures (i. e. climbing equipment, slides) are not required by the Day Nurseries Act; however, if the operator intends to install fixed play structures, the structures and safety surfacing must meet current Canadian Standards Association standards. †¢ The current Canadian Standards Association’s (CSA) Standard applies to new and newly renovated playground equipment, and 18 safety surfacing. The CSA Standards also set out the requirements for routine maintenance and inspections. †¢ Playground plans indicating the type and location of fixed structures as well as the type and area of safety surfacing must be approved by the ministry before installation. †¢ Once play structures and surfacing are installed, compliance with the CSA standards must be verified in writing by an independent certified playground inspector before the structures can be used by the children. Inspections †¢ Copies of fire and health inspections are to be sent to the Ministry of Children and Youth Services program advisor and kept on file at the day nursery. Insurance Requirements †¢ The operator must have comprehensive general liability coverage and personal injury coverage for all staff and volunteers. †¢ All vehicles owned by the operator and used for transportation of staff and children must have motor vehicle insurance. Fire Safety and Emergency Information †¢ A fire safety plan must be approved by the local fire department. †¢ A written evacuation procedure, approved by the fire department, must be posted in each room. †¢ Staff are to be instructed on their responsibilities in the event of fire. †¢ Monthly fire drills must be conducted and written records of drills maintained. †¢ Tests of the fire alarm system and fire protection equipment (as required under the Ontario Fire Code) must be conducted and written records of test results maintained. †¢ There must be a designated place of emergency shelter. †¢ An up-to-date list of emergency telephone numbers including the fire department, hospital, ambulance service, poison control centre, police department and a taxi service must be posted where they can be easily accessed. †¢ Medical and emergency contact information for each child must be accessible. Health and Medical Supervision †¢ A daily written log that includes health and safety incidents is required. †¢ Any instructions or recommendations made by the fire department, public health department or other regulatory bodies must be implemented and recorded. †¢ Sanitary practices and procedures must be approved by Ministry. †¢ Children must be immunized according to the requirements of the local medical officer of health, unless a fully authorized exemption is on file. †¢ Before each child begins to play with others, a daily observation of the child’s health is required. †¢ An ill child must be separated from others and arrangements made for the child to be taken home or for immediate medical attention, if required. †¢ Serious occurrence procedures must be in place and the Ministry of Children and Youth Services notified of any occurrence. A serious occurrence includes such things as the death of a child, a serious injury, alleged abuse/mistreatment of a child, a missing child, a disaster on the premises (e. g. fire) or a serious complaint. 20 †¢ A written anaphylactic policy is in place that includes: †¢ A strategy to reduce the risk of exposure to anaphylactic causative agents †¢ A communication plan for the provision of information on lifethreatening allergies, including anaphylactic allergies †¢ An individual plan for each child with an anaphylactic allergy that includes emergency procedures in respect of the child †¢ Staff, students and volunteers have received training on procedures to be followed if a child has an anaphylactic reaction. †¢ A first aid kit and manual must be readily available. †¢ A written procedure approved by a qualified medical practitioner regarding the giving and recording of medication is required. The procedure should include the storage of medication (e. g. medication must be stored in a locked container). †¢ If a child has or may have a reportable disease or is or may be infected with a communicable disease, this is reported to the medical officer of health as soon as possible. †¢ Cats and dogs on the premises must be inoculated against rabies. Nutrition †¢ Infants are to be fed according to written parental instructions. †¢ Food and drink from home must be labelled with the child’s name. †¢ All food and drink must be stored to maintain maximum nutritive value. †¢ Meals and snacks must meet the requirements of the Day Nurseries Act. Canada’s Food Guide provides useful information about nutrition. 21 †¢ Meals are to be provided where a day nursery operates for 6 or more hours each day or where the daily program operates less than 6 hours each day and operates over the meal time. This generally refers to the provision of lunch as the mid-day meal. In day nurseries that offer care over extended hours, this may mean that breakfast and/or dinner are also provided. †¢ With the approval of a ministry Director, children 44 months of age or over as of August 31 of the year may bring bag lunches. Written policies and procedures with guidelines for bag lunches should be both posted and provided to parents. †¢ Menus must be posted with substitutions noted. †¢ Children’s food allergies must be posted in the kitchen and in all rooms where food is served. †¢ Special dietary arrangements for individual children are to be carried out according to written instructions of parents. Behaviour Management †¢ Corporal punishment is not allowed under any circumstances. †¢ The following are not permitted: †¢ deliberate harsh or degrading measures that would humiliate or undermine a child’s self respect †¢ deprivation of food, shelter, clothing or bedding †¢ confining a child in a locked room †¢ exits locked for the purpose of confinement. †¢ Written behaviour management policies and procedures which guide centre staff in managing children’s behaviour are to be reviewed annually by the operator. The operator is required to review the policies and procedures with employees and volunteers or students before they begin working, and annually thereafter. These policies must set out permitted and prohibited behaviour 22 management practices and measures to deal with any contraventions of the policy. †¢ There must be: †¢ a signed, written record of all reviews, and †¢ a written procedure for monitoring behaviour management practices of employees, students and volunteers, and a record kept of this monitoring. Enrolment Records †¢ Up to date enrolment records for all children in attendance must be on site at all times and be available to the Ministry of Children and Youth Services. These records include, in part, an application, immunization records, emergency information, names of persons to whom the child may be released, parental instructions regarding rest, diet or exercise. †¢ Daily attendance records that indicate a child’s arrival, departure and absence from the program are required. †¢ The medical officer of health or designate such as the public health nurse is permitted to inspect children’s records to ensure that all required immunizations are up to date. Program In order to ensure that the program offered is age and developmentally appropriate for the age of the children being served, the following is required: †¢ a written program philosophy statement which is reviewed annually by the operator and with parents prior to enrolling their child †¢ a program statement which includes: Services, age range, times when the services are offered, holidays, fees, admission and discharge policies, program philosophy, program development, personal and health care, nutrition, parental involvement and 23  behaviour management, specialized services and activities off the premises †¢ varied, flexible and age appropriate programs that include quiet and active play, individual and group activities which are designed to promote gross and fine motor skills, language and cognitive skills, and social and emotional development, and †¢ a daily program plan posted and available to parents with any variations to the program recorded in the daily log. In addition: †¢ Any infants not able to walk are to be separated from other children during active indoor and outdoor play periods †¢ Children under 30 months of age are to be separated from older children during active indoor and outdoor play periods †¢ Children who attend for six or more hours in a day and are over 30 months of age shall have at least two hours of outdoor play, weather permitting †¢ Children who attend for.

