English Language Teaching in Gulf Essay Example for Free

English Language Teaching in Gulf Essay Zafar Syed’s assertions about the TESOL challenges in Gulf are subjective reflection over the issue and he is unable to provide any verified or verifiable data and findings. He places all responsibility on the structural constraints i. e. contextual framework, human resource development, system and standards, and research and knowledge and paid less heed to other relevant and important dimension f the TESOL i. e. the constraints on the art of the students. He relies too much on the secondary sources but those secondary sources are also related to education and teaching general and has taken into consideration English language teaching particularly. To some extent citation of these secondary resources is relevant e. g. citation of Mograby to provides facts and figures about the unprecedented quantitative growth in education in UAE . (338) He then generalizes that this unprecedented growth has adverse effect on the teaching of Language. He describes that this unchecked growth impacted the planning and implementation of English teaching patterns and policies. (338) In the following paragraph, he is unable to support he preposition by any solid line of arguments, research study or verifiable facts and figures. He is unable to demonstrate that how this rapid growth in education industry has affected the teaching of language. It is more important to provide a socio-cultural context as well that deter or propel the teaching and learning of a language. He describes that â€Å"local students see no concrete link between English ability and communicative requirements†. Mr. Syed is correct in saying this as communicative important of any language in general and English language in particular is related to exposure of the students to other medium of communications. If the socio-cultural context is conservative and does not allow a student to participate in activities involving other communities and people, he will be unable to use his acquired language capacity and thus will consider it meaning less and futile. This will restrict English language teaching to academic activity only. But Mr. Syed does not provide why such perception is created and this issue can be tackled. The next constraint that Mr. Syed takes into account is human resource development. This part of the study is most powerful and relevant as Mr. syed evaluates the role of English language faculty development and describes an array of issues related to it. He rightly point out the important of the local Arab English language teachers. The pool of English language teachers in the whole region are comprised of various expatriates groups that do not possess enough knowledge â€Å"about the local socio-cultural communities and languages† (339). Syed accurately concludes hat this lack of knowledge about local socio-cultural context breed problems like teacher-students gap and this gap endangers effect English Language teaching. Foreign teachers are not well-capacitated to anticipate and delve deep into the socio-problems of the learners and hence can suggest remedies to these. Grammar Translation Method also requires an understanding of the local language and context in order to effectively implement this methodology. (Chastain, 1971. p. 131) Mr. Syed concludes that this ad-hocism in the hiring of contractual foreign faculty hinders the way to implement a more effective and locally suitable system as these temporary teachers are less motivated to make an in-depth evaluation of the system. Here r. Syed has recognized the sole cause of the problem that triggers a cause and effect phenomenon leading to the deterioration of the English Language teaching system in Gulf. Only a motivated and well-informed teachers can recognize the contextual important and shortcomings of language teaching and hence can formulate policies to reduce or eradicate these contextual barriers. Mr Syed has further taken in to consideration the systems and standards but he is unable to realize that only senior and seasoned English language teachers and professors can help designing and executing a viable system and standard for English language teaching. It is not something independent in itself. He emphasizes on the importance of research but it must be noted that research only come through established systems and qualified academia. So first there is dire need to develop faculty and establish a contextually modified system of instructions. This will ultimately lead the faculty to conduct research on appropriate issues pertaining to every facets of English language teaching. Despite various defects in his theoretical framework, he provides some excellent insights into Gulf English language teaching. In addition to his content, he had certain serious flaws in the style of his expression. He only comments on a specific issue briefly and then goes on to comment on another challenges faced by the English Language Teaching without elaborating the first one. The very first sentence of the study indicates that it has nothing to do with primary research as conducting interview of the ESL teachers to locate the challenges faced by them. Further, Syed has limited his study to UAE with a little reference to Saudi Arabia here and there. So this not only limits the scope of the study but indicates that relying on a particular country in the region, generalizations have been made about the whole region. Chastain, Kenneth. The Development of Modern Language Skills: Theory to Practice. Philadelphia: Center for Curriculum Development, 1971.

The Mistress in Death of a Salesman Essay example -- Death of a Salesm

The Mistress in Death of a Salesman The mistress, sultry yet sophisticated, played a larger part in the play, Death of A Salesman, than most would imagine. While she does not make an appearance in the play, she does appear in Willy’s remembered time. During his daydreams, she is referred to as â€Å"the woman†. The woman in Death of A Salesman never appears in the play, but has a noteworthy presence because she affects the action, theme, and the development of other characters. As an outcome of having a mistress, Willy’s fragile ego is boosted. For example, while he is on his lengthy business trips, she lavishes him attention and affirmation. Willy’s last name, Loman, gives insight into the fact that many people do not see Willy as a successful man. The woman, on the other hand, does. Furthermore, she tells him that she selected him out of all the salesmen. This makes him feel quite superior to the other salesmen and gives him a higher self-esteem. In addition, she tells him that the next time he came, she would let him go directly through to see the buyers without ha...

