Mitigation Strategies and Solutions

The mere mentioning of an Energy Conservation Plan may seem like a project that is too big for many. What needs recognition, immediately, is the fact that there is a dire need for energy conservation, it will save lives, and eventually may even save the entire human race. The one thing that I think all will be in agreement with is how much money it will save households and businesses. â€Å"Today's human way of life works around consuming energy in many aspects of daily life because we use an enormous amount of transportation, heat, and electricity. † (Mitigation Strategies and Solutions – Energy Conservation, Robert Gill III, August 20, 2009). If Governmental and Human efforts are put forth, in large amounts, it will bring down energy costs as well as allow humans to become healthier in various ways. Over the last eight weeks I have come to the conclusion that almost all living creatures, be them big or small, have some sort of energy usage associated with them. Energy comes in all different forms and is converted from one form to another. Non-renewable energy sources are becoming more complicated to find, because of this, resources are getting more and more expensive. Some types of non renewable energy resources are oil, coal, natural gas and nuclear. These forms of energy come from the ground. There are several forms living and non-living factors that contribute to the excessive use of energy. The easiest way to describe them would be to break them down into descriptive groups or categories. These types are not all different; the use of energy can be done in many of these categories at once. The first category is the use of Kinetic Energy; this type of energy is used when something is moving. For example, a car in drive and rolling produces a large amount of Kinetic Energy, another form of Kinetic Energy use is an animal jumping, a cat leaping or pouncing from one area to another. Often in combination with Kinetic Energy, one can find Gravitational Potential Energy, when things are high in the air, or sky for that matter, Gravitational Potential Energy is in effect. The drop of a ball from your hand, is a great example of Gravitational Potential Energy, however, Kinetic Energy comes into play when the ball is on the way down. Another example of when Gravitational Potential Energy is in use is when a bird is in the act of flight, once again Kinetic Energy is increased too. Chemical Potential Energy is another form of energy, this type of energy is effective when chemical reactions happen. Gasoline has a lot of Chemical Potential Energy stored in it and this is what helps make automobiles go. Chemical Potential Energy is the make up of electrical and magnetic and Kinetic Energy of the electrons, molecules and atoms. Another form of energy is Thermal Energy, this type energy is present when something is heated up and it has more energy then when it is cold. All living things have thermal energy; a lot of them make Thermal Energy because they cause chemical reactions to take place. One of the most important or greatly used forms of energy is Electrical Energy, it can be found in all power lines, above or below ground. When currents flow through an object Electrical Energy is active, voltage deposits or takes it away. For example, the use of an iron, energy is deposited, when something needs a battery for operation energy is taken away. Then there is Magnetic Energy, if two magnets are forced together, they repel each other, energy has to be present in order for this to happen, the energy is stored in what is called a magnet field. Energy is produced by the magnetic field when the two magnets are brought together. Lastly, Nuclear Energy, the energy that is known for being extremely unkind to man; energy is released when the sun works by fusing light atoms together to make heavier ones. Atoms that have become heavy will decay or split which causes energy to release; this process is called fission (UIUC Department of Physics, Living and Non-Living Things with Energy July 25, 2006). There are many non-living things that contribute to excessive energy use; however, they are used by living factors, humans. For example, a major portion of energy consumption is used right in our very own households. The following is a list of items, but is not limited to, â€Å"space conditioning at 44%, water heating at 13%, Lighting at 12%, Refrigeration at 8%, Home electronics at 6%, Laundry Appliances at 5%, Kitchen Appliances at 4% and other uses at 8%† (Earth getting overcrowded-November 2nd, 2008-Sheree Bega). These percentages are all based on one household’s usage; imagine the numbers when all of our world’s usage is calculated. Energy is greatly taken for granted by many, most don’t even think or imagine that there is a possibility that we can run out of energy. Humans are responsible for the damage being done to our planet, and for the non-renewable energy depletion. We are in an energy crisis, which is a very big problem. People need to become more aware of this problem and try to do their part to help preserve the non renewable resources that we still have left and to also help the environment by recycling and watching the energy use at home and in the car. One person can only do so much, and we may never see a difference from one person making that change. But if several people started making changes to their life styles, then there is a big possibility that we could start to see a big difference. This is an issue that everyone needs to know about and take seriously. If we do nothing, what will happen to mankind as we know it? What will we allow are children’s futures to be like if we do not take action now?

Soul Surfer Reaction Paper

1) How will you describe Bethany as a person? I would describe her as a person who found hope in the midst of her problem. She found her shelter and that was in Gods arms,she realized that there is still hope and that you shouldn’t give up in a dream that you already have. She tried to achieved it she failed but tried again she a strong,hopeful and a very inspiring model for all of us. 2) How will you describe her family? I would describe her family as a very supportuve,loving and caring family. In times when she needs them they are always there for her. They support for the things she do, that they know is good for her and everyone. They help her battle those sad situations together and protects from those people who they think can hurt her in any way. 3) How was the healing power love manifested in the movie? It was shown through their moral support and how they show how they care,love and support her in a way that assures Bethany they are always there for her when they need them. 4) How did her exposure to Thailand help her find herself? It help her find herself when she found out that the people in Thailand were scared of the sea. They are scared because of what they experienced which was worse than Bethany’s case. She taught them how to cling on hope and try to face the fact that there is always hope when a catastrophe happens. 5) What have you realized from the film? I have realized that I should not give up, those problems,catasrophe’s are just a test from God. Remember ther is always hope and you can always come running back to God’s loving arms for comfort and understanding. In your faith you can find your real self, you will have strength to face what

Leading Quietly by Joseph Badaracco

Lecture Text Joseph L. Badaracco, Jr. : Leading Quietly* Now what I’m going to do today is talk for a while about research I’ve done over the last five years and completed with the publication of a book by that title: Leading Quietly. What I set out to do initially was to see what I could learn about leadership and effective leadership, if I looked beyond, if I looked away from, what I’ll call the heroic model. And the heroic model is one that, with the briefest sketch, is familiar to all of us. Who are heroic leaders? They are people who change the world or part of the world, they’ve got very strong values, they are charismatic, they are inspiring, they are willing to make sacrifices, sometimes, in some walks of life, the ultimate sacrifice, because they sacrificed their lives. I have no intention, here today or at any point, in tearing down all that the great figures have contributed to our world. Without them, our world would be a poorer and meaner place. Without them, we wouldn’t have examples of courage to talk to our kids and to others about. But the proposition I want to put in front of you today is that viewing leadership, particularly leadership in organizations, particularly in the middle of big, complicated business organizations, simply in terms of heroism, is a limited and sometimes even misleading perspective. Let me say a little bit more about why I think that’s the case. I think there are at least three problems with this heroic view. One of them I call the pyramid issue. If you think about the world in terms of heroes, you tend to have in the back of your mind a big triangle, and at the top you’ve got great leaders, and at the bottom, fill in your favorite candidates, the skunks, bottom-dwelling slugs, T. S. Eliot’s hollow men. What about everybody else who is in the middle? People who are neither out saving the world like great heroes, saving companies, saving brands, nor are they exploiting it. They are doing their jobs, living their lives, taking care of the people around them. The heroic model doesn’t say much about them. The second problem with the heroic model was expressed in the Burke videotape. He said, â€Å"I never had any trouble telling right from wrong. † And I think that is fundamentally right because there are so many situations, as you know, when this is right and this is wrong, and the task is not to figure out what is the right thing to do, it’s to get yourself or other people to move in that direction rather than this one. But there are a whole set of messy, complicated problems that I refer to as right versus right problems that do not fit the simple, heroic, dothe-right-thing model. Let me give you an example. * Edited for clarity Copyright ? 