The Short-term Significance of the Cuban Missile Crisis...

The event of the Cuban Missile Crisis of October 1962 was the closest the world has ever come to nuclear war. Fifteen years into the cold war, the two superpowers continued the fierce competition to increase their military strength. In 1962, the Soviet Union was desperately behind the United States in the nuclear arms race. Soviet missiles were only powerful enough to be launched against Europe, whereas the US missiles were capable of striking the entire Soviet Union. In late April 1962, Soviet Premier Nikita Khrushchev conceived the idea of placing intermediate-range missiles in Cuba which would double the Soviet strategic arsenal and provide a real deterrent to a potential U.S. attack against the Soviet Union. The fate of millions†¦show more content†¦armed forces, Castro felt a second attack was inevitable. Although he was reluctant to accept the missiles at the beginning, he was finally persuaded. It could be argued that Castro pursued closer relations with the Soviet Un ion mainly for the protection of Cuba, and therefore was more open to Soviet suggestions such as placing nuclear weapons in Cuba to ensure its security. Che Guevara, a major figure to play a central role in training the military forces for the Bays of Pigs invasion and in bringing the Soviet nuclear weapons to Cuba, stated that all the Cuban people must become a guerrilla army, each and every Cuban must learn to handle and if necessary use firearms in defence of the nation.1 Guevaras statement suggests that if the Cuban people had to fight, they were willing to fight, which shows the Cuban enthusiasm towards protection and, therefore, towards the Soviets. The Soviets, seeing an opportunity to make their international position feel close to the one of the US, rushed to aid Castro in order to double their military strength. Having said that, it could be argued that the Cuban-Soviet relationship was inevitable due to the poor U.S.-Cuban relationship. Placing the missiles in Cuba was a huge military step for the Soviets as it could enable them to reach and destroy most of the continental U.S. And, for that reason, the Cuban Missile Crisis was an event of a very high international importance. Another point of argument whenShow MoreRelatedHow Far Was the Dispute over Berlin in the Years 1958 – 1961 the Primary Cause of the Cuban Missile Crisis of 1962?3914 Words   |  16 PagesBetween the years 1958 and 1961, the dispute over Berlin (often known as the ‘Berlin Crisis’) was one of the main issues between the USA and USSR, and caused a considerable amount of growing tension between the two states. The dispute over Berlin was a continuing issue over who was to occupy Berlin, the capital city of Germany. 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Whole Food Markets Case Analysis Essay - 1986 Words

The Running Head: GROUP CASE ANALYSIS WEEK 6 Group Case Analysis WEEK 6 Whole Foods Markets, Inc. Executive Summary: Existing mission, objectives, and strategies: According to Strategic Management Concepts and Cases, written by F. David, Whole Food Market, Inc.’s current mission statement is as follows, â€Å"to promote the vitality and well-being of all individuals by supplying the highest quality, most wholesome foods available† (David, 2011, p. 74). David also points out that Whole Food Market Inc.’s operating motto is as follows, â€Å"Whole Foods, Whole People, Whole Planet† (David, 2011, p. 75). As a food distributor, many of Whole Food Market Inc.’s objectives are†¦show more content†¦stores to sell locally grown produce, which benefits local economies (Whole Food Market, 2011). Lastly, Whole Food Market Inc. strives to create a positive, enjoyable working environment for its employees (Whole Food Market, 2011). 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Employee Management, Inventory and Purchasing System Free Essays

