What Is The History Of Vietnamese Migration - 960 Words

SGP Draft 1 What is the history of Vietnamese migration? The migration of Vietnamese to Australia is relatively recent and has occurred in the last 40 years. The migration can be categorized into three periods: 1. Pre-1975 2. Refugee resettlement during 1975-1985 3. Family reunion Before 1975, not many Vietnamese migrated to Australia. In 1958, due to the Colombo Plan, Vietnamese students started to arrive in Australia to study at universities. However, after finishing their courses, most of the students would return to Vietnam. The Vietnam War began in 1955, resulting in Australia committing combat troops to Vietnam to support the US Government. In 1975, the Australian Government completely withdraw from the Vietnam War. When the soldiers returned home, some had married Vietnamese and brought them back with them. ‘Operation Baby lift’ details the evacuation of Vietnamese orphans from Saigon to Bangkok, some of which were adopted by Australian families. Therefore, in 1975 there were only around 1000 Vietnam-born people in Australia. Why did the Vietnamese migrate to Australia? As a result of the Vietnam War, many Vietnamese sought refugee and fled their country in fear of persecution. Vietnamese refugees first fled to neighbouring refugee camps in southeast Asia. Later, wealthier countries such as Australia, France, Canada and Untied States accepted many of refugees into their country. Within the refugee resettlement stage, it could be broken down into fourShow MoreRelatedUnited States s Speech On Immigration System1091 Words   |  5 PagesFinal Paper Introduction Migration has been process for the whole history of human being. People roamed to seek for available livestock, new land for settlement and place for hunting and fishery. And these process has been processed until today around the world, despite for more reasons and subjects. For more than 200 years, our tradition of welcoming immigrants from around the world has given us a tremendous advantage over other nations.(Lindsey, 2014) Obama stated to begin his speech about immigrationRead MoreVietnamese Immigration Essay795 Words   |  4 Pagesï » ¿6/25/12 Paper One Vietnamese Immigration Supposedly, the history of Vietnamese immigration to the United States is â€Å"relatively recent.† (Povell) Prior to 1975, most Vietnamese residing in the US were wives and children to American servicemen in Vietnam. In 1975, the ‘Fall of the Saigon’ marked the end of the Vietnam War, which prompted the first of two main waves of Vietnamese emigration towards the US. The first wave included Vietnamese who had helped the US in the war and â€Å"feared reprisalsRead MoreLanguage Fits Over Experience Like A Straight Jacket1176 Words   |  5 Pagesexpress our thoughts and emotions in their truest forms. But, who would we be without language? Lacking the ability to communicate would take away from our understanding of the world and people around us. This understanding of our place in society, is what forms our identity, because it sets us apart from others. How could we know good, if there was no such thing as bad? The meaning of the word â€Å"good,† would be rendered useless without the existence of â€Å"bad.† Similarly, our identity depends on not onlyRead MoreAged Population in Vietnam1035 Words   |  4 Pages *What is a demographic? â€Å"A demographic is the study of human populations in terms of size, density, location, age, gender, race, occupation, and other statistics. The demographic environment is of major interest to marketers because it involves people, and people make up markets† (Course Book – Principle of marketing) ïÆ' ° Demographic is a group of consumers that has a mutual collection of market-relevant attributes. It can be any number of people that share the same time frame. 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For migrants from diasporic communities, assimilating to the Western identity while trying to maintain the cultural heritage is not an easy task, especially during the 20th century, where racial discrimination played a large role in impeding multiculturalism. I believ e my childhood experiences isRead MoreShikhar Giri. Professor Sinclair. History-1302. 07 January,1580 Words   |  7 PagesShikhar Giri Professor Sinclair History-1302 07 January, 2017 Final Assignment 1. How and why did FDR and the New Deal fundamentally transform America? In your answer, consider the changes related to business, farmers, laborers, minorities, and politics. What were the limits of the New Deal? What was its legacy? The New Deal was a movement of undertakings, including, most noticeably, Government managed savings, that were built up in the Unified States in the region of 1933 and 1938, and a coupleRead MoreGlobalization Is The Key Of Success For All Countries1183 Words   |  5 Pagestoward the information, financial, economics, and trade as well as communication integration†. It is a crucial process, where people do business on an international scale. 2.2History The industrial revolution is the most important period in the history of globalization because there is a significant increase in quality and quantity of product. After this, business relation was increased due to exchange of goods. So that, pre globalization was started after the First World War. Now, it opens theRead MoreEssay on Vietnamese Americans3140 Words   |  13 Pagespaper will discuss Vietnamese Americans and their journey to America. I will talk about how these incredible and resilient people fought to succeed it a world that seemed to hold the odds against them. The culture, beliefs, and challenges of Vietnamese people are a precise paradigm of their strength and perseverance. Unfortunately, Vietnamese Americans make up only a small percent of the total American Population today. There are many stereotypes associated with the Vietnamese, but the truth isRead MoreEthics, Law And The History Of The Global Finance Capital1080 Words   |  5 PagesAnna C Reiff Professor McBride Senior Seminar: Ethics, Law and the History of the Global Finance Capital December 14, 2016 Finance and Funding in United States Refugee Resettlement: A System Evaluation The United States resettles thousands of refugees every year from all over the globe. Once a refugee goes through an application process and is approved to be resettled in the United States, the official process of resettlement can begin. 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I Was A Little Nervous - 2057 Words

At the beginning of the semester, I can honestly say I had no idea what to expect with this class. All I knew was that I had to take one of the possible three choices to go towards my Education English Minor. For quite a few years now I have begun to read more than I ever had in my life. Growing up as a child I never wanted to read, unless it was with my grandmother, and even then, I had to be in a specific mood. Still, even though I have been reading, I can promise you they are not any highly-prized novels; most of them are all romance novels. Because of these experiences, and after entering the classroom and finding out what novels we would be reading, I became a little nervous. My reader experiences before this class had been very†¦show more content†¦I have learned to see the importance in breaking a text apart to find the deeper meaning, and how there almost always is one if you’re willing to search for it. In connection with what I have said, I have also enjoyed making connections with the text; connections to myself and connections to the world. Even if I did not particularly enjoy the text we were reading, my appreciation for it was still there. In the past, if I hated a book that was pretty much it and I wouldn’t give it a second thought. Now, however, things have changed. For example, I did not particularly enjoy reading the Mary Rowlandson text. Even though I didn’t enjoy reading the text, particularly, I did enjoy listening to and taking part in, the conversations in the class that came out of the text. I can also appreciate the possibilities of why she wrote it, and what the implications have been because it was written. If I had to choose one thing in particular that I enjoyed the least, I know you’re going to hate me for this, but it was probably the poetry. I know you have said that it is a clichà © to say, â€Å"I have never really understood poetry,† but for me, I still feel that is relevant. I have never really been exposed to poetry, to be honest. Throughout elementary, the only time I was ever really exposed was during speech competitions my small private school put on in which we had the option to try and memorize. In upper levels ofShow MoreRelatedI Was A Little Nervous1155 Words   |  5 Pageswords): I was a little nervous about not only trying to perform the Stunning Spell, but also having this spell cast upon me, due to the fact that it renders it’s victim unconscious. I also did not expect the effect to be instantaneous. Once my partner was ready and stood surrounded by cushions, I raised my wand and brought it back down in a quick slashing motion, â€Å"Stupefy!†. As a flash of blue light left my wand towards my partner, she immediately fell backwards onto the cushions. I found it quiteRead MoreLife in Navy Boot Camp Essay813 Words   |  4 PagesIt was a warm summer evening as I packed for Navy Boot Camp. I carefully went down the list of things I could take and ensured I didn’t have anything else. A little nervous I went to talk to my parents about my move to becoming my own man. I looked at their faces and could tell that although they were proud they were a little nervous about their only son leaving home for the first time. My mom tried to smile but she was proud yet nervous because I had always been her little guy so she was havingRead MoreThe Tell Tale Heart And The Yellow Wallpaper983 Words   |  4 Pagesis that he is not mad, only nervous. He claims that once the though t of the eye entered his brain it was all he could think about. The man did not hate the old man, but there was something about the eye that made his skin crawl. â€Å"For his gold I had no desire. I think it was his eye! Yes, it was this! One of his eyes resembled that of a vulture-a pale blue eye, with film over it,† (37). He believed the eye was disgusting and the only way to permanently get rid of it was to take the old man’s life.Read More Janes Psychological Problems in Charlotte Gilman’s The Yellow Wallpaper1322 Words   |  6 PagesJane suffers from symptoms such as story making and daydreaming. Jane has a nervous weakness throughout the story. Jane is a victim of a nervous disorder of the brain called hysteria. She is aware that she suffers from a series of mental and physical disturbances. She says that she has a temporary nervous depression: -- a slight hysterical tendency- what is one to do?(2). According to Freud hysteria is a nervous disorder that causes violent fits of laughter, crying, and imagination. ItRead MoreThe Importance Of Being A Radio DJ814 Words   |  4 Pagesimmediately I was hooked. I decided to write my name and email down on the lined paper that had the universitys radio station, WHRW, printed at the top in big bold letters. I always wanted to be a radio DJ, but there was never really the opportunity for me to do so until I attended college. Little did I know how difficult it was going to be to finally get my own show on the air. I had always been nervous when it came to public speaking. The reason why I wanted to have my own radio show was to shareRead MorePersonal Narrative : The First Show1313 Words   |  6 Pagespreparation. It was the day of my very first dance recital! I had practiced my routine in dance class and at home constantly with the watchful eye of my mother helping me. My costume was ready and so was I. I woke up to my Mother gently waking me up reminding me that today was a very important day. I then jumped up out of bed remembering that today was my very first dance recital. â€Å"Yay, it’s finally here!† I screamed, jumping up and down on my bed. My little brother was already awake so I didn’t haveRead MoreThe Yellow Wallpaper, By Charlotte Perkins Gilman951 Words   |  4 PagesNeurasthenia was first described in 1869 as a disease characterized by extreme anxiety, depression, and fatigue. But in the 18th and 19th century, a temporary nervous depression, which is what the narrator in â€Å"The Yellow Paper† is diagnosed with, was the illness most common among women due to their perceived fragility and weak emotions. This nervous disease was associated with numerous symptoms, such as pale urine, a visible swelling of the stomach, headaches, fainting, palpitations of the heartRead MoreAnalysis Of The Movie I Didn t Sleep 1663 Words   |  7 Pagesfrom the town square. She contemplated telling her mom and Luke about Jess’ reemergence, but she didn t know how long he was staying, or if he was staying at all, so she decided not to say anything. Jess had been right, the air was crisp tonight and she should ve brought a blanket for her daughter, and a jacket for herself. But she wouldn t let herself think that Jess was right, what does he know about being a parent, not that she knew every trick in the book either. Rory got back to the houseRead MoreFamilial Conflict in the Short Stories The Yellow Wallpaper and Responsibility836 Words   |  4 Pagesthe narrator is the protagonist she is a woman that is apparently suffering from nervous depression. In the short story responsibility, the son James is the protagonist, there are many differences between him and his mother they share a usual relationship where the child rebels against the parents’ wishes. 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What Was the Involvement of Ordianry Germans in the Holocaust Essay Sample free essay sample

