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UWOFA urges Western to place climate action at the core of the next Strategic Plan
UWOFA sent the following recommendation to the university's Strategic Planning Steering Committee. The Board of Directors would like to thank Dr. Katrina Moser (Geography) for consultation.
Introduction
The consequences of human-induced warming, including disappearing arctic sea ice, more frequent and intense wildfire seasons, loss of glacier ice and worsening droughts in the semi-arid tropics, are now occurring. It is imperative that individuals, institutions, cities, and countries take major actions to significantly reduce their greenhouse gas (GHG) emissions. Universities have a responsibility to be leaders in times of crisis. As we face the climate crisis, universities can play a unique part in role-modelling innovative and multidimensional solutions to reduce GHG emissions, as well as providing transformative education to train, inform, engage and inspire our future leaders and others to make effective and equitable change. Western has identified seven themes to its developing Strategic Plan and taking significant and concrete actions to mitigate climate change will add focus and drive to each one.
What is climate change and why should we be concerned?
The Intergovernmental Panel on Climate Change (IPCC) published a special report in 2018 declaring that global warming of more than 1.5°C above pre-industrial levels will cause an increase in hot extremes in many places and a change in the distribution of water resources with heavy precipitation increases in some regions and droughts in others. Sea level rise will put low-lying coastal areas at risk, including some of the most populous regions of the planet. Accelerated biodiversity loss and extinction is expected. Rising ocean temperatures and acidification will jeopardize marine ecosystems and fisheries that are already at a tipping point. Risks to livelihoods, food security, water supply, human security, and economic growth will increase. Keeping global warming to 1.5°C or less is necessary to limit these and other adverse consequences, promote sustainable development, and reduce global inequalities. Temperatures have already risen 1°C above pre- industrial levels and the increase is predicted to reach 1.5°C between 2030 and 2050 if emissions continue to increase at the current rate. To limit global warming to 1.5 °C or less, global GHG emissions must be 45% less than 2010 levels by 2030 and net 0 by 2050. This must be Western's minimum target.
Recommendation from UWOFA to the Western Strategic Planning Steering Committee (SPSC)
UWOFA is recommending that climate change action be at the core of Western’s new strategic plan. This will require a strengthened, data-driven strategy for reducing Western’s GHG emissions, one that is critical to preserving a healthy Earth for the entire Western community and future generations.
Western's GHG emissions goals and climate change action
Reaching Western’s minimum goal of reducing GHG’s by 45% within this decade requires refinement of our emissions targets, immediate action and accurate and consistent accounting and reporting, along with accountability. Between 2009 and 2018 Western reported a reduction of 2.1% and from 2011 to 2018 a 1.4% reduction of its GHG emissions (Western’s annual energy consumption and greenhouse gas emissions to the Ministry of Energy, Northern Development, and Mines, here). It is reported in some Western documents, however, that GHGs have been reduced by 12% (see for example, here) but this number likely takes into account growth at Western and is reported in GHG/m2. It is, however, total emissions that matter, not emissions per unit area. To meet its sustainability commitments, Western needs to reduce its annual GHG emissions by 45% of 2010 levels of ~50,000 tCO2e (approximate value of average of 2009 and 2012 values; 2010 values were not available) to 27,500 tCO2e by 2030, and 0 tCO2e by 2050. This change will take a sustained and long-term commitment and effort by the entire Western community - students, staff, faculty and upper administration; a goal best sustained in a Strategic Plan.
These are ambitious emission reduction targets, and one important solution to reducing our carbon footprint is comprehensive retrofitting of the built environment. This provides opportunities for the development of innovative technologies and climate change education. Such plans, however, also need to be coupled with emissions accounting to provide evidence that planned changes will allow us to achieve our commitments. Transforming Western into a national leader for climate change action should be an overarching goal of the new Strategic Plan. Committed action includes being transparent about what has been done and what needs to be done, setting realistic and meaningful targets with specific short-term goals, reporting and accountability.
Concluding Remarks
If Western is to meet the challenge of being a community leader in climate change and sustainability, committed action on GHG emissions must commence immediately and be communicated transparently in a data-driven series of objectives with built-in costs for failure to meet milestones. The city of London has declared a climate emergency and Western must commit to not only do our part but take on a leadership role in our community and beyond. Western students are already dedicated to making change and have prepared first-rate reports and statements asking the university for climate change action. These documents include many excellent ideas for reducing GHGs. For example, protecting and restoring biodiversity helps to reduce carbon emissions by increasing the uptake of carbon by healthy ecosystems; supporting public transportation and active transportation reduces scope 3 emissions. But more is needed within a university-wide embrace of these goals and a uniform measurement standard for monitoring progress. As a leading research and education institution in Canada, Western needs to show its community and the world that it will get to net 0 emissions. The next generation is demanding immediate change. We have the privilege, resources, and intelligence to make it happen. | https://www.uwofa.ca/article/uwofa-urges-western-place-climate-action-core-next-strategic-plan |
Sam Blackwood and Kyle Kilkenny are two of Fordham Lincoln Center’s most socially conscious and environmentally active students of the 2019 class. Their #PutAPriceOnIt campaign gained instant recognition within the LC student body on February 1, when they held the very first kickoff #PutAPriceOnIt panel discussion in the Pope Auditorium, featuring important figures in the environmental community. The event, moderated by Kyle Kilkenny, saw sitting on its panel Sam Blackwood, who has been involved with the movement for over a year.
The movement behind #PutAPriceOnIt strives to pass legislation that will put a negative externality tax on the excessive carbon footprint of most American industrial firms. The movement itself was created by the environmental group Our Climate, in hopes of combating climate change one step at a time. Blackwood and Kilkenny are both passionate fighters against climate change and have recently begun to advocate for climate change on the Lincoln Center campus in hopes of challenging millennials to understand their impact on the climate.
Below, the Fordham Undergraduate Research Journal interviewed one half of the team, Kyle Kilkenny, in order to better understand the growing momentum of climate conscientiousness among millennials.
FURJ: How did the campaign originate and what does it strive to accomplish?
KILKENNY: The #PutAPriceOnIt campaign was launched in 2016 in a partnership between the Emmy award-winning documentary series Years of Living Dangerously and Our Climate (formerly Oregon Climate), the nation’s first millennial-led carbon pricing advocacy organization. The goals of the campaign are to inform citizens about the importance of a carbon price in regards to combating climate change, while also facilitating millennial mobilization and activism.
FURJ: As Fordham students, what message do you want to pass on to the student community?
KILKENNY: A large part of our education here at Fordham is learning how we can go out into the world and be men, women, and persons for others. Our goal through establishing this campaign as a force on our campus is to encourage students to explore ways they can “go forth and set the world on fire,” all the while advocating for a clear solution to climate change and protecting communities most affected by this epidemic, such as poor people, people of color and other historically disadvantaged communities. The message Sam and I wish to impart is this is not a Black issue, a white issue, a Latino issue, an Asian issue, a gay issue, a straight issue, a rich issue or a poor issue–climate change is an issue which does not discriminate and will endanger all of humankind.
FURJ: What are your goals for 2017, both on campus and in the broader environmentally conscious community?
KILKENNY: Our main goal for 2017 is to convince Fr. McShane to endorse Put A Price on It and ask legislators to establish a carbon tax. We also hope to take the lead on making carbon pricing an issue in New York Mayoral Race, through meeting with the candidates and engaging in a wide-scale media campaign. Lastly, we hope to combat the rising tide of climate deniers, both in Washington and across the country, through education and outreach.
FURJ: What research is Put a Price on It based on? What would you say to those who oppose your vision for a tax on carbon?
KILKENNY: The Put a Price on It campaign is based on the market principle that if polluters have to pay, they will produce fewer carbon emissions. Our plan is based off of that of Citizens Climate Lobby.
As far as those who oppose a carbon tax, I hope to educate climate deniers on the imperative nature of this issue. Our plan is revenue-neutral, meaning we will give back money in the form of dividends to every American taxpayer.
FURJ: As leaders in the student community and environmentally conscious young adults, do you feel the responsibility to spread a message? How do you plan to do so?
KILKENNY: As a global citizen, of course I feel the responsibility to my fellow human beings to combat the immediate and long-term effects of climate change. Through our campaign, it is my hope and my expectation that fellow Fordham students will be bothered enough by these injustices to take action towards a more sustainable future.
Kyle Kilkenny is a Political Science and Italian double major FCLC class of 2019 and Sam Blackwood is an International Studies major FCLC class of 2019. Kilkenny was interviewed for the Fordham Undergraduate Research Journal electronically on February 2nd. | https://tfurj.com/2017/02/07/two-of-our-very-own-the-climate-change-activists-at-lincoln-center/ |
Figures needed to determine total waste generated (and diverted):
|Performance Year||Baseline Year|
|Materials recycled||3,108.26 Tons||4,306.57 Tons|
|Materials composted||8,367.68 Tons||2,542.58 Tons|
|Materials donated or re-sold||80.76 Tons||7.10 Tons|
|Materials disposed through post-recycling residual conversion||0 Tons||0 Tons|
|Materials disposed in a solid waste landfill or incinerator||8,377.51 Tons||13,982.65 Tons|
|Total waste generated||19,934.21 Tons||20,838.90 Tons|
A brief description of the residual conversion facility, including affirmation that materials are sorted prior to conversion to recover recyclables and compostable materials:
Start and end dates of the performance year and baseline year (or three-year periods):
|Start Date||End Date|
|Performance Year||Jan. 1, 2016||Dec. 31, 2016|
|Baseline Year||Jan. 1, 1998||Dec. 31, 1998|
A brief description of when and why the waste generation baseline was adopted (e.g. in sustainability plans and policies or in the context of other reporting obligations):
Stanford's waste diversion programs started in the 1970s, with peak landfill waste recorded in 1998. Thus, 1998 is now being used as the base year for all waste reduction calculations at Stanford.
This represents a change from Stanford's previous STARS reports, where year 2000 was used as the baseline year. This change was primarily adopted due to 1998 being used as the baseline year in Stanford's central waste management plan. For consistency, 1998 is now being used as the baseline year in this report as well.
Figures needed to determine "Weighted Campus Users”:
|Performance Year||Baseline Year|
|Number of students resident on-site||11,251||9,363|
|Number of employees resident on-site||2,250||2,108|
|Number of other individuals resident on-site and/or staffed hospital beds||0||0|
|Total full-time equivalent student enrollment||16,359||12,151|
|Full-time equivalent of employees (staff + faculty)||14,432||8,012|
|Full-time equivalent of students enrolled exclusively in distance education||0||0|
|Weighted campus users||26,468.50||17,990|
Total waste generated per weighted campus user:
|Performance Year||Baseline Year|
|Total waste generated per weighted campus user||0.75 Tons||1.16 Tons|
Percentage reduction in total waste generated per weighted campus user from baseline:
Percentage of materials diverted from the landfill or incinerator by recycling, composting, donating or re-selling, performance year:
Percentage of materials diverted from the landfill or incinerator (including up to 10 percent attributable to post-recycling residual conversion):
In the waste figures reported above, has the institution recycled, composted, donated and/or re-sold the following materials?:
|Yes or No|
|Paper, plastics, glass, metals, and other recyclable containers||Yes|
|Food||Yes|
|Cooking oil||No|
|Plant materials||Yes|
|Animal bedding||Yes|
|White goods (i.e. appliances)||Yes|
|Laboratory equipment||Yes|
|Furniture||Yes|
|Residence hall move-in/move-out waste||Yes|
|Scrap metal||Yes|
|Pallets||Yes|
|Tires||Yes|
|Other (please specify below)||Yes|
A brief description of other materials the institution has recycled, composted, donated and/or re-sold:
Plastic film, grasscycling material, brush-to-mulch program material, logs-to-chips program material, wood waste (in addition to pallets), stable waste
Materials intended for disposal but subsequently recovered and reused on campus, performance year (e.g. materials that are actively diverted from the landfill or incinerator and refurbished/repurposed) :
Does the institution use single stream recycling (a single container for commingled recyclables) to collect standard recyclables (i.e. paper, plastic, glass, metals) in common areas?:
Does the institution use dual stream (two separate containers for recyclables, e.g. one for paper and another for plastic, glass, and metals) to collect standard recyclables (i.e. paper, plastic, glass, metals) in common areas?:
Does the institution use multi-stream recycling (multiple containers that further separate different types of materials) to collect standard recyclables (i.e. paper, plastic, glass, metals) in common areas?:
Average contamination rate for the institution’s recycling program (percentage, 0-100):
A brief description of any recycling quality control mechanisms employed, e.g. efforts to minimize contamination and/or monitor the discard rates of the materials recovery facilities and mills to which materials are diverted:
Stanford's average contamination rate for recycling in 2016 was 3.72% by weight, which is higher than usual because of the lack of markets for plastics 3-7.
Constant education and color-coded signage is Stanford's first step to minimize contamination followed by various training opportunities to educate on proper sorting. PSSI, Stanford's recycling contractor, sorts plastics, metal and glass on a sortline on campus and measures the residue off the line. No recycling loads have been rejected by vendors because of contamination.
A brief description of the institution's waste-related behavior change initiatives, e.g. initiatives to shift individual attitudes and practices such as signage and competitions:
MY CARDINAL GREEN
Offered by the Office of Sustainability, My Cardinal Green provides personalized recommendations of actions that individuals can perform to help them act more environmentally sustainable. Because each person has a unique lifestyle and role on campus, the program begins with an initial survey to generate suggested actions that are most relevant for them. Each suggested action includes details to help users complete the action and connect them to the plethora of programs and resources available to the Stanford community. Users receive points for each action that they successfully complete and, after earning a certain amount of points, can receive a reward for their efforts. Real-time metrics showcase the impact their involvement has, both at the individual and collective level. Users can view the calculated resource and subsequent cost savings of each suggested action in their list, and track the cumulative impact of My Cardinal Green participants on a personal dashboard where participants record their progress. The platform features flexible content and messaging, as well as actions and results metrics, that can be promoted to specific groups on campus. A Stanford Report article describing the My Cardinal Green program is available here: http://news.stanford.edu/2017/05/05/stanford-launches-cardinal-green-rewards-program-students-faculty-staff/
Waste-related actions have been particularly popular to date. “Take a First Step” actions encourage those who are just embarking on their sustainability journey to get involved in small ways, like “learn how to recycle or compost five new things you were previously throwing away," with the idea that small steps to get started might lead to greater results in the long run. From there, users are prompted to take a next step with actions such as "compost all your food waste next month," or "do not purchase food in disposable/to-go containers this month." In creating a personal experience that connects users to the broader community, we help to establish social norms that drive a shift in not only attitudes, but behaviors as well.
WASTE TRAININGS
Stanford provides significant programming to directly educate the Stanford community on proper waste management practices. First, Stanford offers several waste trainings to faculty and staff, through both HR and wellness training programs. For instance, each winter, Stanford offers a training entitled "Best Practices in Waste Reduction." In this training, employees learn about reducing their waste impact and becoming leaders in their workplaces. This course demonstrates best practices in waste reduction through the 5R's (reduce, reuse, recycle, rot, rebuy) in order to help jumpstart improvements in employee workplaces. The training is eligible for incentives through Stanford's BeWell wellness program. The regularly scheduled sessions of the Recyclemania waste training consistently reach maximum capacity, and OOS and PSSI now offer customized sessions to individual departments upon request, with attendance ranging from 20-50 people per session.
RECYCLEMANIA CAMPAIGN
For the last ten years during Recyclemania at Stanford, all members of the campus community are encouraged to evaluate their own waste and recycling habits. Community members can pledge to reduce their waste via the Sustainable Stanford web portal, and the Office of Sustainability and PSSI offer activities and to help the community learn proper sorting techniques, such as free tours of its on-site recycling center and off-site composting facility. In 2017, Stanford focused its campaign on composting as the largest opportunity to increase the diversion rate, and created a “recipe for diversion” video to highlight the appropriate bins for various waste items in the kitchen. The video was produced by Stanford's Office of Sustainability interns and mimics the popular recipe stop motion films produced by Tasty and others. Stanford also produced a parody video of the popular Meghan Trainor song “All About that Bass” titled “All About No Waste” for the RecycleMania campaign in 2015 (https://www.youtube.com/watch?v=vKo0XXiWGVM). Throughout the campaign, Stanford also measures its impact on the campus community by asking people to pledge to reduce waste via the Sustainable Stanford website, with close to 1,300 pledges received during the 2017 campaign, and the visibility of the campaign continues to increase. Below are Stanford’s overall results during the 2017 Recyclemania campaign:
Gorilla: 2 out of 214
Corrugated Cardboard: 5 out of 73
Food Service Organics: 6 out of 142
Bottles and Cans: 6 out of 80
Paper: 6 out of 89
Per Capita Recycling: 18 out of 246
Grand Champion: 73 out of 190
Waste Minimization: 133 out of 135
CARDINAL GREEN ATHLETICS
The Office of Sustainability partners with the Department of Athletics, Physical Education and Recreation (DAPER) to host two RecycleMania game day challenges during the RecycleMania, where it engages students, staff and fans to recycle and compost. The diversion rate at these games increased to 36% in 2017 from 5% in 2015 due to increased recycling and composting availability and in-game messaging. A sustainability-themed game is also hosted each football season as part of the national Game Day Challenge campaign. Through additional signage, on-screen messaging, distribution of compostable bags to tailgaters, and expansion of compost infrastructure inside the stadium, Stanford achieved a 31% diversion rate for the Game Day Challenge in 2016 up from 6% in 2015 and also doubled its season-wide diversion rate to 24%. These initiatives are part of the larger Cardinal Green Athletics program. More detail on the waste-related initiatives available through that program is provided in the Exemplary Practice section.
ELEMENTARY SCHOOLS
Stanford also houses two elementary schools that are served by PSSI. PSSI organizes initiatives at both schools to train students on proper sorting techniques. Two PSSI student interns coordinate these projects. Additionally, over 90 children, parents and teachers from Escondido Elementary toured the Stanford Recycling Center in October 2015 to learn about best practices in waste reduction. The kids rotated through four active and engaging stations: a tour of the recycling center, a waste reduction relay, a sorting game, and a story about a kid who helps his community recycle. Kids (and parents and teachers) learned why we recycle, how we sort the materials at the recycling center, and where the materials go. They also learned the priority of waste reduction and reuse over recycling, composting, and landfilling by running a relay race with items that could be reused. Lastly, playing a very fast game, they learned how to sort their waste properly.
VOLUNTARY LAB RECYCLING
Many items used in laboratories can be recycled, including cardboard, paper, metal, and certain uncontaminated glass and plastics. However, most labs don’t have easy access to recycling bins. In response, Cardinal Green Labs partnered with E&K Scientific, a local vendor of research supplies, to launch a voluntary lab recycling program in August 2016. The program provides free recycling bins so that labs can sort their waste right at the source. Lab members empty the bins into the closest building recycling receptacle when full. The program is estimated to keep 600 pounds of waste per year out of the landfill per bin provided.
Disposable gloves are ubiquitous in labs but cannot be recycled in the regular recycling stream. In response, Cardinal Green Labs also piloted a separate program for lab gloves in two School of Medicine buildings: Lokey Stem Cell and Medical School Lab Surge. The program provides a bucket for used glove collection in the lab; buckets are emptied into a central building bin when full. The building bin is serviced by the Environmental Health & Safety Department, which ships crates of gloves to TerraCycle, a company that recycles them into plastic patio furniture.
GREEN GSE: GRADUATE SCHOOL OF EDUCATION INITIATIVES
The Green GSE Initiative (http://news.stanford.edu/2017/04/18/experiment-sustainability-change-habits-not-infrastructure/) is the first large-scale partnership at Stanford between one of its seven schools and the Office of Sustainability to foster a schoolwide culture of conservation. Instead of focusing on infrastructure, this collaboration was aimed at getting GSE staff and faculty more routinely involved in everyday activities like recycling and composting. Through this effort, the GSE adopted the desk-side and mini trash bin paper recycling program at every desk and composting in every break room and implemented a policy against purchasing bottled water for events. Employees who organize events are now guided towards more sustainable options, like large beverage dispensers and compostable service ware. All staff were also issued large GSE-branded ceramic mugs and sturdy water bottles, which have the added benefit of showcasing the school’s commitment to sustainability to the rest of campus.
A brief description of the institution's waste audits and other initiatives to assess its materials management efforts and identify areas for improvement:
Stanford has completed 28 waste audits over the last 7 years. Each year, landfill dumpsters from an assortment of buildings are selected and a team of volunteers sorts the material into 12 categories. Key findings include that over 25% of the waste sent to landfill is recyclable and 39% of the waste sent to landfill is compostable. The waste audits help the university determine next steps in its Zero Waste Program.
A brief description of the institution's procurement policies designed to prevent waste (e.g. by minimizing packaging and purchasing in bulk):
Wherever possible, Stanford strives to minimize waste through its purchases. Minimization of packaging is a central aspect of the sustainable purchasing guidelines used on campus. For more details, please visit:
http://www.stanford.edu/group/fms/fingate/staff/buypaying/policy_notes/sustainable_purchase.html
Stanford’s School of Medicine has also partnered with supply chain logistics coordinator Owens & Minor to provide just-in-time daily delivery of medical supplies to Stanford Medicine’s over 300 restocking stations (including at Stanford Hospital) in reusable totes instead of less frequent bulk deliveries in cardboard boxes. The model not only solves Stanford Medicine’s storage space constraints, but also reduces labor spent on receiving, sorting and distributing supplies and reduces the amount of cardboard waste. More information is available here: http://usereusables.org/sites/default/files/sumc_success_story_final_new_letterhead.pdf.
A brief description of the institution's surplus department or formal office supplies exchange program that facilitates reuse of materials:
Stanford has a Surplus Property Sales department which reallocates surplus university assets to sell to community and local partners via a Surplus Sales website. Items sold through surplus property include machinery, electronics, furniture, and office supplies. Stanford also has a furniture reutilization program that ensures excess furniture does not end up in the landfill. A REUSE website (http://reuse.stanford.edu) maintained by Surplus Property Sales enables Stanford departments to transfer materials between one other. An article from the Stanford Report with more information about Stanford’s Surplus Property Sales department can be found at the following link: http://news.stanford.edu/2016/08/10/one-stanford-persons-trash-anothers-treasure/
A brief description of the institution's platforms to encourage peer-to-peer exchange and reuse (e.g. of electronics, furnishings, books and other goods):
The Cardinal Green Lab Program, in partnership with Property Management, EH&S, and PSSI, hosts a laboratory sharing event twice per year to help labs donate high-quality, usable items to other labs in need. Approximately 100 labs participate at each event, resulting in an estimated $260,000 in research funding saved since the first event in 2016. Additionally, multiple tons of waste are diverted from the landfill as a result of these events.
Stanford has also hosted two Repair Cafes (https://repaircafe.org/en/) in which volunteers assess and fix broken items, such as bikes, lamps, small appliances, clothing, computers, etc. for others in the community. Fixers at the Stanford Repair Café have established an apprentice program where about a dozen Stanford students volunteer at each event to shadow and learn how to fix items that might otherwise end up in the landfill.
Also, SU Post is an online marketplace for students on campus to post and exchange goods. Students for a Sustainable Stanford is also developing an initiative to collect goods during student move out and give them to low-income students the following year through the First Generation Low-Income Partnership (FLIP) program.
On the employee side, the Stanford Staffers group, of which all Stanford staff members are eligible to be a part, often has postings of unneeded goods on its listserv, which allows the group to act as a staff exchange program.
A brief description of the institution's limits on paper and ink consumption (e.g. restricting free printing and/or mandating doubled-sided printing in libraries and computer labs):
All students must pay a printing fee of $0.10 per page to release a job on any Stanford-owned printer.
A brief description of the institution's initiatives to make materials (e.g. course catalogs, course schedules, and directories) available online by default rather than printing them:
Stanford switched its course bulletin to an online-only format in order to save paper and other resources. Students can view transcripts, course schedules, course directories, grades, and many other academic resources online through Axess, Stanford’s web-based record management system. None of these materials are printed except by individual request.
A brief description of the institution's program to reduce residence hall move-in/move-out waste:
Stanford established and launched a formal “Give & Go” campaign (https://rde.stanford.edu/studenthousing/give-go-donation-program) to reduce waste in residence halls during the annual move-out period by encouraging the donation and reuse of student items that might otherwise be put in the landfill. The campaign has been running for several years and continues to improve each year. In 2016, a new video was created to promote the campaign: https://www.youtube.com/watch?v=L71wFuaI3Hs
Additionally, in 2016 student interns led an initiative for students in one particular area to bring their items to a central location staffed by a Goodwill representative one week early in order to avoid the chaos of move-out day and encourage increased reuse of goods. The 2016 Give & Go program donated 34 tons of waste to Goodwill that otherwise would have been thrown away.
In addition, Student Housing maintains a comprehensive website resource for move-out, with details about all the materials collected and the corresponding collection points on campus.
A brief description of the institution's programs or initiatives to recover and reuse other materials intended for disposal:
Stanford's Deskside Recycling and Mini Trash Bin Program is the newest paper waste collection system based on the concept of minimizing waste and maximizing recycling. It consists of two bins, one 14-quart blue recycling bin and one 1.15-gallon mini black trash bin that hangs on the side of the recycling bin. In addition to making it easier for building occupants to recycle their paper waste, this program also encourages minimization of landfill materials due to the small size of the deskside mini trash bin. Custodians are responsible for emptying both the recycling and trash bins on a weekly schedule. To date, 8,277 sets of bins have been placed in 94 buildings on campus.
Student residences are also gradually being moved over to a three-bin waste system to make it easier to sort materials inside rooms. To date, 1,194 student rooms have been outfitted with the new bin system, and the remaining undergraduate rooms are scheduled to receive the bins over winter break 2017. Common areas in 27 undergraduate dorms have also received new common area waste bins that facilitate proper sorting for students. Student Housing is also implementing standards for waste corral design to standardize waste corrals across student residences and thus make the sorting process easier for students as they relocate to new campus residences from year to year.
Additionally, Stanford has recently expanded its composting program, since waste audits have shown that organic waste comprises 39% of material sent to the landfill. For instance, Student Housing has expanded its bathroom paper towel composting program to nearly all undergraduate dorms. A study of bathroom paper towel composting was conducted in engineering buildings in 2016, and the program was implemented in the Arrillaga Center for Sports and Recreation as well. Also in 2015, Stanford launched an interior composting program for the first time, where Stanford's waste management contractor will set up and service compost bins inside academic buildings at a minor cost to each department. As of June 2017, 77 buildings are participating in this program, and the waste composted through this program increased from 1,140 pounds in July 2015 (before the program launched) to an average of 4,501 pounds per month. In 2016, 54,020 lbs of compost were collected through this program alone.
The university also operates a voluntary composting program and continues to strategically add shared compost dumpsters across campus to make it easier for building occupants to discard organic waste from the small compost bins that they individually maintain.
PSSI also offers a robust recycling and composting service for events on campus. "Trios" of waste bins (one recycling, one compost, and one landfill) are available for departments to rent for events, along with signage. The Cardinal Green Events program is also available to help event planners navigate their options for hosting a sustainable, zero-waste event. See
https://sustainable.stanford.edu/cardinal-green/cardinal-green-events/cardinal-green-events
https://lbre.stanford.edu/pssistanford-recycling/containers/event-recycling-composting-and-trash-bins
Stanford also continues its endeavors to make sure all recycling and composting bins in academic buildings are labeled uniformly. Stanford has re-labeled over 5,000 recycling bins on campus! The new labels clearly show what types of products should be put in which bins, and their consistency across campus has translated to higher levels of recognition among individuals and, in turn, improved individual recycling habits.
For more information, please visit the following websites:
https://lbre.stanford.edu/pssistanford-recycling
http://sustainable.stanford.edu/waste
http://sustainable.stanford.edu/be_cardinal_green_recyclemania
The website URL where information about the programs or initiatives is available:
Additional documentation to support the submission:
The Faculty/Staff Housing area on Stanford's Campus is excluded from the overarching STARS boundary since Stanford does not have operational control over these residences, and they receive electric and gas utilities separate from Stanford's utility systems. Thus, Stanford does not closely track the number of residents in this area. However, this area of the campus, including both single-family and multi-family homes, is served by PSSI, Stanford’s waste hauler, so the number of residents in this area has been estimated for the purposes of this credit using the assumption that an average of 2.5 people live in each of the 900 residences within that area, up from 843 in 1998. These numbers have been included in the "number of employees resident on-site" credit fields for their respective years. This and the Water Use credit are the only two credits in which Stanford includes any employees resident on-site.
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution and complete the Data Inquiry Form.
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution and complete the Data Inquiry Form. | https://reports.aashe.org/institutions/stanford-university-ca/report/2017-06-28/OP/waste/OP-19/ |
The article informs that in a perfect world, the ideal plastic container would be non-petroleum-based, non-leaching, reusable and recyclable or biodegradable. But for the moment, most consumer plastics are made from a variety of petroleum-based resins, which are classified in the seven recycling...
- GREEN, CART PROJECT DIVERTS OVER 320 TONS OF ORGANICS SINCE OCTOBER. // BioCycle;Jul2003, Vol. 44 Issue 7, p20
Reports on the amount of organics diverted to the five study areas included in the Green Cart Project in the city of Hamilton, Ontario. Aim of the program to learn alternative methods for the collection of household organic wastes; Plan to implement the system in 2007 under the city's Solid...
- PROVISION OF FEEDBACK TO PROMOTE HOUSEHOLDERS' USE OF A KERBSIDE RECYCLING SCHEME--A SOCIAL DILEMMA PERSPECTIVE. Lyas, Joanne K.; Shaw, Peter J.; Van-Vugt, Mark // Journal of Solid Waste Technology & Management;Feb2004, Vol. 30 Issue 1, p7
As English local authorities develop strategies to deal with the growing volumes of municipal waste created in their districts, householder participation in recycling initiatives is becoming increasingly important Taking a social dilemma perspective, this paper adopts an individual...
- YARD RICHES. Pleasant, Barbara // Organic Gardening (08973792);Sep/Oct90, Vol. 37 Issue 7, p50
Provides tips and techniques for using yard and kitchen waste to build healthy soil ideal for gardening. Waste-management plan for biodegradables; Promotion of recycling and composting of organic material; Types of yard waste; Techniques for composting; Management of household waste in the...
- In the Dumps. // Pollution: Problems & Solutions;2005, p19
This article presents an activity program to define decomposition, biodegradable, landfill, and compost. By setting up a demonstration and monitoring it for several weeks, the group can make some discoveries about the garbage that ends up in landfills. Start the activity by explaining that...
- TWIN CITIES FARMERS' MARKETS. Q. S. // Minnesota Monthly;Aug2014, Vol. 48 Issue 8, p20
The article informs about several seasonal markets such as Saint Paul Farmer's Market and Mill City Farmers Market located in Minnesota and also mentions that Mill City Farmers Market recycles all waste generated by the market whereas Saint Paul Farmer's Market runs Saturdays and Sundays.
- COUNCIL HALTS COMPOST PLAN. Riley, Jonathan // Farmers Weekly;1/30/2004, Vol. 140 Issue 5, p15
Reports on the rejection of an application by North-West farmers to create a composting site near Guisburn by the Lancashire County Council in England in February 2004.
- How To Turn Waste Into Extra Income. Collings, Andrew // Farmers Weekly;3/28/2003, Vol. 138 Issue 12, p5
Reports on the business opportunity for farmers to recycle waste products rather than dumping them in landfill sites. Factors that should be considered for the business.
- Composting High Moisture Content Bovine Manure Using Passive Aeration. Mason, I.G.; Mollah, M.S.; Ming Fing Zhong; Manderson, G.J. // Compost Science & Utilization;Summer2004, Vol. 12 Issue 3, p249
High moisture content bovine manure from a farm dairy (milking parlor) holding yard was successfully composted in a pilot-scale passively aerated system, without prior dewatering, using sawdust or paper as amendments and woodchips as the bulking agent. The amendments were used to adjust the... | http://connection.ebscohost.com/c/articles/10304309/composting-money-spinner-lancs-farmers |
The article informs that in a perfect world, the ideal plastic container would be non-petroleum-based, non-leaching, reusable and recyclable or biodegradable. But for the moment, most consumer plastics are made from a variety of petroleum-based resins, which are classified in the seven recycling...
- GREEN, CART PROJECT DIVERTS OVER 320 TONS OF ORGANICS SINCE OCTOBER. // BioCycle;Jul2003, Vol. 44 Issue 7, p20
Reports on the amount of organics diverted to the five study areas included in the Green Cart Project in the city of Hamilton, Ontario. Aim of the program to learn alternative methods for the collection of household organic wastes; Plan to implement the system in 2007 under the city's Solid...
- PROVISION OF FEEDBACK TO PROMOTE HOUSEHOLDERS' USE OF A KERBSIDE RECYCLING SCHEME--A SOCIAL DILEMMA PERSPECTIVE. Lyas, Joanne K.; Shaw, Peter J.; Van-Vugt, Mark // Journal of Solid Waste Technology & Management;Feb2004, Vol. 30 Issue 1, p7
As English local authorities develop strategies to deal with the growing volumes of municipal waste created in their districts, householder participation in recycling initiatives is becoming increasingly important Taking a social dilemma perspective, this paper adopts an individual...
- YARD RICHES. Pleasant, Barbara // Organic Gardening (08973792);Sep/Oct90, Vol. 37 Issue 7, p50
Provides tips and techniques for using yard and kitchen waste to build healthy soil ideal for gardening. Waste-management plan for biodegradables; Promotion of recycling and composting of organic material; Types of yard waste; Techniques for composting; Management of household waste in the...
- In the Dumps. // Pollution: Problems & Solutions;2005, p19
This article presents an activity program to define decomposition, biodegradable, landfill, and compost. By setting up a demonstration and monitoring it for several weeks, the group can make some discoveries about the garbage that ends up in landfills. Start the activity by explaining that...
- TWIN CITIES FARMERS' MARKETS. Q. S. // Minnesota Monthly;Aug2014, Vol. 48 Issue 8, p20
The article informs about several seasonal markets such as Saint Paul Farmer's Market and Mill City Farmers Market located in Minnesota and also mentions that Mill City Farmers Market recycles all waste generated by the market whereas Saint Paul Farmer's Market runs Saturdays and Sundays.
- COUNCIL HALTS COMPOST PLAN. Riley, Jonathan // Farmers Weekly;1/30/2004, Vol. 140 Issue 5, p15
Reports on the rejection of an application by North-West farmers to create a composting site near Guisburn by the Lancashire County Council in England in February 2004.
- How To Turn Waste Into Extra Income. Collings, Andrew // Farmers Weekly;3/28/2003, Vol. 138 Issue 12, p5
Reports on the business opportunity for farmers to recycle waste products rather than dumping them in landfill sites. Factors that should be considered for the business.
- Composting High Moisture Content Bovine Manure Using Passive Aeration. Mason, I.G.; Mollah, M.S.; Ming Fing Zhong; Manderson, G.J. // Compost Science & Utilization;Summer2004, Vol. 12 Issue 3, p249
High moisture content bovine manure from a farm dairy (milking parlor) holding yard was successfully composted in a pilot-scale passively aerated system, without prior dewatering, using sawdust or paper as amendments and woodchips as the bulking agent. The amendments were used to adjust the... | http://connection.ebscohost.com/c/articles/10304309/composting-money-spinner-lancs-farmers |
Industrial accidents can cause significant damage to communities and the environment, both locally and across borders. The first line of defence against industrial accidents is to prevent them from occurring at all. The Convention therefore requires Parties to place prevention at the heart of their efforts to minimize the effects of industrial accidents. Article 6 of the Convention obliges Parties to take preventive measures, further specified in Annex IV, including measures to be carried out by Parties, competent authorities, operators, or by joint efforts.
A key step in preventing an industrial accident is to identify all hazardous activities within the jurisdiction of a Party. The Convention’s annex I (amended in 2014) provides criteria for the identification of hazardous activities. Once a hazardous activity has been identified, according to articles 4 and 9 of the Convention, information on hazardous activities should be made available to the public and other countries that could be affected, because their cooperation will be required to reduce the transboundary impact of an industrial accident should one occur.
As part of Parties’ obligations with regard to prevention, article 6 also requires that the operators of any hazardous activity provide an analysis and evaluation of the activity. Matters which should be considered in the analysis and evaluation are detailed in annex V.
The analysis of hazardous activities is especially important when new developments are being planned. Before any new industrial facility is constructed, proper land use planning should be conducted to determine the most suitable site. The choice of location of the new facility should aim to reduce any risks associated with the hazardous activity and should also take into account the Convention on Environmental Impact Assessment in a Transboundary Context (Espoo Convention).
Prior to any industrial facility being built, meaningful and effective public participation should also take place. Annex VI of the Convention states that the results of public consultation and participation processes should be considered pursuant to Article 7, concerning decision-making on the location of hazardous activities. The Convention on Access to Information, Public Participation in Decision-making and Access to Justice (Aarhus Convention) also offers guidance in this regard.
To assist Parties in meeting their obligations with regard to the prevention of industrial accidents, several guidelines have been produced under the auspices of the Convention. These include Guidelines for Location Criteria, Safety Guidelines for Tailing Management Facilities, Safety Guidelines for Pipelines, and a Checklist System for Safety Reports.
In addition, the Convention secretariat organizes regular trainings on the prevention of industrial accidents as part of its Assistance Programme. The Assistance Programme aims to utilize the expertise of other countries to ensure best practice in preventing, preparing for and responding to an industrial accident and to ensure that countries are able to fully implement the Convention. | http://www.unece.org/environmental-policy/conventions/industrial-accidents/areas-of-work/prevention.html |
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Date:
Women in Central Asia call on politicians, leaders and partners to advance the Women, Peace and Security Agenda in Central Asia. In raising their voices, they call for removal of barriers to their meaningful participation in peace processes, building solidarity and support for women across the subregion, and ensuring safety for women human rights defenders and peace activists, amongst others.
Consultation with Women’s Activists and Civil Society Organizations on the Women, Peace and Security Agenda in Central Asia
Date:
In September 2021, UN Women brought together more than 30 women peacebuilders, mediators and civil society organizations from Kazakhstan, Kyrgyzstan, Tajikistan and Uzbekistan to discuss challenges, build solidarity and put forward recommendations to advance the Women, Peace and Security Agenda in the Central Asian subregion.
Date:
UN Women’s Country Gender Equality Brief (CGEB) provides a snapshot of the status of gender equality and women’s empowerment in the Republic of Moldova, particularly as measured against the gender-related indicators of the Sustainable Development Goals (SDGs). Framed under the 2030 Agenda and the SDGs, the CGEB also summarises if and how women from underrepresented groups are affected by a number of different discriminations.
Date:
The brief explains the overall achievements on women, peace and security in Moldova and presents UN Women's work and impact as well as best practices in this area.
Guidelines on localization and costing of local action plans on the implementation of the United Nations Security Council resolution 1325 on women and peace and security in Ukraine
Date:
This guidelines explore the possibilities for the localization process of UNSCR 1325. The localization of UNSCR 1325 and the supporting women, peace and security resolution as well as costing and budgeting local and national action plans could significantly contribute to eliminating gaps in implementation.
Looking beyond 2020: Advancing women, peace and security in Eastern Partnership countries - Consultations with civil society organizations
Date:
The “Looking beyond 2020: Advancing women, peace and security” consultations were organized by the UN Women Regional Office for Europe and Central Asia and the UN Women Georgia Country Office. As a result of the consultations, participants issued concrete and actionable recommendations to remove barriers to women’s meaningful participation in peace processes at the formal and informal levels.
Date:
This publication gives an overview of the online conference marking the 20th anniversary of UN Security Council resolution 1325 on women, peace and security in Bosnia and Herzegovina. It provides an overview of the discussion among the key stakeholders in the country and the region on the achievements and new challenges related to security of women and girls, and of key results of the implementation of resolution 1325 in Bosnia and Herzegovina.
Date:
This publication provides data and analytical conclusions for the implementation of a comprehensive gender equality and human rights-based approach at all stages of the regional policy cycle - from the analysis of basic gender indicators for policy development to its implementation, monitoring and evaluation.
Date:
Since the start of the COVID-19 pandemic, shrinking working hours, increased care burdens, and heightened violence have exacerbated the challenges that women and girls face. Unless action is taken, by 2021 around 435 million women and girls will be living in extreme poverty, including 47 million pushed into poverty as a result of COVID-19. This publication presents the latest evidence on the multiple impacts of the pandemic on women and girls.
Date:
This research on permanent alimony investigates whether there is a need for a new regulation, problems in implementation and the issue of violence against women in cases with alimony claims.
Family-friendly policies and other good workplace practices in the context of COVID-19: Key steps employers can take
Date:
With many businesses struggling to survive as a consequence of the coronavirus disease (COVID-19) outbreak, loss of jobs and income and rising working poverty are a reality for many workers. This document offers (interim) recommendations for employers to mitigate the negative consequences stemming from COVID-19.
Date:
This brochure provides an insight into the everyday lives of rural women, who, despite the difficult circumstances of rural life, work hard to improve their lives as well as of those around them. The brochure draws together stories of strong and inspirational rural women, who, with confidence and determination, changed their lives for the better.
National Research on Low Female Labour Market Participation (Quantitative based evidence from a new survey)
Date:
This is the first study that examines female inactivity in details, based on a large, representative sample of female citizens in the Former Yugoslav Republic of Macedonia. Data enable us to develop a profile of the “typical” inactive woman in the country, which can be then used to design policies to promote female activity, with particular emphasis on women whose inactivity is not their individual choice.
Policy Brief - Investing in social care for gender equality and inclusive growth in Europe and Central Asia
Date:
This policy brief highlights the need for publicly provided social care services for children, the sick, the elderly and persons with disabilities to reduce the burden of unpaid care work on women and advance women’s economic empowerment. It details the substantial advantages and returns countries stand to gain in the short and long run from such investments.
A Policy Option for Sustainable and Equitable Development in Turkey: Public Investment in Social Care Services
Date:
This brief demonstrates that public investment in early childhood education would be key to creation of decent jobs in Turkey, especially for women. According to the brief, public investment in early childhood education is more effective in job creation than public investment in physical infrastructure.
Date:
This Guide provides the Ministry of Internal Affairs and General Staff of Ukraine with the practical tools to include gender perspectives in the security sector reform process, based on international and national commitments on gender equality and women's rights (including but not limited to CEDAW, UN Security Council Resolution 1325 on Women, Peace and Security etc.)
Date:
This brief offers a glimpse at how UN Women makes a difference in Europe and Central Asia to ensure women's participation in peace and security and humanitarian action by cooperating closely with an array of national and international actors.
Date:
This is an assessment of the international and national response to the refugee crisis in Serbia and fYR Macedonia from a gender perspective carried out in Fall 2015.
The Impact of Public Investment in Social Care Services on Employment, Gender Equality and Poverty - The Turkish Case
Date:
The report aims to show that the fiscal prioritization of Early Childhood Care and Preschool Education expansion, and hence the building of a social infrastructure of care, over, for instance, investments in physical infrastructure/construction or cash transfers, presents an enormous potential for decent job creation, particularly in the femaledominated occupations and sectors.
Participation: The Role and Position of Women in Central and Local Institutions and Political Parties in Kosovo
Date:
Conducted in October 2014, this study analyses the inclusion of women in Kosovo’s political institutions and parties. It outlines the challenges and obstacles women face to increased participation in decision-making positions in public institutions, and makes several recommendations. Implemented by Kosovo’s Agency for Gender Equality with support of UN Women via the joint UNDP and European Union project, Women, Peace and Security, the study is the first activity in Kosovo’s Action Plan to implement UN Security Council Resolution (UNSCR) 1325 on Women, Peace and Security. | https://eca.unwomen.org/en/digital-library/publications?Topic=5c842794de404dccb347605732c7cb6f&f%5B0%5D=subject_area_publications%3A1782&f%5B1%5D=subject_area_publications%3A1904 |
but also address challenges without fear of compromising personal or institutional reputations.