Coopetition: “united we stand, divided we fall” Essay

When in 2004 I spoke in illywords magazine about coopetition, many people thought I had used a neologism. We said, that coopetition is not short on dissociated thinking as it entails being co-operative and competitive at the same time. It seemed to be absurd! Nowadays it would be hard to conceive a world divided with walls or any kind of barriers. What’s needed instead is bearing into mind and putting into practise the old but nevertheless true motto †united we stand, divided we fall† when we handle with a good idea that requires a strong commitment together with a considerable outlay of financial and human resources. Professor Yaneer Bar Yam, expert of complex models and President of the New England Complex System Institute said that in the near future ten billion of human beings will be linked one another in an ongoing exchange process able to create a sort of â€Å"hyper-individual† whose creative potential is at this point in time still inconceivable. I am firmly convinced that human evolution should benefit from the mutual exchange even if competitive. Today we celebrate the 7th billion new born. We are not so far from what professor Bar Yem predicted, but I have the feeling that we still face great competition and less cooperation in our way of working and living. Is there any young person or group of young people that is using the concept of coopetition in their life, studies or work? I’d like to hear your voice. Coopetition is a very interesting term. It brings to mind an aspect of business that you may not align with the seemingly cut-throat nature of the coffee wars. Yet, I found an article I enjoyed in The Economist (again!) recently titled â€Å"Head Barista† on that very subject. You would think a person in Andrea Illy‘s position, as captain of the family business that was started in 1933, would be shaking in his Italian leather boots about the rise of Starbucks over the past decade. He is not. He views this as healthy coopetition. He is quoted in Economist article as saying â€Å"Eight years ago people talked of coffee as a commodity; now, nobody does†. In a fast-paced world of drive-through swill, Illy stands out even more today as a distinct brand. In fact, as you can see their â€Å"Beauty has a Taste† tagline is perfectly aligned with what their brand represents and the expectation they have set. Illy espresso machines are pieces of art. And, their specially crafted limited-edition Espresso cup sets can fetch as high as several hundred dollars each. Many editions are already highly valued collector items. Why do I care about Illy? Well, I start each and every day with a home-brewed shot of espresso – albeit in a Starbucks Barista machine (if anyone at Illy wants to send me one of theirs to do a comparison test, I’d happily comply). That being said, I like my Starbucks a whole lot too. So, if you love coffee they way I do and know the difference between brews and beans, Illy is simply one of the best. They come by it honestly as the Economist article reveals, â€Å"Mr. Illy is a chemistry graduate – at university he wrote a thesis on the â€Å"Quality of Espresso from a Chemical Perspective†. Want to bet his Dad helped him a bit with that paper? The next phase for Illy is to open â€Å"Espressamente Illy† cafes worldwide as â€Å"advertisements for the brand† as well as remaining focused on sending a clear message that Illy produces coffee â€Å"according to the highest ethical standards† in terms of the fair-trade market. Andrea, if you are ever in Toronto, or plan to open an Espressamente Illy here, I’ll be there with cup in hand. Mr. Illy, you make good coffee.

EU should enlargement Essay Example | Topics and Well Written Essays - 3000 words

EU should enlargement - Essay Example It is worth mentioning that EU has initiated significant steps towards developing Common Foreign and Security Policy (CFSP) in order to develop the economies at large. It has been noted that seventeen out of 27 EU members belong to Economic and Monetary Union (EMU). These seventeen member states of EU have firmly agreed to coordinate their respective economic along with monetary policies by using single currency i.e. Euro. EMU participants also share central bank which is regarded as the European Central Bank (ECB) as well as common monetary policy for preserving financial stability. It is worth mentioning that these member states do not share fiscal policy and possesses sole right over regulating their national taxation and spending (Gros &Thygesen, 1998). Thus this paper intends to discuss the economic implications of EU’s enlargement process and makes arguments for its enlargements. Policy Position The member states of EU functions collectively through focusing upon buildin g common institutions in order to set effective policies and promote their combined interest. Since the formation of the EU, the different EU member states have progressively and radically committed towards harmonizing various laws and adopting joint policies emphasising on various relevant issues. Additionally, EU member states have agreed to cooperate almost in all the fields, however decisions related with economic and social policies requires unanimous agreement of all the 27 EU countries. In the recent past years, the EU member states have witnessed radical economic challenges. The Euro zone crisis that occurred during the year 2009-2010 has drastic economic impact on the EU member States (Archick, 2013). More specifically, the crisis has resulted in imposing significant impact on the actual and potential economic growth of the EU member states. The impact of the crisis was also visible on the labour market and employment (European Communities, 2007). Accordingly, the labour ma rket in the EU member states has considerably weakened. This impact has created an urge for forming an effective structural reform concerning economic policies of the EU. The EU possesses a common external trade policy which implies that the trade policy is exclusively governed by EU and no member states are liable to negotiate its own international trade agreement. Undoubtedly, it can be stated that EU’s trade policy is one of the well-integrated policies throughout the globe. The trade policies of EU provide free movements of goods and capital within different EU member States. With the free movements of goods, the EU aimed at eliminating one member state from importing goods at cheaper prices owing to the lower tariff and again re-exporting the items to another member state at relatively higher tariff. The common trade policy was further extended to include trade in services as

The English in My Life Essay Example | Topics and Well Written Essays - 1000 words

The English in My Life - Essay Example In my question to the teacher, I was inquiring on how conjunction should be used in a sentence. When my classmates heard my sentence, they laughed at me and mocked me for my "terrible" English. My teacher as well had a very hard time understanding what I meant. It stressed me so much that everyone in my class laughed at and mocked me for my language. I thereafter had a very hard time communicating with anyone in my class and the entire school. It was one of the worst encounters in my first school in the United States. The mocking by my classmates and schoolmates continued which caused me to hate school. After a semester at this school where I endured ill-treatment by my fellow students, I developed a bad attitude towards English school and almost never wanted to wake up in the morning. My father being a disciplinarian always woke me up with an authoritative voice after my mother could not manage to. In fear of my authoritative father, I would wake up and hastily rush to school. I was afraid to say that I was not happy at the school because I was terrified by my parent’s faces on receipt of such news. At the end of that fateful semester, all my grades dropped drastically. I scored an F in English as well as in Mathematics, which was my best subject. My parent was very disappointed in me that they went to see my class teacher about my dropped grades. With time, they got to understand my problem in school and they transferred me to a different school in the next semester. They also encouraged me and my interest in school grew. I was more determined to improve my spoken English. I developed so much interest in writing, reading and speaking English. At the initial stages, my language was bad, but not as my parent was.  Ã‚  

UK Retail Market and Financial Comparison of GAP and NEXT Case Study

UK Retail Market and Financial Comparison of GAP and NEXT - Case Study Example This paper illustrates that the top five clothing retailers, M&S, Next, Arcadia Group, Matalan, and BHS, claimed 44% of sector sales in 2004 making the UK one of the most concentrated clothing sectors in Europe. In spite of this, value-led retailers, such as TK Maxx, ASDA (George range) and Tesco outperformed the rest of the market, continuing to be the fastest growing channel and generating  £2 billion in clothing sales. Next retail also continued to grow, overtaking the Arcadia Group and moving into second place behind M&S. The value clothing market has become increasingly competitive. Not only have many of the retailers in this sector really got their act together in terms of upgrading store environments and enhancing their product offers - becoming, in effect, the new lower middle market, but the middle market has been fighting back. The last 18 months have seen a strong recovery at M&S, and BHS - that describes itself as premium value- is also a much stronger player. Therefore , there is more and better choice for consumers. However, while 2001 and 2002 were buoyant years for retail and for clothing, 2003 is seeing a significant slowdown. It is much quantifiably harder to persuade consumers to spend. A key factor is that value clothing retailers now know that they cannot succeed with low prices alone. Consumers expect a pleasant environment and mainstream-quality merchandise even if they are paying very little. So they have had to make very significant investments in their store estates - at a time when many are expanding rapidly too. Also, this space and product expansion has been very challenging. Many have found that their infrastructure, systems, IT and logistics have just not been up to it and this has affected their sales performance. In 2004, the competitive environment in the UK retail market has experienced a dramatic re-shape. This re-shape has been led by the acquisition of the Safeway supermarket chain by Morrisons, which has created the count ry's fourth-biggest retailer and has given Morrisons the chance to pose a real threat to Sainsbury's, in the fight for third place behind the UK's biggest retailers, Tesco and Asda. According to new research analyzing the Retailing industry in the UK by Euromonitor International, the move towards greater consolidation continue to impact the UK retail industry over the next five years. Euromonitor suggests that future mergers and acquisitions in UK food retailing are likely both to be on a smaller scale and to involve the take-over of convenience retailers by hypermarket chains wishing to strengthen their presence in the UK's high streets. According to Raphael Moreau, Retailing Analyst "Diversifying into convenience stores is on the agenda for the UK's top hypermarket chains because this retail format offers good growth prospects. Convenience stores have increased their share of the UK food retailing market from 20% to 21.9% between 1999 and 2003. Clearly, these stores are appealing to UK consumers, thanks to their convenient locations and extended opening hours. Hypermarket retailers want to make sure they don't miss out on this growing area of the UK market." High Street convenience stores are also particularly attractive to hypermarket retailers, due to strict planning rules restricting the opening of new out-of-town hypermarkets. Euromonitor International believes that this trend is likely to intensify in the next five years.