With specific mentions to at least three testimonies. assess the function of ordinary Germans in the Holocaust. The ordinary Germans had an equivocal and to a great extent debated function in the Holocaust during WW2. Much research has been undertaken by historiographers such as Daniel Goldhagen and Robert Galletely into the function the bulk of ordinary Germans played in the Holocaust. The extent to which the bulk understood and freely supported the Nazis in their persecution of the Jews is controversial. This bulk. nevertheless. did non hold such a important impact in the holocaust as the minority groups. which either supported and helped the National Socialists and as such were true protagonists of their cause. or were prepared to help the Jews in hedging persecution. such as members of the Catholic and Protestant Churches. There were besides ordinary Germans who were employed to help the Nazis in their conquering as portion of their every twenty-four hours occupation. such as Hefer. a German truck driver. Historians do non hold wholly on the engagement of the bulk of ordinary Germans during the Holocaust. Daniel Goldhagen argues in his book â€Å"Hitler’s Willing Executioners† . that the bulk of the German population had full cognition of the Nazis secret plan against the Judaic people and were willing to take part. However. others such as Gellately disagree that the German public were strictly Anti-semitic. alternatively it is believed they were subjected to a cagey propaganda machine. However. the inquiry remains as to why they didn’t stand up en mass to the Nazi Regime. Hitler’s propaganda curate Joseph Goebbles used his best attempts to seek and ‘Sugar Coat’ the Holocaust and smartly warrant the intervention Jews were being capable to. however. Germans shortly found out what was being done to the Jews. Hefer. a German Truck Driver. witnessed the Jews being lined up and shooting by Ukrainian protagonists of the Nazis. he states ‘As sho rtly as a Jew lay down. a Schutzpolizist came along with a submachine gun and shooting him in the dorsum of the caput. The Jews who descended into the ravine were so frightened by this awful scene that they wholly lost their will’ . Events such as these no uncertainty. easy began go arounding through the German populace. It would look there are two chief grounds why the bulk of the German populace did non actively oppose the Holocaust. they were either afraid of the Nazis or they supported the political orientation in rule. Fear of the Nazis was strong throughout the ordinary German populace ; many believing that there were Nazi undercover agents in every facet of their society. Furthermore. one time Hitler came to power in 1933 he created the Nazi Storm Troopers. called the SA. these work forces were used to police the streets and to cover with anybody that opposed the Nazi Regime. These work forces instilled fright into the public and forced them into silence when it came to doubtful facets of the Nazi regulation. These storm cavalrymans carried on their work good into the clip of the Holocaust. therefore forestalling many Germans from standing up to the Nazis. for fright of their lives and the lives of their households. Gellately argues that the ambiance of panic and fright was enhanced by ‘denunciations’ from ordinary Germans. in which they would describe any leery ‘anti-Nazi’ activity to the local Nazi authorization. On the other manus. Daniel Goldhagen argues that many ordinary Germans supported the anti-semitic positions of the Nazis and would hold merrily become involved in the holocaust if asked to. therefore they were actively in support of what Hitler was making. The Holocaust did. nevertheless. have many political and military challengers. Some besides came from the German population. These people were a minority. and they did non hold the full support of their friends and neighbors behind them. They did non believe in the purification of the German race and did non portion the Anti-semitic positions of the Nazis. The few that opposed the Nazis included members of the Catholic and Protestant Churches. certain persons and other slackly organized groups. an illustration these people is Hans and Sophie Scholl. This brother and sister combination was portion of a non-violent opposition group called the White Rose. which aimed at distributing consciousness of Nazi force and seeking to halt it. Finally they were found by the Nazis. trialled and executed in 1943. foregrounding the utmost danger of this sort of opposition. As shown in the transcripts and testimonies. punishments for rebelliousness were terrible. It reads ‘That the accused have in clip of war by agencies of cusps called for the sabotage of the war attempt and armaments and for the overthrow of the National Socialist manner of life of our people’ . Propaganda was besides really effectual here. ‘to the terminal that the German people would be deprived of the National Socialist manner of life and therefore besides of their authorities. ’ . These ordinary Germans played a function in seeking to halt the Holocaust and paid the ultimate monetary value. Along side the minority of ordinary Germans who actively opposed the Holocaust. were the Germans who supported what the Nazis stood for and the actions that they were taking against the Jews. These ordinary Germans were people who had antecedently voted for Hitler in the 1933 or 1938 elections that occurred before the holocaust. or people who were swayed by the Nazis propaganda strategy that they had taking up to. and during WW2. Daniel Goldhagen argues in his book ‘Hitler’s Willing Executioners’ that ordinary Germans. if given a opportunity to kill a Jew. would hold done it. This statement is to a great extent debated and many Historians agree that merely a minority of Germans would hold agreed to kill the Jews and of these the most would non hold dared carried out their promise. This minority did. nevertheless. assist the Nazis in many ways. chiefly boycotting Judaic concern and driving them out of German towns and from their places. An illustration of this was the Kristallnacht. the devastation of Judaic temples by the Nazis and its protagonists. A German school male child recalls the events of the Kirstallnacht. ‘Walking past the temple when a group of work forces led by Paul Wolff. a local carpenter†¦ broke into a tally and stormed the entryway of the building†¦ pieces of furniture came winging through doors and windows’ . This history demonstrates how willing some Germans were. to help the Nazis in accomplishing their ends. Ordinary Germans played a diverse and complicated function in the Holocaust. There is no uncertainty their behavior can be mostly categorised by obeisance to Nazi waies one time the war was in full swing. nevertheless. little but determined opposition was active on many degrees albeit mostly disorganised due to intense examination and fright. We can separate three chief groups ; the first of these groups being the bulk of Germans who didn’t go actively involved in the holocaust even with the cognition of the events that were taking topographic point. inactive entry and conformity. The 2nd were the ordinary Germans who assisted the Jews in malice of Nazis menaces. The last group were the Germans who openly and actively supported the Nazi political orientation and were prepared to help them in their persecution of the Judaic people. It can be argued that the ordinary Germans of WW2 were a population with assorted positions and positions mostly shaped by propaganda and fright. th is finally shaped their engagement in the Holocaust. Bibliography/References Goldhagen. D 1997. Hitler’s Willing Executioners. Abacus. London Hefer 2004. World Holocaust Forum. viewed 18 February 2013 lt ; hypertext transfer protocol: //www. worldholocaustforum. org/eng/persons/5/ gt ; . United States Holocaust Memorial Museum 2010. The Nazi Terror Begins. viewed 16 February 2013 lt ; hypertext transfer protocol: //www. ushmm. org/outreach/en/article. php? ModuleId=10007673 gt ; . Inge Scholl. The White Rose: Munich. 1942-1943 ( Middletown. Conn. : Wesleyan University Press. 1983 ) . pp. 114-118 Alfons Heck. The Burden of Hitler’s Legacy. ( Frederick 1988 ) pp. 61-62 Judaic Virtual Library 2003. The Holocaust: An Introductory History. Viewed 16 February 2013 lt ; hypertext transfer protocol: //www. jewishvirtuallibrary. org/jsource/Holocaust/history. hypertext markup language gt ; . Victor Klemperer. Ich will Zeugnis ablegen Bi zum letzen. Tagebucher 1933-1941. Berlin: Aufbau-Verlag. 1995. pp. 16-17 Gallately. R 1997. Backing Der fuhrer: Consent and Coersion in Nazi Germany. Oxford University Press. London Yale University Library 2012. Holocaust Survivor Testimonies. Viewed 16 February 2013 lt ; hypertext transfer protocol: //www. library. Yale University. edu/testimonies/ gt ; . Yad Vashem 2013. Testimonies Collection. Viewed 17 February 2013. lt ;hypertext transfer protocol: //www. yadvashem. org/yv/en/about/visual_center/usc. asp gt ; . Bernstein. M 1996. Be the Slaughter of the Jews embraced by the Germans. NY Times. March 27 1996 PBS 1996. Interview With Daniel Goldhagen. viewed 15 February 2013 lt ; hypertext transfer protocol: //www. phosphate buffer solution. org/newshour/gergen/goldhagen. hypertext markup language gt ; . Ezzard. J 2001. Germans Knew of Holocaust horror about decease cantonments. The Guardian. 17 February. viewed 18 February 2013 lt ; hypertext transfer protocol: //www. defender. co. uk/uk/2001/feb/17/johnezard gt ; . [ 1 ] . Goldhagen. D 1997. Hitler’s Willing Executioners. Abacus. London Thesis [ 2 ] . Hefer 2004. World Holocaust Forum. viewed 18 February 2013. [ 3 ] . United States Holocaust Memorial Museum 2010. The Nazi Terror Begins. viewed 16 February 2013. [ 4 ] . Goldhagen. D 1997. Hitler’s Willing Executioners. Abacus. London Thesis [ 5 ] . Inge Scholl. The White Rose: Munich. 1942-1943 ( Middletown. Conn. : Wesleyan University Press. 1983 ) . pp. 114-118 [ 6 ] . Inge Scholl. The White Rose: Munich. 1942-1943 ( Middletown. Conn. : Wesleyan University Press. 1983 ) . pp. 114-118 [ 7 ] . Goldhagen. D 1997. Hitler’s Willing Executioners. Abacus. London Thesis [ 8 ] . Alfons Heck. The Burden of Hitler’s Legacy. ( Frederick 1988 ) pp. 61-62

