Perfect Pizzeria Case Study

Table of Contents Executive Summary†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3 Problem Statement†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦4 Analyzing Case Data†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Managerial Employees†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 Non-Managerial Employees†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 Key Decision Criteria†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 Alternative Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 Recommendations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦10 Criteria 1†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦10 Criteria 2†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦10 Criteria 3†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11 Criteria 4†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦11 Criteria 5†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦11 Criteria 6†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦12 Criteria 7†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦12 Action and Implementation Plan†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 13 Employee Handbook†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 13 Reward and Bonus Program†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 14 Training Program†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 14 Softball Team†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 15 Quarterly Evaluation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 16 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 17 Chart†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 17 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 18 Executive Summary Perfect Pizzeria is experiencing managerial and employee problems that are negatively affecting the chains second largest franchise located in located in Southern Illinois. The overall issues that we will address in our case study for Perfect Pizzeria are: the lack of formal training, systematic criteria for the selection of managers and employees positions; the high turnover rate; the lack of incentive/rewards for employees aside from management; low profit rate due to high percentage of damage or unsold goods, lack of employee loyalty and motivation, no room for advancement beyond management unless employees invest in the franchise. And lastly, the lack of organizational structure with respect to not having an official handbook outlining the company’s policy and procedures, goals and objectives of the company. Additionally, we will address the Rational Choice Decision-Making Process, the Exit-Voice-Loyalty-Neglect (EVLN) model as well as the Expectancy Theory which is based on â€Å"the idea that work effort is directed towards behaviors that people believe will lead to desired outcomes†. Mcshane & Von Glinow, 2011) It is our goal to provide you with our case study that will give you a detailed analysis of Perfect Pizzeria and our recommendations on how to successfully get them back on track in terms of gaining higher franchise profits, attracting and retaining qualified workers, establishing a respectable managerial and employee relationship, allowing for an inclusive receipt of bonuses and rewards for outstanding job performances by any employee, not just management. Problem Statement Perfect Pizzeria currently does not have a systematic selection criterion for hiring managers. Managers demonstrate low expectancy to performance and do not properly execute their role as a manager. Hence, managers lack the leadership and problem resolution techniques to properly communicate with their employees. Consequently, the lack of communication between managers and employees has lead to low morale and ennui within their organizational structure. The objective of this case analysis is to address the multiple symptoms within Perfect Pizzeria which are 1) improve managerial skills, 2) improve employee morale, 3) improve profitability, 4) increase communication between employees and management, 5) improve work quality 6) monitor employee progress and 7) provide feedback to the employee. Perfect Pizzeria is experiencing managerial and employee problems that are negatively affecting team morale, loyalty, and causing a more consistent rise in the percentage of food and beverages unsold or damaged leading to low profits for the franchise. In view of that, the work environment appears to show that the employee’s lack job satisfaction and motivation. Analyzing Case Data Management Employees The case study of Perfect Pizzeria outlines several management criteria that were not in the best interest of the organization. The lack of hiring procedures and guidelines plays an instrumental role in their management system. Perfect pizzeria is staffed primarily from college and high school students; however, when hiring for management positions there is no systematic criteria in which to select the best-qualified person for the job. Those currently occupying leadership positions do so without the proper leadership training or experience to handle the open communication required to build team cohesion in a food franchise environment. While managers in general implement policy and procedures in most franchise environments, Perfect Pizzeria lacks the control mechanisms to monitor employee behavior. Thus, not providing the appropriate negative consequences for any employee that may exercise opportunistic behavior while not under direct supervision. The lack of guidance for management positions has integrated personnel within the organization lacking the skill sets necessary to control the behavior of their shift employees. The behavior demonstrated by unqualified mangers hired at Perfect Pizzeria contradict Kaafi and Noori’s (2011) conclusion that â€Å"a manager’s primary outcomes are job performance, organizational commitment and quality of work life†. To further illustrate the lack of policy and guidelines managers are not afforded the opportunity of initial or continued training in which they can maintain their skills. To illustrate, Perfect Pizzeria recruits within its ranks for assistant and night shift mangers based on the capability of performing the duties of regular employees. Employees promoted to assistant and night managers maintain the same pay scale as non-managerial employees. In contrast the manager is the only employee that is provided with a bonus incentive if the percentage rate of unused/damaged food is low at the end of the month inventory check. A necessary way for managers to smoothly start establishing any new changes to the way they conduct business is for them to be aware of the different workplace emotions around them, internally and externally. Acknowledge what’s going on with their employees, as well as the emotions of the customers, so that everyone’s needs or concerns are addressed. Not acknowledging them has lead to counterproductive workplace behavior by employees and a loss of loyal customers. Emotions in the workplace have a large impact on the company’s immediate and long-term goals, whether it is positive or negative because it determines just how productive an employee will be. Non-Managerial Employees The working conditions the employees at Perfect Pizzeria display are contrary to company goals and objectives. Manager-employee relationships within Perfect Pizzeria have declined; employees no longer share the ethical values to help them choose to do what’s right when making a decision that can negatively impact the franchise. Employees take advantage of food compensation provided by management while on shift without fear of reprimand from managers. Such acts as eating the food at the pizzeria without paying or simply being careless and damaging food or beverages, directly contributes to the increase of unused/food waste numbers. Perfect Pizzeria employees demonstrate ennui, which directly affects their outward behavior. While the negative disposition may not be directly shared with all employees on shift it is reasonable to say that it is a dilemma that can be contagious to other employees. Research provided by Manzoor (2012) states that employers ultimately need employees that work well with others. While a team member performs a specific job that is equally important to the overall success of the team. The current employees at Perfect Pizzeria lack the proper monetary motivation to commit to their duties and organizational goals resulting in high turn over rates. Key Decision Criteria In order to improve the events that have occurred at Perfect Pizzeria, the decisions that are made must: 1) improve managerial skills 2) improve employee morale and decrease turnover rate 3) improve profitability 4) increase communication between employees and management 5) improve work quality 6) monitor employee progress 7) provide feedback in order to help the employee’s to grow and develop skills useful to the organization. Alternative Analysis Effort| Performance Options| Outcome| 1. Improve managerial skills| * Mangers training program * Hire qualified management * Direct by explaining the process| Enhanced Leadership| Effort| Performance Options| Outcome| 2. Improve employee morale & decrease turnover| * Use a hiring agency or change the hiring process * Reward bonuses & incentive program * Allow the opportunity to become leaders| Self-motivated employees| Effort| Performance Options| Outcome| 3. Improve profitability| * Train employee’s about environment & food safety * Employee training programs * Limit free food according to the numbers of hours worked| Decrease damaged/unsold food percentage rate| Effort| Performance Options| Outcome| 4. Increase communication between employees & management| * Meetings on a regular basis * Interacting with employees inside & outside of work * Allow positive & negative feedback| Build positive relationships| Effort| Performance Options| Outcome| 5. Improve work quality | * Reward for accountability * Assure employees with positive communication * Management needs to help when needed| Increase production| Effort| Performance Options| Outcome| 6. Monitor employee progress| * Measure job performance * Implement cross-training for skill variety * Leadership opportunities| Job enrichment| Effort| Performance Options| Outcome| 7. Provide feedback to the employee| * Listen to employee comments * Quarterly assessments * Being honest about performances| Job satisfaction| Recommendations Criteria 1: Improve Managerial Skills Alternative: Hire Qualified Management Based on a professional association of practicing managers, American Management Association, managers need certain skills to perform the duties and activities associated with being a manager (Jones 2009). When hiring potential managers, Perfect Pizza should not only look at the human skills of the individual but also ensure that potential managerial candidates also have communication skills, effectiveness skills, interpersonal skills, and conceptual skills. Communication skills is the ability to transform ideas into words and actions. It is the set of skills that enables a person to convey information so that is it received and understood. Effectiveness skills is contributing to the company’s mission/departmental objectives, customers focus, and multitasking (Jones 2009). Interpersonal skills is coaching and mentoring, diversity. Being able to work with diverse people and culture, networking within the organization, networking outside the organization, and working in teams. Conceptual skills is the ability to use information to solve the company’s problems, recognizing problem areas and implementing solutions, and understanding the company’s business model. Criteria 2: Improve employee morale & decrease turnover Alternative: Reward, bonuses & incentive program According to the research of John Gray, if an employee incentive program is run correctly, it can increase the employee morale and productivity and performance (Gray 2006). When employees in the organization are happy, it can lead to positive outcomes. Criteria 3: Improve profitability Alternative: Employee Training Programs A common mistake made by many organizations is the failure to adequately invest in the continued training of their employees after they are hired. Based on research from the Management Association of Illinois, one of the biggest factors in maintaining employee satisfaction levels and the company’s profitability is the amount of training companies provide (Silverman 2009). The training and development of employees through training programs is an essential part of their satisfaction and longevity and should be made a priority of the organization. Training programs not only help to bolster employee satisfactions and the company’s profitability, but also produce tangent benefits for the company. Criteria 4: Increase communication between employees & management