Chatham House rules
Convergence of views
Given the great diversity in country contexts, reaching consensus is not
required
Board
Members retain autonomy in decision-making but commit to reflect the range of IC views even-handedly regardless of whether they accord with their
own
Efficiency and mutual respect
Empower yourself to speak up: be
generous in sharing experiences and perspectives
Empower others to speak up:
c
hallenge
an idea or practice, not the person sharing this idea or
practice
Come prepared, explain why you disagree, and offer solutionsSlide5
Operationalizing the Guidelines
Phase 1: Consultative development of the Guidelines and pilot consultation on Validation steered by the Implementing Country Working Group (ICWG)Phase 2: Scaling up awareness, use and impact of the Guidelines through:Targeted activities:Consultations on high priority issues
Training in facilitation of multistakeholder process management
Workshop presentations (Manila, Lusaka, Yaoundé)
Tools:
Dedicated interactive Implementing Country Web Platform (accessed through Implementers’ Portal on EITI website) in English and French
Zoom
Knowledge exchange and resourcesSlide6
Activities: Consultations
I. Multistakeholder Governance in EITI Implementing Countries Meaningful constituency engagement in MSGs,
National
EITI organizational governance structures and protocols,
Per
Diem policies
and practices
Objective: Learning
from
positive
experiences
and
identifying ways to address challenges
II. Constituency Governance International Level
C
onstituency nomination
procedures,
Board
member term
limits
N
aming
constituency
coordinators
P
articipation
requirements by Board
members
Board
member
vacancies
D
ispute resolution
Objective: Identify potential
improvement to strengthen and streamline the internal workings of EITI constituenciesSlide7
Activities: Knowledge and Skill Building
Training in Facilitating Multistakeholder Dialogue and Decision-Making
Situate EITI within a conceptual and strategic framework of Multistakeholder Partnerships as innovative governance mechanisms with particular opportunities and challenges
Explore facilitation as a key management and leadership competency
Understand group and conflict dynamics
Learn tools and techniques that foster group commitment and promote meaningful dialogue and effective decision-making
Hone facilitation skills through exercises and reflections on day-to-day activitiesSlide8Slide9
Support through 2017Technical Expertise & Outreach
Analytics and technical support
Communication and networking
Portal host
Convening and Financial Support
Technical advice
Quality assurance
Financial resources
Facilitation & Capacity Building
Consultation process management
Training delivery
Portal administrationSlide10
Immediate next steps (through end 2017)
Access & contribute via Portal
JOIN THE VIRTUAL IC COMMUNITY
Look out for invitation/instructions to access
platform
Start/join a conversation stream
Help develop case studies of good practice:
Showcase your own or help Michele write up your story
Consultations
JOIN THE CONVERSATION:
Online facilitated exchange
20
November
–
27 December
Zoom calls on
demand
Leverage in-person workshops: tell me if you want to speak about one of the consultation topics
Training
JOIN LEARNING & PEER EXCHANGE OPPORTUNITIES
Online multimedia course on facilitation of multistakeholder processes tailored to the EITI context 20 November
–
27
December (15 hours total)Slide11
Opportunities ?
Challenges ? | https://www.docslides.com/aaron/implementing-country-guidelines-for-coordination-amp-information-sharing |
HERITAGE: A TOOL TO BUILD THE FUTURE.
Our goal is to create an artisan center and concept store in the old town of Shali, the historical heart of Siwa oasis.
The concept is to empower and support women and local artisans, which devote themselves to the production of unique and exclusive products to keep the traditions alive. A carefully selected mix of emerging artisans will create a unique collection of products that have been ethically made and that generate meaningful income to themselves and their community.
Shali, which looks like a desert fortress, is one of the first settlements established by Berbers coming from the Western-Sahara. It was added to the list of UNESCO World Heritage Center in 1994. The structure of karshif (a mixture of salt and mud) endured the hardships of almost a thousand years, until the beginning of the 1900s when it started to collapse due to heavy rainfall.
Today, Shali is being rebuilt and in order to further contribute to the heritage conservation of the oasis, we aim to establish an artisan center, which will serve different purposes:
- A handicraft visitors center: where people can see and learn how local handicrafts are being made and where exhibitions and competitions are held to enhance the visibility of the traditional crafts, attracting designers and artists.
- A concept store: where the products of ‘Siwa Life’ are being sold and where local artisans that don’t have the means to rent an entire shop, can rent a part of the store to exhibit and sell their products.
- An exhibition area: where exclusive and historical handicrafts can be exhibited, to bring awareness to the rich handicraft history and how the art has been changing and evolving over time. | http://connectingroups.org/artisan-center-concept-store/ |
The handloom sector in India is a major economic activity and has large presence in international market. It provides direct and indirect employment to over 35 lakh weavers and allied workers mostly from weaker and backward sections (4th All India Handloom Census) besides contributing to approximately 15% of the country’s total cloth production. The sector is not only supplying cloth for indigenous requirements but also earning through the export of handloom products. The handloom sector is sustained by transferring traditional skills from one generation to another in a very natural environment. The strength of this sector lies in its uniqueness, flexibility of production, adaptability to customer’s requirement and openness to inventions. Since it is an eco-friendly fabric, handloom products are in high demand in the international market as well as in the domestic market.
The Government of India has been promoting and encouraging the handloom sector through a number of policies and programmes. The growing competitiveness in the textile industry both in the national and international markets and the free trade opportunities emerging in the post MFA (Multifibre Arrangement) environment have made the government adopt a focused yet flexible and holistic approach in the sector to facilitate handloom weavers to meet the challenges of a globalized environment. It has also been felt that empowering weavers for sustainable growth and diversification to cope with the everchanging market trends is the need of the hour. Through sustained efforts of the Ministry of Textiles, there has been significant development of handloom sector which is now able to sustain the competition with machine made fabrics.
I. National Handloom Development Programme (NHDP)
The National Handloom Development Programme (NHDP) is an attempt to facilitate the sustainable development of handloom weavers located in and outside identified handloom clusters into a cohesive, selfmanaging and competitive socioeconomic unit. A central sector plan scheme has been formulated for its implementation during 2017-18 to 2019-20. The scheme focusses on a need based approach for integrated and holistic development of handlooms and welfare of handloom weavers within and outside the cooperative fold including Self-Help Groups, NGOs, etc. towards raw material, design inputs, technology upgradation, marketing support through exhibitions, creating permanent infrastructure in the form of Urban Haats, marketing complexes, development of web portal for e-marketing of handloom products, etc.
a) Handloom Cloth Production and Export
The export of handloom items during 2017-18 was Rs.2280.19 crore which was increased to Rs.2392.39 crore in the year 2018-19. The export of handloom products decreased to Rs.2245.33 crore in 2019-20 which was further declined to Rs.1644.78 in the year 2020-21. India exported handloom products worth Rs. 1693 crore (US$ 229 Million) during April 2021 to February 2022.
b) Concessional Credit
Handloom weavers are provided with a loan on concessional interest rate of 6% for a period of three years. Besides this margin money, assistance of up to maximum of Rs. 10,000 per weaver and credit guarantee for a period of three years is also offered. Initially, the loans were sanctioned in the form of Weavers Credit Card (WCC) but now MUDRA platform is being used for these services and the scheme is being implemented as ‘Weavers MUDRA’ scheme and ‘Handloom Weavers MUDRA Portal’ has been developed in association with Punjab National Bank for timely transfer of financial assistance and operational since 01.04.2017.
c) Block Level Cluster Approach
Block level cluster approach is one of the components of the National Handloom Development Programme (NHDP) which is more flexible to suit the requirements of the cluster with higher funding scale by Government of India, discontinuation of state contribution, direct release of funds to the implementing agency, and direct fund transfer to the beneficiary’s account through ECS. A cluster of blocks are eligible to avail up to Rs 2.00 crore for different interventions such as setting up of common facility centre (CFC) with common service centre (CSC), construction of workshed, design development, appointment of cluster development executive (CDE), technological and skill upgradation, setting up of dyeing house, etc.
d) Bunkar Mitra
A toll-free helpline number (18002089988) was set up to deal with the queries of handloom weavers related to a wide range of issues like technical, supply of raw material, quality control, credit facility, access to market linkages, etc. This Helpline provides single point contact to handloom weavers across the country for addressing their professional queries seven days a week. Services are available through toll-free number in seven languages: Hindi, English, Tamil, Telugu, Bengali, Assamese and Kannada.
e) Handloom Marketing Assistance
To develop and promote the marketing channels in domestic and export market and bring about the connection between the two in a holistic and integrated manner, the Marketing and Export Promotion Scheme has been merged and Handloom Marketing Assistance, as one of the components of the National Handloom Development Programme. Its main aim was to provide a direct marketing platform to the weavers and handloom organizations to sell their products directly to the customers. The main activities include organization of expos, events and craft melas, export promotion, handloom mark, India handloom brand, e-commerce, marketing incentive, handloom awards and geographical indicators, etc.
a) Expos, Events and Craft Melas: To promote the marketing of handloom products, the NHDC organizes special exhibitions such as silk fabs, wool fabs and national handloom expo. The expenses incurred by the NHDC are reimbursed by the Government of India. Besides these, the corporation also undertakes various programmes to educate the handloom weavers about the latest dyeing techniques and about the on-going schemes of the government such as: Buyer-seller meets, one-day sensitization programmes and programmes on the development of new products using different types of yarns. A total of 181 domestic marketing events were implemented during each year in 2016-17 and 2017- 18 and a total of 165 events were sanctioned for 2018-19. The target for organization of 200 domestic marketing expos/events by the State Government and their implementing agencies and National level implementing agencies during the current financial year i.e. 2022-23 has been fixed by the competent authorities.
b) Export Promotion: Under this component, assistance is given for export projects, participation in international fairs and exhibitions and setting up of design studios with the main objective of assisting handloom cooperative societies, corporations/Apex and handloom exporters to participate in international events, buyer-seller meets, etc. and to make available the latest design trends.
c) Handloom Mark: The handloom mark scheme was launched by then Prime Minister Dr. Manmohan Singh on 28th June, 2006 for the promotion of the handloom industry and to serve as a guarantee to the buyers regarding the purchase of genuine hand-woven products. The scheme belongs to the office of the Development Commissioner for Handloom and Textiles Committee is the implementing agency for the promotion of handloom marks. Handloom mark was promoted and popularized through advertisements in newspapers, magazines, electronic media, fashion shows, films, etc. Various categories of users are being registered under the scheme and handloom mark levels are being sold to registered users. Since inception the scheme has shown good performance in terms of registration and consumption of labels. Although persistent requests were received from the registered users to reduce the price of the present Taffeta label as well as to introduce designer labels for elite and high-end products. Efforts were taken to identify more sources to supply labels to meet the demands. Textile Committee has succeeded in developing new low-cost taffeta labels and other attractive designer labels to cater the varied needs of the users. Changes have also made in design, coding and numbering of the labels. The users can choose the labels as suited to their products.
Handloom Mark
The Ministry of Textiles has been implementing ‘Handloom Mark’ scheme which provides a collective identity to the handloom products not only for popularizing the hand-woven products but also for assuring the buyer that the product being purchased is genuinely hand woven.
Under the Scheme ‘Handloom Mark’, registration is issued after onsite verification of looms, handloom products produced by the individual weavers, master weavers, apex and primary handloom weavers’ co-operative societies, handloom development corporations, others, handloom retailers and exporters. More than 22000 users under different categories are registered under the Handloom Mark Scheme throughout the country and more than 13 crore products are tagged with Handloom Mark Labels. In total, more than 9 lakh Handlooms are covered in the registration (Textile Committee, Ministry of Textiles). As an enforcement measure, periodic surveillance audit and random verification of Handloom Mark products are also carried out. However, Ministry of Textiles is not maintaining the total turnover in value terms of Handloom Mark products and percentage of handloom products bearing Handloom Marks. For digitalization of Handloom Mark scheme and its further promotion Smt Smriti Irani launched the Mobile App & Backend Website for Handloom Mark Scheme (HLM) on the occasion of the 6th National Handloom Day (7th August 2020).
d) India Handloom Brand: The ‘India Handloom Brand’ was an initiative of the Development Commissioner for Handloom and was launched on 07.08.2015 on the occasion of first Handloom Day to endorse the quality of products in terms of the raw material, processing, weaving and other parameters for earning the trust of the consumers. This brand was launched for conservation and promotion of traditional hand-woven heritage of India, for assuring defect free quality product to the Consumer, for ensuring social and environmental compliances in production of handlooms, for creating a niche market space for high quality handloom products and for increasing the earnings of handloom weavers. This brand is given only to high quality defect free authentic handloom products with the aim to generate a special market space and enhanced earning. ‘India Handloom’ brand caters to the needs of the socio-economically conscious consumers. The branded handloom product is differentiated from other products in terms of quality because of proper use of good quality yarns and non-carcinogenic dyes. It helps the buyers and exporters to source quality products and empowers the women and other disadvantaged sector involved in handloom weaving by getting better earning through production of value-added quality products. The following measures were implemented to promote the Indian handloom brand:
• Comprehensive awareness and brand-building campaign
• Open door policy for e-marketing
• Partnership with 101 retail stores on Pan-India basis The handloom production in India meets the dual objectives of green production and employment generation, which is in tune with the Prime Minister’s inclusive growth agenda of “SABKA SATH, SABKA VIKAS”. All the products under the brand have the benchmarked quality for the raw material, the processing as well as for packing and labelling besides proving the origin from the hand-woven sector.
f) E-Marketing: E-commerce has been introduced to provide better return of the handloom products because it reduces the transaction cost and make better margin to the handloom weavers. To promote the marketing of handloom products and reach the customers of younger generation a policy framework was prepared to promote the emarketing of handloom products in a transparent, competitive and effective manner. Any ecommerce entity interested to work for the promotion of online marketing of handloom products in collaboration with the Office of DC (Handlooms) may apply for the same. The application would be scrutinized by a specially constituted Committee. An e-commerce entity approved by the office would be required to make a priority display of handloom products on its home page, leading to an exclusive section for branded handloom products carrying either the ‘India Handloom’ brand or the Handloom mark.
A Memorandum of Understanding was signed on 25th August 2014 with Flipkart to provide online marketing platform to the handloom weavers to boost the handloom sector and market the handloom products of weavers and handloom cooperatives through e-commerce eliminating the middlemen. In order to provide more online marketing facility, open door policy was evolved to invite e-commerce entities to sell handloom product. 24 such online services have been engaged by Office of the Development Commissioner for Handlooms, Ministry of Textiles for online marketing of handloom products.
g) Marketing Incentive: Marketing Incentive is given to the handloom agencies for preparing conditions, which are conductive to the marketing of handloom products. The purpose of this incentive was to marginally reduce the price of their products and invest in infrastructure to improve the production and productivity. State handloom corporations, apex cooperative societies, primary handloom weavers’ co-operative societies and national level handloom organizations are eligible for assistance towards marketing incentive. This is given to only those agencies which really need marketing support and it would be given for three years so that the agency could sustain itself on its own afterwards. Societies having more than Rupees 30 lakh turnover or more were not eligible for this marketing incentive.
h) Handloom Awards: Ministry of Textiles has been conferring various awards to handloom weavers for excellent performances in handloom sector such as Sant Kabir Award, National Award and National Merit Certificates.
i. Sant Kabir Award: This award is given to outstanding handloom weavers who were carrying out the tradition and had made significant contributions to the promotion, development and protection of the handloom sector. This award includes a cash prize of Rs. 3 lakhs, one mounted gold coin, one tamrapatra, one shawl, one smart phone and a certificate.
ii. National Award: It is given to handloom weavers in recognition of their outstanding craftsmanship and development of handloom weaving. This award encouraged them to continue with their traditional work in a more enthusiastic and productive manner. This award includes a cash prize of Rs. 1.5 lakhs, one tamrapatra, one shawl and a certificate.
iii. National Merit Certificate: NMC is given to outstanding handloom weavers for their extraordinary skill and significant contribution in handloom product development. National Merit Certificate consists of a cash prize of Rs.0.75 lakh and a certificate.
iv. Kamladevi Chattopadhyay Award: In addition to the above awards, 02 Sant Kabir Award. 04 National Awards and 04 Merit Certificate awards had also been included exclusively for women handloom weavers. This exclusive award to women handloom weavers is named as ‘SKA, NA, NMC (Kamladevi Chattopadhyay)’.
Table : Kamladevi Chattopadhyay Awards
S.
no
Name of awards
Category
Total no. of awards
General
Exclusively for women
Total
Grand Total
1
Sant Kabir
Award (SKA)
Weaving
10
02
12
2
National Award
(NA)
20
04
24
32
Design Development for promotion handloom products Marketing of handloom
Products
03
05
-
3
National Meri certificate (NMC)
40
Design Development for promotion handloom products
06
Marketing of handloom
74
84
i) Geographical Indications of goods: The GI of goods (Registration and Protection) Act 1999 provides legal protection to Geographical Indications of goods, etc. and prevents unauthorized use of these by others. The financial assistance under GI Act has been increased from 1.50 lakh to 3.0 lakh. Out of which 1.50 lakh was for the registration and 1.50 lakh was for training and the dissemination of information.
j) Handloom Haat, Janpath, New Delhi: The Ministry of Urban Development had allotted 1.779 acres land at Janpath, New Delhi on 12.04.1999 to the Ministry of Textiles for construction of Handloom Marketing Complex known as Handloom Haat. This Haat provide infrastructure support to handloom agencies for increasing sales of their handloom products by showcasing their unique handloom products. The showrooms/space had been allotted to various National/state-level handloom organizations actively participating in the marketing activities of handloom products.
k) Deendayal Hastkala Sankul (Trade Centre and Museum), Varanasi: Deendayal Hastkala Sankul (Trade Centre and Museum), Varanasi, a complex of trade facilitation centre and crafts museum was dedicated to the public by the Prime Minister of India on 22.09.2017. This project will help the weavers and artisans of Varanasi and nearby areas. This was the first ever such big intervention for exclusively promoting handlooms and handicraft traditions of India uniquely positioned in Varanasi which itself was an unparalleled example of rich traditions of handloom, handicrafts, and handwoven carpets, all in one place.
This project has facilities like a convention hall, shops, food court, restaurants, mart-cumoffice, bank and ATMs, guest rooms, dormitories, stalls/kiosks, space for handloom/handicrafts exhibition, cultural/social functions, craft museum along with Amphitheatre and souvenir shop. It has a parking facility for 500 cars.
II. Handloom Weavers Comprehensive Welfare Scheme:
The Development Commissioner for Handlooms implemented the HWCWS during 12th Five Year Plan to enable the handloom weavers/ workers to avail social security benefits. The scheme had two components.
· Health Insurance Scheme: This scheme enabled the handloom weavers to access healthcare facilities by the Ministry of Textiles till 30.09.2014. After that this scheme has been implemented on the Rashtriya Swasthya Bima Yojna (RSBY) pattern. RSBY was being implemented by the Ministry of Health and Family Welfare and continued up to March 2018. The budgetary provision in the present guidelines was only for the reimbursement of the committed liabilities of the GOI up to 31.03.2018.
Pradhan Mantri Jeevan Jyoti Bima Yojna (PMJJBY) and Pradhan Mantri Suraksha Bima Yojna (PMSBY) were launched by the Hon’ble Prime Minister on 9th May, 2015 for creating a universal and affordable social security system. PMJJBY provides life insurance cover whereas PMSBY provides accidental insurance cover for accidental death or disability.
For covering the schemes for life and accidental insurance scheme for all the citizens, it was decided that handloom weavers/workers in the age group of 18-50 years would be provided life insurance, accident and disability coverage under PMJJBY and PMSBY. However, the group of handloom weavers/workers in the age group of 18-59 years who had already enrolled under the Mahatma Gandhi Bunkar Bima Yojna (MGBBY) would continue to be covered under the converged MGBBY.
· Health insurance coverage on RSBY pattern: The health insurance coverage to handloom weavers/workers on the RSBY pattern was available for the year 2017-18. The funding between the centre and the state was shared in 90:10 ratios for the eight North Eastern Region States and three Himalayan States and in 60:40 ratios for the remaining states. For UT’s central government will provide 100 per cent funding.
· Education of handloom weavers and their children: Ministry of Textiles has signed Memorandums of Understanding with Indira Gandhi National Open University (IGNOU) and National Institute of Open Schooling (NIOS) to secure educational facilities for the weavers and their families. NIOS offers Secondary and Senior Secondary level education with specialized subjects on design, marketing, business development, etc. through distance learning mode for handloom weavers, whereas IGNOU offers continuing education programs through accessible and flexible learning opportunities relevant to the aspirations of handloom weavers and their children for career progression. Apart from this the Ministry of Textiles was providing reimbursement of 75% of the fee towards admission to NIOS/IGNOU courses in case of SC, ST, BPL, and Women learners belonging to handloom weavers’ families.
III. Yarn Supply Schemes (YSS)
In order to facilitate the regular supply of basic raw material to the eligible handloom weavers, GOI has implemented the YSS throughout the country through NHDC (National Handloom Development Corporation), Lucknow. NHDC was set up in February, 1983 by the GOI as a public sector undertaking under the companies’ act, 1956 with the objectives of supplying all types of yarns, quality dyes and materials needed by the handloom sector at lowest competitive rates and promotion of marketing of handloom products. The purpose of this scheme was to utilize the full employment potential of the sector. The freight was reimbursed and depot operating charges @ 2% was given to the depot operating agencies.
IV. Comprehensive Handloom Cluster Development Scheme (CHCDS)
The main objective of the CHCDS was to develop a Mega handloom cluster located in clearly identifiable geographical locations that specialized in specific products. As per the scheme, there should be at least 15,000 handlooms in a mega handloom cluster and the maximum permissible central cost for each cluster would not exceed Rs. 40.00 crore for five years. The purpose of the assistance was to improve infrastructure facilities, with better storage facilities, technology up-gradation in pre- and post-loom operations, construction of workshed for weaving, skill up-gradation, design inputs and health facilities in order to meet the changing market demands in national and international markets so that the millions of handloom weavers could improve their living standards.
Implementation of Handlooms (Reservation of Articles for Production) Act, 1985
The aim of the Handlooms (Reservation of Articles for Production) Act, 1985 was to protect millions of handloom weavers and the rich cultural heritage of the country from the encroachment on their livelihood by the power-looms and mill sector. Under this Act initially 22 textile articles with certain technical specifications were reserved for exclusive production by Handlooms vide S.O. 459 (E) dated 04.08.1986. Subsequently, based on the recommendations of the Advisory Committee, these were reduced to 11 articles vide Reservation order Notification No. S.O. 557 (E) dated 26.07.1996. At present only 11 textile articles with some specifications are reserved for production as handlooms under the Act. There are three enforcement offices at Delhi, Chennai and Ahmedabad which ensure strict implementation of the Handlooms (Reservation of Articles for Production) Act, 1985. The GOI was providing central assistance to the states/ UTs for establishment of the enforcement machinery for the implementation of the handlooms (Reservation of Articles for Production) Act, 1985. The 11 articles which were reserved for exclusive production by Handlooms are as follows:
Table : The items reserved for exclusive production by handloom sector
S. No.
Items
Saree
Dhoti
Towel, Gamchha, Angavastram
4
Lungi
5
Khes, Bedsheet, Bedcover, Counterpane
6
Jamakkalam Durry/Durret
7
Dress material
8
Barrack
9
Shawl
Woollen tweed
11
Chaddar
Indian handloom has its unique place because it nurtures and preserves our traditional weaving craft besides providing employment to a large section of rural population, although it is facing deep crisis with low productivity, limited earning, obsolete technology, low literacy levels, firmly ingrained middlemen and inadequate financial support from banks. Looking at the problems faced by the industry it seems that it is declining. The decline can be accredited to the external factors to some extent such as economic recession, tough competition from power loom and mill sector, globalization, changing choices of customers, global pandemic and to the internal factors such as inability of handloom weavers to produce new products, new designs and market-oriented production. However, the ability of handloom weavers to recover quickly from the difficulties and potential to innovate indicates that this sector can still be revived. Various government schemes have the potential to improve the present situation of the handloom sector. | http://employmentnews.gov.in/newemp/MoreContentNew.aspx?n=Editorial&k=70336 |
The creativity of over a dozen Antiguan artisans was showcased during a trade show at the Jolly Beach Resort on Thursday.
The event was the culmination of the Three-Year Action Plan for the arts and crafts sector to operationalise training and export plans for their products.
The items on display included hand-painted calabashes and sandals, crocheted gowns and mosaic vases.
“The Best in Show” were awarded for their innovative creations and received recognition from the Ministry of Trade, Commerce, Industry, Sports, Culture and National Festivals, and regional partner, the Caricom Single Market and Economy — Arts and Crafts Business Development.
Minister Paul Chet Greene encouraged the participants to “put to work the training received in this module. You are called upon to increase your visibility, accessibility and claim your space … it’s yours.”
The implementation of such a project comes as the ministry is focused on transforming local artisans into savvy business owners who are market-driven, results-focused on export-ready products.
“The most important job that we each have singly and collectively, is rebuilding the national economy. We, at the Ministry of Trade and Commerce, believe that this small business sector has an important role to play,” Greene said.
Thirty-one business owners participated in the Export Marketing workshops to prepare basic strategic export marketing plans and to conduct a simulated pitch of their ideas to a panel of local financing and business development experts. | https://antiguaobserver.com/culture-minister-urges-local-crafters-to-get-export-ready/ |
UNESCO recognises sitalpati or cool mat from Cooch Behar district as ‘intangible cultural heritage’
KOLKATA: Sitalpati or cool mat from Cooch Behar district has been recognised as an “intangible cultural heritage” by the United Nations Educational, Scientific and Cultural Organisation (UNESCO), according to a statement issued by West Bengal government.
These mats are used for sitting or to hang on doors or windows during summer. The mats are made up of weaved green cane slips of murta plants which are indigenous to the region. The gradual decline of sitalpati weaving was arrested by the proactive efforts of chief minister Mamata Banerjee who helped this traditional product gain global recognition.
As a result, sitalpati has found a place in the UNESCO-sponsored Rural Craft Hub project. Under this project training and marketing centres, and museums have been set up in 10 locations across nine districts of the state to help promote and market crafts indigenous to those regions, to national and international tourists.
Reference: | https://daroonjinish.com/2018/10/15/312/ |
The committee formed to probe the crash of an Air Dynasty helicopter on February 27 last year submitted its report to the Ministry of Culture, Tourism and Civil Aviation today citing that unfavourable weather condition and pilot were to be blamed for the accident. All seven on board, including then tourism minister Rabindra Adhikari were killed in the fatal crash that occurred near Pathibhara in Taplejung district.
“The pilot, who was possibly affected with euphoria (initial phase of hypoxia) immediately after takeoff from the Pathibhara helipad in unfavourable weather encountered strong gusting wind along with snowfall which led him to inadvertently enter into instrument meteorological conditions, lost his situational awareness and positive control of helicopter that ultimately led to the accident,” concluded the report prepared by the aircraft accident investigation committee.
Even though the weather in Pathibhara was unstable with gusting wind, poor visibility and snowfall during take-off, the pilot easily accepted the request of additional sector flight made by the passengers on board, as per the report.
“The pilot may have additional excitement to satisfy the interest of high-level passengers onboard.
Without analysing the aircraft limitation, weather factor and fuel status, the pilot took off from Pathibhara,” the report reads further, adding the flight was planned in a very short time and conducted in a hurry.
Because of the weather and full passenger on board, the possibility of condensation within the cabin windshield was probable and that might have also limited the PIC’s outside vision to navigate the helicopter properly in adverse weather condition, as per the report.
“The outer surface of the helicopter’s windshield was covered by ice and that could have minimised the external visibility of the pilot.”
The report has stated various contributing factors to the accident, including unfavourable weather condition, excess load on front bench seat, concern of occupants to escape from that deteriorating weather as early as possible, condensation inside the windshield and icing on the outside of the windshield which reduced outside visibility, insufficient operational oversight from the organisation, inadequate pre-flight planning and lack of consideration on individual load while preparing load and trim sheet. | https://thehimalayantimes.com/nepal/inclement-weather-pilot-blamed-for-chopper-crash-in-pathibhara |
About the Roanoke Arts & Crafts Guild
Guild Officers:
President: George and Mary Ayers
Vice President:
Treasurer: Glinda Fox
Secretary: Glinda Fox
Membership:
Juried by guild members, dues $10/yr,
holiday fair booth fee $50 members, $75 non-members
The Roanoke Arts and Crafts Guild was established in 1982 in an effort to provide a market for locally produced arts and crafts. Guild members organized and held the first Guild fair in November of 1982. Guild membership was limited to residents of Martin and Bertie counties. In 1984, membership was opened to include residents of adjacent counties. Since 1996, membership in the Guild is not limited by location.
Artisans interested in being a Guild member are required to submit three samples of their art or craft. The artisans' creations are judged on materials used, workmanship, design, utility, color, and originality.
The Roanoke Arts and Crafts Guild holds its annual Arts and Crafts Guild Fair the second weekend in November. This Fair provides a market for the artisans' creations and gives the Guild members an opportunity to demonstrate their talents and provide new, traditional and revived arts and crafts for the community and fair visitors.
If you are interested in participating in this year's fair or becoming a member of the Roanoke Arts & Crafts Guild, contact:
Mary Ayers, president
252 792-1539(Williamston, NC)
roanokeartsandcraftsguild@yahoo.com
For more information on Martin County, The Guild Fair or directions
call: | http://roanokearts.tripod.com/about.htm |
Dileep Doshi Lohano
THARPARKAR: One Day seminar on “Water issues of Tharparkar and its Resolution” was arranged at village Kharo Doongar of union council Joruo with the collaboration of Sukkar Foundation. Large number of villagers of adjacent villages along with many social organizations, journalists and district officers of social welfare office participated in the seminar.
Mr. Natho Khan Rahimoon, District Social Welfare officer was of the views on that occasion that water is basic and essential need of human life. District government also has started many different projects with the help of development funds of Sindh government in this regard.
Mr. Mukesh Raja Suthar, Social activist said that legislation should be done for underground water of Thar and a different water policy would be prepared. He further said with the help of technical and low cost methods water issues can be resolved.
Renowned journalist Prem Shivani addressed the seminar and said that in comings years, basic health issues would be increased because of Thar coal work, livestock, agriculture and existing water resources will also be affected. He advised the government in this regard, to make changes in Thar coal policy to save the inhabitants from any harm.
Kirshan Sharma, a renowned social activist was of the views that people should own their resources and inhabitants can change the fate of this region with their own help despite the support of social organizations.
Karim Samejo, Professor Noor Ahmed Janjhi, Khadim Sindhi, Jamoon Suthar, Faiz Muhammad Junejo, Murtaza Lashari and others also addressed the seminar. In last villagers presented a tab-low on “water is life”.
TRDP with USAID’s Small Grants and Ambassador’s Fund Program (SGAFP) project
Dileep Doshi Lohano
THARPARKAR: Thardeep Rural Development Programme (TRDP) organized project closing ceremony of USAID’s Small Grants and Ambassador’s Fund Program (SGAFP) project “Revival of Traditional Crafts in Tharparkar” at Mehran Hotel, Karachi.
Mr. Meva Balani Incharge Project Manager explained that the project has been designed in such a way that it will impact rural women artisan in many ways including revival of crafts, women economic empowerment, system development. The intended results will sustain this change beyond project period and can be replicated in other parts of Pakistan.
He said that TRDP has formed 60 Artisans groups at village level, enhanced the capacity building of 1200 artisans in colour quality & designs training, Enterprise development and group formation training. Provided exposure visit opportunity to artisan, provided training and production material to products crafts products. He said that TRDP has provided 5 million rupees to artisans as stipend payment on preparation of products.
USAID’s support has helped in reviving the dying traditional arts and crafts of Tharparkar – embroidery and block printing by training 1200 female artisans and establishing links between them and the markets, enabling them to progress in a sustainable manner.
Pirbhu Satyani Advocacy specialist TRDP welcomed to all participants. Mr. Satyani said TRDP work in 4500 villages in four districts of Sindh (Tharparkar, Umerkot, Dadu and Jamshoro). He said, 100 percent women focused this project title “Revival of Traditional Craft” was implemented in 12 villages of district Tharparkar where we enhanced the embroidery and block print skills of 1200 local artisans.
He further said said, today is closing ceremony where we will share the major achievements of this project how that it has contributed to bring leadership role in Thari women.
Ms. Manu Bai local artisans from village Mithi said that now they are happy, she has received many trainings to improve the skills which will helped her to increase the livelihood options too. We all women from Tharparkar are thankfull to USAIDSGAFP and TRDP to continue this project in future.
Mr. Rochiram Advocate said that this work is art; this work is to promote art and crafts. He said that today he is happy to see artisans of Tharparkar in Karachi.
He said that beauty of Thar is very famous in the world and crafts of Tharparkar are the very rich in skills, so need to work to create linkages with potential buyers.
Ms. Seema Nazli Director Social welfare department Sindh said she appreciates TRDP and USAID to implement this type of activities for women artisans and traditional crafts. This type of project will promote and enhance livelihood options and household resources of artisans.
Ms.Sabiha Shah Member of TRDP board of Directors was of the views that she is happy to see these artisans here in Karachi and there is need to promote them on international level, she further said their linkage with SABAH Pakistan is a good development.
Artisans from rural areas of district Tharparkar, designers, representatives from civil society, partner organizations, relevant public departments and media persons participated in the event. TRDP exhibited sample traditional crafts products of women artisan of Tharparkar in the event and also established stalls of crafts products prepared by artisans of Tharparkar under USAID SGAFP RTCT Project.
In the end, Naru Mal General Manager operation TRDP thanked to all participants. | http://thepioneer.com.pk/one-day-seminar-on-water-issues-of-tharparkar/ |
The program will create space for artisans to exchange experiences and improve awareness in the preservation and promotion of traditional cultural values of ethnic groups on Truong Son - Central Highlands mountainous areas and southwestern region, contributing to building an advanced Vietnamese culture imbued with national identities; creating opportunity for tourism enterprises to introduce their new tours; and enlarging the market for local products, contributing to stabilizing and improving ethnic people’s life in the region.
Central Highlands provinces, central provinces of Quang Nam and Quang Ngai, and several provinces from Laos, Cambodia and Thailand are invited to participate.
Kontum Bishop
The opening ceremony will take place from 20h00 to 22h00 on December 14th, while the closing ceremony will be organized at the 16/3 Square, Kon Tum city, from 20h00 to 21h30 on December 16th.
Visitors can enjoy street festival will be from 16h00 to 18h00 on December 15th at several streets in Kon Tum city; exhibition on cultural heritage, performance of traditional folklore, and tours to local areas as well.
Besides, Dong Duong hotel to host a gastronomy culture festival from 17h00 to 19h00 on December 14th, and local tourism products will be introduced at the provincial museum. Folk wood sculpture lovers are also warmly welcome in a festival at Rong house at Kon K’lor village, Thang Loi precinct. | https://hi-tek.com/exciting-activities-at-4th-kon-tum-provincial-culture-and-tourism-week-2018 |
The core responsibility of a project manager is the successful execution of a project, within the estimated budget, time and quality standards. These three factors: budget, time and quality, constitute the back bone of every single project. But, though time and quality might be of equal importance in the life cycle of a project, nothing can move forward without the necessary amount of money and that requires a well-planned and properly estimated budget.
As a project manager, being able to comprehend the importance of cost estimation and budgeting from the very initial phases of a project is critical. Everyone in the project management world is clear when it comes to stressing the importance of budgeting in project management or the consequences of poor cost estimation on the final outcome of a project. But, what actually happens when a project manager does not properly estimate the cost of a project?
Consequences of Improper Budgeting
All project procedures are tightly interwoven around project budgets. The amount of available or required cash, in most cases, dictates the duration and type of the used resources, operations and activities within the realm of a project. In the case of project budgets, a miscalculation, poor judgment or a lack of proper oversight might result in the collapse of the whole endeavor.
When it comes to poor estimation of project budgets the potential scenarios that might occur are many and all of them have negative consequences. First and foremost are the effects on meeting the client’s expectations. Not being able to deliver the agreed upon deliverables and quality standards of the project’s products might have a significant effect on your own credibility and future development as a professional. In addition, this might influence your organization’s reputation and have a negative impact on all the members of your team.
In the sphere of the project the negative consequences might arise from the very beginning, but in most of the cases, these problems usually appear unforeseen and suddenly, hence the considerable impact on the project’s development. When they come to light, it can often be too late to have a fast and effective reaction and save the day by making the necessary alterations and amendments on the project’s initial budget.
Causes of Improper Estimation
These erroneous calculations may come as a result of lack of experience or inefficiency in dealing with numbers in general and might result in insufficient resources. Another side effect might be the reduction in team members, or external contractors as the money simply won’t be there to pay them. In such situations it is very difficult to avoid the final outcomes being affected negatively.
On the other hand, during the evolution of a project, it is almost impossible to proceed without any amendments to the initial budget. The importance of budgeting in project management, lies in the ability to prevent unnecessary costs and to allocate the correct amount of the budget to each corresponding need. One of the most common problems a project manager is confronted with is poor calculation and a plethora of subsequent alterations and amendments of the project budgets, which are time and energy consuming. As the mantra goes, “Time is Money”, and nothing is more harmful to the successful development of a project than a badly configured budget.
Save energy and protect yourself from anxiety, uncertainty and negative consequences, by investing the time to plan an effective cost estimation, from the very beginning of the project. By doing so you will be going a long way to ensuring project success. | https://www.clarizen.com/why-is-budgeting-such-an-important-part-of-project-management/ |
The group of international experts said more research is needed into the worst outcomes of catastrophic climate changes, including the potential for social collapse or human extinction.
More research is needed on climate change leading to social collapse or human extinction, the researchers said, warning that such potentially catastrophic outcomes are “dangerously unexplored.”
A team of international experts led by the University of Cambridge said not enough research had been done on the possible worst-case scenario, despite “ample reason to suspect that climate change could result in global catastrophe“.
Writing in a paper published in the journal Proceedings of the National Academy of Sciences, they said looking at the extreme consequences of climate change could “drive action, enhance resilience, and inform policy.”
They have asked the Intergovernmental Panel on catastrophic climate changes (IPCC) to dedicate a future report to catastrophic climate change.
Lead author Dr Luke Kemp, from the Center for the Study of Existential Risk in Cambridge, said: “There is every reason to believe that climate change could turn catastrophic, even with modest levels of warming.
“Climate change has played a role in every mass extinction event.
“It has helped topple empires and shaped history.
“Even the modern world seems to be adapted to a particular climatic niche.
“Pathways to disaster are not limited to direct impacts of high temperatures, such as extreme weather events.
“Collateral effects such as financial crises, conflicts and new disease outbreaks could trigger other calamities and impede recovery from potential disasters such as nuclear war.”
The researchers argue that the consequences of 3C warming and its extreme risks are underexamined.
They have proposed a research agenda that includes what they call the “four horsemen” of the end of climate: famine and malnutrition, extreme weather, conflict, and vector-borne diseases.
“We understand more and more that our planet is a more sophisticated and fragile organism. | https://globallytimes.com/catastrophic-climate-changes-are-dangerously-unexplored/ |
In mid 2020 I ran across an article headline reading “AI can’t predict a child’s future success, no matter how much data we give it: A Swing and a Miss.” The headline itself didn’t surprise me. What grabbed me is that anyone would think that it could. I was intrigued enough to take a look.
The article reported on an early 2020 effort where a small team of Princeton social scientists led a mass collaborative study that challenged 160 researcher teams to predict the life trajectories of a set of children given a large data set. Many of the researchers applied AI machine learning techniques to make their predictions.
This Princeton led collaborative study was conducted against a very robust six wave longitudinal data set collected over 15 years as part of the Fragile Families and Child Well Being study. The Fragile Families and Child Well Being study tracked thousands of families, in large cities, who had a child born around the year 2000. The purpose of the study was to observe and examine families formed by unmarried parents and study the lives of the children in these families.
In the Princeton led challenge the researchers were given the data from waves 1-5 (birth to age 9) as their background data. This data consisted of 12,942 variables about each of 4,242 families. The Princeton administrators of the challenge then chose six of the 1,617 variables from wave 6 (that data being withheld from the 160 research teams) as the targets for prediction. These six included things like child Grade Point Average (GPA), child grit, household material hardship, etc. So the 160 teams set out to predict these six selected criteria (out of 1,617) chosen from the wave 6 data as “success” criteria.
None of the predictions were accurate across all six success outcome variables. However, some observations such as the GPA of specific children were accurately predicted by all teams whereas some observations were poorly predicted by all teams. Despite various data processing and machine learning approaches, the predictions were similar across researcher teams.
Can you believe AI failed this measly little prediction task of accurately predicting six human beings’ life outcomes? Hopefully, my sarcasm is coming through loud and clear. As I suspected, this study has all the hallmarks of the misapplication of artificial intelligence including poorly designed outcomes, the wrong data and variable overload. I will use this example and others to illustrate the spectrum from what AI does well to what it can’t do at all.
AI Suitability is Primarily Determined by Four Factors
With the hype and ubiquity of AI, it seems that it can tackle just about any problem. Maybe theoretically, but in reality, AI is ill suited for many challenges. AI suitability runs on a spectrum from tight fit to pretty much impossible. And there are essentially four factors that determine where any problem lies on that spectrum. Yes there are many other factors to consider in successfully taking an AI initiative from start to finish. But in examining the core nature of AI, I see four primary factors that determine the “level of difficulty” of any particular problem (business, scientific, medical, sociological, etc.). Executives need to be able to quickly assess business problems on this spectrum and avoid applying AI to efforts on the impossible half of the spectrum. These four factors are;
- Known result
- Data availability
- Success probabilities
- Consequences of failure
Remember that here we are exploring the “applicability of AI” to business problems. This is just one part of an overall business case analysis and successful application. In other words, if the business problem is not worth solving it should never get to this AI applicability exploration. Also, great applicability means little in the face of poor AI execution.
One of the big benefits of the below model is its universality. It applies to literally any AI challenge. If you are a pharma giant trying to determine where to fit AI into your drug discovery process. It works. If you are a retailer trying to apply AI to figure out how to market better to customer segments, it works. If you are an application software technology provider trying to incorporate AI into your product, guess what, it works.
Figure 1 is a basic model to illustrate fundamental AI applicability. It rates the four factors as high, medium or low. This is adequate to assess AI applicability to some business problems. Others may be more nuanced and require a deeper dive into the four factors. Business executives who are so inclined can have their teams increase the complexity of the model commensurate with the difficulty of the analysis. They can decompose the four factors into sub parts that are relevant to the company’s industry and mission or to the particular business challenge at hand. In addition, they can substitute the high and low ratings with a numerical scale for each sub-part. And they can weight the sub-parts to capture relative importance. There are many opportunities to turn the model into a more robust aid for AI decision making.
Figure 1: AI Applicability Model
|Known Result||Data Quality||Success Probabilities||Consequences|
|High||Very clear problem statement with well understood outcomes.||Have high quality data that contains answers to the problem.||Acceptable rates of false negatives and false positives are known and expected results fall within those boundaries.||The consequences of failure are minimal.|
|Medium||Clear problem statement with loosely defined outcomes.||Have data but the quality relative to the problem statement is unknown or lacking.||Acceptable rates of false negatives and false positives are known but expected results are unknown.||The consequences of failure are moderate and can be mitigated.|
|Low||Problem statement and outcome are loosely defined.||Don’t have the data and must acquire it.||Acceptable rates of false negatives and false positives are unknown.||The consequences of failure are dramatic.|
Let’s examine several example AI use cases to illustrate this model.
High Value Use Cases are Defined Clearly with Good Data and Minimal Negative Consequences
It makes perfect sense that the high value use cases would be the most successful that we see today. Two of them include advertising and customer support.
Facebook runs thousands of algorithms against one of the world’s largest sociological data sets (facebook activity data) to target advertising to members of its social media platform. Delivering relevant ads to their members is a very clear problem statement with a single well defined outcome. They have a tremendous amount of activity data to train and refine their algorithms. Though they strive for high accuracy, the acceptable margin for error is relatively high. And the negative consequences of serving up an ignored ad is minimal. Although I’m using Facebook as an example, this use case is nearly pervasive in the world of ecommerce marketing.