Analyses the leadership of Carlos Ghosn, CEO of Nissan Motor Corporation Essay

Introduction This paper analyses the leadership of Carlos Ghosn, CEO of Nissan Motor Corporation. Carlos has been recognised as a successful leader whose leadership managed to rescue Nissan from its financial crisis in the late 90s. His contribution to the company, industry and society is significant. I will start by giving an idea about the history of Nissan followed by introducing Carlos Ghosn as an individual and analysing his leadership style using various leadership theories and models. We will also assess the effectiveness and efficiency as well as the business value added to Nissan through his leadership. The Company Nissan company was established in Yokohama in the year 1933 to take over the manufacturing of Datsun Ltd. It was renamed as â€Å"Nissan† the following year. In 1935, the company started to produce sub-compact cars, named Datsun and started exporting to Australia. In the year 1936, Nissan bought a new production line which was intended for small passenger cars but because of  the war, the company had to shift to military vehicles and ships (The Short History of Nissan Motor Company, 2013). The war had a huge impact on the company as half of the plant was taken by the occupation forces for a decade which delayed the company’s growth and by the time war ended; many customer had already switched to Toyota. To recover from that, Nissan collaborated with Austin Motors and launched a new car in the year 1958 which lead them to win The Deming prize in 1960. Nissan launched two manufacturing operations in the United States and in the United Kingdom in the years 1980, 1984 res pectively. It also established new headquarters in North America and Europe with a vision to make the decisions of design, production and marketing locally. The company which had been under debts for the previous seven years signed an agreement with Renault in the year 1999 and both companies formed an alliance for mutual benefit and growth for both. Nissan Revival Plan (NRP) for restructuring which was announced in 1999 aimed to reaching sustainable and continuous global growth. The objectives of this plan were met by the end of 2001. The company currently manufactures cars in twenty locations globally. Worldwide number of sold units in 2011 exceeded 4.800 million. In addition to cars, Nissan develops and produces marine equipment as well (The Short History of Nissan Motor Company, 2013). Carlos as a person Carlos Ghosn was born in Brazil in 1954 to Lebanese-Brazilian parents. The family moved to Lebanon in 1960. He completed his secondary school in Lebanon before travelling to France for university study. He got his engineering degrees from the École Polytechnique in the year 1978. After graduation, Carlos worked for Michelin & Cie. for eighteen years. At the age of thirty, he became the Chief Operating Officer of Michelin’s South America’s operations which operated at a budget of $300 Million. He succeeded in turning over the South American operation from losses to profits. After that he became the Chief Executive Officer of Michelin in North America. Carlos joined Renault in 1996 as an Executive Vice President for advanced research. Renault purchased 36.3 of Nissan’s shares in 1999 and Carlos MOVED TO Japan and joined Nissan as a COO and was named CEO two years later (Millikin, J and Dean, Fu, 2004: 121-125). Carlos and Nissan When Carlos joined Nissan in 1999, the company was suffering from losses and it had large debts which represented high risks for the investors. It was clear that the company could not have sustained in the market for long with this operating rate. Moreover, it appeared that Renault’s future is dependent on Nissan’s recovery from this bad position after the acquisition of a large portion of Nissan. Carlos realised that a radical change had to happen and he proposed a three-year revival plan which was later known as â€Å"Nissan Revival Plan†. â€Å"When the NRP was first announced, Nissan’s executive committee announced three bold commitments; if any of these were not met, the members promised to resign: †¢ A return to net profitability in fiscal year 2000 †¢ A minimum operating income to sales margin of 4.5 per cent by fiscal year 2002 †¢ Consolidated net automotive debt reduced to less than  ¥700 billion by fiscal year 2002† (Nissan Revival Plan, 2013). In his revival plan, Carlos identified the root cause for the poor performance of Nissan in the past years. These were: â€Å"1) Lack of profit orientation 2) Not enough focus on customers 3) Lack of cross-functional, cross-border, intra-hierarchical lines work 4) Lack of a sense of urgency 5) No shared vision or common long-term plan† (Nissan Revival Plan, 2013). Carlos believed that the opportunity to improve did actually exist. He identified some success factors that would allow Nissan to recover from its crisis and occupy a high ranking in the automobile market. Nissan had a global presence. It had markets in different continents with a diverse customer base. The company also excelled in its manufacturing system and the quality of the products was never a subject of a complaint. He believed in people of Nissan as a key asset in addition to other organizational assets such as know-how, policies, procedure, customers and partners. Nissan had a leading edge in some field of the technology and its new alliance with a big and reputable company like Renault represented- according to his vision- a further success factor. All of that made Carlos believe that his  plan would succeed and that he could lead Nissan back to retain its ranking in the industry. The Revival Plan: The revival plan was based on cross-functional groups. These groups were formed by the executive committee and they included two hundred people from Japan, The United States