Social Studies Sba Outline Essay Example for Free

Social Studies Sba Outline Essay Introduction to CSEC S.B.A. Geographic fieldwork is about the application of geographic concepts and ideas in the investigation of a problem or issue. Instead of gathering information from books, we gather information about the world around from the environment. Geographers first identify an area for research. They ask geographic questions about the issues that have been identified and form hypotheses.. They then conduct a systematic collection of data to test the hypothesis. This is done through the systematic collection of field data through observations, collecting samples, interviews or surveys. The collected information will be analysed and presented in a field report. The Purpose of the School Based Assessment The School Based Assessment (SBA) will help you to understand how geographers build the knowledge that they present to us in textbooks and other publications. In this part of the course you must rely on the information, concepts and understandings that you have collected during your study of Geography. You are expected to design a simple study, collect and present information that is relevant and arrive at a conclusion about your study, using no more than 1500 words in total. Contents of a Geography SBA The Aim (or Aims) of the study ? Methodology Analysis and discussion Location maps Conclusion Bibliography Appendix There is a particular order in which the report must be done for presentation. This is as follows: 1. Title page 2. Strategy sheet 3. Table of contents 4. Location map(s) 5. Aim of the study 6. Method of data collection 7. Presentation of data 8. Conclusion 9. Bibliography 10. Appendix Mark Scheme (1) Table of Contents Details properly sequenced with correct page number 1 MARK (2) Aim of the Study At least ONE aim clearly stated as a direct or implicit question. 2 MARKS Aim is geographical and based on the Syllabus Aim allows collection of primary data. (3) Location of the Study At least two sketch maps: 4 MARKS ONE of the site (showing immediate environs), and ONE (usually of territory) showing its location in relation to other features (for example, roads, rivers, settlements within the parish or region or district); BOTH maps accurately drawn and properly labelled. Between the two maps: (Indication of scale, directional arrow, key or labels, title (1 mark each to maximum 4 marks) (4) Methodology A clear statement on HOW data were collected and an example of the instrument used or a brief outline of how observations were made and tests done. 2 MARKS EITHER A clear statement on HOW the data were collected. 1 MARK OR Little or no mention of HOW the data were collected, but an example of the instrument used is included. 1 MARK (5) Presentation of Data Illustrations: variety, for example, graphs, tables, labelled photographs (at least three illustrations to be used). These should be generated from field observation and tested by candidates and not copied from secondary sources (that is, they should be the candidates’ original work). 4 MARKS Accurate, appropriate, neat, fully labelled, and titled (Excellent presentation) (6) Quality of Data and Illustrations Accurate, appropriate and relevant 4 MARKS (7) Analysis of Data and Discussion of Findings Very well organized, coherent, points well developed, well sequenced and supported by comprehensive data (Excellent) 7 8 MARKS Integration of Illustrations Well integrated discussed and distributed (placed) 2 MARKS (8) Conclusion Is related to the purpose of the study, and provides an appropriate summary and conclusion consistent with the data obtained; may include assessment of methodology. 5 6 MARKS (9) Communication of Information No grammatical errors or flaws (2) and extensive use of appropriate geographical terms (2) 4 MARKS (10) Bibliography Alphabetical order by author with title, publisher, place and date with relevant and up-to-date references 1 MARK (11) Penalty for Exceeding Word Limit (Where the word length exceeds 1650 words, 10% of the candidate’s earned score is deducted.) 4 MARKS Create a free website with

Six Habits of Highly Effective Teams Essay Example for Free

Six Habits of Highly Effective Teams Essay From this class, we have learned a lot about how to build up a team; the benefit and disadvantages of teamwork; communication between team members and training to improve teamwork, and so on. From Kohn’s book â€Å"Six Habits of Highly Effective Teams† I have learned six rules that make the team work effectively. The concepts are â€Å"strengthening emotional capacity to improve team relationship, expanding team self-awareness, practicing empathy and respectfulness, establishing and regulating team norms, thinking laterally, entrusting team members with appropriate roles. † (Kohn 2007) Next, I will combine with my team experiences to talk about the six rules. First of all, the concept â€Å"strengthening emotional capacity to improve team relationship† demonstrated the relationship between team menbers and team leader is important. A good relationship in a team is a sense of trust between the team members and keeping team identity and team efficacy. These three conditions require the teams ability to create a good emotional atmosphere and management to create emotional norms, and develop team emotional intelligence. Under this good emotional atmosphere, team members can understand each other, adapt to each other and respect each other. When the team members come up