Another prevalent and growing use case for AI is in customer support. Virtual call center agents are increasingly serving customers for basic needs like checking account balances, making a payment, opening a new account, renewing a subscription, filing an insurance claim, setting up appointments, basic tech support, etc. In these cases the problem is very well known and getting to the outcome is often driven by a defined process. The data requirement is minimal and often centers on structured existing customer or operational data. There is an AI challenge with understanding the customer’s request through a conversational user interface powered by natural language processing (NLP).
The state of NLP technology drives quality and error rates. Generally, the consequences are a frustrated customer. These consequences are mitigated by transferring the customer to a human representative as soon as the customer requests it or the system recognizes that the AI is not working for the customer. So this is between medium and high on the spectrum of AI’s potential to deliver value.
Medium Value AI Applications Have Broad Problem Statements with Ambiguous Outcomes
Organizations are beginning to use AI for HR recruiting support. The thought of AI substituting for a recruiter is viscerally discomfiting for many. However, there are bright spots. Companies are not going to hire an army of recruiters. So using AI can actually enable companies to review more candidates and provide opportunity exposure to more people. Using AI for early resume screening helps reduce the unmanageable number of resume submissions. From there, the human approach takes over.
This use case mostly falls within the medium value range for AI. The problem statement is well understood and is usually captured in a job description. The desired outcome is generally understood but the specifics are unknown. The resume data is available (i.e., resumes) but it must be sourced externally and the quality of that data varies significantly. Accuracy is difficult to gauge but the acceptable margin of error is relatively high especially when human screening is also part of the process. The negative consequences revolve around ineffective hiring, employment law infractions (illegal bias), and potential public scrutiny of hiring practices. These risks are relatively minor and are mitigatable.
Low AI Suitability Attempts to Solve High Risk Problems with Unsuitable Data and Poorly Defined Outcomes
There are examples of successful applications of AI in healthcare and the list will continue to grow. But so far, diagnosing and treating cancer is not one of them. Probably one of the most well known examples of an ineffective application of AI is IBM Watson for Oncology. Doctors rejected the system claiming it was giving bad advice that was potentially harmful to patients. This example is the epitome of a low success potential and high risk scenario. The problem set is very broadly defined and the outcomes are numerous and very complex. High quality real patient data was difficult to obtain. It was so difficult to manage that the Watson for Oncology team shifted to using hypothetical data. The rate of acceptable false positives and false negatives is very low and almost impossible to predict. Lastly, since the results impacted people’s health and could be a matter of life or death, the negative consequences of failure were very high.
The Fragile Families and Child Well Being effort we explored earlier is a good example of a low value application of AI. Remember that they were trying to predict a child’s future success based on acquired data that was not intended to address that problem statement. The problem statement of predicting child success is loosely defined and they didn’t have a clear understanding of the desired output. This lack of clarity made it difficult to know if the answer was in the acquired data. Determining accuracy expectations was also very difficult. However, the negative consequences were minimal so this application is not the lowest of the low.
Apply a Basic Litmus Test to Rapidly Reject Poorly Suited AI Projects
Business leaders can apply a basic tool like this as a litmus test. It can save them from pursuing efforts that will stunt the organization’s AI progress. It also starts to illuminate the particular accelerators and inhibitors to success. Business leaders can think of this screening as they would a set of people working in a back room on a potentially sensitive project. It is critical to ask the right questions to understand the risks.
Key business leadership questions to ask when exploring AI project potential.
- What does the right answer look like?
- Are we sure that the data we have will lead to the answer?
- How many variables are we looking at and what are the chances we will hit the right answer?
- What are the risks to our business if we get the answer wrong and are the rewards worth the risks?
At this point, hopefully I’ve provided some basic knowledge business leaders can use to ask the right questions, assess the answers and make better decisions on what AI projects to consider and which to shelve.
I will dive deeper into the four factors in subsequent posts. I’m always interested in hearing your thoughts so feel free.
The Gartner Blog Network provides an opportunity for Gartner analysts to test ideas and move research forward. Because the content posted by Gartner analysts on this site does not undergo our standard editorial review, all comments or opinions expressed hereunder are those of the individual contributors and do not represent the views of Gartner, Inc. or its management. | https://blogs.gartner.com/anthony_bradley/2022/09/06/ai-applicability-model-when-it-does-and-doesnt-work/?_ga=2.69977305.858949583.1663619052-77029540.1625245157 |
The art of persuasion
Persuasion as a tactic in negotiations and conversations is often times the only way we can arrive at a solution. We are prompted to negotiate at work, with our children, at our gigs, and many times with ourselves. Negotiations are cognitively, emotionally, and in ways physically, exhausting.
In addition, the demands that lead us to the persuasion table often push negotiators into aggressive, or even threatening directions, even when that person would not normally use threats or aggression as a communication style.
Do not be aggressive
The problem with threatening or aggressive negotiations is that for the most part – they don’t work. Many times threats are simply emotional outbursts, even if they are successful at best they are short-term wins with the potential for future collateral damage.
To avoid threatening your way into a ruined relationship and negotiate with poise and skills, consider the following:
- Emphasize the role of reciprocity – people will be more receptive to demands or needs if something is given.
- Be the first to offer something. It sets the tone and makes people more receptive to what you are trying to influence.
- Embrace the “common ground” –
- Align your attitude with theirs to create comradery
- Do not accuse them of being wrong – this simply becomes a personal attack.
- Do not insult or demean their position. Even if you disagree, acknowledge that you understand the perspective.
- Make yourself likable:
- Be polite and practice your manners.
- Dress well and convey your confidence.
- Be present and listen to what is said.
- Be confident.
- When you present information, ensure that information doesn’t violate conversational maxims, this means that the information will be better received and you won’t be forced to rely on threats:
- Information is complete and full.
- Information is truthful and accurate.
- Information is relevant to the conversation.
- Information is expressed in an easy-to-understand way.
- Express humility – admit when you are wrong. It prevents it from becoming an emotional derailed later in the argument.
- Check your emotions regularly. We often resort to threats as an emotional outburst in an argument. If you find yourself resorting to threats
- Utilize the scarcity principle – instead of a threat, indicate that an offer or a situation has a time limit and will expire.
- Stop the negotiation if you feel like you can’t negotiate without being angry. It’s better to walk away rather than risk the potentially negative consequences for future negotiations.
Better to avoid
Although there are some cases where threats MAY be helpful for the most part it is better to maintain poise and avoid threats.
The consequences of threats can be ruined relationships and reputations, and ultimately, may keep you from reaching the ultimate goal of your negotiations. | https://theamericangenius.com/business-news/negotiation-and-persuasion-sans-agression/ |
Disclosure: Tim Procter worked in Arup’s Melbourne office from 2008 until 2016.
Shortly after Christmas a number of media outlets reported that tier one engineering consulting firm Arup had settled a major court case related to traffic forecasting services they provided for planning Brisbane’s Airport Link tunnel tollway. The Airport Link consortium sued Arup in 2014, when traffic volumes seven months after opening were less than 30% of that predicted. Over $2.2b in damages were sought; the settlement is reportedly more than $100m. Numerous other traffic forecasters on major Australian toll road projects have also faced litigation over traffic volumes drastically lower than those predicted prior to road openings.
Studies and reviews have proposed various reasons for the large gaps between these predicted and actual traffic volumes on these projects. Suggested factors have included optimism bias by traffic forecasters, pressure by construction consortia for their traffic consultants to present best case scenarios in the consortia’s bids, and perverse incentives for traffic forecasters to increase the likelihood of projects proceeding past the feasibility stage with the goal of further engagements on the project.
Of course, some modelling assumptions considered sound might simply turn out to be wrong – however, Arup’s lead traffic forecaster agreeing with the plaintiff’s lead counsel that the Airport Link traffic model was “totally and utterly absurd”, and that “no reasonable traffic forecaster would ever prepare” such a model indicates that something more significant than incorrect assumptions were to blame.
Regardless, the presence of any one of these reasons would betray a fundamental misunderstanding of context by traffic forecasters. This misunderstanding involves the difference between risk and criticality, and how these two concepts must be addressed in projects and business.
In Australia risk is most often thought of as the simultaneous appreciation of likelihood and consequence for a particular potential event. In business contexts the ‘consequence’ of an event may be positive or negative; that is, a potential event may lead to better or worse outcomes for the venture (for example, a gain or loss on an investment).
In project contexts these potential consequences are mostly negative, as the majority of the positive events associated with the project are assumed to occur. From a client’s point of view these are the deliverables (infrastructure, content, services etc.) For a consultant such as a traffic forecaster the key positive event assumed is their fee (although they may consider the potential to make a smaller profit than expected).
Likelihoods are then attached to these potential consequences to give a consistent prioritisation framework for resource allocation, normally known as a risk matrix. However, this approach does contain a blind spot. High consequence events (e.g. client litigation for negligence) are by their nature rare. If they were common it is unlikely many consultants would be in business at all. In general, the higher the potential consequence, the lower the likelihood.
This means that potentially catastrophic events may be pushed down the priority list, as their risk (i.e. likelihood and consequence) level is low. And, although it may be very unlikely, small projects undertaken by small teams in large consulting firms may have the potential to severely impact the entire company. Traffic forecasting for proposed toll roads appears to be a case in point. As a proportion of income for a multinational engineering firm it may be minor, but from a liability perspective it is demonstrably critical, regardless of likelihood.
There are a range of options available to organisations that wish to address these critical issues. For instance, a board may decide that if they wish to tender for a project that could credibly result in litigation for more than the organisation could afford, the project will not proceed unless the potential losses are lowered. This may be achieved by, for example, forming a joint venture with another organisation to share the risk of the tender.
Identifying these critical issues, of course, relies on pre-tender reviews. These reviews must not only be done in the context of the project, but of the organisation as a whole. From a project perspective, spending more on delivering the project than will be received in fees (i.e. making a loss) would be considered critical. For the Board of a large organisation, a small number of loss-making projects each year may be considered likely, and, to an extent, tolerable. But the Board would likely consider a project with a credible chance, no matter how unlikely, of forcing the company into administration as unacceptable.
This highlights the different perspectives at the various levels of large organisations, and the importance of clear communication of each of their requirements and responsibilities. If these paradigms are not understood and considered for each project tender, more companies may find themselves in positions they did not expect. | https://www.r2a.com.au/get-project-risk-versus-reliability/ |
NAFTA Duty Deferral/Drawback – Past, Present, and Future: International Trade Law Firm | Sandler, Travis & Rosenberg, P.A.
NAFTA rules significantly diminish the benefits provided by duty deferral programs and drawback regulations for a large category of goods exported to Mexico or Canada. For shipments from a foreign-trade zone or bonded warehouse, or shipments made pursuant to a temporary import bond, the NAFTA rules often lead to an additional duty payment in the United States that would not apply to identical shipments made outside of the NAFTA territory. The rules also often lower the amount of drawback available on goods exported from the U.S. to Mexico or Canada.
In addition to unforeseen duty consequences, failure to properly comply with the NAFTA duty deferral and drawback rules may result in substantial administrative penalties and/or liquidated damages (e.g., for failure to timely or properly file the duty deferral entry).
This 60-minute webinar will help importers and brokers properly apply the NAFTA rules, understand the rationale behind their often harsh consequences, and recognize the potential for future changes. | https://www.strtrade.com/products-NAFTA-Duty-Deferral-Drawback-OnDemand.html |
Definition:
The organizational chart is defined as a diagram that visually displays the ranks and relationships of job positions in the company. It is used to show the organizational structure of a government, business or other organizations.
What is Organizational chart?
The Organizational chart represents the flow of information, responsibility, and authority within an organization’s formal structure. It also shows the various management functions and its subdivisions graphically so that looking at it; a person can understand how the company is designed, its levels, and where every employee fits into that company.
The Organizational chart shows the following
- The relative position of every department in an organization
- The interrelationship of every department in a company
- Relationships between various managers in a company
- The names of managers and the employees they supervise in a company
- To identify omission of specific functions in an organization
- Pinpoints illogical groupings of functions in a company
An Organizational chart is also known as
- Organogram
- Organigram
Types of Organizational Chart
The three types of Organizational chart are as follows-
1. Hierarchical
This chart flows from top to bottom with major players and functions at the top and subordinates in successive lower positions. The hierarchical type of organization chart is built like a pyramid, and in it, the services run vertically as members communicate with the person they report to and anyone who reports to them directly.
In the hierarchical type of Organizational chart, the authority is clear and defined. The beneficial points are stability and clarity whereas rigidity is its limitation.
2. Flat
The flat Organizational chart is also known as a horizontal chart, and it positions people on the same level. It typically includes two levels, the top administrators and the lower one that contains workers.
It shows equality of power and the ability of autonomous decision making. The flat Organizational chart is suitable for smaller entities but not for large corporations. The benefits are autonomy and teamwork but conflicts amongst the employees are one of its limitations.
3. Matrix
It depicts a complicated Organizational structure where individuals are grouped as per their standard skill sets, the department they work and the head to which they report. An Organizational matrix chart interconnects teams and employees with more than one supervisor or manager.
The advantage of an Organizational matrix chart is that it is more cooperative and fruitful and its disadvantage is that there is a conflict of interest and this gives rise to divided loyalties
Uses of Organization charts
The Organizational chart is an essential management tool that is used for several purposes like
- Resource planning
- Workforce planning
- Showing work responsibilities
- Reporting relationships
- Manage change or growth
- Improving communication lines
- Budgeting
- Benchmarking to competitors
- Creating employee directory
- Restructuring
- Helping the employees in understanding the importance of their role
- Providing information about business structures
- Offering information about data hierarchies
Principles of Organizational charts
Keep in mind the following principles before framing an Organizational chart
- Make the Organizational chart flexible and simple
- The line of authority should be followed by the top management while dealing with subordinates. Do not try to bypass authority as it will make the chart meaningless
- Define the lines of position to avoid overlapping of job positions
- Avoid unnecessary concentration of duty at any given point
- It is essential to maintain the balance of the Organizational chart and not be influenced by individuals or personalities
Advantages
The advantages of the Organizational chart are as follows-
- It assists in specifying the responsibility and authority of every position in an organization
- It depicts the relationship between the staff members of an organization
- It helps to divide the functions of an organization and its departments
- It assists in designing and planning the Organizational structure to meet the objectives and goals of a business
- It defines the relationships between different people so that the workflow remains smooth
- It can identify if a workers workload is too heavy or not
- It assists in finding out about the competency of an employee in his position
- There is no chance of overlapping and duplication of duties
- It is an information center for the new hires because the visual display can help to understand various levels of responsibility and authority
- It outlines the various tasks of an employee and which supervisor is responsible for overseeing that employee’s task
- It helps in pointing out the deficiencies and faults in the organization so that prompt remedial action can be taken
- It is an essential tool as it helps in the decision-making process
- It enhances employee performances
- In some cases it helps to analyze the budget and generate reports
- It can design work teams
- It acts as a guiding force while making plans for expansion
Limitations
The limitations of Organizational charts are as follows-
- In organizations with significant turnover, the Organizational chart becomes out of date very quickly.
- The Organizational chart shows only formal relationships and does not depict social or informal relationships
- The Organizational chart shows a line of authority but not how it is exercised
- They do not include customers who are very important for an organization
- An outdated chart is worthless
- Keeping the chart updated is very hard as it needs constant changes at the drop of a hat that is not possible. Employees are changing departments, leaving the company, being assigned to new roles and making necessary changes is a time-consuming process
How to Draw Organizational charts? | https://www.marketing91.com/organisational-chart/ |
Vertical Organization Chart Of A Company: When It Is Convenient
The vertical organization chart of a company is a reasonably widespread structure in various sectors of commerce and industry. We all have a rough idea of what this organizational model entails, although perhaps we have never noticed the reasons for this preference. Today we will take care of it.
What Is The Organization Chart Of A Company?
A company’s organization chart is a visual diagram describing employees’ roles, where they are in the chain of command, and how decisions are made. These organizational structures may use functions, markets, products, geographies, or processes as a guide.
It is a tool that serves companies of all sizes and industries and helps them define critical elements about the operation of the business. As the company grows, the organization chart can also be helpful for new employees by allowing them to discover who manages what processes in the company; And. In the event of a change at the leadership level, this chart makes it possible to visualize how the workflows would work.
What Is A Vertical Organization Chart Of A Company?
Like other corporate organization models (tabular, circular, mixed or horizontal), the vertical organization chart in a company seeks to maintain its structure by placing each of its members in the position that corresponds to them according to a series of previous criteria.
With What Objectives Is The Vrtical Organization Applied In A Company?
The vertical organization chart of a company helps us visualize the different hierarchical levels that exist within the company, the total number of members that comprise it, the positions of greater responsibility and, of course, the protocols for action and performance.
The vertical organization chart in a company allows the management and command lines to be clearly expressed. Those responsible for management and direction have a strategic and joint vision of the processes.
What Is A Vertical Organization Chart, And Examples Of When To Apply It?
The vertical organization chart is a very visual company organization tool. There are several reasons why the vertical organization chart is one of the most recurrent models in business practice. Among the cases it is recommended are those of the following examples:
- When companies are too large, management must be clear about the command lines and what place each member occupies. In this way, greater control is achieved, primarily in organizations that, due to their size, are almost universes in themselves.
- It is necessary to focus actions on departments, sections, areas or workgroups, which do not necessarily have to be numerous. In this case, the justification of the model is based on the timely distribution of functions and specialization of tasks.
- When companies are governed by a results-based model, generally in the short or medium term, but not by the interaction and participation of its members. In other words, in this type of organization, it is essential to note the chain of command and the authority of the leaders of the work teams.
- When the company constantly appeals to positions as the primary motivation. Workers strive to climb the rungs of the organizational pyramid to acquire parts of greater responsibility and, therefore, better remuneration.
What Is A Vertical Organization?
The vertical organizational structure is what characterizes a vertical organization. A strict hierarchical structure is appreciated with the power that emanates from the top down. With a well-defined chain of command, decisions generally move top-down through the company, level by level, layer by layer, and people at the bottom have the least autonomy.
Each person is supervised by whoever is directly above them in this type of organization. Employees can control their functions and duties, but they must always be accountable to a superior.
What Is The Disadvantage Of The Vertical Structure?
A vertical organizational structure can damage employee relations and damage departments’ work environments. This is the case of the lower-level manager who realizes the need to act before an event but cannot do anything to avoid the problems that threaten to arise since it is not in his power. You are also unable to warn your superiors effectively, so you end up with the feeling that your warning has not been heard and that the unfavourable situation could have been avoided.
This type of inefficiency, in addition to slowing down the company’s ability to react to adverse circumstances and limiting its room for maneuver, can also eliminate creativity and stifle the suggestions of those who provide their services at the lower levels of the vertical organization chart in a company.
In the end, this level of control has many disadvantages, such as those linked to the lack of innovation, the lack of flexibility, the difficulty for interdepartmental cooperation to take place, the loss of opportunities due to lack of visible damage the welfare of the employees. Employees.
Vertical vs. Horizontal Organization Chart
Despite the effectiveness of a vertical organization chart in a company in the cases mentioned in the previous section, not a few companies have moved towards horizontal models of command in recent years. Which is the reason?
Simple: the cultural and social changes of the 21st century, which are also reflected in business models. Given the agility of the processes and the high response capacity required of business managers, fully specialized areas and very notorious hierarchical levels have progressively disappeared.
A particular trend seems to prevail today in many sectors of industry and commerce: the less apparent hierarchies and authority are, the better results and benefits are obtained.
Also Read: Non-Commercial Swap: What Is It? | https://www.techbuzzinfo.com/vertical-organization-chart-of-a-company-when-it-is-convenient/ |
An organization structure is a set of planned relationships between groups of related functions and between physical factors and personnel required for the performance of the functions. The organization structure is generally shown on an organization chart. It shows authority and responsibility relationships between various positions in the enterprise by showing who reports to whom. Organization structure lays down the pattern of communication and coordination in the enterprise. Though organization structure is very important, it is not an end in itself. According to Peter.F.Drucker, “Organization is not an end in itself, but means to the end of business performance and business results. Organization structure is an indispensable means; and the wrong structure will seriously impair business performance and may even destroy it. Organization structure must be designed so as to make possible the attainment of the objectives of the business for five, ten, fifteen years hence”
Sound organization structure can contribute greatly to the survival continuity and stability of the enterprise. The need and the importance of organizing and the organistaional structure can be understood more precisely on the basis if the following points:
Sound organization helps in the performance of management functions like planning, staffing, directing and controlling. Inadequate organization may result in duplication of work and efforts and some of the important operations may be left out. Sound organization facilitates the performance of various managerial functions by division of labor, consistent delegation or job definition and clarity of authority and responsibility relationship.
Sound organization designed in scientific principles can create conditions conducive to planned expansion and diversification of the activities of the enterprise. It can help in keeping the various activities under control and increase the capacity of the enterprise to undertake more activities.
Organization is an important means of bringing coordination among the various departments of the enterprise. It creates clear-cut relationship between the departments and helps in laying down balanced emphasis in various activities. It also provides for the channels of communication for the coordination of the activities of different departments.
A sound organization structure is flexible to give adequate scope for the improvement in technology. It facilitates introducing changes in the enterprise by modifying the authority and responsibility relationship in the wake of new developments.
Sound organization matches the jobs with the individuals and vive-versa. It ensures that every individual is placed on the job for which he is best suited. This helps in the better use of individuals working in the enterprise.
An organizational structure based on clear-cut demarcation of authority, higher range of responsibility, discretionary freedom granted to personnel, incentives offered for specialized work, etc. will certainly foster the spirit of constructive and creative thinking. Such an atmosphere will give an opportunity for the staff to display their hidden creative talents which in turn will lift enterprise to achieve higher goals of business.
An effective organization facilitates delegation of authority which is an important device for training and developing the personnel. Delegation of authority is also an important means of directing the subordinates. It prepares them to take more responsibilities whenever need arises.
Organization structure provides a basis or framework within which managers and non-managerial employees perform the joins assigned to them. In other words, organization structure may be considered as the core element around which various functions are performed and several processes operate. The stricture of organization is consciously designed by the management. However, in designing the structure the following factors are to be considered: Objectives and Strategy Design of structure begins with the identification of organizational objectives. There is a way of designing what the main structure of the organization should be, without an understanding of what the organization is for and what it is trying to achieve. Environment Organization is a system and every system has its boundaries. Beyond the boundaries there exists external environment which affects not only the foundation and functioning of the organization but also is structure. Technology An organization is a socio technical system. Technological aspect which refers to the manner in which various activities will be performed is an important part of organizational structure. People Organizations are formed by and operated through people. Large number of people are employed for both managerial and non managerial jobs and various activities are assigned to them and finally they put in authority relationships. Size There are several criteria to determine size of an organsiation such as number of persons employed, amount of capital invested, volume of turnover, and physical capacity. Forms of organization on authority relationships are: Line organization Line and Staff organization Functional organization
In a functional structure activities are grouped and departments are creates on the basis of specified functions to be performed. Activities related to a function are grouped in a single unit with a view to give a well defined direction to the whole group. For instance, in an industrial enterprise, the major functions like production, finance, marketing, personnel may be grouped into different departments as shown in the figure. Managing Director
Marketing researchThis type of structure is highly suitable for an enterprise engaged in production and distribution of a single product or a small number of products. It is very useful where it is desired to introduce specialization in the performance of various functions like production, finance, marketing, etc. But where it is required to handle multiple products, functional organization may prove to be insufficient.
It is formed by crating a set of autonomous units or divisions which are coordinated by the central headquarters. For example, a company may have three divisions to manage textiles, cement and shipping. But to coordinate their functioning, certain essential services such as Corporate Planning, Finance, Legal and Research and Development are organized at the headquarters as shown in the figure. This structure is popular with giant firms dealing in multiple products and operating in different geographical regions. The products are often unrelated and require different emphasis on different functions. And the territories served by the firm have their unique problems
Departmentation by customers may be followed in enterprises engaged in providing specialized services to different classes of customers. Under this, customers are guide for grouping the activities. The management groups the activities on t he basis to cater to the requirements of clearly defined customer groups. For instance, a big automobile servicing enterprise may organize its departments as follows: heavy vehicle servicing division, car servicing division, and scooter servicing division. Many educational institutions follow this type of deparmentation. They offer day courses, evening courses and correspondence coursed to meet the requirements of different types of students. Similarly, a commercial organization may be divided into wholesale, retail and export departments as shown in the figure.
Coca-ColaA is aA carbonatedA drink sold in stores, restaurants, andA vending machinesA in more than 200 countries. It is produced byA The Coca-Cola CompanyA ofA Atlanta,A Georgia, and is often referred to simply asA CokeA (a registered trademark of The Coca-Cola Company in the United States since March 27, 1944). Originally intended as aA patent medicineA when it was invented in the late 19th century , Coca-Cola was bought out by businessmanA Asa Griggs Candler, whose marketing tactics led Coke to its dominance of the world soft-drink market throughout the 20th century. The company producesA concentrate, which is then sold to licensed Coca-Cola bottlers throughout the world. The bottlers, who hold territorially exclusive contracts with the company, produce finished product in cans and bottles from the concentrate in combination with filtered water and sweeteners. The bottlers then sell, distribute and merchandise Coca-Cola to retail stores and vending machines. Such bottlers includeA Coca-Cola Enterprises, which is the largest single Coca-Cola bottler in North America and western Europe. The Coca-Cola Company also sells concentrate forA soda fountainsA to major restaurants andA food serviceA distributors. The Coca-Cola Company has, on occasion, introduced other cola drinks under the Coke brand name. The most common of these isA Diet Coke, with others includingA Caffeine-Free Coca-Cola, Diet Coke Caffeine-Free,A Coca-Cola Cherry,A Coca-Cola Zero,A Coca-Cola Vanilla, and special versions with lemon, lime or coffee. Since Coca-Cola is the leading soft drink brand it has to serve a large market. Coke was previously using a simple functional structure which wa not so effective to meet the increasing demand. Like any other company it started off on a small scale and then became the masters of the beverage industry. It has long chains spread all over the world.
The Coca-Cola realizes that it needs to be able to meet the ever changing demands of its customers. This is why the company pushed towards decentralization in the nineties, and even more so recently. The organization has two operating groups called Bottling Investments and Corporate. There are also operating groups divided by different regions such as: Africa, Eurasia, European Union, Latin America, North America and Pacific. Each of these divisions is again divided in geographical regions. By allowing decisions to be made on a more local level, the organization can quickly respond to the changing market demands, and the higher level management can focus more on long term planning. Certain divisions of the company like Finance, human resource, marketing, innovation and strategy and planning are centrally located within the corporate division of the company. Some of these functions takes place at lower levels in each of the regions of the company; however most of the decisions are made at the top of the hierarchy. For example in 2002 the decision to sponsor the world cup was done at the corporate level. Corporate headquarters, however, allowed the local divisions to make the advertising decisions. The Coca-Cola Company currently employs approximately 94,800 employees. According to aA general organizational chart obtained from theA company’s website, there areA more than 5hierarchical levels at the corporate level. For example: the head of the Canadian division reports to the president and COO of the North American Group. That president reports to the CFO, who reports to the Office of the General Counsel. The General Counsel then reports to the CEO.
It is fair to assume that there are at least a few more steps in the hierarchy at the local level. Due toA its tallA structure, theA organization hasA experienced communication problems.A One ofA the problems discovered through a survey, was that the people and the company lacked clear goals. Tall hierarchies also cause motivation problems, which is why the organization is attempting to get employees more engaged. The increased usefulness of the company’s intranet will greatly increase the communication between every level of employees, and allow upper management to effectively communicate to the front line employees The Coca-Cola Company realizes that a divisional structure gives the organization the best opportunity to react to the changes in its uncertain environment, but also allow it to maintain a level of stability. The multidivisional structure is beneficial for the organization for a variety of reasons. The division basedA on geographic region allows certain aspects ofA the company’s operations to beA tailoredA toA theA individualA market.A One advertisingA campaignA orA sloganA may notA be appropriate for another market, so decisions about specific ads are made closer to the individual markets.A Multidivisional structures allowA divisional managersA toA handleA daily operations while corporate managers are free to focus on long-term planning There are also problems associated with this type of structure. If the company creates divisional competition, coordination may decrease because each division wants to have an advantage over everyone else.
Communication problems may also exist because information can become distorted when it has to travel up and down tall hierarchies. A Multidivisional matrix structure may be better suited for Coca-Cola Company. This would increase coordination between corporate and divisional levels, and managers at each level would work together to create solution to problems. While such a structure may be too complex for a global organization, the company may want to look into it. The following steps can be adopted to make better organizational structure for the company : Identify business conditions that cause operational problems due to your current organizational structure by distributing an employee survey to gather input and suggestions from the people experiencing challenges. Identify current roles and responsibilities to assess your organization’s ability to deliver on commitments and set expectations accordingly. For example, if you determine your development team is also responsible for providing customer support, you must prioritize activities so that project milestones and customer service level agreements are both met.
Analyze employee feedback to identify gaps in the organizational structure that prevent effective work flow. For example, employees may lack training on the use of new equipment, software or procedures. Poor organizational structure can prevent employees from describing their operational needs effectively. Once you have identified these gaps, you can respond by proposing possible alternatives to your executive management team. Focus your organization on a common vision and strategic goals. Implement business processes that support these goals to compensate for the poor organizational structure. Align all work to your company’s strategic goals, rather than the organizational structure. When tasks align to your company’s goals, increased productivity and reduced waste leads to better financial performance for the company as a whole. Ensure employees have clear performance goals and development plans in place. When people understand their responsibilities, they are more likely to express commitment and loyalty to the company mission. Monitor your new processes and improve them as directed by employee (and customer) input. Adjust your organizational structure to reflect the best way to achieve business goals. Establishing a flat hierarchy (one without too many levels), decentralized reporting, shared responsibilities and open communication that enables employees to respond rapidly to situations tends to yield the best results.
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Most companies with an established organization structure have hierarchical arrangement of lines of authority, communications, rights and determines how roles, power and responsibilities are assigned. It controls how information flows between different levels of management. Whereas, the voluntary sector has a philanthropic side to it, thus making it difficult for corporate like professionalism or profitdriven accountability standards. The stakeholders in an NGO seem to have a stronger influence on the project than observed in a wellstructured organization.
I believe it is the nature of work that actually results or drives the structure of any organization.Typically, the motive of NGO's is community service performed by volunteers from all walks of life. Enforcing a structure or a process in such an atmosphere is a daunting task. On the contrary, it is much easier in companies and even employees realize the importance of organization's culture and policies.
Envisage managing an enterprise software project for an NGO and how would you go about your project? Here's how I did it for one of the largest nonprofit, non-government organization in the world. As a project manager, I was bestowed with a responsibility of designing and delivering online ERP software to suit the needs of over 10,000 users.
It was indeed a satisfying experience but it didn't come easy. NGO's follow an open culture implying many having an influence in decision making. Despite taking into confidence the 'key stakeholders', the culture doesn't restrict the entrant of new ones. Imagine each volunteer contributing to the 'scope' and providing feedback after each release?
When processes, hierarchy, authority or structure fails, one is left with no choice than to rely on 'power', not political, but 'soft power', referred to as interpersonal skills. The ability to connect and persuade people plays a crucial role in assessing the influence & impact of stakeholders in project success. The following helped me resolve issues with stakeholder management.
Regular face to face meetings with demanding stakeholders.
Follow-up meetings with emails and/or updates until the resolution.
Be honest and truthful.
• Dealing with people is inevitable and as project managers we are always watched or looked upon as responsible problem solvers.
• Never promise something that you don't believe you can accomplish.
• To communicate thoughts, feelings, and opinions you need to choose words that are direct, honest, appropriate, and respectful. If you are assertive, choose assertive words carefully. This comes by practice and awareness.
Develop and maintain a professional work environment at all times. Never compromise on professional ethics because you are working for an NGO.
• Committed entirely to the project.
§ Being punctual, disciplined and professional yet friendly.
§ Respect the valuable time of others.
• A professional is responsible and accountable.
§ Don't shy away from taking responsibility of the project. I did this which increased confidence and credibility in the entire organization.
§ Accept and embrace failures openly. Don't be afraid of getting embarrassed as the mindset becomes a barrier for most achievers. Ex: Accepting & acknowledging missing schedule deadline) OPENLY.
• Be persistent in enforcing project processes throughout the project life cycle.
My six mantras to project success! Effort, commitment, perseverance, persistence, patience and smile
• Nothing can be achieved without Effort and I believe this is the starting point.
Celebrate project success happily! | http://pmibangalorechapter.in/index.php/2016-11-14-14-02-04/pm-essence-newsletter/newsletter-archieves/newsletter-archive-list/1860-julpmarticlea12013 |
Management development programs are presumed to create greater involvement and participation in the workplace. As we have talked about earlier in this paper these efforts are first of all modernized ways to disguise the need for more advanced and sophisticated forms of controlling people in their workplace. The difference between what management programs pretend and what they really intend are substantial. Take empowerment programs. They pretends as follows:
- Delegation of responsibility from management to employees.
- No-hierarchical forms of work organization.
- Sharing of information between and within different levels of organization.
The specific workplace-mechanism through which these pretensions shall be realized are:
- Autonomous work-groups (teams)
- Decentralized information systems
Different research studies have stated that these measures represent relatively minor and marginal modifications to dominant, pre-existing, organizational forms and practices. Cunningham et.al.12 found in British studies that "empowerment fails to give employees much in the way of increased power and influence." Warhurst and Thompson13 state from their workplace studies that:
The hollow laugh received when mentioning the word 'empowerment' in most organizations is the true test that employees at many levels experience this great 'innovation' less as the opportunity to exercise extra discretion, and more as the necessity to undertake more tasks. Bill Harley14 states in his research that:
Employees who work in workplaces with any of the empowerment mechanisms in place, do not report any difference in their level of autonomy from employees who work in workplaces without the mechanisms. This is a very significant finding. It is consistent with the claim that practices allegedly associated with empowerment do not contribute to employee autonomy. Harley14 continues in his survey:
Being a member of a management group is positively associated with autonomy, while being a member of other groups tends to be negatively associated. Harley arrives at the following conclusion in his survey:
The relative capacity of individuals or groups to exert control over production is determined primarily by virtue of their respective positions within organizational hierarchies. Positions within hierarchies are defined in terms of their relationship to other positions. Managers are managers by virtue of their positions within hierarchies, which affords them the capacity to exercise power over their subordinates. Unless hierarchy disappears, it is extraordinary unlikely that we will witness a generalised shift in control from managers to employee. It is this fact of organizational life that provides the most compelling explanation of why empowerment does not empower workers.
The use of work-groups as a method in developing the workplace in a more autonomous direction can back-fire on these effort in the sense that group pressure instead works as a contributing factor in creating another form of conformity and servility. Markus Reihlen1 states this paradox in his research:
The group-think effect emerges in strong coherent groups where group members attempt to realize unanimity, consensus, and harmony of their efforts. At the same time, the ability for creative thought and rational judgement are negatively affected by the group pressure. Reihlen1 concluded with the following statement concerning the effects of cultural control in a group:
Excessive cultural control leads to the elimination of the pluralistic character and deprives the organization of its innovative abilities. Moreover, the organization will degenerate into a belief system sacrificing its creative potential to a uniform dogma. The author Louis Zurcher15 notes that individuals easily define themselves in terms of an organizational group in which they are included. He says:
The individual tends toward rigid adherence to conventional values; submissive, uncritical attitude toward idealized moral authorities in the group, tendency to look for and punish people who violate conventional values, opposition to the subjective, imaginative or tender minded, tendency to think in rigid categories, preoccupation with dominance/submission, strong/weak, leader/follower categories.
Wendell Krossa3 says in his papers:
We are in need of new structures for human organizing that will support new cooperative forms of human relating - truly egalitarian forms of relating. Max Weber16 (the father of modern sociology), developed a contrary ideology in this respect. Weber's16 belief in an organizational system (bureaucratic) regulated by rules, led him to undoubtedly accept the authority of some people over others. He accepted domination as legitimate and necessary, as an administrative structure to execute command and control. Weber16 developed his thoughts about organizations over a century ago. Fredrik Taylor17 industrialized these thoughts through his theory of Scientific Management in the beginning of the 19th century. But the ideas and visions of these pioneers in the history of organizations are still living in the best of health after almost 100 years. And that is an immense paradox when we know that everything in working life has changed character during the last century, aside from the organizational structure in the workplace. Therefore we can say, using Krossa's words 3:
We, as developing human beings, are becoming more conscious of the nature of humanity as free, inclusive and egalitarian, but we still exist within controlling organizations. We continue to exist within primitive structures that orient us to the drives of our animal past. Wanda Marie Pasz18 adds to this evolutionary perspective:
When it comes to the tools, methods and processes we use to get work done, we're light years ahead of our predecessors but when it comes to the values, the principles that form the basis of our relationships to and at work, we're stuck in the past - the deep, dark past.
As for management decision-making processes, subordinated people are needed to take part in the implementation of decisions of their superiors because of their roles as operators in this phase of the process. However they are often excluded from the decision making it self because they are not entitled to the authority to participate in this phase of the process because of their role as subordinates. Therefore the first phase - when the decisions are made - can be defined as informing, and the second phase - when decisions are being put into action - can be defined as involving. But the employees can nevertheless be characterized as participators whether they are just informed about decisions that are made (as receivers), or as operators who are involved in the implementing of the decision (as executers). In any case the employees are commanded and instructed to do so. So the term participation relates to a management practice that deals with control over the decision making process, and the power to determinate whether or when subordinate people shall be excluded or included in the process. Used in this context, the term participation refers to a management method (grounded on a vertical structure from the superior to the inferior), and not to anything mutual and reciprocal (grounded on a horizontal structure between equal people). As Bernhard and Glanz7 stated, attempts at developing organizations often give the illusion of participation, but come down to a management trick to make people work harder.
Management development is mainly focused on developing skills for competition, to be best all time, to attain the best advantage in competing with others, to succeed as winners and not be losers, to encourage promotions at the expense of others. In others words beating opponents and struggling to win the match at any cost through competition is the mantra of management development. Competition consists of two contrary elements which are literally beating each other as conquering factors. The constructive one is that it can mobilize and unleash sealed and untapped resources inside the human being. But when these potential resources are released and unpacked in a management process, they cause severe damage and harm in the relationships between people involved. That is because the destructive one is functioning in a contradicting way and is working against the total human resources in the organization. The resources inside the winners are being stimulated and appreciated, while the resources inside the losers are being looked upon as uncompetitive and unworthy of appreciation. The destructiveness of competition arises as we earlier have mentioned from the fact that it is a primal animalistic drive focused on dominating others. In competition the winners emerge as superiors, and the losers are relegated to inferior and subordinate status. And this diversification in rank, position, status and prestige, naturally undermines relationships between people as equals, and it destroys their ability and capabilities to communicate and cooperate on a mutual and trustworthy basis. Our ability to communicate and cooperate is determined by our degree of equality. This is because people must be on the same and horizontal level to be able to grant each other equal rights of personal freedom and mutual trust, and in that sense to be capable of communicating and cooperating with each other. On the vertical and hierarchical level people will, instead, be competing and giving information to each other, rather than communicating with each other in a cooperative manner.
To develop contesting and competing skills (even if the official and pretended purpose is to develop communicative and cooperative skills) managers attend training seminars in an effort to become better leaders. The vain hope is that a management training program will result in improved employee relationship and improved organizational performance. This effort is as we have argued earlier, an exercise in futilty for the company. Lots of research throughout the world documents the reality of the lack of improved profitability for the organization as a consequence of management training programs. Such programs include a small minority of people in the organization because of their superior ranks and positions, and excludes a vast majority of people grounded by their status as inferiors and subordinates. It is therefore obvious that the organizational effect of management program must be marginal, when most employees are kept out of these programs. These types of training programs are, therefore, only token measure. Such tokenism insults the people who are left outside as just another form of manipulation and control. Such management tools are understood by inferior people as nothing more than a means to dominate and control the many. This type of management practice is therefore viewed as tactic for securing benefits for the few at the further expense of the many.
What then are the alternatives to management development in organizational life? If we look at descriptions of the known alternatives, we will find that they are focused around work methods and work organization, and that they normally stop with the ideas of how work can be better managed through improved working methods, such as for instance working in teams. These suggestions however, lack any consideration on the creation of alternatives in relation to the distribution of power. It is the case that work methods are the result of how we choose to organize the work-situation. The power-structure is at the root of the work methods that we create. When the power-structure is in place in the organization, it informs how we are going to get the job done. Either in a vertical and hierarchical way based on superiors and subordinates, or in a horizontal and egalitarian way based on equals. Rothschild9 refers in her paper to the researcher Kanter. Kanter states that it is the structural features of modern organizations that determine organizational behaviour, much more than individual attributes. Therefore we have to start by forming the structure in one way or another, before we can develop the appropriate work methods, working conditions and working forms.
Other experts in the field of work will still argue that we don't have to change the current structures in our organizations. All that is necessary is to change people's attitudes so that they will behave more humanly towards each other, even though they still work within vertically and hierarchically structured organizations. The author Robert W. Fuller19 uses this argument for the preservation of status quo in regard to the contemporary vertical and hierarchical structure in organizations. He says:
The authority of rank is so commonly misused that some jump to the conclusion that rank itself is the problem and that the solution is to do away with it. This kind of egalitarianism ignores the fact that people are inherently unequal... and that differences of rank in a particular context may correctly reflect this. The trouble is not with rank per se but with the abuse of rank. We rightfully admire and love authorities... who use the power of their rank in an exemplary way. Accepting their leadership entails no loss of dignity or opportunity by subordinates. Wanda Marie Pasz has some comments to Fuller's assertion about "our love of authorities". She states:
It is the myth of the benevolent ruler that beloved bosses use their power in exemplary ways. The benign dictator or monarch who is so beloved by his subjects that they don't care about freedom. They want to submit. Their allegiance to their ruler doesn't cost them any loss of opportunity or dignity either (as long they continue in their brainwashed state). ...Since terms like 'dictator' or 'ruler' don't sit well with people in a democratic society, the workplace rulers are called 'leaders'. Accepting subjugation to them is, as Fuller puts it, 'accepting their leadership'.
Fuller19 states further:
Given the serious consequences of confusing rankism (abuse of rank) and rank, it bears repeating that many power differentials are legitimate and that inveighing against them or against the differences in rank that mirror them is misguided and futile. Proposing to do away with differences in ranks makes about as much sense as the notion of doing away with differences in race or gender. Without a system of ranking, complex institutions might slip into a state of disorganization, if not anarchy. To Fuller's statement about the risk of anarchy without a system of ranking, we will refer to our earlier arguments in this matter. Anarchy, disorganization and chaos will only appear when people are not empowered and not in charge of their own self-being, and therefore cannot take personal responsibility for their own situation in the workplace (simply because they are not allowed their personal responsibility and independence according to the system of rank). In an outside based power-structure (vertical and hierarchical) individuals are dependent of superiors and the system of control and command to prevent themselves from the risk of anarchy and chaos.
Fuller is concerned about the abuse of rank (rankism) but does not see that rankism depends on a corresponding power-structure in the organization which, if we follow his reasoning, should be able to remove the main causes of rankism. He states for example that individual differences and inequalities must be reflected in corresponding differences in ranks, but cannot at the same time see that the system of rank is the cause to rankism. Because the system of rank is based upon vertical and hierarchical structuring, the system is not able to remove inequality in human relationships. The system of rank maintains and even generates more inequality, and that is its main purpose: to sustain the ranking order and to strengthen resistance to changing the current organizational structures. Wanda Marie Pazs argues to Fuller's theories as follows:
He frames the oppressive system as something that is good and natural and is only a problem to the extent that certain managers get carried away with their power and do not-very-nice-things with it. Rank is good. Rankism is bad. He fails to recognize (or even to explore) that there is a causal relationship between rank and rankism. Rank not only causes rankism - it demands rankism. If you don't treat your subordinates like subordinates, you're going to get into trouble as a manager sooner or later. She writes further:
Superiority is bestowed on the rankist. The rankist must be superior as a condition of his employment. The concept of sorting humans into different ranks is presented as something innate - just like nature sorts humans into different racial groups. Therefore individual differences and diversity in the workplace will be suppressed and oppressed as long as power is connected to position and rank. Individual differences will be liberated and released when power is connected to the real diversity in the organization and to the individuals as sovereign human beings.