Nigerias Public Service Reform Process Human Resource Issues Essay Example

Nigerias Public Service Reform Process: Human Resource Issues Essay That Nigeria is going through a phase of rapid transition is beyond doubt. Variability in any case, is a constant feature of human societies. There was a time not too far in the past when the Nigerian economy was based on agriculture. Then for a few fleeting years, petroleum resources transformed the outward appearance of the economy. In recent years, oil wealth has proved to be so fickle and elusive a partner in development that frantic efforts have been, and are being, made to search for alternative sources of wealth. Looking at the vicissitudes in the life of a nation, as we have just done in the case of Nigeria, it is tempting then to suggest that the single determinant of a nation’s growth is the quantum of resources it possesses. To put it in another language, a nation waxes or wanes depending on its natural resource endowment. If this hypothesis is not totally false, it is also not exactly true. The experience of the last forty or so years has demonstrated that one factor that has proved decisive in Africa’s development effort is the caliber of the available human resource. It is this factor, rather than any other, that has pushed the continent farther on the path of dependence, recession and economic decay. We will write a custom essay sample on Nigerias Public Service Reform Process: Human Resource Issues specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Nigerias Public Service Reform Process: Human Resource Issues specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Nigerias Public Service Reform Process: Human Resource Issues specifically for you FOR ONLY $16.38 $13.9/page Hire Writer It is the only energy source that has the potential of igniting the engine of recovery and growth. If we are keen on a serious debate, we may even advance the proposition that of all the variables crucial to an understanding of the development process, the human resource stands out as an independent variable. It is the variable that operates on, and transforms, other variables to produce a given development scenario. If the human resource is presumed to be so important, what then is its true nature, and in what ways can we support its development and growth? As argued in this paper, human resource is more than the complements of staff required to implement a specific policy or programme. It is even more than the â€Å"training† and â€Å"development† of manpower. We are getting close to the true character of human resource when, in addition to the preceding components, we look at the morale and motivation of the work force, the tactics and strategies adopted in deploying the workforce on agreed assignments, as well as the internal (management) and the external (socio-cultural) influences operating on the behaviour of employees. Much as one would like to be â€Å"practical† and down-to-earth, the preceding attempt to define the scope of human resource management raises a serious but unavoidable conceptual problem. We began with the a priori assumption that the human resource is strategic. We even went to argue that the sub-optimal behaviour of this strategic resource is the fortes et origo of Africa’s troubles. It is 3 on the basis of its importance that we classified it as an independent variable. But then, the definition of the variable leads us to believe that its behaviour is also subject to the behaviour of other variables – notably, the methods and policies affecting the recruitment, training, motivation, deployment and utilization of personnel. Thus, within the twinkle of an eye, an independent variable has become very much dependent. This raises the question, how come? The failure to solve the conceptual puzzle in human resource management is, in fact, the bane of previous efforts at devising practical and reliable strategies aimed at deriving optimum benefits from the allocation of this vital resource. To be specific, our failure to distinguish the point in time when human resource is considered strategic enough to â€Å"stand by itself† from that when it is so devalued that it becomes a â€Å"captive† of other variables (administrative, political, cultural, etc. ) explains the inconsistency and the double-talk on the importance of human resources in national development efforts. If we are able to establish the strategic nature of the human resource and, at the same time, identify the factors that militate against its optimum allocation, what policy measures can we propose to rectify any perceived anomalies? In specific terms, what actions can we urge employing authorities to take to derive maximum benefits from the monies and efforts which they invest on recruitment, training and manpower development as well as on the â€Å"sanitization† of the management environment against possible outbreaks of productivity-resisting diseases (notably, corrupt practices, mismanagement of diversity, sagging morale, bad time-keeping, willful elongation of procedures, and brain-drain). In proposing a radical review of human resource development and utilization policy in Nigeria, this paper begins by discussing the role of human resources in the development process. It then proceeds to examine factors within the formal organization, and in the external environment, which determine the effective allocation of this vital resource. The third part of the paper focuses on short- and medium-term policy measures, while the fourth outlines a long-term plan aimed at countering the negative effects of he external environment. 2. Human Resources and National Development The development of any nation depends to a very large extent on the caliber, organization and motivation of its human resources. In the specific case of Nigeria where diversity exerts tremendous influence on politics and administration, the capacity to increase the benefits and reduce the costs of this diversity constitutes a human resource management challenge of epic proportion. 4 During the colonial period, Nigeria’s economy was based on primary production – more specifically, on the production of primary commodities and raw materials for the export market. Although the population was relatively small, the country’s contribution to world trade in specific commodities was impressive. For example, in 1938, Nigeria’s population was less than 30 million, and even up to 1955 the figure could not have been higher than 35 million. Yet, within this period, 1938-55, when there were no more than 35 million Nigerians, the country recorded constant increases in the production of palm kernel, palm-oil and groundnuts, and was a major force to reckon with in the international exchange of the commodities. Tables 1, 2 and 3 depict Nigeria’s share of the world trade in palm kernels, palm-oil, and groundnuts, between 1938 and 1955. Table 1: NIGERIA’S PALM-KERNELS EXPORT AS % OF WORLD TOTAL, 1938 – 1955 1938 Tons exported (‘000) Value (? illion) % of total world export of palm-kernel 312. 0 2. 2 46. 0 1947 316. 0 6. 2 58. 0 1949 397. 0 12. 3 52. 0 1955 433. 0 19. 2 56. 0 Source: K. M. Buchanan and J. C. Pugh, Land and People in Nigeria, Hodder and Stoughton, London, 1955 Table 2: NIGERIA’S PALM-OIL EXPORT AS % OF WORLD TOTAL, 1938-1955 1938 Tons exported (‘000) Value (? million) % of total world trade in palm-oil Source: Buchanan and Pugh 110. 0 1. 0 22. 0 1947 121. 0 3. 2 43. 0 1949 159. 0 7. 2 34. 0 1955 182. 0 13. 2 33. 0 5 Table 3: NIGERIA’S GROUNDNUT EXPORTS AS % OF WORLD TOTAL, 1938-1955 1938 Tons exported (‘000) 180. 0 Value (? million) 1. % of total world trade in groundnuts 9. 0 Source: Buchanan and Pugh 1947 250. 0 6. 3 38. 0 1949 355. 0 12. 0 40. 0 1955 528. 0 23. 1 In explaining the vast contributions of a thinly populated Nigeria to world trade in primary commodities, we cannot but acknowledge nature’s bounty in the form of fertile soil, favourable weather and constantly good harvests. But over and above these natural advantages, the colonial administrators consciously applied the then rare skill of managing people and ensuring that they (the mass of the people) produced the goods and services required for the sustenance of the colonial economy. Indeed, the palm trees could have yielded the kernels without being cultivated, but the seeds and the oil would have gone to waste if plans had not been made to collect them for further processing. Groundnut cakes and oil would have gone to waste if plans had not been made to collect them for further processing. Groundnut cakes would not materialize unless the seeds were planted, the farms properly tended, and the crops harvested at the right time and transported to the collection depots or oil mills. In realization of the Biblical warning that after his transgression in Heaven, Adam would have to toil and sweat before he could have his daily bread, the colonial authorities devised an ingenious plan of extracting as much work as possible from the colonized people. First, they instituted the system of labour contract – a system which no less a personality than Lugard regarded as more efficient than slavery. Secondly, the colonial power introduced the system of direct taxation, and insisted that the tax must be paid in a recognized and legally sanctioned currency. Since the African could not resort to trade by barter in discharging his tax obligations, he now had two options – to look for wage labour (e. g. in the coal mines or in construction projects) or to produce more cash crops (cotton, cocoa, groundnuts, hides and skins). Thirdly, to encourage increased agricultural production and facilitate the movement of commodities, the colonial regime (particularly between 1906 and 1936) gave priority to the development of infrastructural facilities such as roads, railway, ports and harbours, and internal communication services. In case the facilities proved inadequate as an incentive to production, the colonial administration encouraged the importation of European 6 manufactured goods that had to be paid for with income generated from formal or informal employment. It was in fact this craving for prestigious European goods (ranging from the Raleigh bicycle to the Ford Motor Car) which served as the most powerful inducement to work. As we are likely to discover later, it was this same craving for imported manufactured items which proved detrimental to the development of self-reliance, and for that reason, of indigenous technical knowhow. In any case, the strategy adopted by the colonial regime did achieve its basic objective – i. e. the deployment of local human resources in such a way that primary commodities and essential raw materials were produced as and when required. The same strategy made possible the construction of infrastructural facilities and the extraction and exploitation of mineral resources such as coal and tin ore. At the very least, therefore, the colonial administration’s deployment of human resources did produce operatives, if not managers. After the attainment of independence, and, particularly, towards the latter part of the 1960s, crude oil steadily emerged as a vital economic asset. Although the civil war (1967-70) prevented a full-scale exploitation of Nigeria’s petroleum resources, the cessation of hostilities in 1970 witnessed a sharp increase in oil revenue. This had the effect of transforming the shape and size of the economy. In contrast to the 1960s when the growth rate seldom exceeded 4 per cent per annum, the period 1970 to 1977 saw the economy grow at the rate of between 9. and 30. 6 per cent. While the external appearance of the economy conveyed an impression of growth, decay was gradually creeping in. in fact, a number of danger signals could be detected even at the height of the oil boom. First, what passed for growth was nothing more than the beguiling influence of what was essentially a wasting asset. Whereas oil exports continued to rise in volume and value, traditional exports – especi ally primary commodity exports either stagnated or declined. In other words, the economy â€Å"grew† in the 1970s not because labour and other factor inputs were more productively deployed than before, but because nature was, in a manner of speaking, bestowing increasing resources on Nigeria. If we are looking for further proof of this statement, we may wish to compare the rate of population growth with per caput agricultural production. In the 1970s, the population grew at the rate of over 3 per cent per annum, while per capital agricultural production was lower than 2 per cent. Also, while the total population in the 70s approached 75 million, (more than twice what it was in 1955) Nigeria had by then lost the commanding lead which it possessed in the 1950s in the production and export of certain primary commodities. In a nutshell, 7 the more people there were, the less productive Nigeria’s food and agriculture sector tended to become. If that is curious, then we need to look at another concurrent â€Å"development† in the 1970s – that is, the second danger signal which ought to have been promptly heeded. While the country earned an increasing amount of revenue from petroleum exports, the balance on the current account was apt to tilt towards the negative rather than the positive side. In 1970/71, current account deficit amounted to N500 million; in 1971/72, N229 million; in 1972/73, N315 million; and in 1976/77, N219. 9 million. Only in 1975/76 was a surplus of N172. 6 million recorded. The deficits are by themselves not disastrous for the economy – especially, if the economy had an in-built mechanism for transforming the goods financed under the deficits into productive assets. In the case of Nigeria, the deficits simply reflected an uncontrollable propensity to import capital goods, raw materials, and consumer items, without a clear programme for the development of indigenous capacity in the areas. We need to make necessary allowance for the fact that the early 1970s was a period when Nigeria was faced with a huge challenge in the areas of national reconciliation, reconstruction, and rehabilitation. Government had no choice but to earmark large sums for these urgent tasks. We must also recall that the Government did make a serious attempt to promote self-reliance. As a matter of fact, a sizeable proportion of the oil revenue went into financing a comprehensive indigenous enterprises promotion (otherwise known as the â€Å"indigenisation†) policy. The disappointing response of the new (indigenous)entrepreneurs was the problem. Instead of accepting the challenge by initiating new managerial and technical processes, some of the new â€Å"owners† of enterprises were either content to operate as fronts for aliens or continued to rely on the industrialized economies for leadership in management and technology. Even industrial raw materials had to be imported with the result that if foreign xchange became scarce the factories had to close down or to operate at reduced capacity. The third danger signal noticeable in the 1970s was the emerging culture of replacement and the abandonment of the repair and maintenance culture. While the replacement of unserviceable equipment or mechanically faulty motor vehicles saves the owner a lot of head ache, it is wasteful in terms of the additional financial outlays involved, and more especially, in terms of the loss of the training opportunity which repairs and maintenance would have offered. In effect, the replacement culture which evolved with the oil boom of the 1970s aggravated Nigeria’s technological dependence situation and did an incalculable harm to the development and utilization of the nation’s stock of human resources. 8 There are reasons to believe that attitudes are changing. After the oil shock of 1982 and the series of belt-tightening measures which accompanied it, it became clear that even metal scraps and â€Å"carcasses† of motor vehicles could be put to good use. At any rate, with the shortage of foreign exchange, it is becoming increasingly difficult to import new machinery and equipment or obtain spare parts for existing ones. Necessity, they say, is the mother of invention. In Nigeria, necessity has led mechanical workshops to experiment with the idea of â€Å"cannibalising† one equipment to â€Å"save† another. However, the earlier practice of waiting for, or merely reacting to, external leadership in science and technology has cost Nigeria very dearly. It resulted in financial resource leakage, and aborted whatever plans there might have been to promote indigenous technological development. It was like losing the chance of a life time. I must stress that by focusing on what might have been, I do not wish to create the impression that Nigeria’s current socio-economic crisis arose out of the fact that within the period of oil boom, the Nigerians stopped working. If anything, the rush to make a quick Naira led many a Nigerian to sleep less and toil more. However, and from the point of view of optimum allocation of effort, we may argue that a disproportionate amount of time was spent on pursuits whose impact on the long-term health of the economy was questionable. And practically every Nigerian has a share of the blame. The political leaders did not map out a clear-cut policy on self-reliance and on indigenous technological development. The senior managers, administrators and professional personnel were either too impotent to influence policy in the direction of self-reliance, or they saw no need to tamper with what was essentially a neo-colonial (and dependent) socio-economic arrangement. Their subordinates in the executive and technical cadres could not be expected to think differently. Theirs, in any case, was to implement laid down policy, avoid â€Å"mistakes†, and generally steer clear of trouble. The clerical and operational staff might be interested in change, but that change must have direct and immediate impact on their limited earnings. As all the classes have lately discovered, the wrong channeling of energies has reversed the gains of yester-years, and substituted economic decline for economic growth. The development strategy which evolved over the years, and the implementation of the strategy, has placed the economy in a situation of dependence. In such a situation, the human resource is merely a follower rather than an initiator of technology. The consequence is obvious. The leaders decide the fate of the followers. For instance, if factories in the industrialized economies turn back 9 Nigeria’s cotton, cocoa and other commodities, the only option available to Nigeria (in the absence of alternative uses) is to step down the production of the commodities. In fact, during the second world war when the British diverted resources to the war effort, cocoa farmers (now knowing what to do with the harvest on their hands) set their plantations on fire! No doubt, therefore, human resources play a crucial role in national development. Yet, as the next section shows, policies governing the development and utilization of the resources might fail to grapple with the major problems in human resource management. 3. Problems in Human Resource Development and Utilization: a Review of Policies and Practices A umber of factors tend to influence the optimum allocation of human resources. Among them are the policies relating to recruitment, training, employment conditions, and the deployment of personnel. Equally important are the prevailing management environment, socio-economic conditions, and the traditional work culture. Let us take this one by one. Recruitment Policies and Practices The contribution of the human resource is likely to be determined largely by the caliber of people recruited into an organization. In most cases, employers focus on the qualifications and experience of candidates being considered for vacant positions. While this is prima facie useful, it does not necessarily follow that the credentials make the employee. Even when we discount the possibility of forgeries and certificate racketeering, academic training by itself might not adequately prepare a person for a job. The same thing applies in the case of experience which might neither be â€Å"cognate† nor â€Å"relevant†. In fact, instead of focusing mainly on educational qualifications and experience, recruiting bodies would need to go further and probe deep into the aptitudes, attitudes, personal character of candidates for certain jobs. Certainly, jobs in the security and law enforcement agencies, financial institutions, customs, immigration and the postal service would, in view of the public attention they have attracted, benefit from a professional approach to staff selection. The need for federal character in the recruitment of public personnel has generated a lot of controversy in recent years. There is nothing wrong with the principle. It is only the application that we have to watch. Federal character, as I once argued, mean looking far and wide for the best and the most competent. 10 However, in practice, the principle may be subverted, especially if it is interpreted as a crude form of ethnic balancing. In a diverse society like Nigeria, the public service cannot evade the issue of representation. When an agency is dominated by individuals from one ethnic group, the un-represented groups are likely to cry foul, and for good reasons too. It is only when the diversity of a nation is properly reflected (or mainstreamed) in decision-making structures that the fairness of decisions could be constantly tested. It goes without saying that the issue of diversity does not end with recruitment. It extends to the day-to-day management of inter-personal and inter-group relations in public agencies. It is therefore imperative that senior managers be exposed to the appropriate sensit ivity training so that the networks of relations would be properly and adequately managed. Training and Manpower Development Closely related to the problem of recruitment is, therefore, that of training and manpower development. Presumably, those to be recruited would first have to be trained. It was in realization of the importance of pre-entry training that priority was attached to the establishment of primary, secondary, vocational, and technical schools, and universities. In 1970, there were 3,515,820 primary, 310,054 secondary, vocational, and technical schools in Nigeria. By 1978, the number had increased to 11,410,360; 1,223,200 and 43,088 respectively. And while there were only 5 universities in 1962, Nigeria has no less than 21 today. Therefore, at least, in terms of the basic, pre-entry training, candidates for different classes of jobs seem to be well catered for. The problem again lies in the gap which exists between, on the one hand, the formal academic training offered by the schools and the universities, and, on the other, the practical requirements of the jobs. No where is this gap as wide as in the technical/vocational area. A secondary school graduate can, with little preparation, move straight to an office and carry out basic clerical or bookkeeping functions. With additional training, he/she would be ready to perform secretarial and ICT-related duties. However, for the tasks of electrical wiring, airconditioning and refrigeration, maintenance of electronic and mechanical equipment, even attendance at the technical and vocational schools may be considered an inadequate preparation. The reason for this is that the technical schools have concentrated on text-book solutions, and distanced themselves from the world of work. What was said earlier on about dependence on externally developed technology applies here. Unless and until the polytechnical institutions start to dismantle complicated equipment and fabricate spares, their contribution 11 to human resource development would remain minimal. As for the universities, they would need the support of the government and the private sector in aligning their academic research with the development needs of the country. We have so far focused on the pre-experience training institutions. The challenge facing the post-experience ones is equally daunting. The 1970’s witnessed the establishment of a few of them, in addition to those which had existed before and immediately after independence. For example, the Centre for Management Development (CMD), the Industrial Training Fund (ITF) and the Administrative Staff College of Nigeria (ASCON) came into being at about the same time (1972/73). NIPSS was established in 1978. I understand that plans for the establishment of a new Civil Service College are at advanced stage, although I am yet to come across a convincing argument for this latest proposal. Prior to the establishment of these institutions (in fact, as far back as 1956) an Institute of Administration had been set up in Zaria to organize training programmes for senior and intermediate level personnel of government and the native authorities in the North. When the universities of Ife, Lagos and Nigeria came into being in 1962 they too set up their own institutes or schools of administration. The first major problem then is that of ensuring that the postexperience institutions’ activities are coordinated and that unnecessary overlapping or duplication of effort is avoided. The second problem is how to find the resources which the institutions undoubtedly require to fulfill their mandates. Then, there is the question of how to ensure the relevance of their activities, particularly during this period of economic emergency. Employment Policy and Conditions The third factor influencing the performance of the human resource is the employment policy, and particularly, the impact of the policy on employment conditions, and on morale and motivation of the employees. At an AAPAM Roundtable which took place in Kampala, Uganda in November 1988, Professor Gelase Mutahabe (the AAPAM Secretary-General) and my humble self argued that a possible explanation for the massive brain-drain in many African countries was the demotivating employment policies and practices. The assumption by the employer that the stock of human resources is limitless has led to the total disregard of the most elementary principle of motivation. The on-going socioeconomic crisis has worsened the situation by throwing many able-bodied persons out of their jobs. It goes without saying that an employment policy which is founded on the assumption that the supply of labour exceeds demand would not 12 seek out the best brains or make a serious effort to develop the employees’ productive capacity. Management Environment The management environment may reinforce the negative tendencies in the employment policy. In the 1970s, a number of administrative review/reform commissions were established by African Governments principally to make the management environment conductive to efficient allocation of resources. At least one of them, the Ndegwa Commission (in Kenya), called attention to factors within the managerial environment that tended to hinder the productivity of human resources, viz. (a) reluctance by manager to delegate operational responsibilities, with the result that the managers neglected their policy and innovate responsibilities and focused on administrative routine (leaving subordinates with little or nothing to do); lack of communication within departments and between one department and another (resulting in duplication of effort, and lack of coordination); failure to specify targets or hold subordinates responsible for specific results areas (with the consequence that some junior officers misunderstood, or were ignorant of, the purpose of their jobs); centralization of authority at the ministry headquarters. b) (c) (d) In their own ways, the Udoji Commission (Nigeria) and the Wamalwa Commission (Swaziland) addressed the issue of the managerial environment. It was in fact in an attempt to install â€Å"results-oriented† structures in place of the hierarchical, and status-oriented ones that the Commissions recommended the introduction of accountable management systems. Unfortunately, the aspects of the review Commissions’ proposals relating to structural reform were either simply â€Å"noted† or implemented in a half-hearted manner. In some ases, recommendations which subsequently proved harmful to the health of certain subsectors (particularly public enterprises, universities and research institutes) were implemented. An illustration is the concept of unified grading and salary system (UGSS) which transferred the hierarch ical attributes of the civil service to organizations that were in need of innovative approaches to problems. Supervisory Problems 13 Weak and/or bad supervision may also have adverse effects on human resource development and utilization. For example, when a superior officer consistently fails to monitor the performance of subordinates or leaves them to their own device, laxity and indifference may set in. If s/he neglects his responsibility to train or counsel newly recruited staff, s/he cannot assist his organization in integrating the theoretical training of the staff with the practical requirements of the job. But perhaps as damaging as (if not more damaging than) non-supervision is highhanded treatment of subordinates. A supervisor who victimizes his workforce or refuses to see any redeeming side of his close associates is a serious liability to his organization. Instead of rallying the staff behind the goals of the organization, he would tend to promote discord and bitterness. This is particularly significant in Nigeria where the typical public office brings together individuals from diverse cultural settings. External environmental factor I have alluded to the influence of the environment when I referred to Nigeria’s diversity. Ethnic, religious, language, cultural, and gender differences exert influences on inter-personal and inter-group relations. It is therefore of utmost essence that the public manager be aware of how to handle and manage such differences. The projected reform of the public service should also incorporate diversity management strategies. Another important environmental issue that future reform efforts should address is that of corruption. In fact, this subject is so important to deserve separate, in-depth treatment. I am therefore attaching a copy (in page proof format) of a forthcoming article in vol. 5, no. 2 Spring 2003 issue of Public Integrity. Readers should kindly note that before returning the proof to the journal, I inserted in the final draft the Government of Nigeria’s trong reservations on a Time magazine article written by Stephen Faris on Nigerian on 17 April 2002. 4. Human Resource Development and Utilization: Short- and Medium-Term Measures The short- and medium-term measures which are likely to facilitate the judicious allocation of human resources include the streamlining of employment policies, the improvement of the management environment, and the evaluation and redefinition of the role of tr aining institutions and manpower development agencies. 14 If the country is to derive maximum benefits from its investment on human resources, it should make a serious and sustained effort to motivate all categories of personnel. Motivation includes, but is by no means limited to, financial rewards and incentives for increased productivity. Government needs, as a matter of priority, to identify productive units and assign measurable targets to them, the attainment of which should attract specified rewards or benefits. The Republic of Tanzania experimented with this idea in its customs service, and the result exceeded all expectations. The parastatal bodies with economic or quasieconomic objectives (NITEL, NEPA, Nigeria Airways, etc. ) have nothing to lose, and probably a lot to gain, from a carefully designed programme of target-setting that is closely related to a motivation package. Even in the regular civil service, we are likely to find agencies or units offering services while at the same time operating in the market place. Any market-related operations should come under the new arrangement of target-setting and motivation. Material rewards are, however, not the only tools of motivation. The senior mangers and administrators in fact look for more. They expect to be appreciated for the contributions they are making to national survival and development. If they are not considered worthy of national honours or merit awards, they at least would not like to be prematurely retired or publicly disgraced. Motivation, as far as they are concerned, means not losing sleep over when the axe is going to fall. Equally important to the effective utilization of human resources is the reform of the management environment. Anything which constitutes a barrier to efficient resource allocation (be it hierarchy, grading of posts, systems and procedures, allocation of responsibilities, supervision styles, or civil service rules and regulations) should be closely reviewed and properly streamlined. As part of the short- and medium-term measures, steps should be taken to evaluate, rationalize, and coordinate the

