Qualitative and Quantitative Research Methods Essay Example for Free

Qualitative and Quantitative Research Methods Essay There are different research methods that have been guided by different philosophy of science that were developed by philosopher, researcher and sociologist at their time of era. The well-known research methods are quantitative research methods. Quantitative are numerical methods associated with deductive approaches. Quantitative research methods are usually guided by the principles of positivism as it takes on objective reality and accepts single reality. Quantitative methods are usually used to measure size, observe numerical change over time, audience segmentation, testing hypothesis, and, quantifying attitudes, behaviors and opinions. The main importance of quantitative research is on deductive reasoning which tends to move from the general to the specific. The validity of conclusions is shown to be dependent on one or more premises being valid. For example, All students who study MBA in Kathmandu University works in a bank. Seema studies in MBA in Kathmandu University. Based on the premises, we can say that Seema works in a bank. Premises used in deductive reasoning are important because faulty premises can lead to wrong conclusions. Another popular method is qualitative method, which are usually associated with inductive approaches. Qualitative research methods are used on subjective matter, as in-depth study to explore subject matter. Qualitative research methods are guided by philosophies as post-positivism, critical theory, and constructivism. Qualitative research methods offer different kinds of ways to investigate on research problems as interview methods, focused group discussions,case studies and many others to understand the certain circumstances or culture in the society. The approach adopted by qualitative researchers tends to be inductive which means that they develop a theory or look for a pattern of meaning on the basis of the data that they have collected. This involves a move from the specific to the general and is sometimes called a bottom-up approach. However, most research projects also involve a certain degree of deductive reasoning (Trochim, 2005). Quantitative Research is more about collecting numerical data to study about certain phenomena. For example, what percentage of Nepalese student who go to US for foreign degree complete graduate course in United States? Other examples may be what percentage of Nepalese students who are studying in TU have negative attitude towards TU administrations. One usually has to use quantitative research when one wants answer in numbers. However, one has to study about complex situations and go with in-depth studies then qualitative methods should be used. For example, researcher wants to know how people view politics in Nepal? Similarly, a researcher wants to do ethnographic study of the culture of Tharus of Nepal and lives with Tharu for some years, immerse himself/herself in that environment to discover the meanings, convention of behavior, and ways of thinking important in tharu cultures. Similarly, even though the selection of research methods are based upon the problem selected, resource available, the skills of researcher and audience of the research, both the methodologies are also used together in a research which is known as mixed methods. â€Å"Mixed methods often combine nomothetic and idiographic approaches in an attempt to serve the dual purposes of generalization and in-depth understanding—to gain an overview of social regularities from a larger sample while understanding the other through detailed study of a smaller sample. Full integration of these approaches is difficult, hence the predominance of component studies†(Pat Bazeley, 2004) References (Bazeley, 2004) Social Research Methods. (n.d.). Retrieved December 12, 2012, from www.socialresearchmethods. net: http://www.socialresearchmethods.net/kb/positivism (2005). In W. M. Trochium, Research Methods (2nd ed.).

