Barack Obama 2004 Keynote Speech Essay

During his keynote speech at the 2004 Democratic National Convention, Barack Obama introduced himself as a skinny kid with a funny name. The rising star of Illinois politics was elected to the U. S. Senate three months later. His delivery, using rhetoric, was full of fervid sentiment that reminds us of what we love about the United States of America. His passionate speech inspired Americans to renew their faith in their country and persist their individual dreams and yet still come together as one American family. On July 29, 2004, Barack Obama gave the keynote address at the Democratic National Convention in Boston. He was received by thousands of enthusiastic delegates, waving blue and white campaign signs and reciting his name. As the keynote speaker, Obama set the tone for the Democratic manifesto, outlining the principles of the party. His speech concerned the unnecessary and artificial divides in American politics and culture, emphasizing the importance of unity in our country, not just red states for Republicans and blue states for Democrats. Obama retreats this approach by saying a quote; â€Å"We worship an awesome God in the blue states, and we don’t like federal agents poking around our libraries in the red states. We coach Little League in the blue states, and yes, we’ve got some gay friends in the red states. There are patriots who opposed the war, and patriots who supported it. We are one people, all of us pledging allegiance to the Stars and Stripes, all of us defending the United States of America. † He effectively uses the Stars and Stripes as a metaphor for our American flag. The general theme of Barack Obama’s keynote address was the American Dream. He says â€Å"My parents shared not only an improbable love, they shared an abiding faith in the possibilities of this nation. He spoke of his international and interracial heritage as his father is from Kenya and his mother is from Kansas, and stressed the power of education in our society, distinguishing his attendance at Harvard Law School in spite of his family’s financial hardship. He also criticized poor black youths in America who believe that reading a book is acting white. He exclaims as a proud American â€Å"In no other country on Earth is my story possible† describing his successful career in politics and law and raising a family at the same time. Going along with his theme of the American Dream, Obama identified himself as â€Å"a skinny kid with a funny name who believes that America has a place for him, too. † His speech was an extremely emotional and passionate addressed that spoke to millions across the country. He spoke of national unity as one of the most important and unique characteristics of the United States, and how unity is one of the most important things that our country could have in 2004, in light of 9-11 and the war in Iraq. The allotment in the speech in which he made the simple phrase â€Å"there’s a United States of America a rallying cry of unity and togetherness was simple and powerful. † By stating that there is a United States of America he does not simply mean that there is a USA. He means that we are a united country, united as one as the United States of America. Obama’s rhetoric was deeply felt and was more reproducing, splashing with patriotism: â€Å"We are one people, all of us pledging allegiance to the stars and stripes, all of us defending the United States of America. He criticized the Iraq war, saying â€Å"we should never ever go to war without enough troops to win the war, secure the peace, and earn the respect the world. † This statement follows the Democrat’s extreme goal: to earn the respect of the world. The criticism reflects his attitude on the war: we need more troops. It appeals to the opinion of the world but also with a confident yet offensive shade: â€Å"The world should respect us, because when we confront an enemy we do it right. † Emotionally, the highest point of the speech was his statement that â€Å"We worship an awesome God in the Blue States. By saying this he denied the assumption that the Democrats are the secular party, and did it in unashamed language. Faith was a alternating theme throughout the speech, from near the very beginning when Obama said â€Å"faith in simple dreams, the insistence on small miracles. † Notice how Obama uses the terms â€Å"simple† and â€Å"small† utilizing emotions to connect with the â€Å"regular guy† of America, the blue collar worker. This is language that Democrats do not often use, and it makes the speech more accessible to many people and gives more support to other themes. Obama connected Democratic social programs with the one and only Golden Rule.