2002 Page 1 You are at home. It’s evening. Someone knocks on your door. It’s somebody who works for you, he’s worked with you for a number of years. He says, â€Å"I’m really sorry to bother you at home, but I’ve got some really fabulous news. † This individual lives just a couple miles away. And he says, â€Å"I wanted you to be one of the first to know. My wife and I have been looking for a home and we really think we have found the house of our dreams. It’s really expensive, we are going to have to take some money out of the kids’ college funds, but this is just a fabulous home, and you know you are my boss, and you are the best boss I’ve ever had†¦. I’m sure many of you have had this experience. â€Å"The best boss I can even imagine having. † So you nod politely and in the back of your mind you know that there is a layoff coming and that this individual’s name is on that list. By buying this house, he’s not only putting himself on t he brink of financial calamity, he’s going to be taking a plunge over it. Now what do you do? You know the layoff is coming. As a corporate officer, you have a duty of confidentiality to the corporation. You’re not supposed to disclose the coming layoffs piecemeal to your friends. That’s supposed to be announced when everything is set up legally, when the HR work is done, at a point in time that senior executives decide. But this person is a friend. You owe this person a lot. Surely you have an obligation, I think, to help them out. And what if the person happens to go a little bit further and says, â€Å"Do you think I ought to do this? † And of course what you’re thinking is â€Å"You’re crazy if you do this. † And you are supposed to tell the truth, right? This is not a right versus wrong situation. You’ve got three obligations here: to your friend, to the truth, and the duty of confidentiality to your organization. You may think this is kind of a made-up story, but in the last eight or ten years or so, even when the U. S. economy was growing slowly in the early 90s and even when it was growing quickly in the late 90s, we had continuous layoffs. I heard four or five versions of this exact story. A good friend, what do you tell them about a layoff when you can’t tell them anything prematurely? This is what I would describe as a messy, right versus right kind of problem. The final thing wrong with the heroic view is that, at bottom, most of us most of the time don’t want to be heroes, even think it is irresponsible to act heroically. The saying is that martyrdom is a oncein-a-lifetime experience. I had a student, an auditor in fact, from the Nieman program, which brings journalists here to Harvard, in my second-year elective course a couple of years ago. The rules for auditors say that you can listen, you can’t participate. So we were having a discussion about an organization, it was a mini-Enron, there were lots of things going on that shouldn’t have been going on. A young guy knew what was going Copyright ? 2002 Page 2 on, he had copied some documents. The question was, what he should do? And there was a lot of enthusiasm building up in the class for him to blow the whistle. He had a tennis pal who was a journalist with the local newspaper. And I was watching this woman sitting over on the side, she was a reporter for a big New York City newspaper, and she was getting really agitated, and you could see her almost physically holding her hand down, because she knew what the rules were but she was going to separate her shoulder or something like that trying to restrain herself. So I called on her and she said, â€Å"Listen, what you have to understand is, if you are going to propose blowing the whistle, is that whistleblowers always get screwed. † That may be an overgeneralization, but life is really tough, at least in this country, for people who blow the whistle. And that’s the message she wanted to send. So you have the problem of the pyramid that leaves most of us out. You’ve got these messy problems that don’t fit into the right versus wrong format, and you’ve got the fact that most of us want to live to fight another battle. We’ve got complicated obligations in life, very few people realistically, pragmatically, are going to roll everything up into one big ball and sacrifice it, often no matter how great and how urgent they think the problem is. We might do that for somebody close to us, but would we do it for our organizations? I don’t know. So what I want to do is encourage you for a little while this afternoon to think beyond this model, and it’s a very, very powerful model. You’ve got the great figures of history that we’ve learned about since we were kids in school. Every walk of life has its heroes. Every business and industry has its heroes†¦I don’t know how many of you have seen the latest Economist, the title is â€Å"Fallen Idols: The Overthrow of Celebrity CEOs. † This looks like one of those statues in East Germany or in Eastern Europe after the breakup of the Soviet Union, down on the ground smashed. The smiling face here is Jack Welch. So we have the celebrity CEOs. Turn on the TV, go to a movie, go see Spiderman, it’s a relentless diet telling us that the people we really ought to admire and emulate are the folks who do great things, whether it’s fighting the mafia, or space aliens—pick your own favorite. I think in fact that this heroic view is almost—I’m going out on a limb here because I’m hardly a scientist—almost genetically etched in us. A long time ago when somebody in a crowd said, â€Å"We’d better go this way because the saber-toothed tigers are going that way,† the folks who responded and followed these leaders away from the sabertoothed tigers are the ones who survived, and the ones sitting over there saying, â€Å"Well, I’ll think it over, we’ll see,† are the ones who got consumed for lunch. That’s one view. My argument is that it is not the only view. In fact, I want to go a little bit further because the conclusion of the study I did, Copyright ? 2002 Page 3 and I should tell you a little bit about the study†¦What I essentially did was gather a lot of case studies, in the end about 150, of people who were typically in the middle of an organization, had a messy, complicated problem, had a significant degree of self-interest, prudent self-preservation, but also wanted to do the right thing for their organizations and for themselves, and I looked at how they resolved their problems. And I did it pretty systematically. I put them in three categories: people who looked like they were successes, they did the right thing for themselves and their organizations. People who failed, and they often said, â€Å"I failed,† explained why, and said what they would do differently the next time. And then the muddy cases. And I tried to go through systematically and see what separated the success stories from the others. And what I want to put in front of you are some basic conclusions about how these people think, how they behave, what they did. And I’ll give you some examples and, in fact, I’ll even come back to the little anecdote about the â€Å"house of my dreams,† and tell you a little bit about how you might approach that in this quiet leadership vein. But the big conclusion I came to is that we really need to look away from the figures on the pedestal, from time to time, maybe quite often, so we can see it’s the daily, unglamorous, in-the-trenches quiet leadership that so often is what moves and changes things in organizations. And I hope to encourage you to think a little bit about the people who work for you, the people you work with, to see if some of them don’t fit this model of quiet leadership that I’m describing. See if there’s something you can learn from them, and see if, when they work for you, there are ways you can encourage them, support them, help hold them up as examples for people in your organization. As you’ll see, quiet leadership can be lonely work. It’s out of the spotlight, it’s often unrewarded, sometimes it is even unnoticed, it’s done by people who are doing something right for themselves, right for the organization, but often there is no one standing by to give them a medal. Now I did a 150 cases, I’m a professor here at Harvard, but neither of these are reasons you should pay attention to the ideas I’m putting in front of you. Let me give you a more serious and more historically significant way of thinking about this†¦. This is a quote from Albert Schweitzer. I imagine most of you know who he is. He was born at the end of the 1800s in Germany. He was an astonishingly talented young man. He could have had a career as a theologian. Not just sort of a technical theologian; he was a deeply religious Christian. He was also a brilliantly talented musician. So, he could have had a nice life in Germany following either of those pursuits. Copyright ? 2002 Page 4 He decided instead to become a medical missionary. He worked in Africa. He won the Nobel Prize in 1952. Took the money, spent it expanding his hospital down there, and stayed in Africa working as a medical missionary until the point when he died. This is what he says. And I think this is a remarkable statement: â€Å"Of all the will toward the ideal, all of our highest aspirations, only a small part of it can manifest itself in public action. All the rest of this force must be content with†Ã¢â‚¬â€ notice that phrase—†small and obscure deeds. The sum of these, however, is†Ã¢â‚¬â€ notice again how strongly he puts this—†a thousand times stronger than the acts of those who receive wide public recognition. These folks who get the recognition compared to the former are â€Å"like the foam on the waves of a deep ocean. † This is someone who is a heroic leader, by so many standards, basically saying, don’t pay a lot of attention to people like himself. Look elsewhere—look at the people engaged in the se small and obscure deeds. So, what I’d like to do now is spend the remaining time, maybe fifty minutes or so, telling you a little bit about these quiet leaders: What I looked at, what I learned, how they think, and what they do. I summarize this in the form of seven lessons. Let me say a little bit about each one of these. The first thing about these people is they don’t kid themselves. What they don’t kid themselves about is how much they know, how much of what goes on around them they can control, how far they can see down the road. This is true even when people had titles like CEO, like general manager, like plant manager. They had a sense of the fragility, the uncertainty, the tentativeness of almost everything. Now, of course, for Americans, and the Americans in this room, you know we had our Internet bubble blow up and then collapse. And for so many people in the world after September 11th, maybe these reminders of the fragility of things are not as necessary as they were a few years ago, at least in this country, when it looked like we had sort of a lock on everything. Machiavelli says somewhere in The Prince that â€Å"fortune is basically the equivalent of a great powerful river. † And what human beings are doing is building little structures on the side of the river. And he says, of all the things that happen, about half of it is under our control. The rest is the plaything of this great force, this river he talks about. You take all the precautions you can. You build the dykes. â€Å"But, at the end of the day,† he says, â€Å"it’s only 50/50. About half of this is out of your hands. † Copyright ? 