Bech Boys Essays - Carl Wilson, Dennis Wilson, Brian Wilson

Bech Boys Essays - Carl Wilson, Dennis Wilson, Brian Wilson Bech Boys The Beach Boys Beginning their career as the most popular surf band in the nation, the beach boys finally emerged by 1966 as Americas biggest pop group, the only one other group to challenge this was the Beatles. In 1961 debut with the popular hit Surfin, the three Wilson brothers, Brian, Denies, and Carl. Plus cousin Mike Love and friend Al Jardine constructed the most intricate, gorgeous harmonies ever heard from a pop band. With Brians studio proficiency growing by leaps and bounds during the mid-60s, the Beach Boys also proved to be one of the best produced groups of the 60s. Though Brians escalating drug use and obsessive desire to trump the Beatles, eventually led to a nervous breakdown after he heard Sgt. Peppers Lonely heart club band, the group soldiered on long into the 1970s and 80s, with Brian only an inconsistent participant. The bands post 1966 material is often maligned , but the truth is the Beach Boys continued to make great music well into the 70s. Displayed best on 1970s Sunflower, each member revealed individual talents that had never been fully developed during the mid-60s, but they still became Americas first, best rock band. Situated close to the pacific coast. The three sons of a part time song writer and occasionally abusive father, Brian, Denies and Carl grew up a few miles from the ocean, but only Denies had any interest in surfing. The three often harmonized together as youths, spurred on by Brians fascination with 50s vocal acts like the Four Freshmen and the Hi-Los. Their cousin Mike Love often joined in on the impromptu session, and the group gained a fifth with Brians high school football teammate, Al Jardine. His parents helped rent instruments, with Brian on bass, Carl on guitar, Denies on drums, and studio time to record Surfin, a novelty number written by Brian and Mike Love. The single, initially released in 1961 on candix and billed to the Pendletones, prompted a little national chart actions and gained the renamed Beach Boys a contract with capitol negotiated by the Wilsons father Murray, who took over as manager for the band. Finally, in mid 1962 the groups released their major-label debut, Surfin Safari. The single hit the top 20 and helped launch a surf-rock craze that blossomed around southern California and sparked artists like Dick Dale, Jane and Dean , the Chantays, and dozens more. A similarly theme follow up, Surfin USA, hit the top in early 1963 before Jardine returned from school and resumed his place in the group. By that time , the Beach Boys had recorded their first two albums. By the end of 1963, the Beach Boys had recorded three full LPs, hit the top ten as many times, and toured incessantly. Brian had begun to grow as a producer, and was acknowledged as such by their third LP, Surfer Girl. Though there were still plenty of surf songs on the album, Catch A Wave, In My Room, and the title track presented a leap in song writing, production and group harmony that was simply astonishing considering the brief length of time that the group had actually been recording artists. Inspired by Brians intense scrutiny of the wall of sound productions by Phil Specter, the song revealed a depth of musical knowledge that was intuitive and unerring. With the Beach Boys as his musical messengers to the world, Brian began working full time in the studio, writing songs and enlisting the cream of Los Angeles session players to record the instrumental backing tracks before Carl, Denies, Mike and Al returned to add vocals. The single Help Me, Rhonda became the Beach Boys second chart topper in the early 1965. The groups seventh studio LP, the Beach Boys today!, was the great leap forward that saw Brians production skills hit another level entirely. The rock eras first flirtation with extended album length statements, side two of the record presented a series of downtempo ballads, arranged into a suite that stretched the groups lyrical concerns beyond youthful infatuation and into more adult notions of love. In late 1965, the Beatles released rubber soule, and Brian was amazed at the consistently high quality of the songs on the

