Cultural Impact of Technology Transfer :: Exemplification Essays

Cultural Impact of Technology Transfer Human history has demonstrated that the flow of information is inevitable; cultures across the world have been trading ideas for thousands of years. Dick Teresi claims, however, that "a technology evolves within a culture and its particular demands and preoccupations, intertwined with that society’s particular environment.† (Teresi, 356) While this statement holds true for many innovations, not all technologies are direct products of the cultures using them. As human communications increased, technologies were frequently invented in one culture and transferred to another. The cultures that acquired technologies from outside sources oftentimes utilized them in ways originally not intended. Did these external technologies have positive or negative effects on the cultures that accepted them? The consequences of implanted technologies vary from case to case depending on a number of factors, including environmental and lifestyle differences between the two communities. To hig hlight the networking of these factors and weigh the effects of transferring technologies, I will compare two scenarios: the European’s introduction of guns into Inuit culture and the bringing of horses to the Native Americans by the Spaniards. The story of European small arms begins with the cannon. The cannon, first used in the 1346 Battle of Cressey, was gradually reduced in size over the next three centuries until a cannon small enough to attach to the end of a stick emerged (Ferris, 3). This innovation gave birth to the gun, an invention that revolutionalized European warfare. Because the gun was invented for primarily military purposes, Europeans used it more in battlefields than on hunting grounds, where bows and arrows still dominated (Ferris, 3). When the Europeans introduced small arms into Inuit culture, however, they became instruments of seal hunting. The Inuit’s original seal hunting methods involved harpooning the animals through a hole in the ice. Seal carcass retrieval was difficult, so the Inuit designed their harpoons specifically for efficient recovery of seal bodies. Their engineering was so successful that only one seal body sunk out of every twenty (Ehrlich, 216). Unlike the harpoon, however, the gun was not specially designed for seal hunting. Thus, when the Inuit acquired rifles from the Hudson’s Bay Company and started shooting seals, the bodies would sink before they could be harpooned and retrieved. Hunting efficiency plummeted dramatically; nineteen out of every twenty seals hunted with guns sank (Ehrlich 216). Before long, Inuit hunting began depleting seal populations. The introduction of small arms dealt a blow to both the Inuit community, whose hunting efficiency decreased, and their environment, which suffered a loss of mass numbers of animals.

Water Transportation in the Jacksonian Era Essay example -- essays pap

Water Transportation in the Jacksonian Era Water travel assisted heavily with transportation of goods and people from the American north-east to the west, which would eventually create a separation from the south. Before any canals were even built, there was a great demand for better transportation to and from the west. During this time of exploration, something was necessary in order for settlement to progress. After the canals were built, people living in to north grew exceedingly wealthy from the trading benefits of the canals. This wealth would eventually create economic differences with the southern United States(Drago 178). During the Jacksonian Era, in America, there were many changes happening, one of which was western expansion. During this time, Louis and Clark had already explored the west, but people were dying to be able to trade, and live there. With the grueling journey that would effect anyone trying to reach the west, came a new notion, of a canal that reached from Lake Erie on towards the east. This canal could transport people, as well as goods back and forth from the newly explored territory. Eventually this dream successfully became a reality. The chief builder of the Erie Canal was DeWitt Clinton, a powerful man who was to become the governor of New York. In 1816, Clinton petitioned New York legislature to let him build the canal, which was a success(Erie). The construction of the canal took about eight years, however many hardships such as floods, and malaria plagued construction. Many people also said that the canal was too short, as it originally only stretched from the Hudson to Lake Champlain. People wanted a canal that would take them all the way from Erie to Champlain. Although this created even more problems, the canal was completed successfully in 1825(Bourne 118). While all of this was going on, the ideas for another major canal were just coming together. The Chesapeake and Ohio (C&O) Canal, was just beginning near the time the Erie’s construction finished up. The C&O canal would mostly be used to transport coal to Cumberland, Maryland. The building of the canal ended on June 11, 1850, at Cumberland. Although not the economic giant that the Erie was, the C&O canal reached it’s peak in 1870, during which tolls often topped $1,000(Drago 71). After the construction of the canals was finished, there was a gre... ...d many slaves, so they thought slavery was justified. In conclusion, water travel benefited many northerners, but did not help those living in the south. Eventually, this difference resulted in the south become less economically strong, ending a long trade relationship with the north, which would soon evolve into the War Between the States, or the Civil War. Bibliography Bourne, Russell. Floating West. New York: W.W. Norton & Company, 1992 Bourne, Russell. Floating West. New York: W.W. Norton & Company, 1992. page 76. Bourne, Russell. Floating West. New York: W.W. Norton & Company, 1992. page 83. Drago, Harry Sinclair. Canal Days in America: The History and Romance of Old Towpaths and Waterways. New York: Clarkson N. Potter, Inc., 1972. Drago, Harry Sinclair. Canal Days in America: The History and Romance of Old Towpaths and Waterways. New York: Clarkson N. Potter, Inc., 1972. page 48. Drago, Harry Sinclair. Canal Days in America: The History and Romance of Old Towpaths and Waterways. New York: Clarkson N. Potter, Inc., 1972. page 166. â€Å"Erie Canal.† Electric Library. 9 Jan. Hadfield, Charles. The Canal Age. New York: Frederick A. Praeger Publishers, 1968.

