Grains and the Environment Essay Example | Topics and Well Written Essays - 2250 words

Grains and the Environment - Essay Example The invasive plants are the species of plants (aquatic weeds, shrubs and herbs) that requires careful management to reduce their harmful effects (Ondrasek et al., 2014). Another area of discussion under the Land and Water Management is the land degradation. Land degradation occurs when the land is rendered unstable. The land degradation displays the loss of the vegetation cover, soil fertility. The three categories of the land degradation include; soil erosion, ecosystem decline, and soil erosion. Irrigated Agriculture is a sub-topic that is covered under the Land and Water Management. Under this subtopic, various ways effective irrigation systems are discussed. The catchment hydrology discusses the various hydrological processes that are operating in the eroded catchment so as to determine the relationship between the run-off and the rainfall. The last subtopic under the land and water management is the salinity management. Salinity is brought about through the accumulation of salt in the soil (Irvine, & Doughton, 2001). I have chosen Land and Water management because water and land are the most powerful providers of the ecosystems services. By improving the manner in which we use the water and land, we can boost the food production, helping people adapt to the climate change and mitigate its effects while fostering the biodiversity hence enhancing the contribution to the greener economy (Tang & Rengel, 2003). Nurturing of the land, in particular, is essential to human existence. Therefore, the understanding of the water and land management is important to human life. Another topic that I chose under the PMP is soil. The sub-topics that are covered under this topic are soil management, soil health, coastal acid sulfate soils, soil health checklist, soil matters, soil PH, soil and land survey directory, soil glossary, and soil texture. Soil and land survey directory provide the information of the history of the soils. Soil health, on the other

Business Communications Essay Example | Topics and Well Written Essays - 250 words

Business Communications - Essay Example RasGas offers a broad range of benefits to the potential applicants that include but are not limited to attractive salary package, free accommodation, and different kinds of insurances. EMAAR introduces itself as a company that exposes its multinational employees belonging to 43 different nationalities (â€Å"Careers†) to new challenges that serve to enhance their own skills and facilitate their professional growth. EMAAR emphasizes upon recruiting only the very best employees from all over the world, as the company’s performance fundamentally relies upon the skills and competencies of its workforce. EMAAR presents its employees as individuals with exceptional skills and customer service abilities. EMAAR offers its employees training and development opportunities. From the comparison of the two companies, it can be concluded that both companies encourage diversity in the workforce and provide them with training and development opportunities. However, RasGas expresses the benefits it offers its employees more overtly and explicitly as compared to EMAAR. One also gets to see the pictures of the employees of RasGas which are not available on the website of EMAAR. Overall, RasGas offers a clearer insight into the company for the potential applicants than

Management Accounting - bereaucracy Essay Example | Topics and Well Written Essays - 1000 words

Management Accounting - bereaucracy - Essay Example The same history acknowledges the fact that many businesses and organisation had been in bad postures in the early years of the 1970's. This, according to many business analysts, was mainly owing to improper performance analysis techniques which would reflect real business situation. Importantly, stakeholders, especially shareholders, were putting incessant pressure on management team to reach good end of year figures. If some theorists agree that this was mainly due to principle emphasis on external financial reporting and management accountant neglected the need for internal accounting and financial monitoring in management accounting basic functions; others argue that this effect was attributable to other contextual factors. Management accounting has always been seen as a vital activity which reflects the health of the business, and the efficient use of resources. This performance measuring technique is an important internally-based financial monitoring tool, which could guide corrective measures to be taken on many emerging departmental or process deviations. If many businesses have been part of the drastic changes involved in business process reengineering aiming at streamlining business processes at varied levels, the analysis and creation of management accounting data has also greatly evolved. The evolution of technology in the early years of the 1960's as well as changes in the mode of production have changed mindset to production-oriented management owing to the event of mass production. It has increasingly been recognised as from the second distinctive evolutionary stage of management accounting that, the need to appropriately use resources could influence the overall cost or production cost in many manufacturing companies, especially where machineries are concerned and that their fixed costs could influence greatly margins at year end. In this context, there have been drastic changes to scrutinise costs associated to each activity or process which is referred to as Activity-Based Costing. The main aim was to decrease the overall seemingly inaccurate overhead allocation based on standard American costing, especially cost of running machineries in period where large scale production and customisation was becoming popular as strategy. Management accounting at this particular stage inherently focus on data to facilitate control which was a vitally important function in conventional management approach. Line management laying emphasis on production had as main objective s to satisfy orders and the critical data required was to better control and monitor processes both in machineries and labour. The focus was to establish strategy mixes that support organisational objectives, and develop and maintain the organisational capabilities necessary for strategy realisation. Furthermore, enormous consideration on