with different ideas, they can also consult, find out a way that everyone agrees with, and they can trust each other. This is exactly the right atmosphere in my family team. When we have some different ideas about travel, my uncle will give everyone a paper to write down their thought, and then I will read those thoughts in front of everyone. Our family member will discuss the advantages and disadvantages for every plan and finally decide where to go, which way is the best one for us. So, we understand the personal feelings of the team members and we should establish the norms of mutual understanding to encourage members, in considering the problem and using the empathy approach. The team leader is an important part to build up a good atmosphere. When members disagree with the team decision, the leader should not always think the worst, and should try to find out why the members have different ideas and listen to them carefully. Facing the problem behavior, the team leader should point out the problem immediately, resolve contradictions with a sense of humor. When one or two people disagree with the team decision-making, we usually use the simple way; the  minority is subordinate to the majority. But sometimes, if we choose to stop and listen to opposing views, we may gain an unexpected, new and good idea. The most important points are respecting individuality and different points of view, not disparaging others, recognizing the members contribution, let them know that the team consider their ideas. One of the advantages in my family team is our team does not ignore the views of anyone, that we can exchange different ideas in an equal environment. Team members can feel the team focus on them; there is a sense of belonging. Second, â€Å"expanding team self-awareness†. Kohn in his book mentions, â€Å"The essence of interpersonal empathy and effective empathetic behavior in organizations. The skill’s essential characteristics include: seeking first to understand. Being other-oriented. Feeling â€Å"with† the other person or other people. Listening actively† (PP 109). He also mentions, â€Å"a team needs a name†. I am agreeing with this. A company’s goal or slogan often presents the spirit of their team. If a company can create the value of innovation, the employees of the enterprise can feel proud as an member of the company. such as Apple company which leading electronic technology trends, Apple’s employees that they work for change the society. And if a company needs a staff, then the staff will feel very proud, has a great sense of belonging. Also, employees that are interested in their own work and achieved excellent results, the completion of the work will bring him a sense of pride. In my family team, we also have a slogan, which is â€Å"I love my family†. We build up a group in social network, everyone can post their mood, thoughts and photos on it. Even though I am in the United States, they c an know my recent life. Third, â€Å"practicing empathy and respectfulness†. Empathy is a very important communication skill. In an enterprise, the employees may come from all over the world, and they have different backgrounds, experiences, hobbies, positions and capacity. Encountering problems, human’s nature will always proceed from their positions, and thus conflicts may arise. If the team members could be mutual understanding, standing on each others position envisage the problem, the contradictions may easily be mitigated. In my family team, we also meet some problems too. Sometimes during our vacation, the schedule will change occasionally, but we may didn’t come up with a backup before. Argue will begin. But luckly, the communication between my family members are patient and moderate. We are know each other a lot and we  understand our common goal is a good vacation, let everybody enjoy the vacation. And we all love our family, sometimes we are even willing to compromise our views for the harmonious atmosphere of the family. Fourth, â€Å"establishing and regulating team norms†. If a team does not have a system, then the team members do not have rules that can be followed. This is a terrible thing. Such as a game, if not the rules of the game, we do not know who are the losers who are the winner. When a project get a good harvest because of staff’s efforts, the leader should be know how to share the benefits with team members. Because to judge the leadership achievements is not focus on how much work the leader take, but what kind of performance he lead a team to be success. Therefore, the higher the teams achievements, the values of leadership are more obvious. When the leadership share this honor and achievement back to his staffs, the staffs will be grateful for a team and thank for they have such a leader. Fifth, â€Å"thinking laterally†, as Kohn mentions â€Å"even though task oriented project have performed in the past, and with a little thinking, they will be done the same way in the immediate future†¦ solutions that work tend to be and should be repeated. However, clients or organizations themselves have a need for innovation. They are looking for far more than simple bodies with requisite skills to handle tasks that keep the operation running smoothly† (PP 142). I really appreciate this point of view; this is my favorite part in this book. Because of I am very interested in creativity and novelty. I even think that human development and invention cannot be separated from the creativity and innovation. Lateral thinking is to b ring vitality