Alternative: Interacting with employees inside & outside of work Many companies do not realize that interacting with employees inside and outside of work will increase communication with employees and management. According to research from the American Management Association, participating in activities, creating a sport team, community service, and volunteer services outside of work will help employees and managers unwind and get to know each other better (Jones 2005). Criteria 5: Improve work quality Alternative: Assure employees with positive communication More emphasis should be placed on employee standards and job matching responsibilities. Perfect Pizzeria employees are interdependent of one another in order to produce their product. Hence, in order to promote job consistency employees need to be educated on what their duties and expectations. An employee cannot work up to the expected standard if they are not aware of what is required of them. The following pointers will help attain this goal. * All staff regardless of their roll must have a clear understanding of what the business actually does and know  the names of all the products and its main competitors * Ensure they have  a good enough understanding of who does what to be able to find someone to help a customer when the need arises. The management must take time to explain the organization’s aims and objectives to the employees. * Set measures for the business that they can all contribute to * Provide a clear and simple report to show them how the business is doing Criteria 6: Monitor employee progress: Alternative: Leadership opportunities Perfect Pizzeria should implement a deliberate internal program that encourages a sense of ownership with their employees. Keeping the staff informed, prepared and up to date with all company operations is key. The following pointers will help attain this goal. * Staff must have a clear understanding of product * Explain the organization’s aims and objectives to the employees * Set measures for the business that they can all contribute to * Provide business progress report These steps are in line with the expectancy theory which is a motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes. Criteria: Provide feedback to the employee Alternative 7: Quarterly Assessments Feedback to employees about their performance through quarterly assessments helps improve their performance, motivates self-improvement, and builds trust (Lun 1999). Action and Implementation Plan Employee Handbook Based on the recommendations listed above, Perfect Pizzeria needs to overhaul the way that it is currently doing things to be competitive in their market. The most important thing that needs to happen is Perfect Pizzeria needs to come up with official documentation that sets the standard for the company policy and procedures. This can be achieved by developing a new employee handbook that will be given to all employees. It will also be given to all the newly hired employees as part of their orientation process. According to Felsberg (2004), an employee handbook will be carefully drafted and periodically reviewed by the Human Resources department. The handbook will be reviewed and updated at least every two years. If policies or laws change, updates can occur more frequently. The employees will be required to date and sign the handbook acknowledging that they have reviewed it. This ensures that the employee understands the company’s policies and practices. The section of Perfect Pizzeria’s handbook that would need the most change is the employment policies. The responsibilities of the employees need to be clearly laid out so the supervisors and the rest of the team know where they fit in the organization. The supervisor’s responsibilities are not only to represent the company’s management to its employees, but to represent the company’s employees to its management. The team’s responsibility also needs to be revamped because every phase in producing the company’s product is important. Reward and Bonus Program According to Hsieh (2011), employees who perceive a greater fit with their employer are less likely to leave the firm, are more committed to it, and have higher work satisfaction. Reward practices logically serve as motivators, shaping employee behaviors. Rewarding employees for ideas that minimize or eliminate costs is more important in an overall cost leadership strategy. A rewards system is an important part of an organization’s human resource strategy. The old bonus system of rewarding the manager does not work in today’s business environment. With the old system, if the percentage of food unsold or damaged in any way is very low, the manager gets a bonus. Modern organizations must make their rewards system to help achieve higher performance at not only the managerial level but at the team level. The perfect system helps the company give the right amount of reward, to the right people, at the right time, for the right reasons. The new system will continue to reward the managers for the low percentage but an employee reward and bonus system will also be created. An Employee of the Quarter program will be created and based on performance perceived by the managers and fellow employees and quarterly evaluations. The Employee of the Quarter will be recognized in a company newsletter, a plaque, and also a cash bonus. This will make sure that the manager are not the only ones being rewarded and will motivate the team to not only work harder, but smarter. Training Program New employees will go through a formal training program where all employees should be able to complete a number of tasks to make sure that they can do their job proficiently. Psychologist David McClelland recognized that a person’s needs can be strengthened through reinforcement, learning, and social conditions. McClelland examined three â€Å"learned† needs: achievement, power, and affiliation. McClelland’s research supported his theory that needs can be learned, so he developed a training program for this purpose. Perfect Pizzeria will incorporate his achievement management program for employees. Trainees will write achievement-oriented stories and practice achievement-oriented behaviors in business games. This training period will also include new managers. Managers will learn about McClellan’s â€Å"need for power. † This need is where people want to control their environment, including people and material resources, to benefit themselves and others. It will be mandatory for managers to attend a program, which will include management classes. The management classes will provide management expectations, operational procedures, and the basic concepts to be successful. Serving the customers is the cornerstone of Perfect Pizzeria. In the training program, managers will learn how to communicate with all types of customers, vendors and co-workers. Out of everything they learn, customer service is the one skill they will use every minute of every hour of every day they are at Perfect Pizzeria. The training program will cover proper management techniques to problem solving. Once they have completed the program, they will be able to handle any situation. Softball Team To increase communication with the employees and management, Perfect Pizzeria will form a team and join the local company softball league. With all the reasons for starting a softball team, such as physical fitness, stress relief, and fun, the most important reason is strengthening relationships. Playing softball together helps co-workers form and strengthen friendships, and instills a sense of camaraderie among company players. Co-workers who don't communicate outside of the workplace will get a chance to interact and get to know each other, and close associates can enjoy seeing different sides to the people they work with every day. A softball team will also support employees’ â€Å"need for affiliation. † This need is where people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation. Employees with a strong need for affiliation project a favorable image of themselves. They actively support others and try to smooth out workplace conflicts. They also work well in coordinating roles to mediate conflicts and cultivate long-term relationships. Quarterly Evaluations Throughout the year, the employees’ performance will be tracked. According to DelPo (2007), a log for each employee will be kept on a computer. Memorable incidents involving that employee, whether good or bad, will be noted. If an employee is going above and beyond what is expected or they really mess something up, immediate feedback will be given orally or in writing. The manager will let the employee know that they noticed and appreciate the extra effort or that they are concerned about the employee's performance. If a manager gives oral feedback, they will make a written note of the conversation for the employee's personnel file. Every three months, a manager will formally evaluate each employee by writing a performance appraisal and holding a meeting with the employee. The appraisal will include each standard or goal that is set for that employee, the manager’s conclusion as to whether the employee met the standard or goal, and the reasons that support their conclusion. At the meeting, the manager will let the employee know what they did well and which areas could use some improvement. The manager will explain his or her conclusions about each standard and goal. They will also listen carefully to the employee and ask the employee to write them down on the evaluation form. Conclusion Overall, Perfect Pizzeria can overcome their managerial and employee problems as well as prevent a high percentage of profit loss by carefully implementing new organizational changes. The changes outlined within our action and implementation plan will lead to employee motivation, high morale, low turnover rate, qualified applicants, respect for managers, and effective systematic criteria for the selection of managers and employees, and formal training classes for managers. Therefore, it is imperative that these positive changes be made immediately in order for Perfect Pizzeria to prosper. Chart 1 References Appelbaum,  S. H. , Iaconi,  G. D. ;  Matousek, A. (2007). Positive and negative deviant workplace behaviors: causes, impacts, and solutions. Corporate Governance,  7(5),  586. Retrieved November 7, 2011, from ABI/INFORM Global. (Document ID:  1381003221). Delpo, A. (2007). The Performance Appraisal Handbook: Legal and Practice Rules for Managers. California: NOLO. Felsberg, E.. (2004). Composing effective employee handbooks. Employment Relations Today,  31(2),  117. Retrieved November 15, 2011, from ABI/INFORM Global. (Document ID:  665846591). Gray, John. (2006). â€Å"Motivating Employees. † John Gray. Accessed December 3, 2011 From www. johngray. com Hsieh,  Y. ,  ;  Chen,  H.. (2011). Strategic fit among business competitive strategy, human resource strategy, and reward system. Academy of Strategic Management Journal,  10(2),  11-32. Retrieved November 15, 2011, from ABI/INFORM Global. (Document ID:  2439526121). Jones, C.. (2009). Developing Management Leaders by Teaching Managerial Skills. New York: American Management Association. Kaifi,  B. ,  ;  Noori,  S.. (2011). Organizational Behavior: A Study on Managers, Employees, and Teams. Journal of Management Policy and Practice,  12(1),  88-97. Retrieved November 4, 2011, from ABI/INFORM Global. (Document ID:  2399209841). Luthans,F. , Rosenkrantz, S. A. ; Hennessey, H. W.. (1985) â€Å"What do successful managers really do? An observation study of managerial activities,† J. AppliedBehav. Science, 21, 255-270. Luo L. â€Å"Work motivation, job stress and employees' well-being. † Journal of Applied Management Studies; Jun 1999; 8, 1; pg. . ABI/INFORM Global. Porras, J. I. & Anderson, B.. (1981). â€Å"Improving managerial effectiveness through modeling-based training,† Org- Dynamics, 9, 60-77. Manzoor,  Q.. (2012). Impact of Employees Motivation on Organizational Effectiveness. Business Management and Strategy,  3(1),  1-12. Retrieved November 4, 2011, from ABI/INFORM Global. (Docu ment ID:  2485742121). Mcshane, T. , Mchane, T. L. , & Glinow, M. V. (2011). Organizational Behavior: emerging knowledge and practice for the real world. (5th ed. , pp. 494-495). New York: McGraw-Hill/Irwin. Mcshane, S, & Von Glinow, M.. (2011). Organizational Behavior: emerging knowledge and practice for the real world. (5th ed. , p. 109, 199). New York: McGraw-Hill/Irwin. Mellewigt,  T. ,  Ehrmann,  T. ,  &  Decker,  C.. (2011). How Does the Franchisor's Choice of Different Control Mechanisms Affect Franchisees' and Employee-Managers' Satisfaction? Journal of Retailing,  87(3),  320-331. Retrieved November 4, 2011, from ABI/INFORM Global. (Document ID:  2476250611) Silverman, Joy. (2009). Discovering and Acting on Employee Opinions. Management Association of Illinois, 2009.