Electronic Manufacturing Services Industry Commerce Essay

Electronic Manufacturing Services Industry Commerce Essay This research discusses Electronic Manufacturing Services industry and providers trends and it is relation to supply chain aspects of electronics industry. The challenges that faced and still facing this industry are discussed in details. Electronic Manufacturing Services industry provides solutions and mechanisms to solve supply chain problems in electronics industry. A case study of Flextronics International Company presented to explain how this industry helps Original Equipment Manufacturer and how it can be a good solution for the major problems and challenges in electronics manufacturing world. Introduction: Electronic Manufacturing Services (EMS) or Contract Manufacturer (CM) has started their service since 1960, once huge Original Equipment Manufacturer (OEM) began working with subcontractor in order to achieve more profit and to deal with high demand changes without the needs to new labor and capital. The EMS industry grew up and played a major role in manufacturing processes and technology, also EMS providers have increased their capability, manufacturing flexibility, purchasing power and cost reductions of material used in this industry. Therefore, it has been hard for OEM to cope with high demand changes and manufacturing flexibility beside cost reduction since EMS providers had handle all of those aspects efficiently [1]. From 1970 to 1990, EMS has increased their role and share in global network and supplied a high variety of services such as assembly, prototype, testing, circuit board, material purchase and management, and shipping to the end customer. A huge demand was created due to technological development since 1990; this has obliged OMEs to deal with EMS providers in order to respond more efficiently to product innovation, the shorter life cycles and dynamic changes of demand. EMS providers have facilitated enlargement and development of OEM companies by providing them high flexibility and better control of the variety of new products and demand changes [1]. Outsourcing works better in electronics industry for several reasons. First, the products of most electronics are similar in production process and building methodology. Second, the nature of electronics markets is very dynamic and interacted which push OMEs to deal with EMS. All parts of personal computers and medical appliances are consisted from parts such as capacitors, memory chips, and resistors. The reason that makes the product unique is the method of joining the different parts onto printed circuit board, customization of components and parts, and the programming of the device and its special software. The basic similarity in finished goods makes the EMS to have an easy methodology to divide their apparatus, skills and data, and information to cope with several production orders [2]. Challenges Facing Electronics Industry: The main challenges that faced and still facing this industry and cause it to deal with EMS are: High customization: customers demand is increasing continuously and rapidly. They required the manufacturers to produce vastly customized products quickly and at relatively low cost. This results in very high load and pressure on electronics firms to respond to those highly customized orders with flexible supply chain and low cost [3]. Second challenge is the short life cycle: producers have to manufacture new products that have good price, keep up reasonable profit and keep market share. This will result in too short life cycles of products and will make it more complicated to forecast customer demand. Therefore, manufacturers must be close to customers and must work with retailers and resellers to better understand markets needs and demand [3]. Third challenge is inventory control versus quick declination: the challenging environment in electronics industry requires the manufacturers to produce components at low price with new performance and functionality, to keep high competitiveness. Therefore, using the existing inventory as early as possible is very important to maintain profit [3]. The conflict between supply and demand is the fourth challenge: material is one of the main constrained in electronics industry. Continuous production of new products and redesign of old parts and components are being processed while the prediction of customer demand is very difficult. Therefore, manufacturer must work collaboratively with material suppliers to satisfy demand and at the same time they have to work with retailers to forecast customers demand [3]. The fifth challenge is the high pressure from distributers and retailers to deliver products at the right time and right place. This applies high strain on electronics manufacturers. Thus, good communications and collaboration with retailers and distributers is required to guarantee better delivery and customer satisfaction [3]. EMS Industry Growth and Supply Chain: EMS industry has a major role in supply chain management and components. It is being an important part and partner in electronics manufacturing world. The reasons behind this evolution are as follows: Economical scale: the demand of electronics is increasingly very high, and it depends on product cycle. Therefore, if EMS providers decide to increase capacity to satisfy high customer demand this will lead to excess labor and resources but, they have the ability to shift those excess labor and resources to another OME customer. This means that EMS providers have high flexibility and alternatives to deal with [2]. Main capability: electronics industry witnesses high competition between OEMs thus, looking for customer needs and expectations is very important part to design high competitive products quickly. Thus, the main capability of OME is in new product design and customer satisfaction. By dealing with EMS, electronics OMEs can focus and make more attention on new products design and customer satisfaction [2]. Decreasing materials cost: the huge growth of EMS providers gives them more power and influence of obtaining raw materials. This increased power and size can result in decreasing components costs [2]. Better profit and return on investment: electronics manufacturing overhead cost and capital investment is very high and to pay it back it takes long time. Taking into consideration that the life cycle is short in this industry, it will be very hard to make the decision of investment. Thus, EMS providers can help OEM to take their decision by constructing the whole manufacturing processes and overhead cost which will result in better profit and return on investment [2]. The high pressure of time to market: as we discussed before, the cycle time of the product is too short thus, being at the top in the market is very essential to gain higher profit. EMS providers can supply capacity and expertise required for new products and new design process quickly. Therefore, EMS providers have the ability to bring new products into market quickly and satisfy customers demand [2]. Markets globalization: nowadays, markets are being global and OMEs are struggling to satisfy demands in global markets. EMS providers have the ability to take the advantage of low labor costs in many places in the world. Furthermore, they can supply products at short lead time and decrease supply chain costs locally [2]. EMS Providers Customers: Choosing customers is the most important decision for EMS providers. Since EMS providers are not in the business to make demand, they must be careful and aware about products that have huge market demand in addition to future changes. EMS providers must place themselves in manufacturing areas that enable them to add more value. For instance, most of EMS companies get rid of personal computers assembly processes and they get more involved in medical electronics, servers and cell phones so they can add more value to their manufacturing processes due to the high demand on those electronics areas [2]. Typically, EMS providers have a wide customer found and they are producing a collection of components and products. Consequently, they achieve high production and capacity utilization. EMS is striving to build high diversity of OME customers to gain higher return on their investment and improver utilization. Additionally, by building this wide base, EMS providers can compensate the demand from other customers if one of their customers market has gone down [2]. Another issue for choosing customers is the competitors. Once EMS wants to make contract with a competitor of one of its customers, EMS provider usually ask for permission from his old customer, then he will construct a special production line for this new customer. This behavior leads to construct EMS industry that has ethical base and reliable attitude. Furthermore, the maturity of EMS industry will lead to high competition within electronics industry and small OEMs have the ability to grow up within short period into big company through dealing with EMS providers and taking the advantage of their supply chain capabilities [2]. EMS Industry and Supply Chain Management: Ever more, EMS providers are not only produce components and provide services but they are also being a major part of supply chain solutions to OME manufacturers. Supply chain roles consist of product manufacturing and design, shipping and delivery to end users, demand forecast and expectations, suppliers management and interaction [2]. Demand forecast and expectations of EMS depends basically on OEM orders. EMS providers are trying to produce all orders of OME companies. OME provides demand for long and short term periods and EMS uses the short term for material purchasing. Long term demand is used typically fort capacity requirements planning and material forecasting. The demand is very dynamic, so the long term demand may change and the OME can amend this demand based on its contract with EMS. Sometimes, if EMS provider not able to deliver the planned quantity it may get penalized; therefore, EMS starts to build its own skilled expertise and procedures to work on demand forecasting with OEMs in order to protect itself from penalization [2]. Shipping and delivery to end users is being a service that many EMS providers may provide. EMS providers have started to provide entire supply chain solutions. They started shipping the products to OEMs customers and end users. This results in add more value to EMS providers and to solve shipping issues that may face OEM companies. Transportation costs may be very high and OEMs want to make the assembly process close to their end users. EMS has increased its global existence to be very close to the end users markets. Building their factories close to the end users enables them to decrease lead time and decrease shipping costs to the end customers [2]. In order to manufacture and design new products, EMS should expand its capacity. When OEMs outsource more and more of their works to EMS, then, filling the capacity will be not hard. The main challenge of building the capacity and the time of this building is the short life cycle of electronics products. Thus, EMS providers should be careful when to build the capacity required and should be aware how to combine and integrate all facilities and capacities of all customers to achieve higher utilization [2]. Electronic Commerce and EMS: Recently, EMS providers are using electronic commerce in their supply chain management strategies. The aims of using this tool are to accelerate purchasing process time, to automate purchasing process and to decrease overhead cost. Therefore, the supply chain will be more efficient and overall cost will be minimized. In addition, the application of electronic commerce enlarges the supplier foundation for EMS providers and affects global sourcing positively. Another main fact is, sharing the information between OEMs, EMS, suppliers, and end customers will be very important to integrate supply chain parties and will lead to success of EMS industry [2]. Challenges Facing EMS Industry: First challenge is managing inventory level, which is very hard issue for EMS providers. Presently, studies show that the typical minimum level of the inventory is about 2 weeks. Determining the level of inventory depends on accuracy of demand forecast from OEM and the ability of suppliers to respond to this forecast [2]. The accuracy of demand forecast is very important and depends mainly on OEM. EMS and OEM agree on specific mechanism to capture customers needs. For example, OEM may provide one month demand and four months forecast. Based on this agreement, OEM will add one more month at the beginning of each month besides providing actual demand for the coming month. Consequently, this kind of agreements will help to better control inventory level [2]. Ability of the supplier to respond to the new demands and forecast is a major factor to help EMS controlling inventory issues. Responsiveness of supplier depends on lead time, capacity available, and safety stock level. Some suppliers choose to build additional capacity to be able to refill EMS orders within couple of days for example. EMS should provide bonus for such suppliers [2]. EMS usually has many customers, this means that EMS should pool inventory for those customers. Furthermore, suppliers of EMS industry will face the same issue and they should manage their inventory to face the problem of pooling [2]. Demand uncertainty is a big challenge in EMS industry thus, the owning the inventory is subjected to high risk. Unsurprisingly, no one wants to take the risk and own the inventory. Suppose that the supplier owns the inventory, this may lead EMS to set a high inventory level. Without a doubt, setting the optimal inventory level is very hard and taking the risk of inventory ownership needs more and more study and analysis [2]. The second challenge is risk sharing in electronics industry. EMS providers have, due to their position, the ability to relocate risks to suppliers or OEM as much as they can. Their special position in electronics industry supply chain allow them spread and share the risks of demand ambiguity and capacity investments with suppliers or OEM customers or both of them. Consequently, EMS could reduce risks through supply chain relation [2]. EMS Industry and Information System: In recent times, Make-to-Order (MTO) strategy is being more efficient in electronics industry to control demand uncertainty and short product life cycle. MTO needs more sophisticated information system tools to control and manage the complicated supply chain. Electronic commerce ability must be improved and used in this industry. Another challenge to EMS information systems is to design for manufacturing product and process. The ability of prediction and innovation of new designs necessitates EMS to continuously improve its knowledge base and information system tools [2]. Flextronics Case Study: Flextronics International is EMS provider registered as Singapore Company and based in San Jose. It was founded in 1969 and from 1994 to 1998 it expanded and gained high growth in several regions. The companys annual revenue has grown to $5.74 billion for fiscal 2000 ended March 31 from $640 million in fiscal 1997 [4]. Flextronics has been among the five largest EMS providers in the US since 1997 [5]. The company is implementing the principle of Industry Park or Campus. It built low cost production campuses in North and South America, Asia and Europe where major customers exist in. Every property or campus is prepared with high manufacturing equipments and technologies, engineering staff and services, and plastics skilled expertise. Flextronics has expanded its service area by being close to suppliers of its material needs such as molding of plastic, chips and microchips packaging, and product allocation at its campus in Guadalajara-Mexico, Sarvar-Hungary, and Doumen- China. The strategy of Flextronics enables its suppliers to rent areas close to campuses which help them to supply materials easily and build their own foundation. Flextronics is considered currently as a leader in responsiveness, speed, and flexibility in EMS providers world [2]. The company has strength points in many areas such as product quality, purchasing capability, and customers base. It is manufacturing many products in different areas such as computers, communications, and medical equipments. The company provides its customers high degree of product and mass customizations, flexibility of production and design, superior supply chain management, efficient logistical issues and decreased time to market. Flextronics has located its business in all markets to control cyclical changes of each industry, thus rising consistency and steadiness, and improving quality. Consequently, provide the ability to OEM customers to decrease production and shipping costs and at the same time Flextronics growing up its customer foundation [2]. The high diversity of services and flexibility offered by Flextronics resulted in new contracts and awards from international OEMs like IBM, Microsoft, Nokia, Ericsson, and Motorola. Flextronics has boosted its presence in Europe by purchasing Dii Group in 2000 for $2.4 billion and in the same year, the company has achieved a huge step by signing a contract with Motorola Company for $10 billion. By signing this contract, Flextronics was planning to produce cellular phones, pagers, and other wireless devices for Motorola Company by the end of 2005. Flextronics became the major EMS provider for Motorola business. The expected value of this alliance is about $30 billion [6]. Product Portfolio and Customer Base: Flextronics has broad customer base as mentioned before. The company chooses its suppliers and customers carefully. Flextronics focuses on telecommunications products and servers. Figure 1 shows the product market mix of the company in 2000. Comparing those numbers with numbers in 1998, for example, the results shows that consumer electronics products share decreased from 10% to 8%, whereas computer products increased from 15% to 27%, and medical and others increased from 5% to 12% [5, 7]. Figure 1: Percentage of Product Market Mix of Flextronics International Ltd [2]. Flextronics Supply Chain Strategy and Challenges: Flextronics has transformed from seller to manufacturer and EMS provider. The company chooses it suppliers carefully based on performance and trust. Meeting the demand and forecast is very important as a measure of performance. Strategy of Flextronics is to deal with wide range of suppliers and makes acceptable profit without have narrow range of suppliers [2]. Flextronics wants to supply production schedules to customers. However, the company usually uses short term demand because it believes that the long term forecast is not accurate. Furthermore, the company has its own engineers that are responsible for demand forecast [2]. The company uses Kanban system in its manufacturing factories with limited buffers at each stage. Using MTO strategy, the company doesnt own finished goods warehouse. Singapore warehouse carries on about two days of inventory from each supplier, and then ships them twice a day to the site in Malaysia. Flextronics is the owner of this warehouse and pays for inward shipping. The company wants its suppliers to have about two weeks of inventory if possible, but this is not committed inventory because it knows that its suppliers have other customers [2]. Its very rare to ship components to the production location from every region in the world. Therefore, Flextronics has come up with the model of Industrial Park to solve logistical issues that face supply chain. This strategy enables all of the suppliers to be close or in the same region of the company campus. Furthermore, geographical boundaries can be eliminated, keep away from import and export limitations, and minimize logistical difficulties for distribution [2]. Flextronics Information System: The complicated nature, short life cycle and demand uncertainty results in the need for complicated information system to deal with all aspects in electronics industry. It is common for EMS providers to build software solutions to enable them to track their demand, production processes and inventory control. During 1999, Flextronics use to upgrade its electronic commerce ability using some new software programs. The software allows buyers or purchasing managers to use the Internet to view customer orders and demands. A number of Flextronics major customers have their own websites to post their new orders. The company looking forward to enable suppliers in close future to view and respond to orders too. In addition, Flextronics has web-based tool for OEMs and they can log in the website to view important information about the products being produced on production line and related quality data, engineering observations, production rates, and failure rates [2]. Conclusion: EMS providers are being an essential part of electronics supply chain industry. Electronic industry is very complicated and has many challenges and obstacles. Short product life cycle, uncertainty of demand, inventory problems and capacity and lead time constraints are being solved through contracting and dealing with EMS providers. EMS industry integrates supply chain and increases capacity utilization. Furthermore, it can share industry risks with OEM and suppliers. The growth of this industry is increasing since it offers several services, manufacturing solutions, supply chain flexibility, reduced materials costs and proximity to raw materials suppliers.