Organizational Change: the Effect on Employee Morale and Motivation

Abstract News of job losses (whether we label them as downsizing, layoffs, or restructuring) reaches us daily. And sometimes the reality hits close to home – loss of a job of a family member, a close friend, a valued coworker or someone you supervise. According to McKinley, Sanchez and Schick (1995), â€Å"This process of deliberate personnel reduction has been justified as a cost-cutting measure and as an incentive to increase productivity. However, evidence has shown that downsizing negatively affects employee morale and productivity. While people who lose their jobs can be strongly impacted by loss of financial security, fear for the future, and even decreased self-esteem, it’s important to recognize that people who survive job cuts face their own set of negative consequences. This group of â€Å"survivors† may experience stress as well as feelings of anxiety or depression. This paper examines these issues by reviewing the numerous organizational and leadersh ip changes that have taken place at WellPoint, Inc. within the last two years.In addition, a small sample of WellPoint associates was surveyed to assess the effects that the organizational restructuring and leadership changes have had on employee morale over the last two years. The results of that survey are presented in this paper. Introduction What single change causes the most consternation in the work place? The announcement of job cutbacks. With all the recent staff reduction announcements, this news is all too familiar. With it comes the immediate negative effect on employee morale, both for the laid-off employees and the remaining staff.Emotional turmoil resulting from an event such as organizational change can leave lasting scars on individuals and organizations. Disruption of normal operation can be short-lived if normal feelings of grief, loss, fear, and even guilt and anger are allowed to be expressed when the organizational change is being announced and/or is occurring. However, if these feelings are not allowed expression, they may be manifested later in more serious and damaging forms such as increased illness; absenteeism and turnover; decreased productivity and morale; and isruption in communication among employees and between employees and managers (Abbasi and Hollman, 1998). This can lead to massive chaos and interruption in the smooth flow of work activities? Abbasi and Hollman. (1998) emphasize the following, â€Å"There has been a clear change in corporate philosophy among American firms in the past two decades. Firms which once perceived employees as long-term assets to be nurtured, developed, engaged, and empowered by management, now see them as commodities. Workers are short-term expendable costs to be jettisoned at a moment’s notice when downsizing.The steady drumbeat of layoffs in recent years has made many workers feel that the days of career security are gone for good, no matter how dedicated they may be. † K. Mishra, Spreitzer and A. MIshra (1998) support this idea with the following, â€Å"Downsizing has become almost a way of life for U. S. companies. In fact, a first round of downsizing is generally followed by a second round a short time later. Sixty-seven percent of firms that cut jobs in a given year do so again the following year. †The outcome of these changes and the resulting impact on employees’ morale is discussed. This paper reviews literature that addresses corporate downsizing, what it is and why it is important. The literature review includes books and various articles. To assess the effect that these changes have had on employee morale, a 15-question survey was given to a small sample of WellPoint associates to measure their current feelings that impact their self-confidence. The results of the survey are offered, along with an analysis of the data, including conclusions. Literature ReviewCurrent business literature supports the idea that although managers implement downsizing to enhance profitability and productivity, research reveals that downsizing does not always result in higher earnings, improved productivity and better customer service and that workforce reductions often adversely affect employee attitude and morale. Abbasi and Hollman (1990) point out that throughout the early 1990s, the newspapers and airwaves were filled with stories of major American companies announcing layoffs of several thousand additional employees.Companies large and small were cutting jobs at a rate never seen before in American economic history. The trend toward downsizing is so pervasive, and its impact so profound, that it literally shapes the business strategy of many companies. In a study by Watson Wyatt Worldwide, it was reported that fewer than half of the companies it surveyed after the 1990 recession met profit goals after downsizing. Furthermore, study after study has challenged and often contradicted the long-term benefit of staffing cutbacks as a m eans to return to profitability.However, according to Carol W. Garnant, â€Å"The number one issue that companies immediately face when downsizing is employee morale. † She adds that â€Å"prompt resolution of staffing and organizational issues is essential to the first step in change. The longer the process takes, the more painful it becomes, and the greater the chance of losing key employees in the disruptive environment. † Abbasi and Hollman (1990) contend that today’s organizations no longer provide workers with a secure and stable workplace.It’s an unstable environment where workers work for managers who often find their compassion and concern for workers in sharp conflict with the pressures of relentless competition and investor expectations. Over the years, many employees stayed in their organization because the believed it was a good place to work. They believed in the organization, were loyal to it, and had expectations of periodic pay increases and regular opportunities for advancement. Their interests were aligned with those of management. The old paradigm is now gone.The myth that institutions will take care of their employees has been shattered. Lately, each round of organizational restructuring results in more bodies on the corporate scrap heap. Abbasi and Hollman (1990) agree that one of the biggest problems arising from workforce reduction concerns the devastating impact on employee morale and attitudes. A sense of foreboding usually pervades the workplace where downsizing is being discussed or is in progress. Employees often feel that their long years of work and dedication to the company are not reciprocated.They may perceive themselves as victims of some abstract management exercise which is outside their control and beyond their capacity to comprehend. Cutting staff doesn’t always work; in fact, it frequently has the opposite effect. The American Management Association surveyed 700 companies that had downs ized between 1989 and 1994. Employee morale plummeted in 83% of the companies. Employees who survive the unsettling and disruptive effect of downsizing also tend to experience a disproportionate amount of problems. They feel that management has put them at the very bottom of its priority list.According to Abbasi and Hollman, they feel betrayed, suffer ebbing morale, become dispirited and self-absorbed, submit a larger number of stress disability claims, become obsessed with layoffs and internal politics, and exhibit various behavioral problems. Many workers are forced to struggle with heavier workloads and become overburdened to the point of burnout. Others experience heightened anxiety as they wonder who will be next to go and if they will be able to make it safely to retirement before being forced out in a subsequent downsizing.After all, downsizing seems to beget more downsizing. Three out of four firms that downsize in one year plan to do it again in the next year. With some of the surviving employees having trouble getting to work on time and spending their day just going through the motions, no longer enjoying what they do, companies are finding that these employees are suffering from workplace depression. Corporate psychologists coined this phrase to characterize the feelings of suppressed anger and anxiety that are widespread in today’s workplace.According to Marjorie Whigham-Desair (1993), â€Å"The symptoms run form a general lack of enthusiasm and low productivity to high absenteeism coupled with a low rate of voluntary employee turnover. â€Å" This results in delays in projected deadlines and lackluster employees. Psychologists agree that the recent wave of corporate layoffs has taken its psychological toll on the nation’s workforce. When companies eliminate large numbers of workers, those who remain experience anxiety, says Therman Evans (1993), MD. , president and CEO of Whole Life Associates, a stress-management firm based in El kins Park, PA.This leads to higher workers’ compensation claims and extremely paranoid employees. â€Å"As companies downsize, responsibilities shift to those who remain, this can result in frustration, irritability, fatigue and ultimately burnout, adds Michael D. Cox (1993), Ph. D a psychologist at Baylor College of Medicine in Houston. As authors and human resource consultants Kenneth N. Wexley and Stanley B. Silverman (1993) point out in their book, Working Scared: Achieving Success in Trying Times, organizations that downsize violate two fundamental factors that motivate workers; the need for security and the desire for justice.Not only do surviving employees distrust the company, they also become more cautious. As a result, innovation and creativity are stifled. People worry about the unknown and need time to prepare for it, says Cox. â€Å"They don’t like to be given bad news abruptly; they don’t want to feel out of control. † Those managers who mu st implement layoffs suffer too. Two researchers found that managers often become abrasive, narcissistic, withdrawn, alienated, apathetic or depressed. Mishra et al. 1998) found, â€Å"the irony is that downsizing companies are unwittingly destroying the very qualities they need for competitive advantage, namely their employees’ trust and empowerment. At the same time they are downsizing, many companies are advocating the implementation of high-involvement work systems and total quality management strategies. Yet employee trust and empowerment, often shattered in the process of downsizing, are the engines that make these initiatives work,† resulting in a decrease in employee motivation and increase employee absenteeism. Mishra et al. 1998) call attention to the fact that â€Å"trust between managers and employees is critical for effective work relationships, especially under conditions of high uncertainty and conflict. † Trust is defined as an individual’ s willingness to be vulnerable to another based on the belief that the other party is competent, open, reliable, and concerned about the individual’s own interests. Employee trust and empowerment decline considerably during downsizing. Survivors may no longer trust top management’s openness because communication is not credible or information is withheld.Survivors may not believe that management cares about employees’ needs if they see that their welfare has been sacrificed for top managers’ personal gain. Survivors’ sense of empowerment may suffer and their competency also may be threatened as they take on the jobs of laid-off coworkers, which often require different skills. Their sense of personal control may suffer because of unclear or constantly changing job responsibilities or frequent layoffs that leave them wondering if they are next. Not surprisingly, their willingness to take risks may decline, and they may become more resistant to change (Mishra et al. 1998). Isabella (1989) suggests, â€Å"Companies that downsize may be unprepared for the strong emotions, lengthy adjustment time, diminished morale, and lower productivity experienced by the survivors of massive restructuring. In fact, companies often have surprisingly little information about the adjustments and assessments of those ultimately responsible for revitalizing the company. † Isabella (1989) adds, â€Å"The downsizing also can trigger substantial uncertainty and concern for one’s professional and personal future.Feelings of security can be of significant concern because years spent in an organization can create a level of familiarity that is difficult to rebuild elsewhere. † Therefore, it is not uncommon to employees update their resumes and begin seeking employment elsewhere during these stressful times. This certainly has been the case for employees of WellPoint, Inc. Shortly after the Anthem/WellPoint Health Network merger in 2004 , when the company became known as WellPoint, Inc. , numerous attempts have been made to reengineer the company and minimize duplication wherever possible.Even after several rounds of layoffs, WellPoint, Inc. once again decided to trim more positions as it faces a still-sluggish economy and uncertainty from potential health-care reforms coming out of Washington. â€Å"As the economic environment changes, WellPoint reviews the size and skills of our work force and makes adjustments as necessary,† WellPoint spokeswoman Kristin Binns said in an email. Job reductions by businesses across the country during the downturn have caused shrinking membership in many of WellPoint’s employer-sponsored health plans.The company said it is looking for ways to operate more efficiently in 2010. Early this year, WellPoint trimmed about 1,500 jobs in a move that included about 600 layoffs (Lee, 2009). This leads to those who are left behind feeling very uncertain about their own job secur ity, wondering if they will survive the next phase of layoffs. Gibbons and Brenowitz (2001) acknowledge, â€Å"Only the luckiest businesses in any industry will survive their entire lifecycles without experiencing the wrath of corporate downsizing. In the aftermath of downsizing, fewer people are left to do the same or increased amount of work.The organization, once designed for and built around a greater number of people, is now left in a state of imbalance. While survivors usually move from denial to acceptance, they often struggle to get there. † They further state,† At a time when they’re feeling the lowest, middle management must perform at their best. Although the company appears to be in a state of chaos, managers must seem calm, confident and in control. It’s their job to begin allocating tasks, confirming work objectives, making sure people stay focused on appropriate tasks, and pulling together a new team. What many companies may not realize is t hat the design of an organization cannot withstand such turbulence without some degree of consequence. Senior management cannot assume to rebalance the company’s design by moving around a few boxes on the organizational chart. The fact is that organization design goes beyond the company structure. It addresses issues more systemic than the lines, boxes and arrangement of people and functions. It includes such factors as information and reward systems, management and decision making processes; mission, vision and values; business strategy and people (Gibbons and Brenowitz, 2001).In addition to impacting management, downsizing also has a profound effect on those who survive. Some of the most common challenges survivors of downsizing face include: guilt, some remaining employees may feel guilty that they were â€Å"saved† from the job cuts; stress, not only do employees have to cope with the stress of job insecurity, but they also have even more work to do with fewer reso urces; and anxiety, the anxiety engendered by job cuts doesn’t end with initial layoffs, survivors often live in a state of shock, wondering if the worst is over or still to come (Harris, Rothenberg International, LLC, 2008).In conclusion, as downsizing continues to become an increasingly normal business practice, managers need to find ways to improve their ability to manage the change. This includes motivating traumatized employees and getting operations back on track. It means addressing the drama of the situation, not denying it. Can-do attitudes are badly needed and understandable goals must be spelled out. Yet, nothing promises post-downsizing success like the practice of open, honest communications? Methodology To determine how the organizational changes have affected employee morale, a survey was administered to a small sample of employees.Twenty WellPoint employees were surveyed. About the same number of surveys was given to male and female employees. Eight State Spon sored Business and 12 Shared Services employees participated in the survey for a total sample size of 20. The survey was adapted from the 2008 WellPoint Associate Engagement Survey developed by Kenexa and the WellPoint, Inc. EAP website self-assessment tools. Although the original survey created by Kenexa and those found on the EAP website consisted of a number of additional questions, the questions for this survey has been reduced to 15 questions.Each of the 15 questions was rated according to a five-point Likert scale response, ranging from a numerical score of one, if the respondent strongly disagrees with, to five, if the respondent strongly agrees. A total score of 75 is the maximum possible for the survey. Quantitative results were placed into tables and the mean and standard deviation were calculated for each question. The results were analyzed and interpreted in the Analysis and Conclusion sections of this report. The survey follows. Associate Morale ObservationYou are invit ed to participate in this survey to help Pamela Forrest with a research paper for an MBA class project. Your participation is entirely voluntary and your responses will be kept strictly confidential. If you are willing to participate, please answer all of the questions and return this survey to Pamela by Monday, October 12, 2009. To complete this survey: In the space to the right of each statement below, please place a number from 1 to 5 indicating how true the statement is about your experience working at WellPoint, Inc. using the following scale: =Strongly Disagree 2=Disagree 3=Neither Agree nor Disagree 4=Agree 5=Strongly Agree 1. I feel that I am part of a team. _____ 2. I am involved in decisions that affect my work. _____ 3. My job makes good use of my talents and abilities. _____ 4. I feel overwhelmed trying to keep up with my responsibilities or with trying to please everyone. _____ 5. WellPoint provides me with the opportunity for learning and development. _____ 6. I have t he training I need to do my job effectively. _____ 7. I receive the coaching and feedback I need to do my job effectively. ____ 8. I feel that I have limited control over the outcome of my job. _____ 9. I am satisfied with my opportunities for career advancement. _____ 10. I am able to manage my work responsibilities in a way that allows me to maintain a healthy balance between work and home. _____ 11. I regularly receive appropriate recognition for my contributions. _____ 12. I am paid fairly for the work I do. _____ 13. I dread going to work, especially on Sunday night. _____ 14. I receive the information and communication I need to do my job effectively. _____ 15.My immediate manager does a good job communicating the reasons behind important changes that are made. _____ Thank you for your time and support for this class project! Questionnaire adapted from the 2008 WellPoint Associate Engagement Survey developed by Kenexa and the WellPoint, Inc. EAP website self-assessment tools. Results A total of 20 surveys were distributed to WellPoint associates. Twenty surveys were completed and returned, for an overall response rate of 100 percent. The average total score for the survey, calculated from all 20 respondents, is 51. 5 out of a possible maximum of 75. This equates to an average total rating of 68 percent. The mean was calculated for each of the 15 rating-scale questions. The mean for the results ranges from a high of 4. 25 to a low of 2. 85. The standard deviation was calculated for each of the 15 rating-scale questions. The results range from a high of 1. 459 to a low of . 7539. The results for each of the 15 rating-scale questions are given below. Question 1: I feel that I am part of a team. The mean for the total results is 4. 25 and the standard deviation is . 8507.The most frequently occurring response given by all respondents for this question is 5, â€Å"strongly agree. † Question 2: I am involved in decisions that affect my work. The mean fo r the total results is 3. 6 and the standard deviation is . 9947. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 3: My job makes good use of my talents and abilities. The mean for the total results is 3. 45 and the standard deviation is 1. 191. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. Question 4: I feel overwhelmed trying to keep up with my responsibilities or with trying to please everyone. The mean for the total results is 3. 15 and the standard deviation is 1. 04. The most frequently occurring response given by all respondents for this question is 3, â€Å"neither agree nor disagree. † Question 5: WellPoint provides me with the opportunity for learning and development. The mean for the total results is 3. 4 and the standard deviation is . 9403. The most frequently occurring response given by all respondents for this question is 4, â€Å"agre e. † Question 6: I have the training I need to do my job effectively.The mean for the total results is 3. 6 and the standard deviation is . 7539. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 7: I receive the coaching and feedback I need to do my job effectively. The mean for the total results is 3. 45 and the standard deviation is . 9445. The most frequently occurring response given by all respondents for this question is 3, â€Å"neither agree nor disagree. † Question 8: I feel that I have limited control over the outcome of my job. The mean for the total results is 3. 35 and the standard deviation is 1. 1367.The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 9: I am satisfied with my opportunities for career advancement. The mean for the total results is 2. 95 and the standard deviation is 1. 099. The most frequently occurring r esponse given by all respondents for this question was tied between 3, â€Å"neither agree nor disagree† and 4, â€Å"agree. † Question 10: I am able to manage my work responsibilities in a way that allows me to maintain a healthy balance between work and home. The mean for the total results is 3. 4 and the standard deviation is 1. 39. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 11: I regularly receive appropriate recognition for my contributions. The mean for the total results is 3. 