Air pollution in Kawempe Division of Kampala, Uganda

Air pollution in Kawempe Division of Kampala, Uganda Hazard Word pictureIntroductionThe wellness effects of air pollution have been widely documented and assessed largely in North America and Europe, nevertheless air pollution in low- and middle-income states poses a great public wellness load that has non been decently assessed ( 1–6 ) . All right particulate affair comprised of atoms of width 2.5?g or less ( PM2.5) has been associated with mortality due to the development of cardiovascular or respiratory diseases and lung malignant neoplastic disease ( 3 ) . In the Kawempe Division in Kampala ( Uganda ) measurings of PM2.5from December 2013 and January 2014 were found to be above guideline bounds of the World Health Organization ( WHO ) bespeaking the demand for a consistent exposure appraisal of the air pollution and its wellness load in Uganda ( 7,8 ) .Hazard IdentificationAcute events of smog in the Meuse vale in Belgium and in London in 1933 and 1952, severally were among the first events that indicated the association between air pollution and mortality ( 9,10 ) . More late epidemiologic surveies quantified effects of chronic and ague exposures to poisons such as particulate affair, ozone, or benzine on wellness ( 3,11,12 ) . More specifically PM2.5exposure have been associated with inauspicious wellness results in big epidemiologic surveies in assorted scenes ( 8,13 ) . Chronic effects of exposure to particulate affair have been studied in prospective cohort surveies with big sample sizes and long follow-up periods in assorted locations such as the US, Canada, in Europe and China ( 2,4,5 ) . The first survey that associated cardiorespiratory and lung malignant neoplastic disease mortality with PM2.5was published in 1993 by Dockery et Al ( 3 ) . In this first appraisal informations from six metropoliss with changing degrees of air pollution and mortality from cardiorespiratory diseases, lung malignant neoplastic disease, all causes of mortality and mortality from all other causes except cardiorespiratory diseases or lung malignant neoplastic disease was investigated. Following up to the â€Å"six metropoliss study† Laden et Al. in 2006 reported on the association between cardiovascular diseases ( CVD ) mortality, lung malignant neoplastic disease and respiratory upsets ( 14 ) . Following up the same cohort and reanalyzing the information Lepeu le et Al. in 2012 besides confirmed the association between CVD and lung malignant neoplastic disease mortality with PM2.5exposures ( 15 ) . In 2002, Pope et Al. besides reported the consequences of a larger cohort with PM2.5measurings of 51 metropolitan countries in the US, reasoning besides that there is increased hazard of mortality at 4 % , 6 % and 8 % from all causes, CVD, and lung malignant neoplastic disease, severally with each 10?g/m3addition in PM2.5( 4 ) . Similar consequences were besides reported in the Canadian survey of Crouse et al. , 2012 in a cohort of 2.1 million Canadian grownups ( 16 ) . All these surveies set the scene for comprehensive wellness hazard appraisal of PM2.5. They provided cohesive and timely consequences from dependable beginnings on the fluctuations PM2.5and mortality fulfilling Hill’s standards.Exposure AppraisalKampala, the capital of Uganda has a population of about 1,500,000, it is the 2neodymiummost thickly settled territory in the state ( 17 ) . The Kawempe division of Kampala is located in the North of the metropolis and has a population of 338,312, with an estimated 84,240 above the age of 30 old ages ( 17 ) . Measurement of ambient PM2.5degrees took topographic point two yearss during winter 2012-2013 in the country of Mperewre of the Kawempe Division and they were reported as portion on a pilot survey published in 2014 ( 7 ) . The mean Autopsy2.5concentration for the topographic point measurings was 104.3?g/m3. It besides exceeds both the one-year and 24-hour WHO guideline values that are set at 10?g/m3and 25?g/m3, severally, and antecedently reported measurings in developed states ( 8 ) . The mensural PM2.5degrees are nevertheless consistent with measurings in other developing states. Datas from Asiatic metropoliss suggest that the high Autopsy2.5concentrations are non rare in developing scenes where monitoring is non routinely conducted. Harmonizing to the 2010 study of the Health Effects Institute on outdoor air pollution in the underdeveloped states of Asia the degrees of PM2.5can be every bit high as 150?g/m3( 6 ) . In the same study, for illustration, in Shenzhen and Guengzhou, in China, 24-hour mean summer concentrations of PM2.5were 35?g/m3Autopsy2.5was every bit high as 97.5?g/m3. Exposure appraisal of PM2.5effects on mortality in the Kawempe Division are hindered by the deficiency of one-year norm values that would reflect fluctuations in air pollution. However given the features of the country, where a landfill is located and the tendency for increased urbanisation in Uganda and its deductions ( i.e. increased traffic etc ) the high Autopsy2.5degrees in Mperewre may reflect the norm of PM2.5degrees in the location ( 18,19 ) . Within the range of the present exposure appraisal we are based on the premise that the mean of the available topographic point measurings reflects the average PM2.5degrees in the Kawempe division of Kampala. Based on the handiness of information we can non be certain about the PM2.5concentrations fluctuate in the country over clip and the derived decision might be over- or undervaluing the existent wellness effects of PM2.5wellness effects. Table 1 Autopsy2.5concentrations and meteoric parametric quantities on the yearss that measurement took topographic point harmonizing to Schwander et al. , 2014.December 31, 2012January 2, 2013Autopsy2.5 ­concentrations (?g/m ­3 ­)104.9103.7Average concentration (?g/m ­3 ­)104.3Meteorologic parametric quantitiesAverage temperature (0C ) [ min, soap ] 22.2 [ 18.9, 25.0 ]24.4 [ 20.6, 27.8 ]Dew point temperature (0C )18.920.0Mean wind velocity ( kilometers per hour ) [ max ] 8.1 [ 16.1 ]8.1 [ 19.3 ]Exposure-Response AnalysisThe exposure-response relationships between PM2.5and mortality from CVD and lung malignant neoplastic disease have been antecedently studied in US populations by Laden et Al. ( six metropoliss study, follow-up ) and by Pope et Al. ( 4,14,22 ) . In the survey of Laden CVD and lung malignant neoplastic disease deceases were associated with exposure to PM2.5( 14 ) . Specifically a 10?g/m3addition in the mean Autopsy2.5was associated with comparative hazard ( RR ) of 1.28 ( 1.13-1.44, 95 % CI ) for CDV mortality and a RR of 1.27 ( 0.96-1.69, 95 % CI ) for lung malignant neoplastic disease mortality. In the survey of Pope et al. , 2002 for the same PM2.5incremental alteration addition in lung malignant neoplastic disease mortality was estimated at 8 % ( 4 ) . Both surveies, the 1993 survey of the six metropoliss and the Lepeule’s follow up have established the association between increased exposure to PM2.5and increased hazard for C VD and lung malignant neoplastic disease mortality. The form of the exposure-response map nevertheless is non additive in all doses nor does it hold the same form for both results. The exposure-response map of mortality from CVD starts steep in low exposures and going flatter with increasing concentrations ( 22 ) . In the instance of lung malignant neoplastic disease mortality the exposure-response map is more additive and it is, as expected, more influenced by confounders ( i.e. smoke ) ( 22 ) . Additionally in all the aforesaid surveies the exposure-response maps have been established based on the effects of low exposures, normally below 50?g/m3. In Uganda, the age-adjusted mortality rate from lung malignant neoplastic disease is 2.7 among males and 2.4 among females ( per 100,000 ) while the same index for CVD is 276.7 and 250.7 per 100,000 population ( males and females, severally ) ( 20,21 ) . In order to gauge the figure of CVD and lung malignant neoplastic disease deceases attributed to 104?g/m3of ( assumed ) one-year exposure we will be based on the exposure-response maps for CVD and lung malignant neoplastic disease mortality developed by Pope et Al, 2011 that were derived from a prospective cohort of 1.2 million grownups ( & gt ; 30 old ages old ) and old surveies in the US which accounted for assorted confounders of exposure. They estimated the RR associated with different degrees of PM2.5exposure accounting for ambient air pollution, active coffin nail smoke and secondhand smoke to gauge the day-to-day norm inhaled dosage of PM2.5. The RR for each of the two results ( CVD and lung malignant neoplastic disease mortality ) was so calculated with the power map: RR=1+? ( dosage )?which corresponds to a nonlinear monotone map for which at zero dose the RR is equal to 1. Table 2 Exposure appraisal informationPopulation features( 17 )MalesFemalesEntireKawempe Division159,800178,512338,312Population above 30 old ages old ( 24.9 % * )39,79044,44984,240Kampala722,638793,5721,516,210Entire population16,935,45617,921,35734,856,813Age standardized decease rates per 100000( 20,21 )Cardiovascular diseases276.7250.7Lung malignant neoplastic disease2.72.4Entire figure of deceases in Kawempe territory for the those & gt ; 30 old ages oldCardiovascular diseases110111222Lung malignant neoplastic disease112RR estimations for both genders ( for dosage of PM2.5104?g/m3)Attributable hazard fractionNumber of instances attributed to PM2.5Cardiovascular diseasesRR=1+0.2685 ( dosage )0.27301.950.49108Lung malignant neoplastic diseaseRR=1+0.3195 ( dosage )0.743311.090.912Hazard Word pictureWith an estimated RR of 1.95 for CVD mortality due to PM2.5degrees of 104?g/m3the PM2.5-associated mortality instances in the entire population above 30 old ages old of Kawempe Division is about 108 ( Table 2 ) . The age standardized mortality rate for CVD – the primary wellness result that has been associated with increased air pollution – in Uganda is comparatively high contrary and future research is needed to decently gauge the fraction of instances attributed to air pollution which was comparatively high in this study ( 0.49, ( Table 2 ) . As expected given the to the low mortality rate of lung malignant neoplastic disease in the country and the fact it is confounded by other factors that could non be assessed in ( i.e. smoking ) we can non properly measure the impact of PM2.5on the figure of lung malignant neoplastic disease deceases in Kawempe Division. For the present analysis the informations used were compiled from assorted beginnings. Population estimations were taken from the probationary study on the 2014 nose count. Lung malignant neoplastic disease and CVD age standardized mortality rates were taken from GLOBOCAN and the WHO, severally. Therefore all computations are based on the premise that for the 2014 of Kawempe Division the mortality rates are the same as the last reported in the aforesaid beginnings. The fact that there is the information might non reflect the decently the features of the population is an of import restriction of this appraisal. Along with the fact that hazard estimations were based on surveies of lower Autopsy2.5degrees. Future research needs to be based on seasonably collected information and hazard theoretical accounts that account for the high exposures. Mentions 1. Katsouyanni K, Rimm EB, Gnardellis C, Trichopoulos D, Polychronopoulos E, Trichopoulou A. Reproducibility and comparative cogency of an extended semi-quantitative nutrient frequence questionnaire utilizing dietetic records and biochemical markers among Grecian school teachers. Int J Epidemiol. 1997 Jan 1 ; 26 ( suppl 1 ) : S118. 