string(76) " a need to purchase a new item, the purchasing department must be notified\." Class and Section: IT 230 Group Name: GREGORIO_JOLCANAIN_FRASCO Group Members: Gregorio, Ralph Jolcanain, Sandra Frasco, Harry Nelson Date: August 19, 2012 Company/Office: Sagittarius Mines Inc. Title of Project Stage: Employee Management, Inventory and Purchasing System Sagittarius Mines Inc. REQUIREMENTS SPECIFICATION AND CONCEPTUAL DATA MODEL Employee Management, Inventory and Purchasing System Sagittarius Mines Inc. We will write a custom essay sample on Employee Management, Inventory and Purchasing System or any similar topic only for you Order Now I. REQUIREMENTS SPECIFICATION The Organization Sagittarius Mines, Inc. SMI) is developing the Tampakan Copper-Gold Project in southern Philippine island of Mindanao, involving one of the world’s largest undeveloped copper-gold deposits. SMI is a contractor of the Philippine Government under the terms of a Financial and Technical Assistance Agreement (FTAA). Business Environment SMI currently operate from offices in Makati City in Manila, in General Santos and Digos cities and in the municipalities of Tampakan, Columbio, and Kiblawan. As at the end of 2010 we employed more than 370 staff and more than 1,000 contractors. SMI has a strong track-record as a company that works in a responsible manner. In fact, their commitment to corporate social responsibility in the Philippines has been recognized with numerous awards including the 2006, 2009 and 2010 Presidential Environmental Award, the 2010 Award of Distinction from the Safety Organization of the Philippines and recognition in 2010 as the Outstanding Stakeholder from the Department of Education in Region XII. Sagitarrius Mines Inc. is being managed by a general manager who oversees the Operations Manager, Human Resource Manager, Finance and Commercial Manager, Risk Management andProgram Manager. Operations Manager Human Resource Manager Finance and Commercial Manager Risk Management And Program Manager General Manager General Manager – Duties include Increases management’s effectiveness by recruiting, selecting, orienting, training, coaching, counseling, and disciplining managers; communicating values, strategies, and objectives; assigning accountabilities; planning, monitoring, and appraising job results; developing incentives; developing a climate for offering information and opinions; providing educational opportunities. Develops strategic plan by studying technological and financial opportunities; presenting assumptions; recommending objectives. Accomplishes subsidiary objectives by establishing plans, budgets, and results measurements; allocating resources; reviewing progress; making mid-course corrections. Coordinates efforts by establishing procurement, production, marketing, field, and technical services policies and practices; coordinating actions with corporate staff. Builds company image by collaborating with customers, government, community organizations, and employees; enforcing ethical business practices. Maintains quality service by establishing and enforcing organization standards. Maintains professional and technical knowledge by attending educational workshops; reviewing professional publications; establishing personal networks; benchmarking state-of-the-art practices; participating in professional societies. Operations Manager – An operations manager runs the day-to-day operations of an organization or business. Her sole purpose is to find ways to make the company more productive by providing effective methods in its business operations. An individual in this position usually prepares program budgets, facilitates several programs around the company, controls inventory, handles logistics and interviews and supervises employees. A person interested in operations management needs to have a strong leadership background and must know how to handle problems quickly and efficiently. In addition, she must have great communication skills Human Resource Manager- The Human Resources Manager originates and leads Human Resources practices and objectives that will provide an employee-oriented, high performance culture that emphasizes empowerment, quality, productivity and standards, goal attainment, and the recruitment and ongoing development of a superior workforce. The Human Resources Manager coordinates implementation of services, policies, and programs through Human Resources staff; reports to the General Manager and serves on the executive management team; and assists and advises company managers about Human Resources issues. Risk Management And Program Manager -Risk and Program Manager advises organization on any potential risks to the profitability or existence of the company. They identify and assess threats, put plans in place for if things go wrong and decide how to avoid, reduce or transfer risks. Risk managers are responsible for managing the risk to the organization, its employees, customers, reputation, assets and interests of stakeholders. They may work in a variety of sectors and may specialize in a number of areas including enterprise risk, corporate governance, regulatory and operational risk, business continuity, information and security risk, technology risk, and market and credit risk. They prepare and administer the company’s property and casualty insurance program in compliance with state and federal laws and regulations. Develop and implement safety policies and loss prevention programs. Establish a climate that inspires achievement through direct upervision and motivation of department managers. Lead efforts in goal-setting and long-range planning, and provide leadership and daily direction. Critical Factors for the company needs to succeed are as follows: 1. Constant Availability of gadgets that are being used in the operations and communication 2. Availability of documents needed to monitor the operations. 3. Proper Execution of the Job orders from a department to another department. 4. Efficient and Fast Processing of Reports. EXISTING SYTEM The current Employee Management, Inventory and Purchasing System are done manually. The Human Resource department, the inventory and the purchasing system are all done using Microsoft Excel for keeping and tracking records. After the hiring process, the profiles of the employees from the resumes of them are encoded and stored at Microsoft Excel and updates it also there, Once the files are needed by the IT department who are in-charged of the releasing and collecting of Gadgets to be used by the company employees, they will just send it through e-mail. As the process for the inventory of the gadgets goes, it is tracked by logging who borrowed and who will be liable for the gadget In Microsoft Excel. The employee who needs the gadget needs to email the IT department for the need of the item. Upon the request, it will be checked if there are available item and further notice is sent to the requestor with regards to the item borrowing. The item is also monitored if it is in good condition and need to be replaced by a new one. All transactions must be logged in Microsoft Excel so it will be documented. Once there is a need to purchase a new item, the purchasing department must be notified. You read "Employee Management, Inventory and Purchasing System" in category "Papers" The purchasing process is also monitored using manual inputting data in Microsoft Excel. As the IT department notified the purchasing department that the need of item is situated, they will assess the ordering of the item from a supplier. And once the item is delivered by the supplier, It will be documented in the Excel that the item is now purchased. Statement of the Project Scope This project will cover the Employee Profiling System, Inventory Tracking System and Purchasing System of Sagittarius Mines Inc. . Employee Profiling : The Proposed system limits only in the maintenance of employee profile and creating fast and efficient employee profile report to all present and past employees whether regular, probationary, contractual, or contractors. 2. Inventory Tracking: The Proposed System focuses on tracking the deployment of items(gadgets), the returning, the condition of item and creating fast and efficient inventory report of all items borrowed and returned by every employee of SMI. 3. Purchasing : item delivery, purchasing order, maintain supplier list, item maintenance The Proposed System limits only with the delivery of the Item from the purchasig departemt to the IT department, the purcharing order, maintenance of the suppliers and items. The areas covered by the project are department of IT department, HR department and Purchasing department concerning to profiling, item inventory and purchasing. II. CONCEPTUAL DESIGN 2. 1 Purchase Order View 2. 1. 1 Employee Requests Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Purchase Order Details Characteristics: PODNo, PPOCreationDate, POOrderDate, EmployeeID Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNO, Supplier ID, COst, Remarks, Description, POItemNo 2. 1. 2 Supplier Delivers Item Entity: Supplier Characteristics: SupplierID, CompanyName, Address, ContactNo, EmailAddress Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNo, Supplier ID, COst, Remarks, Description, POItemNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus . 2 Deliver Items View 2. 2. 1 Employee Delivers Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNO, Supplier ID, COst, Remarks, Description, POItemNo, Entity: Item Characteristics : Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1 Items View 3. 1. 