and creativity. Employees’ lateral thinking lead the company can often produce surprising. Sixth, â€Å"entrusting team members with appropriate roles†. It is very important for an effective team to put a right person in a right position. A team leader should know how to identify the strengths and weaknesses of the team members, and to arrange them in the most appropriate position, so that they can stimulate their fullest potential. An employee is a non-essential role; the employee is not the role of positioning. Role of career planning is a basic, workers must consciously and autonomy in accordance with the role planning to develop themselves, had better establish a roles incentives. According to this mechanism, perhaps their subordinates jobs cannot go beyond the manager, but as a good role, work independently, the remuneration  may surpass manager; according to the managers role responsibilities analysis the subordinates are more competent, there must be a mechanism to enhance the subordinates. Above all of six habits, I have a clearer understanding of efficient team. Efficient team has a development goals to complete the task, the mutual trust of the team members under a effective leadership, good communication, work together positively. The building of an efficient team can be carried out from the following aspects. Through systematic analyzes, help the team member understand themselves in depth, explicit team members have advantages and disadvantages, work preferences, their different way to solve problems, the basic values ​​of differences; final get formed share the same beliefs and consistent view of the purpose of the team between the team members, in order to establish the rules of the game to running a team. The team also needs to provide education opportunities for employees and listen to the employees’ views, encourage employees creativity. An effective team needs division of labor and cooperation. Enhanced the leadership. First, leaders must be a good example, to cohesion a team fully. Also, team cohesion is invisible spiritual strength, the cohesion of the team from the inner dynamics of the team members, from the consensus values. If we can use the value to lead the team, the team will be more effectively. Reference Kohn S, OConnell V. 6 Habits Of Highly Effective Teams [e-book]. Career Press; 2007. Available from: eBook Collection (EBSCOhost), Ipswich, MA. Accessed November 27, 2012.

Risk Assessment Strategy of Eco Town

Risk Assessment Strategy of Eco Town Contents (Jump to) 1. Introduction 2. Stakeholders Objectives and Concerns Primary Stakeholders Secondary Stakeholders 3. Critical Success Factors 4. Risk Assessment Strategy Defining the Boundary for Assessment Assessment Approach Stakeholders Involved Risk Identification and Classification Rules Classification of Risks Rating of Risk Events 5. Risk Mitigation Plans 6. Conclusion References Appendices 1. Introduction This report aims at developing a risk assessment strategy for NW Bicester Eco Town. Potential risks and necessary control measures will be analysed for a practical outcome. The risk assessment will also be done for the newly acquired land parcel that is adjacent to first phase which is the The Exemplar phase of the project. Figure 1 shows the proposed site for the project. Figure 1 Masterplan and Exemplar Phase of Bicester Eco-Town All the stakeholders of the project and their concerns are identified to do a thorough risk assessment. These concerns are further analysed and prioritised to figure out critical success factors of the project. Based on the number of risks identified, scope and boundaries are established to streamline the risks. Further to this, risks are ranked based on the level of severity using qualitative and quantitative aspects. 2. Objectives and Concerns of Stakeholders Eco-Town project has various stakeholders given the context of the scale, nature and typology of the project. Table 1 lists the primary stakeholders and their concerns. Table 2 lists the secondary stakeholders and their concerns No. Primary Stakeholders Concerns 1 Cherwell District Council (Local Planning Authority) Make Bicester a vibrant, great place to live, work and bring up a family in an eco-friendly way. Re-position Bicester as a place where new communities are built to high environmental standards where people can enjoy sustainable lifestyles. Achieve zero-carbon development and more sustainable living using the best new design and construction. (Eco Bicester) (Cherwell District Council) 2 A2Dominion (Lead Developer) To develop and materialise UKs first eco-town with sustainable homes, jobs and green neighbourhoods. Table 1 Primary Stakeholders No. Secondary Stakeholders Concerns 1 P3 Eco Group Established to bring together a strong consortium of investors, partners and professionals to promote and spearhead the NW Bicester eco development. Help Eco-town development to grow as an extension of Bicester to benefit the community. Main goal is to minimise environmental impact and maximise efficiency while striving to provide housing that is affordable, comfortable, sustainable and of the highest possible quality. Reduce energy demands and improve feasibility for sustainable technology by research and development (R D). 