Musical Development as a Cognitive Ability Essay -- Psychology Psychol

Musical Development as a Cognitive Ability Cognitive Psychology Abstract   Ã‚  Ã‚  Ã‚  Ã‚  This paper discusses theories of cognitive development and its relationship to musical development. Cognitive development is closely related to musical development and learning. Jean Piaget developed theories of the cognitive development in children. Musicologists have developed theories on how musical development has cognitive components. Cognitive development is acquired through interaction with an environment, just as musical development is acquired through interaction with a musical environment. Jean Piaget on Cognitive Development   Ã‚  Ã‚  Ã‚  Ã‚  Cognitive development is the investigation of how mental skills build and change with increasing physiological maturity (maturation) and experience (learning) (Sternberg, p.444). Cognitive development involves qualitative changes in thinking, as well as quantitative changes, such as increasing knowledge and ability (Sternberg, p.444). Most cognitive psychologists agree that developmental changes occur as a result of the interaction of maturation (nature) and learning (nurture) (Sternberg, p. 444). According to Sternberg, despite the differences in theoretical approaches, there are some basic principles that that crosscut the study of cognitive development (Sternberg, p.446). First, over the course of development, people seem to gain more sophisticated control over their own thinking and learning. As people grow older, they become more capable of more complex interactions between thought and behavior. Second, people engage in more thorough information processing with age. Third, people become increasingly able to comprehend successively more complex relationships over the course of development. Finally, over time, people develop increasing flexibility in their uses of strategies or information. (Sternberg, p.446) He explains that as people grow older they become less bound to using information in just a single context, and they learn how to apply it in a greater context (Sternberg, p.446).   Ã‚  Ã‚  Ã‚  Ã‚  One of the most influential contributors to developmental research is Swiss psychologist Jean Piaget (1896- 1980). His theory of cognitive development is one of the most comprehensive in the field (Sternberg, p.446). Piaget believed that the function of intelligence is to aid in adaptation to the environment (Sternberg, p.44... ...derlying tonal and metrical structures to guide their song performance, even though they seem to have no reflective awareness of such structures (Sloboda, p. 214). Changes in musical awareness between the ages of five and ten seem to reflect a general intellectual change from inactive competence, which is displayed only within the bounds of specific and directed activities, to a reflective awareness of the structures and principles which underlie such competence (Sloboda, p. 215). Piaget would characterize this change as moving from pre-operational to operational though (Sloboda, p. 215). In music it is marked by an increased ability to explicitly classify music as conforming to rule or style, and an increasing advantage of memory and perceptual tasks for those sequences which conform to rule (Sloboda, p. 215) Works Cited Sloboda, J.A. (1985) The Musical Mind: The Cognitive Psychology of Music. Oxford Psychology Series No. 5. Clarendon Press, Oxford. pp. 194-215. Sternberg, Robert J. (2003) Cognitive Psychology. Thomson-Wadsworth. Third edition. pp. 444- 449. Swanwick, Keith (2001) â€Å"Musical Development Theories Revisited†. Music Education Research, Vol.3, No.2.

In Contempt By Christopher Darden: A Review :: essays research papers

In Contempt by Christopher Darden: A Review   Ã‚  Ã‚  Ã‚  Ã‚  This report is based upon the book In Contempt, written by Christopher A. Darden with Jess Walter. This book is published by Regan Books an imprint of Harper Collins Publishers and is copyrighted 1996 by Christopher A. Darden. Introduction of the Author   Ã‚  Ã‚  Ã‚  Ã‚  The book In Contempt was written by Christopher A. Darden. Chris Darden is famous for being one of the prosecuting attorneys in the court case, The People vs. Simpson. He has worked hard his whole life to reach the status he has now achieved. He proved to America that even though he wasn't a high-priced private lawyer that he could present a well-thought out and planned case under tremendous pressure he and the other prosecutors had to endure during the Simpson case. Summary   Ã‚  Ã‚  Ã‚  Ã‚  I found this book to be very well thought out and well written. Most people would assume that this book was written with the intentions of making a quick-buck off the misfortune of Nicole Brown Simpson and Ronald Goldman. I, however, do not believe this to be true. The way that he speaks of the victims in the book, and the way he spoke of them before and after the trial shows that he really cared about the lives of these people that he didn't even know. He even went as far as to say in the book that this was the first case that affected him personally and emotionally. As one may expect the majority of this book is taken up with the Simpson case but, chapters two through six detail his life from birth, his childhood in a working class district of Richmond, California, and becoming a district attorney of Los Angeles in 1981. Chapters two and three mostly consist of stories of him and his brother, Michael, stealing from local stores or his brothers drug deals. When Michael hit his mid-teens hestarted selling marijuana off the front porch of the house and Chris was his lookout. In return, he was told that he would be cut in on the action (but never was). No matter what, Michael always told Chris never to use drugs. Throughout the book Chris Darden refers to his brother as a good role model for him no matter what he did.   Ã‚  Ã‚  Ã‚  Ã‚  I feel the purpose of Chris Darden writing this book is to try to show the hardships he had to go through as a black man trying to become a lawyer. Also I feel that he is trying to reveal the truth behind what was happening in the Simpson case. Body of the Review In Contempt By Christopher Darden: A Review :: essays research papers In Contempt by Christopher Darden: A Review   Ã‚  Ã‚  Ã‚  Ã‚  This report is based upon the book In Contempt, written by Christopher A. Darden with Jess Walter. This book is published by Regan Books an imprint of Harper Collins Publishers and is copyrighted 1996 by Christopher A. Darden. Introduction of the Author   Ã‚  Ã‚  Ã‚  Ã‚  The book In Contempt was written by Christopher A. Darden. Chris Darden is famous for being one of the prosecuting attorneys in the court case, The People vs. Simpson. He has worked hard his whole life to reach the status he has now achieved. He proved to America that even though he wasn't a high-priced private lawyer that he could present a well-thought out and planned case under tremendous pressure he and the other prosecutors had to endure during the Simpson case. Summary   Ã‚  Ã‚  Ã‚  Ã‚  I found this book to be very well thought out and well written. Most people would assume that this book was written with the intentions of making a quick-buck off the misfortune of Nicole Brown Simpson and Ronald Goldman. I, however, do not believe this to be true. The way that he speaks of the victims in the book, and the way he spoke of them before and after the trial shows that he really cared about the lives of these people that he didn't even know. He even went as far as to say in the book that this was the first case that affected him personally and emotionally. As one may expect the majority of this book is taken up with the Simpson case but, chapters two through six detail his life from birth, his childhood in a working class district of Richmond, California, and becoming a district attorney of Los Angeles in 1981. Chapters two and three mostly consist of stories of him and his brother, Michael, stealing from local stores or his brothers drug deals. When Michael hit his mid-teens hestarted selling marijuana off the front porch of the house and Chris was his lookout. In return, he was told that he would be cut in on the action (but never was). No matter what, Michael always told Chris never to use drugs. Throughout the book Chris Darden refers to his brother as a good role model for him no matter what he did.   Ã‚  Ã‚  Ã‚  Ã‚  I feel the purpose of Chris Darden writing this book is to try to show the hardships he had to go through as a black man trying to become a lawyer. Also I feel that he is trying to reveal the truth behind what was happening in the Simpson case. Body of the Review