Distinguishing Between Hardwood and Softwood Trees

Distinguishing Between Hardwood and Softwood Trees The terms hardwood and softwood are widely used in the construction industry and among woodworkers to distinguish between species with wood regarded as hard and durable and those that are considered soft and easily shaped. And while this is generally true, it is not an absolute rule. Distinctions Between Hardwood and Softwood In reality, the technical distinction has to do with the reproductive biology of the species. Informally, trees categorized as hardwoods are usually deciduous - meaning they lose their leaves in the autumn. Softwoods are conifers, which have needles rather than traditional leaves  and retain them through the winter. And while generally speaking the average hardwood is a good deal harder and more durable than the average softwood, there are examples of deciduous hardwoods that are much softer than the hardest softwoods. An example is balsa, a hardwood that is quite soft when compared to the wood from yew trees, which is quite durable and hard. Really, though, the technical distinction between hardwoods and softwoods has to do with their methods for reproducing. Lets look at hardwoods and softwoods one at a time.   Hardwood Trees and Their Wood Definition and Taxonomy:  Hardwoods are woody-fleshed plant species that are angiosperms (the seeds are enclosed in ovary structures). This might be a fruit, such as an apple, or a hard shell, such as an acorn or  hickory nut.  These plants also are not monocots (the seeds have more than one rudimentary leaf as they sprout). The woody stems in hardwoods have vascular tubes that transport water through the wood; these appear as pores when wood is viewed under magnification in cross-section.  These same pores create a wood grain pattern, which increases the woods density and workability.Uses: Timber from hardwood species is most commonly used in furniture, flooring, wood moldings, and fine veneers.  Common species examples: Oak, maple, birch, walnut, beech, hickory, mahogany, balsa, teak, and alder.Density: Hardwoods are generally denser and heavier than softwoods.  Cost: Varies widely, but typically more expensive than softwoods.Growth rate: Varies, but all grow more slowl y than softwoods, a major reason why they are more expensive. Leaf structure: Most hardwoods have broad, flat leaves that shed over a period of time in the fall. Softwood Trees and Their Wood Definition and Taxonomy:  Softwoods, on the other hand, are  gymnosperms  (conifers) with naked seeds not contained by a fruit or nut. Pines,  firs, and spruces, which grow seeds in cones, fall into this category. In conifers, seeds are released into the wind once they mature. This spreads the plants seed over a wide area, which gives an early advantage over many hardwood species.Softwoods do not have pores but instead have linear tubes called tracheids that provide nutrients for growth. These tracheids do the same thing as hardwood pores - they transport water and produce sap that protects from pest invasion and provides the essential elements for tree growth.Uses: Softwoods are most often used in dimension lumber for construction framing, pulpwood for paper, and sheet goods, including particleboard,  plywood, and fiberboard.Species examples: Cedar, Douglas fir, juniper, pine, redwood, spruce, and yew.Density: Softwoods are typically lighter in weight and less dense than hardwoods.Cost: Most species are considerably less expensive than hardwoods, making them the clear favorite for any structural application where the wood will not be seen. Growth rate: Softwoods are fast-growing as compared to most hardwoods, one reason why they are less expensive.Leaf structure: With rare exceptions, softwoods are conifers with needle-like leaves that remain on the tree year-round, though they are gradually shed as they age. In most cases, a softwood conifer completes a changeover of all its needles every two years.

Environmental Laws Research Paper Example | Topics and Well Written Essays - 1250 words

Environmental Laws - Research Paper Example National Environmental Policy Act was instituted by U.S. national policy to promote the enhancement of the environment. Furthermore, it established the Council on Environmental Quality (CEQ) of the president. National Environmental Policy Act (NEPA) Introduction The economic has a big role in determining how many and the type of environmental laws to be passed. Environmental law is a general term that describes international treaties, regulations, statues and national legislation or common law that works to regulate interaction of humanity and natural environment. This is mainly so as to reduce impacts of human activity. There are a number of laws that are created by economic conditions: National Environmental policy Act, oil pollution Act, Marine Mammal Protection Act, Fisheries Conservation and Management Act, Endangered Species Act, Food Quality Protection Act, Federal Food, Drug, and Cosmetic Act among others. The National Environmental Policy Act (NEPA) is one of United States e nvironmental law. It was established in 1970; moreover, it was the first statues of the environment belonging to the modern era. Furthermore, The National Environmental Policy Act was established by U.S. ... The most significant effect of NEPA was to establish procedural requirements for all federal government agencies to prepare environmental assessments and environmental impact statements . Furthermore, EAs and EISs include statements of the effects of the proposed federal agency actions to the environment. Moreover, procedural requirements of NEPA procedural apply to all federal agencies in the executive branch. However, NEPA does not apply to the President, to Congress, or to the federal courts. NEPA has three sections: the proclamation of national environmental goals and policies, the instituting of provisions that are action-forcing for federal agencies to ensure observation of those policies and goals and lastly, the establishment of a Council on Environmental Quality (CEQ) in the president’s Executive Office. Furthermore, The NEPA process comprises of an evaluation of applicable environmental effects of a federal project task, including a series of relevant alternatives. M oreover, the NEPA process begins with developing a proposal by an agency to address a need to take an action. Once a decision on whether or not the actions proposed is covered under NEPA is made. In addition, there are three analysis levels that a federal agency may accomplish to comply with the law (Stern, et al, 2009). These three levels include: Categorical Exclusion preparation, preparation of an Environmental Assessment and Finding of number Significant Impact; or drafting and preparation of an Environmental Impact Statement. 3 Furthermore, a major federal action has been increased in scope to include most things that a federal agency could regulate or prohibit. Moreover, in practice, a project is expected to meet guidelines of NEPA when a federal agency gives any part of the financing

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Redesign project - Essay Example Mixing such pertinent equipment as nails and reverting materials among others may compromise the safety of the installation process. For a safer installation process, only an experienced professional and not any other person who may obtain the manual must do the installation. Warning/ Caution Never, stand or walk on the glass panel. Such actions may result in the instantaneous breakage of the panel thereby jeopardizing the equipment besides potential risk it presents to the installer. Protect the sheathing from any source of wetness at all costs. Failure of such during the installation process may cause leaks therefore do not work during stormy weather. Do not cut or attempt to modify the mounting systems. Ensure the use of the equipment provided by the company and replacing damaged equipment. The modification of such important equipment may compromise the safety of the work environment. Points to consider when selecting the installation position The point of location is one of the m ost critical contributors to the effectiveness of the solar system. The installer must therefore consider several factors that contribute to both the effectiveness and the safety of the installation process as listed below: Do not locate the systems near salt-water locations. The installer must maintain a 0.3 meters radius from such locations. Salt water corrodes the surface thus reducing the use of the systems. Inspection of the roof support system is vital and the installer must ensure that the roof is strong enough to endure the weight of the panel. In inspecting the roof support system, the installer must check to ensure that the support is durable and will therefore last as long as the panel lasts. Inspection of the roof is equally important and the installer must ensure that the roof is capable not only of supporting the panel but also expose the panel to adequate sunlight. The condition of the roof should promise the longevity of the panel any repairs to the roof must take pl ace before the installation as subsequent repairs may disrupt the use of the panel. More importantly, the roof must prove the ability to support the weight of the panel and provide ease of wiring. Please note: Install the panels at approximately twelve inches from the ridges of the roof. Additionally to ensure the effective usability of the panels, do not install the solar panels in either windy or stormy regions as such are not the best weather conditions for the use of the panels and may also pose serious risks during the installation process. PV Modules Wiring is essential during the installation process and presents potential risks to both the installer and the users of the solar panels. The installer must therefore ensure that: The wiring process is in accordance to the dictates of the National Electrical Code. In this, the government outlines the quality of wires to use and the equipment to use during wiring. Failure to comply with the provisions is a criminal offense. Note th at the solar panels produce electric current with any minimal exposure to direct sunlight at any time and thus presents potential shock risks to both the installer and anybody else. The installer must prevent any contact with naked wires during the wiring process and discourage the presence of anybody not

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Intelligence Community Organization - Coursework Example errorism Prevention Act of 2004 that lead in the creation of the office of the Director of National Intelligence (ODNI) influencing in the birth of the current structure of the Intelligence. The U.S. Intelligence Community consists of 17 agencies that encompass the Intelligence Community itself. The paper describes the structure of the U.S. Intelligence Community and further illustrates whether its meeting its primary purpose. The structure of the U.S Intelligence Community consists of the Director of National Intelligence (ODNI) at the top, headed by the director of national intelligence (DNI); who is the principal intelligence adviser to the president. In addition, he guides other senior personnel such as the National Security Council (NSC), the Homeland Security Council (HSC) as well as leading the other 16 agencies that includes Intelligence Community (IC). According to Aldrich & Rawnsley(2013), the main agenda of the IC involves directing and coordinating the National foreign intelligence activities of the U.S. government. The principal deputy director is the second in command after the DNI then followed by four deputy directors that are responsible for the leadership in their specialized areas: office of the Deputy Director for Policy, Plans and Representatives, Office of the Deputy Director for Collection, Deputy Director for Analysis and Deputy Director for Future Capabilities (Freedman, 2014). The ODNI serves as the central Intelligence Community but all the other bodies are interconnected with the ODNI and with each other at different levels. Logan (2010) illustrates that each agency has been entitled to work independently at its own capacities and focus on area of duty but together as a unit to protect the national security. Other agencies include the Central Intelligence Agency (CIA); it is an independent agency known as the America’s spy Agency, involved in collection, analyzes and disseminates intelligences about foreign nations. The Federal