Mongolian History :: essays research papers

Mongolia RISE OF GHENGIS (Chinggis) KHAN After the migration of the Jurchen, the Borjigin Mongols had emerged in central Mongolia as the leading clan of a loose federation. The principal Borjigin Mongol leader, Kabul Khan, began a series of raids into Jin in 1135. In 1162 (some historians say 1167), Temujin, the first son of Mongol chieftain Yesugei, and grandson of Kabul, was born. Yesugei, who was chief of the Kiyat subclan of the Borjigin Mongols, was killed by neighboring Tatars in 1175, when Temujin was only twelve years old. The Kiyat rejected the boy as their leader and chose one of his kin instead. Temujin and his immediate family were abandoned and apparently left to die in a semi-desert, mountainous region. Temujin did not die, however. In a dramatic struggle described in The Secret History of the Mongols, Temujin, by the age of twenty, had become the leader of the Kiyat subclan and by 1196, the unquestioned chief of the Borjigin Mongols. Sixteen years of nearly constant warfare followed as Temujin consolidated his power north of the Gobi. Much of his early success was because of his first alliance, with the neighboring Kereit clan, and because of subsidies that he and the Kereit received from the Jin emperor in payment for punitive operations against Tatars and other tribes that threatened the northern frontiers of Jin. Jin by this time had become absorbed into the Chinese cultural system and was politically weak and increasingly subject to harassment by Western Xia, the Chinese, and finally the Mongols. Later Temujin broke with the Kereit, and, in a series of major campaigns, he defeated all the Mongol and Tatar tribes in the region from the Altai Mountains to Manchuria. In time Temuj in emerged as the strongest chieftain among a number of contending leaders in a confederation of clan lineages. His principal opponents in this struggle had been the Naiman Mongols, and he selected Karakorum (west-southwest of modern Ulaanbaatar, near modern Har Horin), their capital, as the seat of his new empire. In 1206 Temujin's leadership of all Mongols and other peoples they had conquered between the Altai Mountains and the Da Hinggan (Greater Khingan) Range was acknowledged formally by a council of chieftains as their khan. Temujin took the honorific chinggis, meaning supreme or great (also romanized as genghis or jenghiz), creating the title Chinggis Khan, in an effort to signify the unprecedented scope of his power.