2 Bicester Vision (BV) An independent public/ private partnership committed to bring together all stakeholders in town to ensure that the most is made of the exciting future for the town. To engage with people of Bicester and the wider Bicester to ensure that it continues to be a great place to live and work in. 3 CABE Design Consultants Design council to assist in Bicester design and sustainable development in achieving the vision and execution of project, hence setting a benchmark for eco-friendly living. 4 Bio-Regional (BioR) A social enterprise that helps establish sustainable business and works with other stakeholders like A2Dominion, CDC etc., to demonstrate that a sustainable future is attractive and affordable. 5 Grassroots Bicester (GRB) A community action group set up to create a greener Bicester. Works closely with oxford, Bicester Vision and Eco Bicester team from Cherwell district council to help deliver the Eco Bicester vision across the whole town. 6 Farrell Partners (ARCH) To develop an affordable and sustainable residential complex with highest possible quality and delivered in close partnership with the local communities. 7 Thames Water Utilities (TWU) Water resource management towards sustainability 8 Central Government (CG) To utilise public fund judiciously Provide good affordable homes for people Speed of housing delivery Create sustainable communities and address climate changes. 11 Current Residents (CLR) Create jobs to local people. To educated the community to tackle disturbance/ discomfort caused due to construction activities like noise pollution, vehicular movements etc., 12 Home Community Agency (HCA) To ensure funding for the development of affordable housing for a successful development of the community. Table 2 Secondary Stakeholders 3. Critical Success Factors The critical success factors are derived from the vision stated in Masterplan Vision for the Exemplar phase of the entire development are as follows: Provide affordable, attractive and sustainable housing 393 residences designed by specialist design team by achieving good aesthetics within 60 acres of land use and a provision for 30% affordable housing, 40% of the total land to be used as green belt. Ensure every building achieves zero-carbon emission. Reduce carbon footprint by 30% by reducing waste sent to landfill. Efficient time, cost and quality management of construction Use passive energy generating technologies and achiever zero carbon efficiency. Manage project efficiently within the budget and proposed completion time of phase 1 by circa 2018. Reduce Carbon footprint by adopting sustainable means of transportation and energy Promote lean construction management which substantially reduces the carbon footprint caused by construction activities. Opt for public modes of transportation. Encourage the community to cycle. Reduce the usage of personal automotive vehicles. Introduce advanced construction technology like photo-voltaic panels, passive heating methods etc., to reduce utility bills. Environmental Biodiversity Ensure that 40% of the total development area is used as green belt/ green space. Contribute to existing biodiversity by introducing waterbodies, vegetation etc., Community and Neighbourhood Services Conduct events to enhance community spirit. Provide institutional facilities like schools and community facilities like local store, sports complex etc., within the proximity of the development. Create New Employment Opportunities The Exemplar phase aims at creating employment opportunities during construction phase and create long-term job opportunities. Managed Risk Act as early as possible and provide visibility of a task 4. Risk Assessment Strategy The following section provides a structured and coherent approach to identify, assess and manage risk. Defining the Boundary for Assessment Defining boundaries in the project helps in streamlining the risk assessment process. It is understood that risks that occur beyond the scope of the project are not under the control of Project Manager. The risk assessment is being done for the newly acquired land parcel adjacent to the boundary of the exemplar phase (See Figure 2) and the register will examine potential risks, causes, risk mitigation actions and the stakeholders responsible. Figure 2 Site Boundary in the Process of Acquisition Assessment Approach Potential risks have been identified based on the available literature on Bicester Eco-town and by brainstorming over various driving factors, likelihood of their occurrence and impact, evaluating and prioritizing risks for further action and then by developing a mitigation plan to tackle the risks without affecting the project. Figure 3 outlines the fundamental risk management process steps. Figure 3 Fundamental Risk Management Steps (Garvey, 2008) Step 1. Risk Identification Risk identification is the critical first step of the risk management process. Its objective is the early and continuous identification of risks, including those within and external to the project. Step 2. Risk Impact and Consequence Assessment In this step, assessment is made of the impact each risk event could have on the project. This typically includes how the event could impact cost, schedule or any other technical performance. Additional criteria such as political or economic consequences would also require consideration. Step 3. Risk Prioritisation In this step, overall set of identified risks, their impact and their probability of occurrence are processed to derive the most critical to least critical rank-order of all the risks. One of the main reasons for prioritizing risks is to form a basis for allocation critical resources. Step 4. Risk Mitigating Planning This step involves the