4 and the standard deviation is 1. 0463. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Question 12: I am paid fairly for the work I do. The mean for the total results is 3. 45 and the standard deviation is 1. 1459. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. Question 13: I dread going to work, es pecially on Sunday night. The mean for the total results is 2. 85 and the standard deviation is 1. 4244. The most frequently occurring response given by all respondents for this question was tied between 1, â€Å"strongly disagree† and 3, â€Å"neither agree nor disagree. † Question 14: I receive information and communication I need to do my job effectively. The mean for the total results is 3. 15 and the standard deviation is . 9333. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. †Question 15: My immediate manager does a good job communicating the reasons behind important changes that are made. The mean for the total results is 3. 8 and the standard deviation is . 7678. The most frequently occurring response given by all respondents for this question is 4, â€Å"agree. † Analysis The overall survey score of 51. 25 percent indicates that the employee morale for WellPoint associates is average. While th ese scores could be a little higher, they still are quite positive in light of the major organizational changes that recently have taken place across the company.In fact, WellPoint is doing better than one would expect considering all of the organizational changes it has experienced within the last couple of years. The survey question with the highest mean score overall (4. 25 mean) was number one, â€Å"I feel that I am part of a team. † This is largely due to the fact that the majority of associates who took part in this survey, work for a highly creative department whose direct management has fostered monthly team-building activities and encouraged collaboration when completing everyday tasks.The question with the lowest mean score overall (2. 85 mean) was number 13, â€Å"I dread going to work, especially on Sunday night. † Because this question had a negative spin on it, the fact that it received a low mean score actually is a positive indicator. Based on their re sponses, the majority of associates surveyed enjoy coming to work, even when the week is just getting underway. Consequently, the next lowest mean score overall (2. 95 mean), which actually indicates a considerable amount of discontent is number 9; â€Å"I am satisfied with my opportunities for career advancement. This has been a trouble area for quite some time, due, in large part to the fact that a majority of the associates within our department have realized little or no career advancement within the last few years. To further assess this study’s survey results, questions were evaluated based on the percentages of answers for each question, adding together the percentages for response #4, â€Å"agree† and response #5, â€Å"strongly agree. † These figures were compared to the sum of the remaining three percentages for response #1, â€Å"strongly disagree,† response #2, â€Å"agree† and response #3, â€Å"neither agree nor disagree. The fact t hat some of the questions had a negative spin, resulted in reversing the percentages for a more accurate representation. For question 1, â€Å"I feel that I am part of a team,† a total of 85% either agreed or strongly agreed as compared to 15% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that the team-building efforts initiated by management have had a positive affect on associates. For question 2, â€Å"I am involved in decisions that affect my work,† a total of 55% either agreed or strongly agreed as compared to 45% who either strongly disagreed, disagreed or neither agreed nor disagreed.This shows that associates feel that they have a say in their daily decision-making tasks. For question 3, â€Å"My job makes good use of my talents and abilities,† 60% either agreed or strongly agreed as compared to 40% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that associates feel that they ar e utilizing their skills in their daily work routine. For question 4, â€Å"I feel overwhelmed trying to keep up with my responsibilities,† 65% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 35% who either agreed or strongly agreed.This shows that associates feel that their workload is balanced and they are able to accomplish their daily tasks with a limited amount of stress. Question 5, â€Å"WellPoint provides me with the opportunity for learning and development,† primarily was split almost down the middle with 55% either agreeing or strongly agreeing and 45% either strongly disagreeing, disagreeing or neither agreeing nor disagreeing. This reveals the possibility that opportunities for learning and development may not be offered equally to all associates; some associates may be favored to take educational courses over other associates.For question 6, â€Å"I have the training to do my job effectively,† 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most associates feel well-equipped to adequately handle their job duties. However question 7, â€Å"I receive coaching and feedback to do my job effectively,† predominantly was split down the middle with 45% either agreeing or strongly agreeing and 55% either strongly disagreeing, disagreeing or neither agreeing nor disagreeing.This shows that management may not be communicating effectively nor providing adequate coaching and feedback on a regular basis. And question 8, â€Å"I feel that I have limited control over the outcome of my job,† was split down the middle, 50/50, which shows that associates feel that external factors may have more direct impact on their job than the direct contributions they make on a daily basis. For question 9, â€Å"I am satisfied with my opportunities for career advancement,† 60% either strongly disagreed, di sagreed or neither agreed nor disagreed as compared to 40% who either agreed or strongly agreed.This demonstrates the belief shared by a majority of WellPoint associates, that there is little opportunity for upward mobility with the organization. For question 10, â€Å"I am able to maintain a healthy work-life balance,† 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel that they are maintaining an adequate balance between their work responsibilities and their leisure time.And question 11, â€Å"I regularly receive appropriate recognition for my contributions,† was split down the middle, 50/50, which shows that appropriate recognition may not always be given equally to all associates; some associates may be favored over others. For question 12, â€Å"I am paid fairly for the work I do,† 65% either agreed or strongly agreed as compared to 35% who either strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel that they are satisfied with their rate of pay for the work that they do.For question 13, â€Å"I dread going to work, especially on Sunday night,† 65% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 35% who either agreed or strongly agreed. This shows that associates feel content with their jobs and look forward to coming to work. For question 14, â€Å"I receive the information and communication I need to do my job effectively,† 60% either strongly disagreed, disagreed or neither agreed nor disagreed as compared to 40% who either agreed or strongly agreed. This reveals that WellPoint needs to improve their channels of communication.And finally, for question 15, â€Å"My immediate manager does a good job communicating the reasons behind changes,† 70% either agreed or strongly agreed as compared to 30% who eit her strongly disagreed, disagreed or neither agreed nor disagreed. This shows that most of the associates feel satisfied with the way their immediate manager is communicating with them. Conclusion Depending on the scope and size of the organizational change and the number of staff affected, consequences can be disruptive. Employees may find even the act of reporting for work very stressful.They may have difficulty sleeping or eating. People respond differently and recover at different rates. For most people, the effects of the event will subside within a few weeks as people adjust to the changes. For others, the symptoms may become worse. However, surprisingly, the results of this study refute most of the literature on this subject. While downsizing is a workplace trend that is here to stay and that undeniably creates anger, stress, fear and even trauma for surviving employees, according to the findings in this survey, this has not proven to be the case for WellPoint associates.This study’s survey results indicate that WellPoint has been reasonably successful to this point. Employee morale and attitudes are at or slightly above national norms, which is rather commendable considering the recurring layoffs that have taken place over the course of the past two years. While the industry trend indicates otherwise, WellPoint associates who have weathered the storm by remaining gainfully employed with the company, increase their engagement while striving to achieve superior performance in their daily work activities.Evidence can be seen in the high survey rankings reported in this paper on questions such as â€Å"I have the training to do my job effectively† and â€Å"I am able to maintain a healthy work-life balance. † Even under the most extreme circumstances of additional impending layoffs, the morale of the surviving associates at WellPoint is surprisingly high. I am inspired by the fact that WellPoint associates have managed to hold onto emp loyee morale in spite of some tough economic conditions.Some of the survey results that support this include the high survey rankings reported in this paper on questions such as â€Å"Associates feel that they are part of a team† and â€Å"My job makes good use of my talents and abilities. † However, the common rationale that downsizing is necessary to financial health and that greater efficiency always follows job cuts is questionable. Therefore, WellPoint also must give attention to alternatives that may cause less turmoil and still achieve the desired economic results.There are numerous alternatives to downsizing that are far less demoralizing to employees. Some of these alternatives include gearing down to a four-day work week or using job-sharing techniques, where employees lose pay but keep their job. Other alternatives include pay reductions, taking vacations without pay, having fewer paid holidays, retraining or redeploying workers, or providing early retiremen t buyouts for workers past a certain age. Finally, some other ideas include imposing wage and hiring freezes, restricting the amount of overtime available to employees or cutting back on executive perks.The negative effects of downsizing can be eased by acknowledging the situation, asking questions and communicating honestly, listening to others and exploring new ideas and ways of doing things. Taking an active, positive role in reducing the trauma of downsizing can enhance WellPoint’s chances of being part of a creative, profitable company and enhance its professional growth and opportunity for the future. In addition, if there don’t seem to be any alternatives to layoffs, WellPoint can make the layoffs seem less arbitrary and cruel by keeping the lines of communication open and explaining with dignity the strategy behind them.In the opinion of this author, WellPoint needs to turn its attention to cultivating the staff that is ultimately responsible for revitalizing t he company by providing more opportunity for learning and development and career advancement as well as expanding the lines of communication. Questions in the survey show that WellPoint is weak in these two key areas. Evidence can be seen in the low survey rankings reported in this paper on questions such as â€Å"I am satisfied with my opportunities for career advancement,† and â€Å"I receive the information and communication I need to do my job effectively. Therefore, providing more opportunities for associates and improving the flow of communication, not only would be a worthwhile investment for the company, but also a vehicle for providing a worthwhile work environment for the associates. This in turn would result in a direct benefit to the organization by increasing associate engagement and providing the necessary tools for associates to do their job more effectively. This, in turn, would make the most of the human capital available in the 41,000 WellPoint associates.A ppendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |SSB Survey Results | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Associate Morale Monitor | | | | | | | | | | | | | | | | | | | | | | | | | |Results for WellPoint, Inc. Associates 10. 9. 09 | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 |Avg. |SD |Mode | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 |4. 5 |0. 85 |5 | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 |3. 6 |0. 97 |4 | |3. Job makes good use of talents & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 |3. 45 |1. 19 |4 | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 |4 |3 |5 |3 |3. 15 |1. 04 |3 | |5. WellPoint provides opportunity for develo p. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 |3. 4 |0. 94 |4 | |6.Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 |3. 6 |0. 75 |4 | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 |3. 45 |0. 94 |3 | |8. Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 |3. 35 |1. 14 |4 | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 |2. 95 |1. 1 |3 | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 |3. 4 |1. 1 |4 | |11. Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 |3. 4 |1. 05 |4 | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 |3. 45 |1. 15 |4 | |13. Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 |2. 85 |1. 42 |3 | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 |3. 15 |0. 93 |4 | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 |3. |0. 77 |4 | | Appendix A | | | | | | | | | | | | | | | | | | | | | | | | |Survey Scores | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Scores | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 | |3.Job makes good use of talents & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 | 4 |3 |5 |3 | |5. WellPoint provides opportunity for develop. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 | |6. Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 | |8.Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 | |11. Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 | |13.Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 | |Sum | | | |46 |42 |50 |49 |41 |45 |58 |53 |55 |56 |51 |39 |53 |61 |63 |49 |56 |50 |52 |56 | |Score (%) | | | |61% |56% |67% |65% |55% |60% |77% |71% |73% |75% |68% |52% |71% |81% |84% |65% |75% |67% |69% |75% | |Appendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Results Sorted by Mean | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Results Sorted by Mean | | | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 |Mean | | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 |4. 5 | | | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 |3. 6 | | | |3. Job makes good use of talent s & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 |3. 45 | | | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 |4 |3 |5 |3 |3. 15 | | | |5. WellPoint provides opportunity for develop. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 |3. 4 | | | |6.Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 |3. 6 | | | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 |3. 45 | | | |8. Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 |3. 35 | | | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 |2. 95 | | | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 |3. | | | |11. Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 |3. 4 | | | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 |3. 45 | | | |13. Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 |2. 85 | | | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 |3. 15 | | | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 |3. | | | | Appendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Results Sorted by Standard Deviation | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Results Sorted by Standard Deviation | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Respondent # |1 |2 |3 |4 |5 |6 |7 |8 |9 |10 |11 |12 |13 |14 |15 |16 |17 |18 |19 |20 |St. Dev. | | |1. Part of a team | | |4 |3 |4 |4 |5 |4 |4 |5 |5 |5 |4 |4 |4 |5 |5 |3 |5 |5 |2 |5 |0. 507 | | | |2. Involved in decisions affecting work | |2 |3 |3 |3 |4 |3 |5 |5 |4 |4 |4 |4 |3 |4 |5 |3 |4 |2 |2 |5 |0. 9947 | | | |3. Job makes good use of talents & abilities | |1 |1 |4 |2 |3 |3 |5 |4 |4 |4 |3 |4 |4 |5 |5 |2 |4 |3 |4 |4 |1. 191 | | | |4. Feel overwhelmed trying to keep up | |2 |4 |2 |5 |4 |4 |1 |3 |3 |3 |3 |4 |3 |3 |2 |2 |4 |3 |5 |3 |1. 04 | | | |5. WellPoint provides opportunity for develop. | |4 |1 |3 |2 |4 |4 |4 |5 |4 |3 |3 |2 |3 |4 |4 |3 |4 |3 |4 |4 |0. 9403 | | | |6.Have training to do job effectively | |3 |4 |3 |4 |2 |2 |4 |3 |4 |4 |4 |4 |4 |4 |5 |4 |4 |3 |3 |4 |0. 7539 | | | |7. Receive coaching and feedback | |3 |3 |3 |3 |2 |2 |4 |3 |4 |4 |3 |2 |3 |5 |5 |4 |4 |3 |4 |5 |0. 9445 | | | |8. Limited control over job outcome | |4 |5 |4 |4 |2 |4 |4 |3 |2 |3 |5 |1 |3 |3 |2 |4 |3 |4 |5 |2 |1. 1367 | | | |9. Satisfied with career advancement opportunity | |2 |1 |3 |1 |2 |4 |3 |3 |4 |4 |2 |2 |3 |4 |5 |2 |3 |3 |4 |4 |1. 099 | | | |10. Healthy work-life balance | | |4 |4 |4 |3 |2 |1 |5 |4 |4 |4 |4 |1 |4 |4 |5 |4 |2 |5 |1 |3 |1. 3139 | | | |11.Regular recognition for contributions | |3 |2 |4 |2 |2 |2 |5 |3 |4 |4 |3 |2 |4 |5 |5 |3 |4 |3 |4 |4 |1. 0463 | | | |12. Paid fairly for work done | | |4 |1 |4 |4 |2 |5 |5 |3 |4 |3 |3 |1 |4 |4 |4 |4 |2 |4 |4 |4 |1. 1459 | | | |13. Dread going to work | | |3 |5 |3 |5 |3 |2 |1 |1 |1 |3 |4 |2 |4 |2 |1 |4 |5 |3 |4 |1 |1. 4244 | | | |14. Receive info. & communication to do job | |3 |2 |2 |4 |2 |2 |4 |4 |4 |4 |3 |2 |3 |4 |5 |3 |3 |3 |2 |4 |0. 9333 | | | |15. Mgr. effective communicator about changes |4 |3 |4 |3 |2 |3 |4 |4 |4 |4 |3 |4 |4 |5 |5 |4 |5 |3 |4 |4 |0. 7678 | | | |Appendix A | | | | | | | | | | | | | | | | | | | | | | | | | | | |Survey Results – Percentage of Answers for Each Question | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |Percentage of Answers for Each Question | | | | | | | | | | | | | | | | | | | | | | | | |Question | |Percentage for Each Response | | | | | | |% Ans. 1 |% Ans. 2 |% Ans. 3 |% Ans. 4 |% Ans. 5 |Total | | | | | | | | | | | | |1. I feel that I am part of a team. | | | | | | | |0 |5 |10 |40 |45 |100 | | | | | | | | | | | | |2. I am involved in decisions that affect my work. | | | | | |0 |15 |30 |35 |20 |100 | | | | | | | | | | | | |3. My job makes good use of my talents and abilities. | | | | | | |10 |10 |20 |45 |15 |100 | | | | | | | | | | | | |4. I feel overwhelmed trying to keep up with my responsibilities. | | | | |5 |20 |40 |25 |10 |100 | | | | | | | | | | | | |5. WellPoint provides me with the opportunity for learning and development. | | |5 |10 |30 |50 |5 |100 | | | | | | | | | | | | |6. I have the training to do my job effectively. | | | | | | | |0 |10 |25 |60 |5 |100 | | | | | | | | | | | | |7. I receive coaching and feedback to do my job effectively. | | | | |0 |15 |40 |30 |15 |100 | | | | | | | | | | | | |8. I feel that I have limited control over the outcome of my job. | | | | |5 |20 |25 |35 |15 |100 | | | | | | | | | | | | |9. I am satisfied with my opportunities for career advancement. | | | | |10 |25 |30 |30 |5 |100 | | | | | | | | | | | | |10. I am able to maintain a healthy work-life balance. | | | | | | |15 |10 |10 |50 |15 |100 | | | | | | | | | | | | |11. I regularly receive appropriate recognition for my contributions. | | | | |0 |25 |25 |35 |15 |100 | | | | | | | | | | | | |12.I am paid fairly for the work I do. | | | | | | | |10 |10 |15 |55 |10 |100 | | | | | | | | | | | | |13. I dread going to work, especially on Sunday night. | | | | | | |25 |15 |25 |20 |15 |100 | | | | | | | | | | | | |14. I receive the information and communication I need to do my job effectively. | | |0 |30 |30 |35 |5 |100 | | | | | | | | | | | | |15. My immediate manager does a good job communicating reasons behind changes. | |0 |5 |25 |55 |15 |100 | | | | | | | | | | | | | Appendix B Charts of Results for Each Survey Question Sources Consulted Abbasi, Sami M. Hollman, Kenneth W. (1998). The myth and realities of downsizing. Records Manag ement Quarterly, 32. n2, 31(6). (Document ID: A20776055). Business Editors. (2000). Workforce Growth Averages 5. 9%, Annual AMA Survey Finds. Business Wire. Retrieved from http://findarticles. com/p/articles/mi_m0EiN/is_2000_Oct_25/ai_6632 Canada and the World Backgrounder. (1996). Downsizing or dumbsizing? Canada and the World Backgrounder, 62. n2, 12(1). (Document ID: A18927954). Cummings, Thomas G. & Worley, Christopher G. (2005). Organization Development & Change. Ohio. Thomson South-Western. See pages 287-297. ) Garnant, Carol W. (2001). Who re-moved my cheese? Responding to staff reductions. Tax Executive, 53. 4, 283. (Document ID: A79052297). Gibbons, Tracy & Brenowitz, Randi S. (2001). The Impact of Downsizing on Corporate Culture. Data Center Management. Harris, Rothenberg International, LLC. (2008). Helping Employees with Organizational Change: A Guide for Managers. Retrieved from www. wellpoint. com. Harris, Rothenberg International, LLC. (2008). Managing in Uncertain Tim es. Retrieved from www. wellpoint. com. Harvey, Don & Brown, Donald R. 1996). An Experiential Approach to Organizational Development. New Jersey: Prentice-Hall, Inc. Isabella, Lynn A. (1989). Downsizing: survivors’ assessments. Business Horizons, 32. n3, 35(6). (Document ID: A7739163). Lee, Daniel. (2009). WellPoint Says Economy Could Prompt It to Cut More Jobs. The Indianapolis Star. Retrieved from http://www. istockanalyst. com/article/viewiStockNews/articleid/3499717. McKinley, William, Sanchez, Carol M. & Schick, Allen G. (1995). Organizational downsizing: constraining, cloning, learning. The Academy of Management Executive, 9. 3, 32(13). (Document ID: A17452339). Mishra, Karen E. , Spreitzer, Gretchen M. & Mishra Aneil K. (1998). Preserving employee morale during downsizing. Sloan Management Review, 39. n2, 83(13). Retrieved from http://find. galegroup. com/ips/start. do? prodID=IPS. Noer, David M. Healing The Wounds: Overcoming the Trauma of Layoffs and Revitalizing Dow nsized Organizations. New York. Jossey-Bass Inc. , 1993. (See pages 3, 4, 10-12. ) Whigham-Desir, Marjorie. (1993). Strategies for coping with workplace depression. Black Enterprise, 24. n2, 77(4). (Document ID: A13287127).