1 Employee Borrowed Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Render Item Characteristics: RenderedItemNo, DateRendered, SerialNo, Employee ID Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 2 Employee Returns Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Return Item Characteristics: ReturnItemNo, ReturnDate, Remarks, RenderedItemNo, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 3 Employee Lost Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Lost Item Characteristics: LostItemNo, DateLost, Remarks, EmployeeID, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 4 Employee Donate Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Donate Item Characteristics: DonationItemNo, DonationDate, Status, EmployeeID, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 5 Employee Retire Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Retire Item Characteristics: RetiredItemNo, RetiredDate, Status, EmployeeID, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 6 Employee Request Repair Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Repair Request Characteristics: RepairRequestNo, RequestDate, RepairStatus, DoneDate, , Employee ID Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus III. Logical Design 1. Functional Dependencies Item Table: 3NF SerialNo -;gt; Device Type No. , Received Item No. , Cost, Status, Item Type Device Type Table: 3NF DeviceTypeNo -;gt; Type, Model ,Brand Communication Services Table: 3NF AccountNo -;gt; Item_Serial No. , MIN, IMEI, PlanStartDate, PlanEndDate, Status, Remarks, PlanCost, Employee ID Inventory Table : 2NF DisposeNo -;gt;DisposalDate, Status, Employee ID, SerialNo RetiredItemNo -;gt; RetiredDate, Status, Employee ID, SerialNo RendereditemNo -;gt;DateRendered, Employee ID, Serial No. Donation Item No -;gt; DonationDate, Status, Employee ID, SerialNo ReturnItemNo -;gt; ReturnDate, Remark, RendereditemNo, SerialNo LostItemNo -;gt; DateLost, Remarks, Employee ID, SerialNo 3NF Decomposition of Inventory Dispose Item: 3NF Field Name| | DisposeNo| PK| DisposalDate| | Status| | Employee ID| FK| SerialNo| FK| DisposeNo -;gt;DisposalDate, Status, Employee ID, SerialNo Return Item: 3NF Field Name| | RetiredItemNo| PK| ReturnDate| | Status| | Employee ID| FK| SerialNo| FK| RetiredItemNo -;gt; RetiredDate, Status, Employee ID, SerialNo RenderedItem: 3NF Field Name| | RenderedItemNo| PK| DateRendered| | Status| | Employee ID| FK| SerialNo| FK| RendereditemNo -;gt;DateRendered, Employee ID, SerialNo DonationItem: 3NF Field Name| | DonationItemNo| PK| DonationDate| | Status| | Employee ID| FK| SerialNo| FK| Donation Item No -;gt; DonationDate, Status, Employee ID, SerialNo ReturnItem: 3NF Field Name| | ReturnItemNo| PK| ReturnDate| | Status| | RendereditemNo| FK| SerialNo| FK| ReturnItemNo -;gt; ReturnDate, Remark, RendereditemNo, SerialNo LostItem: 3NF Field Name| | LostItemNo| PK| DateLost| | Remarks| | Employee ID| FK| SerialNo| FK| LostItemNo -;gt; DateLost, Remarks, Employee ID, SerialNo PurchaseTable: 2NF PIDNo -;gt; Quantity, PODNo, Supplier ID, Cost, Remarks, Description, POItemNo PODNo -;gt; POCreationDate, POOrderDate, Employee_Employee ID ReceivedItemNo -;gt; DateReceived, Remarks, PIDNo DeliveryNo-;gt; DeliveryStatus, DeliveryDate, ReceivedItemNo, Datereceived 3NF Decomposition of Purchase Purchase Item Details: 3NF Field Name| | PIDNo| PK| Quantity| | PODNo| FK| Supplier ID| FK| Cost| | Remarks| | Description| | POItemNo| | PIDNo -;gt; Quantity, PODNo, Supplier ID, Cost, Remarks, Description, POItemNo Purchase Order Details: 3NF Field Name| | PODNo| PK| POCreationDate| | POOrderDate| | Employee ID| FK| PODNo -;gt; POCreationDate, POOrderDate, Employee ID ReceivedItem: 3NF Field Name| | ReceivedItemNo| PK| DateReceived| | Remarks| | PIDNo| FK| ReceivedItemNo -;gt; DateReceived, Remarks, PIDNo Delivery Item:3NF Field Name| | DeliveryNo| PK| DeliveryStatus| | DeliveryDate| | ReceivedItemNo| | Datereceived| | DeliveryNo-;gt; DeliveryStatus, DeliveryDate, ReceivedItemNo, Datereceived Supplier Table: 3NF Supplier ID -;gt; CompanyName, Address, ContactNo, EmailAddress Employee Table: 2NF Employee ID -;gt; Fname, Lname, Mname, EmpAddress, Work Location, Position ID, Status, Resignation Date, TeamNo, DepartmentNo, Startdate, Enddate, EmploymentTypeNo TeamNo -;gt; TeamName, DepartmentNo, EmployeeID DepartmentNo –;gt; DepartmentName PositionNo -;gt; PositionTitle, Level WorkLocationNo -;gt; WorkLocationName EmploymentTypeNo -;gt; EmploymentType 3NF Decomposition of Employee Employeesummary: 3NF Field Name| | Employee ID| PK| Fname| | Lname| | Mname| | EmpAddress| | Work Location| FK| Position ID| FK| Status| | ResignationDate| | TeamNo| FK| DepartmentNo| FK| Startdate| | Enddate| | EmploymentTypeNo| FK| Employee ID -;gt; Fname, Lname, Mname, EmpAddress, Work Location, Position ID, Status, Resignation Date, TeamNo, DepartmentNo, Startdate, Enddate, EmploymentTypeNo Team: 3NF Field Name| | TeamNo| PK| TeamName| | DepartmentNo| FK| EmployeeID| FK| TeamNo -;gt; TeamName, DepartmentNo, EmployeeID Department: 3NF Field Name| | DepartmentNo| PK| DepartmentName| | DepartmentNo –;gt; DepartmentName Position: 3NF Field Name| | PositionNo| PK| PositionTitle| | Level| | PositionNo -;gt; PositionTitle, Level EmploymentType: 3NF Field Name| | EmploymentTypeNo| PK| EmploymentType| | EmploymentTypeNo -;gt; EmploymentType IV. Physical Design 1. Team Field Name| Data Type| Primary Key| Nullable| TeamNo| INT| Yes| No| TeamName| VARCHAR(50)| No| No| DepartmentNo| INT| No| No| EmployeeID| INT| No| No| a. Indeces: Index_01 on TeamNo for Primary Key Index_02 on TeamName b. Referential Integrity : b. 1 Employee. TeamNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 2. Department Field Name| Data Type| Primary Key| Nullable| DepartmentNo| INT| Yes| No| DepartmentName| VARCHAR(50)| No| No| a. Indeces: Index_01 on DepartmentNo for Primary Key Index_02 on DepartmentName b. Referential Integrity : b. 1 Employee. DepartmentNo on DELETE Restrict on UPDATE Cascade b. 2 Team. DepartmentNO on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 Inserting a New Item: 3. Work Location Field Name| Data Type| Primary Key| Nullable| WorkLocationNo| INT| Yes| No| WorkLocationName| VARCHAR(50)| No| No| a. Indeces: Index_01 on WorkLocationNo for Primary Key Index_02 on WorkLocationName b. Referential Integrity : b. 1 Employee. WorkLocationNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 4. Position Field Name| Data Type| Primary Key| Nullable| PositionNo| INT| Yes| No| PositionTitle| VARCHAR(50)| No| No| Level| VARCHAR(50)| No| No| a. Indeces: Index_01 on PositionNo for Primary Key Index_02 on PositionTitle Index_03 on Level b. Referential Integrity : b. 1 Employee. PositionNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 5. Employment Type Field Name| Data Type| Primary Key| Nullable| EmploymentTypeNo| INT| Yes| No| EmploymentType| VARCHAR(50)| No| No| a. Indeces: Index_01 on Employment TypeNo for Primary Key Index_02 on EmploymentType b. Referential Integrity : b. 1 Employee. EmploymentType on DELETE Restrict on UPDATE Cascade c. Program Logic: . 1 6. Employee Field Name| Data Type| Primary Key| Nullable| EmploymentID| INT| Yes| No| Fname| VARCHAR(50)| No| No| Lname| VARCHAR(50)| No| No| Mname| VARCHAR(50)| No| No| EmpAddress| INT| No| No| WorkLocationNo| INT| No| No| PositionID| INT| No| No| Status| VARCHAR(20)| No| NO| ResignationDate| DATE| No| No| TeamNo| INT| No| No| DepartmentNo| INT| No| No| StartDat e| DATE| No| No| EndDate| DATE| No| No| ContactNo| INT| No| No| EmplomentTypeNo| INT| No| No| a. Indeces: Index_01 on EmploymentID for Primary Key Index_02 on Fname Index_03 on Lname Index_04 on Mname Index_05 on EmpAddress Index_06 on WorkLocationNo Index_07 on PositionID Index_08 on Status Index_09 on ResignationDate Index_10 on TeamNo Index_11 on DepartmentNo Index_12 on StartDate Index_09 on EndDate Index_10 on ContactNo Index_11 on EmploymentTypeNo b. Referential Integrity : b. 1 Team. EmployeeID on DELETE Restrict on UPDATE Cascade b. 2 PurchaseOrderDetail. EmployeeID on DELETE Restrict on UPDATE Cascade b. 3 CommunicationServices. EmployeeID on DELETE Restrict on UPDATE Cascade b. 4 RenderedItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 5 DisposedItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 6 RetiredItem. EmployeeID n DELETE Restrict on UPDATE Cascade b. 7 DonationItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 8 LostItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 9 RepairRequest. EmployeeID on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 7. Purchase Order Details Field Name| Data Type| Primary Key| Nullable| PODNO| INT| Yes| No| POCreationDate| DATE| No| No| POOrderDate| DATE| No| No| EmployeeID| INT| No| No| a. Indeces: Index_01 on PODNo for Primary Key Index_02 on POCreationDate Index_03 on POOrderDate b. Referential Integrity : b. 1 PurchaseItemDetails. PODNo on DELETE Restrict on UPDATE Cascade . Program Logic: c. 1 8. Supplier Field Name| Data Type| Primary Key| Nullable| SupplierID| VARCHAR(20)| Yes| No| CompanyName| VARCHAR(50)| No| No| Address| VARCHAR(80)| No| No| ContactNo| INT| No| No| EmailAddres| VARCHAR(30)| No| No| a. Indeces: Index_01 on SupplierID for Primary Key Index_02 on CompanyName Index_03 on Address Index_04 on ContactNo Index_05 on EmailAddress b. Referential Integrity : b. 1 PurchaseItemDetails. SupplierID on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 9. Item Field Name| Data Type| Primary Key| Nullable| SerialNo| VARCHAR(45)| Yes| No| DeviceTypeNo| INT| No| No| ReceivedItemNo| INT| No| No| Cost| DOUBLE| No| No| Status| VARCHAR(45)| No| No| ItemType| VARCHAR(45)| No| No| PIDNo| INT| No| No| a. Indeces: Index_01 on SerialNo for Primary Key Index_02 on Cost Index_03 on Status b. Referential Integrity : b. 1 CommunicationServices. SerialNo on DELETE Restrict on UPDATE Cascade b. 2 RenderedItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 3 DisposedItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 4 RetiredItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 5 DonationItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 6 RepairRequest. SerialNo on DELETE Restrict n UPDATE Cascade b. 7 LostItem. SerialNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 10. DeviceType Field Name| Data Type| Primary Key| Nullable| DeviceTypeNo| INT| Yes| No| Type| VARCHAR(20)| No| No| Model| VARCHAR(20)| No| No| Brand| VARCHAR(20)| No| No| a. Indeces: Index_01 on DeviceTypeNO for Primary Key Index_02 on Type Index_03 on Model Index_04 on B rand b. Referential Integrity : b. 1 Item. DeviceTypeNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 11. Purchase Item Detail Field Name| Data Type| Primary Key| Nullable| PIDNo| INT| Yes| No| Quantity| VARCHAR(45)| No| No| PODNo| INT| No| No| SupplierID| VARCHAR(20)| No| No| Cost| DOUBLE| No| No| Remarks| VARCHAR(100)| No| Yes| Description| VARCHAR(100)| No| No| POItemNo. | INT| No| No| DateReceived| DATE| No| No| DeliveryDate| DATE| No| Yes| DeliveryStatus| VARCHAR(45)| No| No| a. Indeces: Index_01 on PIDNO for Primary Key Index_02 on Quantity Index_03 on Cost Index_04 on Remarks Index_05 on Description Index_06 on POItemNo Index_07 on DateReceived Index_08 on DeliveryDate Index_09 on DeliveryStatus b. Referential Integrity : b. 1 Item. PIDNO on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 V. Final Class Diagram How to cite Employee Management, Inventory and Purchasing System, Papers