Luxury goods in China Essay

Life is getting harder for purveyors of luxury in China, but the growth prospects are still fabulous Jun 8th 2013 | SHANGHAI |From the print edition â€Å"IT WAS AN AMAZING GOLDEN AGE,† REFLECTS GUILLAUME BROCHARD OF QEELIN, A CHINESE jeweller. From 2007 to 2011 many luxury-goods firms enjoyed double-digit annual growth in China, which became their most important market. The first blows came last year, with an economic slowdown and jitters about the political transition. Now, a crackdown on corrupt gift-giving and a populist backlash against ostentation have added to the woes. The outlook for luxury-goods firms appears to have dimmed. Internet users have posted incriminating pictures, for example of poorly paid bureaucrats wearing suspiciously pricey watches, which have caused heads to roll. Mobs have also disrupted banquets deemed to be too lavish, on occasions forcing officials to their knees to beg for forgiveness. This has traumatised some purveyors of conspicuous consumption. Beijing Xiangeqing, an upmarket catering outfit that is usually highly profitable, plunged into the red last quarter. Sales of shark fin, the key ingredient of a soup served at fancy dinners, are down by around 70% year-on-year. Imports of bottles of Bordeaux costing more than $800 have collapsed. But look beyond the lavish public banquets and a more complicated picture emerges —AND NOT JUST BECAUSE DEVIOUS OFFICIALS ARE NOW THROWING THEIR EXTRAVAGANT PARTIES IN private. It is true that some luxury-goods firms are grappling with slowing demand in China: imports of Swiss watches, for example, fell 24% year-on-year in the first quarter of 2013. But Andrew Keith of Lane Crawford, a high-end department store that first opened in Hong Kong in 1850, reports no slowdown at his stores there or in Beijing. Burberry, a British fashion brand, enjoyed sales growth in China of about 20% in the year to March. Sales of private jets in China are still soaring. So what is really going on? It seems that China remains the biggest prize in the luxury industry, but the low-hanging fruit is gone. Luxury firms must now venture beyond the coastal cities where they have made easy fortunes, cultivate new types of customers and market niches, and experiment with new business models. It will be worth the effort. Despite the recent troubles, Bruno Lannes of Bain & Company, a consultancy, insists that â€Å"Chinese have become, and will remain for a long time, the most important luxury consumers. † His firm estimates that luxury sales in greater China (which includes Taiwan, Hong Kong and Macau) will grow by 6-8% this year, ? 2 ? ? 3 ? to exceed $35 billion, making it a luxury market second only to America. But even that does not tell the full story. China’s rich are travelling more and farther, and do lots of luxury shopping on their travels, especially in Europe, whose weak currencies encourage Chinese visitors to splash out. Measured by the nationality of the buyer, China is now the world’s biggest luxury market, and growing fast (see chart). Last year mainland Chinese took 83m foreign trips, up 18. 4% on 2011. Global Blue, a big tax-free-shopping firm, says its refunds to Chinese shoppers shot up by 58% last year to more than 24 billion yuan ($3. 9 billion). To make the most of this trend, firms need to rejig their shops worldwide. They need Mandarin-speaking assistants, VIP rooms big enough to accommodate large tour parties and payment systems that can handle Chinese credit cards. Philippe Leopold- Metzger, who runs Piaget, a Swiss watch and jewellery brand, says he regards the firm’s outlets in China itself more as showcases than profit-earners: half of his global business comes from mainlanders, but they mostly buy while on foreign trips. That said, there are still plenty of opportunities to expand sales inside China. Kent Wong, managing director of Chow Tai Fook, the world’s largest jeweller, with over 1,700 sales outlets on the mainland, says their takings are continuing to grow. Any weakness is seen chiefly in coastal cities exposed to China’s struggling exports. In the interior, where locals are not yet used to foreign shopping jaunts, â€Å"middle-class incomes are still rising. † Luxury firms are having to adapt to this fragmentation in the Chinese market. Whereas flashy â€Å"bling† still sells to the new money in smaller, interior towns, globetrotters from the coastal cities are returning from their travels as more knowledgeable and demanding shoppers. Armando Branchini of Fondazioni Altagamma, the Italian confederation of luxury brands, says such customers look for more subtle and modern designs. Digitally challenged Over two-thirds of Chinese use the internet to research brands, but most luxury firms have pitiful digital strategies. One study found that luxury websites take four times as long to load in China as elsewhere (because most firms do not put servers inside China’s Great Firewall, which slows access to foreign sites) and rarely offer yuan prices or purchasing options. Mobile commerce is growing in China, but few luxury firms’ websites are optimised for mobile devices. As the tastes of rich Chinese evolve, business models combining local flavour and global savvy are emerging. Qeelin, recently bought by Kering, a French luxury house formerly known as PPR, is one example. Another is Shang Xia, a homeware label inspired by local crafts, launched in 2010 by Hermes, also of France. Under orders ? 3 ? ? 3 ? from the government in Beijing, foreign carmakers and their Chinese joint-venture partners are creating new, local brands: BMW will produce cars with the Zhinuo badge, and Mercedes will market new models under the Denza brand. So far, Chinese luxury buyers, especially of cars, have turned up their noses at domestic brands. But the hybrid brands may prompt them to reassess the â€Å"Made in China† label, says Michel Gutsatz of the China Europe International Business School. At a conference the school recently held, He Haiming of CCTV, China’s dominant national broadcaster, pointed out that â€Å"Made in Germany† and â€Å"Made in Japan† were also once derided, but are now marks of quality. As Europe’s luxury-goods firms grow from low-volume exclusivity to semi-industrial scale—thanks in large part to China’s voracious appetite for their wares—Mr Gutsatz argues that they â€Å"must think of economics† and consider manufacturing in China itself instead of mainly exporting to it. The business of getting wealthy Chinese to open their wallets is bound to go on evolving, but the opportunities for growth make it irresistible. From the print edition: Business.