Native Americans in the United States and James K. Polk Essay

6. Compare the expansionist foreign policies of Presidents Thomas Jefferson and James K. Polk. To what extent did their policies strengthen the United States? 1. President Thomas Jefferson a. Anti-Federalist: usually weary of American expansionism b. Louisiana Purchase i. After Spain gave New Orleans to the French, Jefferson sent Monroe to France to buy the strategic land for $2 million ii. France about to engage in war in Europe and dealing with a slave revolt in Haiti, offered to sell the entire Louisiana Territory for $15 million and Jefferson accepted, even though he wasn’t sure that the Constitution allowed for it iii. Congress quickly approved the treaty iv. Strengthened the United States because gave them complete control over the strategically crucial Mississippi River c. Louis and Clark i. Sent expedition to explore territory west ii. Encountered many new animals, plants, and Indian tribes iii. Strengthened the United States in that the West was no longer completely un-chartered territory, and knowledge was deepened after the countless scientific discoveries 2. President James K. Polk a. Democrat who favored vast expansion at a rapid rate b. Rallied for the immediate annexation of Texas, which Tyler accomplished right before Polk took office c. Oregon Territory i. Acquired from a treaty with Great Britain made peacefully in 1846 ii. Established current northern border for the region iii. Strengthened America because of more territory and greater control of the continent, less outside influence d. Mexican-American War i. Polk wanted to acquire the Southwest from Mexico ii. Mexico wouldn’t sell the territory, so Polk provoked Mexican troops with the stationing of American troops and declared war iii. After a successful invasion of Mexico City and the war was over, Mexico signed the Treaty of Guadalupe-Hidalgo in 1848 ceding most of the modern Southwest over to the United States iv. Strengthened America because the acquisition of the new territory increased America’s potential wealth and asserted American dominance over Mexico 3. Texas fight with Mexicans, an excuse for US to gain territory 4. Polk’s platform of manifest destiny 5. Thorton affair ? spark of war. Mexicans crossed Rio Grande and attacked Texas dragoons 6. Mexico loses half its territory 7. Many Whigs called the war an expansion of slavery 8. The newly acquired territories contributed to a new patriotic feeling in US.

Discussion Board Coursework Example | Topics and Well Written Essays - 250 words - 4

Discussion Board - Coursework Example The presence of the spirit, sent by God, gave the people guidelines on behavior, and consequently replaced the law. It was greater than the law and prophets, and their divine teachings to Christians. The day is important because it actually marked the day manifested himself to the people through a spirit (Bacchiocchi, 1996). Although the Day of Pentecost is not as popular as Easter or Christmas, it is important because it commemorated the beginning of the church. It memorializes the coming of the Holy Spirit on the early followers of Jesus. Although there were believers and followers of Jesus Christ, ‘the church’ gained recognition after the Day of Pentecost. The Pentecost provides both a historical and spiritual relevance and is the church birthday. Historically, it is the day Christians and believers started the church. Spiritually, it is the day the Holy Spirit appeared and gave the church

Conflict management in a workplace Research Paper

Conflict management in a workplace - Research Paper Example The media addresses these conflicts microscopically though they are recounting in real time. People should not allow these workplace brutalities to obstruct them from them from addressing conflict that is more regular rationally, effectively, and creatively. This essay provides: approaches on the of workplace conflict and the certain dynamics that are involved in workplace conflicts, outlines on the significant steps followed to intervene and ensure that the staff work constructively despite their differences, and information about internal and external services needed for additional assistance. Background Conflicts occur almost in every workplace. For instance, in company environments where innovation and ideas are esteemed and diverse personalities and groups interact and work together, there are higher chances of conflict to occur. Different beliefs, views and needs on how duties should or can be done may occur across or within the company staff and bring the potential of a confli ct occurring. Preferably, when such conditions arise, staff members are supposed to engage in a respectful and a healthy debate and responding to everybody’s viewpoints (Doherty & Marcelas 153). However, if misaddressed or left unattended, conflicts between the staff member may become worse, leading to teamwork breakdown and create a range of human or financial expenses. These include absenteeism, resignations, stress-related symptoms, reduced motivation and morale, and lower the company’s productivity.... Hansen insists in the ability to mediate conflict, to handle situations of conflict significantly when they happen and develop an environment where staff members are empowered and skilled on how to address differences with their workmates in a productive and positive manner. This essay aims at helping the reader to determine symptoms of potential conflict occurring between staff members and a direction on when and how to intervene to come up with positive outcomes that reduces the risk of negative impacts (Hansen 67). The key arguments for the parties involved in the conflict Simply, conflict occurs mainly between two or more parties due to disagreement over something. These parties are however interdependent meaning that the conflict’s resolution to be mutual satisfactorily, mutual effort must be in use (Hansen 59). The disagreement may happen to be real, but it must be psychologically affecting one of the parties involved. Conflict occurs between two parties, which are inter dependent and may cause disputes, contests, and challenges. Workplace on the other hand, is the setting whereby work is done. One can also interpret workplace as a physical location where employees interact to produce goods and services for a company. Currently, people view workplace as a psychological place of activity rather than being a physical working site. Therefore, workplace is something of a misnomer that company managers should highly consider to prevent occurrence of staff conflicts (Joyce 55). The popular media has issues concerning violations of staff rights in workplaces. The rights declared by employees under national laws come from antidiscrimination protections such as Civil Rights Act, labor

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

Advertisement - Essay Example The first advertising phase effectively increases the target clients’ knowledge of the products’ benefits. The same advertising pattern is grounded on the understanding that the target clients have prior direct experiences on products’ benefit. The target clients affirm that the main advertisement message is very convincing (cognition phase). The eye drops advertisements target a certain target market. The market is composed of current, future, and prior users of eye drops. The target clients know that eye drops will improve the eyes’ physical condition. Consequently, the target clients will accept (cognize) the advertisement’s message (Shimp & Andrew, 2013). Next, the muscle pain medicine convinces the advertisement viewers that the gel product will alleviate muscle pain. Again, the advertisement targets the current and prior users of muscle pain medicines. The same users are convinced that most muscle pain products successful improve the patients’ muscle pain symptoms. The product targets customers having flu-related symptoms. Most of the patients diagnosed with the same symptoms accept (cognize) the advertisement is truthful, delivering what the company advertises (Shimp & Andrew, 2013). Finally, the arthritis advertisement targets customers who are currently patronizing arthritis and related pain medications. The advertisement easily convinces the arthritis patients that using the product will lessen the painful joint pains generated by arthritis. The target advertisement viewers know that the product will make the product users start living a more pain-absent life. Regarding the efficacy of the product, the target clients have no doubts (Shimp & Andrew, 2013). The second phase focuses adding convincing relevant knowledge to the advertisements’ target clients. The three advertisements contribute additional beneficial knowledge to the target clients. The clients will know that there is a new competing product in the market. The