Drivers Education for Students with Multiple Disabilities Essay Example for Free

Drivers Education for Students with Multiple Disabilities Essay Students with multiple disabilities are those who are experiencing more that one form of disability. Disability may be mental or physical or combination of both that hinders one from performing various life activities. Such students require much care as they cannot fully do what is required of them with help from another person. Such students should be given helpful education that would enable them contribute to the economy. Drivers’ education for students with multiple disabilities is required for none of the curriculum has considered this during their planning and implementation. Research question The main purpose of the paper is to identify whether there is any need to have drivers’ education for the people with multiple disabilities to offer services in special schools and in public schools. Another aim of the research is to determine how this education would be offered and what type of disability would benefit from the drivers education. How effective would this education be to the disabled. Justification of the research Students with multiple disabilities cannot perform a number of activities an able student can perform; this justifies the research because there is a need to have to have the disabled contribute to the nation building and economy. Drivers’ education would be necessary for the multi disabled students for there are those who can drive effectively despite of the disability. Review of the bibliography The provided bibliography would help in providing a critical review for the research and will give enough literature as to whether this drivers’ education for students with multiple disability is needed and to what extent. Bibliography (Video)The Los Angeles Club of the Deaf Story. DeBee Communications, 6965 El Camino Real, Ste. 105, Carlsbad, CA 92009 Bowe, F. (1978)Handicapping America: Barriers to disabled people, Harper Row, Disability and Chronic Disease Quarterly, Department of Sociology, Brandeis University, Disability Grapevine Online Newsletter. http://www. disabilitygrapevine. com/ Disability Studies Online Magazine. http://www. disabilitystudies. com/index. htm Gary L. (2005)Encyclopedia of disability, SAGE Publ. , Gary L. et al. , eds. (2006) Encyclopedia of Disability. 5 vols. Thousand Oaks, CA: Sage Publications Health Ethics, Policy and Law,† Cornell Journal of Law and Public http://papers. ssrn. com/sol3/papers. cfm? abstract_id=950878 Johnstone, D. (2001) An Introduction to Disability Studies, , 2nd edition, Kaushik, R. (1999) Access Denied: Can we overcome disabling attitudes , Museum International (UNESCO) , Vol. 51, No. 3, p. 48-52. Leonardi M; Bickenback, J; Ustin TB; Kostanjsek N; Chatterji S, and on behalf of the MHADIE Consortium (2006) â€Å"The definition of disability: what is in a name?,† Lancet 368(9543): 1219-1221 Mitra S (2006) â€Å"The Capability Approach and Disability† Journal of Disability National Center on Disability and Journalism. http://www. ncdj. org/links. html Paul T. (2005)Understanding Disability: Inclusion, Access, Diversity, and Civil Rights. Westport, CT: Greenwood Policy Studies, Vol. 16, No. 4, pp. 236-247 Policy, 15(2): 403-482 http://papers. ssrn. com/sol3/papers. cfm? abstract_id=931703 Ruger JP (1998) â€Å"Aristotelian Justice and Health Policy: Capability and Incompletely Theorized Agreements† Harvard University, Ph. D. Thesis Ruger JP (2003) â€Å"Health and Development† Lancet, 362 (9385): 678 Ruger JP (2006) â€Å"Health, Capability, and Justice: Toward a New Paradigm of Ruger JP (2006) â€Å"Measuring Disparities in Healthcare†, British Medical Journal, 333:274 http://papers. ssrn. com/sol3/papers. cfm? abstract_id=934987 Ruger JP (2007) â€Å"Rethinking Equal Access: Agency, Quality and Norms,† Global Public Health, 2(1): 78-96 Sen AK (2002) Health: perception versus observation British Medical Journal 324:860-861 Terzi L (2004) â€Å"The Social Model of Disability: A Philosophical Critique†, Journal of Applied Philosophy, 21 (2): 141-157 Terzi L (2005) â€Å"Beyond the Dilemma of Difference; The capability approach on disability and special educational needs†, Journal of Philosophy of Education, 39 (3): 443-459 Terzi L (2006) â€Å"Beyond the Dilemma of Difference: the capability approach to disability and special educational needs† R. Cigman (ed. ) Included or Excluded? The Challenge of the Mainstream for some SEN Children. London: Routledge