Old aged and retired people Essay

The new customers can be the group of old aged and retired people, which have not been addressed before. This potential group can also play an important role in the expansion of the customer base. Since by satisfying the needs of this group Bob’s Bicycle can get exposure to other customers group. Hence by selecting the group from the target market which have exposure to more masses the number of addressed individuals can be increased without putting additional efforts. Young and Adults: The youngster can also play an important role in the expansion of the customer base masses. 2. 4 Long Term Objectives: After achieving short-term goals, the vision of marketing plan will be enlarged to the long-term goals, which are as follows: SMART Objectives for the Bob’s Bicycle Objectives Activity Time Scale Required Responsibility Promotional Objective: Improvement in promotion by introducing new methods. methods 1. By implementing Web based advertising. 2. By sending e- newsletters. 3. By using the relationship with media more effectively. 4. By hanging billboards on important educational places January 2009 Marketing Staff. Market Share Objectives: Increase in visitors for 25% 1. By using aggressive marketing techniques. 2. By gaining knowledge about the competitors steps through continuous research 3. By continuous performance evaluation and improvement. 4. By introducing new services. January 2009 Management & Marketing Staff. Profitability Objectives: Increasing revenue for 30-35% 1. After gaining promotional and market share objectives. Increase in profit to be attained by continuing above-mentioned tasks. 2. By introducing new and attractive programs for other age groups. 3. By improving the presentation of shop. June 2009 Management Product variety variables: Bob’s bicycle should apply the strategy of unique special features to offer its customers such as maps and information regarding different routes in London and outside London. The company should undertake special educational programs for the school children. Programmes should also be arranged for special social groups. Services: A range of customer services should be provided to serve the needs of customers. Arrangement will be made in future for the needs of special customers. To facilitate the facility to use credit cards and other modes of payments will be implemented. The reservations for institutional can be undertaken on Internet. Customer satisfaction will be seen as the foremost priority. A comment box will be placed at the most prominent place in the outlet and in all the shops to take the comments of the visiting customers, which will help, in undertaking service betterment process. The customers will also able to register their complain through these boxes and on Internet. The quick complaint handling will be undertaken in order to satisfy the customers. Position: In order to increase the sale income and generate the revenue the company needs to attract the customers from the target group of old ages and retired people as they will constitute the major part of the population in the UK in coming years. The second important group, which needs to be targeted, is the school going children and youth. Price: Keeping reasonable and competitive prices can increase the income of the Company. Special discount programs can be announced to old aged and retired customers. Establishment design: Interior layout will be designed in an effective manner to attract the customers. All the items in the shop must be displayed in an easy to reach and highly visible manner. To keep the environment clam and pleasing atmospherics—scent, lighting, colour, mirrors and music, should be used. Promotion: In order to establish a brand image it is strongly suggested that the company should establish a logo and advertising message. In order to promote the products and services to the target audiences the management needs to follow the persuasive advertising. Advertisements can be given in newspapers and magazines. The company can place ads in trade publications/tourism guidebooks in order to attract the earning individuals. In order to effectively approach the target market it is important to advertise on television on regular basis. Another cost effective technique is to send mails and promotional promos through Emails. Another important approach is telemarketing. Direct mail is another option. The advertisement campaign should include direct mailing, ads in magazines and newspapers, advertisements on Internet and promotional emails. In order to undertake a frequent strategic evaluation an annual plan control should be undertaken through setting small term objectives. The management should keep on analysing the performance in the market place. If there is deviation in the performance from the goals specified in the annual plan the reasons should be analysed. Conclusion: The company can take the advantage of the product differentiation but in order to make the most of it is important to design a successful marketing plan to support the strategy of the company. Marketing variables play an important part in the presentation and exposure to the target population. Age and geographic variables are also important factors. It is important for the company to target new segments in order to remain at the cutting edge. In order to remain competitive in the market it is important to present timely and effective information for the target population. The creation of a proper Marketing Information System and its updating on regular basis is very important for the Bob’s Bicycle to not only keep its presence felt but also to increase its marketing share. A step by step marketing plan should be undertaken in order to achieve the desired result. The management should undertake an annual evaluation of the plans and goals designed to achieve. This will help the company to correct its action towards the right direction. Continuous updating and promotion will make it possible for Bob’s Bicycle to achieve its goals in future. References †¢ Kotler, P. , (2000). Marketing Management, Millennium Edition, Prentice Hall, United States. †¢ Noorwood, G. , (2005). Retirement homes on the coast: The tide is turning away from urban amenities and back towards houses by the shore. Published: 26 October 2005, available at †¢ Warnes, T. , Lowles R. , and Kyeung M. O. , (2002). Older people in Yorkshire and the Humber, Sheffield Institute for Studies on Ageing, University of Sheffield, available from < http://www. ageconcern. org. uk/AgeConcern/Documents/regions_YH-DemographyReport-Part1. pdf> †¢ Woodland, R. , (2008). Cycling in UK schools trebles. News Monday 5 May, 12:01 am BST, Bikeradar. com, available at http://www. bikeradar. com/news/article/cycling-in-uk-schools-trebles-16102.