2002 Page 5 These folks I looked at had sort of a permanent view that they were likely to be surprised. That the future, whatever it might hold, was made up of multiple alternative scenarios. The future, no matter how hard and smart their efforts were, could easily come up from behind and sort of bite them in the posterior. They were also political realists about their organizations. They didn’t kid themselves about other people’s motives. They knew that in any organization, there are some people who are basically in it for themselves. They also didn’t kid themselves about the fact that most organizations are organized like pyramids—a lot of the goodies go to the people at the top, and lots of smart, ambitious people are trying to get hold of those goodies. They realize that organizations tend to be organized on the basis of insiders and outsiders. Insiders tend to take care of themselves; lots of outsiders are trying to get in. In other words, I’m not talking about saints, social workers, would-be martyrs, folks who are holier than thou. In fact, I’m talking about people—and I’ll spend a little more time on this in a moment—who are quite eager to get higher pay, promotions, and make their way up to the top of the greasy pole. They did not kid themselves about how the world worked. But, there’s one other element that I want to add to this basic idea of, â€Å"don’t kid yourself. † These folks were not cynics. When I mention things like the politics, the competition that takes place in any organization, it’s easy for you to think when I say, â€Å"Don’t kid yourself,† that I’m talking about the sort of Machiavellian maxim, â€Å"Do unto others before they do unto you. That’s not what I’m talking about. And that’s not the way these people thought. They were realists. They expected to be surprised. And they were just as likely, they thought, to be surprised by good things as by bad things. In other words, pessimistic, dark- tinted glasses are just as distorting as naive, pink-tinted glasses. These folks tried to see the world for what it was. They recognized that people do things for all sorts of reasons. People who you don’t expect—who are almost at the bottom of the list of people to show up when times get tough and there were things in organizations that really needed doing— sometimes surprised them. The second basic trait I found, I summarize this way†¦these people trusted their motives, even when their motives were mixed. Let me explain that a little bit. The heroic view tends to say that great leaders are motivated by altruism, by idealism, by the highest and most noble instincts you can imagine. By the way, that’s what makes it so easy for biographers— and this has been fashionable for about twenty or thirty years now—to write biographies of great leaders in which they point out that they were actually motivated by human, even low, motives: ambition, Copyright ? 2002 Page 6 pride. And often did some things that even these leaders themselves are hardly proud of. But that’s only because we have a kind of false conception of what it really is that makes human beings tick. As I said a moment ago, the quiet leaders that I looked at, that I talked with, that I thought about, they liked bigger paychecks rather than smaller paychecks. They preferred to have more people reporting to them than fewer. They wanted to have long, successful careers in their organizations or, if that didn’t work out, in other organizations. And when they found themselves in one of these messy, complicated problems, one of the things they thought about, and thought a lot about, was their own careers and their own reputation. â€Å"If I am not for myself, who will be for me? † You can get stranded alone out there. Who is going to take care of you? â€Å"If I am only for myself, purely, unalloyedly self-interested, what am I? † This is what I mean by mixed motives. And I want to go a little further than this to say why these mixed motives are so important. Let me give you an example of a senior marketing rep. This is somebody who is a little surprising because he had lots of opportunities to move into management but never took them. He really loved sales. He worked for a big American pharmaceutical company, and it had a terrific product for a fairly common form of mental illness. I don’t want to point fingers at any particular company. It turned out that this product had a second use, one that the Food and Drug Administration had not approved. It worked really well for losing weight. And some doctors were actually prescribing it for people who needed diets, not treatment from depression. And the company caught on to this, and it organized an unwritten, undocumented marketing campaign to encourage more of its reps to get out there and sell the product for this unregulated, unapproved use. This guy, whom I will call Elliott Cortez, wanted to get ahead, like most of the people I looked at. He went along with the program. So, he’d meet with doctors. He’d describe to them that it could be used for diet. He’d fill prescriptions. But, for some reason, I don’t know what it was, he began after time to get a little uncomfortable about this. Then a little more uncomfortable about it. And finally what did he do? He decided he was going to stop doing this. And he went around to the doctors to whom he’d been pushing or promoting his product for diet purposes, told them he was going to stop doing that, and explained why. He told a couple of other sales reps he was going to do the same thing. And he told his boss. Copyright ? 2002 Page 7 I don’t know what the initial trigger was that got him to do this stuff. But I later asked him why, once he was alerted to the problem, he went and did all of this. And he said, â€Å"Well, to be honest, there were really two things. I came to realize, first of all, that some people could get sick with the misuse of this product. And I realized secondly, given the scale of the campaign that this company was waging, unapproved and unregulated, that the company could get in a whole lot of trouble. And who was going to get the bull’s-eye painted on them? When the time came, it would be the reps and the marketing execs who were out promoting this unapproved product. And I did not want to get hung out to dry. † Now, what do you make of this story? It’s kind of an interesting one to talk about. Is this heroic leadership? Not by any standard. This guy was very careful. What motivated him? He didn’t want people to get sick as a result of what he was doing. But he also didn’t want to get himself in trouble. His motives were quite mixed. You might ask yourself, wouldn’t it have been better if he had blown the whistle, if he had dropped a dime, called the FDA, photographed some papers and sent them off? Who was going to win that uneven competition between a giant pharmaceutical company and a lonely rep? It’s a no-brainer. The company would have won. So he made the sensible decision not to blow himself up in place. But, he did something. He didn’t do everything; he did something. Within the little sphere where he reasonably could have some influence, and maybe set an example—the doctors, a few other sales reps and his boss—he explained to them what he was doing and why he was doing it. What if his motives had been purer? What if he didn’t have the selfpreservation instinct? I would argue he would not have done so well. A lot of cases of quiet leadership that I looked at are much more like distance runs than glamorous 50-yard, 100-yard sprints in front of a cheering crowd. And what often matters is not the purity of your motives, but the strength of your motives. You’ve got to have some skin in the game. And part of the reason he went around and did what he could is because he did not want to end up in court, in the press, on TV, in the event things came down on his company. His motives were mixed. And my argument is that he was probably much more effective as a result of that. There’s so many fascinating studies coming out now, the folks who do mind/body research. And what many of these studies tend to find is that our minds do far more processing and analyzing of reality preconsciously, unconsciously, than anybody ever realized. And often this analysis, this analytical work that’s done by these deep levels of our mind, doesn’t express itself in rational linear thinking. It expresses itself in feelings, in hesitation. If you’re facing one of these messy Copyright ? 2002 Page 8 problems, don’t think you’ve got to be General Patton or some other charge-the-hill hero. If something inside you is saying â€Å"slow down, slow down,† trust those mixed motives. That’s the second trait that I found among these people. The third thing these folks did was buy time. Sometimes they begged, sometimes they borrowed. I’ll come to this in a moment. Sometimes they played games. They stole a little time. They did exactly the reverse of what so many American managers were told to do just a couple of years ago. Remember the mantra about Internet time? And instead of this sort of old-fashioned ready, aim, fire, the new mantra was fire, ready, aim. Because the world was moving so fast. Now, in retrospect, you can see that for the monstrously bad advice it was. Hundreds of billions of dollars were thrown away by folks trying to seize opportunities on Internet time. The only thing that actually moved on Internet time was the Internet bubble itself, which rose and collapsed pretty much on the Internet time schedule. That said, the folks who were telling us that things were different were right about something else. Because they frequently reminded us that the world was getting to be a more complicated place. Business was becoming globally deregulated; you know all the rest of that sort of story. Why they went on to say that as the world got more complicated, you ought to make decisions faster and faster, I don’t know. But, they were right about the ever-growing complexity of situations that people faced. Taking their advice, however, doing things on Internet time, basically made them a candidate for an award that medical schools give out occasionally. It’s the SSW award. It stands for â€Å"swift, sure, and wrong. † The quiet leaders I looked at found ways to take time to get decisions right. They didn’t make their decisions on the basis of external pressures. They made their decisions when they were ready to make the decisions. Now, that may sound to you like a kind of naive, academic, ivory tower piece of advice, because all of you have about twenty-eight times more things to do than you’ve got time to do them. And typically, the In basket is a lot bigger than the Out basket. And I understand that. But, when you get one of these messy, complicated sorts of problems, you have a sense that it’s got ramifications, ripple effects leading throughout the organization, you’ve got to find the time. And you’ve got to take the time to get things right. There was a fascinating article, an interview about six weeks ago in the New York Times with Joseph Murray, a now-retired surgeon who Copyright ? 2002 Page 9 lives in a suburb of Boston. He was a pioneer in kidney transplantation. And he used to have a slogan up in his operating room, and the slogan said, â€Å"If the operation is difficult, you’re not doing it right. † And what he meant by that was, before you do something, especially something pioneering, like taking a kidney out of one person and putting it into another, you better make sure you’ve imagined all the steps and all the possible scenarios. And what does that take? That takes time. Quiet leaders find ways to get the time they need. Quiet leaders also learn some lessons from investment bankers and venture capitalists. They invest wisely. Now, let me tell you a little bit about what I mean by â€Å"invest wisely. † Sometimes professors here give their students a little bit of advice at the end of the course, which is that what they ought to do is get themselves some â€Å"go to hell† money. This is money you keep in fairly liquid form in the event that you just can’t take it anymore wherever you’re working. Then you don’t have to keep that job. You can get another job, but you’ve got a cushion. It makes perfect sense. That’s not exactly the kind of thing I’m talking about here. I’m talking about investing something that is far more important to careers and far less tangible, much more subtle than just money. I’m talking about political capital, a composite of two things. It’s your actual track record, and it’s your reputation: what people, especially influential people in an organization, think about your track record. So, it’s those two things. The quiet leaders I looked at, I’m only exaggerating a little bit, when they came upon these sort of messy problems, they thought about them like venture capitalists. They asked themselves, â€Å"How much political capital do I have? How much am I going to put at risk? What kind of returns am I going to get? And when am I going to get those returns? † In an ideal world, they looked for ways to handle these problems, even if there was some initial investment or a risk of their political capital. In the end they got back out even more than they put in. As I said, they weren’t looking to be martyrs or saints. Like venture capitalists, they often invested their political capital, and I’ll say more about this in a moment, in increments. They took small steps. They nudged a little bit. They escalated gradually to get a feel for what was going on, to learn a little bit more. If things looked bad, they’d back off and they’d move in another direction. If things looked good, they would invest a little bit more. They were very pragmatic people. They were looking for what was attainable. They were sort of following, without ever having heard it, this French maxim, which is Copyright ? 