Charecteristics of Effective Team

TEAMWORK in Cooperative Extension Programs Home Go To Page†¦ Acknowledgements This booklet has been prepared as part of a national project on â€Å"Teamwork in Cooperative Extension Programs. † The project was conducted by the Division of Program and Staff Development, University of Wisconsin-Extension, under a grant from the ECOP 4-H Subcommittee's Standing Committee on Staff Development. As authors, we wish to express appreciation to those who have offered support and valuable insights by serving as consultants for the project-especially our colleagues in Wisconsin, Virginia and Iowa; graduate students-Deb Russler and Linda Parker; Dr.John Banning and Dr. Scott Soder. A special ‘thank you' is extended to the many Extension agents across the country who attended the Regional Association Presidents' Workshops, 1980. Their reactions to draft materials and suggestions for further project development were most encouraging and helpful. Terry L. Gibson Jeanne Moore E. J. Lueder September, 1980 University of Wisconsin-Extension, Gale L. VandeBerg, Director, in Cooperation with the United States Department of Agriculture publishes this information to further the purpose of the May 8 and June 30, 1914 Acts of Congress and provides equal opportunity in employment and training.Home Home Go To Page†¦ Introduction This booklet is intended specifically for use by County Extension professionals including secretarial staff, but is appropriate for all individuals interested in strengthening their Extension teamwork relationships (4-H committees, home economics committees, Agricultural Extension councils, advisory groups, area/state or national staff, etc. ). Although many examples of positive teamwork relationships can be identified, there is always an opportunity for staff to improve their understanding of and support for a teamwork approach to programming.This booklet is designed to do just that. It is our hope that ideas and activity suggestions prese nted will promote and/or strengthen positive attitudes on your part toward team efforts in Extension programming. This booklet attempts to answer the following questions about teamwork, as well as suggest numerous activities that will help you begin to assess your attitudes and working relationships. This is however, just a beginning. Actual development of your teamwork skills will require additional time and effort, so we leave that up to you!Teamwork †¦ What Are Your Beliefs and Attitudes? Team Building Opinionaire — Provides the reader with an opportunity to become aware of his/her own attitudes and beliefs about teamwork Teamwork †¦ Why? Rationale for a Team Approach — Describes the importance of and need for teamwork in Extension Teamwork †¦ What Is It? Dimensions of Involvement — Defines teamwork as a continuum of alternative relationships among Extension professionals Home Home Go To Page†¦ Teamwork . . . What Influences It?Variables I n the Current Extension Situation That Influence Teamwork EffortsIdentifies organizational and individual variables in brief outline form, as cited from interviews with selected Extension personnel Factors That Promote and Hinder Working Relationships — Lists factors which Extension personnel feel promote or hinder positive working relationships Teamwork †¦ Is It Effective? Attributes of Ideal Teamwork Relationships — Describes characteristics and skills necessary for effective team relationships Team Building and Working in Groups-Offers a series of questions to guide a group in organizing for teamworkTeamwork †¦ How Does It Develop? Stages of Team Development — Explains seven stages through which staff units pass as they become effectively functioning teams Teamwork †¦ How Does Your Team Rate? Team Assessment Too/ — Series of 35 statements to help a group assess its teamwork relationships in seven key areas Home Home Go To Page†¦ Tea mwork †¦. What Are Your Beliefs and Attitudes? Let's begin by considering the most important element of teamwork-how you feel about it! Teamwork depends not only on your skills, but on your attitudes as well.Completing the following Team Building Opinionaire should help you become more aware of your own thoughts before looking at other ideas presented in this booklet. Team Building Opinionaire Instructions: Read each statement once. Indicate whether you agree (+) or disagree (-) with it. It should take you no more than 5- 10 minutes to complete this exercise. There are no right or wrong answers. If you wish, share and compare your answers with other team members. Try to arrive at a consensus with them on each statement. You may change the wording to aid such agreement, if you desire.Such an activity may initiate a â€Å"lively† discussion and help your team become openly aware of individual members' beliefs and attitudes. 1. Teamwork stifles creativity and individuality. 2. Members should be required to attend meetings to set team goals and discuss team problems. 3. Personal goals can be accomplished through teamwork. 4. It is sometimes necessary to ignore the feelings of others in order to reach a team decision. 5. In teamwork, conflict should always be avoided. 6. A silent member of the group is not interested in working as a team. 7. The person in the group with the highest status in the rganization should always take the leadership role. 8. In teamwork, it is important and necessary to allow time for discussion and agreement on operating procedures. 9. Every team member has a contribution to make toward the group task. 5 Home Home Go To Page†¦ 10. In teamwork, â€Å"majority rule† applies. 11. Teamwork always involves working toward a common goal. 12. A good team member provides emotional support to all other members. 13. Every team needs a leader/coordinator. 14. Teamwork accomplishes a task more effectively and efficiently than in dividual efforts. 15.Every team member should contribute equally toward accomplishing the task. 16. If a team fails to accomplish a task, it is the fault of the leader/coordinator. 17. A primary concern of all team members should be to establish an atmosphere where all feel free to express their opinions. 18. Final power in teamwork always rests with the leader/ coordinator. 19. There are often occasions when an individual who is part of the team should do what he/she thinks is right, regardless of what the team has decided to do. 20. All members must be committed to the team approach to accomplish the task.Teamwork †¦. Why? Rationale for a Team Approach Teams are a part of everyone's life. You're a member of a family team, an Extension staff team, church, school, and community teams. So it's appropriate that you understand how to function effectively as a team member. In Extension especially, there is a need for teamwork. Extension clientele are confronted with increasingly co mplex problems with many dimensions. For example, the energy problem has implications for Extension programming in agriculture, family living, community development and youth development programs for both rural and urban people.Home Home Go To Page†¦ The multi-dimensional and thus multi-discipline nature of many problems requires a team approach. This approach encourages you as staff with complementary skills and competencies, to coordinate your efforts. By establishing priorities, concentrating financial resources, and combining knowledge and expertise, you can have greater impact on serious problems through your program efforts. Such efforts can serve to 1) lighten your work load, 2) reduce duplication of efforts, and 3) produce a result greater than all of your separate efforts. Teamwork †¦.What Is It? In Extension programming, a variety of working relationships exist among staff. You might view these relationships as dimensions (levels) of involvement or as a continuum of relationships among agents. As you move along the continuum, the degree of communication, integration and commitment seems to increase. Greater interpersonal skills are necessary if you are to work together effectively at more complex levels. As your skills develop, more options become available to you regarding the dimension of involvement which you might select for any particular program effort.There is no intent to place a value judgment upon this continuum, but merely to suggest that alternative working relationships exist. Not all programs should be planned and conducted by the total county staff. Other options are available. Some programs may be more effective if planned by individuals, some may require the resources of several staff members, including state specialists and volunteers, and still others may be most effective if planned and conducted by the entire staff. These dimensions of involvement should be considered a part of our definition for teamwork.Too often we t hink Home Home Go To Page†¦ Home Home Go To Page†¦ of a team as a group (a collection of people) who interact to achieve a common goal, but an effective, well-functioning team is much more than this. Participants in an effective team care about the group's well-being. They skillfully combine appropriate individual talents with a positive team spirit to achieve results. Regardless of whether the program effort is that of an individual, several individuals or the entire county office unit, a climate of teamwork can exist. Viewing teamwork in this way encourages a broader nderstanding of the concept. It not only suggests that there are alternative working relationships for agents in their programming efforts, but that regardless of the approach selected, a climate of teamwork can be created. Can you identify dimensions of the continuum that you have used in your programming efforts? Are there some you have never considered? Are there some you might try? Teamwork †¦. What Influences It? As a part of this national project on teamwork, extensive interviews were conducted with selected Extension personnel to determine what influences their teamwork efforts. People nterviewed included district directors, state program leaders, state 4-H youth specialists, and county staff from both rural and urban situations in Iowa, North Dakota, Illinois, Minnesota, Michigan and Wisconsin, Virginia, and Canada. As a result of these interviews, the following variables were identified as elements that affect teamwork efforts. Although they have been separated into two general categories -organizational and individual –there are interrelationships among all the variables described. How do some of these variables affect your working relationships? Do they influence them positively or negatively?Home Home Go To Page†¦ Variables In the Current Extension Situation That Influence Teamwork Efforts A. Organizational 1. Approaches to programming-vary among program ar eas 2. Continuing professional development-philosophy of organization 3. Administrative support 4. Staff turnover 5. New staff orientation 6. Number of staff within working unit (team) B. Individual 1. Understanding of and commitment to a teamwork philosophy 2. Personalities and attitudes of agents 3. Climate of openness and communication 4. Procedural guidelines for staff functioning 5. Leadership and management skills within county off ice . Degree of familiarity with alternative approaches for effectively working and programming together 7. Perceptions of roles/responsibilities/functions among team members 8. Time available as a resource Home Home Go To Page†¦ Factors That Promote or Hinder Working Relationships Other factors also promote or hinder teamwork relation ships among Extension personnel. Perhaps they will help you begin to think more critically about your team. Factors that promote good working relationships †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Staff meetings-with agenda and sufficient time to discussJob descriptions with annual review Knowledge of others' job descriptions and responsibilities Common criteria for personnel evaluation Openness and willingness to communicate-listening Trust Loyalty Respect for others in spite of professional differences Courtesy Respect for professionalism regardless of person's sex, age, race Recognizing talents of the others Giving credit Recognizing a job well done Pride in work of total staff Understanding and supporting others' programs. Agreed upon priorities Coffee-making shared by everyone Shared coffee breaks Circulation of pertinent information Willingness to talk over problemsAdequate facilities and supplies Cooperation Sincere caring for others with a respect for privacy Constructive criticism Home Home Go To Page†¦ Factors that hinder good working relationships †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Lack of understanding of others' jobs and responsibilities Lack of concern about total staff efforts Disregard for feelings of others Unwillingness to compromise Poor communication Competition among staff for individual prestige and recognition Negative and destructive criticism No involvement in administrative decisions Lack of leadership Over- sensitivityLack of privacy Disregard for talents of others No job descriptions No opportunities for staff meetings Gossip, rumors Putting off decision making Inequities in facilities and supplies Lack of trust Negative and sarcastic remarks Lack of common goals and philosophy Disloyalty to staff and organization No evaluation and/or feedback from supervisors Limited understanding of total program Hol ding a grudge Poor job attitudes Uneven work loads Lack of confidence in fellow workers Prejudice, racism, sexism Home Home Go To Page†¦ Teamwork †¦. Is It Effective? In the literature on teamwork, the following factors are dentified as contributing to an effective teamwork approach. They provide the means for a