Development Management Capability Teams and Groups

Question: Discuss about theDevelopment Management Capability for Teams and Groups. Answer: Introduction In this study, we will learn the importance of teams and groups for an organization. This study concentrates on the formation of teams and groups, purpose of the formation, and the experiences shared by them. As per the present study there are certain differences in teams and groups. These differences are due to the communication flow, the applicability of management theories, working of teams and groups, structure of them, interaction, etc. The major difference between teams and groups is that the members of teams work to attain a particular goal. While the groups are formed to attain different goals of the organization as per decided by the managers. All the members have various goals related to them. The motive of this report is to know about the teams and their groups. It can be done through development of key abilities in management of people of team and groups. It helps to generate the application and theories of teams. There are three tools that can help to diagnose this that are Johari windows; Thomas Kilmann conflict questionnaire and ESCI are used to give insight of preferences and current abilities. The result from the test is tested so that comparison can make on it. It helps to identify the weakness and strengths so that abilities can be judged. We can use such learning from the diagnostic tools and literature review. Plans are made to developed and improve the skills. The organizations can develop a realistic plan for the activities with the use of literature review and the tools of diagnose. Literature Review: Teams and Groups The topic that is selected by me is teams and groups. The analysis of such literature shows that the two concepts of team and groups are different in nature and have different meaning too. It is very essential to understand the differences between the teams and groups so that an appropriate capabilities to manage the people of team members. It is an easy process by which the effectively can be generated through teams and groups. Through collaboration of all the members of the teams and the groups, the effective amount of outcome is generated. The significant nature of teams and groups are that they have diffident skills, quality and features that distinct them from others. This differentiation helps to bring efficiency in the work. The special feature of this is that there is interconnectedness in the groups and the teams. It is noticed that there is a high amount of connectivity in the teams. This happens because they all have some common goals and objectives that can be accomplished only when there is integrity between them. The teams acquire some common purpose and goals and collectively they have to reach at a similar point. Contrary to this, the groups are different as their set goals are different. According to Giffin, Gully and Philips, the management of team can not need any type of particular skills and talent as it can also be achieved through setting of effective goals. In teams and groups the work of each employee I decided by the managers in advance and the motive of this is to attain the final goals. The main work of manager is to look after the work of each member and encourage them to work in a better way. Belbil said that the teams posses a great amount of coordination within them as the members are motivated to achieve common goals. So the interaction and communication between them is also much effective then groups. Each and every member has knowledge about others as they have to discuss things and information between them. If we observe, the people of teams are quite frank and friendly to each other but the groups are generally formal in nature as they have varied goals so the communication between them is not very effective. Theories and Models that helps to Explain the Importance of Teams and Groups- In the literature, we can see that there are many theories and models that can help an organization to manage and develop the performance of teams and groups. We can observe that the Tuckman team work theory is one of the effective theories of all. It gives us four steps to develop the tem in an organization. There are four stages given by Tuckman that are forming, storming, Norming and performing. The development of teams and groups is done by the managers of the company. Application of models of conflicts management gives a plat form to the managers to settle them and to make them to perform. In this way, the performance of the organization can be improved and changed. The most relevant part of team management is positive behavior of the members (Armstrong, 2006). There is one more model that can help the managers in formation of team that is mutual aid model. This can help in the performance of management by the employees. The mutual aid model is a model in which the alliance of the members who require talent and knowledge of other members are very important for the teams and groups. It is important because in groups there are diversity of people and their skills and talent is also different (Brounstein, 2016). The Application of the Three Diagnostic Tools- Johari Window- It is one of the relevant tools that have been used in the management of teams and models. This tool provides a better understanding of relations of the members of the teams and groups. This specific tool of Johari window tells about the relations with others and in the respect of teams and groups and there certain major connections with the people and the managers (Jehn, K A, Rispens, S and Thatcher, S M 2012). It also explains about the opportunity that managers have in the maintenance of team and groups members. Such strategies are applied to have specific management of groups and teams by applying the Johari window model into their organization. I can easily say that I am aware about the arena and open area well. I am well known about my own strengths, weakness and capabilities. I can collect feedbacks form related to it and further use them so that I can improve my qualities. I have strength that I can do an effective management in teams and groups. It also defines that relations play a very important role is establishment of teams and groups. If there are effective connection between the members of groups and teams then they would work in a unity. It is a simple way to increase the efficiency of the workforce (Griffin, R W, Phillips, J M and Gully, S M 2016). Thomas Kilmann Conflict Questionnaire This tool is used to manage the conflict n the organization. It also used to see whether there is overuse or underuse of thee models of conflict handling like collaborating, compromising, avoiding, competing and accommodating. It helps managers to handle the process of conflict in an effective manner. The application of this model helps to manage teams and groups in a better way. I may consider myself as a cooperative and assertive person who tends to search solution for the problems. It is said that the better understanding and application of this tools gives an advantage to the companies to make wise and healthy decision regarding conflicts in the teams. So, organizations have to understand the requirement of this model as its aim is only to manage conflict of the same (Levi, D. 2011). Thomas Kilmann instrumental tool is very relevant as it helps an organization to manage the stress of work load of the employees. It also enhances the communication and interaction of the workforce by proving its models and tools of effective communication. The most relevant task done by TKI is that is assist organization in the development of leadership within the employees. Leaders are vital as they establish teams and groups in the company and motivate them to achieve the objective of the company. As we now that conflicts are the part of every organisation so it also provides many negotiation tools and training to do the process of negotiation. Ultimately, the applicability of all the above discussed points results in improvement of performance of not only the employees but also the overall organization. These all instruments are hence effective as well as efficient in nature (Neely, A. 2002). ESCI This tool is also relevant in management of teams and groups. It helps to find a reasonable difference between an effective leader and in an ineffective leader so that only effective leader can ensure the leadership for the teams and groups. It provides compete advantage for the organization. It also gives an opportunity to manage the performance of the employees. The application of ESCI helps to take initiatives, measurement of intelligence, spreading awareness, collection of feedbacks, etc. (Coghlan, D 1994) This tool helps the managers to have optimum utilization of scarce resources of organization. Identification of effective leaders leads to increase the possibility of performance of the employees and the entire groups in the best manner that will ultimately results in success of the organization. It allows the companies to takes effective measure like increase in the performance of teams, innovative ideas, etc. A leader not only manages the teams and groups but also help the organization in the achievement of companys goals. The leaders act as a mediator between the employees and the organization. He tries to motivates, encourage, control, etc. (Trippe, B, Baumoel, D 2015) Plan for Improving Knowledge and Skills over 6 Month Period- In the major areas of any organization, there is need to pay attention in the management of teams and groups. There is a requirement to focus on key areas like management of teams, involvement of each member of group, accomplishment of goals, etc. the initiative must be taken by small stages and then carry forward them to further stages. At the initial point there is needed to identify the opportunities, and take them to best level (Carpenter, Bauer, Erdogan, 2016). In the initial 6 month, the opportunities just be identified and applied. The application of models is also important to have an effective management. After application, an analysis of all the theories and models must be done to track the growth. It provides a good amount of knowledge of the applicability of models in an organization (West, R and Turner, LH, 2008). Form the point of view of Thomas Kilmann model, is very efficient in nature as it helps to enhance the performance of management of conflicts. When we talk about groups and teams, the level of conflicts is very high. It leads to increase in the effectiveness and efficiency of the managers to manage conflict management. There is a need to conduct an activity that will allow me to fillup the questionnaire. This process will help in effective management of conflicts situation. It can be initiate through apply such practices in small groups and face the practical and real situations. The prominency of performance can be managed through applicability of ESCI in the organization. Apart from all this, there is a requirement to conduct an analysis that advice me how an organisation can develop relationship between the employees internal or externally. It is not an easy concept as it is very crucial in nature. In the next 6 months, I have decided to conduct certain activities that will enhanc e my all the managing tactics and bring efficiency in the work (Belbin, 2011). Conclusion Through this study, we can learn that there is a difference between teams and groups and it is also relevant for the organizations to identify these differences to have better management of people. From the above study, we learnt that the groups do not have any common goals and the teams have a common goal. The teams work for the achievement of a common goal set by the managers for them. There is a need to have focused approach of the managers to build a team that is effective in nature. It helps to contradict between the groups and teams and also in the management of people. There are many tools discussed above like Thomas Kilmann instrumental tool, ESCI, Johari window, etc that are very effective in nature. The applicability of the tools is also given so that the learners will have an overall knowledge of the same. In this study, there is an analysis is done with the respect of models of diagnose. It suggests that these models are applied to the managers so that competitiveness advantage can be achieved in order to achieve management teams. These tools provide strength in the management of the capabilities and abilities of the managers. These tools help to understand the various outlooks of the management of team like conflict management, relationship development and leadership. The most ineffective weakness of such tools is that they require a proper knowledge and skills in dealing with the same. For the personal development plan there is a need to manage small teams, try to act as a leader and play his role too, establishing positive relationships between the teams and groups, and the capability to manage conflicts. References Armstrong, TR 2006, 'Revisiting the Johari Window: Improving Communications through Self-Disclosure and Feedback', Human Development, vol. 27, no. 2, pp. 10-14. Belbin, R, 2011, Management Teams: Why They Succeed or Fail, 3rd edn, Human Resource. Management International Digest, vol. 19, no. 3. Brounstein, M, 2016, Differences between work groups and teams, [Online], Accessed on: 13 October 2016, Available at: https://www.dummies.com/business/human-resources/employee-relations/differences-between-work-groups-and-teams/ Carpenter, M, Bauer, T, Erdogan, B, 2016, Managing groups and teams, [Online], Accessed on: 13 October 2016, Available at: https://catalog.flatworldknowledge.com/bookhub/5?e=carpenter-ch13 Coghlan, D 1994, Managing Organizational Change through Teams and Groups, Leadership Organization Development Journal, vol. 15, no. 2, pp. 18 23. Griffin, R W, Phillips, J M and Gully, S M2016, Organizational Behaviour: Managing People and Organizations, 12th edn, Cengage Learning. Jehn, K A, Rispens, S and Thatcher, S M 2012, Managing Conflict in Groups and Teams: Conflict about Conflict, in Margaret A. Neale, Elizabeth A. Mannix (ed.) Looking Back, Moving Forward: A Review of Group and Team-Based Research (Research on Managing Groups and Teams, Volume 15) Emerald Group Publishing Limited, pp.133 159 Levi, D. 2011, Group dynamics for teams, Los Angeles: SAGE, c2011. Neely, A. 2002, Business Performance Measurement: Theory and Practice, Cambridge University Press. Trippe, B, Baumoel, D 2015, 'Beyond the ThomasKilmann model: Into extreme conflict', Negotiation Journal, vol. 31, no. 2, pp. 89-103 West, R and Turner, LH 2008, Understanding Interpersonal Communication: Making Choices in Changing Times, Cengage Learning.

Kindness free essay sample

It was an average day of class, that Tuesday, I thought so anyways. Then I discovered there would be an assembly, I moaned in grief, for every assembly was the same, a never-ending ramble from the principal and a quick introduction to the season’s sports teams. We entered our gymnasium, the lights were dimmed and a huge screen was placed against the wall. I realized this would be something different, because of the indescribable feeling of sereneness I felt while entering the building. I took a seat on our creaky wooden bleachers and waited anxiously not knowing what to expect. A young well dressed man introduced himself, and turned on a video. It was about Rachel Joy Scott, a young seventeen year old girl who was the first victim of the Columbine High School shooting on April 20, 1999. For the first time in my life my eyes truly awakened. I had heard of the massacre, but never comprehended the impact it had on our society. We will write a custom essay sample on Kindness or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page That day, April 20, thirteen innocent lives were taken through anger and hatred. Two people were all it took, two people full of hate to affect thousands of people, and it only took them about an hour. At that moment I realized that kindness was stronger. That video was only about fifteen minutes long, but it brought our school together. For those fifteen minutes there were no cliques, no insecurity, and most importantly there was no hatred. We were one. Rivulets of tears began to flow down my face during the last seconds of that video. For the first time I was not ashamed of my tears, because they were honest. I glanced around to see something beautiful; all of my peers had crying eyes as well. The Columbine High School massacre will forever be engraved in my heart. Along with Rachel Scott who started a chain reaction of kindness throughout the world. In the end only kindness matters.