Corporate governenance Essay Example | Topics and Well Written Essays - 1500 words

Corporate governenance - Essay Example lowed by series of consequences in the capital markets including managerial, and accounting corruption or weakness of the internal control systems panel on activities of the financial institutions. Based on the above the global economy has witnessed the introduction of new terminology namely Corporate Governance to detect the weakness in the companies’ control. The concept of the Corporate Governance has been developed to direct the management and business inside and outside the company. The Corporate Governance function enables the company to ensure the existence of efficient systems, sets out responsibilities and duties of the board of directors’ members and the executive management of the company, considering that interest of the shareholders irrespective of their shareholding and the interests of the different stakeholders in the company should be protected (Menon and Joanne1997, p 564). The responsibility of the Corporate Governance is maintaining interest such genuine management of resources and engaging in environmental awareness of the shareholders and achieve fairness among them, strengthening the role of disclosure and transparency, and reiterate role of the management. The laws and regulatory policies of the business in the Kingdom of Saudi Arabia have not given considerable attention to the concept of the Corporate Governance, except after the crisis of the Saudi Stock Exchange which took place in the second half of the year 2006 particularly 1/7/2006. In light of the flourished Saudi economy due to oil price soaring and availability of the cash along with the loans borrowing from the banks, individuals began to speculate in shares through availing loans from the banks and not from their own savings. Lack of transparencies in the market, misleading rumors, weakness of control from the Capital Market Authority and management of company’s speculations on the poor companies in terms of the financial position have increased (Ian and William 2005,

Business communication Essay Example | Topics and Well Written Essays - 750 words - 3

Business communication - Essay Example While writing, keep the key purpose in mind and by no means one should drift from it. Nonetheless, if during the way of writing, one notices that centre of attention has altered, it is imperative to correct writing as considered necessary to reveal the point with the intention of keeping an understandable, as well as logical document (Guffey, pp.27, 2007). The readers should be inform in the beginning how they will get advantage by reading the document; what they can achieve, which facts and figures can be found, or how they can be benefited from reading that document. Identifying the audience for which one is writing will assist in deciding the manner as well as substance of the document. If one is not certain regarding the readers then the writer should inquire from himself for whom he is writing the document as well as who is almost certainly get the advantage from his writing. If one is writing with the plan of advertising an artifact or service to a target market or supporting a cause, he might have to know the age of anticipated readers, the background of anticipated readers, the place where they live, their phase of life, their interests as well as activities, and what factors are important for them. These sorts of questions will assist the writer to aim his audience and then write for them (Locker & Kaczmarek, p.91, 2008). While one writes, he should take care of practical as well as other terminologies, short forms of words, in addition to abbreviations. Except that one is writing for a specially focused area, it is better to stay away from slang and to spell acronyms and abbreviations completely, at least when they are used first. Regardless of the readers, one usually does not have to be excessively conventional or reserved. A standard, relaxed tone will generally be helpful in getting the point across (Guffey, pp.13, 2007). As the reader has recognized, an effort should be made to foresee the facts that the reader would like or require,

Week 5 assignment paper Essay Example | Topics and Well Written Essays - 500 words

Week 5 assignment paper - Essay Example These principles and approaches are useful guides to designing training programs to reduce or eliminate discrimination, stereotyping, and prejudice. The best methods that are adopted are those which address behaviour modification, such as workshops and sensitivity seminars, role playing, and group dynamics. These should be followed on the job with the formation of multicultural teams and fostering collaboration among groups to attain a common goal. There are a great variety of training strategies targeted at reducing discrimination, prejudice and stereotypes, which are guided by a basic set of principles. Thirteen principles were articulated by a group of renowned researchers commissioned by the Carnegie Corporation in 1995, with the task of providing guidelines for action to strategy developers in improving intergroup relations (Teaching Tolerance, 2012). The first of these is that strategies should address both institutional and individual sources of prejudice. Strategists make the mistake of directing training and methods to address personal prejudices without providing a remedy for organizational or institutional policies that are discriminatory. The second is strategies should change behavior and motivation, not just inform. Too many training programs stop at providing lectures and seminars that cater to the intellect, but do nothing to transform the behavior and personal outlook of the individual. The fifth in the series is that strategies should have the support and participation of those with power and authority in the organization. Effective programs are those which enjoy the endorsement of top management, because managerial backing minimizes resistance and facilitates resource availability. According to the Denver Foundation (2012), inclusivity training can assume any of three approaches: the intercultural/valuing differences approach (emphasizing and understanding intergroup differences, and celebrating them together),

Agile software development Assignment Example | Topics and Well Written Essays - 2000 words

Agile software development - Assignment Example To begin with, the state of many operating environments of software systems is such that any vulnerability is likely to attract exploits (Paul, 2012). This calls for software testers that are focused, diligent and thorough to ensure that the delivered software products do harbor any vulnerability. Just like the software testers, hackers constantly make efforts to have their hacking skills updated. With such an effort, the hackers increase their ability to identify and exploit newer system vulnerabilities. Thus, testing like a hacker means that a software tester assumes the role of a hacker to be better placed in identifying the security hitches of a system. Secondly, hackers have the main intention of doing what other people have not been able to do and this is why they able to discover system vulnerabilities. To counteract such intentions, testers have to think outside the box about the possible system weakness that attackers and hackers can find attractive. Nothing would be as paining as a tester carrying out a vulnerability assessment only for someone to come after him to find something that he failed to identify. Furthermore, the focus, time and effort spent in a testing activity will dictate the success level of a software project (Khurana, 2009). Based on these facts, testing like a hacker means that a software tester in his effort to eliminate system weaknesses might need to go beyond the testing scope specified in the Test Plan. Finally, the exploitation is known to be a mission for circumventing the security controls of a system by launching an exploit. In the software world, exploits are bugs or issues within the software code that allow hackers to execute or launch payloads against the target software system (P, 2013). Payload here refers to a means of having the target machine turned into a puppet and forcing it to make our wishes. The payloads have the danger of altering the intended software

Networking models Review Essay Example for Free

Networking models Review Essay 3.1: Networking models Review: The two networking models are TCP/IP which had 5 different layers and the OSI model which has 7 layers. They mainly incorporate the same layers and the only difference is that the TCP/IP layer combines layers 5, 6 and 7 all into layer 5. Both models are along the same line of information and both explain how a network moves data. 3.2: OSI reference model: The OSI model includes two more layers that the TCP/IP layer already had but is constructed in only layer 5. 7: ApplicationWeb browser, 6: PresentationWhat is being displayed on your page 5: SessionControl structure between sessions 4: Transport(TCP) Transfers data between points 3: Network(IP address/URL) Routing, responsible for addressing, sending and translation of logical and physical addresses 2: Data linkSends frames back and forth with necessary sync and error control (MAC/PPP) 1: Physical(Copper, wires ect) Defines the mechanical procedures that are required to establish and maintain physical links. 3.3 The TCP/IP model TCP/IP reference model; includes all information as OSI but only has 5 layers and not 7, Layer 5 includes layers 5, 6 and 7 combines. 5: ApplicationCombines layers 5, 6 and 7: provides network services such as email, file transfers, exchanges of data, support connections between sessions and inner host communications 4: Transport(TCP) transfers data between end points 3: Network(IP/URL) The routing process, packet switching and exchanging (looking for your URL) 2: Data LinkSends frames to and from with flow control, error control and sync; also addresses topology and medias. 1: Physical(Copper, wires ect) Defines mechanical procedures that are required to establish and maintain physical links 3.4 data link connections Computer A is trying to send information to Computer B, the IP address must see the advertisement from Computer B for the router to know where to send the information. The router then strips the Ethernet and sends the information over a leased line to router B, Router B then sends connects to another ether and PPP to further send to Computer B.