team to begin to analyze its working relationship. Attributes of Ideal Teamwork Relationships †¢Participants believe in and are committed to the value of working together in a spirit of cooperation. †¢Team size is appropriate for effective communication (2-5 members are ideal, a group of 5-10 is workable, a group of 10-15 is difficult, and more than 15 may be impossible unless divided into subunits). †¢Participants understand the overall objectives of the organization and of the phase of the program each represents. Participants understand individual roles and responsibilities, as well as relationships to other staff members and to the total Extensio n program. †¢Participants take the time to establish and clarify guidelines and procedures for a working relationship; they are committed to making plans and achieving them. †¢Participants define and agree upon meaningful and measurable objectives that meet both group and personal needs; individuality and creativity are not stifled. †¢Someone within the group assumes leadership to coordinate each task or program effort. †¢Participants function well in a variety of roles (initiating, informing, ummarizing, mediating, encouraging) and know when appropriate roles are needed. †¢Participants know each other-are aware of each others' resources, skills and areas of expertise; they know what each can contribute to the group. †¢The group allows sufficient time for the teamwork effort. †¢The group places work orientation first, but allows social interaction, too. Home Home Go To Page†¦ †¢ Participants communicate openly and non-defensively; they li sten attentively. †¢ Participants respect and trust each other, have confidence in each others' abilities, and are supportive of one another. †¢Participants allow and encourage equal participation and sharing of ideas, including expression of dissenting views. †¢ Participants confront conflicts and problems; they use disagreement and conflict productively. †¢ Participants are skillful in decision- making, problem solving; decisions are understood and supported by all members of the team. These attributes are important regardless of the ‘dimension of involvement' described in our definition of teamwork. How many of these attributes describe your team? Are there some areas which need improvement? Extension structures and processes vary from state to state nd from county to county. There is no single definition for teamwork, nor is there one model or one best way for staff units to operate. Rather, it is the responsibility of each team to develop procedures an d approaches, based on the personalities, skills, and attitudes of individual members, as well as on the nature of the task to be accomplished. Perhaps the following questions will provide some beginning guidelines for establishing your team's working procedures: Home Home Go To Page†¦ Team Building and Working in Groups A. Belief in Teamwork Approach †¢ Do you believe in the value of working together in a eam effort? Do you believe that a team decision or product can be superior to the work of a single individual? Have you made a personal commitment to work with your colleagues in a team effort? Has the collection of individuals made a commitment to work together in a team? B. Size of Team †¢ Is your team small enough to make effective communication possible? A team of 2-5 is ideal, a group of 5-10 is workable, a group of 10-15 is difficult and more than 15 may be impossible. C. Resources Available †¢ Do you know every member of the group and what they can offer to the group? Are your expectations ccurate or have they been blinded by past experiences? Do you perceive certain individuals as playing only certain roles, having certain skills, and limited knowledge? †¢ Is the group a collection of individuals assembled because each member of the group has a different area of expertise? Is that expertise accepted by all members of the group? What are the areas of overlap and thus potential conflict in the areas of expertise? D. Organization for Task Accomplishment †¢ Does the team take time to establish ground rules for the operation of the team, or is the team anxious to get on with the task? Has the group agreed upon: – goals and objectives – individual and team timetable – procedures for establishing an agenda – priority of efforts – individual and team – methods of conflict resolution – length of meetings – location of meetings – allocation of resources – leader ship requirements Home Home Go To Page†¦ †¢ †¢ †¢ †¢ Does the group understand that any team usually goes through several stages of development before a team spirit emerges? Do you have enough time – realistic deadlines – to enable you to operate as a team? It takes time for a collection of individuals to become a team.Has the group designated a team leader? A group of peers can still benefit from a leader. The group can make more progress if they will let someone guide the efforts of the team. A group lacking a formal leader will usually waste much time in a struggle for power among group members. Does the group take minutes for the meeting? Are accurate notes kept to avoid losing group decisions? Do you proceed on the basis of specific conclusions and delegation of responsibilities rather than on the basis of general understandings? E. Maintaining the Team Effort †¢ †¢ †¢ Does the team have an open climate of trust and espect f or all group members and their ideas? Has the group achieved an appropriate balance between the requirement for group productivity (task) and the satisfaction of individual needs? Do people in the group avoid breaking into subgroups of trusted friends to share rumors, complain, or form alliances that will affect the productivity of the team? Home Home Go To Page†¦ †¢ †¢ Does the group concentrate on the mission of the team rather than spend all the time socializing? As a member of the team, do you assume a variety of roles? – Task Roles Initiating activity, seeking information, eeking opinion, giving information, giving opinion, elaborating, coordinating, and summarizing. – Team Building Roles Encouraging, standard setting, following and expressing group feelings. – Task and Team Building Roles Evaluating, diagnosing, testing for consensus, mediating, and relieving tension F. Decision-Making and Conflict Resolution †¢ †¢ †¢ †¢ †¢ †¢ Do all members of the group have an equal opportunity for participation or do dominant personalities and people with status and power control the participation? Have you identified your vested interests and the vested interests of other group members that may ause conflict in reaching a group decision? Are dissenting or minority viewpoints treated with respect? Is there an effort by the group to understand the reasons behind a dissenting opinion? Can the group work through differences of opinion rather than ignoring them? Can team members separate criticism of an idea from criticism of the person who had the idea? Are group members willing to discuss areas of conflict or do they try to ignore the conflict or pass it off as being of only minor significance? Does the group avoid a â€Å"wait until next meeting† attitude toward decision making and conflict resolution? Home HomeGo To Page†¦ †¢ Does the team make an effort to understand the problem before finding solutions? Is the team cautious about proceeding on the basis of premature conclusions? Have problem-solving procedures been identified? †¢ Are group members good listeners or are they busy preparing a rebuttal to ideas being presented? †¢ Is the group willing to accept a dissenting opinion and reduced level of commitment as a natural consequence of a group effort? Are individual members of the team willing to compromise their personal objectives for the sake of team objectives that are universally accepted by all group members? Are all members of the team required to adhere to the group decision? Can individual members â€Å"opt out† of the group decision? †¢ What criteria will you use in determining your personal level of acceptance of the team product? Do other members of the team know, understand, and accept the criteria that you are using? Are you really honest about the criteria you are using? Are other group members aware that a threat to your c ompetence and self-esteem will reduce your level of commitment? †¢ Is the team willing to take the time to reach a totally acceptable decision?Is it possible to reach a decision with a uniform level of acceptance and consequent commitment? Is it better to have several members with a high level of acceptance-commitment and several members with a low level of acceptance-commitment than to have all members with only a medium level of acceptance-commitment? What is the trade-off? Assume five persons with a possible level of 100% acceptance-commitment–Which results yield the best investment of time and energy? 1. 2. 3. 5 persons at 95% requiring 10 hours of extra meetings? 5 persons at 75% requiring 3 hours of extra meetings? 2 persons at 90% – 2 at 60% – 1 at 25% = Average of 650, Are conflicts handled openly in meetings or negotiated privately in a â€Å"me and you† against â€Å"them† manner? †¢ Are conflicts handled on the basis of logic a nd agreed upon criteria or are they determined by loyalty to individuals? †¢ Does the team use voting as a means of resolving conflicts only when they are dealing with simple operational concerns? Conflict that is resolved by voting tens to encourage an argumentative atmosphere in which members commit themselves too quickly and may not examine the possibility of finding a settlement agreeable to all. Home Home Go To Page†¦ Teamwork †¦. How Does It Develop?It's important to realize that the development of effective working relationships among staff is a gradual process which requires considerable time and skill. This is not meant to discourage you, but to help you realize that teams aren't created overnight. A certain amount of frustration and conflict are normal. Team development is often viewed as a series of stages, described below. Although all the attributes and skills needed for an ideal working relationship (as listed in the preceding section) are important at e very stage, some become more crucial as the team develops and staff members increase their level of involvement.At a minimum, it's important for individual staff members to realize the benefits of teamwork and to have a commitment toward working together. Without such elements, further team development will be less likely to occur. Conflict, a natural part of the development process, will overpower or dominate the situation, preventing the team from ever reaching its full potential. With a positive attitude toward team efforts, and with increased opportunity and time to practice teamwork skills, staff members can develop as an effective working team, and consequently have greater impact upon clientele problems.Stages of Team Development Stage 1: Hello, I Am†¦ Getting acquainted is of most concern at this initial stage of team development. It usually includes polite dialogue of a superficial, information-sharing nature. Based on first impressions or past experiences, group membe rs develop stereotypes in an attempt to categorize each other and anticipate future responses. Ideas are simple; emotions and feelings are kept in tight control, and controversy is avoided. There is an unspoken agreement not to disagree-a feeling that all members think and feel alike.Items on the hidden agenda stay hidden, and there is a shared ambiguity about the specific task to be undertaken by the team. Home Home Go To Page†¦ Stage 2: What's Our Destination? Members begin to question the team's goals and objectives. They want to discuss reasons for the group effort. If external forces have specified the destination of the team, members may want to discuss why each was placed on the team, and the purpose of the specific group task. As members begin to express divergent opinions, hidden agendas are sensed and poor listening develops. Team members may be quick to agree in an effort to avoid confrontation.A desire to move ahead without â€Å"real† understanding and commi tment results. A tentative timetable may be developed that probably overestimates the contribution of each team member and underestimates the amount of time for each phase of the project/task. Stage 3: What Are the Costs/Benefits as Perceived by the Individual/Team? With first notions of a team effort emerging, members perceive that there are costs/benefits of their involvement in the team effort. Members may ask themselves such questions as: Will the team effort have value for me? Can I use the team to help me achieve individual goals?Will my individual contribution be large and the benefits small? Will I do all the work and have the team receive the recognition? Will nonproductive members get some of the rewards I deserve? OR: Will others on the team make comparable contributions? Will individuals share the workload? Can the team benefit from such an effort? As individual agendas are identified and expressed, members with similar needs and viewpoints begin to form private alliance s. Stage 4: What Skills Do We Need? In the struggle to determine the costs/benefits of team efforts, the resources of team members are explored.Home Home Go To Page†¦ Attention is given to the talents and skills which each member might contribute to the effort. Hidden talents may go undiscovered as the group is still dealing at a superficial level and still blinded by stereotypes and labels, If talents overlap, if there are too many experts on the same subject, or if additional skills are necessary, decisions are made about whether to add or drop members or develop the skills of existing