To Fuller's credit he is concerned with the value of "dignity" in the workplace for all employees. But he does not see that to create dignity it is absolutely necessary to make a change in the power-structure from vertical and hierarchical to horizontal and egalitarian. The human value "dignity" can only be achieved through an organizational structure that is based upon equality, personal freedom and mutual trust between human beings on the same level. As we have mentioned earlier in this paper, subordination, submission and subservience in the relationship between superiors and inferiors, inevitably deprives the inferiors of their dignity as trustworthy persons and imbues the superiors with a sense of pride because of their authority as commanders and controllers. Wanda Marie Pasz has made some reflections about Fuller's thoughts of dignity. She argues:
Subordination of human beings to other human beings, for whatever reason, deprives them of their dignity. It's not possible to restore or bring about dignity in the workplace - not on any meaningful level. Perhaps you can make people more comfortable in their oppressed state by being more pleasant to them and avoiding overtly demeaning behaviour, but the indignity of being subject to control by others is not remedied by employing a kinder, gentler hand to the commanding and controlling. A manager might be expected to command and control in exemplary ways but that doesn't typically enhance the sense of dignity of their subordinates. Usually it causes the converse: Fear, insecurity, intimidation. Managing in exemplary ways is about managing efficiently, improving productivity and profitability - period.
The only way to remove rankism is then to replace the ranking order (vertical and hierarchical structure) based on positions, with an order of equality (horizontal and egalitarian) based on personal responsibility and individual independence from outer control and command.
The author William Bridges20 also deals with the preservation of the current structures in organizational life. He argues:
Since the ability to manage transition is tied to the realities of an actual leader in an actual situation, mutual trust between advisor (external consultant) and leader is essential. Bridges focuses on the leader to facilitate change by getting people through periods of transition through control by the leader. The leader can get people to transition and in the next turn create change. Bridges20 does not see that a connection between the individual processes inside the person and the corresponding structure will be necessary and essential to absorb and transform these individual processes to individual responsibility and personal independence. In Bridges' mind it is the leader who prompts both transformation and change within the individuals, through a vertical and hierarchical structure, where transformation passes through the hands of the superior on to the subordinates. Bridges20 concludes in his paper:
The best leadership programs implicitly address the challenge of understanding change, they are experiential, tailored to the needs of the leader, and based on delivering real-world results.
Developing working forms on the basis of the vertical and hierarchical structure, will consequently demand a development of working forms with superiors and subordinates as the main linkage. Developing working forms on the basis of the horizontal and egalitarian structure, will however create working forms based on true and real equality between human beings in the workplace. If we are working towards real participation and are in need of real participative methods, we have to create a corresponding structure that is horizontal and egalitarian. This development will be based on our knowledge that only equality amongst people with the absence of ranks and positions, can create sufficient real participation in the workplace. If we do believe in true personal freedom and mutual trust as the means to create individual responsibility and personal independence at work, we have to make a complete break with vertical forms of relating and start moving toward a horizontal way of structuring the power flow in the organization. | http://www.uncharted.ca/content/view/149/35/1/11/ |
1 . Compare and contrast each of the organizational structures from your reading.
There are two organizational structures mentioned in text; Hierarchical Organizational Structure and Organic Organizational Structure with two possibilities of all their structures staying one of regarding vertical or perhaps horizontal.
The hierarchical organizational composition consists of a " set of formal task and formal relationships” (Daft, 2012). The armed forces is one of a form of hierarchical organizational framework. It is a framework that is clearly stated of " power and authority and having a developed bureaucratic control system” (Wk3, Lec. pg. a couple of, 2012). This kind of control program instills power and specialist through guidelines, policies, courses and schooling manuals (Wk3, Lec. pg. 2, 2012).
In comparison, a hierarchical organizational structure just like an organic company structure, they will both possess upper levels of management which might be responsible for making " main decisions” (Wk3, Lec. Amount., 2012).
Organic organizational set ups, although are very similar in comparison to hierarchical organizational buildings in the seeing that of upper management making key decisions, there are many differences in contrast for the hierarchical company structures (Wk3, Lec. pg. 2, 2012). Most large organizations tend to be organic and natural due to the complexness of technology that have more emphasis on comprehensive work staying assigned also to who, and who will concentrate more upon " decision – making authority” (Zanzi, 1987).
In a hierarchical company structure continuum, " acquiring risk” is usually not urged as it can mean living or death of someone (Wk3, Lec. pg. 2, 2012). However , inside the organic company structure, risk are taken every day and fact are generally encouraged (Wk3, Lec. pg. 2, 2012). 2 . In the event that you where to choose one particular structure through which to operate, which do you choose and why?
In my opinion I would pick the hierarchal...
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Class 12th Business Studies Chapter 5 – Organising NCERT Solution is given below.
Question 1. Which of the following is not an element of delegation?
Answer (d) Informal organisation is not an element of delegation.
Answer (b) Informal organisation implies social interaction amongst people.
Question 3. Which of the following does not follow the scalar chain?
Answer (d) Informal organisation does not follow the scalar chain.
Answer (a) A tall structure has a narrow span of management.
Answer (a) Centralisation implies concentration of all decision making functions at the apex of the management.
Answer (a) Authority refers to the right of an individual to command his subordinates Thus, It IS essential that responsibility be accompanied with necessary authority.
Answer (c) Span of management IS the number of subordinates under a supenor.
Answer (c) As In informal organisation excess of interactions among people giVing rise to rumours.
Answer (b) Divisional organisation implies grouping of activities on the basis of product lines.
Answer Organising is defined as a process that initiates implementation of plans by clarifying jobs, working relationships and effectively deploying resources for attainment of identified and desired results.
Question 2. What are the steps in the process of organising?
Identification and Division of Work Organising process begins with identifying and division of total work into small units.
Departmentalisation After dividing the work, related and similar jobs are grouped together and put under one department.
Assignment of Duties After departmentalisation, the work is assigned according to the ability of individuals.
Establishing Reporting Relationship Assigning duties is not enough. Each individual should also know, who he has to take orders and to whom he is accountable. Thus, reporting relationship helps in co-ordination among various departments.
Question 3. Discuss the elements of delegation.
Authority It refers to the right of an individual to command his subordinates and to take action within the scope of his position. The concept of authority arises from the established scalar chain, which links the various job positions and levels of an organisation. It must be noted that authority is restricted by laws and the rules and regulations of the organisations. Authority flows downward.
Responsibility Responsibility is the obligation of a subordinate to properly perform the assigned duty. It arises from a superior-subordinate relationship because the subordinate is bound to perform the duty assigned to him by his superior. Responsibility flows upward.
and flows upwards i.e., a subordinate will be accountable to a superior for satisfactory performance of work.
Question 4. What does the term ‘Span of management’ refer to?
Answer Is the number of subordinates under a superior or we can say, it means how many employees can be effectively managed by a superior. The span of management, to a large extent gives shape to the organisational structure, e.q., if the number of subordinates under a superior keep increasing when we move downward then the shape of the organisational structure will be as follows.
Question 5. Under what circumstances would functional structure prove to be an appropriate choice?
Answer Functional structure would prove to be most suitable when the size of the organisation is large, has diversified activities and operations require a high degree of specialisation. It promotes control and co-ordination within a department, increased managerial and operational efficiency, results in increased profits.
Question 6. Draw a diagram depicting a divisional structure.
Question 7. Can a large sized organisation be totally centralised or decentralised? Give your opinion.
Answer No large organisation can not be totally centralised or decentralised. Complete centralisation would imply concentralisation of all decision making functions at the apex of the management hierarchy. Such a scenario would obviate the need for a management hierarchy. On the other hand, complete decentralisation would imply the delegation of all decision making functions to the lower level of the hierarchy and this would finish off the need for higher, managerial positions. Both the situations are unrealistic.
As an organisation grows in size and complexity, there is a tendency to move towards decentralised decision making. This is because, in large organisations those employees, who are directly and closely involved with certain operations tend to have more knowledge about them than the top management, which may only be indirectly associated with individual operations. Hence, there is a need for balance between these co-existing forces.
Question 8. Decentralisation is extending delegation to the lowest level. Comment.
Answer Decentralisation is extending delegation to the lowest level Decentralisation explains the manner in which decision making responsibilities are divided among hierarchical levels. Decentralisation refers to delegation of authority throughout all the levels of the organisation. Decision making authority is shared with lower levels and is consequently placed nearest to the point of action. In other words, decision making authority is pushed down the chain of command. Delegation is the process and decentralisation is the end result. e.g., If the director give the responsibility to production head to complete the target of 20,000 units and authorise him to hire the workers, production head further shares his responsibility with manager to select the worker. Manager shares his responsibility with supervisors, who are dealing with workers, authorise him to select workers. Here, the responsibility distributed at every level. That’s why we say systematic delegation leads to decentralisation.
Question 1. Why is delegation considered essential for effective organising?
Effective Management By empowering the employees, the managers are able to function more efficiently as they get more time to concentrate on important matters. This makes the working of all the levels effective and efficient.
Employee Development As a result of delegation, employees get more opportunities to utilise their talent and this may give rise to talent abilities in them. It makes them better leaders and decision makers. Delegation empowers the employees by providing them with the chance to use their skills, gain experience and develop themselves for higher positions.
Motivation of Employees Delegation helps in developing the talents of the employees. It also has psychological benefits. Responsibility for work builds the self-esteem of an employee and improves his confidence. He feels encouraged and tries to improve his performance further.
Facilitation of Growth Delegation helps in the expansion of an organisation by providing a ready workforce to take up leading positions in new ventures. Trained and experienced employees are able to play significant roles in the launch of new projects.
Basis of Management Hierarchy Delegation of authority establishes superior-subordinate, which management. The extent of delegated are the basis of hierarchy of authority also decides the power that each job position enjoys in the organisation.
Better Co-ordination Due to delegation work, duties, power all becomes very clear. This helps to avoid overlapping of duties and duplication of effort as it gives a clear picture of the work being done at various levels. Such clarity in reporting relationships help in developing and maintaining effective coordination amongst the departments, levels and functions of management.
Question 2. What is a divisional structure? Discuss its advantages and limitations.
Answer A divisional structure comprises of separate business units or divisions. Each unit has a divisional manager responsible for performance and who has authority over the unit. Generally, manpower is grouped on the basis of different products manufactured.
(i) Skill Development Product specialisation helps In the development of varied skills in a divisional head and this prepares him for higher positions as he gains experience in all functions.
(ii) Accountability Divisional heads are accountable for profits, as revenues and costs related to different departments. can be easily identified and assigned to them. This provides proper basis for performance measurement.
(iii) Quick Decision Making It promotes flexibility and initiative because each division functions as an autonomous unit which leads to faster decision making.
(iv) Facilitates Expansion It facilitates growth as new divisions can be added without interrupting the existing operations, by merely adding another divisional head and staff for the new product line.
Conflicts Conflicts may arise among different divisions with reference to allocation of funds.
Higher Cost Providing each division with separate set of similar functions increases expenditure.
Ignoring Organisational Goals It provides managers with the authority to supervise all activities related to a particular division. In course of time, such a manager may gain power and in a bid to assert his independence may Ignore organisational interests.
Question 3. Decentralisation is an optional policy. Explain why an organisation would choose to be decentralised.
Develops Initiative Among Subordinates When lower managerial levels are given freedom to take their own decisions they learn to depend on their judgement. A decentralised policy helps to identify those executives, who have the necessary potential to become dynamic leaders.
Develops Managerial Talent for the Future Formal training plays an important part in equipping subordinates with skills that help them rise in the organisation, but equally important is the experience gained by handling assignments independently. It gives them a chance to prove their abilities and creates a reservoir of qualified manpower.
Relief to Top Management Decentralisation leaves the top management with more time, which they can devote to important policy decisions rather than occupying their time with both policy as well as operational decisions.
Facilitates Growth Decentralisation awards greater autonomy to the lower levels of management as well as divisional or departmental heads. This allows them to function in a manner best suited to their department and develops a sense of competition amongst the departments. consequently, the productivity levels increase and the organisation is able to generate more returns, which can be used for expansion purposes.
Better Control Decentralisation makes it possible to evaluate performance at each level and the departments can be individually held accountable for their results. The extent of achievement of organisational objectives as well as the contribution of each department in meeting, the over all objectives can be ascertained.
Question 4. How does informal organisation support the formal organisation?
Social Needs It helps to fulfill social needs of the members and allows them to find like minded people. This enhances their job satisfaction, since it gives them a sense of belongingness in the organisation.
Organisational Objectives It contributes towards fulfilment of organisational objectives by compensating for inadequacies in the formal organisation e.g., feedbacks on new policies etc can be tested through Informal network.
Question 5. Distinguish between centralisation and decentralisation.
Question 6. How is a functional structure different from a divisional structure?
Question 1. Neha runs a factory wherein she manufactures shoes. The business has been doing well and she intends to expand by diversifying into leather bags as well as Western formal wear, thereby making her company a complete provider of corporate wear. This will enable her to market her business unit as the one stop for working women. Which type of structure would you recommend for her expanded organisation and why?
She will diversify her unit now into varied product lines.
Such a structure would enable her to know the profit marqms from each product line and accordingly, she can plan and select the specific product for future diversification.
It will facilitate further expansion without disturbing the existing units.
Question 2. The production manager asked the foreman to achieve a target production of 200 units per day, but he doesn’t give him the authority to requisition tools and materials from the stores department. Can the production manager blame the foreman if he is not able to achieve the desired target? Give Reasons.
Answer No, the production manager cannot hold the foreman responsible for the incomplete work as the foreman was not given authority by the manager. The principle of authority responsibility says that there should be a balance between the authority and responsibility. If the authority given is more, then it leads to misuse of authority and if responsibility is more, then the work will not be completed.
Question 3. A manager enhances the production target from 500 units to 700 units per month, but the authority to draw raw material was not given by him. The production manager could not achieve the revised production target. Who is responsible and which principle was violated?
Answer The manager is responsible for work not being completed. The principle of authority responsibility is violated.
Question 4. A company has its registered office in Delhi, manufacturing unit at Gurgaon and marketing and sales department at Faridabad. The company manufactures the consumer products. Which type of organisational structure should it adopt to achieve its target?
The services of experts are common to all products. It will be economical as no duplication will take place.
Span of management can be increased as workers will be doing same type of work.
1. A company, which manufactures a popular brand of toys, has been enjoying good market reputation. It has a functional organisational structure with separate departments for production, marketing, finance, human resources and research and development.
Lately to use its brand name and also to cash on to new business opportunities it is thinking to diversify into manufacture of new range of electronic toys for which a new market is emerging.
Question Prepare a report regarding organisation structure giving concrete reasons with regard to benefits the company will derive from the steps it should take.
New product lines can be easily added without disturbing the existing units.
Divisional structure maintains short line of communication with customers and provide better services to them.
2. A company manufacturing sewing machines set up n 1945 by the British promoters follows formal organisation culture in totality. It is facing lot of problems in delays in decision making. As the result it is not able to adapt to changing business environment. The work force is also not motivated since they cannot vent their grievances except through formal channels, which involve red tape. Employee turnover is high. Its market share is also declining due to changed circumstances and business environment.
Question You are to advise the company with regard to change it should bring about its organisation structure to overcome the problems faced by it. Give reasons in terms of benefits it will derive from the changes suggested by you. In which sectors can the company diversify, keeping in mind the declining market for the product the company is manufacturing?
To overcome the limitations of formal organisation, the management should encourage workers to interact and socialise with each other through get together outings. In this way, everyone will interact and like minded people will come closer. The net result will be more satisfied workforce.
The management should try to decentralise organisation structure.
The suggested area where the business can be diversified is textile machineries like embroidery units, sequencing units, buttoning units.
Question What organisation structure changes should the company bring about in order to retain its market share? How will the changes suggested by you help the firm? Keep in mind that the sector in which the company is FMCG.
Answer The company X Ltd is working in a centralised way, which is not giving enough time to the higher officials to think of better policies, strategies to handle the changes in the changing environment. The company should thus get decentralised so that the routine type of work, Involving minor decisions can be looked after by the lower levels. Thrs Will give/save more time for the directors and divisional heads to plan strategies to fight with competition. | https://cbse.coolgyan.org/cbse-class-12-business-studies-ncert-solutions-chapter-5-organising/ |
Many large and globalized organizations today, and even the US military, encompass all four of these broad schools of thought in a dynamic, inter-related, and multi-tired fashion. However, the purpose of our analysis today is not necessarily to discuss each school of thought in detail, but rather to discuss their shared relationships developed out of pure necessity, and further question how that relationship is directly tied to leadership. After all, at the end of the day, what we’re concerned with is how we are capable of affecting and influencing an organization more so than we are concerned with a detailed understanding of its structure. However, to do that, we first need to understand a bit about that structure before we can conceptualize those relationships. Make sense?
At a broad organizational level, the US Army (for example) can be thought of in a very scientific management school perspective (classical management). The entire organization can be broken down into recognizably separate organizational levels (in order: Individual, Team/Squad, Platoon/Flight/Section, Company, Battalion/Regiment, Brigade, Division, Corps, Command, Army, DoD, Executive Branch), to which the structure itself forms a completed, clearly defined Chain-of-Command – hierarchical in nature and design. Here, we see the ultimate realization of the scalar chain of communication, and indeed, the largest – and to my professional opinion, vastly overly so – bureaucratic institution in the world, whereby “authority” is not only derived by position, but through bureaucratic decree. For leadership, much of the time spent at nearly all levels within such a massively over-bureaucratic institution is in the activities of planning, organizing, and coordinating, to where the least amount of time spent within the scope of leadership activities is in actual commanding and controlling. Finally, individual responsibilities are subjected to individual competencies, and while there is a clear division of labor and resources, organizational structures are often designed with cross-platform multi-functionality and strategic asset integration in mind. This allows for operational capabilities far beyond those of most other organizations.
Now, as we have just described an organization deeply entrenched in classical management, at the other end of the stick, we see a completely different organization all together. Within the very interpersonal and relationship levels of the military structure and core, do we find a culture uniquely all its own, and one to where Fayol’s bridge is the rule, not the exception. The US military has a multitude of forces that act upon is operational success, and while one may be its structure, the other is its culture. This is where we’ll find its Leadership Culture, which directly relates to the human behavior school perspective.
Remember that Leadership development is the encompassment of individual self-motivated personal and professional reflection and growth, and within that drive do we see a shared responsibility of all leaders to the Stewardship of Leadership. The activity of aided leadership development includes teaching, counseling, coaching, and mentorship. Here, it is not only the inherent responsibility of all leaders to encourage and aid in the development of subordinates, but it is also their charge. To be active within the growth of the leaders of tomorrow not only establishes lines of succession, it also promotes efficiency, increases competencies, fosters esprit-de-corps, lowers risk, increases production, and even increases satisfaction. Leadership interaction within the organization essentially spurs the Hawthorne Effect, the result of which is a professional Theory Y culture.
So what we are really seeing here within this massive, overly bureaucratic institution, are two completely different sets of schools of thought interacting and integrating themselves together in a near seamless way, and it’s all occurring without planned consciousness or external force. Amazing, isn’t it? Well, that’s human behavior for you, and exactly why the human behavior perspective is so important to organizational success and leadership.
Remember from earlier that Human Behavior theorists are concerned about the influence of individuals in organizations, what motivates workers, and how motivation affects the organization. Essentially, these people seek to understand what makes Leadership possible and effective. So when we talk about an organizational structure from the Human Behavior perspective, what we’re really discussing is our understanding of relationships and connections, communication and information, and human systems and networks, and how all these things work together within a much larger organizational structure – as in our example, a classical management structure. We discuss and discover these interconnectivities so we can best discover how to motivate and improve, so we can teach, coach, mentor and guide, and so we can provide for mission accomplishment while also taking care of the team.
Essentially, to develop an understanding of the shared relationships between the Human Behavior school, and any other school of thought, is to gain deeper insights into the realm of leadership effectiveness. And as we all know, if leadership isn’t able to be measured as effective, it isn’t worth much or of much use.
Then choose an organization you are familiar with and describe that organization in terms of one of those four broad schools. Next, select a different school of thought and describe the organization in terms of that approach too.
In what ways do you think both different schools of thought compliment each other? How do you think they negatively affect the effectiveness of the other? Can you think of any methods to overcome those negative effects? How can your leadership benefit from this new perspective or understanding?
Finally, consider what other people think. Find at least one comment from someone else where you might be able to offer your own perspective or experience, and see if you can build on their thoughts too.
Shockley-Zalabak, P. (2012). Fundamentals of Organizational Communication: Knowledge, Sensitivity, Skills, Values. Eighth Edition. Allyn and Bacon, Pearson.
Ref. Henri Fayol’s “Scalar Chain” (1949). – A chain of communication connecting superiors to subordinates where authority is derived directly from position within the chain, and to where communication travels up or down without skipping levels. Shockley-Zalabak, 2012, p. 73.
Ref. Max Weber’s “bureaucratic authority” (1947). – The formulation of rules, regulations, and procedures that make authority “rational-legal”. Shockley-Zalabak, 2012, p. 74.
Ref. Henri Fayol’s “Five Basic Activities of Management” (1949). – The five basic activities of management include planning, organizing, commanding, coordinating, and controlling. These activities are seen as an encompassment of all Fayol’s principles of administration. Shockley-Zalabak, 2012, p. 74.
Interesting note here on Fayol’s “Five Basic Activities of Management”: There is a clear distinction in the amount of time spent in these activities correlating directly to position within the chain. The higher the level of responsibility (authority), more time is spent on the first three and less time is spent on the second two. The lower the level of responsibility (authority), less time is spent on the first three and more time is spent on the second two. Now, I (the Author) can’t tell you if there is already a rule or theory in place to describe this phenomenon at the exact time of writing this, but within a bureaucratic system and environment, the observation holds true.
Ref. Henri Fayol’s “gang plank” (Fayol’s Bridge) (1949). – The idea of by-passing a strict, vertical Chain-of-Command structure in favor of more horizontal communicational freedoms. Shockley-Zalabak, 2012, p. 73.
Ref. Elton Mayo’s “Hawthorne Effect” (1945). – The idea that individual and group motivation and morale are directly and indirectly influenced by human interaction and presence. Shockley-Zalabak, 2012, p. 78.
Ref. Douglas McGregor’s “Theory Y” (1960). – The idea that workers can be self-directed and self-controlled; and assumption to human behavior. Shockley-Zalabak, 2012, p. 78.
Ref. Rensis Likert’s “Participative Management” (1961). – A management process designed around the performance of participative groups that maintain an overlapping individual membership between them, and within the confines of the larger organization. Shockley-Zalabak, 2012, p. 79. In a leadership context, a Participative Leader collects subordinates’ ideas and perspectives and integrates them into the decisions. | https://www.warfighterjournal.com/2016/02/19/the-importance-of-the-human-behavior-perspective-in-organizational-leadership/ |
Today’s Change Wave. For years, (more than 30) I have been building my human system, knowing I was out ahead of a time when it would be needed. Now I know that time has arrived. It was validated when a futurist colleague of mine indicated that the work and systems approach of LifeWork Systems is consistent with a currently trending and evolutionary Teal organizational model. This article is designed to shed light on organizational models of the past and today.
Former organizational models
Red appeared 10,000 years ago in the form of chiefdoms. Instances today include the Mafia, street gangs and tribal militia. Example: on a whim, a boss increases or reduces pay.
Amber accompanied the settlement of people. Authority became linked to formal roles with strict chains of command such as the Catholic Church, the military and most government agencies. Example: salaries are fixed and determined by a person’s level in the hierarchy (or their education).
Orange came next, characterized by a centralized, hierarchical structure with assigned positions and job descriptions as is often seen in any multinational company. Example: a system that stresses individual incentives.
Green came about with higher levels of education and emphasizes empowerment, bottom-up processes and building consensus. This model is still hierarchical because leaders have sole discretion to delegate selectively, such as in Southwest Airlines and Ben and Jerry’s. Example: team bonuses.
Characteristics of a Teal Organizational Model
- Shared Power and Fully Distributed Leadership Development: the concept of “leadership” is different in Teal. While earlier stages relied on a hierarchical power structure, Teal rejects this. Self-organizing and self-managing systems are introduced by a strong leader who, sensing potential, initiates the acknowledgment of, the celebration of, the sharing of, and the development of, power in all, no matter race, age, gender or title: Stories of Morning Star and Buurtzorg are good examples; their leaders imagined a different kind of organization in which anyone and everyone can and should lead —subject to an advice process— based on opportunity, circumstance and/or imagination.
- Reflects an evolution of consciousness: There is a now a need for complex and refined ways of dealing with the complexities and speed and breadth of knowledge and change in our world, including a need to reduce control and instead encourage a shift from an external to internal locus of authority and motivation within each person. An example of this evolution is agile software development, which requires people dis-identify with previous models of rules and levels of authority, in order to move from linear, algorithmic functioning (where there are pre-determined answers and processes) to heuristic and highly collaborative teamwork (in which people are confident and capable of creating solutions and activities on the fly).
- Informed by data and intuition both: Due to today’s global and technological communications, recognition of diversity of thinking and specialization, and rapid change, we need to better understand what’s needed in any situation, and find that data combined with intuition works best when facing complex, ambiguous, paradoxical, non-linear and novel realities. Intuition allows us to recognize and respond to patterns, increasing speed of resolution and innovation, without the need to over-analyze.
- Purpose-Driven: In Teal, each person discovers their life’s calling and commits to it in service and with authenticity, integrity and trustworthiness. Individual pleasure and ego validation are replaced by the joy that comes from a mission to serve the greater good and make the world a better place. Compassion, patience, and a focus on strengths replace shame, guilt and fear.
- Freedom and Responsibility: In Teal, power is celebrated and guided through specific, strategic and intentional mentoring and training best practices, and extended within a framework based on freedom and responsibility. Freedom without responsibility is anarchy and responsibility without freedom is tyranny. Control models are dismantled, while increased expectations of performance and initiative from every team member is expected, sought and strategically developed.
- Wholeness: Gone are the days when we keep our lives compartmentalized. In Teal, we bring our mind, body, spirit, intellect, emotions and social uniqueness to the table, at work and in the community. This is often uncomfortable and disorientating to many, because it is so far outside of centuries of predictability in functioning within a limiting status quo. In Teal, people matter more than profit, transactions and beliefs. In Teal, we transcend judgment and expand into our greatest human potential through reverence and encouragement between people, in order to support conditions and conversations for success.
If you’re ready to evolve, no need to reinvent any wheels; I have a proven system I created just for you.
Why People Hire LifeWork Systems?
Business owners, community leaders, and educators hire Judy Ryan and Lifework Systems because they want the advantages of an extraordinary workplace and recognize a systems approach ensures consistency and sustainability. We have created assessments, digital online training platform and processes, and systems integration to create the winning ticket for your business. Take our culture assessmentand schedule your first consult session at no cost. You can also contact Judy at 314-239-4727 or judy@lifeworksystems.com. | https://www.lifeworksystems.com/teal-is-the-trend-what-color-is-your-organization/ |
In the discussion, I have used the BP Company as my organization of choice, to apply the topic in a real-world experience. The discussion, therefore, starts with a summary of my organization of choice, followed by a discussion of Hofstede’s cultural dimensions and rankings. Subsequently, I have discussed organizational culture models and how they apply to my organization of choice as well as how national and organizational culture impact business.
The organization of Choice (BP)
BP is a London-based Oil company dealing with the exploration, refinery, production, distribution, and marketing of Oil and gas products. With its operations in over 80 countries worldwide, BP is the third largest Oil and Gas Company with over 22,000 Oil service stations worldwide and a daily Oil production of over 3 billion barrels (Harvey and Solly, 2006).
The company’s history can be traced back to 1909 when Oil was discovered in Iran, then known as Persia. The company by then was known as Persian Oil Company and was to be renamed Anglo-Iranian Oil Company in 1935. The nationalization of the Oil industry by the Iran government under the leadership of Muhammad Mossadeq in 1951 led to the 1953 coup in which he was overthrown by what analysts believe to be US and British forces, who claimed to be protecting their oil interests through the coup (Harvey and Solly, 2006).
After the coup, the company was renamed British Petroleum and resumed operations in Iran, and expanded to other countries in Europe, Africa, Canada, and the Middle East. The discovery of oil in Prudhoe Bay saw BP move to Alaska in the 1960s. In the late 1980s, the British government sold its shares to the company, which merged with another company known as Amazon. In early 2000, the company acquired other companies namely Arco and Burmah Castrol (Harvey and Solly, 2006).In terms of organizational structure, the company is vertically structured with the CEO at the top. The company has got over 80,000 employees worldwide.
Geert Hofstede’s Cultural Dimensions
In his research, Dr. Geert Hofstede came up with five dimensions of differentiating cultures for different countries. For each country, he analyzed and reported on each of the five dimensions of cultural differentiation. He also gave the average standard for all the dimensions of cultural differentiation (Geert Hofstede Cultural Dimensions. nd). I would briefly describe the five dimensions and then indicate the rankings for the United Kingdom (where my organization of choice, BP is based) and how they compare with the world’s average.Only 3 hours, and you will receive a custom essay written from scratch tailored to your instructions
Power Distance Index (PDI). This focuses on the equality or inequality between people in a society. High PDI means that there are a lot of inequalities in wealth and power distribution within the society. This is characteristic of many caste systems in which social upward mobility is very low. On the other hand, a low PDI signifies that there are minimal inequalities in the distribution of power and wealth within a society (Hofstede, 2009).
The other dimension for differentiating cultures is the level of Individualism (IDV) amongst the citizens of the country. It also looks at how the people emphasize individual or collective success and achievement. A high ranking in IDV signifies that individuality is paramount in that society and that the individuals or citizens tend to form very loose interpersonal relationships. A low ranking on the same means that the people are more cohesive and that they value collective success more than individual success. These societies are mostly found in those communities which still value extended familial arrangements, in which everything, work, and success included, is perceived as a responsibility and a product for the collective effort of the people rather than for an individual or few individuals (Hofstede, 2009).
Masculinity (MAS) is the other dimension analyzed by Hofstede. This looks at the extent to which gender differences affect the distribution and control of power and wealth among citizens of a country. In countries where MAS rankings are high, the men dominate virtually all aspects of life in that country. The reverse is true for a country with a low MAS ranking, meaning that the society provides equal opportunities for both men and women to acquire and control power and wealth (International business center. n.d).
The fourth dimension of cultural differentiation is the Uncertainty Avoidance Index (UAI) which focuses on the degree to which the society can tolerate any ambiguous or uncertain situations or events. A high UAI ranking means that the country is guided by clear rules and laws, which are clearly written down and known to everyone, and therefore does not tolerate any ambiguous situations or unclear or uncertain issues. A low ranking in UAI means that the country is open to different opinions, which may not be rules, regulations, or laws governing that country. This means that the society accepts change readily, which may put it at risks associated with some changes which are not part of the countries’ laws, rules, and regulations (International business center. n.d).
The last dimension for cultural differentiation is Long Term Orientation (LTO) which focuses on how the society emphasizes or fails to emphasize long-term dedication to forward-thinking, traditions, and values. A country with a high ranking in LTO implies that it acknowledges hard work and traditions as a basis for the establishment of long-term benefits. This means that an outsider may have difficulties in establishing and stabilizing his or her business due to the adherence to traditions by the people which may impede any change within the system. On the other hand, a low ranking in LTO means that the country does not embrace traditional values which may impede change. This means that the country is open to new ideas and innovations which may make a business thrive very well even for an outsider (Hofstede, 2009).
The table below shows the rankings of UK in cultural dimensions in comparison to the world’s averages:Get a 15% discount for your first original paper from our academic experts
|Cultural Dimension||United Kingdom||World’s Average|
|Power Distance Index (PDI )||30%||56.6%|
|Individualism(IDV)||84%||64%|
|Masculinity(MAS)||61%||51%|
|Uncertainty Avoidance Index(UAI)||30%||65%|
|Long Term Orientation(LTO||20%||48%|
Sources: World’s Average: International business centre, (2008). (Link provided at the reference list). United Kingdom: Geert Hofstede, (2009). (Link provided at the reference list).
The impact of the national culture of the UK (which is characterized by high ranking in IDV) on BP’s performance in the oil industry is that the high levels of IDV serve as its philosophy towards business. The reason why the organization has been expanding over time can be attributed to its capitalistic nature of operations (which are synonymous with high levels of IDV), which guides it to maximize profits and minimize expenses.
The national culture of the country is therefore duplicated in every country in which the organization opens a new branch. Since the national culture of the United Kingdom does not allow employees to mix work and personal life, the organization easily maximizes on the employees, which enables it to increase its revenues due to high returns by the employees.
Organisational Culture
An organization is a group of people who work together with coordinated efforts to achieve certain objectives or goals. Organizational goals and objectives are of various categories and it is this variation of the goals and objectives which classify organizations into three main categories namely profit-making; service-based and social responsibility-based organizations (Murray, Poole, and Jones, 2006. pp.45-69).
The study of organizations is made possible by the use of organizational theoretical models or approaches. These theoretical models are mainly used to explain organizations in terms of structure and culture. Organizational culture refers to shared beliefs, values, norms, and practices which characterize an organization. Organizational structure refers to how the organization is structured, how power and authority to make decisions are distributed along with the structure of the organization, and who should take what direction or instructions from whom and when (Murray, et al, 2006. pp.45-69).
Organizational culture is a very important aspect of any organization which aspires to realize its vision through the mission. This is because organizational culture determines whether the organization can work together towards the realization of the vision. Organizational culture is closely related to organizational structure in that how decisions are made by the top management influences the relationship between the top management and the other employees, which consequently determines the culture of the organization (Murray, et al, 2006. pp.45-69).For $13.00 $11.05/page, our academic experts will deliver a completely original paper according to your requirements
A strong organizational culture is found in organizations in which the employees are committed to the work and discharge their duties with little or no supervision while a weak organizational culture is found in organizations whereby the employees have little commitment to their duties, and they are closely supervised to discharge their duties effectively (Murray, et al, 2006. pp.45-69).
There are various models of organizational culture. One such model is the power culture, which is characterized by the centralization of power to a few people within the organization. This person(s) is usually very influential in the organization and therefore everybody else tends to foster a good relationship with the person(s). In this culture, employees are motivated to the degrees to which they emulate that central person(s). In this type of culture, decisions are made easy because there are not many hierarchical positions in the structure of the organization (Murray, et al, 2006. pp.45-69).
There is also role culture, which is characterized by doing things as per one’s position, meaning that an employee only cares for what is of concern to him or her or what lies under his or her docket. This culture is also characterized by rigidity in decision-making because of the bureaucratic nature of the organizational structure, which leads to inefficiency (Murray, et al, 2006. pp.45-69).
Task culture is characterized by the formation of groups that are composed of people with some expertise or knowledge to perform specific tasks. In this type of culture, therefore, group work is very important and authority, as well as supervision, play little or no role because the teams are trusted by the management with their tasks (Murray, et al, 2006. pp.45-69).
Lastly, there is a person’s culture that is characterized by a feeling of superiority among the employees, who think that they are very valuable to the organization. In such a culture, unity and cooperation among the employees may be rare because each employee thinks that he or she is the best and therefore not ready to share what he or she knows with others without extra remuneration by the organization for the same (Murray, et al, 2006. pp.45-69).
My organization of choice, BP, is structured in a bureaucratic manner, meaning that power and authority emanate from the CEO and flow down the hierarchy to the junior levels. Consequently, the organization has a role culture, which is prevalent in bureaucratic structures. In the organization, every employee takes directions from a particular person, and there is no room for employees’ suggestions regarding their roles and how they discharge their duties. They are supposed to follow directives without questioning their rationality or the consequences of their operations as they discharge their duties, especially regarding the issue of environmental safety and safety at the workplace.
For instance, according to Richard Mauer and Anna M. Tinsley of the McClatchy Newspapers, the organization “discouraged workers from reporting safety and environmental problems”. This information was based on a 2004 report of the Vinson & Elkins law firm, which warned that employees who reported any environmentally-related problems faced some form of retaliation from the company (Mauer and Tinsley, 2010).
The reason why they were discouraged from reporting is that the funds which were supposed to repair any damaged or corroded pipes were injected into the business as capital. This practice has for years enabled the organization to expand and increase its profits, but with a risk of eroding its reputation and popularity among its customers.
Many of the BPs critics have attributed the occasional oil spills, most recently being the Mexican Gulf oil spill, to this culture within the organization. This culture affects the operations of the organization because it seems to be inclined towards utilitarianism, a concept that connotes the maximization of profits in total disregard to any negative effects on the environment of the customers of the organization
This culture affects organizational behavior by making the employees discharge their duties for the sake of it. This is because their views, ideas, and creativity have got no place in the company, but rather, what the organization requires from them is total adherence to rules and regulations. The only motivation in the organization is their remunerations, which are not enough to trigger intrinsic motivation among the employees.
Conclusion
This discussion has highlighted crucial information regarding the topic of discussion. It has emerged that organizational culture and structure are closely related. The four main models of organizational culture discussed are power, role, person, and task cultures. About the organization of choice, it has emerged that BPs organizational culture is role culture, which is characterized by utilitarianism, bureaucracy, and rigidity in decision making (Murray, et al, 2006. pp.45-69).
My view of BPs approach to culture is that the approach is not one of the best because it does not encourage employees’ creativity nor does it allow the employees to give their views and suggestions regarding their safety as well as the safety of the environment. This is very detrimental because the employees do not feel like part of the organization, which leads to lowered motivation and commitment.
With this cultural approach, I think the organization may reach a point in time when their business will start to decline, especially due to their utilitarian approach to business, in disregard to their employees’ and environmental safety or concerns. With the presence of other players in the oil and gas industry, competition is growing stiffer day by day, and unless the organization changes its approach, it may reach a point when its name will be completely damaged in the eyes of the world, thus making it hard to get licenses to operate in new countries.
It may as well have some of its licenses in some countries which are strict with environmental and labor laws canceled due to its disregard for environmental and employee safety. The employees may as well be poached by other competitors, with better packages, and this is how the organization will lose all the benefits it would have gained for all these years.
References
Geert Hofstede Cultural Dimensions. (n.d).Geert Hofstede Cultural Dimensions. Web.
Harvey,W.J.,and Solly, R.(2006). BP Tankers: A Group Fleet History. New York, NY: Chatham.
Hofstede, G. (2009). Geert Hofstede Cultural Dimensions: United Kingdom. Web.
International business centre. (n.d.).GeertHofstede Analysis. Web.
Mauer, R and Tinsley, A.M. (2010). ‘Gulf oil spill: BP has a long record of legal, ethical violations’. McClatchy Newspapers. Web.
Murray,P., Poole, D and Jones, G. (2006).Contemporary issues in Management and Organisational Behaviour. Farmington Hills, MI: Cengage Learning. pp45-69. | https://nerdytom.com/management-of-organisational-behaviour/ |
In any company or organization, there is a degree of hierarchy when it comes to roles. There will be a person right at the top, managing the department or company, and feeding down will be roles descending in responsibility. In this article, we will take a closer look at different job levels, including what they are, what is expected at each level, the benefits of having job levels and how to create a job-leveling system.
What are job levels?
Job levels are categories of leadership and authority within a company or organization. Each level comes with a pay rate, responsibilities, and title that is more advanced than the level below. At each level, there may be several roles which share these characteristics.
Typically, the people at any level will report to the people at the level above. This is not always the case, but organizations are generally structured in layers to distribute responsibility so that it doesn’t all fall on the person at the top. These can also be called job bands or position levels, depending on the company you work for.
Types of job levels
Job levels will vary in name across organizations, but regardless of the terms used, they will generally follow the same structure. Smaller organizations may not have an employee for every level.
1. Entry-level
Entry-level is the bottom rung of the company ladder. Depending on the organization itself, entry-level would usually consist of staff members with low or no qualifications, or very little experience. Often, people start off in an entry-level job and look to move up the levels once they gain experience or complete their studies. Examples of entry-level roles may be a receptionist, or an admin assistant in a large firm.
2. Intermediate
Intermediate level employees are a step up from entry level and tend to be qualified to degree level, trained in a certain area, or experienced within the company or role. This level rarely comes with management responsibility, but offers more autonomy than an entry-level position. An example may be a project co-ordinator or project assistant.
3. First-level management
First-level managers are well known to the staff in an organization, because they take an active role in the day-to-day running of the company, whereas top and mid-level managers may not be so visible or may not even be based on site.
Someone of this level may manage both intermediate and entry-level staff. Examples include team leaders and senior managers.
4. Mid-level management
Middle managers sit neatly between executives and first-level managers. They filter down strategy and information from above, but take a specific management responsibility for a department or area of specialism. They typically manage the first-level managers who are more in the field, or they are responsible for whole teams of people at first-management level. Examples include a director or regional manager.
5. Top-level management
The top level of management is your C suite. These are the CEOs, COOs, CFOs and any other positions that make up the executive team. Right at the top, you will find a CEO or Vice President. This will vary according to the size of the company. A large company may have a large executive board, but a smaller company may have a single person at the top level.
However, many make up the top level; this is where the big decisions are made, as essentially, these people run the company. They set the vision, raise and oversee funds, attract talent and develop high-level strategy. Someone at this level may have worked their way up from lower levels within the company or been recruited to the position.
While this level leads the company, in terms of direct management responsibility, they tend to manage the top-level management category directly below them.
Why job levels matter
Creating a job level structure within a company, as part of your HR strategies, holds many benefits. Below are some reasons why you may want to implement levels in your organization:
1. They improve pay equality
Levels mean there need not be discrepancies about pay. Each level comes with a set pay scale, so everyone is treated equally at said level. This falls into line with US legislation; “Equal pay for equal work.” The Equal Pay Act of 1963, signed into law by J.F.K, aimed to bring equal pay regardless of sex. Although this act was created with good intentions, many women still have to fight against the gender pay gap, and therefore, having job levels reduce the risk of any pay disparities.
2. They create boundaries
Having levels gives a clear distinction of where one person’s responsibility ends and another’s begins. There are no blurred lines about who does what. Each level comes with a defined set of responsibilities, and everyone knows where they stand and what is expected of them.
3. They create a common language
When everyone is clear about what everyone does and at what level, it’s easier to discuss positions and the communicate expectations. It also creates a sense of understanding among colleagues, as each individual knows the responsibilities and terminologies used by each role and understands their own.
4. They create mentoring opportunities
When levels are defined, there is a clear structure to adopt mentoring programmes, with people in more senior positions mentoring those at a lower level. This can be extremely rewarding for both the mentor and the mentee and provide more opportunities to grow and progress within the organization.
5. They improve motivation
Having levels within a company can increase employee motivation. Knowing there is something to aim for and the potential for promotion gives people a challenge and something to work towards.
Biron Clark, Founder of CareerSidekick, says: “Job levels and titles give employees a clear understanding of the structure in an organization. This motivates them, as they can see a path to advance their career within the company.” Not having room to grow within a company or being recognized for your contribution can have the opposite effect, and can be very demotivating.
6. They help retain top talent
This goes with the point above. Having levels means there can be a clear route for progression. Top talent will have the option of progressing through the ranks rather than gaining experience and moving on to another company for something better.
Clark continues, “If someone joins a company as a marketing associate, and they see that there are also people working as senior marketing associates and principal marketing associates, they know there's a chance for promotion in the future.”
7. They increase productivity
If having levels makes employees happier and more motivated, this is only going to have a positive effect on productivity and even staff retention. It comes down to each employee knowing where they stand and having a target for progression. A level system creates drive in employees to improve and reach the next level within the company.
How to create a job leveling system
Putting job leveling in place requires defining and evaluating the skills needed for each role, assigning a value to the role, and creating a job description to place it at a given level within the company hierarchy. Here are some points you may wish to consider when applying levels to your organization.