Harriet Ann Jacobs Essay Example for Free

Harriet Ann Jacobs Essay In the autobiography, â€Å"Incidents in the Life of a Slave Girl†, it tells the story of a female slave named Harriet Ann Jacobs. Losing her mother and father at such a young age, she experienced firsthand the account of a slave life. She deliberates in great detail the humiliation, sacrifice, and struggle specific to female slaves of the late nineteenth century. Though she understood the risks involved in publishing an account of her life, she moved forward with the idea and published her story under the pseudonym Linda Brent. Harriet Jacobs was born into slavery in 1813 in Edenton, North Carolina to Delilah and Elijah. While growing up she enjoyed a relatively cheerful life until she was six years old when her parents died. After the death of her parents, Harriet and her younger brother John were left to be raised by their grandmother, Molly Horniblow. Molly was an older woman who was well respected in the slave community, as well as by the slave owners. She was never mistreated, and she frequently baked goods for the people in her community. Harriet Jacobs gained the knowledge for all of her educational essentials from her first mistress, Margaret Horniblow. She taught Harriet how to read, write, and sew which gave her advantage over the rest of the slaves. It also would attract some unwanted attention. Margaret would later on will Harriet to her twelve year old niece whose father would subject Harriet to aggressive and unrelenting sexual harassment. Dr. Flint sexually harassed and physically abused the teenaged Harriet for as long as she was a servant in his household. Afraid that one day Dr. Flint would make his antics reality, she began to have an affair with a prominent white lawyer named Samuel Tredwell, whom she later on beared two children for. Instead of discouraging Flint, she enraged him. He then sent Harriet away to a life of hard labor on a plantation he owned, threatening to break in her young children as field hands, seeing that they legally belonged to him. She soon ran away from the plantation and spent seven years hiding in a tiny attic crawl space in her grandmother’s house. During those seven years she put to use the skills that her first mistress had taught her, and watched over her children through a small chink in the roof. Being cramped in the attic for so long, left her permanently physically disabled. In 1842, Harriet was finally able to escape to the north, and found work as a nanny in the household of a prominent abolitionist writer, Nathaniel Parker Willis. She later on is reunited with her children in New York, and farther down the line her employer purchases her freedom from Dr. Flint. While reading this autobiography you acquire a feeling that is very unusual. Most slaves that you hear about usually have harsh lives and are extremely unhappy, but in this particular case it was the complete opposite. Harriet’s life wasn’t hard not one bit. She was never mistreated because her father’s mistress found her to be very appealing, and she didn’t have to do any hard labor. But, she also wasn’t allowed her freedom which is what she anxiously longed for. That particular entity is what places everything into perspective. At the end of the day whether she liked it or not, she was still a slave. She could not walk away from her situation, she could not undertake everything that she wanted to do, and she definitely could not enjoy her life to the fullest because she belonged to someone, and that someone was a jealous, aggressive man named Dr. Flint. Harriet Jacobs insisted on telling her story honestly and completely, determined to make white Americans aware of the sexual victimization that slave women commonly faced and to dramatize the fact that they often had no choice but to surrender their virtue. Jacobs knew that her contemporaries would see her not as a virtuous woman but as a fallen one, yet she published the story anyway. She wanted to bring light to a situation that slave women faced every day. She was an incredibly strong woman for doing so, and by directly confronting the cruel realities that plagued African American women in the late nineteenth century, Harriet’s work occupies a significant place in African American literary tradition.