development of mitigation plans to eliminate, reduce or manage risk. Once a plan is incorporated, it is monitored to assess its efficacy with an intention to revise its course-of-action if necessary. The other steps involved in developing effective risk management strategy to establish a good approach to assessment and select the suitable risk management tool. In-order to do this the, various phases of the project are divided per RIBA Plan of works (RIBA,2013) and the stages are mentioned below. Planning Design Construction Handover and Close Out Risk Identification and Classification Rules Methodical Approach to identify risks are as follows, Clear classification of aims and objectives of the project. Develop a very good criterion for risk assessment. Identify risks for both aims and objectives that are derived from risk assessment criteria. Use both Qualitative and Quantitative measures to assess risks and rank them per their severity of impact on the project. Group Meetings that involve all the stakeholders and brainstorming of potential risks. Generate minutes of meetings (MOM) to document discussions and the responsible parties for the identified risks. Classification of Risks The identified risks are classified into various categories and are measured per the level of impact. The factors contributing to the measure of impact are mentioned below, Cost Time Reputation Quality Impact on Stakeholders Environmental Impact Legal Impact Health and Safety Concerns Legal Implications Each of the above-mentioned factors are ranked between 1-5, 1 being the lowest and 5 being the highest in terms of impact and is detailed in Table 3. Table 3 Measure of Consequences of the identified Risks Rating of Risk Events The scoring of risks was calculated in such a way that the highest possible risk rating for any of the categories was taken into cautious consideration. The score ranging between 1 and 125, were used to generated 4 coloured rating. Here red, yellow, amber and green colours are used. The colour is assigned to a risk depending on its severity. Red stands for immediate action risk, Amber for medium risk, yellow for minor attention requiring risk and green for low/ Acceptable risk. The table 4 below illustrates the scores of this coloured rating. Table 4 Risk Rating Matrix 5. Risk Mitigation Plans After identifying the risks that are very likely to occur based on the risk rating matrix, some of the risks are prioritised and a mitigation plan is proposed in the following passages below. Risk 1: Rejection/ Delay of planning permission Management Action Planned: Proposed development plans should comply with building regulations, standards and specifications. Consistent liaison with the government should be done. Action Owner: A2Dominion, Architects and CABE Cause: Development standards do not meet specified building regulations. Community objection due to improper information by the project owner. Impact: Project delays and cost implications. Risk 2: Community Objection Management Action Planned: Liaise with the council members and clarify the value for public money of the development. Action Owner: A2Dominion Cause: Local communities showing concerns towards the effects on environment and showing reluctance to adapt to change. Lack of information or negative publicity that might lead to rejection of the development by the community. Impact: Delays and increased cost, bad reputation of the project and negative impact on stakeholders who represent public. Risk 3: Financial Funding Delays Management Action Planned: Ensure funding from all the investors during the exemplar phase Action Owner: A2Dominion and CDC Cause: Unfamiliarity of the project to the investors compared to other developments might fail to attract the investors. Impact: Project Failure, delays and reduction in quality if executed with insufficient funds. Risk 4: Change in Scope of Design Management Action Planned: Establish a clearly defined design brief that comprise of well-defined scope, responsibilities and communication channels of each stakeholder. Action Owner: A2Dominion and ARCH Cause: Disagreements between the design consultants and the client might lead to conflicts within the project. Proposed design might result in increased costs due to failure in meeting the design brief. Impact: Project delays and increased cost. Risk 5: New Technologies Management Action Planned: Liaise with the contractors at the early stage of project in-order to evaluate their competency. Action Owner: P3Eco Cause: Lack of experience and improper knowledge of new sustainable technologies that might affect building performance. Impact: Compromise in quality and project reputation The remaining risks, their causes, impact and management action are covered in the Appendices. 