Read the case, and answer the question Case Study

Read the , and answer the question - Case Study Example The good point showcasing about being socially responsible in the given case is the idea that Vermont Teddy Bear was trying to consider their customers as partners, which is tantamount to the the actual formation of relationship with its customers. In doing so, they only are not going to earn long-standing trust, but above all, the ability on the part of the customers to distinguish the kind of service they provide. Vermont Teddy Bear therefore knew the key to a long-lasting penetration and operation in the market and that is to create a meaningful relationship with their customers, an act that one could potentially consider as socially responsible. Here is another important point how Vermont Teddy Bear has become socially responsible. It was able to support charitable causes (LHMVTB Case). Supporting charitable causes is an indication that the company is trying to involve and consider itself as integral part of the community. It does not stand alone by itself, but has considerable o bligations for the people and the community as a whole. In addition, Vermont Teddy Bear strongly adhered to understanding customers’ needs. Criticism concerning its insensitivity was not directly coming from the customers, but from a national agency trying to be closely critical about its products. Vermont Teddy Bear has remarkable point not to listen to this criticism because for them there was a positive approval and response from the customers concerning their product offerings (LHMVTB Case). It is clear that through this incident, Vermont Teddy Bear must be a customer-centric organization that would be willing to understand customers’ needs and create decisions based on these requirements. The case therefore has remarkably shown the level of Vermont Teddy Bear’s socially receptive response by highlighting their ability to directly listen to the customers’ needs and build their critical decision on these patterns. 2. Discuss the external environmental factors that impact VTB overall. Additionally, discuss the external environmental factors that impacted this particular situation/controversy. Explain specifically how the external environmental factor(s) impacts VTB overall and this particular situation. In general, Vermont Teddy Bear’s actual business growth were influenced by seasons of the year and technological advancement associated with sharing marketing information such as the presence of internet and other relevant media (LHMVTB Case). In fact, the remarkable controversy against Vermont Teddy Bear occurred in February which is the month of the year noted for the celebration of Valentines day. Moreover, the ability of the company to generate sales and income was due to the easy implementation of direct marketing via phone calls and its website. In other words, social activities and advancement of communication technology have evidently paved a way for Vermont Teddy Bear to spread its influence to its market industry. However, the socio-political response could have a significant impact on Vermont Teddy Bear as its criticism against the company’s product offerings could create a negative marketing advantage over the actual product involved in the controversy. The national agency was reacting badly against the very controversial one product of Vermont Teddy Bear which is an indication that there is a great deal of issue that needs settlement on the part of the company. In addition, this issue or controversy could also be a damaging factor

Women and Film Essay Example | Topics and Well Written Essays - 1250 words

Women and Film - Essay Example There are several deliberations of how female characters are being depicted in the films. Currently, they have begun assuming more dominant roles in films. Some male film directors use female characters only to provide something against which to express masculinity to male relationships. They are self reflexive for men who design them, as they mostly act as mere guardian spirit for a male protagonist. Often times, they exist as characters to push the storyline along and create some balance instead of getting up on feet on their own. For instance, in Japanese video games Persona 3 where they overtly rent women to draw up the female characters. But this may not be the case for all male filmmakers. For instance, when watching Les Rendezvous D’Anna, you could not imagine a male director design such a female protagonist (Grundmann, 2010). The general observation on female film producers observes women characters for their own interest instead of being a channel to an ideological en d. Female characters designed by women may have scanty clothes that tend to be more real and relaxed looking. They also have petite eyes, sexy features with a maturity on facial expressions. There are fewer women that design action-based films or movies. They mostly make dramatic, comedic, films related to family stories and others that lean more towards an emotional arc. This may be as a result of having little attention on the action-oriented films or the postulation that the target audience wouldn’t put so much interest in them (Walsh, 1986). There is also the issue of the deepness and vigor of female character. One may ascertain the director, but there is also the genre, writer and actress to consider in such cases. Many films made by women have a more exhaustive evaluation of character that is notwithstanding the gender of the directors. In the same way, there are actresses and writers who can yield more dense characters than customary. For instance, Barbara Stanwyck har dly inhabits a character that is not considerably well grasped irrespective of the script or director. The issue involving Godard stretches beyond him as you will find some directors such as Joseph Mankewiecz making films where the actresses appears far more authentic and vivacious than the males. In spite of the themes of the film, they have an unattractive meaning linked to the women’s actions (Callahan, 2012). Other male directors seem to introduce depth in the roles of women. However, that raises eyebrows as to whether those roles are being viewed as another category of male illusion or imaginations. One that originates from a diverse and good direction yet still somehow off the mark likened to the exact experiences of women. The feminist movement relentlessly battled for women’s rights and equality so as to position women on equal grounds to men in the society. This uprising has since been taken forward in the film industry as women also play prominent and conspic uous roles in films. This which was a sharp disparity in the past where women only played domestic roles in the society (Callahan, 2012). At the same time, there are some films that portray women as morally superior and perfect. Dreyer’s Gertrud is an example of such films that convey strength, liberation and empowerment of women. We also have sturdy, irrepressible, self-determining and plausible women in so many films directed by men. This is without indulging in either male fantasies of femaleness or direct sexual appeal (Power, 2009). The role of women in films has since surpassed the traditional feminine characteristics. Women are no longer being portrayed as one-facet who acts stereotypical female traits. In addition, today men are unlikely to measure up to the conventional form of masculinity though they may still

Blog Essay Example | Topics and Well Written Essays - 500 words - 1

Blog - Essay Example It also ensures that The IT services offered are affordable to the customers (Ernest, 2010). For this process to be a success, the ITIL processes must be in place. This level of management also makes sure that the quality of services offered is enhanced through a continuous procedure of agreement, close monitoring, and reporting. Secondly, service availability process is essential since it ensure that all the IT services offered are available at any one given time. The major activities here include monitoring and analysis of services and their components as well. The analysis of past mistakes is crucial to the organization because they learn how to avoid similar mistakes in future. A series of tools measures Service availability. There is the availability aspect that covers the service and response times. Help desk calls entails the response and resolution times as well as issues raised. Lastly, capacity aspect measures performance of number of users, online transactions, and report production (Ernest, 2010). Another important process entails the capacity management. This is crucial in providing the IT service in the specified right volume, in the right time and at the right place. By monitoring and analysis of the IT service capacity, this process makes sure that the services are available and are running smoothly at all times. In addition, it is useful in gathering information from other areas in the organization in an attempt to identify the needed services. It also determines the infrastructure and cost involved in implementing the services. Financial management is another crucial process in IT service management. It makes certain that the infrastructure required is obtained at reasonable prices. It is also involved in calculating the costs of providing IT service (Ernest, 2010). This is crucial to the organization in pricing its services appropriately. Thus, the

Response to Filipino Paintings Essay Example for Free

Response to Filipino Paintings Essay As we enter the National Museum of the Philippines Spoliarium 1884, oil on canvas A National Cultural Treasure by Juan Luna surprise us upon entering the hall. The super- sized painting depicts dark hollow beneath the Roman arena referred as the Spoliarium where the bodies of slain gladiators are being dragged away for disposal. For Luna, the lifeless gladiators represent the Filipinos during the Spanish period. Across the Spoliarium is the stunning painting by Hildalgo of The Assassination of General Bustamante and His Son. The painting depicts the murder of the governor in the hands of the friars and supporters and it was also inspired by true to life took place in Manila, year 1717. There’s also a whole room filled with Fernando Amorsolos sketches, paintings and memorabilia. At the center of the room is the Jose Ruiz Kariton Kathedral- a contemporary artwork representing the church and the reality faced by the faithful. The museum’s visual arts collection extends to the galleries on the second floor. It is in this exhibit hall where visitors view sample works of pre-war artists like Simon Flores, Fabian de la Rosa, Dominador Castaneda, Diosdado Lorenzo, and Felix Martinez. Together they are displayed side-by side with the works of contemporary artists like Nunelucio Alvarado, Nena Saguil, Romeo Tabuena, Jaime De Guzman, and Julie Lluch. These artworks show us the creativity of Filipino and we can also see the life of the Filipino have in the Philippines as every point of it tells history. Rizal interpreted the Spoliarium as a symbol of our social, moral, and political life. And so do other paintings, humanity unredeemed, reason and aspiration. Through these paintings, we can see the country’s norms before where many Filipino were slaved and murdered brutally. Comparing for today’s’ where life has an importance. To conclude, these works of art has continued to move direction in terms of innovation, since art is functional. The artists behind those paintings help our country to be known by their creativity and imagination giving us enhancements and emotions. It brings positive outcome to children and especially on students like us, motivating us to rediscover, to be eager on history of the Philippines, and to recognize well our own artists.