2002 Page 10 â€Å"the better is the enemy of the good. † Try to find something in this complicated, shifting, uncertain world that will work. Now, keep in mind what I said earlier, that they cared about getting these things right, and they were tenacious people. So, when they looked for ways to invest capital, they weren’t looking for your savings bond investment where you put in some money and you get an absolute guarantee of four or five percent. They were willing to take some risks, willing to shake the tree a little bit, willing to use some imagination, but they were concerned about the art of the feasible, the art of the practical. And they picked their battles. There were some cases where they said with regret, â€Å"Something was going on over here, and I just didn’t want to get involved. I don’t think I could get involved. If I had gotten involved, I would not have been able to make a difference. And so with regrets, I moved on. † Now that is not the heroic charge-the-hill, all purpose do-gooder approach to getting things done in organizations. But many of these people felt— and you can judge for yourself whether you think they were thinking soundly or not—that they had to pick their battles because they wanted to live to fight another day. And they wanted to move up in their organizations where they would have even more influence. There’s a wonderful statement of Machiavelli’s: â€Å"A man who has no position in society cannot even get a dog to bark at him. † That means you’re invisible. â€Å"A man who has no position in society. If you want to make a difference, you’ve got to be a player at the table. And not just once, but several times, again and again and again over a career, and at smaller and smaller tables. And that’s what these folks were thinking. A limited amount of political capital—they wanted to build it. They invested it carefully, with some imagination, with some care, but they invested it carefully. The fifth thing I found was this—which may not be intuitively obvious to all of you. Let me give you a little bit of background, a little bit of Harvard University lore. In the mid-1800s there was an ichthyologist named Louis Agassiz. Ichthyologists study fish. And he got to be a very important person, not just in his field, but nationally. Why? Well, in the mid-1800s Darwin and people who looked at fish fossils supposedly had something to say about whether God did it, or whether it was the unfolding of an evolutionary process. He was also a brilliant researcher and scholar. And so for a variety of reasons his lab attracted the best and brightest. The tale has been told many times. When graduate students came to work at his lab the first day and he’d say, â€Å"It’s really great to have you here. Here’s what I want you to do. † He gave them a little tray. And the tray would have on it an ordinary fish. He’d say, â€Å"I want you to go and look at this fish Copyright ? 2002 Page 11 and then come back in a little while and tell me what you see about the fish. † So, they’d go off. And when would they come back? A half hour, an hour, and knock on the door. And kind of eager, they’d have some things to report. He said, â€Å"No, I want you to go and look at the fish. † So, they’d come back at lunchtime. â€Å"Go back and look at the fish. † At the end of the day, same routine. Even at the end of the week. And they had ice in those days, but these fish were probably getting a little funky. It was only after two or three weeks that Agassiz would say, â€Å"Come in and tell me about the fish. † What he was trying to inculcate in them is the habit of discipline: focused, consistent, penetrating powers of observation. Looking and looking and looking and looking. As you move into more and more complicated general management situations, there are just more layers there. There’s more to see. There’s more to understand: There’s more to understand technically, there’s more to understand politically, there’s more to understand financially. And if you’ve got general management responsibility, you’ve got to bring that together. These folks that I looked at bought time. And in the process of investing carefully, they spent lots of time living with, sleeping with, and sweating over their problems. They really worked and worked their problems. And it was often only at the end of this effort to drill down that they had the creative breakthroughs that were critical. Let me give you a list of names here: Darwin Smith, George Cain, Alan Wurtzel. Am I ringing any bells? Colman Mockler? It’s interesting, there’s a book that I suspect that many of you have heard of, and maybe a number of you have read, called Good to Great by Jim Collins. He did a big statistical sample and found about twenty companies that had been doing terribly for fifteen years and then, for the subsequent fifteen years, outperformed the market by a factor of three. And he went in and studied their executives to try to find out what happened, how these companies were turned around. Darwin Smith was at Kimberly-Clark, Colman Mockler was at Gillette, George Cain was at Abbott Labs, and Alan Wurtzel was at Circuit City. All companies you’ve heard of, all companies that have had spectacular long runs after these turnarounds. Collins notes about these people that they spent their whole careers in their industries, if not in their companies. Talk about drilling down, looking at your fish. They knew these businesses from the bottom up, from the inside out. And Collins’s conclusion, not mine, was that this intimate sort of knowledge was what enabled them to accomplish all of what they did. I heard a talk by somebody who was getting an award for outstanding leadership a couple of months ago. He used an interesting phrase. He Copyright ? 2002 Page 12 said, â€Å"I didn’t really realize I was a leader. He said, â€Å"I was working too hard to lead. † A lot of the heroic stuff that you hear about sounds kind of glamorous. The message of this drill down stuff is, look at your fish: It can be pretty tough. Come back to that little example I gave you at the beginning. This long-term co-worker and friend comes to you saying, â€Å"I found the house of my dreams,† what are you going to do ? The easy way out of that situation is, don’t look for wiggle room, stick to the rules. And remember, we had three rules you could apply. You had the rule of the duty of confidentiality. And so what do you say to your friend? â€Å"Great. That’s fabulous, congratulations. I wish you and your family the best. † And you try to paste a smile on your face that doesn’t look too fake, because you know you’re helping to send him over the precipice. Or, you say, simple rule, tell the truth. So you blurt out the truth. And you swear this person to confidence, of course. And you hope that the old piece of advice that says, â€Å"Best friends only tell their own best friends† doesn’t come into play. And you haven’t violated confidentiality, and you’re not going to get in trouble for it. OK? Or you say, â€Å"This is my friend. Friends have to help friends. There’s going to be a layoff and your name is on it. † I would argue that in a case like that, following the rules is hardly leadership, barely ethical. You’ve got to find a way to have a little bit of wiggle room. Following the rules in a world full of rules, and oft-conflicting rules, can be a copout. The final little piece of advice here is to create compromises. The quiet leaders I looked at were really good at compromising. That’s probably not leadership—that’s what politicians do. You know, that’s what you do when you go to a car dealer. And you say, â€Å"This is a piece of junk. I’ll give you $10,000 dollars. The car dealer says, â€Å"It’s appraised $20,000 dollars. † You agree on $15,000. That’s a capitalist act between consenting adults. That doesn’t sound like it has anything to do with leadership, morality, what’s good for an organization. And that’s right. Although I have t o say that, in some of these cases, these folks who were really committed to doing what was best for their organization and for themselves realized that after digging down, after trying to be creative, after thinking like venture capitalists a little bit, they could go so far and go no further, and they compromised. There’s this Country Western song that says, â€Å"sometimes you’re the windshield, sometimes you’re the bug. † Sometimes you’re the bug: you stop. But the important word there is the word â€Å"create,† not the word â€Å"compromise. † Because what the best people did was find a way to rethink, to reconfigure a situation, so it didn’t look like zero-sum, I Copyright ? 2002 Page 13 win/you lose. So, there was another way of thinking about the whole thing so that they could go forward. I want to give you an example that’s not a quiet leadership example. It’s a heroic leadership example. And it involves Abraham Lincoln, who was not simply an American hero, but in many ways is in the pantheon of world heroes. In 1858 Lincoln was running for senator, and he would have the same problem when he ran for president. The great problem in America at that time was, should we have slavery in the Northwest Territories? Should the territories be free, or should they have slaves? And Lincoln did not want to take a stand on that issue. In his heart, most people believe, at the time he opposed slavery. But he was an ambitious politician. His best friend said about Lincoln after died that he had a little engine of ambition that would never stop ticking. So, what would Lincoln do? What could he do? If he said he opposed slavery in the Northwest Territories, all the votes in the South would be lost to him in his running for president. If he supported slavery, he would lose the abolitionist vote in the North. Lincoln came up with the following answer. He said, â€Å"I oppose slavery in the Northwest Territories because it is unfair. Who is it unfair to? It is unfair to free white men who may want to migrate to the Northwest Territories to build careers. Why is it unfair to them? Because slavery is unfair economic competition. And free white men (i. e. , the voters I’m seeking) should not have to face that kind of competition. † Now, if we had more time, we could discuss this at some length. I will say, quite plainly though, that had Lincoln not come up with this tactic, which was described as one of the most brilliant pieces of political strategy or propaganda in American history, he would be an obscure, unknown Illinois politician. He could not have been elected otherwise. The Civil War might have turned out differently. What was one country might have been two. You can speculate about when or whether the Emancipation Proclamation would have been issued. What Lincoln did was take what looked like a win/lose, either/or situation and recast it. Let me come back and close off by talking about the â€Å"home of my dreams† case. My hunch is that the vast majority of you in that situation would do something like the following. And this is what the people I’ve run into have actually done. It looks like you’re on the hook. Either you say congratulations or else you say, â€Å"Look, I’ve got to warn you. † Copyright ? 