2. Raaschou-Nielsen O, Andersen ZJ, Beelen R, Samoli E, Stafoggia M, Weinmayr G, et Al. Air pollution and lung malignant neoplastic disease incidence in 17 European cohorts: prospective analyses from the European Study of Cohorts for Air Pollution Effects ( ESCAPE ) . The Lancet Oncology. 2013 Aug ; 14 ( 9 ) :813–22. 3. Dockery DW, Pope CA, Xu X, Spengler JD, Ware JH, Fay ME, et Al. An Association between Air Pollution and Mortality in Six U.S. Cities. New England Journal of Medicine. 1993 Dec 9 ; 329 ( 24 ) :1753–9. 4. Pope III CA. Lung Cancer, Cardiopulmonary Mortality, and Long-run Exposure to Fine Particulate Air Pollution. JAMA. 2002 Mar 6 ; 287 ( 9 ) :1132. 5. Cao J, Yang C, Li J, Chen R, Chen B, Gu D, et Al. Association between long-run exposure to outdoor air pollution and mortality in China: A cohort survey. Journal of Hazardous Materials. 2011 Feb 28 ; 186 ( 2–3 ) :1594–600. 6. HEI International Scientific Oversight Committee. Outdoor Air Pollution and Health in the Developing Countries of Asia: A Comprehensive Review. Boston, MA: Health Effects Institute ; 2010. 7. Schwander S, Okello CD, Freers J, Chow JC, Watson JG, Corry M, et Al. Ambient Particulate Matter Air Pollution in Mpererwe District, Kampala, Uganda: A Pilot Study. J Environ Public Health [ Internet ] . 2014 [ cited 2015 Feb 26 ] ; 2014. Available from: hypertext transfer protocol: //www.ncbi.nlm.nih.gov/pmc/articles/PMC3945229/ 8. WHO | Air quality guidelines – planetary update 2005 [ Internet ] . WHO. 2015 [ cited 2015 Mar 5 ] . Available from: hypertext transfer protocol: //www.who.int/phe/health_topics/outdoorair/outdoorair_aqg/en/ 9. Bell ML, Davis DL. Reappraisal of the deadly London fog of 1952: fresh indexs of ague and chronic effects of acute exposure to air pollution. Environ Health Perspect. 2001 Jun ; 109 ( Suppl 3 ) :389–94. 10. Nemery B, Hoet PH, Nemmar A. The Meuse Valley fog of 1930: an air pollution catastrophe. The Lancet. 2001 Mar ; 357 ( 9257 ) :704–8. 11. Kheirbek I, Wheeler K, Walters S, Kass D, Matte T. PM2.5 and ozone wellness impacts and disparities in New York City: sensitiveness to spacial and temporal declaration. Air Qual Atmos Health. 2012 Oct 12 ; 6 ( 2 ) :473–86. 12. Savitz DA, Andrews KW. Review of epidemiologic grounds on benzine and lymphatic and haematopoietic malignant neoplastic diseases. Am J Ind Med. 1997 Mar 1 ; 31 ( 3 ) :287–95. 13. US EPA O. Particulate Matter | Air & A ; Radiation | US EPA [ Internet ] . 2013 [ cited 2015 Mar 9 ] . Available from: hypertext transfer protocol: //www.epa.gov/pm/ 14. Laden F, Schwartz J, Speizer FE, Dockery DW. Decrease in Fine Particulate Air Pollution and Mortality. Am J Respir Crit Care Med. 2006 Mar 15 ; 173 ( 6 ) :667–72. 15. Lepeule J, Laden F, Dockery D, Schwartz J. Chronic Exposure to Fine Particles and Mortality: An Drawn-out Follow-up of the Harvard Six Cities Study from 1974 to 2009. Environmental Health Perspectives. 2012 Mar 28 ; 120 ( 7 ) :965–70. 16. Crouse DL, Peters PA, new wave Donkelaar A, Goldberg MS, Villeneuve PJ, Brion O, et Al. Hazard of Nonaccidental and Cardiovascular Mortality in Relation to Long-term Exposure to Low Concentrations of Fine Particulate Matter: A Canadian National-Level Cohort Study. Environmental Health Perspectives. 2012 Feb 7 ; 120 ( 5 ) :708–14. 17. UBOS. National Population and Housing Census 2014 – Probationary consequences [ Internet ] . Uganda Bureau of Statistics ; 2014 Nov. Available from: hypertext transfer protocol: //www.ubos.org/onlinefiles/uploads/ubos/NPHC/NPHC 2014 PROVISIONAL RESULTS REPORT.pdf 18. Mwiganga M, Kansiime F. The impact of Mpererwe landfill in Kampala – Uganda, on the environing environment. [ Internet ] . Makerere University – College of Agricultural and Environmental Sciences. 2012 [ cited 2015 Mar 9 ] . Available from: hypertext transfer protocol: //caes.mak.ac.ug/research/research-publications/141-publications-for-2005/820-the-impact-of-mpererwe-landfill-in-kampala-uganda-on-the-surrounding-environment.html 19. Mwiganga M, Kansiime F. The impact of Mpererwe landfill in Kampala–Uganda, on the environing environment. Physicss and Chemistry of the Earth, Parts A/B/C. 2005 ; 30 ( 11–16 ) :744–50. 20. WHO. Noncommunicable Diseases ( NCD ) Country Profiles – Uganda [ Internet ] . 2014 [ cited 2015 Mar 9 ] . Available from: hypertext transfer protocol: //www.who.int/nmh/countries/uga_en.pdf? ua=1 21. Ferlay J, Soerjomataram I, Ervik M, Dikshit R, Eser S, Mathers C, et Al. Cancer Incidence and Mortality Worldwide: IARC CancerBase No. 11 [ Internet ] . GLOBOCAN 2012 v1.0. 2013 [ cited 2015 Mar 5 ] . Available from: hypertext transfer protocol: //www.who.int/phe/health_topics/outdoorair/outdoorair_aqg/en/ 22. Pope CA, Burnett RT, Turner MC, Cohen A, Krewski D, Jerrett M, et Al. Lung Cancer and Cardiovascular Disease Mortality Associated with Ambient Air Pollution and Cigarette Smoke: Shape of the Exposure–Response Relationships. Environmental Health Perspectives. 2011 Jul 19 ; 119 ( 11 ) :1616–21. Appendix – Analytica theoretical account File: Xanthi_Andrianou_RA_W4_Risk_characterization

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Oppression - Essay Example This paper then aims to discuss the elements and the faces of oppression in order to draw a sound conclusion whether or not a man really oppresses another man and whether or not the society can advance without necessarily oppressing any other person or group of persons. I have learned that oppression can be seen as a social concept and as a structural concept. According to the article of Young (1990) oppression is a structural phenomenon that "immobilizes or diminishes a group" and structurally, oppression is "the tyranny by a ruling group." It is a description that has long been used through the centuries of pains and struggle of people from different kinds of bondage. However and whoever defines the term to me oppression has been witnessed to be a very powerful tool that can really be utilized by those who are in control to preserve the present structure of the society. It is used as a weapon by the ruling class to stay in their power and control not only the political affairs but most especially the economy of the country. This means that in this society, the struggle for more power and greed of money has turned many individuals as oppressors of other men. This society has shaped men only in to two kinds: the predator and the prey. The predator oppresses and eats the weaker men and the prey is eaten and devoured by the more cunning oppressors. I have read from the article of Young that there are five faces of oppression: (1) exploitation of labor; (2) gender exploitation were women are treated less powerful that men; (3) racial exploitation where cultural groups are not given the same rights and privileges; (4) marginalization where a social group are deprived to participate in a social life; and (5) cultural imperialism which is describes as involving " the universalization of a dominant group's experience and culture and its establishment as the norm." We can recall what we have learned in our history and looked at the plight of the Africans who were victimized of the Trans-Atlantic Slavery. The experiences of this social group do not speak only of one face of oppression but they have suffered the five faces of oppression. The Africans were sold to be slaves of wealthy men and nations. They were harassed and maltreated, and if they showed resistance they were killed. We can recall how the Africans men and women alike suffered in the plantations in the South where they have to withstand economic deprivation and the rapacity of their masters. Their lives were always threatened and they live not only wallowing in extreme poverty but in extreme fear. Their women were raped and abused by their masters. Who indeed can say that man cannot oppress his fellowman The history of the African Americans and the suffering of other minority tribes are glaring reality that men are oppressors of weaker men. So many times we have witnessed death and destruction because of labor unrest, or subversion. Men are imprisoned or killed unable to defend their homes and their families as they result to violence because of starvation. Oppression of men must be cruel but it happened and it still happening. Until now many are affected by the cruelty suffered by the poor natives of Africa who

The effect of various types of electoral balloting on election results Research Paper - 1

The effect of various types of electoral balloting on election results - Research Paper Example Paper ballots for political elections first appeared in America in 1889 (Fund 7). Originally, voters would write the name of their candidate of choice on a piece of paper (Fund 9). In modern times, parties preprint ballot papers, and the voter selects their preferred candidate by ticking or crossing (Fund 9). Incidence of human error that may occur while utilizing such a ballot is high. However, the reason why this system is ineffective is the laws that govern the likely occurrence of these errors. The Supreme Court set standards that ensure objectivity and fairness in the vote counting process (Segal et al 309). However, these standards seem prejudiced because they allow the skilled vote counters the privilege to utilize arguments such as technicalities to disqualify a vote even in situations where the voter displays intent (Streb 74). The ruling party in most instances may use these standards to reduce the votes for the opposition. For instance, the party may ensure its voter offic ials train better than those of the opposition allowing them to detect â€Å"technicalities† with much more ease than the opposition’s officials (Fund 35). As such, the officials favor voter intent for their party while rejecting voter intent for other parties. Currently, less than 2% of American voters utilize this system (Streb 92). Hand counting ballot papers is a time consuming cumbersome process (Streb 91). This may lead to errors as the electoral officials become overwhelmed by the counting. This method also has a high level of fraud as it is easy to steal or misplace them (Streb 91). Mechanical lever machines first appeared in America in the 1892 elections. Their popularity over the years that followed reflects on the fraudulent nature of the paper ballot that people were trying to escape (Avaliktos 160). The citizenry trusted technology (hence the machine) over human

Theology Judas Iscariot Essay Example | Topics and Well Written Essays - 1000 words