Child Signalling Difficulty in Emotion Regulation | Theories

Child Signalling Difficulty in Emotion Regulation | Theories † The childhood shows the man, as morning shows the day.† Milton, John (1671) Paradise regained book IV. line 220 British born Poet, John Milton compares how we can attempt to predict behaviour of adults by their experience as a child. The interesting use of the weather as a simile depicts how predictions can be made and can unfold to be true; conversely, weather is unpredictable and doesn’t always follow a pattern. This he surmised also to be true for people. Scholars, early philosophers and modern day psychologists alike have longed for enlightenment into understanding human behaviour. Many theorists, behaviour and humanistic psychologists have carried out research to attempt to understand the internal working model of the human being and their socialization. Research by Bowlby (1951) and Mary Ainsworth (1967) have been influential in this field and their findings and theories have given insight into patterns of relating and attachment. Rutter’s and Carl Rodgers’ self-actualization theory provided hope for eternal optimists.This essay will demonstrate from an analytical an d critical perspective the possible correlation of a particular child signalling difficulty in emotion regulation and his previous and current experiences, patterns of relating and perception of his environment. This essay will critically apply the theories of social learning, cognitive development and humanistic psychology to the child’s behaviour. A thorough holistic assessment will be executed on the particular child (see appendix 1) and all areas of concern raised by parents and professionals will be considered, discussed and analysed. The theories will be compared to provide a greater understanding of the needs of the child and how best to support care- givers in implementing change. After all things considered a behaviour management plan will be synthesized, its strategies outlined and the difficulties and limitations to its implementation discussed. For the purpose of this Essay all names have been changed to protect the identity of the family. Refer to data protection act here Holistic assessment If there are concerns with a child’s health and development a holistic assessment will need to be synthesised. To produce an assessment of a child holistically is to view it in its entirety. Holism is a relatively new concept it is used where there are multidimensions involved or complex interwoven issues. It is also used if there is a learning or behavioural objective which can be quantitive over time. The assessor would refer to the holistic assessment to establish whether a target or goal has been reached .Evidence for the assessment must include multiple observations in different settings and from more than one source. The assessment will take into consideration all factors that may comprise the child’s physiological, psychological health as well as environmental factors that they may be exposed to. The assessment can highlight areas of concern or irradiate where one issue may be antecedent to another. It is often challenging to see where one difficulty begins and a nother ends. This is especially true in the case study mentioned in this Essay. The behaviour Soiling Social anxiety No eyecontact Expression and emotionless Over compliance Doesn’t seek comfort Picky eating Development Possible reasons : socio demographic job loss. Maternal deprivation, Bowlby, ainsworth. Parental conflict : theorist ? Parental mental health : theorist? Many different care givers all unresponsive or inconsistent : RAD Distress from deprivation from father whom he had a bond but was unstable : Maslow Pre natal cocaine use: theories? The loss of bonds as bereavement Learnt behaviour shaping personality skinner no positive reinforcement of warmth Cognitive damage :science of parenting. Early attachment problems John Bowlby Mary Ainsworth Mary Ainsworth suggested attachment between a child and its care giver is innate. She sees experience in early childhood as an external factor that shapes and develops the attachment, and relationship. The level of responsiveness of the care giver has a direct correlation with the development of the attachment. Rutter Possible RAD diagnosis Historically there has been little research into this disorder otherwise known as Reactive attachment disorder.(APSAC)à ¢Ã‚ Ã‚ ¸notes that; â€Å"RAD is one of the least researched and most poorly understood disorders in the DSM† (p. 80; Chaffin et al., 2006). It states in the DSMà ¢Ã‚ Ã‚ ¹ that there are two types inhibited and disinhibited. Children with inhibited type do not initiate social interaction; their response to others would be seen as developmentally inappropriate. In accordance to the milestones expected to achieve ( ) they could appear socially anxious, highly ambivalent or give contradictory responses. For example they often resist comfort from the care givers. They express no reciprocation to warmth they appear wooden, or emotionless. The children remain watchful of others whilst physically and emotionally keeping their distance. Social learning theory Family dynamics It is worth noting that according to research carried out by the ALSPAC study team evidence suggests that children living in a blended family or a complex family unit where they are not with the biological mother, the children have problems adjusting (Hetheringtonet al.,1999:cited in Dunn,2002). Research alspac (Parenting capacity Parenting styles and their effects on a child’s development has been studied by baumrind (1972) through her studies she collated evidence that suggested that parenting styles led to clear different outcomes for the child. The areas of parenting that Baumrind focussed on was warmth and nurturance , parents expectations of their children, consistency of rules and their overall level of communication. According to Baumrind styles of parenting can have an effect on cognitive, physiological, psychological and social development. Pryor and Rodgers (2001) suggests that stressful situations such as parental conflict, parental mental health and financial difficulties, although, have an impact on a child’s wellbeing the level of impact is determined by the quality of parenting and parent -child relationship. There are Three styles of parenting permissive, authoritarian and authoritative. Authoritarian children according to Baumrind (1972) have a generally unhappy demeanour, they appear anxious and withdrawn Socialization Regulation of emotions are crucial to our socialization. It has been expressed by carers that Frankie’s countenance of emotion is inhibited and facial expressions are almost nonexistence. Gross(2002) would suggest this is caused by a suppression of an emotion. This would have a negative impact on health according to Gross (2002) not from a one off occurrence but if the suppression of that emotion was continual for a substantial period of time. The physiological reaction would still occur so the impact of the emotion would still be felt but not expressed. â€Å"we hypothesized that individuals who habitually suppress should have lesser negative and positive emotion-expressive behaviour†. (J.GRO.SS 2002) ¹Ãƒ ¢Ã‚ Ã‚ ° (Steele et al., 2008) would offer counter evidence that the deciphering of expressive facial responses and their meaning is something that is learnt from their earliest experience of attachment .Primarily from their main carer but also from others in the first year of life. Steel (2008) discovered a substantial correlation between a child who has an insecure or avoidant attachment and their lack of ability to decipher the meaning of facial expression. Thus implying that the quality of the first reciprocal interaction that a baby experiences sets the standard for the quality of social interaction in the future. â€Å"This learning is preverbal from the first year of life, yet  powerful enough to show itself 6 years and 11 years later in  emotion recognition tasks† (Steele et al., p. 388). Behaviour plan The proposed behaviour plan intends to support the child and carers in facilitating change of unwanted behaviours, address the problem of emotional regulation which is concerning the carers and professionals involved with the child. The rationale is interrelated to the strategies and their theories. The unwanted behaviours outlined that will be addressed is soiling, withdrawn behaviour and (â€Å"seems upset and cries a lot† ) see appendix 2. Play therapy The concept of play therapy was introduced into psychotherapy by Freud following his work with Little Hans. Freud (1909) elucidated the concept of play therapy and its ability to promote free expression, wish fulfilment, and mastery of traumatic events. To enhance a child’s wellbeing and maximise their potential using therapeutic personal centred counselling. The association of play therapy provides a definition of play therapy and what part it can play in a child’s wellbeing. The place2b(2009) research model provides evidence that therapeutic support accessed through primary schools either via group or individual, improves children’s social and emotional behaviour. Lee,Tiley and White(2009) † The systematic use of a theoretical model to establish an interpersonal process wherein trained therapists use the therapeutic powers of play to help clients prevent or resolve psychosocial difficulties and achieve optimum growth and development APT (2008)à ¢Ã‚ Ã‚ · (Landreth2002) pertinently stated that play is a child’s language and toys are their words. Reference list . Internet. [http://www.a4pt.org]. Association for Play Therapy. About Play Therapy Overview. (20081024)22.00 28/01/14 American professional society of the abuse of children . Diagnostic and statistical manual for mental disorders ,published by the APA (American psychiatric association) Department of Psychology, Stanford University, Stanford, California, USA Gross, J.J. (2002). Emotion regulation: Affective, cognitive, and social consequences. Psychophysiology, 39, 281-291 How is human nature changed from technology? How is human nature changed from technology? How is human nature changed form technology? In the late 20th century, internet combined with World Wide Web start to hit a big in every society because it makes a possible of sharing the worldwide information. There is no doubt that computer network has a strong impact to people with its capacity of gathering and delivering information. However, as the information’s property is that it above all kinds of messages, which means that while people search for the useful information they also may receive some other useless information, for example, some information that called propaganda. The basic reason for the development of propaganda can be described as how to take advantages from the technological enhancement and the internal of human nature. Though the upgrading of technology provides a lot of benefits for human society, it also brings about so many problems; and human nature is like the catalyst to amplify the greedy of human desire. Propaganda, as an important way for advertisers to lure and brainwash the audiences, has developed in a rapid speed when technological enhancement and human nature continue influences people’s decisions. Technological enhancement is like the top one assistant to help propaganda spread and exploded faster than decades before. In the article â€Å"Computer and the Pursuit of Happiness†, David Gelernter draws out a statement that â€Å"But using technology to defeat distance has been another goal of the industrial revolution from the start, from railroads through the Panama Canal and onward.† (138) What Gelernter’s clime is that no matter in which period, people are willing to use technology skills to link together from a long distance. Propaganda can be a well appropriate example to show this method. Assuming that if the president of a large country wants to announce a political decision by using propaganda as soon as possible, but the only way he can use is the traditional way to transmit it, such as railway or water route which will defiantly delay the speed of transmitting the announcement. However, with the assist of technology, people can use radio, TV, and th en computer and networks, finally the latest one internet which connected the whole world to overcome geography and be able to get the information in a fastest way. How come that advertiser will not take some benefits from that technological society by producing propaganda? Technology builds a bright and straight way for advertisers to broadcast various propagandas without any restriction from time or region. Furthermore, technology also makes the category of propaganda becomes copious and colorful. Advertisers can have plentiful technologic ways and skills to create propaganda so that it will be more attracted and alluring. Nobody would say no to the glamorous and creative propaganda which can draw your attention at the very beginning; and the advertisers know it extremely well than anybody else. In spite of the technology enhancement that improve the appearance and the hardware of propaganda, the people who are easily be allured by propaganda can be described as the human nature that is always be in the same pattern and is to simple too be penetrated. From ancient time to the present, human nature seems like it has conflicting phenomenon. On the one side it remains the same in some aspects; on the other side, there are also have some changes. Ann McClintock mentioned a common sense when people see propaganda that â€Å"We are victims, content – even eager – to be victimized. We read advertisers’ propaganda messages in newspapers and magazines; we watch their alluring images on television †¦Ã¢â‚¬ ¦ We all do it – even those of us who claim to see through advertisers’ tricks and therefore feel immune to advertising’s charm†, (158) in her article â€Å"Propaganda Techniques in Today’s Advertising†. The author use the word â€Å"victim† to describe the people who truly buy the lie of propaganda in order to reveal a truth that people are vulnerable when they face the fascinating propaganda; and no matter how much the people convince to themselves that they know all tricks in propaganda; they still easily to be fooled by advertisers. So the answer to why it would happen is that the feature of the human nature. There is a common situation in almost everyone’s experience, when people come into a selection of two similar products, in most time people will chose the one with fancy appearance. This is one of the human natures that people will tend to be attracted by appearances but not the inside qualities, which has not changed in decades and will not be changed in future. As this reason, advertisers will try as hard as they can to improve the appearance of products or figures inside of the intrinsic and the qualities of it. Speaking of the change of human nature, it can show through the development of human mind and society. When communication between people from everywhere has fewer limits and people are more open to adapt new things from other country or culture, advertisers are able to have more opportunities to get profits from all over the world by broadcasting a proper propaganda. Considering the alteration and the uniformity of human nature, advertisers always can find a way to promote their â€Å"products† whether they are objects, figures or opinions. In the war between audience and advertiser, the winner always is the advertiser, especially when advertisers can use technology flexible and know human nature like the back of their hands. In Ann McClintock’s article â€Å"Propaganda Techniques in Today’s Advertising†, McClintock points that â€Å"Every day, we are bombarded with slogans, print ads, commercials, packaging claims, billboards, trademarks, logos, and designer brands – all forms of propaganda.† (160-161) In this sentence, most of these media are partly connected to the technology, because technology makes these things become more and more common in the society; and technology is still showing its advantages to advertisers for how to improve tactics in producing propaganda. Nobody will doubt the ingenuity of human so it means that nobody can stop the development of technology. In that way, audiences will become more vulnerable in front of a well decorated propaganda. Similarly, David Gel ernter mentioned his thoughts in the article â€Å"Computers and the Pursuit of Happiness† that â€Å"Human nature does not change; human needs and wants remain basically the same. Human ingenuity dreams up a new technology, and we put it to use – doing in a new way something we have always done in some other way.