1. Consider the size of your company
Your company hierarchy will vary depending on how many members of staff you have. For a small company, you may only have one person at the most senior levels, and levels may be less due to the number of employees. For a larger company, you need to consider how many people will be at each level. Typically, the number of employees at each level gets less, the higher up the company you go—imagine the shape of a pyramid.
2. Create a clear structure
The structure of your organization needs to be clear for all, so take time to look at where employees will sit in the company levels. Employees need to know who is above them, who they report to, who they manage and where they sit in the company. It should be obvious who is at the same level, and compensation and responsibilities should align at each level.
3. Compare other organizations
Use the structure of other successful companies that are similar to guide you. It will be helpful to look at how many employees are at each level, who has responsibility for who, and pay, if you can get hold of that information. If something is working, use it, rather than reinventing the wheel.
4. Consider your company culture
Your company culture will dictate your structure to some degree. You may have small teams with a strong management presence, or you may have larger teams giving a higher degree of autonomy, with first-level managers playing more of an advisory role. As long as this is consistent, it is open to be set out in any way that suits the needs of your company and employees.
5. Make your job descriptions uniform
Building teams and scaling is easier when you have some kind of structure. Make sure management responsibilities and pay are uniform across each level within the company, with only the specifics changing for each role. For example, first-level managers may all have line management responsibility for intermediate and entry-level employees within their team, even though the specifics and job requirements of each team vary. They will also be on the same pay scale, making recruitment much simpler.
Final thoughts
Job leveling is an important part of establishing a structure within an organization, in order to define where employees sit, the value of each role and to make similar jobs uniform in terms of pay and responsibilities.
Having such a system in place has many benefits for employees as well as the company, giving them a clear path for progression, an obvious point of contact at each level, and fair salaries.
Join the conversation! Do you have a job level system within your company? Or are you considering implementing one? Let us know how your company is leveled in the comments! | https://www.careeraddict.com/job-level |
The Pattern Library:The second pattern that will be introduced today is going to be quite familiar to many; it is feedback. The concept of feedback has a long history, but I would personally consider Harold Black to be the 'father' of our current understanding of this process. In the 1920's he discovered regenerative, or negative feedback, and this introduced a mechanism that largely contributes to the technological achievements of the 20th Century. Feedback is at the heart of the systems theories (there are many dialects), cybernetics and many forms of engineering, and in analogous or metaphorical sense it returns in the humanities and many other areas. Heck, even Hegelian dialectic can be considered a form of feedback!
| Pattern 4: ||Feedback|
|Description||A flow where data from a source feeds back to it (re-entry).|
|a.k.a|| Self-referentiality, when data that is strongly related to the identity of a source is reflected |
|Notes|| - Projected data are not necessarily entirely reflected.|
- Only a little bit of reflection is needed to alter the characteristics of the source
- Feedback typically has four manifestations:
· Regenerative feedback stabilises around equilibrium states
· Positive feedback progresses towards boundary states
· Temporal effects may cause oscillations
· Complex feedback is typically the result of non-linearity
These depend on the internal structure of the source.
Feedback often localises a process in bounded space
(Positive) feedback is probably one of the most robust processes at work in highly contingent environments.
|Expert Domains||Electronics, computer and information science, physics, cybernetics etc. |
This broad application justifies feedback as being a pattern, and when we 'scale down' this pattern, we end up at the notion of pattern itself; a pattern that feeds back onto itself and therefore is able to create its own context. In other words, a pattern that is caught up in a process of feedback is the minimal 'form' or 'formation' in the sort-of metaphysics of PAC. If we then extrapolate this idea to the notion of matter being a hadron caught up in a process of feedback, the sort-of metaphysics of PAC allows a transformation to our current understanding of the material Universe, as I explained earlier. But for the purposes here, feedback can explain how stable or robust forms can be found in our Universe, as it allows processes to become localised. Usually patterns 'wash into' each other, which allow only temporary forms, like interfering waves on the surface of a lake. With feedback the waves interfere with themselves, and thus become stable, localised 'formations'. The Genesis of PAC thus becomes:
" In the beginning there was pattern and there was process, and process folded pattern back onto itself; thus the first stable forms appeared"
Not very exciting, I agree, but good enough for a transformation to the material realms...
As feedback is well-known in many areas, I will not dwell on the specifics here. The only point I would want to make is that PAC does not (necessarily) aim to 'invent' new patterns, rather it wants to expose' wisdom from some domains, and make it accessible for others. As feedback goes, the main advantage of the simple graph above, is that it has been stripped of the mathematics that is often used to describe feedback, while maintaining a few essential properties that prevents feedback from becoming a hollow metaphor.
For complexity, feedback is essential because it is one of the most robust processes there is. The slightest bit of re-entry is sufficient to start the process, and so many forms of feedback are extremely difficult to discover, because re-entry often becomes invisible in the noise of a complex environment. Possible clues of feedback are observed temporal regularities, and often an exponential behaviour, at least for the more straightforward forms of feedback. In order to demonstrate this, I will use an example of feedback that for many will be a bit unusual; history.
An increasing number of historians have started to criticise the 'linear perception' of history. They argue that many historical developments have an exponential character, which start slow, but suddenly become very dominant when the exponential form moves past the knee of the curve. Ray Kurzweil has taken this idea to radical proportions in his discussion of the impending 'Singularity', a point in time in the near future when technological evolution surpasses biological evolution, and we humans become 'transhuman', with (almost) infinite intelligence, longevity, and so on.
Even though I am sceptical to his transhumanist visions, his argument that technology tends to increase at an exponential rate is sound. The idea is that the process of technology tends to be self-reinforcing (i.e. feedback), because innovation results in new products (e.g. instrumentation), which in turn results in new ideas and subsequently new innovations. Brian Arthur has elaborated on this idea in "The Nature of Technology", and David Christian's "Maps of Time" (Also on TED) also hinges strongly on these ideas. I myself have opted for an alternative effect, namely demographics (population growth, which is also exponential), but even then the results are still the same, and one explanation does not exclude the other.
As a result, the European Renaissance was not an 'atomic' disruption of history, but must be seen as the 'knee' of a curve that was already being fuelled by the innovations in the Middle Ages (which are often inappropriately called the 'Dark Ages' between the glory of Rome and the Renaissance, according to Newton biographer Michael White). Thinkers as James Hannam ("Gods Philosophers") and David Landes give strong support for the notion of exponential processes in history, and the re-instatement of the importance of the Middle Ages for human history.
When we consider feedback as a prime robust process in human society, then 'equilibrium economics', such as neo-liberal free-market economics becomes extremely fragile in real world settings. Strong players in this area can construct self-reinforcing feedback loops by using the accumulating wealth to increasingly secure and expand their power. This means that the Law of Supply and Demand (which, by the way, is not a law but an hypothesis, especially if one takes the standard economic equation as being the Law) is fragile with respect to these dominant self-reinforcing effects. This is what Ha-Joon Chang and Naomi Klein have exposed: a fragile theory can only survive in a real-world setting if the environment allows it, or is subdued to facilitate it! In our modern society, media exposure becomes a strong amplifier of these self-reinforcing loops, as companies can target consumers through these channels in order to strengthen their positions. Of course, experts in feedback know that self-reinforcing feedback loops always run into boundary conditions, and depending on the nature of these boundaries, the growth can stabilise or collapse (if for instance resources run out). An economic 'bubble' that bursts is nothing else than a self-reinforcing feedback loop that runs into a boundary state.
As a result, one of the biggest challenges of our time is not a choice between one kind of 'system' against another, but rather the question how we can construct (form) intelligent societies, that are able to be robust to handle the challenges at that level of complexity.
More than neo-liberal capitalism, marxism or other modern humanist experiments that were based on a single idea, or philosophical concept, I think 'democracy' has been a major step to create such a intelligent societies, especially in combination with equality in education and possibilities for personal growth. That this needs constant attention is also something that current developments in the West are demonstrating; while people are fighting and dying for freedom and democracy in many places in the world, democracy in the West is becoming a lounge-chair rebellion against boredom, with the 'protest-vote' as the weapon of choice. Complexity is a major force to be reckoned with, especially for those who are dozing off in the warmth of a beautiful sunset. | https://www.science20.com/thinking_about_complexity/pattern_feedback-78058 |
This – and two subsequent posts – looks critically at the concept of moral panic as both a component of deviance amplification and as how they are conceptualised by two different sociological perspectives.
This post (Part 1) introduces deviancy amplification and looks at interpretivist concepts of moral panic. Subsequent posts outline neo-Marxist perspectives (Part 2) and the critical concept of Amoral Panics through the work of Stuart Waiton (Part 3)
Deviancy amplification, according to Wilkins (1964), involves a positive feedback loop; initial or primary deviance is identified and condemned, in or by the media, and leads to the deviant group becoming socially isolated and resentful. This behaviour leads, through a general labelling process, to an increased social reaction by the media, politicians and formal control agencies (there is less toleration of deviant behaviour, for example) and this develops into secondary deviation involving an increased level of deviance. As a consequence the reaction from ‘the authorities’ increases, leading to new laws (the criminalisation of deviants) or increased police resources to deal with ‘the problem’. In this way each group – deviant and control – feeds off the actions of the other to create a ‘spiral of deviance’ – and moral panics are a crucial component of this spiral.
Moral panics
Cohen’s (1972) study of mods and rockers clarified the concept of a moral panic as a situation in which “A condition, episode, person or groups of persons emerges to become defined as a threat to societal values and interests”. Interpretivist and neo-Marxist approaches, however, conceptualise this idea differently and this leads to different interpretations of the role of the media in the creation and development of such panics – a difference compounded by differences in how each approach understands media effects.
Interpretivist approaches see “societal values” as emerging from day-to-day interactions and experiences; people construct the social world in terms of a range of taken-for-granted ideas. Goode and Ben-Yehuda (1994) argue interpretivists see moral panics arising from “anxiety in the grassroots of communities”. The role of the media, in complex modern societies, is to articulate public concerns; by representing groups that threaten social cohesion as “deviant” the media crystallises public concern as a conduit through which action can be taken by control agencies such as the police and courts.
Goode and Ben-Yehuda argue this approach sees moral panics as developing spontaneously out of a general public concern towards behaviour that threatens the moral order – and while Cohen suggests moral panics serve no particular interests, they function to reinforce generally established moral values in two ways; by setting moral boundaries for acceptable behaviour and as Thompson (1998) argues, to create “a greater sense of social and moral solidarity at a time of change and uncertainty”. The media, Kennedy (2010) suggests, “amplify public concern” rather than creating that concern in the first place.
Evaluation
For interpretivists, the key variable in understanding both deviancy amplification and moral panics is audience reaction. As McRobbie and Thornton (1995) argue, this approach sees audiences as “active and critical” consumers rather than passive recipients of media representations. In basic terms, if an audience, for whatever reason, chooses not to buy into a moral panic then a deviancy amplification spiral does not occur.
Goode and Ben-Yehuda, however, argue interpretivist approaches neglect the role of interest groups – such as the police – who, through their media connections, can bring particular issues to prominence to enhance their own influence and power. Hilgartner and Bosk (1988), for example, argue a range of “social problems” exist at any given time, each of which is potentially of great public concern and each of which may be ripe for moral panic. They argue those who “work in various public arenas attempt to surf on the shifting waves of social problems”. In other words, whether one form of behaviour or social group is targeted for action by the media depends on the ability of those occupying “middle levels of power” (police officers, politicians, civil servants…) to convince media outlets “a problem” exists – something they do to enhance their own power. Those associated with the resolution of a moral panic rise to prominence on the back of the issue’s rise. | https://www.shortcutstv.com/blog/deviancy-amplification-and-moral-panics-part-1/ |
By Nicky Grigg– Research scientist in environmental dynamics
Just as 40 years ago Australia was a very different place from the Australia of today, the Australia of 2050 will be different again. If there are aspects of Australian life that we’d like to hang on to as we face the changes ahead, we shouldn’t do it by trying to prevent or avoid change. Instead we have to build our capacities to adapt and transform in the face of change.
The changes we are making to the planet affect our lives, and will continue to affect the lives of our children and grandchildren. This is a feedback loop: we change the planet, and those changes have consequences that change us (either here and now, or elsewhere later). If we want the things that we care about to last in the face of global change, it’s helpful to understand feedback loops that accelerate or impede change. In our highly connected world, this feedback is common. We ignore it at our peril.
Some feedback loops reinforce and accelerate change. For example, once the majority of people around you have chosen to buy a mobile phone it becomes really hard for you to thrive without one, so you too buy a mobile phone. This makes it even harder for others to live without one. The net result is a rapid social change.
Some feedback loops weaken or impede change. For example, you might think that changing engine technology to increase fuel efficiency would lead to reduced demand for petroleum. But studies have pointed to “affluence” feedbacks, whereby the gains made in engine efficiency have been taken up in building higher performance vehicles and including extras such as air-conditioning. Changes that might have reduced total vehicle fuel demand have had a minimal effect on our total fuel use.
Vehicle fleet fuel usage is “resilient” to changes in engine fuel efficiency. In this way “resilience” can be desirable or undesirable, and is not an end in itself. Rather, a resilience perspective offers some useful understanding at a system level.
A set of feedback loops underlie changes in Australians’ health, driving inexorable gain in weight and the growing prevalence of obesity-related diseases such as diabetes. If we gain weight it becomes harder to exercise, so we tend to reduce activity levels, so making it harder to lose weight. Psychological impacts of weight gain include depression, anxiety, low self-esteem and guilt, which in turn are linked to eating for comfort, increased alcohol consumption and increased lethargy, all of which reinforce weight gain. Efforts to drive less and walk more are at odds with the reality that workplaces are rewarding long hours of sedentary work and our work and social interactions rely on a high level of rapid personal mobility. Together, these and other powerful influences have been referred to as an “obsogenic environment”.
Once you understand these system-level drivers you realise that well-intentioned public health messages imploring us to “do the right thing”, “eat less” and “exercise more” are relatively powerless compared to the strength of other forces at work. It is possible to assert our own choices in this environment, but it can require a level of time, effort, foregone income and persistence that is not required if we simply align ourselves with “the way things are”.
Anticipating and assessing all the potential shocks or system changes in store is not possible. We will never know about all potential tipping points of rapid change. Yet some qualities, like human health, confer desirable resilience to changes of several different kinds.
It is helpful to adopt a practical, working assumption that our well-being is not possible without a foundation built upon various forms of wealth – human, social, built, natural and knowledge capital. With this assumption, it is possible to consider some of the feedback loops that erode or build these forms of wealth, and identify governance approaches that help or hinder adaptation and transformation.
A good start is to look at what we measure and strive for. If we are limiting ourselves to seeking short-term economic efficiency at each stage in our food production chains, important environmental, social and health impacts are invisible to us. By paying attention to a richer suite of impacts and consequences, we put in place an important feedback loop: a learning loop. In a world where decisions have unanticipated consequences, learning loops help us build our options for creating environmentally sustainable and socially equitable ways (not prescribing any single way) of living.
Nicky Grigg was lead author for a group exploring resilience as part of the Australian Academy of Science project “Australia 2050: Towards an environmentally and economically sustainable and socially equitable ways of living”.
The Australia 2050 project for the Australian Academy of Science has just published Phase 1 Negotiating our future: Living scenarios for Australia to 2050 which emerged from 35 scientists working together to explore social perspectives, resilience, scenarios and modelling as pathways towards environmentally and economically sustainable and socially equitable ways of living. Phase 2 of this project on creating living scenarios for Australia is underway.
This article was originally published at The Conversation. Read the original article.
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We love hearing from you, but we have a few guidelines. | https://blog.csiro.au/stuck-in-a-loop-understanding-feedback-to-plan-for-the-future/ |
Expositie in Israel
Het Israëlische Design Museum Holon heeft Het Nieuwe Kiezen benaderd om onderdeel uit te maken van de expositie 'State of Extremes'. Doormiddel van een interactieve installatie zal het concept van Het Nieuwe Kiezen aan bezoekers van het museum worden overgedragen.
STATE OF EXTREMES
We live in a state of extremes. Extreme weather, as a result of climate change, is both scorching and inundating the planet with record temperatures, unprecedented wildfires and ever more frequent and severe droughts, storms and floods. Meanwhile, extreme ideologies and political positions are being amplified by the media’s news cycles and the echo chamber of the Internet, further polarizing societies already inflamed by extreme, and growing, inequality and resentments. Extremes breed more extremes, creating self-reinforcing cycles of pushback and backlash, and fueling spiraling feedback loops of increasing intensity.
Moreover, science, technology and the human imagination are opening new possibilities that pose existential questions about what it means to be human, what is natural and artificial, and how we might adapt to “new normals” whose full implications we do not yet understand. Extremes, after all, are relative; what seems extreme today may become routine tomorrow. | https://hetnieuwekiezen.nl/nieuws/expositie-in-israel |
This assignment requires students to use analogical reasoning to identify the key attributes, the causal structure, that make a feedback loop positive (by amplifying/accelerating the effect) or negative (by moderating/dampening the effect).
Context
Audience
The activity is designed to introduce students to the idea of feedback loops. I use it in a General Education class for non-geo majors, but I could see it being used in a physical geology course or intro to climate change course.
Skills and concepts that students must have mastered
None
How the activity is situated in the course
This is used in an online course, but it could be used as a homework assignment in any course. In the online course, the students are asked to do the homework prompt first, then they are given the quiz questions as a follow up to see if they have learned the concept.
Goals
Content/concepts goals for this activity
The goal of this assignment is to allow students to identify the difference between positive and negative feedback loops. This is a critical basic concept in systems thinking, and traditional teaching has led students to have misconceptions that positive feedback loops result in a desirable outcome and negative feedback loops are ones that result in an undesirable outcome and do not realize the looped nature of the feedback.
Higher order thinking skills goals for this activity
analogical reasoning
critical thinking
Other skills goals for this activity
Description and Teaching Materials
This assignment was given early in the semester prior to teaching students about systems thinking or anything about climate change. In my online class, it was given as a two part homework assignment. The first part was the "Student homework prompt" in which students had to compare "everyday" and scientific positive and negative feedback loops. They are asked to break down the feedback loops and align components of both examples, as well as identify similarities and differences. Care was taken to ensure that the 2 examples did not both have desirable outcomes. For example, in the positive feedback loops, the students were likely to interpret the overall result to be desirable in one example, and the students were likely to interpret the result as undesirable in the second example. This is pretty open-ended, so some students found a lot of similarities and differences and others did not. Once that is returned electronically, the "quiz" opened up, which asked students to classify a variety of new feedback loops (from economics, everyday life, biology, geology, etc.) as positive or negative feedback loops.
- Student homework prompt for Feedback Loops (Microsoft Word 2007 (.docx) 16kB Apr10 19)
- Quiz questions (Microsoft Word 2007 (.docx) 104kB Apr10 19)
Science of Learning: Why It Works
This teaching activity makes explicit use of analogical mapping to support student understanding of feedback loops. Analogical mapping is the process of matching (or "mapping") relational commonalities from something that the learner already understands (the "base concept") onto a new topic (the "target"). This mapping allows the learner to draw inferences about the target concept based on their understanding of the base concept (Jee et al., 2010; Jaeger and Davatzes, 2016). Building an analogical mapping begins with retrieving knowledge of the base concept and establishing correspondences between elements of the base concept and the target concept. The learner's understanding of the base concept can then be extended onto the target concept using the correspondences.
Effective teaching with analogies includes making use of the following strategies (Jee et al., 2010):
- Have students make the analogical mapping explicitly. For example, ask them to list what objects / materials from the base and target correspond to each other and what processes correspond to each other.
- Have students also identify where the base concept and the target concept are different.
- Using analogies with "surface" similarities when possible, especially for very unfamiliar target concepts.
In this exercise, students build on their understanding of "everyday" feedback loops by mapping earth science feedback loops onto them.
Teaching Notes and Tips
This is pretty self-contained, and students were able to do this without any instructor intervention. It is a fairly quick homework assignment, but requires the students to think critically to do the alignment.
Assessment
Students were quizzed on the same 4 climate feedback questions immediately after the assignment in the weekly quiz, again during the midterm, and again in the final exam. These questions were also used in a prior semester during the same three assessments using a more traditional method of teaching feedback loops, but also with a single assignment dedicated to teaching this concept. Students performed on average 10 points higher on this assignment compared to the prior year, and did not make as many errors in describing feedback loops in later essays and assignments.
References and Resources
Jaeger, Allison J. and Alexandra Davatzes (2016). Using Analogies to Teach in the Geosciences. GET Spatial Learning Blog: Postcards from a trading zone. Retrieved August 6, 2019, from https://serc.carleton.edu/getspatial/blog/analogies_in_geoscience.html.
Jee, Benjamin D., David H. Uttal, Dedre Gentner, Cathryn A. Manduca, Thomas F. Shipley, Basil Tikoff, Carol J. Ormand, Bradley Sageman (2010). Analogical Thinking in Geoscience Education. Journal of Geoscience Education, v. 58, n. 1, p. 2-13. | https://serc.carleton.edu/getspatial/activities/feedback_loops.html |
This wiki is about 0.17, the current experimental version of Factorio.
Information about 0.16, the current stable version of Factorio, can be found on stable.wiki.factorio.com.
Talk:Power production
http://www.factorioforums.com/forum/viewtopic.php?f=6&t=2015&p=14783#p14783
Posting For Discussion http://www.factorioforums.com/forum/viewtopic.php?f=8&t=5585
Contents
Move proposal
In order to be consistent with other wikis, I recommend moving "Power production" to "Power Production". Most wikis capitalize each word in the title. It's not really necessary, but it's nice to be consistent. Also, it seems that page "Power Production" has a redirect to Power production, so it's not like links are going to fail, but as I said, it's best to be consistent.--Twisted Code (talk) 11:25, 7 June 2015 (CEST)
- The discussion for this decision is here: http://www.factorioforums.com/forum/viewtopic.php?f=50&t=6111
- I added a posting there! Ssilk (talk) 15:14, 8 June 2015 (CEST)
Remove/move/rewrite/rename/merge proposal
It is not clear what makes this different from Electric system. Perhaps these should be merged, or perhaps the difference should be clarified. -- SafwatHalaby (talk) 13:49, 10 May 2018 (UTC)
- The differnece is rather clear: One is about producing power, one is about transporting power and the mechanics of it. Another example of that is oil processing and fluid system, one is about production of certain fluids, one about transportation of fluids. Due to this being a common pattern, the page being popular and long, the pages will not be merged. -- Bilka (talk) - Admin 14:59, 10 May 2018 (UTC)
Power Production - Feedback loop
The situation discussed is a feedback loop. In a limited boiler, steam engine, mining drill (or pumpjack/refinery/chemical plant) system it would be a positive feedback loop due to the fact the fuel production cycle in and of itself produces sufficient, indeed more, fuel than is needed to produce that fuel. However, in a real system that is overloaded, the overloading elements (the factory) change the amplification factor in the fuel production cycle so that it requires more energy production than the fuel cycle makes available. That is, even thought he mining drill is a net gain in energy, it is not producing enough net gain to overcome the drain on the power grid from the rest of the factory, leading to a situation where there is less and less power available to the mining drill over time. This reduction of the amplification ratio is what makes it a negative feedback system not positive. The simplified model of only the fuel cycle and the power conversion cycle starts with a positive feedback ratio. That is mining drill mines coal at a base rate of 0.525/s Yielding 8 MJ at a cost of 47250 J or an amplification factor of (8MJ / 47250 J) = 169.312. however, the conversion in a boiler is only 50% efficient meaning the 8 MJ of coal only produces 4MJ of power reducing the amplification to (4 MJ / 47250 J) = 84.656. If we further consider the use of at least 1 additional iron mine and one copper mine, the amplification is now 4 MJ / (3 * 47250 ) = 28.218. As more systems are added to the power grid the power consumption begins to exceed the net power yield of this system leading to a negative feedback situation or more specifically a gain of < 1.0. AnthonyQBachler (talk) 11:48, 17 May 2018 (UTC)
Sorry, just woke up. The number 47250 above should be 171428.571, so the amplification ratios are ~ 3.6 times worse. Nothing else is off. AnthonyQBachler (talk) 12:20, 17 May 2018 (UTC)
- See User talk:AnthonyQBachler -- Bilka (talk) - Admin 12:23, 17 May 2018 (UTC)
Optimal ratio
Correct me if I'm wrong, in the section it says the optimal ratio is 0.84, and in the example it gives 200 accumulators vs. 240 solar panels and says it's differs with 20 extra solar panels.
But as the optimal ratio is 0.84, for 200 accumulators you need 238 panels (200 / 0.84 = 238.09), isn't it needs only 2 extra solar panels rather than 20 or is it my misunderstanding? | https://wiki.factorio.com/Talk:Power_production |
A security researcher has found a vulnerability in the iOS 13 operating system for iPhone smartphones to bypass the lock screen, ahead of the release of the final version scheduled for September 19.
Security vulnerability Jose Rodriguez explained that the vulnerability allows to bypass the lock screen and access to the information of all contacts on the iPhone. The researcher told the site (The Verge) : It informed Apple of the problem on July 17 last.
The security researcher discovered the vulnerability of the lock screen last year in version 12.1 of the system of iOS, as discovered in version 13 of the system, said : It uses a similar technology. He explained that it involves activating a FaceTime call and then accessing the voiceover feature via the Siri digital assistant to activate access to the contact list. From there you can get email addresses, phone numbers, address information, and all the information in your contact list.
the site (The Verge) said : It tested the matter and make sure that there is a vulnerability on the system iOS 13 on the phone (iPhone 10). The vulnerability does not allow access to images on the device.
According to the security researcher, Apple has fixed the vulnerability in the current beta version of iOS 13.1, which the company plans to launch the final version on September 30.
This vulnerability is the latest in a series of similar vulnerabilities that have allowed the lock screen to be bypassed. A vulnerability was discovered in version 6.1 of the system in 2013 that allowed attackers to access phone records, contact information, and even photos. In version 7 of the system there was a similar vulnerability, and in version 8.1 as well, and version 12.1 suffered from the same. | https://hawassib.com/vulnerability-detected-in-ios-13-allowing-bypassing-lock-screen/ |
A user on Facebook recently recounted the events surrounding a horrific accident involving a motorbike and a vehicle on Mombasa road.
The bodaboda rider had a lady passenger who was rushing to do her errands. They got involved in an accident along Mombasa road. The lady was hauled off the motorbike where she landed on the road injured and unconscious. A good Samaritan approached the scene upon which the bodaboda rider fled.
The lady was left in the hands of the good Samaritan who then rallied for support and got the lady to Penda medical facility.
Read: Here are 10 Notable New Features on Android 11
The man recounted how he wanted to alert the lady’s kin of the events that had just transpired, but could not find a way. The lady’s phone was locked, with a password and pattern protecting her private information.
This writer scurried through the comments, and there was an ongoing debate of whether to leave the phone unlocked or keep it password protected at all times. The unanimous view however, was that one should make their contacts available in cases of an emergency. One user even suggested keeping a notebook with a few emergency contact numbers just in case.
Luckily for the lady, her husband called her phone and the kind man picked up and updated him of the events that had transpired including the whereabouts of the lady. She has now been admitted at the facility for a few weeks as she recovers.
Read also: How to Create A Website in Easy Steps
Well, the truth is you can keep your phone locked and your contact information visible. Many people simply do not activate this feature hence the confusion.
This article will take you through the simple process of activating your emergency information tool on your phone.
- With your phone locked, swipe up from the right side.
- This will launch the ’emergency call’ option.
- Click on add contacts
- The phone will then prompt you to unlock in order to add the contact. Click on Ok
- Your contact list will be displayed and you can easily select the contacts who should be called in case of an emergency.
- On the same page, you will be prompted to enter your medical information. Here, you can input any existing diseases, your blood group, allergies and any medications you are currently taking.
- Click to save the info.
- Your emergency information will then be updated.
Read also: How to Clean your Laptop at Home
You can put in more than one contact number. The process may vary in different phones but primarily, your android phone should be able to save a few contacts.
Once you save the information, anybody can swipe up from the left to launch the emergency lock screen and make a phone call to any of the contacts saved in case of an emergency. | https://www.kahawatungu.com/how-to-update-and-activate-your-emergency-contact-information-on-your-android-phone/ |
If you want to see if someone is active on iMessage, there are a few things you can do. First, check to see if the person has their iMessage status set to “Available.” If they do, that means they’re likely online and able to receive messages.
You can also try sending a message to the person and seeing if it shows up as “Read” or “Delivered.” If it does, that means the person is most likely active on iMessage. Finally, you can ask the person directly if they’re available to chat.
- Open the Settings app on your iPhone
- Scroll down and tap Messages
- Under the ‘iMessage’ section, toggle the switch next to ‘Send as SMS’
- Now open the Messages app and start a new conversation with the person you want to check if they’re active on iMessage or not
- Type a message and wait for a response
- If you see a green bubble instead of a blue one, that means the other person is not active on iMessage and they will receive your message as an SMS text instead
How to Read Someones Text Messages From Your Phone…
How Can You Tell If an Imessage is Active?
When you send an iMessage, you will see either a “Delivered” or “Read” receipt below your message.
Can You See If Someone is on Imessage?
Yes, you can see if someone is on iMessage by looking at their contact information in the Messages app. If you see a blue icon next to their name, it means they are currently using iMessage.
How Can You Tell If Someone’S Iphone is Active?
If you’re trying to determine whether or not someone’s iPhone is active, there are a few different ways you can go about it. Perhaps the most straightforward method is to simply ask the person in question if their phone is currently active. However, this isn’t always possible or practical.
Another way to tell if an iPhone is active is by looking at the device itself. If the iPhone screen is lit up and shows either the lock screen or home screen, then it’s safe to assume that the phone is indeed turned on and active. Additionally, if you see any sort of activity taking place on the iPhone – such as an app being used or a phone call in progress – then it’s also likely that the device is active.
Of course, there are also some less direct methods of determining whether an iPhone is currently active. For example, if you know someone’s phone number and they typically answer calls fairly quickly, but suddenly start taking much longer to pick up or don’t answer at all, that could be a sign that their service has been disconnected or that their battery has died (preventing them from using their phone even if they wanted to).Ultimately, there’s no surefire way to tell if someone else’s iPhone is currently active without directly asking them or having access to their device.
However, by keeping an eye out for certain clues and indicators, you should be able to get a pretty good idea as to whether or not someone’s iPhone is turned on and working properly.
What Does Active Now Mean on Imessage?
If you’ve ever sent an iMessage, you may have noticed the “Active Now” indicator next to your contact’s name. But what does active now mean on iMessage?Simply put, Active Now means that your contact is using iMessage and is able to receive your messages.
If the Active Now indicator is not present, it means either that your contact is not using iMessage or they are unable to receive messages at that time.There are a few things to keep in mind about the Active Now feature:-The Active Now indicator only appears when sending an iMessage (it will not appear when sending a regular text message).
-The Active Now indicator only appears for contacts who have enabled the “Send as SMS” setting in their iPhone’s Settings app (this setting allows iMessages to be sent as regular text messages if the recipient doesn’t have an iPhone).-The Active Now indicator may not appear immediately after sending an iMessage; it can take a few seconds for the status to update.
Credit: www.lifewire.com
How to Tell If Someone is Active on Iphone
Assuming you would like a blog post discussing how to tell if someone is active on an iPhone:There are a few different ways that you can tell if someone is active on their iPhone. If you have their phone number saved in your contacts, you can open the Phone app and check the Recents tab.
This will show you the call history for that person, including any missed calls. If they have an iOS device, you can also send them an iMessage through the Messages app. Active users will have a green dot next to their name indicating that they are online.
Finally, if someone has read receipts enabled in the Settings app, you will be able to see when they have read your messages within the conversation in the Messages app.
Conclusion
If you’re wondering whether someone is active on iMessage or not, there are a few ways to find out. You can check their name in the “Active Now” section of your contacts list, or look for the green dot next to their name in a conversation. If they’re not active, you’ll see “No Status” next to their name. | https://gametechia.com/how-to-see-if-someone-is-active-on-imessage/ |
I will address some problems with the Samsung Galaxy Note 4 (#Samsung #GalaxyNote4) that occurred after updating the firmware to the latest Lollipop version. Updates are supposed to fix bugs, glitches and other problems that generally affect the phone’s performance but sometimes, they bring problems instead of solutions. Read on to know some of the problems, which you may also experience if you own a Note 4.
The first issue is about a Note 4 that constantly freezes when messaging app is used. According to the owner, the problem started after an update, which leads us to believe that it might be a firmware issue. The other problems I cited here also started after the update, so if you have a problem related to any of these, try the solutions I provided.
Before going any further, if you have other problems with your phone, visit our Note 4 troubleshooting page as we list down every problem we address each week. Try to find problems related to yours and try the solutions we suggested. If they won’t work, then you may contact us.
Here’s the list of the problems…
- Freezes while texting
- Can make calls but can’t connect to internet
- Can’t update to the latest firmware version
- Stuck on updating contacts after update
- Stuck on “No Command” screen
- Solution to SD card related problems
Galaxy Note 4 freezes while texting (Sprint)
Problem: I had a system update last month, ever since it freezes while texting. Screen goes black then vibrates then to my lock screen. Once I open texting back up its usually okay for a few minutes but ends up freezing again after awhile. I have cleared my cache partition and done a factory reset to no avail.
Troubleshooting: It’s difficult to know if it’s an issue with the new firmware or just some apps you downloaded, so try to isolate the problem by booting your phone into safe mode first.
- Turn off the phone completely.
- Press and hold the Power key and the Volume Down key.
- When the phone starts to boot, release the Power key but continue holding the Vol Down key until the phone finished restarting.
- Safe mode will be displayed at the lower left corner; you may release the Volume Down key now.
While in safe mode, try to compose a text message just to find out if the problem still occurs and if so, then it’s a firmware issue, otherwise, one of your apps is causing the problem. I am assuming that you are using the stock or pre-installed messaging app because if not, then it might be the problem.
If the problem still occurs in safe mode or if you don’t know which app is causing this, try to do the master reset. I understand you already did the factory reset to no avail, so please try this.
- Turn off the Galaxy Note 4 completely.
- Press and hold the Volume Up and the Home keys together, then press and hold the Power key.
- When the Note 4 vibrates, release both the Home and Power keys but continue holding the Volume Up key.
- When the Android System Recovery shows on the screen, release the Vol Up key.
- Using the Volume Down key, highlight ‘wipe data / factory reset’ and press the Power key to select it.
- Now highlight ‘Yes — delete all user data’ using the Vol Down key and press the Power key to begin the reset.
- When the master reset is complete, highlight ‘Reboot system now’ and hit the Power key.
- The Note 4 will restart but it will be longer than usual. When it reaches the Home screen, then begin your setup.
After the reset and the problem still occurs, you need to get the phone checked by a technician. The firmware may need to be reflashed to fix the issue.
Can make calls but can’t connect to internet (T-Mobile)
Problem: I recently unlocked an ATT Galaxy Note 4 to be used with T-Mobile service, I can make calls but unable to get on the internet or receive pictures. If I do any resetting or troubleshooting will that lock the phone back to ATT network? Please help.
Troubleshooting: Let me answer your question first. No, factory reset will not lock your phone back with AT&T network; it’s permanent.
As to the problem of not getting on the Internet or can’t send/receive picture messages, it has something to do with the mobile data settings on your phone. Since the phone is an AT&T variant, it was programmed to work seamlessly with said network. So, you need to change the settings so it can connect to T-Mobile data network.
You need to acquire the correct APN settings for your phone from T-Mobile so call its tech support hotline and have the representative walk you through in setting it up.
Can’t update to the latest firmware version (AT&T)
Problem: For some reasons I can’t get the new android update to the lollipop. Every time I check for a update it says its up to date. I took it to the AT&T store and they couldn’t help me. I called Samsung they couldn’t help me. The update for AT&T came out April 14,2015 and has had 2 updates since then. My phone is unlocked and I’m using it on Cricket service. I even took out the Cricket SIM card and put in an AT&T SIM card and tried doing the update and still no luck. Please help be able to update my phone.
Suggestion: What did Samsung say? It’s sad to know its technician can’t do a thing to get a Note 4 to update to the latest Android version. These guys should be the one to handle issues like yours because they can do anything without voiding the warranty of your device. But anyway, here’s what I suggest you do…
- Download Smart Switch on your computer and install it. [link]
- Connect your phone to your computer using the USB cable.
- Once the phone detected and recognized by Smart Switch, you will see an “Update” button. Just click on that and wait until the update is completed.
- If you can’t see an “Update” button, you will need Samsung’s help to update the phone.
The last option is to manually install the firmware but you’ll void the warranty if you do it yourself.
Galaxy Note 4 stuck on updating contacts after update
Problem: I updated my software yesterday, ever since then, my contacts are still updating, it’s been 24 hours and I cannot see contacts and call logs. It just says updating contacts.
When I go to settings, Google account and contacts to sync, it keeps syncing but doesn’t sync, and I do not know what to do.
Related Problem: Did the Samsung software upgrade yesterday. Since then phone is unable to display contact information or even call logs. It just circles around saying “contact list is being updated”. The information is still on the phone and shows up when a number or email is entered manually. Other than that it’s working ok.
Troubleshooting: Your phone is trying to fetch data from your online accounts to no avail and it’s stuck. So, the first thing you need to do is to prevent it from fetching your contacts, after all, you can always sync at a later time. To do that, turn off the sync by pulling down the quick settings menu and toggling the master sync icon off. Now, reboot your phone and see if it still stuck on the same screen once it has successfully restarted.
If it shows the same screen after the reboot, you have no other option but to perform a master reset. This process will give your phone a fresh start but will also delete all your data and files.
Galaxy Note 4 stuck on “No Command” screen
Problem: I’m having multiple issues and read many of your how-to fixes. Lag, freezing, numerous unfortunately “X” has stopped, including contacts – when I try to click on a favorite, System UI – when I tap the recent apps. I’ve followed all your suggestions, wiping the cache partition and even doing a master reset. My guess is a bad update somewhere, and that’s why I did the master reset.
Here’s the interesting thing that I don’t believe I’ve seen you address and it is still happening after the reset. When it starts the boot into recovery, it says “Installing Update” and after about 15-20 seconds, the robot falls down and it says “No Command.”” Have you guys come across this? I don’t know if there’s a solution outside of a warranty replacement at this point.
Troubleshooting: I personally encountered issues like this since all my Android phones were rooted and have been flashed with modified firmware. It happens not only to Note 4 but to all Android phones. Depending on the phone, the “No Command” screen is just another stage when booting in recovery mode. Pressing the Volume Up key will bring you to the Android System Recovery menu, so please try that.
For some though, including the Note 4, the “No Command” screen is a sign of a bad update. So, if the phone got stuck on that screen and won’t respond when you press the Power key, Volume Up and Down buttons, it means the firmware need to be reflashed. If you do it yourself, however, your warranty will automatically be void, so you have to bring the phone to an authorized Samsung technician or to your provider.
Owner shares a solution for SD card related problems (AT&T)
One of our readers contacted us to share how she fixed the problem with her phone. So, if you’re currently experiencing SD card related issues with your Note 4 or any Galaxy device for that matter, you might want to read this.
Solution: I don’t have an issue but I just want to help others with a similar issue I had with the microSD card on the Note 4. On most devices you have to buy the Evo Samsung microSD card and you shouldn’t have any more problems. I just bought another 128 GB one for $60 at Best Buy they work perfect. No other microSD card will work in the phone. Do not buy it from Amazon nor Ebay or no other jankie sit. Buy in your local Best Buy or their website so you are for sure what you are getting. Some Walmarts have them. If you buy them from any other site where your not sure where they are shipped from then your risking it. Trust me I’ve wasted money on many. \
The old microSD card from your old phone is not going work so give it up. Go buy a new Evo Samsung microSD card then don’t worry and be happy. It’s the orange and white one.
How do I know it works? I went to a Samsung specialist with many different cards I have purchased. He also had a Note 4. I suggested he let me use his microSD card after an hour of trying to figure out the issue. When he took the Samsung Evo card out and tried any other card they didn’t work. When I put his card in my phone no issues. We did this for 6 plus hours with different cards.
I was then offered a job in Best Buy at Geek Squad for the 3rd time. Yes girls are computer nerds too. Good luck and enjoy your device. By the way AT&T traded me 3 brand spanking new Note 4’s because they also thought it was the device in store and the software but nope it was the card the entire time even the cards they sold in their store didn’t work. — Mrs. Rutherford
Connect with us
We are always open to your problems, questions and suggestions, so feel free to contact us by filling up this form. We support every Android device available and we are serious in what we do. This is a free service we offer and we won’t charge you a penny for it. But please note that we receive hundreds of emails every day and it’s impossible for us to respond to every single one of them. But rest assured we read every message we receive. For those whom we’ve helped, please spread the word by sharing our posts to your friends or by simply liking our Facebook and Google+ page or follow us on Twitter. | https://thedroidguy.com/2015/10/samsung-galaxy-note-4-freezes-when-messaging-app-is-used-other-lollipop-related-problems-1050444 |
Today we’re here to discuss a common smartphone issue that has plagued many users over the years, the mysterious case of the dead phone. Or rather, a phone that simply won’t turn on. You’ve tapped the screen, clicked every button, plugged it in, and even banged it on the table a few times for good measure (it works for the TV remote), but nothing. Before running off to the manufacturer for a new device, here are some things to consider.
Problem: There are many things that may cause a phone not to turn on immediately, and though our first thought is typically the battery, there are a number of issues that could be preventing the phone from powering on besides a dead battery. Battery replacement is no simple procedure, and we recommend checking several other things before having the battery replaced.
Solution: If you have already tried charging your phone and it still won’t turn on, one solution that typically works is force starting the phone. For iPhones, you do this by holding down the lock screen button for a few seconds. For Samsung devices, hold down the power and volume buttons for ten seconds. The buttons to hold down may vary depending on the phone model, in some cases it may be the Up volume button and the lock screen button.
Another common issue is water damage. Even though most smartphones are now waterproof or water resistant to some degree, even the smallest amount of liquid can damage internal components and prevent the phone from powering on. Physical damage is just as capable of keeping your phone’s screen black. If the screen is cracked in any way, continued use may cause it to quit working over time. Software issues are also a common problem that can cause your phone to act up. If an app crashes during an update it may cause your phone to crash as well, and become unresponsive. If all other options have been exhausted, you can always try restoring it to factory settings via iTunes. For Samsung, go to Settings, scroll and select Factory data reset (may need to tap it twice after reviewing the information), then tap reset. Unfortunately, this will result in data loss for every device.
If you’ve reached the point of no return and you’re ready to swap it out for a device that’s actually working, recycling your broken phone is the best method of disposition if repairing the device is not an option. IT asset disposition enterprises such as HOBI International collect old electronics no longer of use, and ensure that any potential environmental harm is mitigated. In addition, purchasing a refurbished phone instead of a brand new one can help reduce the amount of raw materials needed to make new devices, as well as the amount of e-waste generated each year.
For more information about our ITAD services call 817-814-2620, or contact HOBI at sales@hobi.com. | https://hobi.com/tech-solutions-series-my-phone-wont-turn-on-what-should-i-do/tech-solutions-series-my-phone-wont-turn-on-what-should-i-do/ |
Contact Owner will help a nice person who will find your lost phone to return it by showing on the lock screen of your Android your contact details.
Contents:
General
Developer: Paranoid Android
Category: Productivity
Latest version: 2.2
Total versions: 1
Submitted: 17 Aug 2010
Updated: 17 Aug 2010
DescriptionThe app Contact Owner displays your contact information when the device is locked, allowing the finder to contact you. For this you have to select yourself or some of your friends from your contacts list, then just specify which exactly information you want to be shown from the certain contact.
Download
Contact Owner 2.2 seem to be the latest available version. Below you can find file(s) assigned to this version: | http://www.freewarelovers.com/android/apps/contact-owner |
In this article we share the steps to learnhow to block a contact in Telegramalsohow to delete a contact in Telegram and finallyhow to unlock a contact in Telegram, in case you want to recover the communication.
Related Article: TELEGRAM – What it is, how it works and what it is for Telegram
How to block a contact in Telegram
- For block a contact in Telegram You should start by opening the application as usual.