and Europe. The cross functional teams focused on different areas. These areas were: â€Å" Business Development Marketing & Sales Purchasing SG & A Manufacturing Financial Management R & D Product Phasing Out Organization & Decision Making Process â€Å"(Nissan Revival Plan, 2013). The cross-functional teams assessed two thousand ideas and proposed four hundred proposals to the executive committee. The plan aimed at growth with increased profits and reduced debts. Business development portion of the plan aimed at developing new products and models, reducing the lead time which could be achieved by reducing the product development cycle and order delivery periods as well as the time to start selling in new markets. The plan had to target twenty per cent reduction in costs by the end of the third year. The plan suggested to centralize procurement and to shorten the list of suppliers as well as including services as a buying strategy. The plan also suggested increasing the utilization of the manufacturing capacity by shutting down three assembly plants and forcing the rest to work in two shifts. The industrial organisation was also changed into a simpler and more efficient way. Cost reducti on was an important aspect of the plan and for this purpose several action were made such as reducing incentives and emphasising more on the power of the brand name, closing 10% of retail outlets and opening for longer hours, utilizing the alliance with Renault and employing E-commerce. R&D costs were cut down by leveraging with Renault as well. Carlos has changed the model of the company from being  multi-regional to being a global organisation. That required a global head quarter, worldwide strategy, centralized planning and the global control of several function of the Nissan. Carlos realized that this could not have been achieved without the key asset of the company, its people. For that, he empowered the directors for cross-functionality and orientation towards profit. He also introduced compensations for performance which included bonuses and shares options. The opportunity for career promotion existed for those as well (Nissan Revival Plan, 2013). By implementing this plan, Carlos achieved the goals a year earlier than what was initially proposed. He managed to save the company two hundred billion Yen. On the other hand, the plan had an impact on people. Twenty one thousand people lost their jobs as a result of the cost headcount reduction he embraced and t herefore, Carlos was subject to criticism by media in Japan and worldwide. Nevertheless, Carlos has been recognized as a leader of change whose leadership and management not only turned losses back into profits but also contributed to a structural and cultural change within the company. His method and vision has been adopted by many leadership schools. Therefore, his contribution exceeds Nissan to other businesses and fields worldwide (Nissan Revival Plan, 2013). Carlos the leader Carlos’s personal and career profiles allowed him to be a successful leader. This can be illustrated by analysing different dimensions as suggested by Kotter (1990). Carlos learned from his experience with Renault as a vice president of advanced research to keep looking at the horizon while creating and executing strategies. An example of this visionary leadership is his empathy to the new generation of cars which runs on electric power as he anticipated that this is the future trend of the industry and wanted Nissan to lead it. He managed to have his followers share his vision and opened the door for them to grow and advance in their career. His revival plan relied on having the cross-functional teams brainstorm and share thoughts away from the bureaucracy and structural limitations. The plan also suggested a large number of thoughts to be assessed and presented to the board which reflects his openness and willing to listen to others’ thoughts rather than directing the m to adopt his own (Nissan Revival Plan, 2013). One of the success  factors for Carlos is that he believes in having no perception of the organisation or the culture before he actually gets exposed to it. He wanted to learn by experience: â€Å"†¦I asked people what they thought was going right, what they thought was going wrong, and what they would suggest to make things better. I was trying to arrive at an analysis of the situation that would not be static but would identify what we could do to improve the company’s performance. It was a period of intensive, active listening. I took notes, I accumulated documents that contained very precise assessments of the different situations we had to deal with, and I drew up my own personal summaries of what I learned. In the course of those three months, I must have met more than a thousand people. During that time I constructed, bit by bit, my image of the company based on hundreds of meetings and discussions† (Ghosn C , 2006: 93-94). His leadership created a radical change to the company that lead the company towards restoring its position in the market, a mission that would have seemed to be impossible to many. Carlos also believes in sharing knowledge and experience that may help other firms grow and succeed. This is clearly depicted by the new service introduced by Nissan, the consulting services which allow the transfer of Nissan’s Production Way (NPW) which relies on Kaizen (improvements) to other firms. â€Å"Nissan Production Way is a key ingredient of our success. I hope that you will make it part of yours† (Nissan production way, 2013). Nissan consulting services also represents a radical change from a company that adopts continuous improvement theories to a consulting company that help others adopt them. Theories of leadership vary in their approach toward the analysis of a leader’s style. Some of these theories emphasise on the behaviour