6. Conclusion After a, thorough assessment of risk on NW Bicester Eco-Town project, it is understood that the project is of a very complex nature and requires close monitoring of several areas for the successful completion of the exemplar phase. It is evident from the risk register that most of the responsibility should be taken by the developer (A2Dominion) who can further transfer risk to relevant stakeholders. Eco-Town being UKs first project of its kind, achieving success in this project is of utmost importance in-order to set a benchmark for future developments that will be sustainable and environment friendly thereby benefitting the future generations. References A2Dominion., https://www.a2dominion.co.uk [Accessed on 21/12//2016] Bicester Vision., What is Bicester Vision, http://www.bicestervision.co.uk/ [Accessed on 21/12/2016] Cherwell District Council., Eco Bicester, http://www.cherwell.gov.uk/index.cfm?articleid=4513 [Accessed on 21/12/2016] Design Council., Case Study North West Bicester Eco-Town, http://www.designcouncil.org.uk/resources/case-study/north-west-bicester-eco-town [Accessed on 21/12//2016 Eco Bicester., North West Bicester, http://www.ecobicester.org.uk/cms/node/3#.WFkL0PmLRPZ [Accessed on 21/12/2016] Garvey P (2008) Analytical Methods for Risk Management: A Systems Engineering Perspective (1st Ed.). London, New York: Chapman-Hall/ CRC North West Bicester., Partners, http://nwbicester.co.uk/the-first-phase/introducing-exemplar/partners/ [Accessed on 21/12/2016] North West Bicester., The first Phase Exemplar, http://nwbicester.co.uk/masterplan/ [Accessed on 21/12/2016] P3Eco., Home http://www.p3group.co.uk/ [Accessed on 21/12/2016] RIBA, (2013), RIBA Plan of Work 2013 Overview, https://www.ribaplanofwork.com/PlanOfWork.aspx [Accessed on 21/12/2016] Appendices Table 5: Risk Register Planning Stage Table 6: Risk Register Design Stage Table 7: Risk Register Construction Stage Table 8: Risk Register Construction Stage Table 9: Risk Register Handover and Close Out Stage

Relational Aggression :: essays research papers fc

Relational Aggression   Ã‚  Ã‚  Ã‚  Ã‚  A high school student cried as she recounted being tormented in middle school by her classmates. For some reason she was targeted as a â€Å"dog,† and day after day she had to walk the halls with kids barking at her. How did it stop? The girl said she stopped it. But how? She picked out another girl, someone worse off than herself, and started to call her dog. Then the others forgot about her. Then they barked at the other girl instead. Girls may be made of sugar and spice and everything nice, but on the inside, they are just plain mean. â€Å"Girls tease, insult, threaten, gossip maliciously, and play cruel games with their friends’ feelings and set up exclusive cliques and hierarchies in high schools.† (Omaha World Herald, 10A).   Ã‚  Ã‚  Ã‚  Ã‚  Relational aggression is a fairly new development, which involves adolescent girls and their emotions. To understand this newly found term, one must start from the core word â€Å"aggression.† After understanding the forms of aggression, one can slowly begin to understand relational aggression. Aggression is defined as behavior that is intended to harm others. Aggression can take many forms including physical violence, date violence, and criminal violence. Most have related aggression with the male physical violence or â€Å"beating up.† Most females have low or do not show any form of aggression; therefore, most people believe women to be the lesser aggressive sex. It is true that males are proven to be more aggressive than females, but not by far. This is depending on which form of aggression is being studied.   Ã‚  Ã‚  Ã‚  Ã‚  So why are girls so â€Å"aggressive?† Nicki Crick, PhD, a researcher at the University of Minnesota says: â€Å"Physical aggression isn’t very accepted for girls, so they turn to manipulation and emotional threats as weapons† (Murray, par 3). â€Å"In recent research, it indicates that gender differences in aggression disappears when the definition of aggression is broadened to include aggressive acts in whish the victim’s personal relationships are manipulated of damaged-- that is, relational aggression† (Miller, 145).   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"Relational aggression is defined as behaviors that harm others by damaging (or threatening to damage) or manipulating one’s relationship with his/her peers, or by injuring one’s feelings of social acceptance.† (Ophelia Project, â€Å"Issues† par 3). This type of aggression is mainly directed toward the emotions rather than physical behavior. Some examples of relational aggression include: Purposefully ignoring someone when one is angry with the other (i.

My Life Essay -- essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Every person in life must go through changes in their lifetime. Some are drastic changes and some are minor changes, but either way, a person must learn to cope with all of sorts of them. Change can take the best out of someone or it can bring the worst out in someone, for example, going to a new school, getting a new haircut, anything can make a difference in a persons life. In my situation, the most enormous change must have been coming to the United States with my family and trying to adjust to a new lifestyle.   Ã‚  Ã‚  Ã‚  Ã‚  While growing up in a family of five people including myself, coming to a new country was a horrid experience. Being ten years old myself, things became harder while living with 4 other people, especially when they are all counting on you. Similar to Edite’s life, my first few years in the U.S. became difficult to deal with, considering how I was only a ten year old girl doing things for my family that a normal ten year old child would not do, for example, translating television to important phone calls, it became overwhelming.   Ã‚  Ã‚  Ã‚  Ã‚  Many of the problems, which I dealt with for the first few years, were very consistent. Everyday things such as, watching a movie or watching a sitcom became more of a headache than a relaxing moment. I would spent the program translating what people are saying rather than watching it for myself and being able to enjoy it. Since I was the only one in t...