Theology Judas Iscariot - Essay Example For that reason I chose to have Judas Iscariot, their treasurer who was also the man who in the end sold him to the Romans for a mere 30 pieces. In the film industry, Judas is portrayed in traditional terms - as a betrayer and an instrument of Satan. This is in line with the belief of many modern Christians, whether laity, theologians or clergy, who consider Judas as a traitor and a synonym for betrayer - a belief which has perpetuated Christian society for hundreds of years. Yet there are some scholars who argue that Judas was merely acting as a negotiator in a prearranged prisoner exchange. Judas is said to have acted and betrayed Jesus with full knowledge and consent of his master. It is in light of this controversial issue that I will be analyzing what the scholarly world and the film industry has to say regarding the character of Judas as compared to what the Gospel of John has to say. I will be starting with a discussion of the way two films, The Gospel of John and The Last Temptation, portray Judas and proceed to a historical and cultural analysis of why the character of Judas is being reevaluated. "The Gospel of John" directed by Philip Saville was a brilliant and an appealing depiction of the last moments in Jesus' life because of the use of imagery and symbolism. The language was a little unconventional in comparison to today's over-glamorized film making styles and was noticeably scripted from what seemed chunks of the bible but in spite of these, it was still very enlightening. The way the collaboration of images was accomplished was very effective in explaining the parts of the story that were tedious to understand. I found it amazing the way the camera shots would slowly pan out and we could see all his disciples surrounding him, gazing in awe. Great respect towards him was evident when some wouldn't look him in the eyes or question some of his actions. The lighting too played a huge role in setting the mood for the film- the somewhat dim lighting that may have lasted throughout the entire film gave the impression that it was set in a much earlier time period, and the r emarkable costumes corroborated this as well. The camera work on the imagery and the centering of the movie on Jesus Christ was magnificent. He is all knowing, respected by his disciples and full of faith, although not everyone has full faith in him. The people question his holiness because he is the son of Mary and Joseph who are humans just as everyone else is. He confidently assures them: "I am who I am, Jesus of Nazareth, a teacher and the only Son of God." From the film as well as the bible readings in the book of John (6:64-71), Jesus makes it clear to his followers that one of them has ulterior motives, yet he does not mention who it is for the time being. Here I began to notice further use of the camera to give an idea of who it may be. For someone that is familiar with the story of his betrayal we already know it is Judas, but to others it gives a small hint of who it may be because in some instances the frame freezes on two or three of his disciples. Furthermore, since many of them have the same hairstyles, body types, eye color and such, it could be a little hard to keep up with at the beginning, but this effect

Song of Myself Essay Example for Free

Song of Myself Essay ‘Song of Myself’ is one of the most representative poems of Walt Whitman. It reveals what Walt Whitman is and what he stands for. In this poem, the poet discovers himself and gives the boldest expression to his true and ever expanding poetic-self defying all the limitations. In fact, it is a voyage of the self into the realms of imagination in an attempt to find its true nature. The poem celebrates his joy of finding his limitless and unbounded self identifying with the universal spirit. It is a journey from the individual self to the universal self. The poet expresses himself joyfully with the ‘original energy of nature which is unchecked and in exhaustive. The opening lines prepare the readers for an unprecedented flight of imagination. â€Å"He says, I CELEBRATE myself, and sing myself, And what I assume you shall assume, For every atom belonging to me as good belongs to you. † (Section-1) Whitman directly expresses the universality of the self and indirectly suggests the equality of all. He expresses the true nature of the self. He feels it is common to all and everyone has the same self. Everyone in the world has an equal claim on this world. He identifies his physical self and makes a distinction between the physical self of the poet and universal self of the poet. In the third stanza he says, †¦. form’d from this soil, this air, Born here of parents born here from parents the same, and their parents the same, I, now thirty-seven years old in perfect health begin, Hoping to cease not till death. (Section-1) The identity of the poet is revealed here. He was born to his parents and he was thirty seven years old enjoying robust health. These lines throw light on the personal life of the author. With this identity he starts his journey into the realms of freedom and equality where he finds himself perfectly in tune with the universe. He enjoys himself in his physical self and feels contented. He has neither worries nor any anxieties. He does not consider this life as preparation for the next. He is absolutely happy about his life and happy about what he is. The mention of soil and air clearly reveal that he is conscious of the world where he has come from. The poet is very happy with this beautiful world. The fresh air breathes new spirit in him. He identifies himself with nature and he wants to be as close to nature. He does not like anything to come in between himself and nature. He wants to be honest with nature. Here, we find the poet equating nakedness with honesty. He says, I will go to the bank by the wood and become undisguised and naked, I am mad for it to be in contact with me. (Section-2) He rejoices himself being close to nature. The proximity with nature gives him vitality and strength. He totally identifies himself with the soil, water and air. He says, My respiration and inspiration, the beating of my heart, the passing of blood and air through my lungs, The sniff of green leaves and dry leaves, and of the shore. (Section-2) The poet celebrates himself for being a part of such wonderful nature. He is neither worried nor concerned about any thing that may happen in future. He is very much concerned with the present. He is down to the earth practical, and at the same time, he expresses the wisdom of living in the present instead of thinking about future and worrying about the past. He expresses his happiness saying, â€Å"I am satisfied—I see, dance, laugh, and sing. † He has no complaints about the present and his presence in this world. He says he is not blind to the problems and evil in this world. But he does not allow them to spoil his happiness and his celebration. His reference to â€Å"myself† refers to his soul. It is the essence of his personality. He identifies the soul of the speaker is the soul in everyone. It is the universal self. It is quite untouched by the sufferings of the world. In fact, Whitman identifies the speaker of the poem with the birth of his poetic self. The newly born poet finds himself joyful and happy. The poet mentions that the spirit of the poet is a brother of god. He says, â€Å"And I know that the hand of God is the promise of my own, And I know that the spirit of God is the brother of my own, And that all the men ever born are also my brothers, and the women and my sisters and lovers, And that a kelson of the creation is love. † (Section-5) Whitman says the new self of the poet identifies itself with everything in nature. It identifies itself with a blade of grass. He feels the grass represents the same what a man represents. The awakened self of the poet strikes a common cord with the creative forces of the world. He says: A child said What is the grass? fetching it to me with full hands, How could I answer the child? I do not know what it is anymore than he. The grass stands as symbol for equality. It also represents the creative spirit in the world. He then goes on listing the things he has seen in American life, the joys, the worries, the celebration of the human race and celebration of everyday life. He describes the people he has met on his travels. He accepts them all without any complaints against them. Here, the poet shows his maturity of understanding and his modesty in accepting everything that life offers him. He does not question anything nor suspect any one. He describes himself as a lover of life. He says in the section 13 of the poem, he is a caresser of life wherever moving, backward as well as forward sluing. Absorbing all to myself and for this song. (Section-13) He strikes a beautiful comparison between his nature and the grass. He says: This is the grass that grows wherever the land is and the water is, this the common air that bathes the globe. As the grass grows every where he also respects everything and everyone in this world. He says, I play not marches for accepted victors only, I play marches for conquerd and slain persons, and I will not have a single person slighted or left away. (Section-18) Thus, the speaker in the poem, the new born poet shows a compassionate spirit and rejoices himself. The intensity in the search for the true meaning increases as the poem progresses. He asks in a philosophical tone, â€Å"Who goes there? Hankering, gross, mystical, nude: How is it I extract strength from the beef I eat? What is a man anyhow? What am I? What are you? † He is not dazzled by these questions nor withdraws himself to silence. He expresses himself and answers the questions he has raised. He says, In all people I see myself, none more and not one a barley-corn less, And the good or bad I say of myself I say of them. (Section-20) He also adds saying, I am the poet of the Body and I am the poet of the Soul, the pleasures of heaven are with me and pains of hell are with me. (Section-21) He rightly expresses that his poetry is a combination of both body and soul. There is something for the soul and there is something for the body. He mixes these things as naturally as a forest mixes different trees. His poetry is not like a cultivated garden. It is like a jungle. It is full of nature’s bounty. It is full of variety and it is vast. Just like the poem, the poet’s self grows to be the universal self and identifies itself with multitude of people and the creation in the world. The poet’s self grows beyond any limits and reaches the borders of vast expanses. The true self of the poet is no different from the vast and expanding world of his poetry. He grows as a man; his self grows to be a universal self and his soul ripens with wisdom and understanding, having made the entire tumultuous journey. He makes it clear that his poetic voice and his realization of his true self are not two different things. They are like the twins. He says, â€Å"My voice goes after what my eyes cannot reach, With the twirl of my tongue I encompass world and volumes of worlds. Speech is the twin of my vision, it is unequal to measure itself, It provokes me forever, it says sarcastically, Walt you contain enough, why dont you let it out then? † (section-25) The poet’s identity of his voice with his poetic vision is a major leap in the journey. He realizes that the two senses reveal the same reality that he finds. He goes on exploring further and he says, I believe a leaf of grass is no less than the journey work of the stars. (Section-31) Here, he realizes the some living force behind all the things in the world which makes them equal. He feels he is perfectly at home with everything in the world. He has no complaints nor any plans for improvement. He enjoys the sight of animals which are placid and self-contained. They are in absolute peace. He wants to live with them in that condition. He spends his time looking at them for a long time. He denounces the worries and frustrations of people as meaningless. The poet realizes the uniqueness of this realization and treats it with all the specialty and respect it commands. In the section 39 he begins speaking about himself in the third person. It is an indirect reference to what he has realized in the course of his journey. In that state of mind, wherever the poet goes he is respected and admired. He becomes the most liked person. He says, Wherever he goes men and women accept and desire him, They desire he should like them, touch them, speak to them, stay with them. He assumes the role of a guide and wants to lead the people with his realization. He says, â€Å"I launch all men and women forward with me into the Unknown. † Thus, the poet finds himself in a new role after the journey. He feels the realization he has, made him unique and this experience will be useful to the people who need guidance amid their turbulent lives.