- Then, enter the conversation with the user you are looking to block.
- Click on the name of the user at the top of your screen, to access the specific information screen of that contact.
- In this screen it is necessary that you click on the icon with the three points which is located in the upper right corner.
- Press at this time on the option of To block.
- A confirmation message appears on the screen, so to continue the process you need to click on the button okay so that you have finished block a contact in Telegram.
- Remember that after blocking a contact in the application, this will mean that there can be no interaction between them.
How to unlock a contact in Telegram
- In case you have previously made the decision to block a contact on Telegram, but now you have regretted and therefore want unlock contact, you need to open the application.
- Click on the button with the three points horizontal upper left corner and enter the option of Configuration.
- In the next step you need to select the option of Privacy & Security.
- As soon as you enter the menu of Privacy you will have to go to the option of Blocked users.
- In this new screen you will find each of the contacts that are part of the blocked list of your profile.
- Keep your finger pressed on the contact you want to unlock, until the option appears on the screen To unlock.
- Click on this option and confirm the unlock. Then the contact will be available again and both will be able to be in contact again from Telegram.
How to delete a contact in Telegram
- To begin it is necessary that you have the application of Telegram.
- Then go to the chat area, where you will have access from the lower horizontal bar.
- Click below on the conversation you have had with the contact you are looking to delete.
- As soon as the chat is open, in the upper right area you must click on the image of the contact you want to delete from Telegram.
- The next step is that once in the new window that appears on the screen, you click on the word Edit, which is located in the upper right area of ??your screen.
- With the above, you already have access to different configurations around contacts in Telegram. Note that from this area it is possible to modify the name of the contact, enabled is to enable the notifications of the contact or modify the sound of that contact.
- Below all of the above you will have a link to remove contact.
- Once you have pressed on the previous option, it is necessary to click again to confirm the action or otherwise cancel it. Remember that the above means that you have changed your mind and therefore have made the decision not to eliminate the Telegram contact.
- Remember that at delete a contact in Telegram What you are doing is completely removing the phone contact, which means that you will not be able to access it from the phone list or in other applications that use the device's contacts calendar.
Why contacts don't appear on Telegram
Note that if you have taken the time to delete contacts in Telegram It is logical to stop appearing as part of your contacts in the application. The above will not happen if you have made the decision to block contacts, since the only thing that happens in this type of case is that communication between people is impossible, but the contact will continue to appear on the list.
Among the most common reasons why people cannot see contacts on Telegram, the fact that sometimes the server has the ability to synchronize each person's information at maximum speed is highlighted. Therefore, there is a possibility that the list has not been updated according to the last movements made by you on the platform.
Another reason has to do with the contacts you are looking for in Telegram, in fact to date they have not been responsible for installing the application on their respective devices or do not use it regularly, so it is totally impossible that a conversation with those contacts can be established thanks to the intermediation of the app.
At the time we learnedhow to add contacts in Telegram, and the good thing is that Now we know how to eliminate them. We hope they are not the same recently. What is suggested in these types of situations is to add contacts to "suggest" that other person to take the time to install the application. | https://www.funzen.net/2019/10/11/how-to-block-or-delete-a-contact-in-telegram/ |
Here we will see in detail on how to access the Contact information programmatically in an application we need to use the Contact Objects which performs an asynchronous search on to the collection. Let us see the step by step process on how to use this control in real time developing the Windows phone 8 application. Open Visual Studio 2012 IDE in administrator mode and create a new Windows Phone 7 project with a valid project name as shown in the screen below.
Once the project is initialized, we can see a list of default files and folders created. Now in the Mainpage.xaml let us add some controls which are used to show the contact information, basically we are going to run the application in the Emulator which is the inbuilt data that can be showed while running this application. So the XAML code looks like below which has a Button control to trigger the event on demand, and a List box control to show the details as shown in the screen below.
In the button click event write the below code, which basically creates an instance of the Contact class and do an asynchronous search as shown in the screen below.
The button click event has the code which creates an instance of the Contacts class and the method handles the completed event of the async search. On the completed event we have written a code to bind the data to the user interface as shown in the code above. Now build and execute the application and we can see the list of available contacts that can be used in your application for any internal usage to handle the contact details. | http://www.f5debug.net/post/2012/11/14/How-To-Programmatically-access-Contact-Data-in-Windows-Phone.aspx |
This content is aimed at helping Galaxy S5 users who are having problems associated with phone contacts, specifically those who cannot locate their contact's name or phone number when viewing their recent calls.
Please read on to learn the recommended methods to deal with this problem.
First, let us try to determine the possible causes. What could likely have caused such problem to occur on your device?
Prior findings reveal that "NO caller information showing in recent calls" on the Galaxy S5 handset could be due to any of the following:
a. Your Service Provider does not provide caller ID information.
b. Inconsistent network connection.
c. Mobile data is disabled or turned off and have your phone set to "Not use data when roaming" while you are roaming.
d. Poor Wi-Fi network.
e. Syncing online is turned off or disabled.
f. Network outage.
g. Contacts detects two or more Contact versions.
h. Incomplete information saved for your contact.
i. Device software requires update.
After identifying possible causes, we recommend you try to isolate the problem with the following methods:
1. Verify and esnure your account is in good standing with your carrier and that you are getting the correct data plan or service.
2. Check with your service provider for coverage in the area where you are experiencing problem, especially if it only occurs when you are in a specific location.
3. Check Wi-Fi settings and make sure Wi-Fi is disabled or turned OFF. Please note that when you are connected to a Wi-Fi access point, you won't be able to connect to the mobile data network.
Follow these steps to check your phone's Wi-Fi settings:
a. Get to the Home screen and touch Menu.
b. Touch Settings.
c. Select Connections.
d. Touch Wi-Fi.
e. Touch the ON/OFF slider next to Wi-Fi and turn it OFF, if it says ON. Otherwise, leave it OFF.
f. In case you haven't yet updated your device software, check for any available software updates for your device at Samsung website.
If problem continues after performing the above steps, then proceed with these highly suggested resolution methods.
1. Turn Synchronization ON for one of your accounts.
Here's how gets done on the Galaxy S5 :
a. Touch Menu from the Home screen.
b. Touch Settings.
c. Select Accounts.
d. Touch the account type that has the contacts you want to sync with your phone.
Hint:
If you have more than one account in the list, touch the account you prefer to have synchronized.
e. Touch Sync Contacts to place a check mark on the checkbox. Doing so will let your phone immediately start syncing the contacts.
f. To exit the sync settings, touch Back. Repeat the same steps to sync other accounts, if necessary.
2. Also try to look for contacts in your Call Logs. To do so, touch Phone at the bottom of the Home screen, then touch Logs at the upper portion of the screen.
If problem persists, try to manage contact and edit contact's information so it will display correctly on your phone. | https://www.droidista.com/2014/07/samsung-galaxy-s5-contact-issues-no.html |
This is the first book to bring together in a comprehensive way the topical questions of global justice and bioethics. As such, it provides analysis of current controversies relating to health, development, and justice from some of the best philosophers, political scientists, and bioethicists in the field.
Despite the massive scale of global inequalities, until recently few political philosophers or bioethicists addressed their ethical implications. Questions of justice were thought to be primarily internal to the nation state. Over the last decade or so, there has been an explosion of interest in the philosophical issues surrounding global justice. These issues are of direct relevance to bioethics. The links between poverty and health imply that we cannot separate questions of global health from questions about fair distribution of global resources and the institutions governing the world order. Similarly, as increasing numbers of medical trials are conducted in the developing world, researchers and their sponsors have to confront the special problems of doing research in an unjust world, with corresponding obligations to correct injustice and avoid exploitation.
This book presents a collection of original essays by leading thinkers in political theory, philosophy, and bioethics. They address the key issues concerning global justice and bioethics from two perspectives. The first is ideal theory, which is concerned with the social institutions that would regulate a just world. What is the relationship between human rights and the provision of health care? How, if at all, should a global order distinguish between obligations to compatriots and others? The second perspective is from non-ideal theory, which governs how people should behave in the unjust world in which we actually find ourselves. What sort of medical care should actual researchers working in impoverished countries offer their subjects? What should NGOs do in the face of cultural practices with which they deem unethical? If coordinated international action will not happen, what ought individual states to do?
These questions have more than theoretical interest; their answers are of direct practical import for policymakers, researchers, advocates, NGOs, scholars, and others. This book is the first collection to comprehensively address the intersection of global justice and bioethical dilemmas.
6. What is Non-Ideal Theory?
Featured in the Hastings Center Report. | https://global.oup.com/academic/product/global-justice-and-bioethics-9780195379907?cc=us&lang=en |
of Aristotle's Ethics:
|
Copyright © 2013 Bruce W. Hauptli
Criticisms of Aristotle’s Ethics:
1. Aristotle looks for the function of human beings, but why assume there is a function, and why assume there is a unique one? “What is the function of paper [writing, wrapping, lining, etc.]?”
2. In his Inventing Right and Wrong, J.L. Mackie contends that:
as guidance about what is the good life, what precisely one ought to do, or even by what standard one should try to decide what one ought to do, this is too circular to be very helpful. And though Aristotle’s account is filled out with detailed descriptions of many of the virtues, moral as well as intellectual, the air of indeterminacy persists. We learn the names of the pairs of contrary vices that contrast with each of the virtues, but very little about where or how to draw the dividing lines, where or how to fix the mean. As Sidgwick says, he “only indicates the whereabouts of virtue.”
This critique is echoed by many. Robert Louden, in his “Some Vices of Virtue Ethics,” for example, contends that while Aristotle tells us that right acts are those which are means between extremes, it is almost impossible to determine how to apply this conception in actual situations:
...virtues are not simply dispositions to behave in specified ways, for which rules and principles can always be cited. In addition, they involve skills of perception and articulation, situation-specific “know-how,” all of which are developed only through recognizing and acting on what is relevant in concrete moral contexts as they arise. These skills of moral perception and practical reason are not completely routinizable, and so cannot be transferred from agent to agent as any sort of decision procedure....Due to the very nature of the moral virtues, there is thus a very limited amount of advice on moral quandaries that one can reasonably expect from the virtue-oriented approach.
He concludes that virtue-based ethics can not be of any use in applied ethics or in casuistry.
3. Robert Louden also offers the following criticisms of Aristotle’s sort of virtue-based ethical theory:
another reason for making sure that our ethical theory allows us to talk about features of acts and their results in abstraction from the agent is his conception of what he is doing is that sometimes even the best person can make the wrong choices. There are cases in which a man’s choice is grounded in the best possible information, his motives honorable, and his action not at all out of character. And yet his best laid plans may go sour. Aristotle, in his Poetics, suggests that here lies the source of tragedy....Virtue ethics, however, since its conceptual scheme is rooted in the notion of a good person, is unable to assess correctly the occasional (inevitable) tragic outcomes of human action.
A third reason for insisting that our moral theory enable us to assess acts in abstraction from agents is that we need to be able to identify certain types of action which produce harms of such magnitude that they destroy the bonds of community and render (at least temporarily) the achievement of moral goods impossible.
A fourth reason for insisting that a moral theory be able to assess acts in abstraction from agents and their conception of what they’re doing is that people’s moral characters may sometimes change.
...the focus on good and bad agents rather than on right and wrong actions may lead to a peculiar sort of moral backsliding. Because the emphasis in agent ethics is on long-term, characteristic patterns of behavior, its advocates run the risk of overlooking occasional lies or acts of selfishness on the ground that such performances are mere temporary aberrations—acts out of character.
...we do not seem to be able to know with any degree of certainty who really is virtuous and who vicious.” This means that moral skepticism is a serious problem for a virtue-based ethical system.
4. In her The Therapy of Desire, Martha Nussbaum offers the following criticisms of Aristotle’s ethical theory:
Aristotelian dialectic...makes several controversial assumptions about the nature of the ordinary person’s ethical beliefs. It assumes that these beliefs are essentially healthy: truth is in there, along with whatever is false, and in such a way that, in the process of scrutiny, the true beliefs will turn out to be the “greatest number and the most basic.” Since the beliefs in question are for the most part socially taught, the procedure also assumes the relative health of the surrounding society. Moreover, the method assumes that the most important beliefs lie close to the surface of the interlocutor’s reason in such a way that they can be elicited by calm dialectical questioning. And finally, the method appears to assume that everyone who ought to be helped by the dialectical process can be so helped: it points to no troublesome gap between the availability of rational “therapy” and the needs of its intended recipients.
Such assumptions seem to Epicurus at best naive, at worst obtuse and callous. He invites us to look at ourselves, at our friends, at the society in which we live. What do we see when we look, and look honestly?”
Nussbaum continues this discussion by questioning each of these assumptions in turn: people with unhealthy beliefs (“victims of false social advertising”), a sick society (“whose sick teachings about love and sex turn half of its members into possessions”), “people who are profoundly ignorant of what they believe and what motivates them,” and a process which helps only those who are already well off and have a “liberal education.” She concludes the passage by maintaining:
Epicurus challenges us, then, to recognize that Aristotelian dialectic may be powerless to help where help is most urgently needed, powerless to criticize where the need for philosophical critique is greatest. A philosophy that stops here is not only impotent but also callous: a tool of exploitation, an accomplice of misery. The powerful challenge compels us: can we recognize both the depth of social ills and the delicate complexity of the human psyche and still remain believers in the calm give-and-take of “Aristotelian” ethical argument?
Nussbaum also maintains that:
Aristotle cares too much about self-sufficiency and rational control to admit love in all its terribleness. He permits many risks, but he despises slavery too much to admit to intrinsic value a kind of relation in which we are so completely within the power of another, inhabited, intertwined, with no hard core to our natures. The Stoic remedy is a contraction of boundaries. But if we refuse this remedy, we must, it seems, learn to imagine ourselves with new images: not as safe house-dwellers in the solid edifice of our own virtue, but as beings soft and sinuous, weaving in and out of the world, in and out of one another.
5. In his “Natural Affection and Responsibility for Character,” Gregory Trianosky maintains that:
...although one’s attitudes, emotions, reactive capacities, and skills are or can to some extent be developed by will, no effort of will, however sustained, is sufficient for their development. Character is the product not only of voluntary action but also of the activity of temperament, along with upbringing, childhood experiences, social environment, peer expectations, and pure happenstance. And not only temperament but all of these things are not themselves the product of some exercise of agency, whether voluntary or nonvoluntary. Hence, no Aristotelian account of responsibility for character can succeed.
6. In her “Aristotle and the Politicization of the Soul,” Elizabeth Spelman maintains that:
...Aristotle does not try to justify his view about the natural rule of men over women by reference to a general principle about ruling and subject elements, for he quite explicitly refers us in particular to the constitution of the soul. There we find ruling and subject elements, but they are highly personalized entities whose relationships are described in terms of political relationships among human beings. In light of this, we must conclude that Aristotle’s argument for the natural rule of men over women is circular. He argues for the position that men by nature rule women. How do we know that they do? We know this because the rational element of the soul by nature rules the irrational element. And how do we know this? This is where we come full circle: Because men rule women (and also because masters rule slaves, because tutors rule children). In fact the rule of men over women provides us with a means of understanding the kind of relationship among parts of the soul; and, coupled with the assumption that men represent the rational element and women represent the irrational element, it provides us with a means of establishing that in the soul the rational element rules the irrational.
J.L. Mackie, Ethics: Inventing Right and Wrong (N.Y.: Penguin, 1977), p. 186.
Robert Louden, “Some Vices of Virtue Ethics,” in Ethical Theory Classic and Contemporary Readings (first edition), ed. Louis Pojman (Belmont: Wadsworth, 1989), pp. 311-320, pp. 313-314. This article originally appeared in The American Philosophical Quarterly v. 21 (1984), pp. 227-236.
Martha Nussbaum, The Therapy of Desire (Princeton: Princeton U.P., 1994), pp. 102-103.
Gregory Trianosky, “Natural Affection and Responsibility for Character,” in Identity, Character, and Morality, eds. Owen Flanagan and Amelie Rorty (Cambridge: MIT Press, 1990), pp. 93-109, p. 104.
Elizabeth Spelman, “Aristotle and the Politicization of the Soul,” in Social and Political Philosophy: Classical Western Texts in Feminist and Multicultural Perspectives, ed. James Sterba (Belmont: Wadsworth, 1995), pp. 63-72, p. 69.
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Last revised on: 12/01/2013. | https://blograng.com/what-are-some-criticisms-of-virtue-theory |
This exceptional book examines and explains Plato's answer to the normative question, "How ought we to live?" It discusses Plato's conception of the virtues; his views about the connection between the virtues and happiness; and the account of reason, desire, and motivation that underlies his arguments about the virtues. Plato's answer to the epistemological question, "How can we know how we ought to live?" is also discussed. His views on knowledge, belief, and inquiry, and his theory of Forms, are examined, insofar as they are relevant to his ethical view. Terence Irwin traces the development of Plato's moral philosophy, from the Socratic dialogues to its fullest exposition in the Republic. Plato's Ethics discusses Plato's reasons for abandoning or modifying some aspects of Socratic ethics, and for believing that he preserves Socrates' essential insights. A brief and selective discussion of the Statesmen, Philebus, and Laws is included. Replacing Irwin's earlier Plato's Moral Theory (Oxford, 1977), this book gives a clearer and fuller account of the main questions and discusses some recent controversies in the interpretation of Plato's ethics. It does not presuppose any knowledge of Greek or any extensive knowledge of Plato.
Product Details
- ISBN-13:
- 9780195086454
- Publisher:
- Oxford University Press
- Publication date:
- 01/12/1995
- Edition description:
- New Edition
- Pages:
- 464
- Sales rank:
- 1,155,769
- Product dimensions:
- 9.20(w) x 6.10(h) x 1.00(d)
Customer Reviews
Average Review: | http://www.barnesandnoble.com/w/platos-ethics-terence-irwin/1100465030?ean=9780195086454 |
The lacrimal glands are serous type exocrine glands that secrete lacrimal fluid onto the surfaces of the conjunctiva and cornea of the eye.
Lacrimal fluid acts to the clean, nourish and lubricate the eyes. It forms tears when produced in excess.
In this article, we shall look at the anatomy of the lacrimal glands – their location, neurovascular supply and clinical relevance.
Anatomical Location
The lacrimal gland is located anteriorly in the superolateral aspect of the orbit, within the lacrimal fossa – a depression in the orbital plate of the frontal bone.
Its anatomical relations include:
- Superior – zygomatic process of frontal bone
- Anterior – orbital septum
- Posterior – orbital fat
- Inferolateral – lateral rectus muscle
Anatomical Structure
The lacrimal gland is approximately 2cm long. It can be divided into two main parts:
- Orbital – larger and sits on the lateral margin of the levator palpabrae superioris muscle.
- Palprebral – smaller and is located along the inner surface of the eyelid.
The lacrimal gland is a compound tubuloacinar gland, comprised of lobules – which are formed by multiple acini. The acini contain serous cells and produce a watery serous secretion (lacrimal fluid).
The lacrimal fluid produced by the gland is secreted into excretory ducts, which empty into the superior conjunctival fornix. The fluid is then ‘spread’ over the cornea by the process of blinking.
Lacrimal Apparatus
The lacrimal apparatus is the system responsible for the drainage of lacrimal fluid from the orbit.
After secretion, lacrimal fluid circulates across the eye, and accumulates in the lacrimal lake – located in the medial canthus of the eye. From here, it drains into the lacrimal sac via a series of canals.
The lacrimal sac is the dilated end of the nasolacrimal duct, and is located in a groove formed by the lacrimal bone and frontal process of the maxilla. Lacrimal fluid drains down the nasolacrimal duct and empties into the inferior meatus of the nasal cavity.
Vasculature
The main arterial supply to the lacrimal gland is from the lacrimal artery, which is derived from the ophthalmic artery – a branch of the internal carotid.
Venous drainage is via the superior ophthalmic vein, and ultimately empties into the cavernous sinus.
Lymphatic drainage is to the superficial parotid lymph nodes. They empty into the superior deep cervical nodes.
Innervation
The sensory innervation to the lacrimal gland is via the lacrimal nerve. This is a branch of the ophthalmic nerve (in turn derived from the trigeminal nerve).
The lacrimal gland also receives autonomic nerve fibres:
- Parasympathetic:
- Preganglionic fibres are carried in the greater petrosal nerve (branch of the facial nerve) and then the nerve of pterygoid canal, before synapsing at the pterygopalatine ganglion.
- Postganglionic fibres travel with the maxillary nerve, and finally the zygomatic nerve.
- Stimulates fluid secretion from the lacrimal gland
- Sympathetic
- Fibres originate from the superior cervical ganglion, and are carried by the internal carotid plexus and deep petrosal nerve.
- They join with the parasympathetic fibres in the nerve of pterygoid canal, and follow the same route to supply the gland.
- Inhibits fluid secretion from the lacrimal gland
Clinical Relevance: Dacryoadenitis
Dacryoadenitis refers to inflammation of the lacrimal glands.
It can present acutely or chronically:
- Acute dacryoadenitis – typically due to a viral and bacterial infection such as mumps, Epstein-Barr virus, staphylococcus and gonococcus.
- Chronic dacryoadenitis – usually due to a non-infectious inflammatory condition such as sarcoidosis or thyroid eye disease associated with Grave’s disease.
Clinical features include swelling, pain and excess tear production. The swelling can lead to visual impairment, secondary to pressure on the eye.
If the cause is viral, simple rest and warm compresses can be helpful. For other causes, treating the underlying cause is necessary and effective. | https://teachmeanatomy.info/head/organs/eye/lacrimal-gland/ |
The nasolacrimal (drainage) apparatus consists of:
Gross anatomy
Tears produced by the lacrimal gland, accessory lacrimal glands of Krause, Wolfring and Zeis, and Meibomian glands track medially along the eyelid margins and collect at the lacrimal lake at the inner canthus. The nasolacrimal drainage apparatus drains tears in a descending course through the inferior and superior lacrimal canaliculi and common canaliculus through the valve of Rosenmuller leading to the lacrimal sac, which drains into the nasolacrimal duct within the bony nasolacrimal canal of the maxilla and through the valve of Hasner to the inferior nasal meatus below the inferior turbinate in the nasal cavity.
Note that the nasolacrimal apparatus is not to be confused with the lacrimal apparatus, which also includes the lacrimal gland. | https://radiopaedia.org/articles/nasolacrimal-drainage-apparatus?lang=us |
What is Watery Eye?
A watery eye or epiphora is generally seen in young babies and older people. In this condition, tears accumulate in the eyes due to a blockage in one or both tear ducts. As a result, excessive tears trickle down the face instead of draining from the tear ducts.
The delicate balance between tear production and loss is maintained by the lacrimal system present in the eye. However, sometimes this balance is disrupted and the eye becomes prone to irritants that include:
- Infections
- Injury
- Allergic inflammations
- Dirt or a piece of grit
- Inwardly growing eyelashes
The eyes secrete excess tears as a protective mechanism to steer away from these irritants.
A normal eye is kept moist by a definite amount of tears. Extra tears, if any, pass on to the tear duct and nose. The tear duct may be blocked due to the narrowing of its upper part over time. In such cases, the excess tears trickle down the cheeks.
Treatment for Epiphora (watery eyes)
Dacryocystorhinostomy (External and Transcanalicular Laser)
Dacryocystorhinostomy is a procedure to treat watery and sticky eyes caused by narrowing or blockage of the tear drainage tubes. Depending on your condition, dacryocystorhinostomy may be performed externally (through the skin) or endoscopically using a Transcanalicular laser.
- External Dacryocystorhinostomy: During this procedure, a nick is made on the side of your nose to access the tear sac. A small piece of bone is removed from between the tear sac and the nose to access the inside of the nose.
- Transcanalicular Laser: Transcanalicular laser dacryocystorhinostomy is a minimally invasive endoscopic procedure to treat epiphora. During this procedure, a fiber-optic light probe is inserted through the nasal cavity to the lacrimal sac (tear sac).
Probing & Syringing +/- Intubation
Probing and syringing are performed to open up blocked tear ducts. It can be performed under local or general anesthesia as an outpatient procedure. During this procedure, a thin flexible probe (wire) is inserted down the tear duct to clear any blockage.
Lacrimal Stents
Lacrimal stenting can be performed as an outpatient procedure under moderate sedation. Lacrimal stents are thin tubes that are implanted in patients with narrowed but not completely blocked tear ducts. They help keep the tear duct open and help prevent further scarring. | https://www.retinasocal.com/watery-eye-vitreo-retinal-surgeon-torrance-huntington-beach-ca.html |
Subject:
- Anatomy of the visual apparatus
- Eye Anatomy and Function - Made Easy
- Human Eye Diagram:
- Human Eye - Structure And Functioning
- The Eye Definition Biology:
- Structures auxiliary to the eye
- Structure of Human Eye (With Diagram) | Human Body
- Human eye structure and function pdf converter
- The Human Eye Facts, Functions, Structure and Problems
- Structure and Function of the Human Eye
The human eye, the organ containing visual receptors, provides vision, with the assistance of accessory organs. These accessory organs include the eyelids and lacrimal apparatus, which protect the eye, and a set of extrinsic muscles, which move the eye.
The eye, lacrimal gland, and associated extrinsic muscles are housed in the orbital cavity, or orbit, of the skull. Each orbit is lined with the periosteum of various bones, and also contains fat, blood vessels, nerves, and connective tissues. Each eyelid, both upper and lower, has four layers—skin, muscle, connective tissue, and conjunctiva. The eyelids are moved by the orbicularis oculi muscle Figure 4 , which acts as a sphincter and closes the lids when it contracts, and by the levator palpebrae superioris muscle, which raises the upper lid and thus helps open the eye.
The conjunctiva is a mucous membrane that lines the inner surfaces of the eyelids palpebral conjunctiva and folds back to cover the anterior surface of the eyeball bulbar conjunctiva , except for its central portion cornea. The lacrimal apparatus consists of the lacrimal gland, which secretes tears, and a series of ducts that carry tears into the nasal cavity Figure 3.
The lacrimal gland is located in the orbit and secretes tears continuously through tiny tubules. The tears flow downward and medially across the eye.
Anatomy of the visual apparatus
Two small ducts the superior and inferior canaliculi collect tears, which then flow into the lacrimal sac, located in a deep groove of the lacrimal bone.
From there the tears flow into the nasolacrimal duct, which empties into the nasal cavity. Secretion by the lacrimal gland moistens and lubricates the surface of the eye and the lining of the lids.
Tears also have an enzyme lysozyme that kills bacteria, reducing the risk of eye infections. Six extrinsic muscles move the eye in different directions Figure 5.
Any given eye movement may utilize more than one extrinsic muscle, but each muscle is associated with a primary action. Figure 5 illustrates the locations of these extrinsic muscles and Table 1 lists their functions, as well as the functions of the eyelid muscles. The eye is a hollow, spherical structure about 2. Its wall has three distinct layers—an outer fibrous layer, a middle vascular layer, and an inner nervous layer.
The spaces within the eye are filled with fluids that help maintain its shape. Light is often described as moving in straight lines called rays of light. The anterior sixth of the outer layer bulges forward as the transparent cornea, the window of the eye. The cornea helps focus entering light rays. The cornea is composed largely of connective tissue with a thin surface layer of epithelium. It is transparent because it contains few cells and no blood vessels, and the cells and collagenous fibers form unusually regular patterns.
Eye Anatomy and Function - Made Easy
The cornea is continuous with the sclera , the white portion of the eye. The sclera makes up the posterior five-sixths of the outer layer of the wall of the eye. It is opaque due to many large, disorganized, collagenous and elastic fibers.
The sclera protects the eye and serves as an attachment for the extrinsic muscles. In the back of the eye, the optic nerve and certain blood vessels pierce the sclera. The middle layer of the wall of the eye includes the choroid coat , ciliary body, and iris. The choroid coat, in the posterior five-sixths of the globe of the eye, is loosely joined to the sclera and is honeycombed with blood vessels, which nourish surrounding tissues.
The choroid coat also has many pigment-producing melanocytes. The melanin that these cells produce absorbs excess light, which helps keep the inside of the eye dark.
The ciliary body is the thickest part of the middle layer of the wall of the eye. It extends forward and inward from the choroid coat and forms a ring inside the front of the eye. Within the ciliary body are many radiating folds called ciliary processes and groups of smooth muscle cells that constitute the ciliary muscle.
Human Eye Diagram:
Many strong but delicate fibers, called suspensory ligaments, extend inward from the ciliary processes and hold the transparent lens in position. The distal ends of these fibers attach along the margin of a thin capsule that surrounds the lens. The body of the lens lies directly behind the iris and pupil and is composed of highly specialized epithelial cells called lens fibers.
The cytoplasm of these cells is the transparent substance of the lens. The ciliary muscle and suspensory ligaments, along with the structure of the lens itself, enable the lens to adjust shape to facilitate focusing, a phenomenon called accommodation.
The lens is enclosed by a clear capsule composed largely of elastic fibers. This elastic nature keeps the lens under constant tension, and enables it to assume a globular shape.
Human Eye - Structure And Functioning
The suspensory ligaments attached to the margin of the capsule are also under tension. When they pull outward, flattening the capsule and the lens inside, the lens focuses on distant objects.
However, if the tension on the suspensory ligaments relaxes, the elastic lens capsule rebounds, and the lens surface becomes more convex—focused for viewing closer objects.
The ciliary muscle controls the actions of the suspensory ligaments in accommodation. One set of ciliary muscle cells extends back from fixed points in the sclera to the choroid coat.
When the muscle contracts, the choroid coat is pulled forward and the ciliary body shortens. This action relaxes the suspensory ligaments, and the lens thickens in response. When the ciliary muscle relaxes, tension on the suspensory ligaments increases, and the lens becomes thinner and less convex again. These proteins, along with the absence of organelles that scatter light mitochondria, endoplasmic reticula, and nuclei , account for the transparency of the lens.
An eye disorder common in older people is cataract.
The Eye Definition Biology:
The lens or its capsule slowly becomes cloudy and opaque. Cataracts are treated on an outpatient basis with surgery to remove the clouded lens and replace it with an artificial lens.
Without treatment, cataracts eventually cause blindness. The iris is a thin diaphragm composed mostly of connective tissue and smooth muscle fibers.
From the outside, the iris is the colored part of the eye.
Structures auxiliary to the eye
The iris extends forward from the periphery of the ciliary body and lies between the cornea and lens. The iris divides the space anterior cavity separating these parts into an anterior chamber between the cornea and the iris and a posterior chamber containing the lens between the iris and the vitreous body. The epithelium on the inner surface of the ciliary body secretes a watery fluid called aqueous humor into the posterior chamber. The fluid circulates from this chamber through the pupil, a circular opening in the center of the iris, and into the anterior chamber.
Aqueous humor fills the space between the cornea and lens, helps nourish these parts, and aids in maintaining the shape of the front of the eye. Aqueous humor leaves the anterior chamber through veins and a special drainage canal, the scleral venous sinus canal of Schlemm.
This sinus is in the wall of the anterior chamber at the junction of the cornea and the sclera.
Structure of Human Eye (With Diagram) | Human Body
The iris controls the size of the pupil, through which light passes as it enters the eye. The contractile cells of the iris are organized into two groups, a circular set and a radial set. The circular set pupillary constrictor is smooth muscle and acts as a sphincter. When the muscle cells contract, the pupil gets smaller, and less light enters. Bright light stimulates the circular muscles to contract, which decreases the amount of light entering the eye.
The radial set pupillary dilator is composed of specialized contractile epithelial cells myoepithelial cells. Dim light stimulates the radial cells to contract, which increases the amount of light entering the eye.
The inner layer of the wall of the eye consists of the retina , which contains the visual receptor cells photoreceptors. The retina is a nearly transparent sheet of tissue continuous with the optic nerve in the back of the eye and extending forward as the inner lining of the eyeball. The retina ends just behind the margin of the ciliary body. The retina is thin and delicate, but its structure is quite complex. It has a number of distinct layers, as Figure 7 illustrates.
In the central region of the retina is a yellowish spot called the macula lutea. A depression in its center, called the fovea centralis , is in the region of the retina that produces the sharpest vision see Figure 6.
Human eye structure and function pdf converter
Just medial to the fovea centralis is an area called the optic disc. Here, nerve fibers from the retina leave the eye and form the optic nerve. Because the optic disc region does not have photoreceptors, it is commonly known as the blind spot of the eye. A central artery and vein also pass through the optic disc.
These vessels are continuous with the capillary networks of the retina.
Along with vessels in the underlying choroid coat, they supply blood to the cells of the inner layer. The space bounded by the lens, ciliary body, and retina is the largest compartment of the eye and is called the posterior cavity. It is filled with a transparent, jellylike fluid called vitreous humor , which along with collagen fibers forms the vitreous body. Photoreceptors are modified neurons of two distinct kinds, as Figure 7 illustrates.
The Human Eye Facts, Functions, Structure and Problems
One group of photoreceptors, called rods , have long, thin projections at their ends, and provide vision without color, in shades of gray. The other group of photoreceptors, called cones , have short, blunt projections, and provide color vision. There is only one type of rod, but there are three types of cones. A human eye has million rods and 7 million cones.
Rods and cones are in a deep part of the retina.
Structure and Function of the Human Eye
They are closely associated with an adjacent layer of retinal pigment epithelium RPE that absorbs light the photoreceptors do not absorb. With the pigment of the choroid coat, the retinal pigment epithelium keeps light from reflecting off surfaces inside the eye. Photoreceptors are stimulated only when light reaches them. A light image focused on an area of the retina stimulates some photoreceptors, which results in impulses traveling to the brain.
However, the impulses leaving in response to each activated photoreceptor deliver only a fragment of the information required for the brain to interpret a complete scene. | http://beymapro.ru/rtf/human-eye-structure-and-function-pdf-converter.php |
Caption = The lacrimal apparatus. Right side.
Caption2 =
System =
MeshName =
MeshNumber =
DorlandsPre = a_54
DorlandsSuf = 12147244
The lacrimal apparatus is the physiologic system containing the orbital structures for
tearproduction and drainageCassin, B. and Solomon, S. "Dictionary of Eye Terminology". Gainsville, Florida: Triad Publishing Company, 1990.] .
It consists of:
* (a) the
lacrimal gland, which secretes the tears, and its excretory ducts, which convey the fluid to the surface of the eye;
* (b) the
lacrimal canaliculi, the lacrimal sac, and the nasolacrimal duct, by which the fluid is conveyed into the cavity of the nose.
References
External links
* [http://academia.hixie.ch/bath/eye/AnteriorViewOfLacrimalApparatus.gifDiagram at hixie.ch]
Wikimedia Foundation. 2010.
Look at other dictionaries: | https://en.academic.ru/dic.nsf/enwiki/2369645/Lacrimal_apparatus |
The lacrimal apparatus consists of the lacrimal gland, which secretes the aqueous layer of the tear film, the lacrimal sac, into which the tears drain, and the nasolacrimal duct, through which the tears drain into the nose. Inflammation of the lacrimal gland is called dacryoadenitis and is commonly caused by viral or bacterial infections. The condition typically presents with conjunctival hyperemia, S-shaped ptosis, mucopurulent discharge, and discomfort. Dacryostenosis refers to the congenital or acquired obstruction of the nasolacrimal duct (NLD) and presents with excessive tearing. NLD obstruction can cause stasis of tears in the lacrimal sac, which predisposes to secondary bacterial infection of the sac, known as dacryocystitis. The diagnosis is usually clinical, and may be supported by bacterial cultures, imaging (CT, x-ray), and probing of the nasolacrimal duct. Treatment is often conservative (e.g., NSAIDs, warm compresses), but may also require antibiotics in cases of bacterial infections or invasive procedures to remove obstructions (e.g., NLD dilation).
Dacryoadenitis
|Acute dacryoadenitis||Chronic dacryoadenitis|
|Definition|| |
|Etiology|| || |
|Clinical features|| || |
|Diagnostics|| || |
|Treatment|| || |
References:
Dacryostenosis
Congenital dacryostenosis
- Definition: nasolacrimal duct (NLD) atresia/obstruction in an infant caused by a developmental anomaly and characterized by epiphora (excessive tearing)
- Incidence: up to 6% of live births (common condition)
-
Clinical features
- Epiphora within 2–4 weeks of birth
- The tear film meniscus is wider in the affected eye.
- Palpation of the lacrimal sac may cause tears to leak from the lacrimal punctum.
-
Diagnostics: clinical diagnosis; syringing or probing of the duct to determine the site of obstruction and remove the obstruction, if necessary
- Fluorescein dye disappearance test: A time > 5 min for dye to disappear is diagnostic of NLD obstruction.
- Lacrimal syringing: reflux of saline irrigated into the lacrimal punctum indicates NLD obstruction.
- Lacrimal duct probing: to determine the site of the obstruction and recanalize the duct; a diagnostic and therapeutic procedure; indicated in infants with persistent epiphora despite lacrimal duct massage (see below)
-
Treatment: lacrimal sac massage; dilation or stenting of the duct; dacryocystorhinostomy if other measures fail
- Conservative management (lacrimal sac massage): indicated in all infants with congenital dacryostenosis
- Lacrimal duct probing: if epiphora persists longer than 6–10 months
- NLD intubation/stenting or balloon dilation of the NLD: in patients with recurrent/persistent symptoms
- Dacryocystorhinostomy (DCR): in patients with refractory symptoms despite other measures
- Complications (of untreated dacryostenosis): acute/chronic dacryocystitis
Acquired dacryostenosis
-
Etiology
- Concretions in the NLD
- Granulomatous diseases: sarcoidosis; granulomatosis with polyangiitis, tuberculosis
- Punctal stenosis: due to chronic conjunctivitis, reaction to eye drops
- Post-traumatic stenosis (nasal fracture/surgery)
- Clinical features, diagnostics, and complications are similar to those of congenital dacryostenosis.
-
Treatment
- Treatment of the underlying disorder
- Lacrimal duct probing/intubation: in all patients
- DCR: in refractory cases
References:
Dacryocystitis
|Acute dacryocystitis||Chronic dacryocystitis|
|Definition|| |
|Etiology|| |
|Clinical features|| |
|Diagnostics|| || |
|Treatment|| || |
|Complications|| || |
The lacrimal gland should not be probed during acute infection, since this may cause bacteria to spread to to other locations. | https://www.amboss.com/us/knowledge/Diseases_of_the_lacrimal_apparatus |
Tears are secreted from the tear ducts in the corner of the eye.
The main role of tears is to protect the eyeball but they also have a lot of other duties.
As a lubricant for your eyelids.
As a nutritional supplement for the surface of the eyeballs.
To protect your eyes from bacteria or ultraviolet rays.
Tears normally enter the Lacrimal canaliculus through the Lacrimal punctum, two small holes on the inner side of the eyelid of both eyes towards the inner corner. From here they flow down to the nasal cavity through the nasolacrimal duct.
The passage from this Lacrimal punctum to the nasolacrimal duct where the tears pass along is called the tear duct.
What sort of illness is epiphora?
When tears accumulate the eyelids work like a pump when you blink to sweep them to small holes on the inside of the eyelids, through which they pass through the tear ducts to the nasal cavity (tear drainage).
When the tear duct is blocked or gets narrowed by certain reason, your tears will overflow like you are constantly crying (Lacrimal duct obstruction).
Epiphora can also occur due to an increase in tear production, but this brochure will discuss epiphora (Lacrimal duct obstruction) due to problems with tear drainage.
When the tears don't drain properly, even the slightest stimulus can cause them to overflow, blurring your vision, and the constant flow of tears inflames the skin around your eyes. In addition, leaving this untreated can cause infection from bacteria and may lead to dacryosistitis because, bacteria in the tear duct doesn't get washed away nor untainted. This will increase the amount of eye mucus; make the corners of your eyes red and swollen, and sometimes painful.
The main cause of poor tear drainage is Lacrimal duct obstruction. It usually occurs with age, but can also occur through infection, medicine such as eye drops, fractures of facial bones, empyema, and other nasal diseases. Polyps or tumors can rarely cause epiphora as it forms inside the tear duct. In addition, causes other than Lacrimal duct obstruction can include dysfunction of the eyelid where the tear duct passes through or conjunctiva sagging by aging (conjunctivochalasis).
Congenital infant Lacrimal duct obstruction is comparatively common. Usually, if the tear ducts are closed at birth, they will open up and heal naturally as the infant grows. 90% of cases have healed naturally by one year old. Massage of the Lacrimal sac is believed to help natural healing. If natural healing does not work, a lacrimal duct bougie (nasolacrimal duct release operation), which is a fine needle-like object, may be inserted into the tear duct to open up the obstructed area, or a Lacrimal duct tube is inserted for a set period of time to treat the condition.
In addition, neonatal dacryocystitis can be caused by bacteria accumulating in the tear ducts, and so antibiotic eye drops are used in conjunction.
With excess tears, the first thing to do is to check whether there is an increase in the amount of secreted tears (secretion volume) or whether there is a reduction in tear drainage. Some of the causes for increased tear production could be foreign objects in the eye or ingrown eyelashes. Causes of reduced tear drainage such as eyelid dysfunction and conjunctiva sagging (conjunctivochalasis) are also checked.
Next, a Lacrimal canalilula irrigation test is performed. If no water flows through, a Lacrimal duct obstruction (LDO) is diagnosed, and the state of the tear duct is directly examined using an endoscope to determine exactly where the blockage is. Depending on the situation, imaging tests such as CT scans may also be run.
A vital part of an eye examination, which shines a light on the eye and around the eye for the observation of eyeball, through a magnifying glass. In this examination, the amount of accumulated tears is checked to see if it is greater than normal. In addition, the presence of foreign objects, ingrown eyelashes, and other causes of increased tear secretion are also checked. The movement of the eyelids and sagging in the conjunctiva are also checked.
The duct is irrigated with saline from the Lacrimal punctum to check if the fluid passes through to the nose.
A fine endoscope, designed to be able to pass through the tiny Lacrimal punctum is inserted through the Lacrimal punctum and used to check where the tear duct obstruction is. Anesthetic may be injected into the tear duct before this test.
A special endoscope is inserted into the nasal cavity to observe the tear duct from the nasal cavity side. Anesthetic is given to the nasal mucous membranes before the examination.
Using a tear duct endoscope, a special Lacrimal duct tube is inserted to reconstruct the tear duct. This is done under a local anesthetic, so the patient can return home on the same day. The inserted tube is almost invisible from the outside and it doesn't affect daily life. The tube is normally removed on an outpatient visit two to three months later. In this intubation method the tube is inserted into the tear duct, which cannot be seen from the outside, but recent uses of endoscopes during the surgery have made it able to be done accurately.
Depending on the location of the blockage, Lacrimal duct tube insertion may not always work well, or re-obstruction may repeatedly occur. When this happens, one method is to create a new tear duct using a surgery called dacryocystorhinostomy (DCR). There are two procedures for DCR: to cut part of the inner corner of the eye (external), or by using a nasal endoscope from inside the nose (endoscopic). This may be done under general anesthesia and often requires a hospital stay of several days to a week.
If you're having problems with epiphora, you don't have to live with it - see an ophthalmologist soon.
Symptoms 1, 2, and 3 are believed to be caused by the dry eyes. In addition, Symptom 1 can also be caused by foreign objects in your eye or ingrown eyelashes, so both can be treated by removing the cause.
Symptom 4 is a temporary issue caused by pollen or other allergens.
Symptoms from 5 to 7 are considered to be the symptoms of a lacrimal duct obstruction, so treatment will be necessary.
Symptom 8 means you are getting acute dacryocystitis, so you should see an ophthalmologist immediately. | https://kaneka-eye.com/epiphora.html |
Crying (also referred to as sobbing, weeping, bawling, or wailing) is shedding tears as a response to an emotional state in humans. One need only shed a single tear to be crying. The act of crying has been defined as "a complex secretomotor phenomenon characterized by the shedding of tears from the lacrimal apparatus, without any irritation of the ocular structures". A related medical term is lacrimation, which also refers to non-emotional shedding of tears.
A neuronal connection between the lacrimal gland (tear duct) and the areas of the human brain involved with emotion has been established. Some scientists believe that only humans produce tears in response to emotional states while others disagree. Charles Darwin wrote in The Expression of the Emotions in Man and Animals that the keepers of Indian elephants in the London Zoo told him that their charges shed tears in sorrow.