2002 Page 14 In one case I asked somebody point blank, â€Å"What did you do? And he said, â€Å"What I did, I don’t know if it’s the right thing or not, but I said, ‘Look, there are a lot of layoffs now in some of our competing firms, and I wouldn’t be surprised if we had some here. Are you really sure you want to get that far out on a limb? ’† Now, is that he roism? Of course not. Is it leadership? Well, you’re trying to make a difference in this person’s life. You’re not trying to make the decision for him, and you can’t make the decision for him by telling him what’s going to happen. You’re trying to get him to think a little bit. And often that’s what quiet leaders do. Instead of telling people the answer, they find ways to get other people to think a little bit. It’s creative. It’s a way of finding a little wiggle room. You’re not the hero who’s saving this person, this family. You’re not the corporate hero maintaining the duty of confidentiality. You can judge for yourself. But I take it as a way of imaginatively and quickly, on the spot, recasting the situation. Let me summarize just very briefly. I don’t think quiet leadership is the only way. There’s lots of situations where what needs to be done is clear. And you’ve got to get it done, or you get it done through other people. And I don’t mean to detract for a moment from the great heroes who have made the world a much better place. But I am saying that we need a broader view, and I’m encouraging you to look in your organizations for people who don’t make noise, who you may not have noticed, who tend to operate quietly, behind the scenes, without asking a lot for themselves, but who are the kind of unseen cogs and gears that keep people going. People who, when they face, not a big problem that everybody gets excited about, but an everyday problem, bring to it a little extra effort, a little more care, a little more imagination, a little more analysis. These little brush strokes cumulatively make things a much better place. I’m suggesting you look for them, try to learn from them, and even try to reward them. One quiet leader used a phrase that actually ended up as the cover art in my book; you see those footprints over there on the side. He said what quiet leaders try to do is they try to leave a trace on the beach. And I really like that phrase, because it captures a degree of modesty. We’re not trying to change the world. It captures a degree of realism. The waves and the wind will come and wash away stuff on the beach. But despite that, these folks are determined. They’re tenacious. They look for ways to get the things done that need to be done. So they are willing to leave traces on the beach, even though these are only traces. Put differently, they care about small things. And that’s the final thing I want to say, both about quiet leaders and, as kind of a caution or asterisk about great leaders and the heroic approach: that it tends to distort your view. Copyright ? 2002 Page 15 The last thing I want to put up is a quote from a remarkable but little known American named Bruce Barton. He started a big advertising firm. He ran for Congress. He was a very successful writer at the end of his life on religious subjects. And this is what he said: â€Å"Sometimes when I consider what tremendous consequences come from little things, a chance word, a tap on the shoulder, or a penny dropped at a newsstand, I am tempted to think that there are no little things. That, I think, is almost the diametrically opposite view of the folks who say, â€Å"Look on the pedestal. Look at the defining moments. Look at the catalytic events. Look at the big folks in history. † It’s pretty easy, I think, to miss the wisdom that lies behind this view. So, learn from leaders. Use them as models. Use the great leaders to teach yourself, to teach people in organizations, to teach your kids. But, don’t forget the quiet leaders, they matter too. Thank you very much. Copyright ? 2002 Page 16

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The Role of the Principal Officer - Essay Example The position of Principal Officer has an expanding role through the implementation of shared service, NOMIS, the Phoenix Program, and contestability. These programs not only demand a greater accountability of our resources, but also allows us a vision of where we fit in the organisation. Ultimately it can reach beyond human resource management and allow us to see the Service as the single entity it has become by tying us together through technology. The Principal Officer has many responsibilities and obligations under NOMS. We have a primary obligation to offer the prisoners a safe and healthy environment while encouraging skills programs. We likewise have a duty to provide our employees with a safe workplace and the tools they need to accomplish their job. We're bound by our mission to provide the public with the assurance that released prisoners will make an easy transition back into the community. We additionally need to commit to assuring that prisoners will not re-offend. Our obligation extends to other departments such as health and safety, police, probation and court systems. We need to interact with these agencies to provide them with timely and accurate information and offer plans and proposals in a continuing effort to improve our service. We have a responsibility to the Service to follow policies and procedures and insure fiscal efficiency. The effective Principal Officer will be able to balance these responsibilities as they compete for time and resources. The competent Principal Officer must be a good listener. To facilitate change it is necessary to evaluate how the changes are affecting the people that work for you and with you. Employee feedback is a valuable tool to gain knowledge of what we are doing right or what we are doing wrong. Employees need to feel free to comment and offer suggestions or criticism in an open environment. A well placed trust in the workforce and a view of the staff as trained professionals who are motivated to do an outstanding job will insure open communication with the Principal Officer. Motivating our employees is a many sided endeavour. We first listen and then we take action as deemed appropriate. We need to be proactive in the areas of fairness and respect. Regular meetings with employees to insure that they have an in depth understanding of frequently changing policies will allow workers to perform their jobs with confidence. Encouraging diversity is a way to bring in new ideas and methods and is critical to our continued improvement. Timely and adequate assessment of job performance is also crucial to keeping employees striving to succeed and excel. People need to be recognised for their outstanding efforts and rewarded accordingly. Along with recognition and rewards, we need to offer our employees a clear career path with focused career goals. This helps the employees remain involved with their work and offers them a reason to excel and the motivation to meet our organisational objectives. This will not only aid in retention of our quality employees, but will also attract a higher quality workforce. By providing clear career objectives we will produce a climate that can offer improved performance and greater dedication. As important as it is to interact with other agencies, the Principal Officer also must interact with their employees and involve them in the day to day operation of the system.

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The Industrial Revolution Refer to side notes below - Essay Example The so-called Industrial Revolution was indeed one of the most transformative events in human history. Starting in a small area of England and then spreading through the country, on to the rest of Europe and hence to much of the world, the growth in industrial methods of production would have profound influence upon lives throughout the world. While there is virtually unanimous agreement on the influence of the changes that occurred, there is more debate upon their causes and how they should be characterized. Those that affirm the "revolution" aspect of this industrial change concentrate upon the rapidity of development and the influence of individual men such as Thomas Watt and his steam engine. Historians who criticize such characterizations claim that the industrial change occurred in a more complex manner. The exact causes and even dates of the Industrial Revolution have been constantly debated by historians, and this effects whether they see it as a "revolution" or not. For example, Lewis Mumford (1971) suggests that its origins are in fact in the Middle Ages with the printing press as an archetype for modern industrialization. The monasteries that had kept learning alive after the Romans also insisted upon a regularized timetable throughout the day, again, according to Mumford, a precursor of the Industrial Revolution's factories. ... They see it as stemming from post Civil War changes in Britain in which national borders were meaningful and so the spread of disease through population movements was limited (Cipolla, 1994). This in turn led to a lowering of infant mortality and an increase in population. A larger population was an essential precursor to industrialization as it required both a big workforce and an adequate market size for its goods. Cipolla also suggests that the agricultural revolution in Britain, with the enclosure of land and more efficient food production techniques, led to labor being forced into cities. This growth in cities provided the workforce and market in which the industrial revolution could occur. However, the actual period of industrial change within England (which spread to the rest of the world within decades) did occur in a relatively short period between 1780-1830. While the factors suggested by the authors already discussed were important catalysts the actual period of change was very rapid and created conditions in which technology developed on an almost yearly basis. One of the most important aspects of this change was the sheer number of inventions and industrial developments that occurred in a very short period of time and within a concentrated geographical area. England is a very small country by most standards, being 200 miles at its broadest and only about 400 miles long. When an invention appeared in one place it was easy for it to be transported to another and to influence developments there. The Industrial Revolution can be characterized as a period of intense cross-fertilization of ideas, industrial developments and changes. Thomas Watt's steam engine led to mechanized machines.