Micro and Macro Environment and Coke Industry Essays

Micro and Macro Environment and Coke Industry Essays Micro and Macro Environment and Coke Industry Paper Micro and Macro Environment and Coke Industry Paper Dozens of other workers have been intimidated, kidnapped, or tortured. In Career, members of the paramilitary murdered union leader Sister Gill in broad daylight inside his factory gates. They returned the next day and forced all of the plants workers to resign from their union by signing documents on Coca-Cola letterhead. The most recent murder attempt occurred on August 22, 2003, when two men riding motorcycles fired shots at Juan Carols Galois, a worker leader at Coca-Colas Barnstormers plant. There is substantial evidence that managers of several bottling plants have ordered assaults to occur and made regular payments to leaders of the paramilitary groups carrying out the attacks. These ongoing abuses have oaken their toll on Coca-Cola workers efforts to organize. Their union, SANITARIAN has suffered a dramatic loss in membership, as worker leaders are intimidated or forced into hiding. SENATORIAL has appealed for solidarity and allies in the U. S. Labor and social justice movements have answered their call. The United Steelworkers and the International Labor Rights Fund have filed a lawsuit against Coca-Cola on behalf of the union and victims families in U. S. Federal court. Other unions including the Teamsters and many community groups have launched public campaigns targeting Coke. What are workers in Colombia demanding? Acknowledge underlying Facts. The events alleged in the four Complaints filed in federal district court in Miami, Florida are objectively verifiable. For example, Mr.. Sister Gill was murdered in the Coca-Cola bottling plant in Career. The Plaintiffs are extremely 8 distraught that Coca-Colas public statements have labeled these allegations as false since this constitutes an effort to alter the historical record. Public Statements Denouncing Anti-union Violence. Coca-Cola and Panamas/ FEMMES should issue strong, public statements throughout the press in Colombia and in the world denouncing violence, and particularly anti-union lenience, by all armed actors in Colombia. The companies should state that such violence, regardless of who commits it, is seen by corporations such as themselves as being bad for business and investment. Specifically, they should publicly state that if the paramilitaries see themselves as protecting the interests of domestic and foreign investment, they are wrong; that their violent conduct, especially against trade unionists, is bad for business and investment and must cease. Coca-Cola and Panamas/FEMMES must also make public statements in the press indicating their belief that, contrary to the tenements made by local Colombian management, Senatorial is not connected with any armed groups in Colombia, and acknowledge that the violent acts described in the four federal complaints was unlawful. Human Rights Committee. Coca-Cola and Panamas/FEMMES must agree to support the creation of an independent committee to which workers can submit complaints about anti-union violence and intimidation at or around any Coca- Cola bottling plant. The Committee will work with such employees and the union to address such concerns in a productive way. Investigation and Training: Coca-Cola and Panamas/FEMMES must encourage the proper authorities in Colombia to investigate links between local Colombian management and the armed groups, particularly the paramilitaries. Further, the companies must conduct their own internal investigations and remove management with such links. This investigation must be subject to independent review. Coca-Cola and Panamas/FEMMES should also conduct training with all management personnel and employees in which they strongly stress that any collusion with armed actors or any encouragement of anti-union violence by these actors, whether material or moral, will not be tolerated and will result in immediate discharge. Address Anti-Loon Impact of Violence. As a consequence of the annotation violence that is the subject of the four legal cases, SENATORIAL has suffered significant losses of members and other institutional damage. In order to address this distinct aspect of the violence, Coca-Cola must agree to require its bottlers to negotiate with SENATORIAL and to agree to a process to repair the damage suffered by SENATORIAL. This shall include prohibiting any of the Coca-Cola bottlers from referring to the union in a derogatory way, such as calling it a guerilla union, reinstating union members who fled following specific death hearts from paramilitaries or who were discharged unlawfully for their union activity, and allowing SENATORIAL to have access to workers prior to elections in any of the subject bottling plants where SENATORIAL was decertify following the acts Of violence due to lost membership from terror and intimidation. Cessation of Criminal Charges. Coca-Cola and Panamas/ FEMMES must stop pressing criminal legal action against the Plaintiffs as they have done since shortly after, and in retaliation for, the Plaintiffs commencement of the civil human rights lawsuit in Miami. Compensation for Victims Environmental Devastation in India (selections from nondisclosure. Org) 9 Communities across India are under assault from Coca-Cola practices in the country. A pattern has emerged as a result of Coca-Colas bottling operations in India. Communities across India living around Coca-Colas bottling plants are experiencing severe water shortages, directly as a result of Coca-Colas massive extraction of water from the common groundwater resource. The wells have run dry and the hand water pumps do not work any more. Studies, including one by the Central Ground Water Board in India, have confirmed the significant depletion of the water table. When the water is extracted from the common groundwater resource by digging deeper, the water smells and tastes strange. Coca-Cola has been indiscriminately discharging its waste water into the fields around its plant and sometimes into rivers, including the Ganges, in the area. The result has been that the groundwater has been polluted as well as the soil. Public health authorities have posted signs around wells and hand pumps advising the community that the water is unfit for human consumption. In two communities, Appalachia and Impending, Coca-Cola was distributing its solid waste to farmers in the area as fertilizer. Tests conducted by the BBC found cadmium and lead in the waste, effectively making the waste toxic waste. Coca-Cola stopped the practice of distributing its toxic waste only when ordered to do so by the state government. Tests conducted by a variety of agencies, including the government of India, confirmed that Coca-Cola products contained high levels of pesticides, and as a result, the Parliament of India has banned the sale of Coca-Cola in its cafeteria. However, Cloacae not only continues to sell drinks laced with poisons in India (that could never be sold in the US and ELI), it is also introducing new products in the Indian market. And as if selling drinks with EDT and other pesticides to Indians was not enough, one of Cocoas latest bottling facilities to open in India, in Bali, is located in an area with a severe contamination of arsenic in its groundwater. Destroying Lives, Livelihoods and Communities Water shortages, pollution of groundwater and soil, exposure to toxic waste and pesticides is having impacts of massive proportions in India. In a country where over 70% of the population makes a living related to agriculture, stealing the water and poisoning the water and oil is a sure recipe for disaster. Thousands of farmers in India have been affected by Coca-Colas practices, and Coca-Cola is guilty of destroying the livelihoods of thousands of people in India. Unfortunately, we do not even know the extent of the damage as a result from exposure to the toxic waste and pesticides as these are long term problems. Most affected are the marginalia communities such as the Advises (Indigenous Peoples) and Dalais (formerly untouchables), as well as the low-income communities, landless agricultural workers and women. Taken in its entirety, thats a lot of people in India. The Struggles The arrogance of Coca-Cola in India is not going unanswered. In fact, the growing opposition to Coca-Cola- primarily from Coca-Cola affected communities- has spread so rapidly and gained so much strength that Coca-Cola is now on the defensive. Kola Dear, Restaurant In the state of Restaurant, the High Court ruled in November 2004 that all soft drinks in the state must state the level of pesticides on the product label, in addition to the ingredients. This 10 unprecedented ruling came only three weeks after a 2,000 strong demonstration to shut down the Coca-Cola bottling plant in Kola Dear, on the outskirts of Jasper in Restaurant. Over 50 villages are experiencing water shortages as a result of Coca-Colas indiscriminate mining of water, and struggle committees have been formed in at least 32 villages to confront Coca-Colas abuses. The Central Ground Water Board, a government agency, not only confirmed the declining water table as a result of Coca-Colas indiscriminate running of the water, it also faulted Coca-Cola for creating ecological imbalances in the area. In response to the court order to state the level of pesticides on their labels, Coca-Cola appealed the decision on the rounds that such an action would force them to compromise with their commercial confidentiality! Coca-Cola also submitted to the court that small traces of EDT and other pesticides are not harmful to the health of the consumers. The court rejected the appeal, and significantly, stated that commercial interests are subservient to fundamental rights. Appalachia, Kraal The single largest Coca-Cola bottling plant in India, in Appalachia, Kraal, remains shut down since March 2004. Initially ordered to shut down until June 15 (for arrival of monsoon rains) by the state government to ease rough conditions, the Appalachia bottling plant has been unable to open because the local village council (penchant) is REFUSING to reissue Coca-Cola a license to operate. The village council has maintained that the plant needs to shut down because it has destroyed the water system in th e area as well as polluted the area. The penchant is an elected body at the most local level in India, and forms the building block of democracy in India Penchant Raja- a model promoted extensively by Mahatma Gandhi. Cloacae, in typical fashion, has chosen to undermine democracy by appealing to the courts that he penchant has no jurisdiction over the plant and Coca-Cola, and that it should be the state of Kraal that makes the decision. Coca-Colas efforts to undermine local governance is being followed closely as the court ruling in favor of the penchant could set a significant precedence for local governance. The struggle in Appalachia is the oldest struggle against Coca- Cola in India and there has been a 24/7 vigil directly in front of the factory gates since April 22, 2002. The struggle in Appalachia has also enjoyed significant victories. In December 2003, the High court, in an extremely significant decision, ruled that Coca-Cola HAD to seek alternative sources of water and that it could extract only as much water from the common groundwater resource as a farmer owning 34 acres of land could. The justification being that the plant is located on 34 acres. Furthermore, the court held that the groundwater belonged to the people and the Government had no right to allow a private party to extract such a huge quantity of ground water which was a property held by it in trust. In another significant action in August, 2004, the Kraal State Pollution Control Board (PC), acting upon a Supreme court order, directed the Coca-Cola company to ensure that water supply through pipeline is delivered to the houses of all the affected communities in the vicinity. While the various court and government agencies are validating and acting upon the community concerns, Coca-Cola is busy putting more money into a public relations strategy designed to convince everyone that they have nothing to do with the water scarcity and pollution in Appalachia and in India. Impending, Attar Pradesh 11 More so than other struggles against Coca-Cola in India, the communities in Impending, a Village about 20 SMS from the holy city of Varnish, have more of an uphill battle because the local and state officials are turning a blind eye to the concerns of the communities. The water table has declined between 25-40 feet in the last four years, and Coca-Cola has been discharging its waste water into the surrounding fields, and now into a canal that feeds into the river Ganges, a holy river for millions of Indian. The landscape is very rural, and farming is the main source of livelihood in the area. Many farmers have yet to be compensated for the land that was taken from them in order to lid the Coca-Cola bottling facility. The movement to shut down the Coca- Cola plant has been growing rapidly for the last year. In August 2003, community members entered the office of the Regional Pollution Control Board in Varnish, and to protest their inaction, dumped sacks full of sludge from the Coca-Cola plant on the table of the regional officer. In September 2003, over 500 people marched to the Coca-Cola factory gates and were physically attacked and beaten by police and private security guards. In October 2003, a march was organized from the Coke plant in Impending to a Pepsi plant in Jaunt, about 150 km away. And in mid-December 2003, ten activists went on a five-day hunger strike in front of the plant. They were supported by fifty people sitting with them each day, and about 300 people went on hunger strikes of varied duration. And in June 2004, hundreds conducted a sit-in in front of the state assembly in Locknut. So far, not only have the authorities not cooperated at all, they have consistently refused to make good on their promises of inquiries and investigations to look into Coca-Colas practices that are depleting the groundwater and polluting the water and soil. In addition, the authorities have trumped up criminal charges against some of the key leaders of the struggle, and issued orders to these leaders preventing them from shouting slogans or making inflammatory speeches within 300 meters of the plant. The communities are determined to close down the factory in Impending, and the local organizers have been extremely successful in garnering local support in the area. They have also organized the community around a new Coca-Cola plant in Bali, about 250 SMS away. From November 15-24, 2004, a march will be conducted from the Coca-Cola factory gates in Bali to the Coca-Cola factory gates in Impending, demanding the closure of both the facilities. What are communities in India demanding? The first step that Coca-Cola must take is to admit to the severity of problems it has caused in India, and then find ways to address them operationally: They must permanently shut down the bottling facilities in Impending, Kola Dear and Appalachia. They must compensate the affected community members.