Tears produced during emotional crying have a chemical composition which differs from other types of tears. They contain significantly greater quantities of the hormones prolactin, adrenocorticotropic hormone, Leu-enkephalin, and the elements potassium and manganese. | http://www.liquisearch.com/blubbers |
Canaliculitis is a common encounter in ophthalmic practice but supernumerary puncta and canaliculi (SPC) are rare congenital disorders. In a large series, only 23 patients were diagnosed over the period of 20 years.1 We report a case of canaliculitis which is associated with SPC.
Case Report
A 59-year-old gentleman presented with painful swelling of the left lower lid for a week, which was associated with epiphora. This was his first episode, and he was asymptomatic prior to this presentation. The swelling was confined to the nasal aspect of the left lower lid (0.5×0.5 mm) with inflamed overlying skin (Figure 1A). Eversion of the lower eyelid revealed two puncta, 0.5 mm apart (Figure 1B). The outer punctum was situated at the normal anatomical position; whereas the inner punctum in the caruncle. Gentle pressure did not result in any regurgitation from the both puncta. The patient was treated with oral cloxacillin 500 mg, 6 hourly for 5 days. The cellulitis subsided after three days. Probing and syringing was performed after one week. The inner punctum had a hard stop with patent lacrimal drainage. The outer punctum had a soft stop with regurgitation of fluid from the same punctum. Dacryocystography confirmed the patency of the inner lower punctum. The outer punctum-canaliculus system was a cul-de-sac (Figure 1C). There were no other abnormalities.
Discussion
Most SPCs (78%) present with epiphora. Among the 23 patients reported by Satchi et al., none presented with canaliculitis.1 This is the first report of SPC presented with canaliculitis. Sequestration of tear and debris in the cul-de-sac served as nidus for infection. The resultant canaliculitis with its surrounding edema caused obstruction of the lacrimal drainage; hence epiphora.2 Epiphora however, may develop despite patent lacrimal drainage system. The 2-compartment model for lacrimal canalicular drainage of Kakizaki et al., suggested that the muscle of Duverney-Horner may deviate normal flow within the accessory canaliculus and thence transport tears back to the lacrimal tear lake, leading to epiphora.3 The entire lacrimal drainage apparatus is of ectodermal origin. During development, a solid epithelial cord forms in the region of the medial lower eyelid (Figure 2A) and sends projections to form the canaliculi and the nasolacrimal duct (Figure 2B).4 SPC is due to extra out-budding of the solid epithelial cord (Figure 2C). Canalization begins at 4 months of gestation with disintegration of the central ectodermal core, forming lacrimal drainage outflow system. In this case, the extra inner canalicular epithelial bud (nearer to the main epithelial cord) underwent complete canalization and remained connected to the main epithelial cord. The outer canalicular epithelial bud, although its punctum is located at the normal anatomical position, was separated from the main epithelial cord; forming a cul-de-sac (Figure 2D). | http://clinicsandpractice.org/index.php/cp/article/view/cp.2011.e59/639 |
Dry eye syndrome is a common pathology affecting between 5 and 15% of the population with symptoms increasing with age. Conditions of a modern lifestyle, including working on computer screens, driving cars, air conditioning, artificial lights, air pollution, wearing contact lenses etc, make dry eye syndrome a more and more frequent nuisance.
Generally speaking, dry eye conditions are a result of a lacrimal layer issue, either caused by insufficient tears or excessive evaporation. It is recognized that a large majority of cases are caused by the evaporation form, mainly due to an insufficiency of the external lipid layer of the lacrimal film secreted by the meibomian glands.
There are 80 meibomian cells located in the upper and lower eyelids. These cells produce a fat phase, avoiding tear evaporation, adapting the tears to the irregularities of the eye’s surface and a perfectly convex diopter. Lipids are made of polarized fat acids. Their fluidity is ensured by the body temperature. They are non-polarised on the surface, giving the stability of the lacrimal fluid and allowing the lubrication of the palpebral conjunctival plane. The contraction of the Riolan muscle allows the lacrimal film to spread out.
The lacrimal film is made up of 3 layers:
- The mucous layer, in contact with the ocular globe, secreted by the conjunctival mucous cells.
- The aqueous layer, secreted by the lacrimal glands.
- The lipid layer, secreted by the meibomian glands.
Meibomian gland dysfunction:
When the lipid phase, produced by the meibomian cells, are affected, it will lead to excessive evaporation of tears, and unstable lacrimal film and an inflammatory reaction of the conjunctiva. The result is an increase in vision disorders during long periods of short-distance tasks, such as computer work, with a burning feeling of the eyes.
If the process accelerates, the discomfort becomes permanent, creating paradoxal excessive tearing, making contact lens wear impossible.
Anatomical modifications can occur with atrophy of the meibomian gland orifices, with episodical infections, sties, secondary conjunctival infections, chalazion and in more serious cases, apparition of micro-ulcerations of the corneal epithelium.
Current treatment:
Treatments currently available are mainly substitutions and are often insufficient to overcome the discomfort felt by patients.
Intense Regulated Pulsed Light (IRPL):
The “E-Eye” is a device that generates a new type of polychromatic pulsed light by producing perfectly calibrated and homogenously sequenced light pulses. The sculpted pulses are delivered under the shape of regulated train pulses. The energy, spectrum and time period are precisely set to stimulate the meibomian glands in order for them to return to their normal function.
- The session treatment only takes a few minutes.
- Patients are comfortably seated on a treatment chair.
- The metal eyewear protection if positioned over the patient’s eyes.
- Then optical gel is applied on the cheekbone and the temporal areas.
- A series of 5 flashes are applied under one eye, starting from the inner canthus (nose) to the temporal area, using the nominal power.
- The same process is then repeated under the other eye.
The stimulation leads to the meibomian glands returning to their normal function in a very short time (a couple of hours) following the treatment.
The full success of treatment depends on the compliance with a specific protocol. The protocol consists of 3 sessions as follows:
- Day 1
- Day 15
- Day 45
- Day 75 (optional)
The efficiency is nearly constant on all forms of meibomian gland dysfunction. On the other hand, it does not improve pathologies linked to aqueous or mucous phase or if there is a secondary infection that would need to be treated first.
For more information about IRPL therapy you may contact us on 021 9100 300 or info@eyelaserclinic.co.za. | http://www.eyelaserclinic.co.za/procedures/dry-eye-syndrome-treatment-irpl |
The Patient's Guide to Dry Eye Syndrome: Lacrimal Gland Insufficiency9:18 PM
We have covered the Meibomian glands of the eyelid quite in depth now, and how clogged glands are often the culprit for dry eyes. Remember, those Meibomian glands secrete the oily surface layer of the tear film, that locks the tears onto the eye and prevents evaporation. There is another gland located higher up in your eye lid area, tucked just under the brow bone, that is responsible for the actual "watery" component of tear production. The lacrimal gland is responsible for the "aqueous" middle layer of the tears. This gland is responsible for emotional and reflex tearing, as well as producing the aqueous layer of regular tear film. So just because you cry easily, doesn't mean you don't have dry eyes.
|The Tranquileyes moisture goggles. These sometimes come with a gel bead packet that can be heated and used to treat Meibomian Gland clogging at the same time!|
|Restasis comes in individual vials. To save on copays, I always recommend recapping the vials, storing in a nice clean environment with the vial upright if possible, and then using the same vial again for your nighttime dose.|
1 comments
- AnonymousMay 9, 2014 at 10:02 PM
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excellent work! | http://www.eyedolatryblog.com/2012/01/patients-guide-to-dry-eye-syndrome.html |
What Is Overflow Tearing?
Overflow tearing, a common birth condition in infants, occurs due to a narrowing or blocking of the canaliculus, a part of the nasal lacrimal drainage system. The blocked system can spontaneously open within a few months of birth, or it can be surgically opened. Overflow tearing can also occur when the child's eyelashes stick together after sleep, a situation that can cause one or both eyes to become chronically infected; or when environmental elements irritate the eye.
Symptoms
- Excessive tearing
The symptom described above may not necessarily mean that you have overflow tearing. However, if you experience this symptom, contact your eye doctor for a complete exam.
Causes
Overflow tearing occurs when a membrane covering the tear duct inside the nose fails to open at or before birth, thus clogging the nasal lacrimal draining system.
Risk Factors
This is a very common birth condition.
Tests and Diagnosis
This condition is often diagnosed by a thorough history and physical examination. A fluorescein dye may be instilled by a drop into the eye to see how well the tears drain.
Treatment and Drugs
Medication
Initially, your doctor may recommend antibiotic eye drops or ointment used once or twice daily, along with pressure (or massage) over the tear sac. To apply this pressure, the adult caregiver places a finger under the inner corner of the eye next to the nose, and rolls over the bony ridge, pressing down and in. After applying this pressure on the tear sac, the antibiotic can be placed in the eye.
Surgery
If the tearing persists, it may be necessary for the ophthalmologist to open the tear ducts by probing and irrigation.
A thin, blunt metal wire is gently passed through the nasal lacrimal drainage system to open any obstruction, and fluid is then irrigated through the system. Infants experience no pain after the probing, but some blood-tinged tears or nasal secretion is common. A discharge from the eye may be present for up to a week and antibiotics may be prescribed. Obstruction can recur, and if so, a repeated probing may be needed. If probing is not successful, plastic or silicone tubes can be placed into the drainage canals. This is a longer procedure than probing and requires a general anesthesia.
As with any surgical procedure, infection or bleeding can occur, or scarring can re-obstruct the opening, and require additional surgery.
Find a Doctor or Location
- Find a doctor
- Find a location
- Call 734-764-7558
Reviewed by Christopher Gappy, M.D. | https://www.umkelloggeye.org/conditions-treatments/overflow-tearing |
Nasolacrimal duct obstruction: what causes a blocked tear duct?
Having a blocked tear duct means that your tears don’t drain from your eye properly, resulting in watery eyes and tears streaming down your face throughout the day. Although it’s not usually anything serious, it can be bothersome and interfere with your basic day-to-day activities.
Mr Radwan Almousa, one of our top consultant ophthalmologist who is based in London, explains the causes of a blocked tear duct and the treatment options he can offer to relieve you of this condition.
How do the tear ducts work?
The eye is lubricated by lots of small scattered lacrimal glands across the surface, called accessory lacrimal glands. They work 24 hours to keep your eye surface moist by secreting tears. There is also a large lacrimal gland situated in the orbit (the eye socket) and this is responsible for reflex tearing, i.e. when we cry or go out in windy weather.
Your tears normally drain from your eye to the nasal cavity through the nasolacrimal duct, which works similarly to a sink. This duct is formed from the lacrimal punctum, a minute opening of the tear duct on the inside margin of the eyelid. The tears run along the canaliculus, an 8mm passage along the eyelid before it opens up to the lacrimal sac and from there, the tears run down to the nose through the distal ducts.
Before we talk about blocked tear ducts in adults, we have to first look at what causes watery eyes, also known as epiphora.
Why do I get watery eyes?
Most patients who present with watery eyes actually suffer from reflex tearing as a result of dry eye. When the eye surface gets too dry, the brain sends signals to the lacrimal gland to produce excess tears to combat the dryness. Since the drainage system is already narrow in most patients who have dry eyes, the tears start to overflow and drip down the face.
Apart from this cause, watery eyes could be related to a blocked tear duct or even eyelid malposition.
What can cause a blocked tear duct?
If we follow the pathway of the tear duct, the blockage could happen anyway along that duct.
Firstly, the blockage could be at the level of the punctum, which is, as we before mentioned, the beginning of the tear duct on the eyelid. It could get blocked because of chronic inflammation of the eyelid margin or even because of dry eyes and a lack of tears running down the streamline of the tear duct to keep it unobstructed.
In other cases, the blockage could be more distal, meaning it could begin at the inferior part of the tear duct as it opens inside the nose.
What are my treatment options?
The treatment depends on the cause of your watery eye:
• If it is related to dry eyes and reflex tearing, it could be relieved by using lubricating eye drops.
• If the punctum is narrow or closed, it could be opened with a small procedure under local anaesthesia.
• If the blockage is more distal, towards the end of the tear duct, then the blockage could be overcome with simple probing; using a special probe to break through the blocked area. However, if this approach isn’t successful, then a bypass surgery, known as DCR surgery, to overcome the blockage might be needed and this is usually done under general anaesthesia.
Can a blocked tear duct unblock on its own?
If the blockage is in the tear duct, it doesn’t usually unblock itself; however, in cases of watery eyes due to reflex tearing from dry eyes, the tearing might stop if the eye lubrication gets better.
When is surgery an option?
Surgery depends on the patient’s symptoms and willingness to treat the problem. Both punctum surgery and DCR surgery have high success rates.
How is surgery performed and what is recovery like?
In the case of punctum surgery, which is a minor procedure, the recovery is very fast and you can usually go back to normal day-to-day activities the next day. You might notice small bruising on the inside of the lower lid.
DCR surgery, on the other hand, is major surgery and involves breaking bones on the side of the nose to overcome the blockage and creating a new passageway for the tears to drain normally. This may result in needing skin sutures (stitches) on the side of the nose and a tube that connects the punctum, which starts at the beginning of the tear duct to the nasal cavity.
Following DCR surgery, you should expect bruising around the eye that might last for a couple of weeks. A tamponade would also need to be inserted into your nose but that could be taken out the day after surgery. The skin sutures are usually removed one week after the surgery and the tube could be taken out in one month.
If you are experiencing any of the symptoms mentioned in this article and would like to see a specialist, visit Mr Radwan Almousa’s Top Doctors profile and book an appointment to see him. | https://www.radwanalmousa.com/copy-of-corneal-abrasion |
What is Dry Eye Syndrome?
Dry Eye Syndrome (DES) is a disease which can cause a variety of signs and symptoms affecting the vision and/or the comfort of the eyes.
A normal, healthy eye has a protective tear film. When you blink, a film of tears spreads over the eye, making the surface of the eye smooth and clear. Without this tear film, good vision would not be possible. The tear film is made of three layers:
- The oily layer (outermost) is secreted by the meibomian glands; its main purpose is to reduce the evaporation of tears.
- The mucous layer (innermost) is produced by conjunctival goblet cells; its purpose is to keep tears on the cornea.
- The watery layer (middle) is produced by the lacrimal gland. This layer functions to wash away foreign particles.
These layers work together to constantly bathe the eye in tears. By producing tears at a slow and steady rate, the eye stays moist and comfortable. DES occurs when there is a decrease in the quantity and/or quality of the tear film. This condition is associated with an increased tear film osmolarity, inducing inflammation.
What Are the Symptoms?
- Dryness or grittiness
- Foreign body sensation
- Burning or stinging
- Sensitivity to light
- Scratchiness
- Excessive tearing
- Blurred vision and/or fluctuating vision
- Stringy mucus in or around the eyes
It may sound illogical that excess tearing can occur with “dry eye,” but it can be understood as the eye’s response to discomfort. If the tears responsible for maintaining lubrication do not keep the eye wet enough, the eye becomes irritated. Eye irritation prompts the gland that makes tears (the lacrimal gland) to release a large volume of tears, overwhelming the tear drainage system. These excess tears then overflow from your eye.
What Causes Dry Eyes?
Tear production normally decreases as we age. Although dry eye can occur in both men and women at any age, women are most often affected. This is especially true after menopause.
A wide variety of common medications – both prescription and over-the-counter – can cause dry eye by reducing tear secretion. Be sure to tell your eye doctor the names of all of the medications you are taking, especially if you are using: diuretics, beta-blockers, antihistamines, sleeping pills, medications for “nerves” or pain relievers. Since these medications are often necessary, DES may be treated with eye drops called artificial tears.
People with DES are often more prone to the toxic side effects of eye medications, including artificial tears. For example, the preservatives in certain eye drops and artificial tear preparations can irritate the eye. These people may need special preservative-free artificial tears.
What Are the Risk Factors?
- Aging (40+)
- Recent eye surgery
- Certain medication use
- Eyelid problems
- Autoimmune disease
- External (computer use, contact lenses)
The Diagnosis
Your eye doctor can diagnose DES during your eye examination. Common dry eye tests incorporate dye solutions that highlight dry spots and/or paper strips or threads placed on the eyelids to measure the rate of tear production.
Treatment Options
Treatment varies because the severity of the disease varies. Mild DES may be properly managed with basic eyelid hygiene and use of an over-the-counter (OTC) artificial tear. There are many OTC tears, both preserved and preservative free, and of various consistencies; ask your doctor which will work best for you. You can use the artificial tears as often as necessary – once or twice a day or as often as several times an hour. If you are using artificial tears more than 3-4 times a day with no relief, or find instillation or affordability to be a concern, you may want to consider the use of punctual plugs. Moderate to severe DES usually needs more attention. There are antibiotic and/or steroidal/non-steroidal anti-inflammatory medications that may be prescribed.
Restasis® is a prescription medication that is very successful in the management of DES. This medication not only lubricates the eye, but it induces the lacrimal gland to make more tears. Ask your doctor if Restasis® may help you.
Another successful approach to DES is conserving the body’s own tears through the use of punctal plugs (See figure to the right). Normally the tears drain out of the eye through a canal into the nose. Your eye doctor can plug these holes with temporary or long-term plugs to keep the tears on the eye longer, thus keeping the eyes more moist. The procedure is non-invasive and can be done quickly and easily during the eye exam. Ask your doctor if you are a good candidate for punctal plugs. | https://newsomeye.com/cornea/dry-eyes/ |
The lacrimal system consists of the lacrimal glands, the tear film in contact with the conjunctiva and cornea, and the lacrimal drainage system through the nasolacrimal duct to the nose. In this review the age related changes in this system will be given, including tear chemistry of the tear film. Certain aspects of tear physiology change with age, such as reflex secretion by the lacrimal gland, tear volume, and tear film stability, whereas others remain more or less unchanged, such as basal tear production.
The reflex secretion of tears, as measured by Schirmer’s I method (without anaesthesia), decreases significantly with increasing age as already was observed by Schirmer1 in 1903 and by many others thereafter.2-20 The age groups investigated mostly cover the 20–80 age range and the reduction in Schirmer values from the youngest to the oldest age group is about 70%. In contrast with these findings Xu and Tsubota21 and Nava et al 22 failed to demonstrate the decline of the Schirmer I value with age although in both studies the numbers of subjects were large. This discrepancy is probably attributable to the acknowledged variability in the performance of the Schirmer test—that is, in the latter studies the patients were asked to blink normally after placing the Schirmer strip. It is conceivable that blinking causes an extra irritation, which in elderly people may increase reflex tearing compared with a closed eye condition, such as is employed mostly. Newborn babies secrete tears in the first 24 hours of life.23 Premature infants may fail to secrete tears at birth, depending on the degree of prematurity.24 A negligible number of tears are formed during sleep,12526 in the course of which the protein pattern is also altered dramatically.27 The basal tear production, as measured by fluorophotometry from the decay of fluorescence after instillation of fluorescein solution in the eye, was found to decrease with age,2829 to increase,26 or to show no significant correlation2030-33 in the age range between 10 and 90 years. The volume of tears present on the surface of the eye declines with increasing age.7202934 Wide discrepancies in the absolute values of tear flow and tear volume were found, although the investigators used the same method of fluorescein dilution. Probably the difficulty in avoiding stimulation during testing is the primary reason. Therefore, a standardised protocol for the measurement of tear turnover by fluorophotometry has been drawn up in cooperation with experts in different countries of the European Union.31 Disappearance of fluorescein from the tear film after application of fluorescein in an eyedrop was found to be slower in the age group of 20–30 years compared with a group of 50–65 year olds,35 which was ascribed to slower drainage and tear production in the older age group resulting in longer corneal contact time of the eyedrop. The increase in corneal penetration of fluorescein with advancing age3637 seems to be the result of a greater corneal contact time rather than a rise in epithelial permeability.
The lacrimal transit time through the nasolacrimal duct, measured with a modified Jones test by the time of appearance of fluorescein on a cotton applicator in the nose, slows with age.38 Also a decreased lacrimal drainage capacity was found with increasing age when measured by the drop test.33 In the drop test the disappearance of fluorescein is measured after repeated instillation of drops of 10 μl of lukewarm saline solution into the conjunctival sac over 3 minutes. The volume of saline solution drained by the lacrimal passage can thus be calculated.
The tear evaporation rate has not been found to be correlated with age.3940 The evaporation is primarily controlled by the lipid layer of the tear film and lipid layer thickness appears to be constant for different age groups.41
The tear film stability, as measured in seconds by the tear break up time (BUT, the time needed after blinking of the fluorescein treated eye for the appearance of dark spots in the fluorescence of the tear film) is independent of the patient’s age according to Norn42 and Lemp and Hamil,43 who introduced this method for clinical use. More recent studies report an increase with age in the number of BUT values of less than 10 seconds.44-46
Various morphological changes increasing with age were observed in the lacrimal gland, especially periductal fibrosis, which is speculated to be related to the decrease in tear outflow with age and interlobal ductal dilatation, which may be caused by stenosis of the excretory duct in the fornix of the conjunctiva.47 Magnetic resonance imaging showed sex related influences on the lacrimal gland structure during aging. The thickness and area of the lacrimal gland decreased with age in women, but not in men. Furthermore, the signal intensity of magnetic resonance increased with age only in women.48 The goblet cells of the conjunctival epithelium produce the mucous component of the tears, which enables tears to stick to the corneal surface. Reports on goblet cell counts in the conjunctiva in relation to age show discrepancies. Abnormal goblet cells, containing a high proportion of neutral rather than acidic mucopolysaccharides, and occlusion of goblet cells with retention of their contents were reported to increase with age.49Reduction in the goblet cell population was observed in subjects over 60 years of age50 and in another study in those over 80 years.51 In the latter this was sometimes associated with the presence of ‘hyaline bodies’, which are periodic acid Schiff positive and possibly represent a degenerative form of goblet cells. In a more recent study, using conjunctival impression cytology, in 73 healthy volunteers no correlation between age and goblet cell count could be demonstrated46; also by studying peroperative conjunctival biopsies from 54 patients with primary open angle glaucoma undergoing filtering surgery, no statistically significant difference was observed across three age groups between 40 and over 75 years.52
Normally the decreased reflex tear secretion capacity in the older eye may be compensated by a reduced lacrimal drainage.40 The condition of ‘dry eye’ with subjective symptoms including burning, itching, sticking, dryness, mucus discharge, and foreign body sensation, occurring with increasing frequency in older patients may be caused by an imbalance due to abnormal low tear production or a high evaporation rate. The lids may become less taut with age and this interferes with normal blinking function, causing a higher evaporation because the tear film is not properly restored over the ocular surface. In some cases the ‘dry eye’ is associated with defective mucus secretion or the presence of particulate matter in the tear film, which usually consists of mucus that is not remaining in solution because of moderately depleted tear flow. In other cases the tear production is still normal, and this defect in mucus secretion with its secondary irritation may lead to overproduction of the aqueous part of the tear film. This aggravates the condition and may confuse the clinical picture.53
The composition of tears is rather complex and varies over a broad range of normal levels for the different components.54Moreover, the method of tear collection may influence the composition. Stimulation of tear flow may result in lower values if the component under investigation is derived from the cornea or conjunctiva. Microtrauma caused by Schirmer test paper or cellulose sponges in the conjunctiva may increase leakage of plasma components and tissue cell content into the collected tears. Furthermore, diurnal variation in the concentration may contribute to variation in test results, such as has been described for lysozyme.55
Conflicting reports exist as to the effect of age on IgA levels, some reporting a slight decrease with age56 while others give a gradual increase57 or no difference.58 Tears collected with capillaries57 showed lower mean values of about 300 mg/l compared with the samples collected with filter paper56 and sponge,58 with mean values of about 600 mg/l. At birth no IgA is detected in children’s tears but within 2 weeks it had risen to a level of 20 mg/l.59 Adult values were found at about 4–8 years of age.5960Fluorescent antibody staining of IgA in plasma cells in biopsies of accessory lacrimal glands of the conjunctiva showed no trend with age.61 Some authors found organised mucosa associated lymphoid tissue (MALT) in the normal human conjunctiva,62-64 others found it only in 31% of cases and suggest that MALT is acquired during life in a proportion of apparently asymptomatic individuals.65
Under physiological conditions levels of albumin, IgG, and caeruloplasmin in tears of adults remain low and static until an apparent increase after the fifth decade.58 At birth IgG and albumin are about threefold higher than adult levels, probably reflecting a propensity for transudation from the plasma, but by 2–3 months they drop to near adult levels.59 Age increased leakage of conjunctival vessels66 and conjunctival hyperaemia67 might be held responsible for the elevated levels of these plasma derived proteins at older age. In pathological conditions local production of IgG by conjunctival tissues has been suggested.6869
The lacrimal gland proteins lysozyme5670-73 and lactoferrin5674 decline linearly and progressively with age in adults with a reduction of about 35% over the range 20–80 years. Lysozyme is not detected in children’s tears at birth but within 2 weeks attains a level of 170 mg/l.59 Adult values are found at about 4–8 years of age.5960
Osmolality in tears of normal eyes generally remains within the limits of 280–330 mOsm/l and reportedly is not significantly affected by age75-77 except in one study,20 where over an age range of 10–85 years a significant increase in osmolality was found.
A variety of medications for various conditions, mostly outside the field of ophthalmology, are known to be inhibitory to tear production.7879 These drugs comprise β blockers, ganglion blockers, hypnotics, and sedatives such as phenobarbitone and benzodiazepines, neuroleptics such as phenothiazines, tranquillisers such as diazepam, and antidepressives such as dibenzazepines and monoamine oxidase inhibitors. Even aspirin exerts an inhibitory effect on the tear production80 and a change in the composition of tears.81 Therefore it is conceivable that in control people, considered to be normal or healthy, a diminished tear production is measured which is caused by these drugs. Moreover, if the consumption of these drugs is related to age then it is possible that in some studies the changes observed in several variables of lacrimal gland function are drug induced rather than age related.
References
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If you wish to reuse any or all of this article please use the link below which will take you to the Copyright Clearance Center’s RightsLink service. You will be able to get a quick price and instant permission to reuse the content in many different ways. | https://bjo.bmj.com/content/81/10/824 |
Approximately one-third of all newborns have excessive tearing. It occurs when a membrane (a skin like tissue) in the nose fails to open before birth, blocking part of the tear drainage system. If tears do not drain properly, they can collect inside the tear drainage system and spill over the eyelid onto the cheek. Rarely, the tear duct itself may become infected leading to a serious infection called dacryocystitis. If the skin of the inner portion of the eye becomes red and swollen and the child is having difficulty opening the eye, you should contact your ophthalmologist or primary care physician immediately as this condition requires emergent treatment with antibiotics.
Tears are produced to keep your eyes moist. As new tears are produced old tears drain from the eye through two small holes called the upper and lower punctum, located at the corner of your upper and lower eyelids near the nose. The tears then move through a passage called the canaliculus and into the lacrimal sac. From the sac, the tears drop down the tear duct (called the nasolacrimal duct), which drains into the back of your nose and throat. That is why your nose runs when you cry. In infants with overflow tearing, the membrane blocking the tear duct prevents tears from draining into the back of the nose and throat.
Tearing can also be caused by wind, smoke or allergies, or other environmental irritants. A very rare condition called congenital glaucoma can also cause excessive tearing. With congenital glaucoma other signs and symptoms will accompany tearing, such as an enlarged eye, a cloudy cornea, high eye pressure, light sensitivity and eye irritation.
Blocked tear ducts can initially be treated by applying massage over the lacrimal sac, applying antibiotic eyedrops or ointment to the eye, and cleaning the eyelids with warm water.. To massage the tear ducts, place your finger under the inner corner of the infant’s eye next to the nose, and roll your finger over the bony ridge while pressing down and in against the bony side of the nose. This movement helps squeeze tears and mucus out of the sac.
The blocked tear duct often spontaneously opens within six to twelve months after birth. If overflow tearing persists, it may be necessary for your ophthalmologist to open the obstruction surgically by passing a probe through the tear duct.
Dr. Dorfman and Dr. Cardone perform tear duct surgery as an outpatient surgical procedure. Surgery is usually performed at the approximate age of 1 years old after all conservative measure such as massage and antibiotic drops fail to resolve the condition.
Under sedation, a thin, metal probe is gently inserted through the tear drainage system to open the obstruction. The drainage system is then flushed with fluid to make sure the pathway is open. The procedure is usually completed in a matter of minutes.
Your child should soon be able to resume normal activities upon discharge from the surgical center. Clear liquids in small amounts are advised for the first few hours following surgery. As soon as the effects of the anesthesia have subsided, a normal diet may be resumed. You may bathe the child and the child may resume all usual activities the day after surgery. Swimming however, should be avoided for 2 weeks.
Following the surgery, your child will be on an antibiotic drop twice daily. Parents may see some blood tinged tears, or nasal discharge. Tearing may persist for a time after the procedure due to normal post-operative swelling. All these should resolve within a short time after surgery. Your child will return to see Dr. Dorfman or Dr. Cardone 1-2 weeks following the procedure.
In a small percentage of patients the tearing may persist despite the surgery. In these cases an additional probing procedure is required, often with placement of tubes within the tear drainage system to stent the tear ducts open. | http://www.browardeyedoctors.com/florida/blocked_tear_ducts.htm |
The purpose of the nasolacrimal system is to drain tears from the ocular surface to the lacrimal sac and ultimately the nasal cavity. Blockage of the nasolacrimal system can cause tears to flow over the eyelid and down the cheek. This is known as epiphora.
Both the upper eyelid and the lower eyelid have a small opening on the surface of the eyelid margin near the medial canthus. These are called puncta. Each puncta leads to a drainage canal that eventually flows into the lacrimal sac and then the nasal cavity. The drainage canal connecting the ocular surface to the nasal cavity consists of multiple parts.
Within the lower eyelid, the punctum leads to a 2 mm long ampulla which runs perpendicular to the eyelid margin. The ampulla turns 90 degrees medially becoming the inferior canaliculus and travels 8 to 10 mm before reaching the common canaliculus. The upper canaliculus travels 2 mm superiorly in the eyelid before turning 90 degrees medially and moving 8 to 10 mm before connecting to the common canaliculus. The common canaliculus drains into the lacrimal sac. Within the junction between the common canaliculus and the lacrimal sac is the valve of Rosenmuller. This is a one-way valve that prevents reflux from the lacrimal sac to the puncta.
The lacrimal sac drains inferiorly to the nasolacrimal duct which is bordered medially by palatine bone and the inferior turbinate in the nose and laterally by maxillary bone. The nasolacrimal duct opens at the inferior meatus located underneath the inferior nasal turbinate. The lacrimal sac is approximately 10 to 15 mm in axial length and 13 to 20 mm in corneal length, and the nasolacrimal duct is 12 to 18 mm long. The inferior nasal meatus is partially covered by a mucosal fold known as the Valve of Hasner.
The nasolacrimal duct starts forming around 5 weeks of gestation. It starts out as a linear thickening of ectoderm located in a groove between the nasal and maxillary prominences. This thickening eventually separates into a solid cord and sinks into the surrounding mesenchyme. Over time the cord canalizes forming the lacrimal sac and the beginning of the nasolacrimal duct. The nasolacrimal duct extends intranasally until it exits under the inferior turbinate. The lacrimal sac extends caudally to complete the canalicular system. The inside of the canal breaks down and forms a lumen so that the nasolacrimal system is patent. This process is generally complete by the time of birth.
Blood supply to the nasolacrimal area of the face is generally from the angular artery. The angular artery is considered a branch of the facial artery; however, some studies have shown that it can originate from the ophthalmic artery in some individuals. It terminates in anastomosis with the dorsal nasal branch of the ophthalmic artery. The angular artery and vein are located along the nose near the medial orbit. A correlating angular vein drains this region.
The medial and lateral portions of the eyelids have different lymphatic drainage systems. The medial one-third of the upper eyelid and the medial two-thirds of the lower eyelid drain to the submandibular lymph nodes. The lateral two-thirds of the upper eyelid and the lateral one-third of the lower eyelid drain to the pre-auricular lymph nodes.
Cranial nerve VII supplies the motor innervation to the muscles of the face. The movement of these muscles aid in proper drainage of the tears through the nasolacrimal system by what is known as the lacrimal pump mechanism. Cranial nerve III and cranial nerve VII innervate the muscles that control blinking of the eyelids. This action is the primary driver of the lacrimal pump mechanism.
Irritation of the ocular surface stimulates the ophthalmic branch of cranial nerve five which begins the reflex tear arc pathway. The efferent pathway involves cranial nerve VII and parasympathetic fibers. The role of the sympathetic nervous system in tear production is not well understood.
The action of the orbicularis muscle and surrounding tissues help propel the flow of tears from the canaliculi to the nasolacrimal duct via the lacrimal pump mechanism.
Eyelid Laceration with Canalicular Involvement
Dilate both upper punctum and lower punctum. If there is an un-involved punctum, probe it to the sac and irrigate to ensure there are no underlying blockages. Then identify the medial and lateral ends of the lacerated canaliculus. A Mini Monoka stent can be used if only one canaliculus is involved. If both are involved, silicone tubing or a Crawford stent can be used. See below for stenting techniques for Mini Monoka and Crawford Stent. Suture skin as described in simple laceration repair.
Mini Monoka Stent
Advance stent through punctum of lacerated canaliculus and out the distal end. Then insert the stent into the canaliculus opening of the lacerated lateral edge. Ensure stent is seated in punctum. Place 6-0 Vicryl sutures using a curved needle to anastomose the cut edges of the canaliculus and re-approximate the surrounding tissue. Leave these untied. Then place addition interrupted buried 5-0 vicryl sutures to reinforce the medial canthal tendon if needed. After all deep sutures are placed, tie and trim all sutures. Close overlying skin with 6-0 plain gut suture.
Crawford Stent
Place the first end of the stent through punctum of lacerated canaliculus and out distal end. Then pass the same end through the previously identified proximal end and then advance through lacrimal and nasal lacrimal duct. Retrieve end of the stent from the nasal cavity. Pass the other end of the stent in a similar fashion through intact canaliculus. Place a cotton swab or similar product underneath the tubing loop between the upper and lower puncta. Pull the ends of the tubing taught through the nose and tie them together. Cut the excess tubing below the knot and then proceed to skin closure.
One of the most common pathologies of the nasolacrimal duct is congenital nasolacrimal duct obstruction. This occurs when the distal end of the nasolacrimal duct is not patent. Obstruction of the nasolacrimal duct is symptomatic in 5% of infants at birth, but most infants present with symptoms 4 to 6 weeks after birth. This is because the lacrimal gland does not fully develop until week 6 and therefore infants younger than 6 weeks are not able to produce tears. Without tears, there is nothing for the nasolacrimal system to obstruct. | https://www.statpearls.com/kb/viewarticle/25560/ |
Identifiable Victim Effect
The identifiable victim effect is the human tendency to feel compassion and be more likely to help an individual victim of a crime or tragedy over a large, undefined group of people who experienced the same event. This is why charity infomercials and fundraisers will often have a single child, animal, or victim as a focus for the fund-raising attempt rather than a large group who may become essentially faceless and nameless when presented as a large group.
One theory for this effect suggests that we can more easily identify with an individual victim therefore making us able to relate to them and feel more compassion. This is especially true if they appear particularly attractive or vulnerable (note how many charities uses cute children or adorable animals to represent them). There are other possible aspects to this cognitive bias. Research also has shown we are more likely to feel sympathy and assign less blame to individuals who are similar to us. Another theory suggests that by having one identified victim we perceive that we are more likely to be able to help than with a large, ill defined grouping of people. Often times this quote attributed to Josef Stalin (quoted by Nisbett and Ross, 1980) is used to describe the identifiable victim effect: "The death of a single Russian soldier is a tragedy. A million deaths is a statistic." | https://www.alleydog.com/glossary/definition.php?term=Identifiable+Victim+Effect |
On certain days, Twitter can feel like the world’s biggest, fastest echo chamber. Since we tend to follow people who are similar to us, we often see our own views reflected back at us — meaning a gloomy cloud of irritation can rapidly swirl into a cyclone of outrage as we hear from other people who feel the same way that we do.
But while this may be the case in some instances, a group of computer scientists have discovered the opposite may also be true: Perhaps Twitter can be part of the solution, not part of the problem.
In a study to be presented at a conference in July, a team of researchers from the University of Cambridge and Korea’s KAIST show how Twitter can provide users greater access to different political viewpoints and media sources than they might otherwise get.
The paper, called The Media Landscape in Twitter, explains how the team made some surprising discoveries when they looked into the site’s usage patterns. First, they looked at who follows whom, and discovered Twitter is a highly politicized space. Then they examined patterns of tweeting and retweeting to try to understand how people receive information on Twitter, and what it is they might see. That’s where they reached their conclusion: that although Twitter is a pretty partisan space, it can also offer unprecedented opportunities to break down the barriers that plague our local, national and international politics.
How? Through retweets and interaction — what they call “indirect media exposure.”
“Indirect media exposure expands the political diversity of news to which users are exposed to a surprising extent, increasing the range by between 60 and 98 per cent. These results are valuable because they have not been readily available to traditional media, and they can help predict how we will read news, and how publishers will interact with us in the future.”
It’s not a long paper, and if you’re interested in the way Twitter works, I’d definitely suggest reading it. But let’s boil it down to a few key pieces of data — and look at the lessons it can teach us.
Most of Twitter’s users are political. Just over half (50.8 percent) of all Twitter users studied showed a distinct political bias in the media outlets and individuals they followed. And most of those lean to the left of the political spectrum, accounting for 62 percent of users who demonstrated some bias. Thirty-seven percent were doggedly centrist, but just 1 percent of Twitter users who showed a political preference were right-wing.
A couple of caveats about reading too much into that sharp divide: Given that Twitter’s user base is younger and more metropolitan than the societal norm, it’s perhaps unsurprising that it’s weighted left. But it’s also worth noting that this study was originally undertaken more than a year ago, and since then, Twitter has grown dramatically while global politics have largely skewed back toward the right. Twitter’s user base today may reflect a slightly more balanced political picture. But either way, there’s a big split.
Twitter’s secondary and tertiary benefits are strong. Most organizations think about Twitter in simple terms: More followers means more exposure. But the study shows it’s not just about those you follow; it’s about those your followers follow — essentially the people in your extended network. The network offers a number of routes for information from new sources to get to you. According to the study, some 80 percent of users choose to follow at least 10 media sources, but they are exposed to between six and 10 times as many media sources through their friends.
People are more important than brands. Many of the biggest Twitter accounts are big media brands such as CNN and Time, but the study suggests Twitter’s active users actually tend to prefer individuals over outlets. So while the average follower of @NYTimes has six followers themselves, individual journalists have followers who boast a median following count of around 100. That gives individual journalists — who are also, the study says, more likely to link to a multiplicity of sources — a much wider and more influential network of connections.
The inference that the personal touch of a journalist is more important than the loftier, impersonal tone of most publications, which largely act as promotion channels for their own content. It’s a discovery that reminded me of Twitter’s recent blog post on the science of the hashtag, which found that hashtags explode in usage when they are picked up by individuals with the most dedicated — not necessarily the largest — following.
All this means active Twitter users are exposed to a wider range of views than normal. The researchers say that indirect exposure expands political diversity by a “significant amount,” despite other studies of social networks showing a tendency to do the opposite. “Other studies have found a stronger tendency of homophily; blogs of different political views rarely linked to each other,” they point out. “One possible reason is that a Twitter network encompasses several different relationships, from shared interest, to familial ties, friends and acquaintances, so that political similarity doesn’t necessarily exist in all such ties.”
Now, that’s not to say that Twitter should be getting its Nobel Prize winner’s speech ready. Far from it: The influence of that diversity in unknown, and it could be that many people who see messages they disagree with simply change their behavior to screen out such material in future. But it shows that there is a potential there for doing something positive. And while it’s clear there’s a lot more work to do in all this — the researchers say they want to investigate a number of different areas they’ve uncovered— these are an important series of insights at a time when politics seem more fractious and divided than ever. | https://gigaom.com/2011/04/11/how-twitter-could-bring-about-world-peace/ |
Kalief Browder
Kalief Browder
Psychology
Inmates in prison system wish to be seen as greater individuals, resulting in outbursts of violence, because they could not be seen as successful individuals in society. Therefore, they choose to create their own society in which they are successful in prison.
Crime rates in the Bronx may have been high due to the idea and limits that had been set in their own minds about who they were supposed to be due to society's labels. This is evidently why individuals living in areas like the Bronx continue to act criminal, because they are adapting to society's beliefs.
Kalief Browder displayed cognitive consistency when it came to his beliefs on the entire situation he was going through. He believed he was not guilty of the crime, hence refusing to give in and plea guilt just so he can finally reach a sentencing instead of sitting in jail waiting for trial. He stuck to his beliefs that if he didn't do something wrong, he would not be punished for it.
Kalief Browder refused to conform to the norm in many aspects of his life. For example, school and prison. In school he did not come to school prepared like the other students did, most likely because he had a different idea of life for himself. In prison, he refused to conform to the other inmates' behaviours of violence and the guards' taunting and continued to stand for what he believed was correct.
Agents Of Socialization
Family
Kalief Browder's family was part of the lower class, living in the Bronx, New York City - considered to be "one of the poorest in the nation". Because of him being adopted into this family he did not have the opportunities to develop to become successful in this society due to the lacking school system and being part of the area that was considered deviant.
His interactions in Rikers Island also show his persistence that he developed as a result of his family and growing up with the odds against him. Even after being beaten countless times, getting into fights when it was just him against many, and his suicide attempt which was encouraged by police officers, he did not surrender to the system that worked against him.
Due to his family background, he became a target of the system. If he belonged to a more well-off family living in a better neighbourhood, he may not have been persecuted as he was. The Bronx is known for more criminal activity which is why he was treated unfairly, because he was considered a criminal in the eyes of the system, which his race and class contributed to.
Browder grew up in a family that was faced with many difficulties (i.e poverty, his brother being arrested, having an absentee father, being raised by a single mother) which allowed him to understand the way the world works (his brother being falsely accused) and made him a more enduring person. This is why he was able to resist the system and get out of jail as an innocent individual instead of being coerced into being guilty.
Because of the accepting and caring person his mother was (she adopted and took care of many children) Kalief grew up to be similar. In the first episode of the documentary 'Time', Liana Bedgood spoke about the time when Kalief made her feel good about herself by saying "there's nothing to be ashamed of. You're beautiful."
Media
The media portrays black males as dangerous and criminal. Browder probably subconsciously took this image into the back of his head growing up, and being exposed to cops who had this image of him due to prejudice and media as well. This most likely set limitations in his mind as to what him, as a young black male, could accomplish.
In the documentary 'Time', Kalief Browder expressed how he wanted to be like the business workers in New York. He most likely grew up with media glorifying this way of living and wanted to be part of it because his 'people' were viewed in the media as outcasts and deviants.
The media also exposed Kalief's story to the world which allowed his injustice to be heard and gain supporters. This allowed him to raise awareness to the wrongdoings of the court system and hopefully create change. He also met the influential Jay-Z as a result, which put him on the map and spread his story even more
Peer Group
Kalief Browder made friends with individuals who had similar backgrounds as him. They grew up in the same area and had absent fathers. These individuals who were older than him but made him feel like he was one of them, like he belonged somewhere in a society that makes people like him feel like outcasts.
His peer group encouraged his rebellious teenage behaviour, leading him to steal a bakery truck. This introduced him to the justice system, and due to his probation, made him less believable if accused of a different crime as he was when he was wrongly imprisoned.
Because his friend group was a different setting from his family, he became more open to dangers that people like his mother would have shadowed him from. The new setting is what allowed him to be more open to doing unusual things, such as stealing the truck.
Using the differential association theory, we can see how his friend group associated with deviant behaviour, causing Kalief to follow these behaviours as well, becoming a deviant individual himself. In this case, it may have been the norm in the Bronx for this type of rebellious behaviour however, in the eyes of the rest of New York and the police system, it was considered deviant.