The concept of the hybrid manager

The concept of the hybrid manager 1. Introduction In this paper, I carefully examine the concept of the hybrid manager by looking at various sources from reliable academic literature mainly books and partly journal article. The purpose of this paper is two-fold. First I examine the concept of the hybrid manager as it was conceived and then evolved. Further, I see to what extent this concept is still relevant for the present business activities and how far in the future it can be taken. I conclude the paper by synthesising all the sources used and by evaluating the topic with my own analysis. 2. Literature Review The concept of hybrid manager seems to have evolved in the business management literature of the UK (Harrison, 1996). The concept caught the attention of the business academics and scholars in the late 1980s. There are a number of websites and links that talk about various directions of this concept today. However, when it comes to academic sources, the literature is quite extensive but does not equate with what is found in terms of websites and web links. Going through Skyrme (2001) is one best account given on the evolution of the hybrid profession. Skyrme devotes considerable portion of his book on taking the matter of hybrid manager at length. As such, the writer defines that the hybrid manager is a person who has the skills to manage the matters of information technology as well as the knowledge of managerial matters. The writer also provides the names of the two persons who, to his analysis, are responsible for the creation of this concept. These are, as noted by Skyrme (2001), Keen and Earl. Whereas Keen gave this term in 1988, Earl is the one who developed this concept to a great extent by highlighting important responsibilities and functions of the hybrid manager in the organisational structure of the times to come. Skyrme (2001) also notes that it was in the wake of the last decade of the 20th century that the need for the hybrid manager was felt by the business world. Therefore, to Earl (as noted by Skyrme), the hybrid manager is a find amalgamation of technical know-how of information technology matters and carries a sound knowledge of managerial matters. In what follows, Skyrme notes that there is generally a lack of complete understanding of this concept in the business organisation and so the relevant stakeholders (academics, teachers, business executives, and so on) should first realize what the term hybrid manager stands for, that is, what it actually entails. Only then should they move ahead in trying to see the possibilities of making use of such a person in business (pp. 430-451). Moving ahead to explore deeper meaning of our topic, we find some other useful sources that broaden this concept and critique it at length. For instance, the literature informs that it was in the 1990s the true need of a professional like the hybrid manager was felt in the business world. The key motives are reported to be intense global competition which was mainly fuelled by technological changes in the entire world. This caused a number of new technologies to play a decisive role for the market growth and the survival of a company anywhere in the world. A number of companies cut their human resource so as to save business cost. The cut in the job required new human resource who could do more in the previously laid out jobs. Another reason which is seen as the catalyst of hybrid managers concept is that the competition was triggered fast by a number of big business giant emerging from the Asian market (China and India, etc.) and they took the entire world by storm. Some other limit ations in the structure of the business organisation were also notably making demands for new careers and jobs. Therefore, all these needs, demands, and challenges paved the way for the corporate world to ask for professional who could provide sound assistance in matters of information technology while at the same time could deal with managerial issues. If one single person could do both the jobs, a number of companies saw it beneficial for them in the areas mentioned just above. Thus, the hybrid manager became the word of the day and it was this time around that this concept obtained more and more attention by business personnel, academics, and other stakeholders alike (Currie Glover, 1999, 420-432). Reviewing more literature is even more productive to understand the intricacies of the hybrid manager. Now when the background of the term and the business conditions of the world are now put across giving us a clear picture of the concept of the hybrid manager, it seems important to look at other sources that view this concept differently, that is, differently from the basic concept and relating it more to the present day context. It can be clearly seen that this set of literature falls under the heading of criticism of the original concept of the hybrid manager. Thus, in this regard, Tansey (2002) provides a very thorough critique of the earlier models of the hybrid manager. The author expands it into three broad areas that require there essential characteristics in the hybrid manager as it is needed today. These are one area of their competences, which is divided into four further branches: (i) hybrid managers business know-how; (ii) their knowledge specific to an organisation the yre working in; (iii) their knowledge of IT, and (iv) their managerial skills. The other concretises the competences, that is, the outcomes that would come from the required competences in the hybrid manager. For example, with sound business knowledge, the hybrid manager will know basics of business, and would function according to them by understanding the requirement of a specific firm. The last area is the critical ability of the hybrid manager, that is, when with a specific competence, what critical insight that hybrid manager has to have. This combination of the further developed concept has been illustrated in the table below (borrowed from Tansey, 2002). It is this model that now seems to occupy more of the business management literature. There are quite a few authors who have expanded even this model according to their own critical insight. There is also now a more realistic picture of the hybrid manager being realised in connection with the present world. For instance, Grembergen is one author that claims that as the 21st century grows old, the hybrid manager will become more of a need of the business world. The major reason to this author for this growth in the demand of the hybrid manager is the tendency to decentralise information systems of the business world; this decentralisation would certainly require a professional who can propel two oars together: one of the management and the other of the information technology. In the future, this will be a very critical expertise of the hybrid manager because management and IT would be walking hand in hand. Hence, it will be very difficult to align these areas if they are run separatel y by two departmental heads: i.e. one manager and the other is IT coordinator. The author emphasizes this observation by highlighting the fact that coming days are the ones in which the world will be more sophisticated knowledge management base. This base can be effectively handled by the people with more expertise and new skills. The key player in the knowledge management will be the further sophistication of technology and systems brought chiefly by the developments in the information technology sector. Hence, newer professions will certainly be required. And in our case the hybrid manager serves for this purpose (pp. 253-260). 2.1. Critical Evaluation of the Literature At this point, it is important to critically view the above literature to reach a plausible evaluation of the fact that if the hybrid manager is needed in the future or not. The above literature clearly relates that the hybrid manager is a concept that came into existence mainly because of the development in IT sector and its growing link with matters of management. This is clear evidence that in the future, the role and need of the hybrid manager will be more in demand than it is at present basically because of the fact that it is the 21st century that is seen a remarkable time for the growth of the IT sector and technological advances related to it. Moreover, the sources, almost all from the recent years, continue to show that there is more and more emphasis in the development of the concept of the hybrid manager. The recent sources attempt to criticise, evaluate, and expand the concept of the hybrid manager. This is further evidence that the concept is well into the process of dev elopment and that this process is more likely to mature as the present century enters its second decade. Hence, at this point in the paper, there is strong evidence that the hybrid manager is the need of the 21st century and so this concept will develop into more sophistication. In the following sections, I look at this concept in more detail by exploring other related area to find out if there is similar evidence available. 3. Hybrid Manager in the Knowledge Management It is important to note that the concept of the hybrid manager has been addressed differently by writers who belong to different disciplines of academia and research tradition. For instance, although the concept of the hybrid manager does exists in relation to the knowledge management, the concept is looked at differently by Grossman (2007). This author sees the hybrid profession being so attached to the concept of the Knowledge management that it is not possible to separate the two. The reason for this observation is presented by the author in that today knowledge management has not only survived but has also told us that it is going to stay here for quite a good deal of time. The author states that knowledge management is not about managing information systems and business issues related to it. Indeed it is a fluid that needs to be taken into consideration as a whole which incorporates factors like intense global competition, evolution of the market into knowledge economy, and cons equently, competitive advantage coming out of these factors to those who will be abreast with these challenges. Henceforth, to operate in the world of future, in the presence of the knowledge economy variables, it is important to produce workforce which is able to handle such challenges. The hybrid manager is one individual who is going to fill a major gap in the demands of the future. The authors notes that they hybrid manager to perform in the knowledge management and knowledge economy will have to have (i) skills to network and team up with people, (ii) higher analytical skills, (iii) managerial knowledge, (iv) organisational skills, (v) skills to process fast flowing information, (vi) skills to deal with information technology needs. This profession, according to the author can be regarded as the KM professional (p. 32). But the author further notes that this is a development of the previously held concept of the hybrid manager. The author notes that as the need to understand th e challenges of globalisation and other related forces has increased, the need to develop more and more such professionals as can deal with these matters has also increased. 4. Hybrid Manager in New Business Climate There are sources in the management literature which shed light on the challenges that we might confront in the changing climate of the global business environment. Barta at el (1999) expand the concept of the hybrid manager in this very context by relating it to major areas of business organisation. The writers note that although the CEOs of companies do have a key role to play in the functioning of their organisations, they cannot perform all the major actions. Hence, they need functional personnel who could take the business side by side with the CEOs. These functional managers are also in a better situation to work as hybrid manager because their position allows them to have hold of quality information; they can synthesise this information with their area-specific knowledge of management, for example in accountancy, production, and so on, and can make the most use of this synthesis by their developed skills in the information technology sector. They further inform us that tomorro ws time will require the hybrid managers to work in a number of areas where they will be mainly performing the functions of understanding the challenges and opportunities of information technology within that contexts; at the same time they will be required to analyse these challenges and opportunities in favour of their organisation; they will also be required to take initiatives to address the risks involved in the decisions they make. Henceforth, this is something that needs to be expanded by the time so that future challenges can be appropriately addressed (pp. 80-83). Barta at el (1999) also point out to the fact that if the role of the hybrid manager is seen in this scenario, the situation will be more benefiting for the organisations because this approach will have to ensure that the hybrid manager has sound information technology knowledge which they could employ with their managerial knowledge. These two factors will enable them to have better interpersonal skills; they will also be possibly able to better understand and deal with the strategic demands of the business company they are working for. Moreover, all these characteristics combined in one individual, they will ensure to carry with them a broad vision to ensure effective use is made of the information resource available from both internal sources and external business partners (p. 83). The hybrid manager of the future business world will also be someone who will have strong command over the conceptualization of IT related needs of the company; the individual will also be mapping out t hese needs and how these can be sufficiently realised to increase the profitability of the company along with other areas of development. Another important arena in which the hybrid manager is expected to play their role in the future business market is their ability to develop ways in which their organisations can move forward to learn new patterns of knowledge still based on the information technology factors. This professional will acquire this goal by closely monitoring the scene of developing technologies, how these relate to organisational and managerial matters, and how these can be learned in the best time for the best results (pp. 80-83). Eventually, looking at the role of the hybrid manager through the analytic lens provided by Barta at el. (1999), it is plausible to arrive at the consensus that the hybrid manager is someone to stay long in the days to come. The professional will not only have a major role to play in the business functions of the future economy; this perso n will also have their role expanded into various areas of business world. 5. The Current Perspective on the Hybrid Manager According to the very current sources, there is evidence that the concept of the hybrid manager is still in the process of development. It has been also interpreted different in different countries. The major essence of the concept is more or less similar. According to Chew and Gottschalk (2009), today it is important not only to understand what the hybrid manager does and also what this individual does not do, that is, it is important to clearly define the roles of the hybrid manager so that the professional productivity of this individual can be attained to the maximum. Elaborating further on this area of concern, Chew and Gottschalk note that at present the term hybrid is being with a number of management- and IT-based applications, functions, and concepts which may be confusing the student of management. They define this case by giving example of the hybrid manager as different from hybrid users. They state that this distinction is very important to understand otherwise the real essence of the hybrid manager can be even lost to great damage to the organisation. Therefore, whereas, according to the authors, hybrid users are the people who work in an environment which is fundamentally user-control computing; these people readily join together their technical skills and knowledge with the business literacy required to fulfil their primary role. One the other hand, the hybrid manager is someone who does need to have technical knowledge and skills, adequate business literacy, as well as a third important characteristic: that is, organisational astuteness that allows a manager to make business-appropriate IS use. This third dimensional feature of the hybrid manager also enables the individual to carve out new grounds on which the future of their company depends. Another very important distinction drawn by the writers is their analysis of the present day organisational patterns. They state that today it is easily noticeable that organisations can develop the hybri d users through a properly set criterion. However, they find it very difficult to point out any such criterion for the hybrid managers training and development. This in part also informs us that the hybrid manager is someone not found commonly and who is still needed in todays challenging business environment (pp. 330-337). 6. Conclusion and Discussion In this paper I have conducted an in-depth examination of the relevant scholarly sources to understand the concept of the hybrid manager. It was also demonstrated that the concept has evolved over time and the factors that have been present in the evolutionary process of the concept were also closely examined. It is revealed that though the concept of the hybrid manager was realized in the late 1980s and was considerably developed in the 1990s, the concept is still very much useful in the twenty-first century. The first part of the paper is thus linked to the second part of the paper which informs us how and through which stages the concept of the hybrid manager is still so effective in the 21st century. It is mainly because of the persistent growth in the IT-based development in the world, and the growing challenges of the international business climate that the need for the hybrid manager is still increasing. The very recent sources examined also demonstrate that there are still is sues present in educational, training, and practical domains for the hybrid manager. However, there is strong evidence that the concept does exist in the very present time and that it is very likely to continue to prosper in the longer run as long as the information technology is growing, and globalization remains forceful for the business world over. In conclusion, it can be stated that the future for the hybrid manager requires in-depth understanding of the roles of this professional, its core and functional capabilities, the issues for training and education, and how to benefit more from this post in the middle of newly felt changes in the world. Having said that, it is also important to understand that the concept of the hybrid manager is now not confined merely to the UK, US, and Europe or other technologically advanced countries like Japan; in fact, the developing world is also putting efforts to produce the home-grown hybrid manager (Spremic and Strugar, 2002). Additionally, it is important to note that major challenges for the development are also quite many, but more fall in the category of training and education of the hybrid manager of the future (Morrell, 2004). References Barta, B. Z., Tantall, A., Juliff, P. Place of information ethnology in management and business education. Padstow, Cornwall: Great Britain, 1999, pp. 75-84. Chew, E. K., Gottschalk, P. Information technology strategy and management: Best practices. New York: Information Science Reference, Ltd. 2009, pp. 335-350. Currie, W. L., Glover, I. A. Hybrid managers as an example of tunnel vision and regression in management research. In W. Currie and B. Galliers, eds. Rethinking management information systems: An interdisciplinary perspective. Oxford: Oxford University Press, 1999, 410-450. Grembergen, W. V. Strategies for information technology governance. New York: Idea Group Publishing, 2004, pp. 245-265. Grossman, M. 2007. The emerging academic discipline of knowledge management. Journal of Information Systems Education, 18 (1), pp. 31-38. Harrison, C. Academic support services. In D. Warner and D. Palfreyman, eds, Higher education management: The key elements. Philadelphia: Open University Press, 1996, pp. 192-202. Morrell, K. Analysing professional work in the public sector: The case of NHS nurses. Research Series Paper, 1, 2004, 3-29. Skyrme, D.J., The hybrid manager. In M. J. Earl, ed. Informational management: The organizational dimension, Oxford: Oxford University Press, 2001, pp. 430-460. Spremic, M., Strugar, I. Strategic IS planning practise in Croatia: Organizational and managerial challenges. International Journal of Accounting Information, 3, 2003, 183-200. Tansey, S. D. Business, information technology and society. New York: Routledge, 2002, pp. 170-185.