† (140) He claims that with the desire of human nature has never changed, we tend to invite more high-tech devices to replace some works which were done by human before. In some aspect, it is good for human life; on the contrary, this is how propaganda converts from paperwork into different forms, such like radio, video, or even lights. Human nature is like a flaw in a precious jade, everyone can see it, but cannot fix it. To contradict the information from propaganda but continue develop technology; we can try to concentrate more on the essence of human nature and be aware of the deliberate deception from advertisers. If advertisers put a good use of t echnology and human nature in propaganda, people will have highly risk of the propaganda might control the personal decisions and judgments. Although people know that most propaganda are fictitious and deceitful, the majority will still buy and trust it. Someone may make an assertion that all these faults and influences are made by the development of technology and have no relevance with human nature. However, because human nature is deep inside human mind, people do not want to admit that they – themselves also are an aspect of being deceived by propaganda. On the one hand, technology does make human life become more convenient and efficient, so the society cannot only blame the technological changing. On the other hand, human nature is hard to change because it already inherits from generations to generations. In some aspect, this world cannot be operated well without propaganda. For instance, producers need it to sell their products, candidates need it to win the campaign and even the politicians or scholars need it to express their viewpoints. In order to really take some benefits from technology but not fooled by the deception of propaganda, people need to be more cautious and avoid the influence of human nature when they encountered with the diverse propaganda. If everyone can see through advertisers’ strategy, the winner of a propaganda war must be the audiences instead of the producers. Work Cited: Gelernter, David â€Å"Computers and the Pursuit of Happiness†. New Directions. New York, NY: Cambridge University Press, 2005 McClintock, Ann â€Å"Propaganda Techniques in Today’s Advertising†. New Directions. New York, NY: Cambridge University Press, 2005 IKEA: Strategic Planning Analysis IKEA: Strategic Planning Analysis IKEA is a home products retailer with its branches spreading internationally and is privately owned. It sells furniture, Bathroom and Kitchen items and accessories in flat packs. IKEA is the worlds largest furniture sellers due to its unique concept of the furniture sold in flat packs, affordability and at home assembling by the costumer. Immense retail experience, product diffentiation and reasonable prices are the key for IKEA s success. It is the worlds most successful multinational retailers. In 37 countries IKEA has 301 stores (31 August 2009). Last year a total of 286 million people visited the IKEA Groups stores around the world, most of them in Europe, North America, Asia and Australia. Its catalogue is printed in 118 million copies in 45 editions (23 languages). History IKEA is owned by a Dutch registered foundation and is controlled by Kamprad Family. It was founded by Ingvar Kamprad in 1943 in Smaland, Sweden when he was only 17 years old. He started with an innovative concept for the economically stricken but hard working people of Smaland. He first started his company with 15 co workers. His concept mainly based on cost cutting solutions which do not affect the quality of the product and thus offering the sale in a much lesser price than his competitors. He never compromised on the quality but he scrapped from everything else. The word IKEA comes from the first initials of his first and last name and the farm and the village he came from (Elmtaryd and Agunnaryd) Corporate Structure IKEA is owned and operated by convoluted groups of profit and nonprofit corporations. The corporate structure of IKEA has two major parts: Operations Franchising. Management of various stores is the IKEA Operations responsibility. INGKA Holding is a private Dutch company which is owned by Stichtting INGKA Foundation which was established in 1982 in Netherland as a tax exempt non profit foundation. The design and manufacture of its furniture, purchasing and supply functions are overseen by INGKA. In 36 countries 2,235 stores are run by INGKA Holding, the rest 30 stores are run by franchises. The INGKA Foundation is controlled by a five-member executive committee that is chaired by Kamprad and includes his wife and attorney. The IKEA trademark and concept is owned by Inter IKEA Systems, registered in Luxembourg, which is an exclusive Dutch company and its ownership is very complicated and uncertain but believe to be owned by Kampard Family members. All IKEA stores including ones run by the INGKA Holding pays a fee of 3% of the total profit to Inter IKEA systems. All the stores are operated by Inter IKEA Systems under a franchise agreement. In Australia however IKEA is operated by two companies: Eastern Coast Stores including Queensland, New South Wales and Victoria are under the owner ship of INGKA Holding. Stores in the South and Western Australia are owned by CEBAS Pvt. Ltd. The suppliers acquire a long term contract with IKEA transferring technical advice and leased equipment from the company. IKEA keeps the rights of exclusion and also for low prices. Vision and Mission To create a better everyday life for the many people. This vision provides the structure of a Marketing message to all IKEA businesses worldwide. This message reflects the working and idea behind IKEAs well designed and functional products of home ware. Also keeping the product affordable for encompassing as many people possible to purchase in turn providing a remarkable profit. Compromising the price doesnt include compromise in the quality of the product or of the companys principles. As they say Low price but not at any price. This promise is the key factor for their sustainable and flourishing business. IKEAs approach was positively appreciated worldwide as the good and the services are beneficial for both the costumers and the environment. The business idea is To offer a wide range of well designed, functional home furnishing products at  prices so low that as many people as possible will be able to afford them. The market positioning statement is Your partner in better living. We do our part, you do yours.  Together we save money. The product range varies in home furniture and accessories and includes 9500 items. The items are available in big warehouse type display stores or exclusively on IKEA website on the internet making purchases easier for the consumer. In United Kingdom IKEA has opened 18 stores so far. The first one was opened in Warrington in 1987. There is also a new store opened in Dublin in 2009 which is the first one in Ireland. In August 2008 the IKEA stores were visited by 565 million visitors in a year and 450 million people used the website. The sales went up to 21.2 billion Euros ($30 Billion) with an increase of 7%. The biggest consumer countries were Germany, USA, France, UK and Sweden. Only 11% of the sales were generated in Sweden in 1997.Germany contributed 29.6%, Western Europe sale was 42.5% and 14.4% from North America. IKEA is now opening stores in Asia and China. The growth strategy includes the opening up of new stores in different locations to attract more customers. Their company objectives enable their strategy for the customer to come back by which they weaken the competitors market and increase their share. IKEA Culture Instead of acquiring the regional and national trends and tastes IKEA followed its vision which wastypically Swedish. This was a big global hit and the main reason for the success. Their market research was minimal with no intention finding out consumer interests, instead the Swedish management decided what to present to the global public, which was simply good quality functional furnishers in affordable prices. The company also highlights the Swedish culture and roots from putting shops and cafes offering Swedish legacies from meatballs to jams in their stores to the blue and gold color scheme of their display units. They tend to sell the same product worldwide and also to cut costs of the products by 30% in price from the competitor maintaining the after tax return. Despite breaking the rules of international retailing, the formula of selling Swedish designed products worked in Europe but it took a while for this business to shoot off in North America. In early 90 s most of the IKEA stores were considered to be in trouble because of the adverse movement of the exchange rates. Moreover the IKEAs beds were too narrow and all of the measurements were in the European scales. The kitchen cabinets were also too narrow in short the furnishers and accessories were not appropriate for Americans. Finally the company decided that in order to succeed in US market they have to customize and redesign their product range. The redesigning of the furnisher gave a 30-40% boost in sales in bedroom furniture and 15% in kitchen furniture instantly. By 1997 about 1/3 of IKEA furnishers were designed for US market. The company is generating huge profits from American market but European market has a bigger share in this profit. Current Situation: PEST (P)olitical IKEA is one of the best example of a firm, successful in both Scandinavian and global market. The political condition in Sweden is stable and the environment eases condition for many markets. After the 1978 reforms and open up policy in china IKEA was also one of the western retailer who took this opportunity and enter into the Chinese market. (E)conomic Global recession is of the biggest challenges facing by multinational companies all over the world. IKEA timely enter in Chinese and Indian market which was least affected by global recession. In the UK, Opening up of Southampton store in 2009 helped hold up sales otherwise hit by recession, but operating margin have declined from 11% in 2005 to 3.3% in 2009. (S)ocial IKEA has contributed much in the society as they provide opportunities in customers and the its own employees are entitled in different benefits and incentives such as insurance and pensions. However, the company has tried to provide more high quality furniture that also stick to their original concept stylish furniture at lower prices. IKEA is turn out to be a successful global brand attracting similar social group of customer with different cultures and societies in all the big markets in the world. IKEA is building online help out to guide customers to a more sustainable life. It supports customers with tips as well as ideas on its website to reduce their impact on the environment. This will also save them money. Staffs are trained on sustainability, both on what IKEA is doing and how they can take responsibility to become sustainable for themselves. (T)echnological The IKEA used quality technology and modern systems to promote faster flow of queues and proper scheduling, tracking and trading, and staffing pattern. IKEA is aiming to be more productive and has established employee preferences. The system IKEA has introduce in a position to ensure the right number of staff for the right store and in a right time to match the unique trading pattern at each site of IKEA. Porter Five forces Michael porter has determined five forces to analysed a industry. Power of the Buyers There is not much bargaining power because of the IkEAs exiting low-price options. Furniture as well as other items has an alternative, consumers have very limited alternative choices in getting high quality in low price that market IKEA has unique among its competitors. The strategy of affordable price is another way of the company to response in customers needs. Power of Supplier IKEA has its more then 1000 of suppliers from Africa, Asia and other parts of the world that set standards in delivering the materials.. Mostly, the suppliers work for IKEA and compete with other suppliers that helps the company to reduce the power of its supplier and result of that they have little bargaining power. Because of the low-pricing strategy, Rivalry The IKEAs furniture competitors offers slightly different styles and functionality. In the European market IKEA has a very strong market imagine for low price products with a good quality, in the USA market Conrin targets a new low cost in terms of furniture; Cratel Barrel supplying a furniture in a box which is relatively on higher prices; Ethan Allen targeting at a more higher market. IKEA is the most successful in offering a complete package for the customers. Substitutes There is no really specific product that can be an alternate for the furniture however IKEA must have to follow up with the latest trends in the market, to avoid becoming out of style. New Entrants All the big furniture manufacturer and retailer have their wide range have in big town. Another furniture company is rolling on the strategy of low cost and should be able to compete IKEA as the excellent company in delivering the furniture. IKEA stores and some of other competitor do not reach many small cities and this provides an opportunity for the new competitors to move into small cities with smaller stores or less selection. But not easier in big city because new entrants have to establish a large volume supply chain and create a unique brand name on as low prices. Generic strategies: IKEA clearly stated in its mission statement its strategy; IKEA has built its cost leadership position, and furnish the customer with a high quality product with components derived from all over the world utilizing competitive advantages, low cost logistics, and large retail outlets in suburban areas. Furthermore, cost leadership has been effectively incorporated into the IKEAs culture through symbols and efficient processes. The value chain The value chain approach indicates two major activities, such as primary and secondary. Primary actives which include logistics, production, marketing, and after sale functions. Secondary activities, which are identified as a support processes to primary activities. These include, firms infrastructure, HR Management. Technology development and other areas. The way from supplier to customer must be as shortest, cost-effective and environmentally pleasant as possible. Flat packs are a very essential aspect of this work. Since efficient distribution plays a key role in creating the low price, goods routing and logistics are a focus for constant development. IKEA is built upon the philosophy all the way from design teams to suppliers and to customer. A continuous contention for development in all the areas of the value chain is an effective way to shape the industry to better fit IKEAs future strategies. Due to the distinctiveness of IKEAs strategic market positioning, being the largest competitor in the industry, it has the advantage of setting the phase of the entire industry. IKEA has developed the value chain approach by integrate the customer in the process and introduce a two way value system. In order to offer the customer with high quality products at a lower price, IKEA should be looking suppliers who can deliver high quality items at low cost. The headquarters provide suppliers with technical assistance, leased equipment and the necessary skills needed to produce good quality items. SWOT analysis IKEAs goals of sustainability and environmental design are central to its business strategy. It has launched a new sustainability plan for the company to take it through to 2015. This will combine socially, environmental and economic issues. (S)trengths: Global Brand which attract the key customer group which promises same quality worldwide. A strong concept based on offering a broad range of well designed, functional products at affordable prices. Increasing use of renewable materials IKEA superior its overall use from 71% in 2007 to 75% in 2009. Volume commitments: IKEA believes in having long-term partnerships with its suppliers. Economies of scale. By using new technologies: Like IKEAs OGLA chair has been in its range since 1980. (O)pportunities A growing demand for low priced and greener products. Trends in the current financial environment may result in consumers trading down from more expensive stores. Growth of middle class in china and India Demand for reduced water usage and lower carbon footprints. Reducing carbon footprint. IKEA aims to trim down energy usage Developing social responsibility. IKEAs policy which includes support for charities like WW Fund, UNICEF and Save the Children. (W)eaknesses IKEA has to acknowledge and recognize its weaknesses in order to improve. This can play a key role not only in helping it to set objectives but also to develop new strategies. IKEAs weaknesses includes: The size and scale of its global business is very challenging to standardize its products. This can represent a weaker relationship in IKEAs supplying, affecting consumer views of IKEAs products. Keep balance between low cost products and good quality. IKEA also wants to differentiate itself from competitors. IKEA believes there is no concession between being able to offer good quality products and low prices. IKEA must improve communication with customer and other stakeholders about its environmental activities. IKEA produces publications in print media as well as on line and use different channels to enable the business to communicate with different target audiences. (T)hreats If a company is aware of