World War I :: World War 1 I One Essays History

World War I During W.W.I the Austrian wore the pike gray 1909 pattern tunic and trousers. They have three white stars on the collar which indicate Sergeants rank. Some have leather gaiters worn by mountain troops; others wore the ordinary trousers with the integral gaiter which fastened around the ankle with two buttons. Men and women wore tunics made of khaki serge flannel or cord. Most men, and some women, also wore leather cartridge pouches and a slouched hat. Women were seen wearing long, more fuller skirts. Blouses usually had a high neck line and the sleeves were full length. Women also wore their hair longer but usually pulled it back into a bun or pony tail. Fashions were very conservative. On the Eastern Front, German infantry wore white coats with fur on the inside. They did this for warmth and camouflage. They wore the field gray cap with black/white and red at the top, and state blockade on the band. The band was red for infantry, black for rifles and artillery, and brown for machine gun battalions. The German Army uniform began to change in 1915. They went from buttoned cuffs to a simple turned back cuff. During W.W.I. tobacco was not frequently used, but drinking tea and whisky was used more for entertainment and relaxation. During W.W.II. materials were scarce. Skirt hems were much shorter and skirts were more form fitting. The clothes could not have any cuff, ruffles or flap pockets. Pants could be no more than 19 inches wide. There were also shortages of fabric such as silk, rayon and nylon. American women were starting to become fashionable by wearing military hats, men's pants, and patches. Women also stopped wearing large jewelry such as bangles and beads. Short haircuts were considered much safer at work and less trouble. The short hairstyles became popular during the war. Men's suits were rationed and each man was only allowed one suit per year. Men were allowed to only have four cigarettes per day. The styles during W.W.I were not as conservative as the styles during W.W.II. The styles during W.W.II. indicate a shortage of products which mandated the fashion industry during that era for both men and women. The changing of the fashions from W.W.I. to W.W.II. show that men and women were becoming more in tune with fashion. Styles were not as conservative as they used to be.