Organizational behavior Essay Example | Topics and Well Written Essays - 2000 words - 1

Organizational behavior - Essay Example On the other hand, these programs focus on the dimension of leadership and culture of the organization since these two perspectives are instrumental in the overall achievement of high performance results in an organization. Importantly, change management and leadership are the most important aspects that any program that seeks to achieve high performance should focus on in order to ensure effective results that guided the success of an organization. Based on the foregoing, this expose is an evaluation of how Hewlett-Packard handled the process of change within its organization structure. Hewlett-Packard introduced an ambitious worldwide program that intended to ‘reinvent HP’ into the technology company, it was before its slow growth. Under the leadership of Carly Fiorina as CEO, HP implemented a program dubbed â€Å"Dynamic Leadership’ that was responsible for managing change in the organization. Importantly, the role played by the CEO in leading the process of c hange management was instrumental since the company achieved its objectives and managed a 15:1 ROI after implementing the program (Carter, Ulrich, & Goldsmith, 2005). In order to carry out a successful evaluation, this investigation will rely on secondary research and individual knowledge regarding the areas of leadership, organizational change, and change management. First, there will be a discussion about the idea behind creating the vision for the change process in Hewlett-Packard. In this case, the article will evaluate the process of constructing the future envisioned by the company. Secondly, there will be an evaluation of the motivation for creating change. In line with this, the factors contributing to the creation of readiness for change and overcoming resistance to change will undergo intense scrutiny. The third step involves an investigation of influencing stakeholders and an assessment of the agents for the change process. In order to achieve effective change management, it is important to manage the transition effectively. In effect, this expose will evaluate the process of transition that Hewlett-Packard followed while implementing the change process. Finally, the expose will evaluate the structures that the company implemented in order to sustain the momentum created by the change process. Creating a Vision An organization will engage in an activity that aims at ensuring that the long-term vision of the organization remained achievable. Hence, any process of change includes creating a vision that directs the organization towards achieving its objectives. For HP, its vision aimed at changing into a program that ensured that the company’s management of change was in line with its objectives and overall aims. Describing the Core Ideology In 1999, HP started experiencing lapses in its response rate and slowing down of their progress, which was worrying for a company that was leading in the technology industry. In effect, this contributed to s lowed growth with the company’s top management devising ways that would ensure that the company controlled the slow down and was back to its continued growth while maintaining the leadership position in the technology field (Carter, Ulrich, & Goldsmith, 2005). In order to achieve this objective, the top management designed a program that focused on ensuring that the management of the company remained focused to the key goals of the organization, which effectively meant that there were no overloads on the

Environmental Values Paper Essay Example | Topics and Well Written Essays - 1000 words

Environmental Values Paper - Essay Example I value the environment as something that should be valued and, ethically speaking, it should be treated the way we would want to be treated. In the long run, if the environment continues to be damaged in the ways that it has been, it will only backfire on us, making this world an unsafe place for us to live. Although the environment is failing due to our negligence, it is still considered a comfortable place for us. However, this will not continue if we do not take action. To accomplish this, people need to understand and embrace the fact that they are not superior to nature (Michael, 1999), that they each require the other to live to its full potential. Ecofeminism is the movement that strives to find common ground between environmentalism and feminism (Reuther, 2003). The argument is that the same oppression and degradation that women face is the same that the environment is putting up with. That is to say, the degradation is being done in masculine attitudes and methods, such as what women are used to. It is because of this common bond that many women have taken to fight for the rights of the environment, just as they had to fight for their own rights. There is much controversy about this concept, though there are many that can at least agree or relate to the fundamentals of it, such as other minority groups. These people understand what it is like to be mistreated and the feeling of finally breaking through to fairness and freedom. The important principle of this movement is that there are people that understand what the environment is going through. They are willing to provide support and respect for the environment that they themselves had fought for and are still fighting for. If there are more people that can relate to and understand what the environment is going through, then there are more that are willing to help it. These are the

Supply Chain Development Essay Example | Topics and Well Written Essays - 1500 words

Supply Chain Development - Essay Example The supply management handles all these activities in addition to coordination of all the partners in the supply chain channel. As the world advances and more goods and services are being demanded by the ever increasing population in the whole world, there is need to put up systems that are both efficient and effective to aid in this conversion of products and consequent supply to the final consumer. The construction supply chain is one of the local supply chains; it involves the design and construction of building structures. Numerous supply chains all around the world have been developed to cater for the needs of the consumers in that chain. The world is under a great threat due to effects of environmental degradation that has lead to numerous negative effects such as global warming, climatic change, deforestations and desertification, polar ice melting, loss in the scenic beauty of the landscape, increase of tropical and other diseases, creation of huge dumping sites that lead to air, water and land pollution affecting the human, plant and animal life in general. Due to this pollution the human population is under threat. There is need to diversify and intensify any or all activity geared to reversing these hazardous effects. According to Friedman (2008), there is need for greening supply chains. This has been brought about by increased media attention; additional regulation and research by the scientific society showing that human activity directly influence the climatic changes. These human activities are the core business in supply chains. Some of the ways of improving the supply chain include; Maximizing the utilization of materials and machines The material and machines form the core of every supply chain. Raw material are used virtually everywhere. In construction various raw material and machines are used to design and construct different structures to be used by various entrepreneurs running the supply chains. All waste must be reduced by improving the construction material utilization, there is great need to evaluate every material be used in the supply chain construction and evaluate its importance, its effects to the environment and the by product or the waste. For example if plastic bags are used to pack different construction materials e.g. cement, Then within a short periods the whole environment will be littered with plastic bags, proper material utilization not only lead to reduction of environmental degradation but also lead to increased profit margin by the construction company. Machine effectiveness The effectiveness of various machines to convert goods/raw materials to finished product also affects the supply chain. Effective machines lead to greater efficiency in conversion of goods to finished product. Different construction materials undergo transformation before be used in design and construction. Because these materials are used in large quantities, there is need to use machines that will reduce any wastes as the waste generated by these processes generally effect the environment in the long run. Technological advancement Embracing technological changes is another method of championing improvement in the supply