Cross cultural communication Essay

There are six principals in cross-cultural communication. The first principal states that the greater the cultural difference the greater the chance is for the communication ti break down. The second principal says that when communication breakdowns occur during cross-cultural encounters, the breakdowns are most often attributed to cultural differences. The third principal states that communicating across cultures often leads people to be more conscious about their own communication. The fourth one states that cultures vary with respect to the number and kind of â€Å"do’s and taboos† that are required of its members. The fifth one states that a person should remember that learning what is normal in the culture the are communicating with helps you understand that group. The last principal states that as long as you see others as friendly and cooperative barriers will easily be broken down (Cheesebro, O’Connor, & Rios, Chapter Chapter 3, Cultural Diversity, 2010). I chose to write about Hispanics. There healthcare experience is similar to African American, which is my race. First there is the language barrier. They speak another language and it can sometimes be hard to explain things when there is not a translator present. Things get lost in translation. Another issue is that they don’t have healthcare. They don’t have insurance so they don’t go to a doctor and in turn they have poor health (Bzostek, Goldman, & Pebley, 2007). When it comes to communications, there are many barriers. Providers communicate differently when it comes to Hispanics. Studies have shown that when providers deal with the Spanish speaking patients they ask less open ended question and probes for patient understanding because of the language barrier (Mayo, Windsor, Sundarwaran & Crew 2007). A seconds study states that when providers relied on interpreters for communicating with their patients, but lack of availability of the interpreters and patient waiting were reported as barriers in using interpreters effectively (Mayo, Windsor, Sundarwaran & Crew 2007). This barrier led providers to turn to English speaking family n members and bilingual staff who made the communication dull (Mayo, Windsor, Sundarwaran & Crew 2007). In my opinion these are just some of the barriers that stand in between Hispanics and non-Hispanic providers. To me language is the most common one. When people have this barriere they are less likely to want to communicate because they don’t thing the other party will understand the message they are trying to send. So if they do communicate there will be a lack of enthusiasm and the message will not come across correctly. References Cheesebro, T., O’Connor, L., & Rios, F. (2010). Communicating in the Workplace. Retrieved from The University of Phoenix eBook Collection. Bzostek, S., Goldman, N., & Pebley, A. (2007, September). Why do Hispanics in the USA report poor health?. Social Science & Medicine, 65(5), 990 – 1003.