Robert Frost Home Burial - The Insensitive, Selfish Husband Essay

The Insensitive, Selfish Husband of Home Burial  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚      Even in the closest of relationships, the death of a baby can separate and form a wedge between a husband and wife. Husbands and wives tend to handle the process of mourning differently, not only because of the differences between male and female, but also because of personality and the social molding in one's upbringing. In the poem, "Home Burial," Robert Frost gives a glimpse of the conflicts caused by non-communication and misunderstanding between a husband and wife upon the death of their first and only child. Their conflict is rooted in part in the husband's selfishness, revealed by his insensitivity, narrow-mindedness, and pride. The husband's selfishness is reflected in his unconscious insensitivity to his wife's feelings. The death of a child is extremely hard for anyone to deal with, but it seems to be an impossible task for the man's wife Amy. Even in just walking down the stairs from a window overlooking their family graveyard, her frequent "Looking back over her shoulder at some fear" (3) is a sign of Amy's inability to let go of her emotional hurt. The husband seems to be blind to her concern, for he has to ask her, "What is it you see / From up there always?for I want to know" (6?7). It is not until he goes to the window and looks out for awhile that he finally makes the connection that his wife is hurting from the sight of ". . . the child's mound?" (30). Amy tries to run away from confrontation with her grief, for she ". . . slid[es] downstairs; And turn[s] on [her husband] with . . . a daunting look, . . ." (32?33). The air between them might have begun to clear if her husband had not lost his temp er and lashed out saying, "Can't a man speak o... ...ring you back by force. I will!?" (116). His prideful male instinct of leadership cannot take her rebellion, and her assertive independence takes her right out the door. The difficulty of men understanding women and women understanding men can probably be traced back to creation. When life adds such things as death on top of individual personality traits, the balance in a marriage often teeters. In his personal views and ideals, the husband in Frost's poem has begun to build a brick wall between Amy and himself. Since his understanding of Amy and her grief has not moved beyond the point of self, he might be close to placing the last brick in the wall.    Works Cited Frost, Robert. "Home Burial." Introduction to Literature: Reading, Analyzing, and Writing.2nd ed. Ed. Dorothy U. Seyler and Richard A. Wilan. Englewood Cliffs: Prentice, 1990. 144?47.   