No-calorie Powder May Substitute For Foods Fat :: essays research papers

No-Calorie Powder May Substitute for Food's Fat George E. Inglett of the U.S. Department of Agriculture's Biopolymer Research Unit in Peoria III invented a no-calorie fat substitute called Z-Trim. It is a mix of crushed fibers made from the hulls of grains. It can replace the fat and some of the carbohydrates in foods such as chocolates, brownies, cheese, and ground beef. He spent three years trying to perfect Z-Trim to be smooth because he made it out of tough hulls of corn, oats, and rice. He first crushed the hulls with a solution of hydrogen peroxide. He washed the peroxide off in centrifuge. After this step it was still too large, so he put the pieces back through the first step of the hydrogen peroxide and the centrifuge. That made it smooth. Now, it is a fine, white cellulose powder that can be made into a gel by adding water. Inglett also developed Oatrim. This is made up of a digestible fiber from oat flour that provides four calories per gram. Z-Trim compared to another fat substitute, olestra, is different. Olestra can cause gastrointestinal distress and take vitamins and carotenoids out of the body. The new substitute does not have those affects. Inglett says that you should eat more of the kind of fibers that make up Z-Trim to reduce the chances of getting intestinal disorders. But there are some people who argue with Inglett's theory on his new substitute. "I wouldn't expect Z-Trim to have the same kinds of problems as olestra," says Margo Wootan, a senior scientist at the Center for Science in the Public Interest in Washington, D.C. "Fiber is already found in our diet, while olestra is a synthetic chemical. There is also concern for the "microbial stability" of foods containing Z-Trim. "Whenever you remove the lipid material and replace it with water," says Thomas H.

Individual Assurance of Learning Excercise 1

Individual Assignment – D02-IALE1-Johnson 1. Assurance of Learning Exercise  1A, Step 4, page 37 Strengths: 1: Highly successful and recognized worldwide (Ronald McDonald and the Golden Arch) 2: Strongest Brand Image as the number-1 fast-food company by sales, with more than 32,478 restaurants in 117 countries. 3: Consistently solid financial performance. * Sales revenue up 3. 8% in 2009, global comparable sales up 6. 9%. * Net income up 9% from 2008. Weakness: 1: 80% of restaurants are franchise owned, placing image and reputation in other’s hands. 2: Not in sync with health and lifestyle : Struggles with fluctuations in operating and net profits:    * Operating profits $4,433M (2006), $3,879M (2007), $6443M (2008). * Net profits $3,544M (2006), $2,395M (2007), $4,313M (2008). Opportunities: 1: Healthier food, such as low fat, low cal. 2: Increased beverage options with McCafe have been shown to increase customer visits in Europe (+7. 2%). 3: Joint ventures with re tailers (Wal-Mart, etc. ) can place new locations in high traffic areas at lower capital cost. (Such as the Wal-Mart located in Roanoke, VA) Threats: 1: More health conscious customers. : Intense price pressure from competitors like Burger King, Taco Bell, Wendy’s, KFC and any mid-range sit-down restaurants. 3: As a multinational food operation, variations in the currency of other countries becomes a problem. 2. Assurance of Learning Exercise 1B, p. 326 1. Buying competitors’ garbage: U & L 2. Dissecting competitors’ products: U & L 3. Taking competitors’ plant tours anonymously: E & L 4. Counting tractor-trailer trucks leaving competitors’ loading bays: E & L 5. Studying aerial photographs of competitors’ facilities: E & L 6. Analyzing competitors’ labor contracts: U & I . Analyzing competitors’ help-wanted ads: E & L 8. Quizzing customers and buyers about the sales of competitors’ products: E & L 9. Infiltrating custom ers’ and competitors’ business operations: U & I 10. Quizzing suppliers about competitors’ level of manufacturing: U & L 11. Using customers to buy out phony bids: U & I 12. Encouraging key customers to reveal competitive information: U & I 13. Quizzing competitors’ former employees: E & I 14. Interviewing consultants who may have worked with competitors: E & L 15. Hiring key managers away from competitors: E & L 16.Conducting phony job interviews to get competitors’ employees to reveal information: E, U, L, and I. (depends on what information) 17. Sending engineers to trade meetings to quiz competitors’ technical employees: E & L 18. Quizzing potential employees who worked for or with competitors: E & L 3. Assurance of Learning Exercise  1B, Steps 1-2, page 37 Strengths: 1: Students can either earn their degrees at the campus or online. 