Middle Child :: essays research papers

The Art of the Middle Child   Ã‚  Ã‚  Ã‚  Ã‚  What if you had the opportunity to see something you had never seen before. Would you take a camera? Would you go? Would you give it a thought? This is what goes through the mind of a person like me. More specifically a middle child, they put way too much thought into things. I am Josh, and I am a middle child. I’ve said it once and one more time wont hurt, being a middle child was hard let me tell you about me.   Ã‚  Ã‚  Ã‚  Ã‚  Wouldn’t it be funny if we were taught from the top down, makes as much sense as building a house starting with the roof and ending with the foundations? Sometimes is done like this quite often, as a result we have a distinct variety of people known as â€Å"Middle Child Syndrome.† Middle Child Syndrome is not something that occurs often in a family, usually only once but it may happen more than once, I would pick up a book on the subject sometime if you are still curious after reading this. There are a lot of qualities that go into the recipe of making the middle child. Lets go into describing them in terms of myself.   Ã‚  Ã‚  Ã‚  Ã‚  I have fought to keep an image of myself that I believe should be maintained. When something has come along in the past I have done what I could to keep what I could. A famous speaker once said: â€Å"I believe in coming out and being plain and honest with that which should be made public, and in keeping yourselves that which should be kept. If you have your weaknesses, keep them hid from your brethren as much as you can. You never hear me ask the people to tell their follies†¦ do not tell our nonsensical conduct that nobody knows of but yourselves.† Look at the third from last line, â€Å"†¦If you have your weaknesses, keep them hid from your brethren,†--keep them hid. I have pride in my honesty but I have made my mistakes. When I was the age of 11, approximately, I had taken my sister out for a walk. She was about 6 years old and had to be watched like a hawk. I had not got along wither for quite sometime and would blame things on her when we had disputes; everyone in my family had known that. Every time that something happened, I would find a way to pin the situation on my little sister.

The Prince as Foundation of Modern Day Politics :: Machiavelli Prince Essays

The Prince as Foundation of Modern Day Politics In The Prince Niccolo Machiavelli presents a view of governing a state that is drastically different from that of humanists of his time. Machiavelli believes the ruling Prince should be the sole authority determining every aspect of the state and put in effect a policy to serve his best interests. These interests were gaining, maintaining, and expanding his political power. His understanding of human nature was a complete contradiction of what humanists believed and taught. Machiavelli strongly promoted a secular society and felt morality was not necessary but in fact stood in the way of an effectively governed principality. Though in some cases Machiavelli's suggestions seem harsh and immoral one must remember that these views were derived out of concern Italy's unstable political condition. Though humanists of Machiavelli's time believed that an individual had much to offer to the well being of the state, Machiavelli was quick to mock human nature. Humanists believed that "An individual only 'grows to maturity- both intellectually and morally- through participation' in the life of the state." Machiavelli generally distrusted citizens, stating that "...in time of adversity, when the state is in need of it's citizens there are few to be found." Machiavelli further goes on to question the loyalty of the citizens and advises the Prince that "...because me n a wretched creatures who would not keep their word to you, you need keep your word to them." Machiavelli did not feel that a Prince should mistreat the citizens. This suggestion, once again, serves the Prince's best interests. If a prince cannot be both feared and loved, Machiavelli suggests, it would be better for him to be feared buy the citizens within his own principality. He makes the generalization that men are, "...ungrateful, fickle, liars, and deceivers, they shun danger and are greedy for profit; while you treat them well they are yours." He characterizes men as being self centered and not willing to act in the best interest of the state,"[and when the prince] is in danger they turn against [him]." Machiavelli reinforces the prince's need to be feared by stating: â€Å"Men worry less about doing an injury to one who makes himself loved than to one who makes himself feared. The bond of love is one which men, wretched creatures they are, break when it is to their advantage to do so; but fear is strengthened by a dread of punishment which is always effective.