Abc Steel Company Essay

Robert Cruz, newly appointed Shop Manager of ABC Steel Company, was making his way through the plant back to his office. He had just reviewed the company’s most recent operating statistics with his boss, Rudyard de los Santos, Operations Manager. The statistics were shocking: ABC Company’s production backlog had reached such proportions that top management decided not to accept any further business. The company was paying penalties of P50, 000.00 a day due to non-fulfillment of contract delivery dates. ABC Company was one of the country’s largest producers of fabricated steel products. The company fabricated and installed storage tanks, mine and cane car bodies, dump bodies, boats and many types of structural steel. As shown in the organization chart (Exhibit 1), fabrication and installation activities were organized as independent activities. See more: Is the Importance of being earnest a satirical play essay Robert Cruz had recently been promoted from Quality Control Supervisor to Shop Manager (see Exhibit 1). Twenty-nine years old, Robert had worked for ABC Company for the past 2 years. He had previously worked as a sheet metal worker and as an instructor at a United States naval base in Subic. Robert held an engineering degree from a local university. Plagued by an ever-increasing production backlog, ABC Company had placed Robert in charge of all shop operations. There were 200 workers in the shop reporting directly to leadmen who, in turn, reported to Bay supervisors.1There were five Bay supervisors reporting to Robert. Before Robert’s appointment, Jim Fuentes, 45, was in charge of the shop. It was decided to transfer him to the position of Field Manager. (This position had formerly been a part of Rudyard’s responsibility.) Before, he and Mr. de los Santos had reviewed the ABC Company’s performance. Robert had isolated a number of critical problem areas in the fabrication shop. Production control was a constant problem. Schedules were drawn up improperly and they were seldom met. For example, a local construction firm had recently contracted ABC Company to build 2 dump trucks. The contract  price agreed upon was P150,000 each, and the trucks were to be delivered in 8 weeks. ABC Company had failed to meet the delivery date. The first dump truck was delivered after 10 week’s time, and the production statistics revealed that â€Å"out of pocket† costs for the first truck exceeded P170, 000. The second truck had yet to be delivered, and Robert estimated that fabrication costs for the two would total nearly P400,000. It was discovered that labor and material estimates had been inaccurate. More importantly, Robert listed four reasons why target dates were not met: (1) the targets were unrealistic, (2) shifts in manpower requirements were not anticipated, _______________ 1All fabrication activities were carried on in separate sections of the plant called â€Å"bays†. Most work orders were started and completed in one bay; less than 20% of the production work flowed from one bay to another. (3 there were no consistent â€Å"follow-up† policies and (4) machine scheduling was so poor that during one week, a huge cutting machine lay idle, while during the next week it had to be run 22 hours a day.2 As shown in Exhibit 1, Rudyard de los Santos was acting Production Control Manager. He and Gabby Alcantara, (Shop Production Control Supervisor), were working on a more effective system of production control. But Robert believed it would be at least six months before any new system would be ready for implementation. As the General Manager admitted, production and control was a â€Å"hit and miss† affair. Another problem Robert Cruz inherited when he took over the fabrication shop was a shortage of skilled manpower. ABC Company had long prided itself on being a producer of top quality steel products. The use of skilled welders, cutters, and steel workers was ABC Company’s only assurance that this quality could be maintained, and in recent years such skilled workers had become scarce. Finally, Robert had been told that there were serious â€Å"discipline† problems  in the shop. Workers were often tardy. They fraternized constantly during working hours, and often disregarded the authority of their leadmen and supervisors. Ninety percent of the laborers came from a nearby baranggay, and many were also baranggay leaders tended to be more lax in implementing company policies and taking disciplinary action against the workers. Other baranggay leaders who did not hold positions of responsibility with ABC Company were able to undermine the authority of the leadmen and supervisors in the shop. Two of the five Bay supervisors were described by the workers as â€Å"baranggay leaders†; two were described as being â€Å"not important† in the baranggay. One supervisor was an â€Å"outsider† and did not reside in the nearby baranggay. When Robert’s appointment to the position of Shop Manager became known, many persons in the shop were surprised. Although his performance in the Quality Control Department had been excellent, many of the â€Å"old timers† in the shop believed he lacked sufficient â€Å"management experience.† Interview with Robert Cruz Edison Mojica, an MBA student specializing in Organizational Behavior, had been observing the operations of ABC Steel Company as part of practicum for a number of weeks. He was waiting in the Shop manager’s office when Robert Cruz returned from his meeting with Rudyard de los Santos. He and Robert sat down and the new Shop Manager began to talk. Robert: Well I know I’ve got my work cut out for me†¦ You should see those penalty figures! We’ll be bankrupt in another five months at this rate! I’m still swimming in a pool of problems†¦Lots of them. Old problems dropped into my lap. _______________ 2ABC Steel Company fabrication operations were carried on during two eight-hour shifts. The first shift was from 8 AM to 5 PM; the second shift was from 5 PM to 2 AM. What’s worst, present problem multiply them (Pause). Of course, management does not expect me to solve these problems all by myself. I’m new in this position†¦.besides, the odds seem to be on my side. I would need the help of other departments. Edison: What do you mean by â€Å"odds†? Robert: Well, take the case of my supervisors in the shop. They are too old to be my subordinates. (Laughs) Not only that, they’re too good to their men. I don’t get any bad reports from them. That’s not an accurate reflection of things. The supervisors can’t afford to go against the majority’s rule you know how baranggay folks are†¦. Edison: But do you get results from your supervisors? Robert: It’s not a question of getting results from them. It’s more a problem of getting the best results. Do you think that my supervisors would have