2: Is the largest private, non-profit school in the country and the largest four-year school in Virgini a. * Between 1992 and 2009, fall enrollment increased from 8,500 to 46,949. With more than 80,000 taking classes online. 3: The fiscal contributions alone are making an impact on local business, Liberty staff, employees and staff was responsible for $268 million in direct spending to Lynchburg area in 2009. * A net $180 million remained in the state * Creating close to $283 million in activity * Every Liberty dollar spent in Virginia in 2009 ultimately generated $1. 57 in overall economic activity. 4: Diverse student body and faculty. 5: Liberty University’s ranking in the 2013 edition of Best Colleges is Regional Universities (South), 65. Weakness: : Employers are threatened by Liberty and think less of their degrees. 2: With the high growth of the student body, they will have to supply and improve technology 3: High student to faculty ratio * 25:1 Resident Undergraduate * 17:1 Online * 19:1 Combined 4: 70% Full-time faculty hold terminal degrees 5: The graduation rate at Li berty University is low, 44%. Opportunities: 1: The University offers 148 undergraduate, 53 graduate and one post masters program as its Lynchburg campus, and 43 undergraduate, 66 graduate, 3 post masters, and 6 doctoral programs through Liberty University Online. : Liberty has an opportunity to expand its use of classroom instruction to incorporate the Christian worldview into all courses. 3: Participation in learning activities increased from 38% of those in the population age 18 or older in 1991 to 50% in 1999. 4: The University can expand its market by offering more traditional and distance courses for all ages of students, particularly those beyond the traditional college age of 18-21 years. 5: Technology in the Distance Learning Program (DLP) could be particularly effective in Liberty’s University’s mission of reaching the world for Christ. Threats: : Funding sources are needed to maintain success and growth. 2: Dramatic business growth creates data upsurge 3: Ne ed for better security and transportation 4: Terrorism 5: Becoming more worldly as the University grows 4. Assurance of Learning Exercise  1D, Steps 1-2, page 38 (Note: Please replace the use of † SMCO†, in the assignment instructions, with the use of www. ceoexpress. com or Standard and Poor's. Standard and Poor's can be accessed via LU's Online Library. ) Standard and Poor’s has been up and running since 1916. It has been helping investors and creditors analyze the credit risk that one is taking. Standard 2011) The changes in credit ratings can be determined by many different obstacles in life such as the changes in economy, the changes in the lifestyle of a business, or more specifically focused on profit, entity and individual debt issues. These obstacles can determine whether to purchase bonds and other investment opportunities. Being able to use the information that Standard and Poor has available, gives the investors the opportunity to figure out why rati ngs have fallen and when creditors should be looking to improve.The creditability of this company allows many investors to use these analyses to grow and evaluate the upcoming obstacles for their company and/or person investments. References American School Search (2009-2013). Liberty University – Review ; Ranking. Retrieved March 21, 2013 from Web site: http://www. american-school-search. com/review/liberty-university Liberty University (2013). Liberty University. Retrieved March 21, 2013 from Web site: http://www. liberty. edu/index. cfm? PID=21240 Liberty University. (2013). Retrieved March 21, 2013 from Web site: http://colleges. usnews. rankingsandreviews. om/best-colleges/liberty-university-10392 Skinner, J. (2010). Annual Report 2009. Retrieved March 21, 2013 from, Web site: http://www. aboutmcdonalds. com/content/dam/AboutMcDonalds/Investors/C-%5Cfakepath%5Cinvestors-2009-annual-report. pdf Standard ; Poor's (2011). Understanding Ratings. Retrieved March 21, 2013 from , Web site: http://img. en25. com/Web/StandardandPoors/SP_CreditRatingsGuide. pdf Q1 Labs (2010). Dramatic growth creates need for advanced detection of threats and minimizing risks. Retrieved March 21, 2013 from, Web site: http://www. liberty. edu/media/1155/Liberty-University-Case-Study. pdf