The severe limitations of rogerians approach to therapy

The severe limitations of rogerians approach to therapy This essay reflects on the above statement, and begins by defining what we mean by supportive and reconstructive, when relating these to the subject of counselling and psychotherapy. In then identifying the key theories of the Rogerian approach, and exploring some of these theories in greater detail, this leads to a deeper discussion and consideration of the question. Feeling supported in the therapeutic environment is a key element to how successful and effective therapy can be. Having an open, equal, honest relationship between client and therapist is the ideal situation, and where this kind of relationship exists it can greatly enhance the healing process. When the therapist is able to offer a safe space, the client feels able to express himself freely, without fear of being judged. If supportiveness is lacking, this negatively impacts the client. Feeling judged, fearful of what the therapist might be thinking, creates barriers and an atmosphere that feels unsafe and not conducive to effective therapy. The term reconstructive can be used to describe the process where major changes occur for the client during therapy. For clients suffering from post-traumatic conditions, including complex grief reactions, reconstructive therapy focuses on facilitating the client to recognise, understand and accept their feelings and reactions. Deeper self understanding can enable clients to see they have choices, and to regain responsibility for themselves and their reactions. The concept of being supportive can be clearly identified within several Rogerian theories, namely: The Core Conditions, The Self Actualising Tendency, and the Organismic Valuing process. The connections to supportive, seen in Rogers theories are explored and discussed in more detail later. Other key Rogerian theories considered in more detail include the idea of Phenomenology, The Self-Concept (or self), and Conditions of Worth. I observe the supportive tendency towards growth as being strongly embedded within the Rogerian approach. I also identify Rogers approach as reconstructive in the sense that major positives shifts and changes often occur during therapy. Considering the question of limitations this is harder to answer. As is the case with all psychological theories there will always be limitations and exceptions to effectiveness. For a great many clients and therapists the Rogerian way of working offers both a gentle and powerful therapy, that has stood the test of time. The Rogerian approach is also known as Person Centred counselling or Client Centred therapy. It originated from the pioneering work beginning in the 1930s which continued through six decades, of American psychologist and writer, Dr Carl Ransom Rogers (1902 1987). ( Mearns and Thorne 1999). Rogers talked about client centred or person centred therapy as not just a therapeutic way of working, but more as a way of being. Being real, genuine and true to himself. (Rogers, 1980) Rogers belief was that the client knows best. His approach was a radical move away from the analytical approaches of the time, where the therapist was thought of as the expert. Rogers was convinced that we each have within us the knowledge and resources to move forward, and that the role of the therapist is to offer the conditions that facilitate clients to help themselves. (Mearns and Thorne 1999). A helpful description of the Person Centred approach is offered by J K Wood: .. it is neither a psychotherapy nor a psychology. It is not a school à ¢Ã¢â€š ¬Ã‚ ¦ itself, it is not a movement à ¢Ã¢â€š ¬Ã‚ ¦it is not a philosophy. Nor is it any number of other things frequently imagined. It is merely, as its name implies, an approach, nothing more, nothing less. It is a psychological posture, if you like, from which thought or action may arise and experience be organised. It is a way of being. (Wood 1996, cited in Embleton Tudor, Keemar, Tudor, Valentine, Worrall, 2004) Phenomenology comes from the work of Edmund Husseri (1859 1938), Martin Heidegger (1889 1976), and Maurice Merleau-Ponty (1907 1961). (cited in Embleton Tudor, Keemar, Tudor, Valentine, Worrall, 2004, pp 18 24). Phenomenology is based around the idea that reality is not fixed. We each perceive our own reality, which is informed by our life experiences, biases, prejudices, and perceptual filters. We all experience reality in our own unique way. (Embleton Tudor, Keemar, Tudor, Valentine, Worrall, 2004) Rogers said: I do not react to some absolute reality, but to my perception of this reality. It is this perception which for me is reality. (Rogers, 1951) Empathic understanding can be described as a process of attending phenomenologically to the phenomenological world of another. From phenomenological thinking comes the phenomenological method, which contains three steps enabling us to be as open as possible to each new experience. The first step is to bracket all our pre-conceptions that we have taken on board and tend to automatically believe. Our challenge is to set these beliefs to the side on the basis that they are limiting and unhelpful and likely to impede our experience of this moment now. The next step is for us to describe rather than judge our experience. Our tendency is to analyse, evaluate and judge. The challenge here is to describe what we observe, rather than put our pre-conceived interpretation and judgement onto the experience. By staying close to felt senses we can be more open to accurately describing what we experience. The last step is to avoid putting a hierarchy on what we notice and experience. To be open to valuing everything we have noticed equally. These three steps combined, encourage non judgemental openness to experiencing, which sits well within Rogers Person Centred approach. Rogers believed that all human beings have within them an inherent tendency towards growth and fulfilment. He called this directional process in life the actualising tendency. (Rogers, 1980). Rogers saw life as an active process, and that regardless of the environment living things can be counted on to move towards maintaining and enhancing themselves. He recognised that the actualising tendency can be frustrated by adverse circumstances and events, but saw that this striving for growth always remains even in the most difficult of conditions. An example he gives is of the potatoes kept in the cellar of his childhood home that still grew in the semi-darkness, desperate to live, growing sad spindly sprouts towards the distant light in little cellar window. (Rogers, 1980). According to Rogers, humans have the ability within themselves to know what is good for them. He termed this ability organismic valuing. Trusting in our inner knowledge and intuition supports our self actualising tendency. The self actualising tendency becomes suppressed when organismic valuing gets lost through negative introjects and limiting beliefs. This usually stems from childhood, as a result of taking on conditions of worth from significant close others (for example parents, siblings, teachers). When worth or love is only expressed if we conform to certain conditions imposed by others, we take on board negative and distorted beliefs, often carrying them throughout our lives. Our locus of evaluation becomes external, constantly seeking direction, approval and reassurance of others. The Rogerian ideal is to have an internal locus of evaluation. With an internal locus of evaluation we are able to trust our own judgement, rely on our gut feelings, and have confidence in our own ability to know what is right. (Rogers, 1951) The self-concept is a persons conceptual construction of themself. Self-concepts often are not in balance with the actualising tendency and the organisimic valuing process. Self-concepts begin in infancy and develop over time. They are shaped by our perception of the attitudes and behaviours towards us of significant others. The need for positive regard and to feel approved of by others is a fundamental and powerful want. Conflict occurs when this need isnt fulfilled, and negative self-concepts become embedded. (Dryden 2007, pp 149 151). Rogers believed that peoples personalities are made up of two components, the organismic self and the self concept. The organismic self is the self I was born with, the real me. The self concept is the person I have become during my life in order to receive positive self regard from others. Introjects from those close to me, like my parents and others, have forced values inside me that arent in harmony with my organismic self. These become conditions of worth, causing me to behave in certain ways in order to receive the positive self regard from those close to me that I need. Small children have an inbuilt need to be loved by their parents. The child will feel like it is going to die if this need is denied. The locus of evaluation for the organismic self is internal, inside me. The locus of evaluation for the self concept is external approval is sought from outside. An example of organsimic self verses self concept comes from my own life: When I was in my mid teens I came under the influence of a powerful older man. For many years I felt controlled by him. I sought his approval in all areas of my life and my own personality became more and more subdued. He influenced my work, my social life, my romantic / sexual relationships, my family life my opinions and values. I felt I didnt have any of my own opinions any more. When I attempted to break free from his influence, he would react very badly and wear down my self esteem even further, making me feel powerless, worthless and useless. I suffered a lot of anxiety and unhappiness during those years. He also had the power to make me feel very good, if he chose to. His approval was so important to me. It was only in my thirties I managed to fully break free from his influence. I was able to begin returning to the real me, to re-discover my organism self, and accept myself as a worthwhile person with my own views and values. The following two examples illustrate the power of interjects in creating conditions of worth: Jake talked about his experience as a small child where he didnt want to eat and would find any excuse to get out of eating. As a punishment for refusing to eat his parents would shut him out of the flat, leaving him on the landing outside the flat, locked out. Jake described how this made him feel I felt completely rejected, I was thrown out of my house. This example shows how in this case the behaviour of his parents had a very negative effect on the his sense of worth and self concept, as a small child. Jake felt that a minor misdemeanour could take away the love of his parents and the security of his home of which he was not worthy anymore. These events seriously negatively affected Jakes conditions of worth for many years. When I became pregnant in my late teens I felt very frightened and alone and not able to share this traumatic event with my parents. Shortly after having a termination my secret came out. The reaction from my mother was angry and judging, I remember her words how could you do such a thing. I took this to mean how could I have sex, and how could I have an abortion. I felt very ashamed and guilty and bad about myself. This affected my romantic and sexual relationships and my views on sex and pregnancy for many years. This example shows how one sentence from my mother (a negative introjection of her values) had a huge affect on my conditions of worth and had long lasting negative consequences. In contrast, my fathers reaction to the news of my unplanned pregnancy and that Id had a termination was completely different. He was sensitive and supportive, not judgemental and very understanding of my decision. This had a very positive effect on my view of my father, and my relationship with him. It also helped to balance the strong negative reaction I felt to my mothers response. I still look back on this memory as a time when I realised what a wonderful man my father is. My respect and affection for him has only grown since this experience. Looking back it is clear to me that he offered me empathy, congruence and UPR at a time when I really needed it. Rogerian therapy is built around the premise that if certain conditions are present then healing will occur. 1. Psychological contact between the counsellor and the client 2. The client is in a vulnerable or anxious state 3. The counsellor is congruent 4. The client experiences unconditional positive regard and feels accepted by the counsellor 5. Empathic understanding of client by counsellor The client receives the empathy and unconditional positive regard and congruence Rogers claimed that as long as these conditions were there, this was all that was needed. He described them as being necessary and sufficient. (Rogers, 1951) Of the six conditions, three are core, these are Empathy, Unconditional Positive Regard (UPR), and Congruence. These three conditions need only be minimally present, in order for therapeutic personality change to take place. Returning to empathy, I see this as being able to put myself by the side of the client, and to understand their feelings. Phenomenologically I will never be able to fully know how someone else feels, but believe that empathy takes me close enough. Rogerian counsellors demonstrate empathy by active listening in a sensitive way, and reflecting feeling words back to the client, and also by tone of voice, body language and mirroring facial expressions. Paraphrasing can be used to summarise what the client is saying, with clarification whenever there is any confusion about what the client is trying to communicate. (Mearns and Thorne, 1999) Unconditional Positive Regard can be defined as respecting the client as a human being and not judging. It may be that there is sometimes something to do with the clients actions or behaviours which the counsellor doesnt agree with, but this doesnt stop UPR being offered. It is about giving respect to a fellow human being without conditions. From the clients point of view, receiving UPR will improve their own feelings of self-worth. If they have been in a cycle of behaving badly because this has always been what has been expected by others, then the cycle can be broken by UPR being offered by the counsellor. In order to offer UPR, it is important that the counsellor has a high degree of self awareness and has worked through her own issues and is clear about any biases or prejudices, and able to put these to the side. (Mearns and Thorne, 1999) Congruence means being real and genuine, the counsellor being able to be herself and to be open and honest with the client. Being congruent means removing pretence or acting, and being fully present. Receiving congruence and seeing the counsellor isnt perfect and has vulnerabilities, reassures the client that it is ok to be imperfect and vulnerable. (Mearns and Thorne, 1999) Person centred counselling can be an extremely powerful therapy and can have an enormous impact in enabling damaged people to heal themselves. One of the basic criticisms of Person Centred Counselling is around its theory which is based around our built in motivation to self actualise, grow and achieve. The reality of todays world is that there are many people who dont demonstrate this self actualising tendency. What Rogers didnt explain was if everyone is basically good deep down inside, why arent societies better and better as a result? It is also argued by some that person centred counselling is limited. It can be seen as being a passive soft kind of therapy, with the balance of power with the client, and the counsellor not offering the client advice or solutions. Is this a weakness or a strength? My view is that it is a strength and one of the key reasons why person centred counselling is so effective. The counsellors role isnt that of an expert solving the clients problems, but as someone able to reflect back the clients thoughts and feelings, in a respectful and honest manner, enabling the client to begin to heal himself. Taking this further and coming back to the title question, I see that the fact that Rogerian counselling offers a safe and supportive space for the client, this is what then enables the reconstructive process to take place. Clients come to therapy for a variety of reasons, but they all have one thing in common, they are in emotional pain. The gentle yet powerful elements of Rogerian therapy allow the client to be safe enough with the counsellor to express their emotional pain. In order to get to this place of safety, there has to be a strong level of trust between the client and the counsellor. This trust grows, through the counsellor offering empathy, congruence and unconditional positive regard. For major shifts to happen first the client needs to be open and honest and be able to express their distress. The next step is for the client to take the risk of moving out of their comfort zone and challenging themselves. This is when the greatest shifts can occur. In order for either of these steps it is absolutely key that the client trusts and feels secure with the counsellor. The person centred values promote and encourage this by offering an equal non judgemental honest real relationship. To return to the question, in my view and my experience, Rogerian therapy is both supportive and reconstructive. I feel its only limitations lie within individual clients. If a client is not ready to explore themselves honestly, to open up and challenge themselves, then change wont occur. The client has to be ready to engage in what can often be painful self exploration. When a client is ready and wants to do this, working in the Rogerian way can have powerful life changing results. The Rogerian approach is a way of being, and this way of being can be applied to all aspects of life. In terms of therapy, I see this approach being very valuable. Other tools and skills can be offered to clients, in a person centred way, which I see as greatly enhancing the therapeutic process.