Analyze Role Of Mentor Developing And Delivering Teaching Nursing Essay

Analyze Role Of Mentor Developing And Delivering Teaching Nursing Essay The role of the mentor in nursing is a crucial one and should not be undertaken lightly, it is a privilege with much responsibility, as the mentor is accountable for their own and their mentorees performance. It is a privilege as a professional nurse mentor to be able to help a student realize their potential and rewarding to see them putting the theory they have learned into practice and helping them get the most out of their placement. The role of the mentor cannot be over-emphasized; learning experience in the clinical setting ensures that the nurses and midwives of the future are fit to practice (RCN, 2007) and in this way the role is central to patient safety. Most registered nurses in the NHS will be expected to assume the role of mentor and with 50% of pre-registration nursing programs embedded in practice (RCN, 2007), with resources becoming less and less and the NHS becoming busier and busier, practice learning and mentoring play an increasingly important role. Mentorees nee d to be able to rely on the consistency, competency and superior knowledge and professionalism of the mentor to guide their learning, assess their competence and thus effectively act as gate keepers to the profession (Duffy, 2004) and as such is an extremely important role. The following essay will draw upon types of leadership to enhance the skills of the mentor and improve the relationship between the mentor and mentoree. The first question that needs addressing, is what is a mentor?. There exists many definitions, and the term mentoring has been used interchangeably with, preceptor, coach, supervisor and teacher (Morton-Cooper Palmer, 2000). Price (2004) defined it as an experienced professional friend, charged with the teaching, guidance and assessment of a learner in practice. The NMC considered it as, a mandatory requirement for pre-registration nursing and midwifery students (NMC, 2006a). Some have defined mentoring as essentially an evidence-based intervention that inspires confidence and innovation, and encourages continuous professional development, (Jakubic, 2004). In addition mentoring can be both informal and formal; informal mentoring is often used as an adjunct to the more formal process of supervision and is based on a agreed plan of action to help the mentor achieve realistic goals or address specific problem areas. Whereas formal mentoring involves a structured and time managed proces s with clearly set objectives to be realised in a timely manner (Tourigny Pilich, 2005). The role of the mentor primarily is to enable the student to understand the theory and its application in in the clinical context; the mentoree must learn to put theory and knowledge and be able to apply what they have learned to clinical practice. This process involves among others, assessing, evaluating and providing constructive feedback. It also involves assisting the mentoree in developing the ability to constructively reflect upon their practice and experiences and importantly be able to learn from this reflection (Schon, 1983). It is important to note that in order to facilitate reflection the mentor themselves must be able to self-reflect. The mentor must also have adequate knowledge and skills in order to integrate theory and practice effectively, (Eraut, 2004). The RCN (2007) in their toolkit for mentors draw attention to the obvious but crucial need for the mentors to be fit for effe ctive practice themselves and to have the depth and breadth of learning to be awarded a diploma or degree (RCN, 2007). The RCN also states that, a mentor is a role model and as such should be aware of their own practice and how it impacts the mentorees; the imitation of bad habits is not desirable. The mentor should be able to encourage, motivate and help the mentoree to improve skills and practice thereby increasing their confidence. It is also important that the mentor has the confidence in their own practice and knowledge in order for them to instill confidence in the mentorees. Mentors also need to have the experience and knowledge to identify learning points in practice, for example where something could have been done in a more productive manner or where an important mistake has been made; which is partly the reason for mentors being required to have at least one year experience post-registration. This can only really be achieved if the mentor has the interpersonal and communi cation skills required to build a professional relationship in which honest, objective and constructive feedback is received and given. It is also crucial for effective practice learning, that mentorees need time and attention from their mentors (the RCN, 2007, state that 40% of the time should be spent with the mentoree).Turner (2001) describes the pressures on clinical staff and the impact of high patient turnover resulting in little time to devote to the supervision of students; an issue that is exacerbated by the increasing demands on the available practice placements (Bennett 2003). This however is not set in stone as different people have different rates and styles of learning; what works for one does not necessarily work for all. The competent mentor should be able to discern the appropriate approach for each mentorees learning style and should not impose theire preferred way of learning and mentoring on the mentoree. Learning styles include; activists, those that are very active in their learning, reflectors, those that stand back and think over what they do and what others do, the theorists, they approach le arning from an almost empirical standpoint, they reject everything that does not have evidence and do not like subjectivity (Bayley, Chambers Donovan, 2004). The fourth style of learning (according to Honey Mumford, 2000) is that of the pragmatist; the pragmatist likes solving problems , likes to learn through trying new approaches and getting feedback, (Bayley, Chambers Donovan, 2004). Therefore if the mentoree has been identified as largely an activist then emphasis could be placed on learning through action, giving them new challenges often enough ensuring they do not get bored whilst making sure they learn and retain that learning, from each challenge and experience. It is down to the skills and competence of the mentor to detect the mentorees learning style and then tailor their learning plans, structures/ strategies to meet the needs of the mentoree. As well as interpersonal and professional leadership styles the mentor (and the mentoree) must both keep thorough records of the mentorees progress. Research has shown that innovation was taking place in practice based learning but it was not recognized because there was a lack of formal documentation (Aston et al, 2005). Effective and comprehensive records have to be completed so that the mentor can see how the mentoree is progressing and what they still need to work on. Similarly it is also important that the mentoree keeps thorough notes of what they should be doing, what they have found difficult and what they are still to do. A corollary to the need for thorough, comprehensive records is that of assessment which the mentor has to carry out; they must ensure that essential clinical skills are completed. To carry out a thorough assessment the mentor has to be sure what they want to measure and how measurement can be done, for example the mentor cannot asses most clinical skills by verbal communication alone, the mentoree must be observed in practice (perhaps asking patients if they thought their care was good). To be an effective mentor one must be able to evaluate which involves a number of skills, including observation, communication, confidence in ones own professional ability and knowledge. In the evaluation process the mentor must be able to identify problem areas partly by observing the mentorees practice and also by the mentorees self reports and assessment. It is also incumbent on the mentoree to identify failing students; this is crucial as patient safety could potentially be at risk if the mentor fails to spot a failing mentoree (RCN, 2007). There are a number of actions that a mentor can take to identify a struggling student; for example if a mentoree does not respond to constructive feedback and fails to incorporate improvements suggested by the mentor, if they are inconsistent in the clinical practice, high absence rate, or is unable to organize or plan their time adequately (Maloney et al., 1997). Duffy (2004), in her study of nurses in Scotland, found that all mentors highlighted the need for the topic of failing nurses to be addressed in mentorship programs. Duffy goes on and state that; the literature supports the view that mentors feel ill prepared for their role and given that mentors are ill prepared for their role in failing students it is recommended that mentorship programs address the issue of accountability (Duffy, 2004). The next section draws upon leadership styles to help the mentor. Any individual mentor will also have their own particular approach, Bayley et al (2004) list them as; authoritarian, as the name suggests, democratic, developmental, and task-orientated. The task-orientated approach, again as the name suggests, may be the most appropriate for a mentoree who has been identified largely as a pragmatist. The mentor should be able to understand and identify different learning styles and must adapt their own approach to mentoring to suit the needs of the mentoree. Moreover, the more contemporary styles from the leadership literature of transformative and transactional leadership styles can be applied to mentoring. The transformational leader (mentor) does not always lead from the front but tends to delegate responsibility amongst their team, they spend much of their time communicating and are highly visible and accessible (Bayley, Chambers Donovan, 2004). This leader tends to focus more on the needs of the members and their wants; they try to involve all members to work together. The transformational leader is quite similar to the democratic style as both leaders value fellow team members and focus on empowering nurses (Bayley, Chamber Donovan, 2004). Transformational leaders are inspirational and easily motivate those under their leadership (Aarons, 2006); they go above and beyond exchanges and rewards which are inherent in transactional leadership styles (see below). The transformational leadership style is said by some to be best suited to close supervisory relationships, compared with more distant relationships (Aarons, 2006) and this close relationship may be typical of a supervisor-supervisee relationship and is also captured in the notion of first-level leaders (Priestland, 2005). Mentors can be thought of as first level leaders as they are functionally close to the mentoree, in the organizational setting and because of that are vitally important, (Aarons, 2006). Mentors work closely with their mentoree, the RCN (2007) in t heir guidance for mentoring stipulates spending 40% of the time working and observing the mentoring. This leadership style would be good for the mentor mentoree relationship as the mentor is inspirational, positive and innovative; inspiring new, creative ideas and fosters an open honest learning relationship. This is a type of leadership that allows a person to step away from their comfort zone, promotes a high level of openness and innovation, is externally open in the hope of developing a high level of discovery and competence; they embrace deep change in order to obtain meaning, purpose and vision. The transformational leader (mentor) according to Aarons (2006) is a leader that works towards a goal in order for both members to benefit (Aarons, 2006). This style although appropriate for the needs of the mentor-mentored context perhaps could benefit from the some of the principles from the transactional leadership style outlined below. The transactional leadership is orientated towards satisfying subordinates self interest through suitable transactions in the work environment, (Aarons, 2006 ). There is a clear structure with this leadership style and Aarons (2006) comments on it as being a give and take technique. Rewards are given for work that is done, the work is set for the members and recognition is given when the task is completed; in this way it would be applicable to the mentor-mentored as mentoring should have a clear structure and achievement should be rewarded, however failure should not be punished but recognized and learned from . The transformational leader is similar to the autocratic style as there are clear set tasks within set time frames, the task is order to be done by the leader and the members will follow orders in assurance they will be rewarded. Aspects of the transactional leadership coupled with the innovative and open transformational style may be the most appropriate style; providing bot h motivation, inspiration and structure and security. The new nurse has just stepped from a secure environment of university and now has to be able to control what is happening within their new clinical setting. Whilst structure and security are important for the mentoree it is also important that they feel they are able to speak freely, honestly and openly to their mentor; for example the mentor should encourage the student to ask questions and speak openly and honestly about their views on the progress, and the mentor should give praise where it is due, as suggested in the RCN Toolkit (2007).The new or student, nurse need to feel secure within the ward; they are new to the role within the team and have a need to be perceived as confident in what they are doing. The mentor is also responsible for the professional socialization of a new nurse in the clinical setting (Bulman Schultz, 2008). The need to fit in must be balanced with the need to perform. Professional socialization is s een to be a process in which a person acquires a professional identity, and thereby is accepted by others in the profession (Bulman Schultz, 2008). Having support from their mentor is vitally important when making the transition from student to qualified nurse; their experiences can help to set aside any worries and issues that are felt by the new nurse. The mentoree is on a journey with a steep learning curve and it is the role of the mentor to help the them navigate the problems and challenges and help transform them into learning experiences, therefore the mentor should be able to identify learning opportunities which step from student to staff nurse is a journey that involves many problems and uncomfortable situations, though these problems are what help the student to learn and develop. The mentor is an integral part of the learning and orientating process of the new nurse, not only do they explicitly teach and inform but they also play a large part in the implicit learning process; for example positive role modeling and practice under supervision of the mentor helps the mentoree to develop the processes of integrating the knowledge with the conditions under which that knowledge applies and the culture in which that knowledge is used. A key skill required of students is that they learn to integrate into the culture and communiti es of practice (Eraut 2003). Mentoring, in an increasingly stretched national health service, is becoming more and more important; if done effectively it can instill confidence and competence it can also ensure that the mentored are comfortable with their identities and competencies leading to the retention of good nurses who contribute in the effort and emphasis of maintaining nursing excellence in practice (Godfrey, Nelson, Purdy, 2004).

Cosmetic Surgery on Teenagers

Cosmetic surgery on teenagers Both texts, Valerie Ulene, â€Å"Plastic surgery for teens†, an article from Los Angeles Times website, January 12, 2009 and Camille Sweeney, â€Å"Seeking Self-Esteem Through Surgery†, an article from New York Times website, January 15, 2009, agree on the view on cosmetic surgery and query the idea of increased self-esteem to a certain point. Text 1, â€Å"Plastic surgery for teens†, focuses more on the surgery itself whereas text 2, Seeking Self-Esteem Through Surgery†, focuses more on the psychological part of cosmetic surgery.Even though they show two different sides of plastic surgery they still share some of the same statements of problems such as: which consequences surgery can lead to and which image issues teenagers’ face today. The fact that Diana Zuckerman, The president of the National Research center for Women and Families, appears in both articles makes them look alike in some cases, due to the similar chos en subjects. In text 1 Valerie Ulene emphasizes the issues of the modern world’s view on beauty and unrealistic ideals.These are some the primary problems that she discusses. In her discussion she actually refers to a study that shows no evidence of improved self-esteem after undergoing surgery. Valerie Ulene questions the surgeons, and that is where Dr. John Canedy, president of the American Society of Plastic Surgeons, comes in. Dr. John Canedy himself seems to have a critical view on cosmetic procedures among teens as well. He doesn’t exclude improved self-esteem, but he thinks that the surgeons should select the patients carefully and after long consideration.As I mentioned before text 2, â€Å"Seeking Self-Esteem Through Surgery†, focuses a lot on the beauty and psychological issues such as: celebrity obsession and makeover TV shows. Another person who shares some of the same views is Jean Kilbourne, the co-author of â€Å"So Sexy, So Soon†. He talks about the impossibilities of meeting the standards and values of beauty. Ann Kearney-Cooke, likes to characterize this phenomena as â€Å"an epidemic of low self-esteem among girls†.Diana Zuckerman, which appears in both articles, says that teens often forget or ignore the fact that they aren’t guaranteed a better life afterwards and that’s a big problem. Valerie Ulene engages the readers in several ways. One of the methods she uses in the text is to personalize it by referring to herself and her beauty problems, more specifically her nose. This is something that appears throughout the text. She even mentions her teen daughter: â€Å"With a 14-year-old daughter of my own, I recognize how difficult it can be†.By this she also refers to parents banning teen plastic surgery, and that engages the readers personally. Most people could probably relate to most of the problems Valerie Ulene talks about and has experienced. By choosing such a big issue she gets a lot of readers who are more likely to find the article interesting. Another method of engaging the readers is to strengthen the reliability. She does this by including several experts, who uses facts and creates different views: â€Å"there is really no data to suggest that it improves their overall body image or self-esteem†, as Diana Zuckerman comments.The data doesn’t only support the experts but it also supports the importance of these issues. The debate of banning plastic surgery for teens is an all time debate that keeps reappearing, maybe not much here in Denmark, but other places like Brazil, USA, UK etc. The arguments are mostly the same when it comes to issues like this: on one side banning it would be necessary in some cases; on the other side we live in a modern world where people can be held responsible for their actions.This is also the general view in this case. On one side we’ve got the Australian state of Queensland which finds it necessary to ban plastic surgeries for teens, like Dr. Pete Constantino says: â€Å"If they aren’t old enough to sign their own surgical consent for a medically necessary procedure, then they shouldn’t be able to induce their parent to do for cosmetic surgery†. Teenagers are incapable of making such a big decision at that age.On the other side: is that limiting teenagers’ needs both psychologically and physically? The question is whether the government should decide which values, morals and norms are correct. In this case the best thing is to bane cosmetic surgeries for teenagers. Your body is still developing, and most teenagers aren’t responsible enough to make such big decisions. ——————————————– [ 1 ]. Page 3, line 58. [ 2 ]. Page 2, line 26-17. [ 3 ]. Page 6, line 23-24.