of the leader. In other words, they suggest that individuals are considered leaders when they act as such rather that by their personal characteristics. This is a more realistic approach than trait theories which assume that leaders are born not made (University of Leicester, 2011: 247-254). Lewin et al (1939, cited in University of Leicester, 2011:250) identified three styles of leaders, autocratic, democratic, and laissez-faire. We can think of Carlos as a democratic leader who demonstrated a sound level of engagement to the team during critical decision making. The cross-functional teams were asked to  think, discuss and assess ideas and present a reasonable number of thoughts to the management. This level of engagement to the team boosted their spirit and improved the quality of the decisions made. Fleishman’s (1953 cited in University of Leicester, 2011:251) two factor theory of leadership emphasises on two dimensions, consideration and initiating structure. Carlos managed to achieve efficient balance between these two dimensions, allowing employees to communicate their thoughts and ideas and respecting them without losing the lines of responsibilities which are required to manage such a multi-cultural and a multi-national organization. In other words, he stands in the middle between being people-centred and task oriented; this is referred to by Blake and Mouton (1964 cited in University of Leicester, 2011:253), as â€Å"Middle of the road†. Carlos believed that the solution for the company’s problems existed within the cross-functional teams and he shared this with them. On the other hand, he set the process, targets and timelines for his plan which represented a high level of task-orientation. Contingency theories suggest that leadership style may vary based on the situation in which the leader works (University of Leicester, 2011:255-262).They also relate to various parameters such as the leader, his/her followers and the nature of the tasks which the leader is trying to complete. It is clear that Carlos possessed many characteristics that allowed him to lead efficiently. He is Lebanese by origin, was brought up in Brazil, got educated in France and has worked in different countries. All of that enhanced his capability to lead in a diverse environment and overcome the challenge of being one of few non-Japanese leading a Japanese company. His work experience gave him exposure to various areas of the business ranging from business development to top level management including research. This allowed him to bring back Nissan to its financially healthy position and- at the same time- make advancements in other business areas. Carlos believed in Nissan as a company, in its people as assets and in Japan’s culture as a platform. For him to succeed, he had to secure the cooperation of those under his leadership. He had to make them see him as an efficient leader. He believed that this cannot be achieved without bridging the cultural gap between his origin, experience and the new environment he had to work within. He started learning about Japan, its culture, language  and even the food. He believed in respecting and understanding the culture of these people while trying to make a contribution. â€Å"I would say even though the term today is not very popular, love the country and love the culture in which you are in. And try to learn about its strengths, don’t focus on the weaknesses, and make sure that all the people you are transferring with you are of the same opinion† (The transcultural leader, 2013). Carlos benefitted from the culture of Japan. In an interview with MTV channel, he s tated that the commitment he and the committee will resign if the revival plan objectives were unmet, had been inspired by the culture of the Samurai who would defend his land and would kill himself in case of failure. He realised that importance of commitment to Japanese (Interview with Carlos Ghosn – MTV Lebanon, 2012). One of the reasons for his effective leadership in Nissan relates to the nature of his mission. It was obvious that the future of the two allied companies depended on his success in leading Nissan out of its crisis. He also tried to use urgency as a motivation factor therefore; he committed dates for his tasks to be accomplished and held himself as well as the team accountable for achieving them. The Path-goal theory of Robert House(1971 cited in University of Leicester, 2011:259) suggests that a leader can motivate his/her subordinates towards reaching the goals by helping them draw a clear path to those objectives and by giving more recognition to members who achieve those goals. When Carlos first formed the cross-functional teams, the team felt lost as of what is required from them and how to achieve it. Carlos realized this and he invited them to a meeting in which he explained the purpose of forming these teams and his expectations from them. He also promised his directors rewards and incentives for achieving the goals of his plan. In fact, before Carlos came up with his revival plan, he spent some time meeting with people at different levels of the organisation in order to understand the culture and the challenges he was going to face. The establishment of the cross-functional teams allowed him to engage large number of the company’s staff in idea generation, ref lecting a participative leadership style. As a Chief Executive Officer of the two companies, Renault and Nissan Carlos  enjoyed a high level of authority on his subordinates which allowed his ideas to be easily adopted. The leadership of Carlos during crisis is seen as a good example of what Bass (1985 cited in University of Leicester, 2011:264) identified as â€Å"Transformational Leader†. He managed to raise the awareness, commitment and enthusiasm among his team. He envisioned a new future of Nissan, broke the frame that existed before him and personally committed towards this new vision. Carlos emphasised on team diversity and gender equality. Under his leadership, Nissan reached twice the rate of competitors in terms of number of female managers within the company. â€Å"On gender equality, the CEO says that when he started at Nissan, only one per cent of the top management at Nissan were women. While that was twice as good as his competitors, he was determined to increase the number of women in management still further. Today the number of women in management is five per cent, and the objective is to raise that figure to ten per cent. Ghosn says that although such targets are good, it’s more important to set a lasting, achievable trend for women that will prove that diversity delivers.