Business Law Essay Example for Free

Business Law Essay An agreement must contain four essential ingredients to be regarded as a contract. These four elements are offer, acceptance, Intention of legal consequences, and consideration. If any one of them is missing, the agreement will not be legally binding. An offer is defined as the manifestation of the â€Å"willingness to enter into a bargain so made as to justify another person in understanding that his assent to the bargain is invited and will conclude it. † There must be a definite, clearly stated offer to do something. An offer does not include ball park estimates, requests for proposals, expressions of interest, or letters of intent. An offer will lapse when the time for acceptance expires, if the offer is withdrawn before it is accepted, or after a reasonable time in the circumstances (generally the greater the value of the contract, the longer the life of the offer). Only what is offered can be accepted. This means that the offer must be accepted exactly as offered without conditions. If any new terms are suggested this is regarded as a counter offer which can be accepted or rejected. There can be many offers and counter offers before there is an agreement. It is not important who makes the final offer, it is the acceptance of that offer that brings the negotiations to an end by establishing the terms and conditions of the contract. Acceptance can be given verbally, in writing, or inferred by action which clearly indicates acceptance (performance of the contract). In any case, the acceptance must conform to the method prescribed by the offerer for it to be effective. A contract requires that the parties intend to enter into a legally binding agreement. That is, the parties entering into the contract must intend to create legal relations and must understand that the agreement can be enforced by law. The intention to create legal relations is presumed, so the contract doesnt have to expressly state that you understand and intend legal consequences to follow. If the parties to a contract decide not to be legally bound, this must be clearly stated in the contract for it not to be legally enforceable. In order for a contract to be binding it must be supported by valuable consideration. Consideration consists of either a benefit to the promisor or a detriment to the promisee. That is to say, one party promises to do something in return for a promise from the other party to provide a benefit of value (the consideration). Consideration is what each party gives to the other as the agreed price for the others promises. Usually the consideration is the payment of money but it need not be; it can be anything of value including the promise not to do something, or to refrain from exercising some right. The payment doesnt need to be a fair payment. The courts will not intervene where one party has made a hard bargain unless fraud, duress or unconscionable conduct is involved. When there is a breach of contract, an unexcused failure to perform, the other party is usually given damages, rather than specific performance. The rules of damages vary, but are usually intended to make the injured party whole. A party who was supposed to be paid something for that partys performance gets the amount of the payment due, if the performance has been rendered. A party who was supposed to get something of value sometimes gets the difference between the price agreed and the market price. Or, if the party has already paid the paying party sometimes gets the money back.

Research: Sustainability Policy for EU Islands

Research: Sustainability Policy for EU Islands EU Island-Friendly Policymaking – Malta’s case Charlon Joseph Abela For us small island developing States, the question of sustainability is not an abstruse, arcane concern. It is rather a matter that affects the very nature of our existence. H.E. Mr L.Erskine Sandiford Prime Minister of Barbados[1] Table of Contents Abstract European Union policy is not considered to be one which well reflects the sustainability challenges which islands continuously face. The EU policy approach as regards sustainability issues has been regarded as an incremental and a fragmented one. This paper seeks to identify the main sustainability challenges faces by EU islands and strives for the achievement of their awareness. The current definition of islands is also noted. Here, the problem lies on the fact that the definition of islands is rather restrictive and consequently excludes island states. Additionally, one should also not the fact that both insularity as well as peripherality fall within any of the categories of the Union’s Impact Assessment guidelines. One of the main problems which put European islands at a disadvantage is that since they are found in different administrative strata of the EU, a lack of harmonisation vis-à  -vis statistical data and other elements exists. This hinders the efficient monitoring of sustainable development. Malta’s role in stressing these problems as suffered by European islands will be considered in the light of the European Union’s policy-making. Keywords: European Union, Sustainability Challenges, Definition, Impact Assessment guidelines, Harmonisation, Policy-Making. Research Question Starting off from the theories of the main proponents on the subject of Sustainable Development the author of this paper seeks to discover how European Union (EU) policy making is addressing sustainability challenges in island states and how this is seen from the perspective of the concerned stakeholders. In this context, a case study would be the best general method to observe the impact of these policies. Malta’s Mistra case will be analysed. Literature Review One may ask why the issue of sustainable development is found in political science and not within ecosystem theory or human ecology. The reason for this is that most academic debate is led and dominated by economic theories which reflect the preference for economic capital and monetary valuation. Cost-benefit analysis and normative policy theory also fall within these theories. (e.g. Vatn and Bromley, 1994; Victor, 1991; Gutà ©s, 1996; Munda, 1996; Gowdy, 2003). The 1992, action plan of the United Nations about sustainable development, more famously known as Agenda 21, called for the countries’ development of National Sustainable Development Strategies (NSDSs). This plan recognized the need that key decisions had to be taken at a national level together with stakeholders. Before delving deeply into the challenges of Sustainable Development one has to look at various scholars (and organisations) who discussed this subject and observe their definitions and believes. The roots of sustainable development challenges come from the concepts of economical and social sound developments that in sum demands a drastic change in one’s methods of production, innovation, decision-making, scientific understanding and problem-oriented research (Ashford, 2002; Rammel, 2003; Funtovicz and Ravetz, 1994). According to the Malta Environment and Planning Authority (MEPA) sustainable development results from the â€Å"concern over the social and environmental impacts of economic development† and â€Å"aims to achieve progress through ‘win-win-win’ solutions based on the integration of environment, economic and social policy objectives†.[2] Discussing sustainable development one has to look at the Conventional forms of development and at the Sustainable development model. Approaches of a conventional nature say that in line with globalisation modernization will take place. According to David Pepper (1996) modernization and progress of society depends on two variables that are, how much structurally specialised it is and how differentiated it is. This theory closely relates to an ego-centric growth and one’s personal advance. However, one of the impacts of modernization is the devastating effect on nature. This includes wilderness transformation to natural parks, deforestation and river harnessing for energy generation. According to Thomas C. Bell from the U.S Water News, in the context of hydropower dams these have been the cause of negative impacts on the rivers’ ecosystems.[3] According to Walt Whitman Rostow (1960), within the Conventional model, the society is seen to pass from various stages of economic growth which he splits up into five categories, that are, 1)Traditional Society; 2) Preconditions for take-off; 3) Take-off; 4) Drive to maturity; and 5) Age of high mass consumption. With ‘Take-off’ there is the emergence of new industries and new entrepreneurial classes while during the ‘maturity’ stage economic growth exceeds population growth. At the final state, the society’s mass consumption allows the introduction of social welfare (Pepper 1996).[4] Such a model proposes a linear development which presents the necessity for Third World societies to reach development of a Western style. However, in opposition to this idea of linear development John Barry (1999) believes that there is no such development which may be guaranteed for modern society and such development is not to be necessarily harmonious between countr ies. A number of models of environmental development have been created in order to replace the previous development paradigms. According to Mark Roseland (2000) these new models consider social change, the advancement of social equity, the expansion of organisational effectiveness and the building to human and technical capabilities aiming at sustainability. Within these new models, sustainability, asks for the protection of the base of natural resources upon which further development lies. This environmental development model is not solely directed towards the protection of nature but also at the creation of an ecological society that lives harmonized with nature. Such a society, demands that economic activity and human progress by no means necessitate the ruin of nature. According to Susan Baker (2006) â€Å"Sustainable development is part of new efforts, albeit tentative to integrate environmental, economic and (more recently) social considerations into a new development paradigm.