members. When members are added or subtracted from the team, the team development cycle begins again. Stage 5: What Is the Best Route?With the â€Å"end† goals agreed upon, team members begin negotiating the â€Å"means. † There is a strong need for structure, which includes a bid for power and struggle for leadership. As a result, competition develops. Individual agendas are made public. Emotion and alliances to each other, rather than logic, influence judgments of team members; members listen poorly and are close-minded about others' opinions/ideas. The team may prematurely resort to voting as a means of making decisions, which causes some individuals to feel they have not been given adequate opportunity to express their viewpoints.There is a lack of team spirit in this stage. Many members feel uncomfortable with the group struggles. Some are silent and others tend to dominate the group. Commitment to this team effort will vary significantly. Individual priorities seem to block the work of the team as some members place personal commitments â€Å"first. † The team may be difficult to assemble as members are unwilling to change their schedules to accommodate the work of the team. Extreme frustration with indecision may impede progress such that the team will never get beyond this stage.It may still fulfill its task, but not to the satisfaction of all members. Home Home Go To Page†¦ However, if the team persists in its task and at least a few members are willing to sacrifice individual agendas for the benefit of the team, a compromise approach may begin to emerge. Stage 6: How Can We Compromise and Work Together? Team members' attitudes change as they realize that working together can produce a product greater than the sum of their individual efforts. Individual agendas are adjusted to accommodate the needs of the group. Members begin to share leadership responsibilities.Individuals continue to disagree but their ideas are heard; members listen actively and differences are dealt with honestly and openly. Understanding results. Alliances remain, but they are built on ideas rather than personalities and loyalties. Logic rather than emotion guides the decision-making process. Competition gives way to compromise, for conflict is now viewed as a mutual problem. As team members begin to relax in an atmosphere of trust and opennes s, creative ideas emerge, and the team feels that progress is being made. Stage 7: We Are †¦High group morale and loyalty, empathy, and an open climate of trust and acceptance characterize this final stage of team development. Even though one member may be identified as the â€Å"coordinator† for a particular group task, leadership roles are shared among all members. There is freedom to select from the variety of working relationships outlined by the earlier description of the dimensions of involvement. Group members agree to disagree; they agree to settle conflicts, to make decisions, and to proceed to work together on the basis of criteria identified by the group.The team is both effective and efficient in meeting deadlines and accomplishing its objectives. Productive results are most evident. Home Home Go To Page†¦ Because of an intense feeling of â€Å"group spirit,† new members are reluctantly accepted. If new members join, the group must regress to an e arlier stage and grow again to this final phase, together. Home Home Go To Page†¦ Teamwork †¦. How Does Your Team Rate? A continual process of assessment is necessary for effective team development. Hopefully, the ideas and activities presented in this booklet have helped you begin such a process.The following tool can be used to provoke further thought and discussion among team members. As you read the statements under each of the specific areas, think about the working relationships among staff members within your immediate county office setting including secretarial staff. Record your responses on the answer sheet provided. Team Assessment Tool Work Orientation / Work Methods: 1. We accomplish much in our team meetings. 2. Team meetings are unorganized and chaotic. 3. At team meetings, we spend more time socializing than accomplishing the task at hand. 4.As a team, we spend time reviewing our working procedure, how it works, and how to improve it. 5. All members of the team are involved in decisions when appropriate; participation is real, not tokenism. Communication / Active Listening / Interaction: 6. People on our team communicate openly and frankly with each other. 7. In group discussion, team members are guarded and cautious. 8. We listen to each other in an effort to really hear and understand what is being said. 9. Communication among team members is poor (â€Å"catch-ascatch can†). 10. Disagreements between team members are worked through horoughly; individual viewpoints are fully heard. Home Go To Page†¦ Leadership: 11. The county chairperson makes decisions for the team without asking members' opinions when appropriate. 12. The county chairperson adapts his/her leadership style to changing circumstances. 13. The county chairperson ignores the different needs of team members. 14. Leadership for group tasks is passed around and shared by various team members depending on the situation. 15. Levels of authority and responsibility for the county chairperson and team members are clearly defined and understood.Resource Utilization: 16. Team members are unable to handle the current requirements of their work. 17. The mix of expertise and skills among our team members is appropriate for the work we are doing. 18. Members adapt well to the needs of the team. 19. We know the skills and resources that each team member can contribute to our county program. 20. We involve volunteers/state specialists/other resource persons when appropriate to our program needs and if they are available. Objectives/Goals: 21. We have an adequate way to establish our team's objectives and work strategies. 22.Objectives for team efforts are imposed by one staff member or by administration. 23. We lack understanding about our individual responsibilities in relation to each other and to the organization. 24. Our objectives for team efforts are vague and unclear to all team members. 25. Members seem to understand how personal needs/goals c an be met through group work. 26 Home Home Go To Page†¦ Group Commitment: 26. 27. 28. 29. 30. Members feel that teamwork is worthwhile. As an individual, I feet a strong sense of belonging to the team. Team members are reluctant to commit themselves to team efforts.I feel very motivated to work as a team. If a team member gets into difficulty, she/he is supported by other team members. Group Climate / Environment: 31. Our team respects the individual, as well as the innovative, creative ideas of members. 32. Individuals in our team get to know each other as people. 33. 1 feel uncomfortable expressing my thoughts and opinions with team members. 34. We compliment each other on our work when appropriate. 35. The climate of our relationships within the team is one of mutual trust rather than hostility, suspicion, fear or anxiety. Home Home Go To Page†¦Indicate your response to each Team Assessment statement by selecting from among those presented. Place an X in the blank under the appropriate column. Note that the statements are divided into two columns (for analysis purposes). Do check the statement number carefully before marking your response. (instruction for analysis and coding follow. ) Home Home Go To Page†¦ Analysis and Team Coding Instructions Analysis The statements have been divided into two columns. Note the reason: some statements on the tool are positive and some are negative. Thus, adjustments must be made when interpreting the results.As you look over the entire coded sheet, â€Å"never† and â€Å"occasionally† responses to statements in the left column suggest a need for improvement in those areas (Nos. 1, 4, 5, 6, 8, 10, etc. ). Whereas, â€Å"never† and â€Å"occasionally† responses to statements in the right column suggest favorable working relationships, and less need for improvement as perceived by you, the respondent (Nos. 2, 3, 7, 9, etc. ) Team Coding Coding the responses of all team members onto a single answer sheet allows you to further analyze the strengths and weaknesses of your team's working relationships.For each statement, tally (on a clean answer sheet) all team members' responses by making a mark under the column which corresponds to each member's response. (Example: For question No. 1, three members responded â€Å"never† and two members responded â€Å"occasionally. â€Å") Never 1. 3 Occasion- Some- Most of ally times the time Always 2 Continue in a similar manner for all statements. Each team member may want to do this so as to have a copy, or one such coded sheet per team may be sufficient. If there is a wide variation in response on a statement by eam members, it may be especially beneficial to discuss such a statement and attempt to clarify reasons for the varied perceptions. This analysis should help team members identify particular areas of concern. Additional time/activities could be planned for team members to further explore and develop their attitudes and skills in working together. Home Home Go To Page†¦ Conclusion Keep in mind that the development of an effective team requires a positive attitude and commitment toward teamwork, coupled with an understanding of what teamwork involves. Secondly, it requires practicing teamwork skills.This booklet of ideas has attempted to promote the former; it is up to you to pursue the latter. Home Home Go To Page†¦ Annotated Bibliography 1. Dyer, William G. , Team Building: Issues and Alternatives, Reading, Massachusetts: Addison-Wesley Publishing Company, 1977, 139 pp. This book is highly recommended for its practical focus upon how to design and conduct a program in team development. A range of design alternatives are suggested for both improving a unit's effectiveness, as well as for developing a new team. Dyer emphasizes the need for individual team diagnosis with the creation of a program suited to a team's particular needs.Instrumental checklists, an index of characte ristics essential for team effectiveness, and need assessment tools are included. Problems such as role clarification, suppression of disagreement, revitalizing the complacent team, and reducing team-conflict are discussed. 2. Filley, Alan C. , Interpersonal Conflict Resolution, Glenview, Illinois: Scott, Foresman and Company, 1975, 175 pp. A manual for people who are working in groups, this book speaks of changing conflict situations into problem solving challenges. It presents an analysis of the conflict process, how it develops, and methods of resolution.It relates the various effects of language, personal behavior, attitudes, and situational conditions upon problem-solving. Also included for groups are a series of exercises demonstrating issues and behaviors discussed. Home Home Go To Page†¦ 3. Francis, Dave and Don Young, Improving Work Groups: A Practical Manual for Team Building, La Jolla, California: University Associates, 1979, 261 pp. This book is a practical, easy-to -read guide to building an effective team. Teambuilding is explained in depth; the book includes a questionnaire for use in identifying team strengths and weaknesses.It explores many learnable skills for team members to develop in working through their problems; suggested structured experiences are described in detail. 4. Lawson, John D. , Leslie J. Griffen, and Franklyn D. Donant, Leadership Is Everybody's Business (A Practical Guide for Volunteer Membership Groups). San Luis Obispo, California: Impact Publishers, 1976, University Associates, 1979, 261 pp. This book combines group dynamics theory, philosophy, activity suggestions, and resources for task-oriented groups or organizations of volunteer memberships. Part I focuses on individual values and motivations for joining groups.Part II describes organizational ski[ Is and competencies necessary for leaders. Part III discusses in more depth such leadership concepts as the cycle of organization involvement, leadership styles, role conflicts and suggestions for overcoming them, improving individual motivation and interpersonal communications. 5. Robinson, Jerry W. and Roy A. Clifford, Process Skills in Organization Development, University of Illinois: Board of Trustees, 1972, 212 pp. This text was created for use with Extension professionals and local leaders. It emphasizes personal behavior and process skills within an organization.Five concepts important to organizational development are developed and discussed-organizational styles, leadership styles, team skills, conflict management, and change implementation. Team activities and additional references are included. Home Home Go To Page†¦ Dr. Terry L. Gibson, Project Director and Co-Author, is an Associate Professor in the Department of Communication, and Chairperson of the Personnel and Professional Development Unit of the Division of Program and Staff Development, University of Wisconsin-Extension. Jeanne Moore, Associate Project Director, Co-Author , andEditor, is a former Extension 4-1-1 and Youth Leader from Iowa, and graduate student in Continuing Education, University of Wisconsin, Madison. Dr. E. J, Lueder, Project Consultant and â€Å"Reality Tester,† is a Professor in the Department of Youth Development, and a Youth Development Specialist in the 4-H Youth Development Program Unit, University of Wisconsin, Madison. Published by: Division of Program and Staff Development University of Wisconsin-Extension 432 N. Lake St. Madison, Wisconsin 53706 T ypist: Julie Harper Artist: Dale Mann Editorial Consultants: Sheila Mulcahy Rick Crowley Home Home Go To Page†¦