all possible threats, it can plan to neutralize them. By taking actions, IKEA can use some strength to overcome against external threats in the market. Significant reduction in first time buyer in housing market. More competitors entering in the low price furnishings and household markets. IKEA needs to strengthen its distinctive qualities to compete with these Recession turn down consumer spending and disposable income reduces. Future Options IKEAs one of the main strength flat pack and high quality furniture on a very low price compare to its all competitor all over the world. IKEAs supply chain strategy where warehouses are divided into different zones and properly located to have a better control. With this strategy, the IKEA can analyze the processing time and cost more effectively, and resource utilization, and queue times and lengths for the various functions. The resources are applied and detailed in applicable working schedules, sorted and simulated at a higher-level There is a business potential for IKEA in providing solutions and services that enable customers to live a more sustainable life at home. IKEA is developing effective solutions for customers in order to support them recycling or reusing used products, and aiming at no products ending up at landfill and the recycled materials used in producing new IKEA products. For a successful global strategy IKEA must maximise its strength, minimise its weakness and by taking market opportunity to strengthen its market share image by avoiding all the external threats. Social trends: IKEA is building online help to guide customers to a more sustainable life. The advantages of online business will reduce administration cost and it will give more information to customer of product and IKEA can pass its corporate goal to target its customer more effectively Market forces: IKEA is large enough to enjoy economies of scale and also target the biggest segment of the market .i.e. middle class. This helps to reduce average costs in the long run through, for example, better use of technology or employing specialized managers. Economies of scale also give a business a competitive edge if cost savings are then passed on to customers in the form of lower prices. This puts up high barriers to entry for smaller companies entering the market. Economic factors: Global recession and significant decrease in first time buyer has affected the demand in future industry. IKEAs low prices create appeal amongst its customers in tough financial times. It is vital to keep prices as low as possible when the retail sector is depressed. IKEAs pricing strategy targets consumers with limited financial resources. Its products will also attract to those with higher income through good quality and design. IKEA must ensure that it is always recognised as having the lowest prices on the market in the future IKEA had has been quite successful with its one-design-suits-all global expansion strategy in many markets. However, industry experts were doubtful as to whether this strategy would translate well into some of the Asian and south Asian, culturally diverse and riskier markets. It is very important for IKEA to have higher degree of localization to be successful in diverse markets.   The Asian markets, where India and china has fastest growing middle class can be very attractive market. In far eastern markets, IKEA is facing a number of challenges in terms of varied cultural, demographic and market specific needs IKEA must have more cultural promotional approach to the market. IKEA must alter two very important aspects of its time tested and proven global strategy when it came to China and Middle East; while elsewhere in the world, IKEA had always located its stores in less expensive areas and sold its furniture on the do-it-yourself (DIY) principle, these elements had to be changed in China and Middle East. IKEA must decentralized most of its functions including Human resource and stores management in China, in the past, there was some criticism that IKEA was too bureaucratic with many of its operations being globally controlled and systematized. IKEA is improving to hold in the US market, this has the best growth potential for IKEA. The current hold of IKEA is this market is very limited. Thus, it enables IKEA to keep its growth rate while basically keeping its low-cost strategy in the near and medium future. The main aim is achieving this goal, is an adjustment of the companys products to the US market needs. IKEAs stores in the US must shift into less internationally standardized products and more products adjusted to the need of US market, increasing the variation of the product line of IKEA. This might result a low cost products to the high income population that might well include innovative design motives that characterizes the existing products. Globalization of IKEA and way forward More emphasis must be given on understanding of various markets all over the world for a better strategy planning, decreasing the reliance on the current management. These steps should better taken before Mr. Kamprads manager retires from the company for absorbing much of their spirit into the future international management. With continued expansion effort underway worldwide, IKEA strive to enforce its USA expansion support the companys vision and business model to offer its products on affordable prices. For a long term strategic planning IKEA must evaluate in more detailed US market and build more stores where it can achieve economy of scale. IKEA should have clusters of stores within market or different region of USA enable company to efficiently streamline and manage its distribution services, training, recruitment initiatives and development marketing efforts. On a broad bases strategy IKEA must penetrate into its existing market to gain more share by promoting its product in existing market. On the other hand more stores should be open in different part of USA market. Ansoffs Matrix Product-Market Growth Matrix In the far Eastern and Middle Eastern markets where Ikea must develop its markets in near future. In the emerging economy like China, India and Brazil where construction industry is growing. IKEA must utilize its market imagine of offering lower price products with and high quality. Nuclear Energy: Problems And Solutions Nuclear Energy: Problems And Solutions Nuclear energy is a divisive issue that many people have mixed feelings about. Nuclear power has many dangerous effects to the environment and the people living near a power plant. Many countries use nuclear power as an alternate source of electrical energy from fossil fuels. Nuclear energy has to be handled with extreme care or it could lead to disastrous damages. These problems included radiation, disposing of nuclear waste, and high costs of building and maintaining power plants. But while it is extremely dangerous to use nuclear energy, it does provide an alternate source of energy that does not pollute the air. Let us look at what nuclear energy is and where it came from. Most early atomic research was focused on developing effective weapons for use in World War II. After World War II, the government allowed nuclear energy to be developed for citizen use. We generated our first electricity from nuclear energy in 1951. According to the European Nuclear Society, as of end 2011 the total electricity production since 1951 amounts to 69,760 billion kWh and the cumulative operating experience amounted to 15,080 years by end of 2012. Because of accidents and public reluctance for them a new nuclear power plant has not been ordered in the U.S. since 1973. So, what is nuclear energy? According to the EPA, nuclear energy originates from the splitting of uranium atoms in a process called fission. Fission releases energy that can be used to make steam, which is used in a turbine to generate electricity. Nuclear energy is generally used in a combine mixture with Uranium and Plutonium. EPA further states, in the plantà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s nuclear reactor, neutrons from uranium atoms collide with each other, releasing heat and neutrons in a chain reaction. This heat is used to generate steam, which powers a turbine to generate electricity. Unfortunately, nuclear energy also generates some nasty by-products like tritium, cesium, krypton, neptunium and iodine. Let us talk about what is it that makes nuclear energy so bad for the environment and to people living near power plants. Let us start with the dangerous information and knowledge of this process. Knowledge of how to create power plants is shared among many nations. The problems with sharing this knowledge, is that countries will have access to the knowledge of how to make nuclear weapons, which could be bad for some nations. The International Energy Agency or IEA is responsible for energy in many countries, but some have criticizes them for not being able to keep the knowledge from hostile countries. There have been many accidents with nuclear power plants. On April 26, 1986, a reactor at the Chernobyl power plant exploded. According to Nuclear Age Peace Foundation, 30 people were killed instantly, including 28 from radiation exposure, and a further 209 on site were treated for acute radiation poisoning. 985,000 deaths can be attributed to the Chernobyl accident between 1986 and 2004. The Nuclear Age Peace Foundation also states, the accident cost the former Soviet Union more than three times the economic benefits accrued from the operation of every other Soviet nuclear power plant operated between 1954 and 1990. Another accident happened recently in Japan. On March 11, 2011, an earthquake and tsunami crippled the Fukushima Daiichi Nuclear Power Station. The plant suffered major damage from the 9.0 earthquake and the tsunami. The earthquake and tsunami destroyed the reactor cooling systems, leading to leaks of radioactivity. Radiation leaks caused large evacuations, concern for plant employees and basic supplies. A few of the plants workers were severely injured or killed by the disaster resulting from the earthquake, but no deaths were due to radiation exposure. Predicted future cancer deaths due to accumulated radiation exposures in the population living near Fukushima have ranged from none to 100. There are also many environmental problems with using nuclear energy as well. The problem with mining uranium and the use of plutonium leads to contamination of the area around it. Humans become affected by this contamination as well as ecosystems. Some of these contaminations last for thousands of years, leaving toxic chemicals in our ecosystems for many years. This is only the beginning affects shown by nuclear energy, there could be many more we have not discovered yet. According to the World Nuclear Waste Association, All parts of the nuclear fuel cycle produce some radioactive waste and the cost of managing and disposing of this is part of the electricity cost. At each stage of the fuel cycle there are proven technologies to dispose of the radioactive wastes safely. Wastes from the nuclear fuel cycle are categorized as high-, medium- or low-level wastes by the amount of radiation that they emit. These wastes come from a number of sources and include: Low-level waste produced at all stages of the fuel cycle, intermediate-level waste produced during reactor operation, from reprocessing and from decommissioning old plants, and high-level waste, which contains fission products from reprocessing, and in many countries, the used fuel itself. Let us look at each process of waste disposal. Low-level wastes are usually created at hospitals, laboratories and industry. Low- level waste is most of the time is not dangerous to handle, but has to be a bit more careful to throw away then garbage. Low-level wastes account for about 90% of all waste disposals according to the World Nuclear Association. Disposal for these wastes are commonly found in many countries and are usually place in shallow landfill. Intermediate-level wastes contain higher radioactivity levels then low-level waste and require careful protection when handling. These wastes usually come from dismantled internal structures of a reactor core and the control rods from nuclear plants. Intermediate- level waste is treated with cement or a different solid and place in special containers for sealing. These type of waste is usually buried deeper in a landfill. There are two types of high-level waste, according to the World Nuclear Association, fission products and transuranics. Both have to be treated before removal. High-level waste is usually liquid when it first is created and is shipped in containers with cooling equipment before being transformed into a solid for disposal. They also put glass around it before putting it into a container. Most of these wastes take around 50 years of cooling before being disposed. The radioactivity of the waste doesnà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢t fall to a safe percent until aroun d that time. Currently, there are no deep geological disposal places or facilities. It seems that most people view that since the amount of waste is so small there is no need for it and that the longer it is stored the easier it is to handle. Some countries also recycle their waste to use again but that also has many problems that go with that method. There have been proposals for these sites in countries like Finland and Sweden, but none have been created yet. The United States considered setting a site in Nevada to dump nuclear waste. People thought of an idea to dump the nuclear waste at Yucca Mountain in Nevada. The idea was to dump all the nuclear waste produced in the United States at that location, but people were quick to point out that it will be completely fill and would not support for more nuclear waste. Transporting waste is also risky. Vehicles and trains can have accidents that can pose great problems for the environment and people. Some countries recycle their nuclear waste by using it again, but this policy is not used in the United States as it can be dangerous and it also produces more nuclear waste. There are many different energy sources that we can use that pose little threat to the environment as nuclear energy. These other sources include: wind, solar, tidal, geothermal, and bioenergy. Let us look at each one individually. Bioenergy is a fuel that comes from living things and their byproducts and is a renewable energy source. Geothermal energy is energy from natural heated areas of the Earth pumped with water to create energy. Wind energy is created from wind turbines that harness wind power to create electricity and is considered a renewable resource. Solar energy is created from the sunà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s rays. Solar cells can capture solar rays and create electricity from them. Tidal energy is created from the rise and fall of the oceans and is considered a renewable resource. Many more resources can be discovered if more funding was put into these programs by the government. There are many different alternative sources that are safer for the environment and human health then nuclear energy. Those who support nuclear enegy make the case that it is a solution to global warming as it doesnà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢t burn fossil fuel and add more carbon dioxide to the air. But this claim ignores the dangers of nuclear waste and the threats it poses to the environment. For now, because of the devastating incident of Chernobyl and many other factors, nuclear power growth has slowed, but still is a problem that needs to be address and hopefully fix. Also, nuclear energy carries the risk of terrorist attack on the plants. Power plant employees can easily make mistakes and cause meltdowns of the power plant and other various problem. While it may help the climate change, there are so many more problems associated with it. There is always a chance for a horrible incident like Chernobyl. Nuclear energy is not really a solution. It is just a different method with different equally bad problems. Sources: Peterson, P. F. (2001). The Pros and Cons of Nuclear Fuel Recycling. Science, 294(5549), 2093. Zehner, O. (2012). Nuclear Powers Unsettled Future. Futurist, 46(2), 17-21. Lai, Leslie (2013) Nuclear Fact Sheet, Nuclear Age Peace Foundation Rugy V. No to Nukes. Reason [serial online]. July 2012;44(3):18-19. Available from: Academic Search Elite, Ipswich, MA. Accessed January 13, 2013. Lewis, J. (2008). the nuclear option. Mother Jones, 33(3), 56-92. Flory, P. W. (2006). Just the Facts. Foreign Affairs, 85(5), 149-150. EPA (2012) Nuclear Energy Ita, M. (2006). Nuclear vs solar energy, which?. New African, (449), 37-38. Lewis, H. W. (1986). The Accident at the Chernobyl Nuclear Power Plant and Its Consequences. Environment, 28(9), 25. LePoire, D. J. (2011). Exploring New Energy Alternative. Futurist, 45(5), 34-38. Funabashi, Y., Kitazawa, K. (2012). Fukushima in review: A complex disaster, a disastrous response. Bulletin Of The Atomic Scientists, 68(2), 9-21. doi:10.1177/0096340212440359 European Nuclear Society (2012). Nuclear power plants, world-wide