Comparing the Supernatural in William Shakespeares Hamlet and Macbeth

Comparing the Supernatural in William Shakespeare's Hamlet and Macbeth  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚   In the time of William Shakespeare there was a strong belief in the existence of the supernatural. Therefore, the supernatural is a recurring theme in many of Shakespeare's plays. In two such plays, Hamlet and Macbeth, the supernatural is an integral part of the structure of the plot. It provides a catalyst for action, an insight into character, and an augmentation of the impact of many key scenes. The supernatural appears to the audience in many varied forms. In Hamlet there appears perhaps the most notable of the supernatural forms, the ghost. However, in Macbeth, not only does a ghost appear, but also a floating dagger, witches, and prophetic apparitions also make appearances. The role of the supernatural is very important in both Hamlet and Macbeth. A ghost, in the form of Hamlet's father, makes several visitations in the play. It first appears to the watchmen, Marcellus and Bernardo, along with Horatio near the guardsmen's post. The ghost, though silent causes them a little anxiety, "It harrows me with fear and wonder"(I.i.53). It is not until the appearance of Hamlet that the ghost speaks, and only then after Horatio has expressed his fears about Hamlet following it, "What if it tempt you toward the flood, my lord, or to the dreadful summit of the cliff"(I.iv.76-77). The conversation between the ghost and Hamlet serves as a catalyst for Hamlet's later actions and provides insight into Hamlet's character. The information the ghost reveals incites Hamlet to action against a situation with which he was already uncomfortable, and now is even more so. Hamlet is not quick to believe the ghost, "The spirit that I have seen may be ... ...e supernatural provides a catalyst for action by the characters. It supplies insight into the major players and it augments the impact of many key scenes. The supernatural appeals to the audience's curiosity of the mysterious and thus strengthens their interest. Works Cited Curry, Walter. Supernatural in Hamlet and Macbeth. London: Mass Peter Smith, 1968. Epstein, Norrie, The Friendly Shakepeare, New York, Viking Publishing, 1993. Magill, Masterplots- Volume 6, New Jersey, Salem Press, 1949. Schlegel, August Wilhelm.   Criticism on Shakespeare s Tragedies . A Course   Ã‚  of Lectures on Dramatic Art and Literature. London: AMS Press, Inc., 1965.  Ã‚   Shakespeare, William.   Tragedy of Macbeth . Ed. Barbara Mowat and Paul  Ã‚   Warstine. New York: Washington Press, 1992.  Ã‚  Ã‚   Wills, Gary. Witches & Jesuits. Oxford: Oxford University Press, 1995.   

Arthur Young Essay

Documents 1-2: How do the grievances noted by Arthur Young compare to those expressed in the Cahiers? The grievances noted by Arthur Young are focused more on the humanitarian needs of the French people during the late 1780’s. When looking at the document of September 2, 1788 Young mentions that there is an uproar over the high price of bread. There are many obstacles that a society can overcome, but when they are being starved and treated unjustly over humanitarian needs such as food, then there is a high possibility that they will revolt at any cost. There are also many similarities in both Young’s observances and the Cahiers. Both Young’s observances and the Cahiers note that the people are discontent with the fact that the First Estate made up of the clergy, and Second Estate made up of the nobility, are treated so well compared to the Third estate which included everyone from banker to lawyer and even the peasants. Therefore even though France was more revolutionary than any other country at the time, the disparity in classes between the rich and the poor was extremely obvious. Why might these grievances be revolutionary? And, in what ways are they peculiar to the Third Estate only and not the First and Second Estates? The grievances proposed by the Cahiers are extremely revolutionary. In fact you can see that these ideas seem oddly familiar because they exist today in our own constitution of the United States. One of the most famous ideas is proposed in idea 14, which states that freedom should be granted to the press. This idea is revolutionary because it would allow the people of France to freely express their discontents with the government and spread information freely throughout the country without the fear of being punished. Another great idea proposed by the Cahiers was the fact that all taxes should be assessed on the same system throughout the nation. It was imperative that the Third estate made this clear because even though they were the poorest, they were the ones being charged with the heaviest taxes. It was also interesting that the Cahiers brought up the fact that certain positions in offices and ranks should be granted to anyone who was qualified for the job, not just the nobility or based on heredity. This was revolutionary because it must have compelled many more people in France to obtain an education and strive for a better life because they were being granted opportunities. Documents 3-4: Based on your reading of these excerpts, what were the worst abuses of factory labor and the causes of poor working and health conditions? Right away what captures the readers attention is that the medical examiner is claiming that children as young as five years old were being sent to work as long as eleven hours a day. This idea is just unimaginable to most people because a five year old is hardly old enough to take care of himself, let alone maintain a job that requires him to work for eleven hours a day. It is just painful to hear that these children spent their childhoods working in the factories and as a result their growth was stunted, their bone development was compromised, and their health was so poor compared to children not working in factories. The testimony of John Wright really puts everything into perspective because it’s a first hand account of his life working in the factories since he was a six year old. The fact that he worked the same hours then, to the hours he worked as an adult just shows how despicable the working conditions were in the factories. Just like the medical examiner he also explained that the children who grew up in these working factories suffered many health complications, some even became crippled due to over exhaustion. According to Engels, how did such an environment affect the poor mentally as well as physically? Engels believed that the scandalous environment in which the poor were forced to live in was a result of continuous mistreatment from the upper classes. He claims that the poor were basically treated like animals, hoarded from the country in to the city, and forced to work ungodly hours in order to keep up with the demands of industrialization. Then the poor were forced to live in cramped quarters where no proper sanitation systems existed, and even clean drinking water was a luxury. Engels explains that because so many people were cramped into such small rooms for such a long period of time the air quality was severely polluted and this caused many health problems. Engels brings up many good points by questioning how the upper classes ever expected the poor to stay healthy or even humane when their conditions were beyond poor. The fact that the poor were always subjected to extremes of hopes and fears really threw most people over the edge. They had no choice but to be mentally unstable because of the conditions they lived in. They were constantly living for survival in the most disgusting conditions while the rich got richer due to their hard work. Document #5: These maps reveal something about connections between population density, urbanization, and the industrializing process. What do these maps tell us about these connections? What might some of the social consequences of these connections be? The maps explain that as industrialization grew, and urbanization grew, more and more people started to move into the cities in hopes of finding opportunities for work and better living standards. You can see that the first map of the population density in England in 1801 seems quite dispersed compared to the population density of England in 1851. Also you can see from the map of England in 1851 that there was a huge population boom in between those 50 years. When looking at the map of concentration of Industry in England in 1851 then it is clear that people moved from the countryside to the larger cities that were the heart of industrialization. Engle best described the social consequences of the changes from 1801 to 1851 in such a short period of time in the previously discussed documents. With overpopulation cities got more crowded and the living quality in these cities steadily decreased. The environment was affected tremendously due to the cluster of factories and misuse by the overpopulation. Disease was more prominent because it was easier to spread in unsanitary and overpopulated areas. When employment opportunities arise, people will surely flock to them, especially the poor. This was just the case in England during the industrialization. Sadly what people failed to realize is that their quality of life would greatly decrease rather than increase due to the mass overpopulation.