the guts to ask their men to cut out their chat-chats during working hours, or their coming late to work? Or even correcting their poor working habits? Everyone tries to be a supervisor here, you know. Edison: How do you propose to correct this situation? Robert: The Personnel Department will have to help me handle this problem. My supervisors and leadmen will be given supervisory training. If they still don’t’ learn†¦ Well, I think I have to be more firmed with them. Right? You see, before I stepped into this shop, these supervisors had been doing the things they’re doing now for generations. I’m not exaggerating. I think previous management had been too lax with them. To break a rule was not uncommon. Nobody seemed to check on anyone. Now when I came in, I tried to push these rules. What happened? The workers thought that I’ve created new rules for them. They think I’m trying to be strict with them. Edison: What’s your major problem in the shop? Robert: I have many major problems. (Laughs) But I think production control is the worst of them. We never seem to have completed any job on time. This is what’s costing us money. Planning and scheduling are a hit and miss affair. It’s really hard to break a habit, isn’t it? Besides, our production control section is undermanned, I think. What we‘ve got to do is get the men to think in terms of a schedule, a plan †¦.rather than just working on the job in front of them†¦.. The Problem of Overtime The following day a Bay Supervisor entered Robert’s office and requested that the entire fabrication work force be placed on overtime that weekend to complete a number of unfinished jobs.3 The Shop Manager knew that in recent months overtime expenses were extraordinarily high. Mr. de los Santos and top management had tolerated this extra expense because it seemed to be the only way to meet deadlines. Before granting the Bay Supervisor’s request, Robert asked for detailed description of the operations that were to be completed during the overtime period. The Bay Supervisor became angry. He stood up and exclaimed loudly. â€Å"Nobody in my twenty years in this shop has demanded this from me. Who do you think you are?† The two men stared at each other. After a few moments Robert suggested they review the matter with Mr. Rudyard de los Santos. The Operations Manger, sensing that the Bay Supervisor was very upset, decided that the Supervisor on this occasion need not submit a description of work to be completed. However, it was made an operating procedure from that time on that a proposed overtime activities list had to be submitted before any overtime could be allowed in the shop. The following week Robert found that it would be necessary for one of the fabrication bays to work overtime. He approached the Bay Supervisor and asked him to work overtime on the following day. To Robert’s surprise, the  Supervisor told him that the men could not make the overtime because they all had â€Å"previous appointments.† ABC STEEL COMPANY Essay VIEWPOINT:a) Mr. Robert Cruz, newly appointed Shop Manager of ABC Steel Company. The company had placed Mr. Robert in charge of all shop operations; OR b) Top Management TIME CONTEXT:At present I.PROBLEM STATEMENT: How can ABC Steel Company avoid delays in the production and delivery of the products to the customer? II.STATEMENT OF THE OBJECTIVE To strictly comply with the stated delivery schedule requirement of the customer in recently placed orders and fully accomplish the backlogs within three (3) months. III.AREAS OF CONSIDERATION A.STRENGTH 1.ABC Company was one of the country’s largest producers of fabricated steel products. The company fabricated and installed storage tanks, mine and cane car bodies, dump bodies, boats and many types of structural steel. 2. ABC has the capability to produce top quality steel products. B.WEAKNESSES 1.ABC Company has an inaccurate labor and materials estimates; 2.The targets were unrealistic; 3.Shifts in manpower requirements were not anticipated; 4.There were no consistent â€Å"follow-up† policies; 5.Poor planning and scheduling of manpower and machineries; 6.Shortage of skilled manpower that produces top quality products; 7.View of subordinates that Mr. Rober Cruz lacked management experience; 8.Authority of leadmen and supervisors is being disregarded by their subordinates; 9.Discipline problems among workers; and 10.Lax in the implementation of company’s rules and regulations. 11.Production backlog C.OPPORTUNITIES 1.ABC’s known credibility in producing high quality fabricated steel products can still be used to generate other leading consumers in the market. D.THREATS 1.Bankruptcy in another five months; 2.Industry’s awareness of ABC’s situation/inefficiency; 3.Decrease in customer loyalty 4.Other companies in the same product line that target the delivery schedule of its customers IV.ASSUMPTION/S A.The machineries used by the company are in good condition and are sufficient enough to meet production requirements. B.No price increase in commodities. C.Workers will coordinate with their supervisor in terms of work attitudes V.ALTERNATIVE COURSES OF ACTION A.Conduct meeting with Department Heads B.Resources and personnel maximization C.Sub-contracting VI.ANALYSIS ADVANTAGEDISADVANTAGE Better understanding of company’s situation Pin-point the source of the problem thru representations of the Heads in their respective departments. Encourage participation of concerned personnel in decision-making Time consuming Adjustment difficulty Avoid idle times of machines Avoid fraternizing during work hours Completion of backlogs/increased in production Higher cost for maintenance and utilities Acquiring the services of company with expertise on the goods / services required. Division of labor Less profit VII.CONCLUSION AREA’SACA ABC Adaptability332 Timeliness332 Cost Effectiveness321 Manageability332 Total12117 Legend: 1 – Good, 2 – Better; and 3 – Best VIII.RECOMMENDATION:ACA A IX.DETAILED PLAN OF ACTION ACTIVITIESPERSONS INVOLVEDRESOURCESTIME FRAME 1.Conduct management review meetingRudyard delos Santos and Department HeadsMeeting expenses-Weekly (until the completion of the backlogs); and -Once every months (routine schedule). 2. Strict implementation of management review meeting agreements (e.g. Status reports)Department HeadsMeeting expensesAs required. 2. Conduct Leadership trainings and seminar for Completed Staff Work Managers and StaffAt least 2 training per semester (1 internal and 1 external trainings) 3.Creative an incentive scheme (e.g. Star Performer of the month) with incentive bonus StaffEvery month 4. Create a Performance Evaluation CommitteeManagers/SupervisorsBefore end of the year 5.Conduct of Team Building activitiesManagers, Staff, Department headsCultural expenseQuarterly – all department