Electronic Self-checkout System Essay -- Technology, Cashier Checkout

A number of empirical studies have concluded that a customer’s attribution of the cause of a delay significantly affects its emotional consequences (see Taylor, 1994; Tom and Lucey, 1995). According to these investigations, customers are more unsatisfied with longer than expected waits caused by difficulties that the store could have remedied (e.g. inefficient checkout personnel, understaffing, failure to provide express checkouts) than with delays due to external factors such as random variations in store crowding, till breakdowns, the time of day (some periods are inevitably busier than others) or the presence of customers with large amounts of shopping. This was especially true if little effort on the part of the service provider was needed to improve the situation and/or the problem creating the delay was a regular occurrence. It appeared, therefore, that the reasons for a long queue were major determinants of customer satisfaction or dissatisfaction, not just the delayâ⠂¬â„¢s duration. The Psychology of Combining Queues Combining queues have proven not to be a good technique for managing queues in grocery stores and supermarkets. Studies have shown that even though combining queues have been successful in some service organizations, these techniques have proven to have negative results in grocery stores. Among the factors that cause delays of customers who are in line at the checkout counter in grocery stores is management’s attempt to combine queues. Contrary to common calculations, there are reasons for believing that combining queues, especially queues of customers in checkout lines in grocery stores, may at times be counterproductive. Rothkopf and Rech (1987) in their seminar had one participant citing the practice of combini... ...e service more valuable and were willing to pay much more for it when they found out there were more people behind the positions that were held for them. There exists a universal human tendency to learn about ones self through comparison with others (Gilbert, Price and Allan, 1995). Customers in checkout lines tend to compare their position in line with those of other customers. However, seeing people behind is somewhat a comfort since ―there are people worse off than meâ€â€", therefore making the experience less painful. The study outlined three sets of factors (queue factors, personal factors, and situational factors) that might shape the extent of social comparisons, each of which is tested. Hkust and Hkust (2002) expressed that limited research studies have been conducted to determine how service waits can be controlled. To control the time customers’ wait in line,

Outcome Blank

Which song you would like today ? 2. Identify regulatory requirements what underpin a positive environment for children and young people. In my setting we working with different activities such as: We had two activities for mothers Samba and Yoga class every Wednesday besides Cryache services. The cryache works with the child in two session: In the morning when the child arrive we do activities to be play and snack time, in the afternoon the child to learning Speech and Language assessment and remedial help, this activity we works with children +2 years old.Also we art therapy, dance and movement therapy, chronological therapy, safe space to families when mothers receive information about abuse or domestic violence. These activities we use regulatory' ECMA and EYES with the children, in the other hand, the safe space in my setting work with CAR-SACS regulatory. Outcome 2 – Be able to support a positive environment that meets the individual needs of children and young people. A ssessment Criteria 1 Meet and greet children and young people in a way that welcomes them onto the work setting.When the child arrive at centre one person open the door for him with your parent, then this person give welcome, ask open question, then when the parent living in the child, we star sing welcome song with the children where every child learning the names together. 2 Provide opportunities for children and young people to engage in activities of choice. In my setting we have AnD Space, when we offering therapeutic help for school children aged 4 to 13 years through, the use of art therapy and drama therapy. O Individual sessions Small group work 3 Provide activities and resources to meet the individual needs or children and young people.