4th Amendmant and Probable Cause

In the United States, the police must, whenever practicable, obtain advance judicial approval of searches and seizures through the appropriate warrant procedure. In most instances, failure to comply with the warrant requirement can only be excused by exigent circumstances. There should be circumstances sufficient to warrant a prudent man to believe that the person stopped had committed or was committing an offense. Intrusions upon constitutionally guaranteed rights must be based on more than unarticulated hunches, and simple good faith on part of the officer is not enough. The facts should prove reasonable inferences derived from unusual conduct. A person may assert violation of his Fourth Amendment rights in connection with search or seizure only if he can demonstrate a legitimate expectation of privacy in the area searched or items seized. To establish, for Fourth Amendment purposes, a legitimate expectation of privacy in area searched or items seized, defendants must demonstrate: (1) subjective expectation of privacy; and (2) that this expectation is one that society is prepared to recognize as objectively reasonable. Under Fourth Amendment, police are authorized to conduct a warrantless protective pat-down of individuals they encounter in the field so long as their concerns are justified by reasonable suspicion of possible danger. Under the Fourth Amendment, police may execute warrantless searches incident to a lawful arrest, as it is reasonable for authorities to search an arrestee for weapons that might threaten their safety, or for evidence which might be destroyed. The United States Supreme Court has explicitly determined that a person has no reasonable expectation of privacy in an automobile belonging to another. Though the passenger does not have a standing to challenge the search of car that he does not own, he can still challenge the lawfulness of his own detention when the car is stopped at a drug interdiction checkpoint, and therefore, he can seek to suppress any evidence seized as fruit of his allegedly illegal detention. Even assuming that drug interdiction checkpoint was legal, such that the officers did not violate the passenger’s Fourth Amendment rights by stopping the vehicle in which he was riding, a passenger’s detention was held to be independent and separate from officers’ discovery of drugs during the search of the vehicle’s driver/owner consensual search of the vehicle. The stop and search of a moving automobile can be made without a warrant but, automobile or no automobile, there must be probable cause for the search. Probable cause to search exists when there is a fair probability that contraband or evidence of a crime will be found in a particular place. Standards of â€Å"reasonable suspicion† and â€Å"probable cause,† as used to evaluate constitutionality of investigative stops and searches, are not readily, or even usefully, reduced to a neat set of legal rules but rather are common sense, non- technical conceptions that deal with factual and practical considerations of everyday life on which reasonable and prudent persons, not legal technicians, act. Standards are fluid concepts that take their substantive content from particular contexts in which standards are being assessed. The United States Supreme Court held that brief, suspicion-less seizures at highway checkpoints for the purposes of combating drunk driving and intercepting illegal immigrants were constitutional. The Fourth Amendment requires that searches and seizures be reasonable. A search and seizure is ordinarily unreasonable in the absence of individualized suspicion of wrongdoing. When officers have reasonable suspicion that occupants of a vehicle are engaged in criminal activity, they may briefly stop the vehicle to investigate. Police may make an investigative stop of a vehicle when they have reasonable suspicion of an ongoing crime, whether it be a felony or misdemeanor, including drunk driving in jurisdictions where that is a criminal offense. Police may also make a stop when they have reasonable suspicion of a completed felony, though not of a mere completed misdemeanor. The court in various cases held that for purposes of determining whether an investigatory stop is justified by reasonable suspicion, the following instances may be taken in to account, as the traffic violation of failure to stay within lanes, a driver’s slowing down, stiffening of posture, and failure to acknowledge a sighted law enforcement officer might well be unremarkable in one instance, such as a busy San Francisco highway, while quite unusual in another, such as a remote portion of rural southeastern Arizona. But a brief veering out of a lane of travel on a windy day does not give probable cause to the police to stop the vehicle. In making reasonable-suspicion determinations, reviewing courts must look at the totality of the circumstances of each case to see whether the detaining officer has a particularized and objective basis for suspecting legal wrongdoing. â€Å"Totality of the circumstances† approach to making reasonable-suspicion determinations allows officers to draw on their own experience and specialized training to make inferences from and deductions about the cumulative information available to them that might well elude an untrained person. Although an officer’s reliance on a mere â€Å"hunch† is insufficient to justify an investigatory stop, the likelihood of criminal activity need not rise to the level required for probable cause, and it falls considerably short of satisfying a preponderance of the evidence standard. Although the concept of reasonable suspicion required to justify an investigatory stop is somewhat abstract, the United States Supreme Court has deliberately avoided reducing it to a neat set of legal rules. In determining whether individualized suspicion is required to support a stop of a motorist’s vehicle, the United States Supreme Court considered the nature of the interests threatened and their connection to the particular law enforcement practices at issue. The Court is particularly reluctant to recognize exceptions to the general rule of individualized suspicion where governmental authorities primarily pursue their general crime control ends. While subjective intentions on the part of police officers play no role in ordinary, probable-cause Fourth Amendment analysis, checkpoint stops may be relevant to the validity of Fourth Amendment intrusions undertaken pursuant to a general scheme without individualized suspicion. The United States Supreme Court determined that checkpoints set up for general crime prevention, including drug interdiction, do not pass constitutional muster under the Fourth Amendment. The United States Supreme Court noted that checkpoint cases only limited exceptions to the general rule that a seizure must be accompanied by some measure of individualized suspicion. An Anatomy of a Criminal Trial Most criminal trials follow a uniform set of procedures. The many rituals associated with modern trials have developed over centuries. America’s common law heritage makes it possible for all states and the federal government to follow a largely uniform set of procedures. Assuming that the trial is carried out to completion, those procedures are as follows: Decision on judge or jury. The defense decides whether it wants the case tried by a judge or a jury (the prosecution can’t require a jury trial). Jury selection. If the trial will be held before a jury, the defense and prosecution select the jury through a question and answer process called â€Å"voir dire. † In federal courts and many state courts, the judge carries out this process using questions suggested by the attorneys as well as questions that the judge comes up with on his or her own. Evidence issues. The defense and prosecution request the court, in advance of trial, to admit or exclude certain evidence. These requests are called motions â€Å"in limine. † Opening statements. The prosecution and then the defense make opening statements to the judge or jury. These statements provide an outline of the case that each side expects to prove. Because neither side wants to look foolish to the jury, the attorneys are careful to promise only what they think they can deliver. In some cases the defense attorney reserves opening argument until the beginning of the defense case. Prosecution case-in-chief. The prosecution presents its main case through direct examination of prosecution witnesses by the prosecutor. Cross-examination. The defense may cross-examine the prosecution witnesses. Redirect. The prosecution may re-examine its witnesses. Prosecution rests. The prosecution finishes presenting its case. Motion to dismiss (optional). The defense may move to dismiss the charges if it thinks that the prosecution has failed to produce enough evidence — even if the jury believes it — to support a guilty verdict. Denial of motion to dismiss. Almost always, the judge denies the defense motion to dismiss. Defense case-in-chief. The defense presents its main case through direct examination of defense witnesses. Cross-examination. The prosecutor cross-examines the defense witnesses. Redirect. The defense re-examines the defense witnesses. Defense rests. The defense finishes presenting its case. Prosecution rebuttal. The prosecutor offers evidence to refute the defense case. Settling on jury instructions. The prosecution and defense get together with the judge and craft a final set of instructions that the judge will give the jury. Prosecution closing argument. The prosecution makes its closing argument, summarizing the evidence as the prosecution sees it, and explaining why the jury should render a guilty verdict. Defense closing argument. The defense makes its closing argument, summarizing the evidence as the defense sees it, and explaining why the jury should render a not guilty verdict — or at least a guilty verdict on a lesser charge. Prosecution rebuttal. The prosecution has the last word, if it chooses to do so, and again argues that the jury has credible evidence that supports a finding of guilty. Jury instructions. The judge instructs the jury about what law to apply to the case and how to carry out its duties. (Some judges â€Å"preinstruct† juries, reciting instructions before closing argument or even at the outset of trial. ) Jury deliberations. The jury deliberates and tries to reach a verdict. Most states require unanimous agreement, but Oregon and Louisiana allow convictions with only 10 of 12 votes. Post-trial motions. If the jury produces a guilty verdict, the defense often makes post-trial motions requesting the judge to override the jury and either grant a new trial or acquit the defendant. Denial of post-trial motions. Almost always, the judge denies the defense post-trial motions. Sentencing. Assuming a conviction (a verdict of â€Å"guilty†), the judge either sentences the defendant on the spot or sets sentencing for another day. To read and printout a copy of the Form please link below. Checklist: Documents Your Attorney Will Need Be Sociable, Share! Twitter Facebook email StumbleUpon Delicious Google Reader LinkedIn BlinkList Digg Google Bookmarks Myspace Post to Twitter