Abdul Basit

Introduction McShane and Von Glinow state that â€Å"the best organizational structure depends on the organization’s external environment, size, technology, and strategy† (409). To identify the best organizational structure for Protege Engineering, I will first determine what ‘Organizational Structure’ means. In a second step I will analyze its elements and carve out the important components for the considered organization. Finally I will provide a conclusion and recommendation.Organizational Structures In general, organizational structure is related to the way that an organization organizes employees and jobs, so that its work can be performed and its goals can be met. McShane and Von Glinow define ‘Organizational Structure’ in more detail; they state that organizational structure â€Å"refers to the division of labor as well as the patterns of coordination, communication, workflow, and formal power that direct organizational activities† (386).To understand what this means we will have a look at each component. The division of labor is related to the â€Å"subdivision of work into separate jobs assigned to different people† (McShane and Von Glinow 386). The patterns of coordination refer to the coordinating of work activities between the employees where they divide work among themselves. This process requires coordinating mechanism to ensure the workflow, which means that everyone works in concert (McShane and Von Glinow 386).The primary means of coordination are informal communication which involves â€Å"sharing information on mutual tasks and forming common mental models to synchronize work activities†, Formal hierarchy which refers to the â€Å"assigning legitimate power to individuals, who then use this power to direct work processes and allocate resources†, and Standardization which involves the â€Å"creating routine patterns of behavior or output† (McShane and Von Glinow 387).We can admit that informal communication is necessary in no routine and ambiguous situations because employees can exchange large volume of information through face-to-face communication and other media-rich channels. Therefore informal communication is important for Protege Engineering because their work involve new and novel situations when developing specific solutions for each client. Even if informal communication is difficult in large firms it can be possible when keeping each production site small (McShane and Von Glinow 388).Now, that we identified what organizational structure means, and that informal communication is necessary for Protege Engineering, we need some more information of how structures differ from each other. McShane and Von Glinow state that â€Å"every company is configured in terms of four basic elements of organizational structure†; namely: span of control, centralization, formalization, and departmentalization (390). Further on, I will explain these four elements and carve out what this means for Protege Engineering.The span of control â€Å"refers to the number of people directly reporting to the next level hierarchy† (McShane and Von Glinow 390). Today’s research found out that a wider span of control (many employee directly reporting to the management) is more appropriate especially for companies with staff members that coordinate their work mainly through standardized skills and do not require close supervision – like the highly skilled employees of Protege Engineering (McShane and Von Glinow 390-391).However, McShane and Von Glinow also state that a wider span of control is possible when employees have routine jobs and a narrow span of control when people perform novel jobs. This statement is based on the need for frequent direction and supervision. Another influence on the span of control is the degree of interdependence among employees. Employees that perform highly interdependent work with one anoth er need a narrow span of control because they tend to have more conflicts with one another.I assume that the employees working for Protege Engineering do not require close supervision because they are highly educated – have university degrees in these fields and a few have doctorates; therefore, a wider span of control allows the employees to work in self-directed teams that coordinate mainly through informal communication and formal hierarchy plays a minor role (McShane and Von Glinow 390-391). Centralization â€Å"occurs when formal decision authority is held by a small group of people† (McShane and Von Glinow 393).Companies often decentralize when they become larger and their environment more complex; however, â€Å"different degrees of decentralization can occur simultaneously in different party of the organization†. In my opinion, the power of decision-making should be decentralized in the considered company because the mentioned projects demand highly spec ialized knowledge, which cannot be provided by the head of the organization. Formalization â€Å"is the degree to which organizations standardize behavior through rules, procedures, formal training, and related mechanism† (McShane and Von Glinow 393).Usually larger organizations tend to have more formalization because â€Å"direct supervision and informal communication among employees do not operate easily when larger numbers of people are involved†. Notwithstanding that Protege Engineering employs about 600 individuals, I assume that a high degree of formalization is not appropriate because their jobs cannot be standardized, every project is customized to the client and has therefore novel and new components.Another evidence against formalization is, that formalization tends to â€Å"reduce organizational flexibility, organizational learning, creativity and job satisfaction†, which the employees of Protege Engineering definitely need (McShane and Von Glinow 409 ). Regarding the first three elements of organizational structure we can admit that Protege Engineering should have an organic structure because organizations with â€Å"organic structures operate with a wide span of control, decentralized decision making, and little formalization† (McShane and Von Glinow 395).This structure works well in dynamic environments because they are very flexible to change, more compatible with organizational learning, high performance workplaces, and â€Å"quality management because they emphasize information sharing and an empowered workforce rather than hierarchy and status† (McShane and Von Glinow 395). Departmentalization â€Å"specifies how employees and their activities are grouped together† like presented in an organizational chart of the organization (McShane and Von Glinow 395).A functional structure organizes organizational members around specific knowledge or other resources, which enhances specialization and direct supervi sion; however, functional structure weakens the focus on the client or product (McShane and Von Glinow 396-397). A functional structure would not support Protege Engineering because the success of this company highly depends on especially developed products for its clients; therefore, this organization should focus on the satisfaction of its clients rather than focusing on organizing employees around specific resources.A divisional structure organizes groups of employees around geographic areas, clients or products in very flat team-based structures with low formalization. This structure seems to be very appropriate for Protege Engineering because it focuses employee’s attention on products or clients and