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Marketing a New Service - Case Study Example The service thus conceived has the potential to generate revenue from two channels- the insurer and the medical centers. This is explained in greater detail in the section titled "The Proposed Service". Targeting the ideal customers delineated as those who would need minimum financial outlay for the sale to close. These could be customers who are already buying from the company and would therefore be receptive to new ideas This paper begins with a review of literature which explores the key marketing concepts and principles that can be applied to the marketing of a new product or service. The review focuses on marketing of services, how the marketing of service differs from that of product and how the environment impacts marketing strategy and marketing efforts. The section reviews the 4 Ps of marketing, SWOT analysis, McKinsey's 7S model, stakeholder analysis, PESTLE analysis and BSC model. The next section of this paper explains in detail the service being proposed, and analyses its profitability and feasibility. It discusses in detail about the marketing environment and gives background on the company that will launch this service. The section explores how marketing concepts discussed in the review of literature apply to this innovative service. 2. Review of Literature Traditionally, marketing is explained as anything that creates business or keeps a customer. Blanchard (2003) states that customers are the reason for a company to stay in business and thus customer input and customer preferences must shape almost all aspects of work. It is also said that Marketing consists of the strategies and tactics used to identify, create and maintain satisfying relationships with customers that result in value for both the customer and the marketer. This definition can be explained further. Strategies refer to the direction that marketing effort will assume over a period of time, while tactics are specified steps or decisions made in order to follow the strategies established. Strategic and tactical planning

Intertwined Bodies with Separate Hearts Essay Example for Free

Intertwined Bodies with Separate Hearts Essay In a world of wild modernity and sophistication, it is almost impossible for man not to connect with a single soul. Be it a friend, a loved one or a lover, these technologies conspire to feed the hunger in all of us and that is the need to be with someone. Others refer to that need as loneliness but the story â€Å"Strangers When We Meet† says its emptiness†¦The relationship of Florence and Rob can be looked at as a typical affair between a married woman who’s bored with her current relationship and a man who seeks adventure. He dazzles her with his youth and passion for life and for a brief moment she’s caught up in a trance of sharing the life that she could have, but chose not to live. That choice rest solely on the truth that her husband was a foundation that offered security. As she said at the end of the story, she equated security and strength to love. She realized in the later part that she was wrong. The fact that Rob is younger than Florence depicts a conventional extramarital affair in our society. However the story goes beyond the cheap pleasures of lust and adventure as it delves deep into the intricacies of emotion and relationship. A relationship can be defined. One can dare as the question â€Å"what kind of relationship? † In the story, Florence and Archie is in a relationship that is recognized by society and back up by the law. A union, a vow, a social contract that’s written on paper and flaunted out to the world. That is marriage. They share a partnership that may seem flawless in society as he was a responsible husband with secure income bounded by law to take care of his wife. Florence herself is a thing of beauty and it is a stereotype in our society that she is to be taken care of by a man who has the means to do so. He is in fact capable of doing just that. He was well aware that he had the woman that most men would fell for, and that’s why though he knew that they had an affair he wanted to see it for himself before he makes judgments. He went with her in the Vacation though he knew that she was to meet her lover. And when he came face to face with the man who stole his wife, he remained composed and even started conversations with him. He exhibited what most men don’t, the decency to be civil to the man who covet their wife (Kureishi). What exist between Florence and Rob on the other hand is a relationship that’s not accepted by society and condemned by law. It ought to be discreetly dealt with to save both parties from public humiliation. The fact that she is a married woman who happens to have a lover may seem offensive to the male supremacy. However, what ought to be looked at is not the act itself but the question on what made her commit such act. Perhaps at the beginning of their affair she simply wants to escape the world that Archie lived in or the lack of attention from her husband who is very much consumed in his work. But at the later part of the story it shows that she is deeply in love with Rob since she is willing to leave everything, even her child if only he says the word. Why did he not say the word? Why did he not take the chance to be with the woman who takes up much space in his heart to the point that he needed a psychologist to deal with his depression? It was a shot at happiness, to have the very thing that he wanted so badly but when it was his for the taking he did not take it. Here lies the complexity of human emotions. Their affair goes beyond the Holiday Vacation. Though the timeline of the story skipped a couple of years before their paths crossed again, it cannot be denied that in each encounter, the dying flame of their affair is fanned once more. A line in the story clearly points out their connection â€Å"Helen (Robs wife) looks across conspicuously. Florence and I are standing close to one another; perhaps one of us touching the other. † Though they were both contented with their lives and stopped seeing each other, both their spouses knew that there is something special between Florence and Rob†¦. perhaps a love story that should have not ended. That Holiday Vacation was of great importance to Florence, Archie and Rob. It was perhaps the climax of their lives. The moment that set the path upon which they will take. They were separate entities brought about in that place to clearly define the relationship that existed in the three of them. It was a chance to change their lives and redefine their connection, but such requires great courage that only Rob had at that time. Florence was, at that moment, scared to let go of the security that she had with Archie. In their marriage she had stability and he had a wife. It was ideal and accepted by society. Before the affair she was contented, but contentment if a far cry from happiness. At the end of the vacation she asked him not to leave, but he chose to do so. This is because man cannot stand the torture of having the woman that you want wrapped in somebody else’s embrace. Rob said that he longed for that vacation since it was the first time that he can have her the entire evening without having her rush home to her husband at dawn. It was a chance to feel that he owned her but that moment never came. It was a chance that she was too scared to take, and now that she wanted him desperately, it was him who chose not to be with her. She wanted him to say that he wants her but he never did just that. Though deep within his soul he knew that she still holds a place in her heart, it was his choice not to give in to that feeling. This proves the fact that in human relationships certain factors are to be taken into considerations before a person makes his decision (Layton-Tholl). Life is made up of choices, and maybe for Rob he already made the choice the moment he left the Hotel. It was to live a life that’s uncomplicated. Though the intensity of their connection cannot be denied, it was by choice that they lived separately. They have fulfilled the human need to connect with someone, they have their spouse. But just like how their affair started, they were just intertwined bodies with separate heart.

Functions Of Higher Education Education Essay

Functions Of Higher Education Education Essay The term higher education is usually used to distinguish courses of study, which result in the award of a degree, Diploma or similar advanced qualification, for various kinds of further education (Lawton and Gordon. 1993). Higher education constitutes the stage of education which starts after 15 years of schooling for the intellectual work and advanced training of students for their effective leadership role in all walks of national life. Tertiary education level is higher than that attainable on completion of a full secondary education. An accepted definition of higher education is that higher education requires as minimum requirements for admission, the successful completion of secondary education or evidence of the acquisition of an equivalent level of knowledge (Terry and Thomas, 1979). Higher education includes all education above level of the secondary school given in Colleges, Universities Graduate Schools, Professional Schools, Technical Colleges and Normal Schools (Good, 1973). Higher education is simply the highest part of the education system, in terms of students progression, the acquisition of education qualifications, its status and its influence over the rest of the educational system. Higher education is said to impart the deepest understanding in the minds of students, rather than the relatively superficial grasp that might be acceptable elsewhere in the system. In higher education, nothing can be taken on trust and the students have to think for themselves so as to be able to stand on their own feet, intellectually speaking (Barnett, 1997). Higher education is thought to advance students to the frontiers of knowledge through their being taught by those who are working in that difficult territory. Sanyal (1982) says that in order to achieve the new international order, there is the need for integrating socio-economic policies with educational policies in each country, as stronger co-operation amongst the third world countries in field of higher education. Development of higher education should not only be contingent upon economic development to achieve the new international order but should promote the development of culture in view often fact that role of science and technology, the life-style and the very sense and value of life under-go changes in the future. Objectives of higher education All over the world the universities are recognised as centres of higher learning, which are considered as expedient agents of development in the nation building. Universities generate, disseminate and utilise knowledge. As primary contributors to economic growth, they produce scientists, engineers, professionals, technicians, scholars, managers and men of exquisite capabilities. The aim of higher education is to meet the socio-cultural and developmental needs of a country. Higher education provides an opportunity for individuals to develop their potential. It fulfils the needs for high-level