† (The transcultural leader, 2013). Transactional leadership is based on transactions and exchange. It usually occurs in stable and predictable situations (Bass 1985, cited in University of Leicester, 2011:263-265). Carlos’s style is more transformational than transactional due to the dynamic and unpredictable nature of the industry as well as his personal characteristics. We can think of few people who are willing to relocate to a new country whose language and culture were totally new to him and lead a crisis recovery. The notion of a transformational leader has been criticised by Khurana (2002) who believed that transformational leaders can become over convinced of their charisma and may drive the company towards instability in order to allow a room for radical changes. However, these concerns seem to be invalid in the case of Carlos Ghosn whose interviews and public speeches show a greater emphasis on skills and techniques rather than personal charisma. Although he believes in changes and he directs his team to keep an eye on the horizon, he makes decisions based on rationality. Summary In this paper we have analysed the leadership of Carlos Ghosn, the CEO of Renault and Nissan companies. Having joined Nissan in the year 1999, when the company was suffering from a severe financial crisis, Carlos managed to rescue the company and turn it back into a profit generating firm. Carlos presented a successful leadership based on vision, participation, and passion about his employees as well as contribution to the culture of Nissan. We have used different theories and models for this analysis including behavioural theories, contingency theories as well as transformations theory of Bass. In my opinion, these theories and models are complementary rather than exclusive. They can all be used to analyse the leadership model and obtain a better understanding as of what made Carlos a successful leader of a change. Carlos’s leadership has been the subject of many researches in management and his method has been adopted by many schools. Cross-cultural dimensions have a high im portance in leadership. Carlos succeeded in leading people in different countries and organizations that varied in power distance, uncertainty avoidance and differed from his own culture, overcoming what was identified by Hofstede (1992, cited in Linstead et.al, 2009: 254) as challenges. Carlos managed to cut the costs by shutting down plants which made many people redundant. Some analysts argue that he could have achieved his goals by a different strategy. The fact that Carlos enjoyed high power being the CEO of both companies raises a question as to whether he would have succeeded had he been the CEO of Nissan only. Wouldn’t he have faced additional challenges from the main shareholder of Nissan, Renaut. References Bass, B. (1985), Leadership and Performance Beyond Expectations, New York: Free Press Burns, J.M. (1978), Leadership, New  ­York: Harper & Row 278 Organisational Behaviour Fielder F.E. (1967), A Theory of Leadership Effectiveness, New York: McGraw-Hill Fleishman, E.A. (1953), The Description of Supervisory Behaviour, Personnel Psychology, 37, 1–6 Ghosn, C. 2006, Shift Inside Nissan’s Historic Revival. Crown Business. Hofstede, G. (1980/1992) ‘Motivation, leadership and organization; Do American theories apply abroad’, in Lane, H.W. and Stefano, J.J. (eds) International Management Behavior, Boston: PWS/Kent. House R.J. (1971), A Path Goal Theory of Leadership, Administrative Science Quarterly, 16 (2), 321–338 Interview with Carlos Ghosn – MTV Lebanon, 2012. Available at: http://www.youtube.com/watch?feature=player_detailpage&v=_1Dc7VDQ3yw; accessed 29 April 2013. Kotter, J.P. (1990), What Leaders Really Do?, Harvard Business Review, May–June Lewin, K., Liippit, R. and White, R.K. (1939), Patterns of Aggressive Behavior in Experimentally Created Social Climates, Journal of Social Psychology, 10,271–301 Linstead, S et.al.(2004), Management and Organization: A Critical Text ,Palgrave Macmillan Limited Millikin, J., Dean, Fu. 2004 The global leadership of Carlos Ghosn at Nissan, Thunderbird International Business Review, 47(1):121–137 Nissan production way, 2013.Nissan production way. Available at: http://bcove.me/pm3yqd9c; accessed 29 April 2013. Nissan Revival Plan, 2013. Nissan Revival Plan. Available at: http://www.nissan-global.com/EN/DOCUMENT/PDF/FINANCIAL/REVIVAL/DETAIL/1999/fs_re_detail1999h.pdf; accessed 29 April 2013 School of management (2011), Organizational Behaviour, University of Leicester, 1:241-279. Stephen Linstead, Liz Fulop and Simon Lilley, 2009. Management and Organisation: A Critical Text, Second Edition. Palgrave Macmillan. The Short History of Nissan Motor Company. Available at: http://www.nissan-global.com/GCC/Japan/History/history/index-e.html; accessed 29 April 2013. The Transcultural Leader: Carlos Ghosn, CEO of Renault, Nissan Available at: http://knowledge.insead.edu/leadership-management/operations-management/the-transcultural-leader-carlos-ghosn-ceo-of-renault-nissan-1904; accessed 29 April 2013.