7-11 Supply Operations Management

7-11 SOM Study – Final Group 1 LRSP – 433 March 3, 2010 Pledged 3/3/2010 Table of Contents Background2-3 Problem Statement4 Scope5 Service Design and Characteristics6 Service Analysis and Selection7-8 Sales Production & Forecasting9-11 Breakeven Analysis12-13 Capacity Management (includes Decision Tree)14-15 Inventory Management and Materials Requirements16 Logistics and Supply Chain Management17 Quality Management and Implementation18-19 Prototype Design20-21 Conclusions & Recommendations22 References23 Appendices – Tables/Figures/Graphs24 Background Extensive research into 7 Eleven’s history and current status finds there is no evidence 7-Eleven has ever had one of their stores provide a drive through service. The company that pioneered the convenience store concept was founded during 1927 in Dallas, Texas and the concept was developed during their first five years of operation. The company was initially an ice company and its retail outlets began selling milk, bread and eggs as a convenience to local customers. Almost 20 years later (1946) the name 7-Eleven originated in when stores adjusted their hours of operation to 7 a. m. to 11 p. m. (7-Eleven About Us, 2010). 7-Eleven, Inc. has become the world’s largest operator, franchisor and licensor of convenience stores. Based in Dallas, Texas, the company operates, franchises and licenses more than 6,970 stores in the U. S. and Canada. The company operates and franchises more than 5,900 (4,550 franchised) stores in the United States and they serve approximately seven million customers each day. Store count exceeded 36,000 worldwide in April 2009. Internationally, 7-Eleven operates, licenses and affiliates convenience stores in countries including Japan, Taiwan, Thailand, South Korea, China, Hong Kong, Malaysia, Mexico, Singapore, Australia, Philippines, Indonesia, Norway, Sweden and Denmark (7-Eleven Inc, 2010). 7-Eleven marketing strategy focuses the needs of convenience oriented customers by providing a broad selection of fresh, high quality products and services at everyday fair prices, and speedy transactions. Each store's selection of about 2,500 different products and services is tailored to meet the needs and preferences of local customers. Stores typically vary in size from 2,400 to 3,000 square feet and are most often located on corners for great visibility and easy access. 7-Eleven’s food service offers a proprietary line of prepared-fresh-daily and daily delivered deli sandwiches, wraps, breakfast sandwiches and a wide assortment of baked goods. Well known 7-Eleven proprietary products are; Big Gulp fountain soft drink, Big Bite grill items, the Slurpee beverage and fresh-brewed Cafe Select coffee. 7-Eleven is also one of the nation's largest independent gasoline retailers. In addition to the food and gasoline service, 7-Eleven offers patrons a number of convenient services designed to meet the specific needs of individual neighborhoods, including automated money orders, copiers, fax machines, automatic teller machines, phone cards and, where available, lottery tickets. Key Milestones * 7-Eleven, Inc. is privately held and became a wholly owned subsidiary of Seven-Eleven Japan Co. , Ltd. in Tokyo, Japan, and its affiliates on Nov. 9, 2005. * Company launched its private-label brand, 7-Select, in 2008 and introduced 32 new products to stores. 7-Eleven introduced Yosemite Road Wines to their stores * In 2009, 7-Eleven began offering a Hot Foods Menu – includes pizza, chicken tenders, chicken wings, breakfast sausage, egg and cheese quesadillas and hash-brown potatoes. 7-Eleven has become much more innovative since the mid 1990's. They have evolved from a decentralized retail organization, with most store support functions handled in each geographic ally organized division by a local management team to the proprietary Retail Information System (RIS). In 1994 The University of 7-Eleven (USE) was born out of the Merchandising Personnel Expo, a store show and sampling event held once a year and intended to train field merchandising. USE was expanded to include field consultants and market managers and today it gives franchisees, store managers and employees a chance to see and taste new products for upcoming seasons that are intended to address the changing preferences of customers. The merchandising plan for seasonal and high-potential new products is also shared. The centerpiece of the USE is the virtual 7-Eleven store, actual size 7-Eleven floor plans are built to show how seasonal products are assimilated into the standard store mix (7-Eleven About Us, 2010). For future reference, this capability should be the tool whereby the adjustments necessary to accommodate a drive thru capability are visualized and ultimately realized. For perspective, as of January 2010, 7-Eleven, Inc. had earned the No. 3 spot on Entrepreneur magazine annual Franchise 500, which ranks top franchise opportunities in the U. S. An obviously healthy organization, this is 7-Eleven's 17th year to break into the top 10 (7-Eleven Inc, 2010). Problem Statement A major element of 7-11’s success is its focus on convenience. By staying open 24 hours a day and offering quick and easy pre-made food items, customers are able to make a speedy stop at the store at any point during the day. 7-11 continues to add to its selection of food items to better compete with fast food restaurants and other convenience stores. However, while 7-11 does compete very well with other convenience stores, the store has a significant disadvantage competing with fast food chains due to the ack of a drive-thru. Customers may choose to visit a McDonald’s or a Burger King over 7-11 for their beverages and sandwiches, simply due to the fact that they do not have to get out of the car. Therefore, 7-11 would benefit significantly from a strategy that allows them to be competitive with the fast food chains while simultaneously captur ing a market niche that other convenience stores have no capability in. For that reason, this report analyzes the financial benefit of adding a drive-thru window to already existing 7-11 stores. Scope This study analyzes the challenges and benefits of adding a drive-thru window service to existing 7-11 service designs and subsequently offers a prototype solution for the drive thru service option. Analysis includes detailed service design or redesign of current 7-11 service systems along with examining processes and physical layouts of stores. Sales forecasting will be used to support decision tree modeling intended to examine strengths and weaknesses of the drive thru service as an alternative to current 7-11 service (based upon costs and revenues). The break-even point of adding this service is also considered along with numbers required to make a profit. Other stores with successful drive-thru services will be examined for purposes of potentially adopting similar methods in specific service areas. This project provides analysis for an efficient queuing system for the drive thru customer and establishing a smooth process for the 7-11 employees to complete the customer orders. This study also examines why 7-11 stores should select specific products for sale through the drive thru window that are intended to encourage customers to choose 7-11 over competitors. Service Design and Characteristics The 7-Eleven franchise locations across the nation offer the convenience of access to gasoline and groceries. Historically the onus was on the client to retrieve the products desired, and then purchase the items. The current structure of the 7-Eleven queuing system is the simplest form of single channel, single phase (7-Eleven Inc, 2010). In that the client enters the store and selects the product, waits in line, and then purchases the item. Depending on the store location, and the ability for paying staff, there are either one or two cashiers. The service of 7-Eleven’s convenience is hampered by fluctuations of population arrival rates during specific events, and times of day. The exponential distribution of clients assists in ordering products, but it does not repair the service failings when there are long lines, especially compared to the competitor Wawa, Inc. Wawa has twice the amount of gasoline stalls, and cashier capabilities. Customers are able to still walk in select product, and gasoline, but do not have to wait as long, because the flow and layout of the Wawa store is set up to handle periods of higher traffic. The set up of the 7-Eleven store is such that they are still servicing smaller populations, and are not retrofit to handle higher amounts of traffic; therefore 7-Eleven is missing out on opportunities from the clientele that are in need of a quicker sales process. The correction of this lies in altering the service design of the franchise stores. The addition of a drive-thru window would dramatically increase the service capabilities of the franchise locations. This would shift the service flow to a multi-channel single phase process. The addition of a separate external line would benefit the current queuing system the 7-Eleven offers, of just one or two cashiers servicing all clientele. The ability to handle the clientele who are simply purchasing the convenience items, foods, and beverages has the potential to firm the positioning of the organization. Cars passing through a drive-thru would be able to purchase simple items such as coffee, quick 7-Eleven brand foods, Slurpees, and tobacco products. As exampled in the costs analysis the alteration of the retrofit to include a drive-thru window, would require a store owner to incur a significant loan to complete the product, but the break-even point would be relatively quick considering the size of investment, and the future return on investment has the potential to increase store sales significantly. The new flow decreases the inside traffic, which reduces the amount of irritation a person feels when trying to purchase the signature 7-Eleven items (7-Eleven Inc, 2010). Service Analysis and Selection Service Process Flowchart Service Analysis: The Queuing System The 7-Eleven Drive-Thru queue system will be a simple first come, first served system. This will simplify queue system discipline. The line structure will be a single channel, single phase; the simplest type of waiting line structure. We will make the following assumptions for our drive-thru model: * An arrival rate of sixteen cars (customers) per hour * A customer service rate of three* minutes per unit or twenty per hour * Poisson arrivals and exponential service We can now determine the following: * Utilization of the drive-thru operator(s) * Average number waiting in line Average number in the system * Average waiting time in line * Average waiting time in the system, including service * Average utilization of the drive-thru operator(s) is 80%. The average number in the waiting line is 3. 2 cars. The average number in the system is 4 cars. The average waiting time in line is 12 minutes. The average waiting time in the system is 15 minutes. Our new store layout provides limited sp ace availability and we want to keep our customers safe and provide acceptable service. We would like to ensure, with 95% certainty that no more than 4 cars will be in the system at any time. The present level of service for the four car limit is 67. 2%. Therefore, the probability of having more than four cars in the system is 32. 8 %. The operator(s) must attain a service level of 29 cars per hour to provide a 95% confidence that no more than four cars will be in the system. The current operator rate is 20 per hour; the rate will improve because we will provide a limited selection of items for our drive-thru customers and acceptance of electronic payment will increase efficiency also. *Approximately three minutes per customer is the drive-thru national average ime for customer service (Baker, 2009). Sales and Production Forecasting Sales and Production Forecasting (cont) Sales and Production Forecasting (cont) Individual Product Sales Changes due to Drive-Thru Window Breakeven Analysis As the store stands, the breakeven point of current sales is 23,809. The table below assumes a monthly fixed cost of $42,618 with no addition to the store, with an average unit variable co st of $1. 21 per unit and an average selling price of $3. 00 per unit. If the lease holder decides to add the drive through window, the estimated cost of construction will run $400,000. As the store does not have this amount of cash, a loan will need to be taken to cover costs. Fortunately, the store is able to gain a loan for 5 years at 6% interest. Due to the increased size of the building and additional employees and infrastructure, the fixed costs increase from $42,618 to $66,025 or an increase of 55%. However, because of the drive through window the store will be selling higher profit margin goods such as coffee, fountain drinks, bottle drinks and cigarettes in greater volume, the variable cost per transaction will decrease from 1. 21 to $0. 91 and the average selling price will also decrease to $2. 65. These values hold the required profit margin percentage relatively constant while increasing profits through increased unit sales. The chart below assumes a monthly fixed cost of $66,025 plus $400,000 loan (Financed 5 years, 6% Int = $7,773/month), an average variable cost of $0. 91 per unit and an average selling price of $2. 65. The difference between break even points is reduced from 23,809 additional units sold to 20,847 cover the cost of the loan amount. Therefore, if the store can obtain finiancing for the $400,000 loan, then the investment will be profitable both in the short and long term periods. Capacity Management Capacity planning for our 7-Eleven drive thru was mostly completed in the Service Analysis section where the service rate was calculated. Based on our customer service rate of three minutes per customer (vehicle), the maximum capacity of our drive thru is twenty cars per hour or theoretically, 174,720 vehicles per year. However, demand will not dictate that the drive thru operate at sustained maximum capacity at all times. Jacobs and Chase determines that the best operating point for a service is near 70 percent of the maximum capacity for the best balance between rate of service utilization and service quality (Jacobs & Chase, 2009). In our present queuing model, the operator utilization rate is 80 percent. The zone between 70% and 100% of capacity is the critical zone where customers will get processed through the line but service quality will decline. Above 100% capacity, the line will back up and many customers will probably not be served at all. We can safely lower the projected customer arrival rate from 16 vehicles per hour to 15 vehicles per hour which will calculate to an operator utilization rate of 75 percent; while still maintaining a customer service rate of three minutes or less. The queuing system will now be revised: * Average utilization of drive thru operator(s) is 70% * Average number of customers waiting in line is 2. 25 * Average number of customers in the system is 3 * Average waiting time in line is 9 minutes * Average waiting time in the system is 12 minutes The remainder of the queuing system data remains unchanged because we will still operate at a 95% certainty that no more than 4 cars will be in the system at any time. At 75% capacity the customers can be served quickly and accurately. The remaining 25% unused capacity can be utilized in valued added operations such as facility clean-up and maintenance, refilling refreshment tables or shelf stocking. Considering the volatility of customer demand throughout the daily cycle, this is a good balance. The breakeven analysis determined that an addition 20,847 units need be sold monthly to cover the cost of the loan amount for the drive thru addition. At 75% operator utilization rate, the drive thru has the capacity to serve 10,920 vehicles per month. Capacity Management – Decision Tree Analysis 1) Build drive-thru addition to existing store at a cost of $400,000. 