†[5] Aims The following are the main aims of the study: What are the interpretations and ways of implementation of the policy in the national context? What are the main sustainability issues, policy design, implementation ideas and resultant changes to land use? How sustainable are the criteria? What is the impact on the 9 Land Use Functions (LUF)? What are the sustainability framework indicators? Methodology The methodology used in this study is based on the general principles of the SENSOR protocol. This protocol was established to carry out surveys in 4 SENSOR[6] sensitive areas, mainly: Coastal regions Post-industrial regions Mountainous regions Island regions Because of the lack of direction and missing documented examples of participatory approaches to the Impact Assessment, a methodological framework for the involvement of stakeholders in the Sustainability Impact Assessment (SIA) is analyzed in the background of the policies developed as part of the SENSOR project, especially as regards the use of European land. [7] The Framework Programme for Participatory Impact Assessment (FoPIA) design enables the assessment of policy effects that are considered to be sensitive to national, regional and local sustainability concerns by gathering and connecting the expertise of the national, regional and local stakeholders who do play a vital role in the analysis process. Situations within the SENSOR project allude to potential variation in European policy as a result of perceived sustainable development challenges. Scenarios which possibly may involve a blend of policy instruments including legislation, subsidies and taxes, are thoroughly comparatively studied in a counterfactual or baseline setting for the exhibition of situations in which the policy is not implemented. These settings are then made subject to the Sustainability Impact Assessment (SIA) which involves the selection and investigation of the sustainability criteria and indicators that reflect main concerns related to the sustainability of land use. Impact assessments and sustainability limits are acknowledged by the stakeholders’ knowledge of the present socio-economic and environmental status of the region. Now that a basic understanding of the FoPIA has been delivered, one can delve into its various stages. These stages will be the main methodology through which information will be gathered for this study. The FoPIA is founded on 5 blocks within the European Environment Agency, that are, the Driver; Pressure; State; Impact; and Response. Driver, refers to sustainability issues that drive / generate interest in a particular policy. Pressure, refers to variations in the use of land as a result of changes in policy. State and Impact, refer to the resultant changes in the spheres of society, economics and environment. Finally, Response, refers to the policy makers’ final decisions according to their knowledge from information gathered from the assessment’s technical output. Normally, this final category is seen to be outside of the Sustainability Impact Assessment Tool (SIAT). For effective data gathering, the FoPIA is based on a Stakeholder-approach. This method is divided into two phases. The first phase consults stakeholders in semi-structured interviews while in the second phase the stakeholders are gathered and participate in a Sustainability Impact Assessment (SIA) workshop. The FoPIA approach presents ue with a methodological journey from problem definition to the stakeholders’ feedback. Figure 1 illustrates the logical structure of the FoPIA. Figure 1 The following sections show how this method can be applied in detail. Phase 1. This phase commences with the critical study of the policy’s national interpretations and ways of implementation in the context of the main sustainability issues and difficulties. This is achieved through semi-structured interviews with the concerned policy makers who operate both at national level as well as those who represent the national interest at an EU level. Generally, these are representatives coming from the government’s departments. However, members of working groups and members of specifically-set advisory panels are also interviewed. Another set of interviews is done with regional stakeholders. These interviews focus on the change of land use that will take place when the policy is implemented. These stakeholders are chosen from government departments and those involved in decision making, which are specifically concerned with the policy in question. Interviewed stakeholders may also be chosen from the ‘land’ representatives and interest groups. The method used for these interviews is that of Snowball Sampling and is to be done through email correspondence or by telephone. Each interview is based on a topic guide asking questions on sustainability issues, policy design and implementation as well as the resultant changes in land use. All interviews have to pass through three stages: Recording Transcription Analysis Content analysis involves the highlighting of the key themes mentioned and the results are to be used as the foundation for draft of possible scenarios. This information is to be forwarded to the Sustainability Impact Assessment (SIA) workshop. Phase 2. This phase involves the SIA workshop, which brings together all the stakeholders in Phase 1. Throughout the workshop, the stakeholders execute analysis of sustainability criteria. Additionally an assessment of the consequent changes resulting from the policy in question, within the social, environmental and economic indicators is done. Any new indicator values are contrasted with the sustainability limits laid down by the stakeholders. Finally, criteria are reassessed in order to highlight the stakeholders’ preferences. In the beginning of the SIA workshop the team leading the study presents a prà ©cis of the findings discovered from the interviews in the first phase. Stakeholders, then discuss these points and if an agreement is achieved the points may be amended to reflect more precisely any possible recent policy development. Following is a definition and assessment of the main sustainability criteria in the context of the land use. This stage requires a moderated discussion and a scoring exercise which are followed by another discussion in order to achieve agreement on the criteria scores. The discussion on sustainability criteria is based in nine Land Use Functions (LUF) which are to be presented by the moderator. These 9 LUFs are categorised as follows:[8] Social functions: Cultural Health and Recreation Provision of work Economic functions: Residential and non land-based industries and services Land-based production Infrastructure and mobility Environmental functions: Provision of abiotic resources Provision of habitat Maintenance of ecosystem processes Each of these nine functions are passed through a process of scoring ranging from ‘1’ to ‘10’. A score of ‘1’ shows low importance while that of ‘10’ signifies extremely high importance. After the scoring phase, the stakeholders can defend or reconsider their scores as a result of new information/understanding from other participants. This enables ‘social learning ‘(Henkens et al. 2007). An average of the scores is drawn, however, if any participant changes his/her score the average can only be amended by consensus from all participants. Following, definition and agreement on sustainability framework indicators are sought. These are then used for an impact assessment of each policy scenario. These Land Use Function Criteria Indicators (LUFCI) are obtained from the previous stage. This stage, seeks to link impacts and sustainability issues brought up by the stakeholders. Stakeholders agree on a list of LUFCIs in the previous stage. In this stage they agree upon LUFCIs are used for the performance of an impact assessment on each policy scenario. Again, the participants have to provide a score on each LUFCI ranging from -3 to 3. ‘-3’ denotes a strong negative impact, while a ‘+3’ denotes a very positive impact. These predictions are to be made on a time period of 25 years. As in previous stages, an average score is worked out. Stakeholders discuss together the average of the LUFCIs which enables social learning on a basis of the differences between their opinions. During this stage, acceptability of the resultant impacts is assessed. Each LUFCI is set a minimum standard (also referred to as a ‘sustainability limit’) which again after individual scoring is followed by discussion. Participants should assess each LUFCI and choose whether their approach is sustainable or unsustainable. Again score vary from -3 to +3. Now, stakeholders should again analyse the LUFC in the background of the impact assessment in order to extract the stakeholders’ preferences for the policy scenarios. This stage is highlighted by the consideration of trade-offs which might result both from positive and negative impacts. Participants are again asked to provide a score which ranges from 1 to 9, whereby a score of ‘1’ denotes the least importance. As before, an average score is calculated, discussed and amended only if all agree. This final session involves another discussion of both the process as well as of the final results of the SIA. This allows all participants to reflect on the output and to consider the providing of feedback on the methods used, materials and research inputs adopted. This session is divided as follows: A presentation of the summary of the workshop results The stakeholders discuss results Participants should highlight any point with which they agreed or disagreed throughout the running of the study including the methodological aspect This includes the highlighting of parts which required further clarifications The participants should provide their feedback on whether they believe that this FoPIA based study is efficient in within the set context and whether they believe that there will be any analytical and political achievements. Finally, participants should point out if they enjoyed the study’s methodological part and if they believe that there were any setbacks. They should also suggest any possible improvements. References Blewitt John, Understanding Sustainable Development, TJ International, 2008 Baker Susan, Sustainable Development, Routledge, 2006 Sustainable Development Strategies: A Resource Book, Organisation for Economic Co-operation and Development, Paris and United Nations Development Programme, New York, 2002 Sustainable Development: New Research, Abate Gugsa et al. Maples D. Alexander (Editor), Nova Science Publishers, Inc. 2005 Trade, Climate Change and Sustainable Development: Key Issues for Developing Countries; International Centre for Trade and Sustainable Development (http://ictsd.net/downloads/2008/08/mauritius-complete-policy-paper.pdf) (accessed on 20th December 2013) Pierce Roger, Research Methods in Politics: a practical guide, TJ International Ltd, 2008 Morris Jake, Sustainability Impact Assessment: Tools for Environmental, Social and Economic Effect of Multifunctional Land Use in European Regions. Session 3: FOPIA – A new methods engaging regional stakeholders in Impact Assessment. Accessed from http://tran.zalf.de/home_ip-sensor/newsevents/brussels/09_Tabbush_SNESOR_final_policy_day.pdf (accessed on 22nd December 2013) Morris Jake Berton, Tassone Valentina, De Groot Rudolf, Camilleri Marguerite and Moncada Stefano, A Framework for Participatory Impact Assessment: Involving Stakeholders in European Policy Making, a Case Study of Land Use Change in Malta, Ecology and Society 16(1): 12, Published under the license by the Resilience Alliance http://www.mepa.org.mt/sustainabledevelopment (accessed on 22nd December 2013) http://www.timesofmalta.com/articles/view/20131030/local/ngo-insists-proposed-mistra-deveopment-is-unacceptable.492552#.UsPN0_RDt_Q (accessed on 23rd October 2013) 1 [1] Opening statement to the UN Global Conference on the Sustainable Development of Small Island Developing States. Barbados, 26 April – 6 May 1994. [2] http://www.mepa.org.mt/sustainabledevelopment (accessed on 21st December 2013) [3] Bell Thomas C. , U.S. Water News, 1995 [4] Baker Susan, Sustainable Development, Routledge, 2006 [5] Baker Susan, Sustainable Development, Routledge, 2006 [6] SENSOR project: Sustainability Impact Assessment: Tools for Environmental, Social and Economic Effects of Multifunctional Land Use in European Regions. This is an integrated project funded under the European Commission’s sixth Framework Programme, that is, a Framework Programme for Participatory Impact Assessment (FOPIA). The FoPIA is a set of research methods that altogether facilitates the understanding of the involvement of national, regional and local stakeholders as regards the assessments of policy impacts on European land use. [7] Morris Jake Berton, Tassone Valentina, De Groot Rudolf, Camilleri Marguerite and Moncada Stefano, A Framework for Participatory Impact Assessment: Involving Stakeholders in European Policy Making, a Case Study of Land Use Change in Malta, Ecology and Society 16(1): 12, Published under the license by the Resilience Alliance [8] Morris Jake, Sustainability Impact Assessment: Tools for Environmental, Social and Economic Effect of Multifunctional Land Use in European Regions. Session 3: FOPIA – A new methods engaging regional stakeholders in Impact Assessment. Accessed from http://tran.zalf.de/home_ip-sensor/newsevents/brussels/09_Tabbush_SNESOR_final_policy_day.pdf (22nd December 2013) Why was Captain Jack Famous Across the Nation? Why was Captain Jack Famous Across the Nation? Name: Jacob J. Ervine Kintpuash was a Modoc Indian Chief, but it was easier for white settlers from Yreka to call him Captain Jack. Captain Jack was famous across America and the world because of the huge impact he and his band of freedom fighters had fighting against the Army for their tribal lands. This small group of Modocs held off against the might of the U.S. Army that spent hundreds of thousands of dollars and almost a year perusing them. The Modoc War last between 1872 and 1873 and was a desperate struggle for the Modocs. The life and death of Captain Jack is important when understanding the fame behind this modern day folk hero. The Ben Wright massacre was highly influential on Kintpuash. Ben Wright and his men from Yreka killed more than thirty Modoc Indians under a flag of truce. Captain Jack saw his father murdered during the massacre in 1852. The Modoc Indians never forget this atrocity and would influence Kintpuash on the broken promises and deceitfulness of settlers. In 1864 a treaty was signed with the Klamath, Modoc, and Yahooskin Indians to give up their lands to live on a shared Indian Reservation east of Klamath. The problems that plagued the Modocs on the Klamath Reservation stemmed from both the infighting of the other tribes and the ratification being stalled. The Modocs were ill-treated and abused by the Klamath Indians, The Klamath ceaselessly annoyed them with threats and insults. Alfred B. Meacham. The tribes were hard-pressed to cooperate and supplies were often late. In 1865 Kintpuash appealed to the Offices of the Reservation, but was ignored. Kintpuash angrily lead his people back to Modoc Lands. When they returned the discovered that their ancestral homelands were being taken over by white settlers. To earn money to survive, several Modocs worked on farms as hands and Kintpuash rented his lands and worked in Yreka where he got his nickname, Captain Jack. In 1869 Soldiers brought the Modocs back to the Reservation, but nothing had changed so the Modoc returned to their lands once again. In 1872 the Army was called to return the Modoc to the reservation, forcibly if needed. Captain Jack wanted to avoid conflict, but the situation intensified when they were asked to drop their weapons. Scar Face Charlie and Lieutenant Botell shot at each other, but missed. Both sides retaliated and this skirmish was known as The Lost River Battle. The Modocs retreated to the modern-day lava beds. The militia attacked a separate Modoc Camp lead by Hooker Jim, and in response the Modocs lead by Hooker Jim killed over a dozen settlers. Afterwards Hooker Jim and other Modocs joined Captain Jacks Stronghold in the Lava Beds. The war against the Indians was highly publicized throughout the country as conflict often is. It was expected that the Modoc would be quickly defeated by the Army. Considering how outnumbered the Modoc were. War was not favored by all people, but these were mostly humanitarian and religious groups. President Grant said he would use a peace policy. However, the policy demanded that Indians remain on reservations, but the Modoc would not return to the Klam ath Reservation. There were approximately fifty-five Modoc men and their families in Captain Jacks Stronghold. The Stronghold is one of the most if not the most defensible places in the United States. The Stronghold was fortified and small skirmishes ensued until the first battle. In January 17, 1873, the U.S. Army outnumbered the Modocs six to one and attempted to advance on the Stronghold. Aided by the fog the Modocs killed 40 soldiers including five officers. The Modocs had no casualties and this prompted a Peace Commission. Captain Jack was insulted by his own people for negotiating and opting for peace. They forced him to wear womens clothing during meetings. The Modocs thought if the American leaders were killed they would leave. Captain Jack agreed if their demands werent met. On April 11, 1873 negotiators, General Canby, and Reverend Thomas were killed on Captain Jacks alleged command and all peace talks ended. The fighting continued in the Second Battle, the Battle of Sand Butte, and The Battle of Dry Lake where the War turned against the Modoc. On May 10, 1973, the Modoc attacked a U.S. Army Camp at Dry Lake. The Army defended themselves and rushed the Modoc killing five Modocs including Ellens Man, a famous member of the group, which lead to the fracture of the Modoc groups. The Modoc had to flee the Stronghold and were in desperate need of water and food. The dissent caused Hooker Jim to surrender and agree to capture Captain Jack in exchange for Amnesty. On June 1, 1873 Captain Jack surrendered after fighting the U.S. Army for 7 months. In Fort Klamath Captain Jack was tried as a war criminal. Captain Jack was translated for and told that he only wanted peace. 6 men were found guilty of breaking laws of war for murder, breaking 7 laws. Throughout the nation sympathizers of Captain Jack asked for clemency. President Grant allowed two men to served prison sentences at Alcatraz Prison. Ca ptain Jack, Boston Charlie, Black Jim, and Schonchin John were sentenced to hang. For months, they were interviewed by reporters and pictures of the condemned were sold. The Fort became a tourist attraction and the execution was highly publicized. The purpose was to make an example of them for other Indians to reflect on. On October 3, 1873, after the hanging, the men were decapitated and sent to Washington D.C. Alfred B. Meacham went on to produce an Indian lecture tour that defended the Modoc that tried to kill him. Meacham was a friend to the Indians and a Humanitarian who wanted to shed a new light onto the plight of the Modoc. Whether famous or infamous the news across the country surrounded Captain Jack and The Modoc War. His impact was felt worldwide as stories reached England and beyond. The chapter in our national history which tells our dealings with the Indian tribes will be one of the darkest and most disgraceful in our annuals. Alfred B. Meacham. Captain Jack was famous across the nation because he and his band of Modocs defied the odds and took on the U.S. Army that outnumbered them and had superior equipment. The resourcefulness of the Modocs and the use of the highly defensible lava flows and caves allowed them to hold out for 7 months. Humanitarians saw the Modocs as fighting for a righteous cause against overpowering opposition. Captain Jack had always opted for peace, and in the trial, he said that he was opposed to murder of the two Peace Commissioners. Because he didnt speak English the translations were thought to be speculative. The Modoc War was so famous that it attracted tourism and memorabilia. It showed the wrongdoings of the settlers and government in the public idea that started a paradigm shift. That perhaps the Indians were not the aggressors, but the victims. BIBILIOGRAPHY RESEARCH LISTS Books Landrum, Francis S. Guardhouse, Gallows, and Graves: The Trial and Execution of Indian Prisoners of the Modoc Indian War by the U.S. Army, 1873. Klamath Falls, Or: Klamath County Museum, 1988. Eyewitness Accounts The Modoc War . TV | OPB. Television, Radio News for Oregon and Southwest Washington . Home | OPB. n.d. http://www.opb.org/television/programs/oregonexperience/segment/the-modoc-war-/. Recent Online Sources Most, Stephen. The Treaty of 1864. Oregon History Project. Last modified 2003. https://oregonhistoryproject.org/narratives/nature-and-history-in-the-klamath-basin/inhabiting-the-land/the-treaty-of-1864/#.WM87DqK1uUk. Kintpuash New World Encyclopedia. Info:Main Page New World Encyclopedia. Last modified May 29, 2013. http://www.newworldencyclopedia.org/entry/Kintpuash. CAPTAIN JACK, Modoc Indian Warrior Battle of Lost River Klamath Reservation. CALIFORNIA INDIAN EDUCATION CALIE Educational Tribal Website of Calif Native American Indians Families Reservation and Urban Communities of North America USA Southern CA. Accessed March 19, 2017. http://www.californiaindianeducation.org/famous_indian_chiefs/captain_jack/. Mark, Stephen. Modoc War. The Oregon Encyclopedia. Accessed March 19, 2017. https://oregonencyclopedia.org/articles/modoc_war/#.WM9teqK1uUk. IMPROVEMENT I tried to write the facts I saw in my own words on the previous discussion. The material was limited even on the Audubon Society website so I didnt have a lot to work with. I tried harder to make sure it wasnt just copy and paste.