Analysis Of Night By Elie Wiesel Essay - 1872 Words

The ground is frozen, parents sob over their children, stomachs growl, stiff bodies huddle together to stay slightly warm. This was a recurrent scene during World War II. Night is a literary memoir of Elie Wiesel’s tenure in the Nazi concentration camps during the Holocaust. Elie Wiesel created a character reminiscent of himself with Eliezer. Eliezer experienced cruelty, stress, fear, and inhumanity at a very young age, fifteen. Through this, he struggled to maintain his Jewish faith, survive with his father, and endure the hardships placed on his body and mind. At the beginning of the book, Eliezer was in the higher levels of Maslow’s hierarchy of needs. This hierarchy starts at the bottom with physiological needs, and progresses†¦show more content†¦The first month of camp life took a heavy toll on Eliezer. â€Å"Some talked of God, of his mysterious way, of the sins of the Jewish people and of their future deliverance. But I had ceased to pray†¦I did not deny God’s existence, but I doubted His absolute justice.† He changed from extreme piousness to denial. This was only the beginning of his change in faith. After the Nazis sentenced a young pipel, or child, to hang on the gallows, Eliezer was not the only one to question God. â€Å"Where is God? Where is He?† they asked. When the child was hanged, he swung for a half an hour, blue in the face, slowly dying in front of a thousand spectators. â€Å"’Where is God now?’ †¦ I heard a voice within me answer, ‘Where is He? He is—He is hanging here on the gallows.† Eliezer was appalled at the cruelty of the Nazi forces; this event probably stripped him of the most innocence. In a â€Å"celebration† of the Jewish New Year, Elie angrily thinks, What are you, my God, compared to this afflicted crown, proclaiming to you their faith, their anger, and their revolt? What does your greatness mean, Lord of the Universe, in the face of all this weakness, this decomposition and this decay? Why do you still trouble their sick minds, their crippled bodies? †¦Why should I bless Him? In every fiber, I rebelled. Because He had had thousands of children burned in His pits. Praised be Thy Holy Name, Thou who has chosen us to be butchered on Thine altar. He was frustratedShow MoreRelatedAn Analysis Of Night By Elie Wiesel1089 Words   |  5 PagesAn Analysis of Night Black Three Sabrena Hall November 17, 2015 â€Å"To surpass monsters, you must be willing to abandon your humanity.† -Hajime Isayama, Shingeki no Kyojin Night by Elie â€Å"Eliezer† Wiesel is a story that contains many conclusions about humanity as a whole, including the idea that if humans are treated as if they aren t human, and are deprived from proper human interaction, then they are quick to act uncivilized, almost feral. 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Argumentative Research Paper On Childhood Obesity

Argumentative Research Paper: Childhood Obesity Issac Jones ECPI University ENG 120 Advanced Composition M. Barnes June 11, 2017 Health has become a very popular topic in today’s society; how to lose weight, healthy body mass index, proper foods to eat to give your body nutrition, certain exercises to help lose weight here or gain muscle there, lower prices for a gym memberships, it seems to be a topic we are hearing about all the time now. However, there seems to lack of conversation about the health of the younger generation. Obesity among children is a growing problem in today’s society (Ogden, Carroll, Lawman, Fryar, Kruszon-Moran, Kit 2015). As exhibited in the chart, rates have†¦show more content†¦As the child endures the maltreatment, they can turn to food for comfort during the difficult times (Anda, Felitti, Bremner, Walker, Whitfield, Perry, Giles, 2006). As their cognitive function changes, a child’s way of thinking about food becomes more than just a method to eat when you are hungry, but it becomes a way to eat when they are stressed, depressed, or looking to control an aspect of their lives (Stice Bohon, 2012). Parents continuously make choices for their children. Every day, they decide what the child will wear, what shows they watch, what time they go to bed, what they will eat, and so much more. When grocery shopping in the store, parents have to make conscious purchases in order to maximize their budget (Krukowski, West, Harvey-Berino, Prewitt, 2010). These decisions will influence whether the family can afford a two-dollar box of Macaroni and Cheese, opposed to fifteen-dollars’ wor th of items to create a salad. How will these decisions affect childhood obesity? The answer is simple; it will affect a child. Young children and even adults need a mixture of fruits, vegetables, protein, grains, and dairy on every plate in order to consume a healthy diet (U.S. Department of Agriculture, 2017). As indicated by the graphic above (U.S Department of Agriculture, 2017), each child and adults plate need to have the proportional foods in order to consume a healthy diet. However, with the availability and pricing of healthyShow MoreRelatedArgumentative Research Paper: Parents Responsible for Childhood Obesity947 Words   |  4 PagesAnne Collins (â€Å"Childhood Obesity Facts†). Childhood obesity has more than tripled since the 1980’s (â€Å"Childhood Obesity Facts†). Childhood obesity often leads to obesity as an adult which can put a person at greater risks dealing with the heart, diabetes, and many other obese related diseases. People want to blame the schools and today’s technology for childhood obesity, in reality, the responsibility lies in the hands of their parents. 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The Causes And Impacts Of Overexploitation - 1855 Words