0. Offer a limited assortment of targeted items to drive-thru selection. Sales of 401400 (33,450 x 12) units per year for 5 years at average unit cost of $2. 63 is $1,055. 682. 00. Probability is 80% for $4. 88 million in revenue . 20% for $2. 77 million in revenue. 2) Build drive -thru addition to existing store at a cost of $400,000. 00. Discontinue wal k-in service, provide limited assortment of items. Sales of 240,000 (20,000 x 12) units per year for 5 years at average cost of $2. 63 is $631,200. 00. Probability is 80% for $2. 76 million in revenue, 20% for $1. 49 million in revenue. ) Do nothing. Sales of 300,000 (25,000 x 12) units per year at an average unit cost of $3. 00 is $900,000. Probability is 80% for $4. 5 million in revenue, 20% for $2. 7 million in revenue. Inventory Management and Material Requirements 7-11 has already implemented an effective inventory management system. The Retail Information System (RIS) was developed in the early 1990’s to maintain store inventory and manage product ordering. Initially created as an accounting system, the RIS has been developed to track sales information and determine the success of each product. Therefore, the RIS enables store operators to â€Å"stay in stock, order best-selling and delete slow-moving items,† (Store, 2010). The RIS uses a bar code scanner and touch screen point-of-sale registers to scan products and track when they are being sold. This system allows store operators to easily obtain current stock quantities and determine which products are selling well. As the stock decreases, managers use Mobile Ordering Terminals to reorder items that are moving and delete items that are not selling (Store, 2010). Since 7-11’s RIS has been successfully established as an effective form of product management, this report does not recommend implementing any additional inventory systems to maintain the stock. While the inventory system would not have to change, there would be a few new material requirements for adding a drive-thru service to 7-11. The stores may require additional registers and counter space to account for the new layout designed around the window. Furthermore, stores may need to order more stands and coolers to display the food products closer to the counter so that they are in a convenient location for the employees running the window. Finally, the 7-11 will need to create the drive-thru menu for customers to view before they order. Logistics and Supply Chain Management Location Selection The current requirements for the selection of optimum locations depend on the traffic of the area, and design of the store. The urban locations have a high foot-traffic requirement, and thus would not be an optimal choice for this conversion. The free standing stores in strip-mall locations would not be a desirable location either, due to the fact that the structure is not owned by 7-Eleven. The prime locations for the 7-Eleven with the drive-thru would be the locations that are free standing, with fuel capabilities; these stores have the option of being retro-fit or built-to-suit. The traffic requirements for these locations are as listed: 1. Trade area demographics—(a) Heavy density within ? mile radius – 5,000 or more residents/workers per square mile in the trade area; (b) Lack of low priced gas brands within ? mile 2. Traffic—(a) 25,000 vehicles per day passing the site 3. Activity Generators—(a) Mixture of residential, commercial, office, Industrial; (b) Freeway orientation preferred; (c) Complimentary 24 hour uses 4. Site Characteristics—(a) Corner location with traffic signal or shopping center pad location; (b) 25,000 to 50,000 sq. ft. space preferred; (c) High visibility and excellent accessibility with typical gas station access – far corner and no road medians preferred; (d) 2,000 to 3,000 sq. ft store size – min. 1,800 sq. ft selling space; (e) Spacious and convenient ingress, egress, and in-lot maneuverability; (f) Ability to sell beer and wine preferred; (g) 24 hour operation required There would still need to be a high density of population, and traffic for the new sites. Traffic and activity generators would also be the same. The primary alteration would be the need to select a site that can support the new feature. The square foot space preferred would need to be altered to include the drive-thru space of the store, and extra pavement outside. Traffic flow would also have to be managed in a way that would make the inside of the store as accessible as before, in addition to allowing the gasoline purchase to still be maintained. This would necessitate an additional 10,000 sq. ft. for the pavement, in addition to the extra 500 to 1,000 sq. ft. of space added to the store (Store RIS, 2010). Supply Chain Management The current supply method for 7-Eleven is a Just-In-Time (JIT) method, and it begins with the Retail Information System (RIS). The store owner will be able to order the extra inventory needed to stock the drive-thru in addition to the regular interior sales, with the click of a button on this system. Supplies currently are delivered throughout the day, depending on the items needed and the supplier’s schedules. The alteration of the select stores utilizing the drive-thru window increase of supplies needed, and subsequently would require an increase of deliveries to the store. The alteration would impact each segment of the supply chain, beginning with the centrally located distribution center, and filtering out to the distributors. This impact would also increase of demand from suppliers in each link; similar to the economic concept of a money multiplier. There would not be an extreme alteration of supply chain management, considering only select stores will have this option (Store RIS, 2010). Quality Management and Implementation The breadth and depth of current 7-Eleven systems and processes should allow for an uncomplicated implementation of a new Drive-Thru service. To support this position the following analysis and discussion is offered. 7-Eleven is not an ISO-9000 company however it is a very innovative and well managed company. And though 7-Eleven is not ISO 9000 certified their most important business processes align with the management principles of the ISO standards and Total Quality Management objectives. There is nothing in the 7-Eleven archives that clearly states they have a Quality Management System however several of their internal systems and processes equate to a Quality Management System because of the functional areas they control (Jacobs & Chase, 2009). A recent 7-Eleven corporate job opening announcement for a Continuous Improvement Manager (CI) stipulated Six Sigma certification was a desired qualification. A CI Manager would be expected to participate with division level managers in corporate process improvement events at various facilities. The CI Manager would also be responsible for executing process overhaul, and upgrading programs for the organization at local levels. In addition, the CI Manager would be responsible for coaching, functional training, communications, and identifying and transferring best practices externally and internally (Jobs in DFW, 2010). Thus, 7-Eleven does recognize and embrace the benefits of Six Sigma certification. Foremost in importance to quality management and process improvement for any organization is its IT infrastructure. Accordingly, 7-Eleven commissioned Hewlett Packard (HP) to assist in analyzing their IT requirements and then developing an IT infrastructure that supported all of 7-Eleven's needs. The 7-Eleven CIO ultimately approved the HP Adaptive Enterprise Strategy as the company IT solution. The AE Strategy enhances system wide agility and improves productivity and service. -Eleven management views the AE Strategy as differentiating their company from other organizations in the way they run their stores, select and distribute products, work with suppliers, serve customers and communicate to key stakeholders. Other key 7-Eleven systems identified and analyzed in this report leverage the overarching AE infrastructure to perform their varied processes (7-Eleven Inc, 2010). The Retail Information Syste ms (RIS) uses AE infrastructure servers, switches, printers, and monitors to drive all of their system processes on a 4/7 basis. As noted earlier in the background section 7-Eleven is one of the nation's largest independent gasoline retailers and tied into the AE infrastructure is the FuelQuest Fuel Management System (FMS) that 7-Eleven uses to remotely monitor tank inventories, forecast fuel replenishment, manage fuel-supplier contracts, perform best-buy, fuel-pricing analysis, ensure environmental compliance and to dispatch and receive fuel deliveries (7-Eleven Inc, 2004). The University of 7-Eleven (USE) could arguably be the key component in 7-Eleven's quality management processes and essential to the successful implementation of a new Drive-Thru service. The USE was discussed in some detail during the background section so just a few key attributes that could be leveraged to facilitate implementation of a new Drive-Thru service will be highlighted here. The USE is a great tool for examination and quality implementation of change. 7-Eleven senior management employs the USE to introduce new ideas and to start standardization of product selections, merchandising and operations. They involve all levels of management, marketing, field consultants, franchisees, and employees in the USE, providing everyone an opportunity to see and taste new products, and review recommended merchandising plans for seasonal and high-potential new products. The centerpiece of the USE, and possibly most beneficial to supporting the Drive-Thru concept is the Virtual 7-Eleven store – an actual size 7-Eleven floor plan designed to show how products are assimilated into the standard store mix (7-Eleven About Us, 2010). This capability should be leveraged as the means through which the new Drive-Thru service is modeled. Physical structure of a facility with a Drive-Thru service could easily be modeled, thereby allowing for examination of internal re-design or process changes/improvements necessary for the new concept. Although 7-Eleven does not â€Å"fly† a TQM flag above their corporate headquarters, their key management systems and processes indicate they adhere to an organization wide commitment to continuous work improvement and meeting customers' needs, with continuous effort to improve quality whenever and wherever possible – an approach that defines the basic tenets of TQM. A benefit from this should be a successful implementation of a new Drive-Thru service. Prototype Design Current 7-Eleven Store Layout & Design New 7-Eleven Drive-Thru Prototype Layout & Design Conclusions and Recommendations The option to expand an individual 7-Eleven store with a Drive-Thu window will not only develop a more profitable scenario for the individual lease holder, it may also stand as a positive example for implementing profitable innovations through the 7-Elenve convenience store network and company structure. Based on preliminary financial analysis a $400,000 investment in a drive through window will greatly increase fixed costs, will dramatically increase profits through increased average transaction sales and a reduction in variable costs due to availability of products offered. The main sections of the 7-Eleven store will remain the same, but the drive-thru window will provide customers specific goods such as coffee, soft drinks and cigarettes which represent the stores highest volume and highest marginal profit items. The profits generated from the addition will provide customers a greater value by offering them the benefits of remaining in their car to obtain most of the same goods and services typically available in the store. If the venture is successful, it is very likely corporate support will be granted resulting in additional Drive-Thru locations throughout the country. To properly implement these changes, additional training and support structures already exist within The University of 7-Eleven (USE). The USE is the principal â€Å"change management† tool for 7-Eleven and therefore should be the centerpiece for managing implementation of the Drive-Thru Service. The company currently uses the USE  to introduce new products and processes, they educate and involve employees, managers, and suppliers in the USE, and the Virtual Store is precisely what should be used to model our Drive-Thru Service & Prototype. Proper training is the first step for educating current store lease holders to achieve success. To further incentivize and expand national 7-Eleven sales, corporate financing should be made available to encourage private lease holders to expand their businesses with the Drive-Thru service. In addition, 7-Eleven can assist individual lease holder by providing common construction plans, operations managers and breakeven data from similar sized and market stores to paint a better picture of the profitability of expansion. These trends will provide customers higher value while creating better profits for individual store as well as the organization as a whole. References 7 Eleven – About Us. (2010). Retrieved February 10, 2010, from http://www. 7-eleven. com/AboutUs/tabid/73/Default. aspx 7-Eleven Inc. Climbs to No. 3 Spot. (2010). Retrieved February 11, 2010, from http://www. 7-eleven. com/NewsRoom/7ElevenIncClimbstoNo3Spot/tabid/360/Default. aspx. 7-Eleven, Inc. , Selects FuelQuest/PDI for Gasoline Inventory Management and Accounting System; PR Newswire. (2004). Retrieved February 25, 2010, from http://www. highbeam. com/doc/1G1-123232449. html Baker, B. (2009). Chic-fil-A wins 6th drive-thru title. QSR Magazine. Retrieved February 19, 2010 from www. qsrmagazine. com/reports/drive-thru_time_study/ Franchise Opportunities Mall. (2010). Retrieved February 11, 2010, from 7-Eleven: http://www. franchiseopportunitiesmall. com/Best_Franchise_Opportunities. asp? ID=2682 Gillespie, E. M. (2005). Starbucks sees growing demand for drive-thru coffee. Retrieved February 20, 2010 from Web site: http://www. usatoday. com/money/ industries/food/2005-12-24-starbucksdrivethru_x. htm. Jacobs, R. F. & Chase, R. B. (2009). Operations and supply management: The core. New York, NY. McGraw-Hill Irwin. Jobs in DFW LocalHelpWanted-Continuous Improvement Manager Help Wanted ads-Continuous Improvement Manager Local Help Wanted-Continuous Improvement Manager Jobs-Continuous Improvement Manager Careers. (2010). Retrieved February 21, 2010, from http://www. localhelpwanted. net/dfw/job/Continuous-Improvement-Manager-Dallas-TX-75219-USA/lhw-e0-3741966/ Real Estate Require ments. (2010). Retrieved February 27, 2010, from http://www. 7-eleven. om/RealEstate/RealEstateRequirements/tabid/181/Default. aspx. Store retail information system. (2010). Retrieved February 23, 2010 from Web site: http://www. 7-eleven. com/NewsRoom/BackgroundInformation/ StoreRetailInformationSystem/tabid/159/Default. aspx. Appendices Service Process Flowchart7 Sales and Production Forecasting9-11 Individual Product Sales Changes due to Drive-Thru Window11 Breakeven Analysis Graphs12-13 Capacity Management – Decision Tree15 7-Eleven Current Store Layout20 7-Eleven Drive-Thru Prototype Design21