manpower in a society. Its objectives include cultural and material development. It produces individuals who are morally sound and capable of multifarious roles in the society. It is a medium and vehicle for achieving an objective of higher vision, should endeavours, with commitment and larger spending, in higher education (Govt. Of Pakistan, 1999). A countrys social and economic development depends on the nature and level of higher education. This fact is revealed by the statements and findings concluded by the prominent educationists and decision-makers. In the developed countries, the role of higher education in production of high quality human capital is quite evident. The Governor of the State of Kentucky, Paul Patten, once said, I have staked my success as governor on changing the way we deliver higher education to our people. Education and economic development are the twin rails that will lead us to a higher plateau and help us achieve our goal of raising the standard of living in our state. My experience in creating jobs, as the secretary of the economic development, during my term as lieutenant governor, has helped me focus on the needs of our businesses. Those businesses are the customers of our product: the graduates in higher education. Increased technology and global competition demand that we develop our students s kills and mental capacity so they can share in the tremendous prosperity of our nation. He further emphasized on the quality of higher education and the need for its improvement. He commented, higher education is in trouble. The warning signs could not be clear. Its users (students and families) think it charges a premium price for an increasingly mediocre service. Its primary suppliers (secondary schools) often fail to deliver material that meets minimum standards, and its beneficiaries (employers) often are frustrated by the quality of the finished product (McGill,1992). Quality of higher education The quality of higher education may be enhanced through providing proper professional training to the teachers by revising the existing curricula. Higher education is the most important level of education because it develops the manpower for the country that leads the nation in giving insight into its future ideals, resources, problems, and its solutions. The future of a nation depends largely on the quality of people groomed in the institution of higher education. Students experiences of their learning and the teaching in the subjects they are studying are one of the more ubiquitous sources of information about the quality of teaching for institutions and individual academics. The question of the quality is directly related to the quality of educators, students and the infrastructure provided to them by the educational institutions. The level of competency of teachers, curricula and the standards of students intake are the factors that contributes the most, in the deteriorating quality of higher education. Nevertheless inappropriate funding for student support services, libraries, journals, books, ill equipped laboratories and lack of repair facilities for equipment and non qualified staff are crucial factors in education. Salaries and other allowances consume the university budget, thus, little is left for the items so essential for raising the quality of education. Budgetary constraints, particularly for operation, adversely affect the quality of teaching, especially practical training. While at the level of the institution student: staff ratios (SSRs) may seem to be an inevitable consequence of funding levels, institutions in practice spend funds on buildings, on administration, on central services, on marketing, on teachers undertaking research, and so on, to very varying extents, rather than spending it all on teaching time. Low SSRs offer the potential to arrange educational practices that are known to improve educational outcomes. First, close contact with teachers is a good predictor of educational outcomes (Pascarella and Terenzini, 2005) and close contact is more easily possible when there are not too many students for each teacher to make close contact with. Second, the volume, quality and timeliness of teachers feedback on students assignments are also good predictors of educational outcomes and again this requires that teachers do not have so many assignments to mark that they cannot provide enough, high-quality feedback, promptly. A gain, low SSRs do not guarantee good feedback or feedback from experienced teachers. Meta-analysis of large numbers of studies of class-size effects has shown that the more students there are in a class, the lower the level of student achievement (Glass and Smith, 1978, 1979). Other important variables are also negatively affected by class size, such as the quality of the educational process in class (what teachers do), the quality of the physical learning environment, the extent to which student attitudes are positive and the extent of them exhibiting behaviour conducive to learning (Smith and Glass, 1979). These negative class-size effects are greatest for younger students and smallest for students 18 or over (ibid.), but the effects are still quite substantial in higher education. Lindsay and Paton-Saltzberg (1987) found in an English polytechnic that the probability of gaining an A grade is less than half in a module enrolling 50-60 than it is in a module enrolling less than 20. Large classes have negative effects not only on performance but also on the quality o f student engagement: students are more likely to adopt a surface approach in a large class (Lucas et al., 1996) and so to only try to memorise rather than attempt to understand. The number of class contact hours has very little to do with educational quality, independently of what happens in those hours, what the pedagogical model is, and what the consequences are for the quantity and quality of independent study hours. Independent study hours, to a large extent, reflect class contact hours: if there is less teaching then students study more and if there is more teaching students study less, making up total hours to similar totals regardless of the ratio of teaching to study hours (Vos, 1991). However, some pedagogic systems use class contact in ways that are very much more effective than others at generating effective independent study hours. A review of data from a number of studies by Gardiner (1997) found an average of only 0.7 hours of out-of-class studying for each hour in class, in US colleges. I n contrast each hour of the University of Oxfords tutorials generate on average 11 hours of independent study (Trigwell and Ashwin, 2004). Teachers who have teaching qualifications (normally a Postgraduate Certificate in Higher Education, or something similar) have been found to be rated more highly by their students than teachers who have no such qualification (Nasr et al., 1996). This finding was in a context where obtaining such a qualification was largely voluntary, and those who have the qualification might be considered to be different in some way from those who have not, and this could be argued to invalidate the comparison. The difference might concern the extent of professionalism or commitment to teaching, but nevertheless there was no control group in the study. A longitudinal study that overcomes this objection has examined the impact over time on students ratings of their teachers, and on teachers thinking about teaching, of (mainly) compulsory initial training during their first year of university teaching, in eight countries. It found improvements on every scale of the Student E valuation of Educational Q uality, a questionnaire developed in the US (Marsh, 1982) and tested for use in the U K (Coffey and Gibbs, 2000), and improvements in the sophistication of teachers thinking (as measured by the Approaches to Teaching Inventory, a measure of teaching that predicts the quality of student learning, Trigwell et al., 2004). This improvement in measures of teaching quality could not be attributed to mere maturation or experience as teachers in a control group in institutions without any initial training were found to get worse over their first year, on the same measures (Gibbs and Coffey, 2004). Functions of higher education The capacity of a nation to develop economically, socially, politically and culturally derives largely from the power to develop and utilise the capabilities of its people. Higher education thus is considered sine qua non of national development, for it produces the highest level of manpower. In all advanced countries, the universities constitute the main spring of human capital. The most successful discharge of the universities role as a change agent is in the area of science and technology. The training of high-level scientific manpower is a matter of vital national concern. Higher education is today recognised as a capital investment in education. It is considered investment of human capital which increases labour productivity furthers technological innovation and produces a rate of return markedly higher than that of physical capital. Today we find the world divided into developed and developing countries. The dividing line between them is the capacity of educational and scientific attainments and its application for economic progress and prosperity (The World Bank, 1990). In modern times, higher education is considered as a means of human resource development in a society. In advanced countries, universities constitute the main spring of knowledge, ideas and innovations. Today, the most successful discharge of a university as an agent of change is in the area of science and technology. The priming and grooming of high-level professional manpower is a matter of vital concern. As a pathway to socio-economic development in a country, higher education cannot be ignored or given low priority. Higher education in a state of rapid development everywhere in the world as its benefits to the social, economic and cultural life of different communities is realisable. This has led to worldwide exponential expansion of universities and colleges; as many more people are encouraged remaining in education. However there are problems. First, higher education is expensive, and its expansion requires ample resources. Second, rapid expansion raises problems of quality ass urance and control, as increased numbers could so easily lead to a decline in standards. Third, expansion in the developing world often draws upon the resources, ideas and expertise of the developed world, even though these may not always be appropriate for every different economic and social system (North, 1997). Higher education plays an important role in the development of society. Universities for centuries had a crucial role in educating the potential professionals, businessmen, political leaders, religious and social philosophers, who serve the community, enrich its values and develop its resources. Universities are complex organisations with multiple missions and a myriad of roles. A university has the roles of providing of theoretical education and professional training, a developer and a disseminator of new knowledge, a catalyst to shape the practice of management and business and a contributor to the community and the national economy (Khurshid, 1998).