If fishing continues at the same rate, using todays destructive practices, the oceans could become fishless by 2048 (Branch, 2013). Understanding and analyzing the causes and impacts of overexploitation in oceans, can offer insight into possible solutions to remediate current and future effected environments. Today, (see Figure 1) 53% of the worlds fisheries are fully exploited and 32% are overexploited, depleted, or recovering from depletion (FAO, 2010). The overexploitation of the oceans is directly linked to overfishing. Overfishing can be defined as â€Å"fishing with a sufficiently high intensity to reduce the breeding stock levels to such an extent that they will no longer support a sufficient quantity of fish for sport or commercial harvest† (Hilborn and Hilborn, 2012). Post industrial revolution there was an increase in global fishing and consequently an increase in catches. The large scale industrialization of the fishing sector inevitably led to over-fishing, causing the collapse of many fish stocks (Pauly, 2002). Due to unsustainable fishing practices an increase in overfished and fully fished stocks can be observed over time (see Figure 1). The fishing industry has had to adapt in recent times to maintain the quantity of fish being caught, one way they have achieved this is to start fishing at greater depths, today more fish are being caught deeper than ever before (see Figure 2). Deep sea fishing is mostly consider ed unsustainable, (Norse, 2012) as itShow MoreRelatedImpact Of Overfishing On Marine Ecosystems And Human Culture1724 Words   |  7 PagesIntroduction Overfishing occurs when fish are being caught faster than they can reproduce and replace themselves (Lee and Safina, 1995, pg.5). It greatly affects biodiversity of marine ecosystems and human culture. 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The Importance Work of Workplace Health and Safety at Coles

Question: Discuss About Evaluation Of Workplace Health And Safety At Coles? Answer: Introduction This report aims to analyse the Work Health and Safety practices at Coles Supermarkets Pty Ltd. Coles Supermarkets is an Australian supermarket chain belonging to the retail industry. The supermarket chain was founded in 1919 and is owned by Wesfarmers (Coles.com.au 2017). There are over 750 stores across Australia (Coles.com.au 2017). Coles needs a healthy workforce as it develops a positive and caring image. A healthy environment can be created for the employees by enhancing self-esteem and improving their morale. Coles is committed to provide a healthy and safe work environment by managing the risks and hazards at the retail stores. The supermarket sells grocery products and services, bakery items, dairy products, liquor and thousands of other products. Coles is governed by legislation and self-insurance requirements and look for opportunities to improve (Coles.com.au 2017). Importance of Workplace Health and Safety at Coles Every workplace is bound by legal regulations to comply with occupational health and safety. Every workplace might cause injuries and accidents resulting in direct and indirect costs. The direct costs comprise of medical expenses such as doctor fees, medication, ambulance and rehabilitation (Safeworkaustralia.gov.au 2017). It may also be compensation payments, litigation costs or insurance premium. A few indirect costs are disrupted work schedules, loss of morale, bad publicity, repair and lost productivity. Therefore, Coles aims to improve the employability of workers through design, training, work demand assessment and wellness programmes (Bruening et al. 2015). Evaluation of Workplace Health and Safety at Coles Accidents can be caused at a supermarket for a variety of reasons. Usually, accidents at the supermarkets are caused by negligence of the staff and management. A few examples off supermarket accidents are slipping on wet floors, being struck by objects on shelves, electric shocks from faulty equipments and machines, tripping over packaging, and falling from stairs (Safeworkaustralia.gov.au 2017). Coles faces certain obstacles on a regular basis. The food supermarkets and grocery stores are filled with possibilities of fall and slip injuries. If the obstructions are left in the aisles such as poorly shelved items, it may drop overhead causing a fall (Safeworkaustralia.gov.au 2017). Further, faulty refrigeration can cause water leakage forming puddles around freezer shelves and displays. A few obstructions are broken jars with its filling oozing, dropped canned goods and fruits and vegetables in the aisle (Anderson and Chun 2014). Coles is legally under the duty to keep its aisles free on a regular basis. They can do things like train the store employees so that the store manager is informed immediately. Further, the workers at Coles can be trained to keep aisles safe by quickly removing fallen items, like fruits or chip bags (Safeworkaustralia.gov.au 2017). Further, the supervisors must train the employees to make displays and stocks as a design to prevent injury (Safeworkaustralia.gov.au 2017). The employees at Coles must keep all walkways, selling areas, parking lots and checkouts free from hazardous conditions (Safeworkaustralia.gov.au 2017). If Coles fails to meet the duty of care, they may be liable to legal compensation both employees and customers who suffer the damage (Akbar and Ahsan 2014). The employees need to be aware of the loose produce that can fall off to the floor of supermarket. The sections at Coles are filled with freezers, tanks of waters and others that may accumulate water. According to Gardiner (2013), Coles was sued by a Sydney woman as she slipped in the supermarket on two pieces of cardboard. It was found that the pieces of cardboard had fallen due to lack of negligence of the staffs. Therefore, the company had to pay an amount of $120,000 as damage for compensation (Gardiner 2013). The lady knocked over rows of dips and cheeses and was unable to perform daily activities due to injury in her back and arm (Gardiner 2013). Another case was reported by a woman aged 50, who fell on a puddle in the Coles supermarket (Peters 2016). She twisted her ankle and was unable to carry out her domestic activities, recreational and social activities. Coles was ordered to pay the woman $280,000 plus litigation fees as a compensation to the woman (Peters 2016). According to Byrne (2017), a former Coles employee won $1 million as he feel off the stool at work. The woman used to work in 2009 and fell off the safety step while she was straightening shelves (Byrne 2017). The woman claimed that she received no training after she joined the supermarket and injured her hip. She had to undergo several medical treatments as she copied the other workers footsteps without training. This implies that Coles does not provide proper training to its employees so that accidents and injuries are least (Byrne 2017). According to Safe Work