The Heinous Crimes of Saddam Hussein

Saddam Hussein, the president of Iraq from 1979 until 2003, gained international notoriety for torturing and murdering thousands of his people. Hussein believed he ruled with an iron fist to keep his country, divided by ethnicity and religion, intact. However, his actions bespeak a tyrannical despot who stopped at nothing to punish those who opposed him. On November 5, 2006, Saddam Hussein was found guilty of crimes against humanity in regards to the reprisal against Dujail. After an unsuccessful appeal, Hussein was hanged on December 30, 2006. Though prosecutors had hundreds of crimes to choose from, these are some of Husseins most heinous. Reprisal Against Dujail On July 8, 1982, Saddam Hussein was visiting the town of Dujail (50 miles north of Baghdad) when a group of Dawa militants shot at his motorcade. In reprisal for this assassination attempt, the entire town was punished. More than 140 fighting-age men were apprehended and never heard from again. Approximately 1,500 other townspeople, including children, were rounded up and taken to prison, where many were tortured. After a year or more in prison, many were exiled to a southern desert camp. The town itself was destroyed; houses were bulldozed, and orchards were demolished. Though Saddams reprisal against Dujail is considered one of his lesser-known crimes, it was chosen as the first crime for which he was tried. Anfal Campaign Officially from February 23 to September 6, 1988 (but often thought to extend from March 1987 to May 1989), Saddam Husseins regime carried out the Anfal (Arabic for spoils) campaign against the large Kurdish population in northern Iraq. The purpose of the campaign was to reassert Iraqi control over the area; however, the real goal was to eliminate the Kurdish people permanently. The campaign consisted of eight stages of assault, where up to 200,000 Iraqi troops attacked the area, rounded up civilians, and razed villages. Once rounded up, the civilians were divided into two groups: men from ages of about 13 to 70 and women, children, and elderly men. The men were then shot and buried in mass graves. The women, children, and elderly were taken to relocation camps where conditions were deplorable. In a few areas, especially areas that put up even a little resistance, everyone was killed. Hundreds of thousands of Kurds fled the area, yet it is estimated that up to 182,000 were killed during the Anfal campaign. Many people consider the Anfal campaign an attempt at genocide. Chemical Weapons Against Kurds As early as April 1987, the Iraqis used chemical weapons to remove Kurds from their villages in northern Iraq during the Anfal campaign. It is estimated that chemical weapons were used on approximately 40 Kurdish villages, with the largest of these attacks occurring on March 16, 1988, against the Kurdish town of Halabja. Beginning in the morning on March 16, 1988, and continuing all night, the Iraqis rained down volley after volley of bombs filled with a deadly mixture of mustard gas and nerve agents on Halabja. Immediate effects of the chemicals included blindness, vomiting, blisters, convulsions, and asphyxiation. Approximately 5,000 women, men, and children died within days of the attacks. Long-term effects included permanent blindness, cancer, and birth defects. An estimated 10,000 lived, but live daily with the disfigurement and sicknesses from the chemical weapons. Saddam Husseins cousin, Ali Hassan al-Majid was directly in charge of the chemical attacks against the Kurds, earning him the epithet, Chemical Ali. Invasion of Kuwait On August 2, 1990, Iraqi troops invaded the country of Kuwait. The invasion was induced by oil and a large war debt that Iraq owed Kuwait. The six-week Persian Gulf War pushed Iraqi troops out of Kuwait in 1991. As the Iraqi troops retreated, they were ordered to light oil wells on fire. Over 700 oil wells were lit, burning over one billion barrels of oil and releasing dangerous pollutants into the air. Oil pipelines were also opened, releasing 10 million barrels of oil into the Gulf and tainting many water sources. The fires and the oil spill created a huge environmental disaster. Shiite Uprising and the Marsh Arabs At the end of the Persian Gulf War in 1991, southern Shiites and northern Kurds rebelled against Husseins regime. In retaliation, Iraq brutally suppressed the uprising, killing thousands of Shiites in southern Iraq. As supposed punishment for supporting the Shiite rebellion in 1991, Saddam Husseins regime killed thousands of Marsh Arabs, bulldozed their villages, and systematically ruined their way of life. The Marsh Arabs had lived for thousands of years in the marshlands located in southern Iraq until Iraq built a network of canals, dikes, and dams to divert water away from the marshes. The Marsh Arabs were forced to flee the area, their way of life decimated. By 2002, satellite images showed only 7 to 10 percent of the marshlands left. Saddam Hussein is blamed for creating an environmental disaster.

Common English Sports Idioms for ESL Learners

Have you ever read an article in Newsweek or Time magazine? If you have, I am sure that you noticed what an important role sporting events play in the creation of idiomatic language in American English. It is quite common to read statements like, President Clinton informed reporters that he felt his environmental program was in the home stretch and that he had hit a home run with his appointment of Mr. X as the ambassador to Y. This language can confuse speakers of English as a second language. Therefore, this feature concerns such language because of the importance it plays in everyday usage in both spoken, and written English in the United States. Below is a fictional conversation chock full of (idiomcontaining many examples of) idioms taken from sporting events. In the repeat of the conversation, the idioms are highlighted and explained. Closing a Deal (In a typical office somewhere in New York) Bob: Well, is Trevisos going to play ball or are we going to strike out on this deal?Pete: The latest locker talk is that our game plan is a real contender for the contract.Bob: Yeah, the other team has two strikes against it after they fumbled last week.Pete: They had a great chance of scoring but I think Trevisos thought they werent up to scratch on some of the details.Bob: They pretty much put themselves into a no win situation by stalling for time on the figures from Smiths and Co. If we can get to home at the next meeting I think that we should be able to take the ball and run.Pete: If our numbers are right, we should be able to call the shots from here.Bob: We just need to jockey ourselves into position to close the deal.Pete: Make sure that you take along your team players next week. I want to be sure that everyone is playing with a full deck and that everyone can field any question asked.Bob. Ill take Shirley and Harry along. They are no second stringers, they can present the ballpark figures and then I will bring it on home.Pete: Great, good luck with the pitch! It seems almost impossible to understand if you dont understand sports idioms! However, these and other idioms are common in daily usage. It is well worth your time to learn these idioms, especially if you work or live with Americans. Now, let me help you with the above passage. Each idiom is explained in its sports context, and in its idiomatic usage in everyday language. Bob: Well, is Trevisos going to play ball (baseball-play a game, idiom-do business with) or are we going to strike out (baseball-go out, idiom-fail) on this deal (idiom-contract)?Pete: The latest locker talk (general sports-talk among the players, idiom-gossip, rumors) is that our game plan (American football-plan which plays to make, idiom-plan of action) is a real contender (boxing- very possible winner, idiom-person with a good chance of success) for the contract.Bob: Yeah, the other team has two strikes against it (baseball-one step from going out or loosing, idiom-close to not succeeding) after they fumbled (American football-lose possession of the ball, idiom-make a serious mistake) last week.Pete: They had a great chance of scoring (any sport-to make a point, idiom-to succeed) but I think Trevisos thought they werent up to scratch (horseracing-not capable of winning, idiom-not having the right qualities) on some of the details.Bob: They pretty much put themselves into a no-win situation (baseball-impossible to win, idiom-impossible to succeed) by stalling for time (American football-to delay the game, idiom-to delay information or a decision) on the figures from Smiths and Co. If we can get to home (baseball-score a run, idiom-complete the desired action) at the next meeting I think that we should be able to take the ball and run (American football-continue to go forward, usually a long distance, idiom-continue in the right direction).Pete: If our numbers are right, we should be able to call the shots (basketball-to decide who shoots, idiom-to make the decisions) from here.Bob: We just need to jockey ourselves into position (horseracing-put yourself into a good position to win the race, idiom-to move into position to succeed) to close the deal.Pete: Make sure that you take along your team players (general sports players who work together with other players, idiom-people who work together with other staff) next week. I want to be sure that everyone is pla ying with a full deck (cards-having all the necessary cards, idiom-having the correct mental abilities, not stupid) and that everyone can field (baseball-to stop a hit ball, idiom-to handle or deal with) any question asked.Bob. Ill take Shirley and Harry along. They are no second stringers (team sports-second class members of the team, idiom-less important workers), they can present the ballpark figures (baseball-the place where the game is played idiom-general financial numbers) and then I will bring it on home (baseball-to score a run, idiom-to finish with success)Pete: Great, good luck with the pitch (baseball-to throw the ball to the batter, idiom-to present the subject)! For more work on vocabulary related to sports visit: Verbs Used with SportsEquipment Used with SportsPlaces Used with SportsMeasurements Used with Sports