Florence kelleys speech on child labor Essay

In Florence Kelley’s speech to the National American Woman Suffrage Association, she connects with her audience and encourages them to fight for the end of child labor by showing how horrifying it truly it is. Through bringing up the horrors of child labor, she implies that women need the right to vote, as they would abolish child labor. By appealing to pathos, using imagery, and applying repetition, Kelley successfully convinces the audience to agree that child labor is wrong. Through appealing to pathos, Kelley connects with the audience’s conscience by showing how barbaric child labor and pushes her audience to desire the end of child labor. By stating that children â€Å"in age from six and seven years and eight, nine, and ten years†, work to provide for their families and themselves, Kelley strikes a chord in the listeners’ hearts and shows how this system takes advantage of young kids. This shows the monstrosity that is child labor as they are so young. As she writes that â€Å"boys and girls, after their 14th birthday, enjoy the pitiful privilege of working all night long†, Kelley shows that working all night is like forcing children into slavery. With the oxymoron â€Å"pitiful privilege†, she shows ironic it is that when a child has an important birthday, they are jokingly rewarded with longer work hours. Kelley connects with the audiences’ emotions as she shows how unjust it is to make children work as har d and as long as adults do. By describing the children as â€Å"little beasts of burden, robbed of school life that they may work for us†, Kelley makes the audience feel guilty for allowing child labor to be a common occurrence within America. By utilizing pathos, Kelley connects with her audience through proving how horrendous child labor is and calls them to action to rid America of it. Kelley also uses imagery to convince the audience that child labor is horrendous and should come to an end by vividly describing the working conditions that the child laborers go through and how young these workers truly are. She describes the children as, â€Å"just tall enough to reach the bobbins†, which brings to the audience’s mind an image of an innocent girl forced into working at such a young age. As she describes the harsh factory working conditions the children face, she points out, â€Å"the deafening noise of spindles and the looms spinning†. By using such descriptive imagery, Kelley transports the audience to the rooms where little children are suffering and working. Through placing these unforgettable images in her audience’s mind, she causes them to realize the unfairness and horror of child labor which they will never be able to forget. Another rhetorical device Kelley uses to convince her audience that child labor is a monstrosity is a repetition of certain phrases. Through repetition, Kelley pushes her words and facts into her audience’s head leaving them no room to deny the unfairness of child labor. Throughout her speech, Kelley repeatedly starts paragraphs with, â€Å"in (certain state)†. By doing this, she is able to state facts on child labor laws in certain states; showing that though there are laws on child labor, they are still extremely unreasonable and unfair. This shows the audience that child labor is very real and though they do not witness it, these kids make their items of comfort. She also repeats the phrase â€Å"while we sleep†. This repetition highlights that children work through the night, but more importantly, it implies that this occurs while everyone else is relaxing and sleeping soundly in their beds. By showing that children are forced to work extremely hard, the audience is left horrified. By utilizing repetition, Kelley successfully imprints the facts of child labor and its’ unfairness in the listener’s mind. In Kelley’s speech, she appeals to the audience’s conscience and emotions, paints vivid imagery, and uses repetition to call others to fight to end child labor as it is a horrendous occurrence.