Australia, workplace health and safety practices are necessary as it ensures safety of the employees (Safeworkaustralia.gov.au 2017). In case of accident at Coles, the employees must call their nearest manager and supervisor. The supervisors must witness the context of the scene. The manager must write an accident report. In case of a serious injury, the manager can call an emergency contact number. If the injuries are not serious, first aid may be provided to the employees (Pitt 2016). However, the managers must look for eye witnesses who can testify the depositions. Positive relationships can be built if the employees are properly trained. Safe Work Australia makes the company legally bound to provide occupational health and safety (Bruening et al. 2015). Conclusion Coles Supermarkets Pty Ltd needs workplace health and safety improvement practices. Coles is committed to provide a healthy and safe work environment by managing the risks and hazards at the retail stores. Coles aims to improve the employability of workers through design, training, work demand assessment and wellness programmes. If the obstructions are left in the aisles such as poorly shelved items, it may drop overhead causing a fall. The employees at Coles must keep all walkways, selling areas, parking lots and checkouts free from hazardous conditions. Assessment 4- Project Report WHS Policy Statement Coles Supermarkets Pty Ltd is committed to provide a safe and healthy workplace for its employees, guests and customers. The work environment must actively encourage risk control and continually improve the workplace health and safety (Safeworkaustralia.gov.au 2017). Policy and Procedures Work Cover According to the legislation by Work Cover Queensland, the employees must report the injury and illness caused to them due to workplace activities within 30 days of the incident. These employees shall be eligible for household worker insurance and accident insurance policy (Worksafe.qld.gov.au 2017). Manual Handling As stated by Safe Work Australia, every employee must receive induction training to carry out activities in the organization like carrying, packaging, lifting, cleaning and maintenance of things (Safeworkaustralia.gov.au 2017). Emergency Procedures Emergency situations such as fire may cause injuries or fatalities at the workplace. Coles must ensure that the evacuation alarm is set so that the employees can exit using the emergency exit door. Training must be provided so that the employees can help customers evacuate the building (Safeworkaustralia.gov.au 2017). Fire Safety Coles must achieve the highest level of safety to prevent fire accidents. All inflammables must be prohibited inside the building. In case of fire, the employees must be trained to raise the alarm and alert the people to escape (Safeworkaustralia.gov.au 2017). OHS/ WHS Representative Functions According to Occupational Health and Safety, a safe work environment must be created by designing and installing equipments. The inspectors of health and safety must be updated at regular intervals and instruct the employees (Safeworkaustralia.gov.au 2017). Smoking Policy The employees and visitors must be prohibited to smoke any products like cigarette, tobacco, pipes and others inside the premises (Safeworkaustralia.gov.au 2017). Sexual Harassment The employees must not pass any sexual comments, jokes or remarks. Any acts that are considered attempts to molestation and rape are strictly not entertained. Any verbal or physical assault, request for sexual favours are strictly prohibited (Safeworkaustralia.gov.au 2017). Risk Management All the employees must be trained to identify the risks. Further, they must assess the risks so that they can be categorized. The risks shall be controlled and must be reviewed so that the risks are minimized or eliminated (Safeworkaustralia.gov.au 2017). Induction Feedback Form Answer 1 The OHS/ WHS system was effective for the employees at Coles. The employees took the training more seriously as they asked to demonstrate the learning. The training activity was made fun by using humour. There was high participation and engagement by the employees in the training session. However, the return on investment needs more improvement as the financial gains are not high (Ford 2014). Answer 2 If the induction session was run by me, I would talk to the new hires about their experience. I shall start the session on time and finish it timely. Feedback shall help in making the induction better in future. Also, the course materials would have been provided by me so that the employees could refer to it and apply practically (Dhar 2015). References Brown, V. and Killalea, D., 2016.Lettuce recall at Coles, Woolworths: Why we should avoid pre-packaged greens. [online] NewsComAu. Available at: https://www.news.com.au/lifestyle/health/health-problems/lettuce-recall-at-coles-woolworths-why-we-should-avoid-prepackaged-greens/news-story/e4dc3dbb1b89efe2da098b9576f05e7c [Accessed 27 Apr. 2017]. Bruening, R., Strazza, K., Nocera, M., Peek-Asa, C. and Casteel, C., 2015. How to engage small retail businesses in workplace violence prevention: Perspectives from small businesses and influential organizations.American Journal of Industrial Medicine, 58(6), pp.668-678. Coles.com.au, 2017. [online] Available at: https://www.coles.com.au/about-coles [Accessed 27 Apr. 2017]. Pitt, M., 2016. Health and safety and health and wellbeing.Journal of Retail Leisure Property, 7(4), pp.263-264. Safeworkaustralia.gov.au, 2017.Home. [online] Safe Work Australia. Available at: https://www.safeworkaustralia.gov.au/ [Accessed 27 Apr. 2017]. Worksafe.qld.gov.au, 2017.Apply for a WorkCover policy online. [online] WorkSafe Queensland. Available at: https://www.worksafe.qld.gov.au/insurance/apply-for-workcover-policy-online [Accessed 27 Apr. 2017]. Anderson, V.P. and Chun, H., 2014. Workplace hazards and prevention options from a nonrandom sample of retail trade businesses. International journal of occupational safety and ergonomics, 20(1), pp.181-195. Akbar, S. and Ahsan, K., 2014. Analysis of corporate social disclosure practices of Australian retail firms.International Journal of Managerial and Financial Accounting,6(4), pp.375-396. Ford, J.K., 2014. Improving training effectiveness in work organizations. London: Psychology Press.