Child Mortality Rate In India Health And Social Care Essay

Child Mortality Rate In India Health And Social Care Essay Millennium Development Goals (MGDs) are the goals set at the United Nations by the governments in the year 2000.Here eight main goals are agreed by the UN which they try to achieve by 2015. The 8 MDGs are Eradicate Extreme poverty; Achieve Universal Primary education; Promote Gender Equality and Empower Women; Reduce Child Mortality; Improve Maternal Health; Combat HIV/AIDS, Malaria and other Diseases; Ensure Environmental Sustainability; Develop a Global Partnership for Development[2].Child Mortality is an important MDG since it affects the improvement in the living standards of a country. It also affects the public health activity. Reducing the child mortality rate worldwide and particularly in the developing nations has been a key globe issue. Almost all countries showed significant improvement in tackling child mortality. Since the last 20 years, even one-third of the underdeveloped countries are successful in bringing down the child mortality by 40 percent [1]. 2. Background The Objectives of this study is to define and discuss the influencing factors of Child mortality in India. The outline and variation in the last 20 years along with the various policies are discussed as well. Definition Child Mortality is defined by WHO as- Probability of a child born in a specific year or period dying before reaching the age of five, if subject to age-specific mortality rates of that period[3]. The Birth as well as Death data derived from the registration/ surveys are used for calculating the mortality rates. 3. Causes and Trends in under-5 mortality in India In order to achieve the MDG 4, it needs to bring down the Child mortality rate to 39 per thousand live births by the year 2015. Unfortunately, the current rate of advancement is inadequate to achieve this target [4]. In the early 1970s, the yearly Nationwide Child mortality reporting System called Sample Registration System (SRS) was established. It focuses on the registration of Births and Deaths in the country and estimation of Child Mortality indicators. The major reason for child mortality changes considerably along with the age of the child. During neonatal period, the deaths are due to complications during delivary, Low Birth Weight or Premature birth. Later on, infections and other medical conditions constitute the death. In India, Malnutrition, diarrhoea, measles and pneumonia are the familiar reasons for Child death. The SRS report revealed the various causes of Child deaths in India. Perinatal conditions, Respiratory infections and Diarrhoea are the main causes of Child deaths. They constitute 33.1%, 22, 0% and 14% respectively. Other causes of death include unintentional injuries (3.2%), Nutritional deficiencies (2.8%), and Malaria (2.7%). In general, Respiratory infections, Diarrhoea, Malaria and Unintentional injuries contributes more for child deaths in Rural areas whereas Perinatal causes and congenital abnormalities are more in Urban areas. The figure below shows the top 10 causes of Child deaths in India [5]. 4. Child Deaths in India Fig: 4.1 Top 10 causes of Child deaths in India [6] As the age progresses, the possibility of death diminishes. In India, the level of child health inequalities varies from State to state. However, it is meaningful in comparing the level of Health inequalities among the States which provides us an apparent picture of the Indian States. Even though Rajasthan had an increase in Child mortality between 1992 and 1999, it experienced an above-average decline of mortality between 1998 and 2006[4]. Southern states like Kerala and Tamil Nadu are showing constant above-average advancement in Child Survival. In low economy States like Bihar, Orissa and Rajasthan, the Child death rates are very high compared to the rich states like Tamil Nadu and Maharashtra according to the 2005-06 survey. It is difficult to compare these changes on the basis of economy of a state because Kerala, which is not a rich state, has the lowest Child mortality rate in the country[4].The graph below depicts the Child mortality rates in selected States in India. 4.1 Child mortality rates in India Fig 4.1.1 under five mortality rates (%) in selected states in India The trend shows that the Perinatal and Infant mortality Rates are slowing down and remaining stagnant since the 1990s.The figure below shows the trends in Infant and Neonatal Mortality rates in India [7]. 4.2 Infant and Neonatal Mortality rates in India Fig 4.2.1 Infant and Neonatal Mortality rates in India The Studies shows that proximate issues (like medical care and non medical factors), Maternal issues (like age, birth intervals and parity), and House Community level issues (like housing, Sanitation and water) constitutes the reasons for the reduction in speed of decline in Child mortality rate[8]. 5. Child mortality Health Policies in India The main Child health policies of India includes Integrated Child Development Services (ICDS) (1975) [9], Child Survival and Safe Motherhood (CSSM) programme (1992) [10]. And Reproductive and Child Health (RCH) programmme (1997) [11].The National Health Policies aimed at reduction in the Child Mortality Rates. In 1885, a Universal Immunization Programme (UIP) was introduced. It included Pulse Polio Immunisation (PPI) (Vaccination against Poliomyelitis), DPT vaccine (Vaccination against Diphtheria, Pertussis and Tetanus) and BCG (Bacillus Calmette-Guerin- Vaccination against Tuberculosis) [10]. Appreciable improvement was acquired initially since it covered about 90% population. In 1886, The National Technology Mission (NTM) took over UIP and equipped to be functional in all the districts of the country by the year 1990. 5.1 Integrated Child Development Services (ICDS) Indias ICDS is the biggest integrated Childhood programme which was introduced in 1975. It has over 40,000 centres all over the country. UNICEF joining with the World Bank assisted in commencing the ICDS and is still providing technical as well as financial supports. At present it covers more than 23 million children less than 6 years of age [9]. ICDS targets at regulating the health nutrition as well as development of children. Besides this it provides preschool education for children 3 to 6, educating mothers and giving additional feeding for children and pregnant women. It provides anganwadi/ childcare centres [9]. During the past years, ICDS was successful in meeting their aims and objectives. The government of the country reorganized it for making it commonly accessible for providing more opportunity for all children in the country [9]. 5.2Child Survival and Safe Motherhood (CSSM) programme The Universal Immunisation Programme (UIP) introduced in 1985 was an opening so that it covered all children and mothers. This motivated the starting of an advanced programme known as Child Survival and Safe Motherhood (CSSM) programme obtaining financial supports from UNICEF and World Bank[10].The main aims of CSSM was, Widening the UIP so that it can cover all pregnant women and Children between the age of 9 months and 3 years. It also introduced Oral Rehydration Therapy Programme aimed at minimising the child mortality due to diarrhoea [10]. CSSM programme is completely a National Family Welfare Programme which supplies vaccines, ORS packs, Cold chain apparatus, medicines etc. to all the states of the Nation. Besides this, funds are also provided for proper execution of the programme [10]. 5.3Reproductive and Child Health (RCH) programmme The RCH programme launched in 1997 aimed at providing excellent services which help to achieve the population firmness by improving the quality of reproductive life. The focus area of the RCT was management and anticipation of unwanted pregnancies, maternal care and Child Survival schemes for children [11]. RCH aims in broadening immunisation, child care, and delivary care. More focus given for enhancing neonatal care on every aspect. Another aim of RCT is the abolition of Polio virus by bringing in Hepatitis in UIP pack[11]. 6. Challenges faced by the country in improving child mortality Maternal Factors There are relations between the Health of the Mother and the condition of the Child. Maternal features plays important role in birth outcome as well as child survival. Poor nutritional status, lower literacy rates, early marriage and child bearing, less antenatal care, lack of access to the health services are some of the most important maternal factors influencing Child mortality [13]. In order to reduce child mortality, proper maternal care should be taken. Socio-economic inequalities It is another challenge faced by the country. Poor children are in danger compared to the others. The risks include inadequate water sanitation, air pollution etc. Comparatively, they will be undernourished so that there will be more chance for severe disorders [13]. Another fact is that, access to quality treatments and facilities are not gained by these groups of Children. So the Child survival extremely depends on the Socio-economic inequalities starting from exposure, resistance, care taking till the proper intervention. Due to these factors poor children are more likely to die [13]. Urban and Rural residence also plays role in Child mortality. In India, like other developing countries, the living circumstances are poorer in rural areas than the Urban. Along with that, the health care facilities will be of poorer quality. These variations in rural and urban areas definitely affect the child mortality [12]. Membership in Religion and Caste The membership in Religion and Caste is another challenge for the child mortality. This will be due to the living manner based on customs and beliefs. The tradition followed by the scheduled caste or scheduled tribes is known to affect many aspect of Child life in India [13]. In the country, it is found that the Child mortality is more among the Hindu caste/tribe group which is followed by Hindu Non-caste/tribe group, Muslims and Other religions [12]. At the state level this is not true. 7. Chances of attaining MDG 4 by 2015 By 2015, India needs to reduce its Child Mortality to 39 per 1000 live births in order to achieve the MDG 4. According to the present rate of progress the target will not be achieved by 2015(4). On the other hand, there is uneven decrease in neonatal infant and child mortality. So, MDG 4 can be achieved by the country by an extra acceleration of the reduction in child mortality rate. This should be chiefly in Uttar Pradesh, Andhra Pradesh, Madhya Pradesh, Bihar and Rajasthan (5). Focus should be given for implementation of the policies in the proper manner by extending the coverage of skilled persons to support mothers, treatment for pneumonia, diarrhoea and community protection programmes. So, by improving the performance in all the areas, MDG 4 can be achieved in India. 8. Conclusions In India, up to the year 2000, Child mortality has reduced significantly. Factors like maternal and Child health policies are considered to be played the major role in bringing down these rates [8]. But now in the country, more child deaths are recorded per year compared to all other countries so that they are not going to meet up with the goal if the trend is continuing like this [5]. Considerable reductions in Child mortality can be achieved in the country only if additional strengthening is given to National as well as community level Health Systems. New approaches should be introduced for pacing the Child mortality reduction rate. So, the Govt. of India should re-evaluate the Nations present goals and move ahead with better plans for developing the Child Health [8]. Ongoing child health plans and policies like abolition of Vaccine- preventable child diseases and the other definite treatments related to children should be re considered for making changes [8]. MDG4 in the country c an be only achieved if crucial act is taken in order to speed up the child mortality reduction rates. It should be done by spotlighting the most affected states namely, Uttar Pradesh, Madhya Pradesh, Bihar, Rajasthan and Andhra Pradesh [5]. Numerous socioeconomic factors also have considerable effect on Child mortality. It will be impossible to improve the socioeconomic status of each and every family in the country within a short period of time. But, by targeting high risk families, the Child Survival can be advanced by the information gained from the family health programmes. Vaccination against tetanus should be given to pregnant women, which will significantly reduce the neo-natal deaths. Family health programmes should be strengthened here as well so that basic health care services can be gained by all pregnant women.