self-directed teams with low formalization. However, there are some disadvantages that need to be considered, like duplicating resources and creating silos of knowledge. Conclusion and Recommendation In the introduction I stated that the best organizational structure depends on the organization’s external environment, size, technology, and strategy.We found out that Protege Engineering should have an organic organizational structure because a wide span of control, decentralized decision-making, and little formalization will organizes employees and jobs so that Protege Engineering work can best be performed and its goals can best be met. Furthermore, McShane and Von Glinow give the advice that â€Å"corporate leader should formulate and implement strategies that shape both characteristics of the contingencies as well as the organization’s resulting structure† (409). This advice is very valuable because the structure of an organization should follow its strategy and not vice versa. . Many organizations think that they integrate organizational cultures when merging or acquiring other companies. Explain what does integrating organizational cultures means? Under what conditions is this strategy most likely to succeed? Case 6: Merging Or ganizational Cultures Introduction Every organization has its own culture. According to McShane and Von Glinow organizational culture stands for â€Å"the values and assumptions shared within an organization† (416). When companies are merging with, or acquiring, other companies the likelihood is very high that the organizational cultures differ from each other.To avoid that the new company ends up with two different cultures, there need to be any kind of integrating organizational cultures. First I will explain what integrating organizational cultures means and second I will present the conditions under which this strategy is most likely to succeed. Finally, I will provide a conclusion and recommendation. Merging Organizational Culture The necessity of merging organizational cultures becomes clear when regarding that failures to coordinate activity, based on cultural conflict, contribute to the widespread failure of corporate mergers (Weber and Camerer 412).Differences in cul ture in an organization lead to consistent decreased performance for both employees after the merger, and there is an evidence of conflict from the differences in culture, which could be a possible source for the high turnover rate following mergers (Weber and Camerer 412). McShane and Von Glinow also state that â€Å"most mergers and acquisitions fail in terms of subsequent performance of the merged organization† and that this happens because leaders fail â€Å"to conduct due-diligence of the corporate cultures† (426).At this point, we can admit that some forms of integration may allow companies with different cultures to merge successfully. One strategy in avoiding cultural collisions is to conduct a bicultural audit. A bicultural audit is â€Å"a process of diagnosing cultural relations between companies and determining the extent to which cultural clashes will likely occur† (McShane and Von Glinow 427). The bicultural audit identifies cultural differences an d determines those that possibly result in conflict. In addition, it also identifies values that provide a common ground on which cultural foundations can be built.Finally, it identifies strategies and prepares action plans to bring the two merging cultures together (McShane and Von Glinow 427). In some cases the bicultural audit may identify that the two cultures are too different to merge effectively; however, the companies can still form a workable union, if appropriate merger strategies are applied (McShane and Von Glinow 427). Like the following illustration shows, McShane and von Glinow provide four main strategies to merge different corporate cultures successfully. Figure 4: Strategies for MergingDifferent Organizational Cultures Source: McShane and Von Glinow 428. The first strategy is Assimilation, which â€Å"occurs when employees at the acquired company willingly embrace the cultural values of the acquiring organization† (McShane and Von Glinow 427). This strategy is most likely to succeed when the employees of the acquired company are looking for improvement because they have a weak, dysfunctional culture and the acquiring company has a strong culture, which is aligned with the external environment (McShane and Von Glinow 427).The second strategy is Deculturation, which means that the acquiring company is â€Å"imposing their culture and business practices on the acquired organization† (McShane and von Glinow 428). However, this strategy rarely works because employees usually resist organizational change, especially regarding personal and cultural values. Sometimes deculturation may be necessary; for example, when the culture of the acquired company does not work effectively (McShane and von Glinow 428). The third strategy – and the strategy which the given case is asking for – is the Integration Strategy.This strategy is a combination of â€Å"the two or more cultures into a new composite culture that preserves the bes t features of the previous cultures† (McShane and Von Glinow 428). That sounds like a good compromise, but the integration strategy is â€Å"slow and potentially risky because there are many forces preserving the existing cultures† (McShane and Von Glinow 428). McShane and Von Glinow also state that â€Å"mergers typically suffer when organizations with significantly divergent corporate cultures merge into a single entity with a high degree of integration† (McShane and Von Glinow 427).This strategy works best when both sides can benefit from an integration strategy; for example, when the existing cultures of both companies are not optimal and could use some improvements. The negative aspects of the integration strategy – for example being very time-consuming – result from the employees being resistant to changes, or ambiguous rules which are also a source of conflict and often occur during mergers and acquisitions (McShane and Von Glinow 335).Howeve r, the integration strategy, which is the most effective combination of all existing cultures, is most likely to succeed when the â€Å"existing cultures can be improved† and members of the organization â€Å"are motivated to adopt a new set of dominant values† (McShane and Von Glinow 428). The fourth strategy is separation, which â€Å"occurs when the merging companies agree to remain distinct entities with minimal exchange of culture or organizational practices† (McShane and Von Glinow 428).This strategy is most suitable when the merging organizations operate in different industries or countries because cultures differ between industries and countries (McShane and Von Glinow 428). Conclusion and Recommendation The integration process of merging companies is a combination of the existing cultures into a new culture that maintains the best features of the previous cultures, and it is most likely to succeed when existing cultures already need improvement so that employees are motivated to accept change.This strategy is particularly challenging when the members of the organization are satisfied with their previous culture because they will be resistant to change. Another very important factor for the success of mergers is the level of commitments made by the employees. Therefore, employees should be brought into the process as early as possible (Badrtalei and Bates 314).