Life Experiences
Kalief's brother had been in the system as a wrongful conviction. This allowed Kalief to understand more about the system, which unconsciously prepared him for the experience he went through in Riker's Island and to continue pleading not guilty. He saw what pleading guilty did to his brother in society and he did not wish for that to happen to him.
Kalief's interaction with the justice system showed how biased they were against people like him. People who had been in the system previously, people who grew up in the area that he did. As he was on probation, they were relentless with him and allowed him to suffer in the prison institution even though he was not convicted of the crime, and continuously delayed his trial.
His interactions with the police showed racial bias. The police would 'stop-and-frisk' him and people like him. This created an understanding for him that the system was made to work against him, and that him just being who he is was cause for arrest. When Kalief was arrested for the robbery , he was arrested on the basis that he was a black male, because the suspect was a black male. There was no other specific details given, and he was picked up specifically because of his skin tone.
Institutions
Prison
Inmates in prison established dominance over Kalief, they beat him and brutalized him, making his time there miserable from the start. When looking at the social exchange theory, we can see how inmates conformed and blindly following one another when it came to violence. As violence was the norm in the prison, many other inmates followed it and saw it as a means of survival in the rough prison system,
Kalief's mental health was completely disregarded in Riker's Island. After wrongly spending many days in solitary confinement he began to have serious negative affects to his mental health (talking to himself, depression, anxiety). The prison system had no regards for inmates in this manner and continued to let Kalief's health disintegrate, as seen by his suicide attempt in the prison.
Many of the inmates were institutionalized, they had a system of their own completely different from the way the rest of society worked. Kalief fought institutionalization by standing up for himself with the guards who brutalized him, and made sure he differentiated the prison's rights and wrongs from actual right and wrong. He did not fall into the works of the prison which resulted in him being beat and constantly being in solitary confinement.
Using the definition of a rebel from Merton's typology, it is evident that Kalief Browder was a rebel in Riker's Island. He refused to let the wrongdoings of the correction officers slide as the rest of the inmates do. He sought to expose these officers. For example, after his suicide attempt when the officers started to beat him, he lead them into the hallway where they could be filmed beating him up - leaving evidence to the claims of injustice in prison. Kalief wanted to show the injustices of the prison system and change the justice system by fighting his way out. He refused to plead guilty and walked out as an innocent man.
School
School after prison was a difficult norm for Kalief to become accustom to as he spent so much time in prison and had been through many difficulties . Posed challenge for him in regards to how well he faces being part of society again overcoming the difficulties in his head.
School before prison was an institution that taught him what the norms in society was. Kalief went against those norms, his former teacher said he never had pencils or books. He was considered deviant from the beginning, as he was in the foster system as well.
School taught Kalief that in order to be considered successful in society he needed to accomplish an education, which is why he chose to go back to school even after prison, defying the odds that majority of inmates who get out of prison will re-offend.
Creating Change
Institutions
Create an institution system that helps rehabilitate individuals instead of locking them up only for the sake of locking them up. This will lower crime rate and encourage life after prison, instead of continuously re-offending.
Working towards a just criminal system , that instead of racially profiling will actually work towards locking in real criminals. This can be done by hiring unbiased police officers (ensuring this by doing tests on bias etc.).
Media
The media needs to work towards unbiased news reports. Many times media creates bias against certain groups of people. For example, only using the word terrorist when muslims are involved in a crime, only using mugshots for black individuals. The media also favours white individuals too much. For example, when a white shooter is identified, the media tries to create sympathy for them by identifying sad childhoods and mental illness whereas this sympathy is never shown for other minorities.
School Of Thought
Social Exchange Theory
Kalief Browder had to evaluate the costs vs. benefits many times during his life, especially in prison.
In his first couple days in prison, he got into a fight due to pettiness which resulted in solitary confinement ticket. He did not completely analyze the pros and cons of this fight properly as he was new to the prison and did not know the effects of solitary confinement.
Afterwards, Kalief only fought as a means of self-defence in the prison and wished to live prison life quietly, minding his own business. He believed this was the best decision for him as he was; not physically fit enough to fight inmates, if he indulged in mind games with the inmates it was most likely as though he was becoming one of them which he did not want as he did not want to be viewed as a convict.
Kalief continuously choosing to plead not guilty even though the individuals around him continuously told him to was due to the analysis of what would occur as a result. He would feel defeat by the justice system that he had been fighting for so long, he would have to live as a convict even though he did not commit a crime, life outside of prison would be extremely difficult career and social-wise. | https://coggle.it/diagram/WwH--tZe3lDKnM48/t/kalief-browder |
Compare explanations for relationship breakdown given by exchange theory and equity theory. Which do you consider to be the most convincing and why? What does Duck’s theory add to the explanation? The Exchange Theory which was put forward by Homans in 1971 suggests that when we are in a relationship, we keep an eye on what we are putting in and getting out of a relationship. It argues that whether ir not we are satisfied depends on the ratio of rewards and costs that are given within the relationship.
If the person involved feels as though, for them, the rewards outweigh the costs, they will most likely feel satisfied with the relationship as they do not need to give as much, however, if the person involved feels like the costs outweighs the rewards, they will become dissatisfied with the relationship and this will result in them becoming likely to look elsewhere for ‘better offer’ and the previous relationship will breakdown.
On the other hand, Equity Theory which was developed by Walster in 1978, does not argue that if the rewards outweigh the costs the person will be happy, but that when in a relationship, the people involved expect the relationship to be fair. Where Exchange Theory would say that people would leave a relationship as it is if they felt they were in the advantaged position where rewards are concerned, Equity theory says that the person would look to restore the equity within the relationship by either reducing their input or increasing their outputs.
Order custom essay Compare Explanations for Relationship Breakdown Given with free plagiarism report
If this does not appear to work, it is likely that the relationship will breakdown as an equilibrium has not been reached. I think that the Equity Theory is a more convincing approach to the breakdown on relationships as most people in the 21st century, are more likely to try and ‘work it out’ if the relationship appeared to be in turmoil.
It is true that if someone feels like they aren’t getting enough out of the relationship, then the relationship is more likely to break down, but this the Exchange Theory suggests that the relationship will breakdown straight away which is not true to reality as it is likely that the couple would discuss things before a decision is made on the future of the relationship. This is outlined in Duck’s theory. Also, the Exchange Theory suggests that humans are selfish as the theory seems to say that humans are fixated on getting the rewards from a relationship.
In 1988, Duck demonstrated how a relationship should typically end. In order to do this, he developed a four stage model of dissolution. Stage one, the Intra-psychic phase, states that at least one member of the couple will start to feel unhappy and will start to focus on the behaviour of their partners. They will eventually reach the threshold and will voice their concerns. The second stage, the dyadic phase, states that the couple will take part in discussions and some may go to counselling; others may r ach the next threshold.
This is the third stage, the social phase, where friends may offer support or take sides. It is this stage, according to Duck, where a break up is inevitable. The final stage is the grave dressing phase. This is when both people involved put across their opinion of what happened during the breakup and each partner will create their own version of who was to blame in the situation. It is normally a face saving situation. This approach address issues that the other approaches, the Exchange Theory especially, ignores.
Duck’s approach addresses that couples are likely to take part in discussions about the relationship and where they think it is heading. The theory shows the different stages that should be considered when going through a break up however, ‘considered’ is the operative word. The theory suggests that these stages happen in all break ups however this is not the case for all situations. Although the stages should be considered, it is likely that some couples may get stuck in a stage or even miss one out meaning that it does not follow the approach to every letter.
Did you know that we have over 70,000 essays on 3,000 topics in our database? | https://phdessay.com/compare-explanations-for-relationship-breakdown-given-by-exchange-theory-and-equity-theory/ |
New research has revealed through MRIs how genetic abnormalities related to autism affect the brain.
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We Can Now Reverse Memory Loss In Mice With Alzheimer's
Researchers at MIT have reversed memory loss in mice with Alzheimer's disease, and hope to do the same in humans.
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4 Ways To Prevent Loneliness From Killing Us All
A new study has found just how detrimental loneliness can be on our health, and outlined four ways to prevent loneliness in communities.
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Moderate-Heavy Drinking May Protect Some From Alzheimer’s
New research suggests that for some individuals, moderate to heavy alcohol consumption may protect brain health in advanced age.
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The Way Rejection Changes Your Romantic Standards
New research suggests that being rejected by a potential date may make you less picky in the future.
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Bilinguals May Experience Time Differently
A recent study suggests that bilingual individuals may perceive time differently, depending on what language they are using at the moment.
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3 Easy Ways To Avoid FOMO On Social Media
Three easy ways to avoid social media depression and boost your overall wellbeing.
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Trying To Be Perfect Could Kill You
Trying to be perfect at everything could be a risk factor for suicide ideation.
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The Gaze That Reveals Whether You'll Be Friends Or Lovers
Researchers from Wellesley College and the University of Kansas suggest eye movement can determine whether we see someone as potential friend or lover.
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Smart People Are More Likely To Wrongly Judge Others
New research suggests that people with greater intelligence may be more likely to make decisions based on stereotypes.
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Obese Mothers May Be More Likely To Have Anxious Children
A high-fat diet during pregnancy could alter children's brains, and lead to conditions such as depression and anxiety.
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This Is How Coffee Wakes Up Your Brain
The effects of caffeine on the brain help us feel more alert and energetic, even after a poor night's sleep. | https://www.medicaldaily.com/mental-health?page=15 |
This course is designed for professionals in the field of language education.
Save
Key details
Degree Type
Masters (Coursework)
Duration
1 year full-time
Course Code
MC-APLING, 023985G
Study Mode
In person
Intake Months
Feb, Jul
Domestic Fees
$17,600 per year / $17,600 total
International Fees
$30,400 per year / $30,400 total
About this course
This course is designed for professionals in the field of language education. It focuses on language acquisition theories and the role of language in society, particularly in transcultural settings. It will also encourage you to enhance your skills in TESOL and consider issues connected with TESOL teaching globally. Theoretical units feed into practical units of language teaching methodologies, and course design and assessment, while the unit Special Topics in Applied Linguistics focuses upon specific areas of contemporary relevance. You will also learn the basics of research methods in applied linguistics and will be given the scope to conduct your own independent study, which could prepare you for a future in research. You will evaluate current second language acquisition theory and consider the roles and status of languages in multicultural societies, particularly in Asia. You will consider contrastive learning and teaching styles with special reference to teacher-student roles in Asian and Australian societies. You will also learn to effectively plan and evaluate language teaching, schemes of work/syllabuses, and language assessment procedures. You will be able to take alternative pathways - coursework or research. If you aim to undertake doctoral level studies in the future you are advised to complete the research dissertation pathway. Graduates of the research pathway are expected to be able to plan and conduct research, and to develop and evaluate projects with a high degree of initiative, independence and resourcefulness. This course is designed for teachers intending to work in Australia or overseas, and is available to domestic and international students. Please refer to the handbook for additional course overview information.
Entry requirements
IELTS Academic (International English Language Testing System) Writing 6.0 Speaking 6.0 Reading 6.0 Listening 6.0 Overall band score 6.5
Minimum Prior Qualification
Bachelor
Study locations
Murray Street
Graduate outcomes
Graduate satisfaction and employment outcomes for Teacher Education courses at Curtin University.
82.4%
Overall satisfaction
66.7%
Skill scale
64.7%
Teaching scale
79.2%
Employed full-time
$75k
Average salary
Data source
Copyright 2021 ©
Prosple. | https://careerstarter.com.au/institutions/curtin-university/courses/master-of-arts-tesol |
Can you learn a second language the same way you learned your mother tongue? What is the best way to test the language proficiency level of your students? Find out in this programme.
This one-year Master's programme focuses on foreign language teaching. It offers theoretical insights to help assess language-teaching methods and applied linguistics research. You will study the process of learning and the use of second languages. The programme allows you to specialise in your language of choice, for instance Dutch as a second language, but also French, German, Swedish or any other language.
You will approach second language acquisition from many different angles, including psychology, social interaction and language teaching. You will be introduced to the field of linguistics, language acquisition and language teaching theory.
The program focuses especially on Dynamic System Theory, which explains how cultural differences become bodily differences. You will learn about the social, cultural and political processes that play a role in using a language or that may cause the use of a second language to decline. You will explore didactic applications of recent research and theoretical developments, and learn about computer assisted language learning.
International students
Previous education
BA in modern languages, linguistics or education.
Other admission requirements
To assess whether your educational/academic background meets the specific programme requirements, we will consider the level and curriculum of your previous studies, and the grades that you have obtained. This evaluation is carried out by our Admissions Office and the Admissions Board.
Why Groningen?
- Unique master in second language learning and teaching theories (L2)
- Small groups and individual attention
- Truly international environment
Study abroad
- Study abroad is optional
Job perspectives
After completing this programme, you can pursue a career in research, or set up language teaching projects. You are also equipped to take positions on the European level that deal with issues of language policy.
Job examples
Linguist (L2)
- language research
- language education
- language policy
- language testing
- curriculum development
- publishing
Language: English (100%)
Start course: September 05, 2016
Application deadlines: | http://www.masterstudies.com/MA-Applied-Linguistics/Netherlands/RUG/ |
MIC is offering an MA in Applied Linguistics (level 9) available fully online or blended.
MA in Applied Linguistics at MIC
The Master’s in Applied Linguistics provides a broad-based course of study in language description (language systems: grammar, lexis and phonology), theories of Applied Linguistics, theories of Second Language Acquisition, frameworks for the study of discourse, sociolinguistics, as well as specialist research skills for the empirical analysis of language in context. While its main focus is on the use and teaching of the English language in a global context, it will address a national and international need for professional development among language teachers and language professionals.
Key Features
The programme offers a professional development opportunity for language professionals including:
- Teachers in the fields of ELT (English Language Teaching) and TESOL (Teaching English to Speakers of Other Languages).
- Language teachers
- Primary school teachers
- Translators
- ELT materials editors, course developers and sales teams
The aims of the MA in Applied Linguistics are to:
- Enhance the professional knowledge of Language Teachers and language professionals by focusing on the core features of language (grammar, lexis and phonology)
- Develop participants’ ability to utilise theoretical frameworks for the analysis of discourse to enhance their ability to address specific language-related real-world problems concerning the learning, use, teaching and assessment of language
- Provide a broad understanding of the key issues and debates in language teaching and learning
- Develop specialist skills in the empirical analysis of language in context using corpus linguistics
Learn more / Enquire here
Mary Immaculate College deliver Higher Learning, Postgraduate, Masters courses for those eager to continue their education.
As a postgraduate at Mary Immaculate College (MIC) you will be part of a vibrant community of over 100 PhD researchers and 250 Masters students. Learn more here. | https://www.postgrad.ie/blog/ma-in-applied-linguistics-at-mic/ |
Linguistics at Ulster University has a strong research focus and a lively research atmosphere. Research students are valued members of the research community and rapidly become part of an active research group. They take part in regular staff-student seminars where current research is presented and debated. The group regularly organises international conferences and in recent years it has become very active in the development of research on linguistic interfaces and multilingualism.
Work in the linguistics group spans a range of areas in the discipline from syntactic and semantic theory to applied linguistics. Particular strengths are in the areas of syntax, semantics, pragmatics, discourse analysis, microvariation, linguistic interfaces, first and second language acquisition, bilingualism, language variation, language change, talk-in-interaction and language policy and planning.
The group also works in investigating experimentally a range of syntactic, semantic or pragmatic phenomena, with different measures and in different types of population; typical adults, children, and individuals with language disorders.
While students and staff work on a wide range of languages, some take advantage of the opportunity to work on a selection of interesting local language varieties including Belfast English, Irish English in general, Irish and Ulster Scots.
Another key research area involves the application of discourse and conversation analysis to understand issues of culture, identity, communication and interaction.
Find out more about the Ulster University Centre for Multilingualism.
About this course
In this section
About
The Linguistics group has a regular programme of visiting speakers and visiting scholars who join the department for longer periods. Students are encouraged and aided to present their own work at international conferences, to take part in international summer schools, and to become part of the international research community in their various areas of specialisation by spending a semester of study in other universities in the world with which the unit has connections.
We welcome applications for PhDs by full-time, part-time and part-time distance study.
Attendance
As a full time student, the expectation is that you will work on your project on a daily basis, either on or off campus as agreed with your supervisor. You will be entitled to 40 days holiday per annum.
Part time students are expected to meet with their supervisors on a regular basis, most usually this would be monthly but this is dependent on the project area.How to apply
Entry conditions
We recognise a range of qualifications for admission to our courses. In addition to the specific entry conditions for this course you must also meet the University’s General Entrance Requirements.
In this section
Entry Requirements
You will need to hold a First of Upper Second Class Honours degree (or equivalent) in an area relevant to your chosen project to be able to apply.
If you have obtained an undergraduate degree from a non-UK institution, we can advise you on how it compares to the UK system.
English Language Requirements
English language requirements for international applicants
The minimum requirement for research degree programmes is Academic IELTS 6.0 with no band score less than 5.5. This is the only acceptable certificate for those requiring to obtain a Tier 4 visa.
Ulster recognises a number of other English language tests and comparable IELTS equivalent scores.
Careers & opportunities
In this section
Career options
Although academia is considered to be the most obvious path for any PhD holder, with around two thirds of our graduates remaining in the Higher Education or Research sectors, the degree also paves way for a career in industries centred on research and innovation.
PhD graduates are recognised by employers to hold valuable transferrable skills, as the nature of the degree trains candidates in creativity, critical inquiry, problem solving, negotiation skills, professionalism and confidence.
The most recent Ulster survey of PhD graduates found that 92% had secured employment within the first year since graduation (HESA Destination of Leavers Survey 2015).
ApplyHow to apply
Ulster University welcomes applications from all sections of the community and from persons with disabilities. It is University policy to assess all applications using academic criteria and on the basis of equality of opportunity and you should be assured that reasonable adjustments will be made should you require them.
Once you have selected your chosen project from the lists available on the Faculty pages, you are advised to make contact with the named supervisor on the project as they will be able to guide you in writing your research proposal.
You should then apply using our online application system: ulster.ac.uk/applyonline
Fees and funding
A number of funded scholarships are available across the University each year for PhD projects. Applications for studentships will be considered on a competitive basis with regard to the candidate's qualifications, skills, experience and interests.
Sources of funding
Fees (per annum)
Full Time:
Home and EU £4260
Overseas £14210
Part Time:
Home and EU £1540
Home and EU (with External Sponsor paying fees) £2200
Overseas £8100
Distance Research Study (Home and EU) £6600
Research facilities and groups
There is a well-equipped phonetics laboratory, good computer facilities and excellent facilities for video and audio recording for those working in relevant areas.
Staff research areas
Professor Rafaella Folli
Professor Raffaella Folli’s specialist area is syntax, and particularly the lexicon-syntax interface, within the Minimalist framework. She is also interested in language acquisition, language processing and in the study of syntactic deficiencies in aphasia. She has worked and published on a range of languages including English, Italian, Greek and Persian.
Dr Juliana Gerard
Dr Gerard researches in language acquisition and language processing in children and adults. Her work has focused on how processes that are not specific to language, like memory and inhibitory control, can influence children's language development.
Professor Alison Henry
Best known for her work on Belfast English and microvariation in syntax, she also works on language acquisition, language disorders and the interface between syntactic theory and sociolinguistics.
Dr Anthea Irwin
Dr Anthea Irwin’s main research areas are sociolinguistics and discourse analysis. She has two key foci: linguistic construction of identity, particularly in conversational interaction; and linguistic and multimodal constructions of individuals and groups, particularly those who are marginalised, in the media.
Dr Lynda Kennedy
Dr Kennedy's research interests include the language and processing aspects of Broca's aphasia, experimental linguistics, the comparison between language acquisition and disorder. Her work extends the scope of inquiry on Broca's aphasia from the traditional domain of syntax and beyond into the domain of semantics/pragmatics.
Dr Philip McDermott
Dr Philip McDermott’s research focuses on the relationship between the state and linguistic minorities. A focus of his previous research has been in the area of language policy in post conflict societies and planning for (and by) migrant communities. He has a specific interest in the perception of minority languages in public places, the ways that government and communities deal with linguistic diversity and the manner in which multilingualism and bilingualism are dealt with in policy contexts. Presently, Dr McDermott's work is focused on cultural identity and diversity (including language) and how this is manifested in public institutions – particularly the heritage sector, and how migrants engage with this sector.
Dr Jacopo Romoli
Dr Jacopo Romoli’s research interests are multidisciplinary bridging theoretical linguistics with cognitive psychology and philosophy of language, focusing on formal semantics. More specifically, his current research focuses on Presuppositions, Scalar Implicatures, Free choice inferences, Neg-raising phenomena, Assertability constraints, and the scope interactions of nominal quantifiers and modals.
Dr Karyn Stapleton
Dr Karyn Stapleton’s research interests are in the areas of discourse analysis, interpersonal communication, pragmatics, social psychology, and identity construction and management. Her core research involves the application of discourse analytic approaches to issues of culture, politics, community and identity, particularly within the Northern Irish context. Dr Stapleton also supervises in the areas of accountability, social psychology, focusing on the phenomenon of swearing as an interpersonal activity (sociolinguistic, pragmatic, and psychological perspectives).
Dr Christina Sevdali
Dr Christina Sevdali specialises in two main themes: Generative Historical Linguistics and Multilingualism. Within the former, she is focusing on linking historical linguistics, and Ancient Greek language in particular with theoretical (and specifically generative) syntax. She is leading Language made fun, a project that applies linguistics research on multilingualism to an educational setting, assisting newcomer pupils to achieve their full potential.
Dr Catrin Rhys
Dr Catrin Rhys specialises in Conversation Analysis with an emphasis on social interaction with language disordered participants. She has a particular interest in interactional adaptation/ compensation in language impairment. She is also interested in the interface between interaction and the linguistic system the interface between discourse and prosody.
Contact
Contact: Dr Maxim Fomin
Tel: +44 (0)28 7167 5213
Email: m.fomin@ulster.ac.uk
For more information visit
Disclaimer
- The University endeavours to deliver courses and programmes of study in accordance with the description set out in this prospectus. The University’s prospectus is produced at the earliest possible date in order to provide maximum assistance to individuals considering applying for a course of study offered by the University. The University makes every effort to ensure that the information contained in the prospectus is accurate but it is possible that some changes will occur between the date of printing and the start of the academic year to which it relates. Please note that the University’s website is the most up-to-date source of information regarding courses and facilities and we strongly recommend that you always visit the website before making any commitments.
- Although reasonable steps are taken to provide the programmes and services described, the University cannot guarantee the provision of any course or facility and the University may make variations to the contents or methods of delivery of courses, discontinue, merge or combine courses and introduce new courses if such action is reasonably considered to be necessary by the University. Such circumstances include (but are not limited to) industrial action, lack of demand, departure of key staff, changes in legislation or government policy including changes, if any, resulting from the UK departing the European Union, withdrawal or reduction of funding or other circumstances beyond the University’s reasonable control.
- If the University discontinues any courses, it will use its best endeavours to provide a suitable alternative course. In addition, courses may change during the course of study and in such circumstances the University will normally undertake a consultation process prior to any such changes being introduced and seek to ensure that no student is unreasonably prejudiced as a consequence of any such change.
- The University does not accept responsibility (other than through the negligence of the University, its staff or agents), for the consequences of any modification or cancellation of any course, or part of a course, offered by the University but will take into consideration the effects on individual students and seek to minimise the impact of such effects where reasonably practicable.
- The University cannot accept any liability for disruption to its provision of educational or other services caused by circumstances beyond its control, but the University will take all reasonable steps to minimise the resultant disruption to such services. | https://www.ulster.ac.uk/courses/201819/linguistics-16348 |
View Bands by Genre:
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Category: Melodic Progressive Metal
Year: 2014
Label: Afm Records
Catalog Number: AFM 486-2
|1.||Beyond Redemption Intro||1:01|
|2.||King of Empty Promises||4:48|
|3.||Distant Is the Sun||4:47|
|4.||When Truth Lies||5:18|
|5.||Circle of Fire||4:48|
|6.||Let the River Run||5:56|
|7.||Denied Deliverance||4:30|
|8.||Story of Misery||4:44|
|9.||Era Zero||3:30|
|10.||Pillars of Sand||5:51|
|11.||As December Fades||4:31|
|12.||Handful of Hope||4:20|
|13.||Walls of Silence||4:35|
|14.||April||4:28|
|Total Running Time:||63:07|
If you see any errors or omissions in the CD information shown above, either in the musician credits or song listings (cover song credits, live tracks, etc.), please post them in the corrections section of the Heavy Harmonies forum/message board.
The music discographies on this site are works in progress. If you notice that a particular Vanishing Point CD release or compilation is missing from the list above, please submit that CD using the CD submission page. The ultimate goal is to make the discographies here at Heavy Harmonies as complete as possible. Even if it is an obscure greatest-hits or live compilation CD, we want to add it to the site. Please only submit official CD releases; no bootlegs or cassette-only or LP-only releases.
EPs and CD-singles from Vanishing Point are also welcome to be added, as long as they are at least 4 songs in length.
You cannot leave comments for this CD because you are not currently logged in. Please click here to log in or create a Username for leaving comments. | https://heavyharmonies.com/cgi-bin/glamcd.cgi?BandNum=7461&CDName=Distant%20is%20the%20Sun |
A re-imaged edition of Ride's 2019 album This Is Not A Safe Place, handled by Pêtr Aleksänder to strip the songs back into new arrangements backed with strings, keys and synth layers.
Ride handed the entirety of their highly acclaimed 6th studio album, This Is Not A Safe Place, to mysterious London act, Pêtr Aleksänder, who stripped the songs back to just the vocals and added their customarily beautiful string arrangements, keys and synth textures beneath them.
The results take Ride deep into the neo-classical / ambient territory that a couple of the remixes of their previous album hinted at and will appeal to fans of those musical styles, as well as those who consider themselves a part of the band’s die-hard fanbase.
Title: Clouds In The Mirror
Format: CD
Release Date: 01 May 2020
Artist: Ride
Sku: 2466504
Catalogue No: WEBB584CD
Category: Rock
DISC 1
1. R.I.D.E. | https://www.sanity.com.au/products/2466504/Clouds-In-The-Mirror |
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Compilations Soundtracks Tributes
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Category: Hard Rock
Year: 2012
Label: Universal Music
Catalog Number: 5340355
|1.||Never Coming Home||3:33|
|2.||The Letter||4:36||Cover: The Box Tops|
|3.||Let It Ride||4:25|
|4.||Takin' Care of Business||4:48|
|5.||You Ain't Seen Nothing Yet||3:57|
|6.||Not Fragile||4:07|
|7.||Four Wheel Drive||4:25|
|8.||Hey You||3:37|
|9.||Lookin' Out for #1||5:22|
|10.||Sledgehammer||4:36|
|11.||My Wheels Won't Turn||5:25|
|12.||For the Weekend||4:19|
|13.||Wooly Bully||3:19||Cover: Sham The Sham & The Pharaohs|
|14.||Rough Ride||3:54|
|15.||Another Fool live||5:54|
|16.||West Coast Turnaround||7:11|
|Total Running Time:||73:28|
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The music discographies on this site are works in progress. If you notice that a particular Bachman-Turner Overdrive CD release or compilation is missing from the list above, please submit that CD using the CD submission page. The ultimate goal is to make the discographies here at Heavy Harmonies as complete as possible. Even if it is an obscure greatest-hits or live compilation CD, we want to add it to the site. Please only submit official CD releases; no bootlegs or cassette-only or LP-only releases.
EPs and CD-singles from Bachman-Turner Overdrive are also welcome to be added, as long as they are at least 4 songs in length.
You cannot leave comments for this CD because you are not currently logged in. Please click here to log in or create a Username for leaving comments. | https://heavyharmonies.com/cgi-bin/glamcd.cgi?BandNum=6568&CDName=40th%20Anniversary |
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Compilations Soundtracks Tributes
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Category: Hard Rock
Year: 2012
Label: Infektion Records
Catalog Number:
|1.||Last Crow||6:29|
|2.||Metabolic||4:48|
|3.||White Shades||4:37|
|4.||Interlude 1948||1:53|
|5.||Burn It All||3:55|
|6.||Before the Storm||4:58|
|7.||One More Day||5:27|
|8.||3 Minute Silence||4:29|
|9.||The Journey||4:30|
|10.||Old Man|
|11.||Brave Enough|
|12.||One More Day|
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Compilations Soundtracks Tributes
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Category: Hard Rock
Year: 2015
Label: The White Label
Catalog Number:
|1.||Charger||5:45|
|2.||Glam On the Streets||5:24|
|3.||Point of No Return||5:12|
|4.||Nobody Wants Me Tonight||3:40|
|5.||Mary Jeane||5:55|
|6.||El Blanco||1:47|
|7.||To Me You're Done||6:18|
|8.||Fast and Deadly||4:47|
|9.||Your Game Is Killing Me||3:27|
|10.||Getting Paranoid||5:37|
|11.||Running Again||5:24|
|Total Running Time:||53:16|
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Compilations Soundtracks Tributes
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Category: Classic Hard Rock
Year: 2015
Label: Frontiers Records (Italy)
Catalog Number:
Disc 1
|1.||Against the Odds live||Listen|
|2.||Overload live||Listen|
|3.||Traveller in Time live||Listen|
|4.||Sunrise live||Listen|
|5.||Stealin' live||Listen|
|6.||I'm Ready live||Listen|
|7.||Can't Take That Away live||Listen|
|8.||Between Two Worlds live||Listen|
|9.||One Minute live||Listen|
|10.||Nail on the Head live||Listen|
Disc 2
|11.||Into the Wild live||Listen|
|12.||Gypsy live||Listen|
|13.||Look at Yourself live||Listen|
|14.||Box Wah Box live||Listen|
|15.||July Morning live||Listen|
|16.||Lady in Black live||Listen|
|17.||Free 'n Easy live||Listen|
|18.||Easy Livin' live||Listen|
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Compilations Soundtracks Tributes
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Category: Prog Rock
Year: 1997
Label: Giant Electric Pea
Catalog Number: GEPCD 1021
Disc 1
|1.||Overture||4:38|
|2.||Provider||1:36|
|3.||Subterranea||5:53|
|4.||Sleepless Incidental||6:23|
|5.||Failsafe||8:57|
|6.||Speak My Name||3:34|
|7.||Tunnel Vision||7:24|
|8.||Infernal Chorus||5:09|
|9.||King Of Fools||2:02|
|10.||The Sense In Sanity||4:47|
|11.||State Of Mine||1:59|
|Total Running Time: ||52:22|
Disc 2
|12.||Laid Low||1:29|
|13.||Breathtaker||6:04|
|14.||Capricorn||5:16|
|15.||The Other Side||2:22|
|16.||Unsolid Ground||5:04|
|17.||Somewhere In Time||7:11|
|18.||High Waters||2:43|
|19.||The Narrow Margin||20:00|
|Total Running Time:||50:09|
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Compilations Soundtracks Tributes
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Category: Melodic Metal
Year: 2019
Label: Frontiers Records
Catalog Number: FRCD 989
|1.||Don't Stand In My Way||Listen|
|2.||Bring Me Home||Listen|
|3.||A New Evil||Listen|
|4.||The Night People Rise||Listen|
|5.||Save Your Prayers||Listen|
|6.||Heartbeat||Listen|
|7.||Your Own Hero||Listen|
|8.||No Matter How Hard We Fall||Listen|
|9.||My Dearest Fear||Listen|
|10.||You Against The World||Listen|
|11.||All We Got||Listen|
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The music discographies on this site are works in progress. If you notice that a particular The Ferrymen CD release or compilation is missing from the list above, please submit that CD using the CD submission page. The ultimate goal is to make the discographies here at Heavy Harmonies as complete as possible. Even if it is an obscure greatest-hits or live compilation CD, we want to add it to the site. Please only submit official CD releases; no bootlegs or cassette-only or LP-only releases.
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You cannot leave comments for this CD because you are not currently logged in. Please click here to log in or create a Username for leaving comments. | https://heavyharmonies.com/cgi-bin/glamcd.cgi?BandNum=7695&CDName=A%20New%20Evil |
La Bouche is a German electronic dance music duo best known for the hits "Be My Lover", "Sweet Dreams", "You Won't Forget Me" and "Tonight is the Night". La Bouche was founded in 1994 by American singer Melanie Thornton and American rapper-singer Lane McCray fronted the act. In 2000, when Melanie Thornton left the group to start with her solo career, La Bouche released a new version of "Be My ...
Rüfüs Du Sol formerly known as simply Rüfüs is an Australian group from Sydney, that consists of Tyrone Lindqvist, Jon George and James Hunt.
Kim Wan-sun is a South Korean pop singer who was known in the mid-1980s and early 1990s as the "Korean Madonna" and "the dancing queen of Korean popular music's renaissance era" as well as a sex symbol for her "sexy" dancing and "charismatic" stage presence. Kim debuted in 1986 with the album, Tonight. Her fifth album, 1990's Pierrot Smiles at Us, sold 1 million copies. She is considered to ...
CIX is a five-member South Korean boy band, consisting of Jinyoung, BX, Seunghun, Hyunsuk and Yonghee. The group debuted on July 23, 2019, with their first EP titled Hello Chapter 1: Hello, Stranger.
Halott Pénz is a Hungarian hip-hop group. Originally, Halott Pénz was a solo project of Dávid Marsalkó, in 2013 it became a seven-piece – mostly acoustic – band with stylistic features of mixing several genres.
Bagossy Brothers Company is a Hungarian pop-rock band
Follow The Flow is a three-member Hungarian band. In 2018, they exploded into the public consciousness with their song "No one knows", and then even more people got to know them with their song "I'm Away". In the 2018, they won the Petőfi Music Award's Discovery of the Year award, and in the fall they were nominated for the 2018 MTV Europe Music Awards as Best Hungarian Artist, which they ...
Alex Márta, better known by his stage name ByeAlex, is a Hungarian indie pop singer. He represented Hungary in the Eurovision Song Contest in Malmö, Sweden, with the song "Kedvesem", coming 10th in the final. In 2014 his debut novel Özséb, egy öngyilkos Miskolcon (Özséb, a suicide in Miskolc) was published in Hungary. In the 2015, ByeAlex decided to add 'és a Slepp' ('and the Slepp') to ...
Tankcsapda is a Hungarian heavy metal and hard rock band.
Bsw is a popular Hungarian artist/band, better known with the songs: "Baz+", "Egyedül", "Dubai Gang".
Bruno X Spacc is a popular Hungarian group, better known with the songs: "Aha", "Nehogy Elhidd", "Lebegek".
Sisters on Wire is a Lithuanian indie pop music group. The group consists of Oleg Jerochinas (vocals, guitar), Filipas Gusevas (guitar), Marius Oršauskas (drums) and Ieva Ščerbinskaitė (vocals, piano).
Group "8 Kambarys": about new songs, love for rap and shivers on stage. The group "8 Kambarys" started its activities in 2013 and immediately found its way to the hearts of listeners with its sincerity. Its founders, Karolis Talutis - Talaz and Deividas Alejūnas - Corsalis, tell the portal People.lt the story of the creation of this summer's hit "I'm looking" and the shivers that come during ...
Dj Duo from Lithuania. Members: Darius Beinoravicius and Paulius Bukauskas. Different style dj's started to colaborate as they felt their weakness for Deep sounds.
Chłopcy z Placu Broni - Polish rock band.
Runrig were a Scottish Celtic rock band. The band's line-up included songwriters Rory Macdonald and Calum Macdonald.
Sofi Tukker are a musical duo based in USA consisting of Sophie Hawley-Weld and Tucker Halpern. They are best known for their songs "Drinkee", "Best Friend", and "Purple Hat".
Astro is a South Korean boy band formed by Fantagio. The group is composed of six members: MJ, Jinjin, Cha Eun-woo, Moon Bin, Rocky and Yoon San-ha.
Years & Years is the solo project of British singer Olly Alexander. Years & Years' music has been described as electropop, mixing R&B and 1990s house elements.
Face to Face is a punk rock.
Twenty One Pilots is an American musical duo. Initially a band, the group was formed by lead vocalist Tyler Joseph along with Nick Thomas and Chris Salih. Since their departure, the line-up has consisted of Joseph and drummer Josh Dun. The duo is best known for their singles "Stressed Out", "Ride", and "Heathens".
Thirty Seconds to Mars (30 Seconds to Mars) is an American rock band. The band consists of brothers Jared Leto (lead vocals, guitar, bass, keyboards) and Shannon Leto (drums, percussion). During the course of its existence, it has undergone various line-up changes.
The Wallflowers is an American rock solo project of American singer and multi-instrumentalist Jakob Dylan. The Wallflowers were originally a roots rock band formed by Dylan and guitarist Tobi Miller. The band has gone through a number of personnel changes but has remained centered on Dylan.
The Script are an Irish rock band. The band consists of lead vocalist and keyboardist Danny O'Donoghue, lead guitarist Mark Sheehan, and drummer Glen Power. | https://bnmusic-artists.com/gender/group/ |
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Compilations Soundtracks Tributes
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Category: AOR
Year: 1981
Label: Arista Records
Catalog Number: AL-9555
|1.||One More Try||4:14|
|2.||Walkin' the Line||3:52|
|3.||Can't Take That Away||4:07|
|4.||Hang On In||4:12|
|5.||Love You Till it Hurts||3:47|
|6.||Call the Police||3:50|
|7.||Yes Men bonus track||2:54|
|8.||Let it Down||3:47|
|9.||This Island Earth||3:56|
|10.||C'mon Over||3:32|
|11.||Over My Head bonus track||3:56|
|12.||Turn Out the Lights||4:12|
|Total Running Time:||46:19|
If you see any errors or omissions in the CD information shown above, either in the musician credits or song listings (cover song credits, live tracks, etc.), please post them in the corrections section of the Heavy Harmonies forum/message board.
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EPs and CD-singles from Tycoon are also welcome to be added, as long as they are at least 4 songs in length.
|From: Kim HP||Date: March 26, 2012 at 18:06|
|I don't know what's up with the Renaissance Records version of this (togehter with s/t), but it is missing two of the best tracks from this album : "Call the Police" and "Can't Take That Away" , which are pomp AOR of the highest order. "This Island Earth" is another highlight, mixing AOR and reaggae to fine effect. Great band, with a special style. 87/100|
You cannot leave comments for this CD because you are not currently logged in. Please click here to log in or create a Username for leaving comments. | https://heavyharmonies.com/cgi-bin/glamcd.cgi?BandNum=1276&CDName=Turn%20Out%20the%20Lights |
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Compilations Soundtracks Tributes
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Category: Melodic Hard Rock
Year: 2005
Label: Massacre Records
Catalog Number: 0489 1
|1.||Prologue||0:26|
|2.||Opera Burns||3:47|
|3.||Shotgun Alley||4:32|
|4.||Hollywood Daze||3:51|
|5.||Twisted Lover||3:45|
|6.||Shadow of My Soul||4:52|
|7.||Price of Love||4:24|
|8.||Kick It||3:21|
|9.||Time||3:43|
|10.||Sweet Taste of Life||4:11|
|11.||King of the Neighbourhood||4:27|
|12.||Beyond the Light||3:34|
|13.||Make a Cross||3:26|
|Total Running Time:||48:19|
If you see any errors or omissions in the CD information shown above, either in the musician credits or song listings (cover song credits, live tracks, etc.), please post them in the corrections section of the Heavy Harmonies forum/message board.
The music discographies on this site are works in progress. If you notice that a particular Chalice CD release or compilation is missing from the list above, please submit that CD using the CD submission page. The ultimate goal is to make the discographies here at Heavy Harmonies as complete as possible. Even if it is an obscure greatest-hits or live compilation CD, we want to add it to the site. Please only submit official CD releases; no bootlegs or cassette-only or LP-only releases.
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|From: Geoff||Date: March 1, 2006 at 19:47|
|I was actually expecting better from this. Still, this is decent hard rock a little like Shakra and Crystal Ball. It started out good but sort of faded towards the middle and end and I haven't bothered since hearing it ages ago. I prefer their previous disc. Okay, but not essential, IMO.|
You cannot leave comments for this CD because you are not currently logged in. Please click here to log in or create a Username for leaving comments. | https://heavyharmonies.com/cgi-bin/glamcd.cgi?BandNum=3437&CDName=Shotgun%20Alley |
This category contains articles pertaining to aural media, songs, albums, compositions, composers, and performers.
Subcategories
This category has the following 2 subcategories, out of 2 total.
M
- ► Music reviews (2 P)
S
- ► Songs (1 P)
Pages in category "Music"
The following 23 pages are in this category, out of 23 total. | https://www.boywiki.org/en/index.php?title=Category:Music&oldid=6508 |
(1985).
DOI: https://doi.org/10.21954/ou.ro.0000de48
Abstract
The research reported is a theoretical investigation of the interaction of land-use and transport in relation to the use of energy. Of particular interest is the relationship between the spatial arrangement of settlements and the use of energy within them for both transport and building services.
The literature of scenarios of energy futures is reviewed, and three scenarios of future constraints on regional planning are adopted. The adopted scenarios emphasise constraints imposed by energy policy and the availability of fuels; they form the background to the comparison of a number of theoretical regional settlement patterns, in terms of their implications for land-use and their potential for fuel-conservation.
A study of an existing regional settlement pattern is used in combination with published land-use data as the basis of a configurational model. This model is intended to characterise the real pattern spatially, quantitatively and in a manner suitable for experimental manipulation. The model encompasses the pattern of developed land (disaggregated by uses), the shape of the transport network, and the intensity of development (in terms of population and floorspace).
A review is then made of published proposals for energy-efficient settlements, which are found to include concentrated, dispersed, nucleated and linear patterns. Five modified versions of the regional configurational model are then constructed in order to characterise the range of realistic possibilities for future regional form which might result from the fuel-conservation policies inherent in the proposals reviewed.
The five regional configurations and the original pattern are then compared by means of a specially-developed land-use transport and energy-evaluation model. The comparison is made in terms of the accessibility of the population in each pattern to employment and services (measured 'biy the model as "benefits"), and. in terms of the use of fuel in both transport and domestic space heating. Fuel use in transport is related to modal split and vehicle speed; fuel use in homes is related to dwelling size and location. Parametric calibration of the land-use and transport models allows the comparison of the patterns to be repeated in the context of each of the three adopted energy scenarios, taking into account changes in travelling behaviour, vehicle efficiencies, and building services technologies.
The results of the comparison are discussed and assessed in terms of their implications for long-term strategic planning policy. | http://oro.open.ac.uk/56904/ |
MacArthur has announced a grant of $600,000 over three years to Harvard University's Berkman Center for Internet and Society to explore options for the future of copyright in a digital environment. The grant is made through the Foundation's special funding initiative on intellectual property and the long-term protection of the public domain.
"New technologies have revolutionized the way people gather and share information, making it possible for anyone with a computer to copy and transmit digital content," said Jonathan F. Fanton, President of the MacArthur Foundation. "The technologies also make it possible to block access to important information, including data developed at public expense. The Berkman Center helps those engaged in policy concerning digital technology better understand the long-term political, economic and commercial implications of various copyright options designed to manage digital content and its availability. This research is searching to find a balance between the needs of the creator of information for adequate compensation - which includes everything from research reports to files of music and artwork - and the needs of the public to have access to that information."
The grant is in support of the Digital Media in Cyberspace Project, which is designed to help increase understanding of the legal, business, and economic aspects of how copyright might operate in the digital environment in the future. The project will look at possible future copyright scenarios and analyze the comparative advantages of each in terms of economic incentives, effects upon the business landscape, impact upon the interests of consumers, and legal and other costs involved in implementation. Although researchers expect that new approaches will emerge during the course of the project, initial analysis will begin on five models. They include:
About the Initiative on Intellectual Property and the Long-Term Protection of the Public Domain: Through the Initiative on Intellectual Property and the Long-Term Protection of the Public Domain, the Foundation seeks to contribute to an intellectual property regime in the digital era that balances the legitimate needs of both creators and the public. Grants support policy analysis, scholarly research, and participation in significant international forums where intellectual property policy is made. The Foundation will also support work designed to protect - over the long term - the public domain of information and ideas. | https://www.macfound.org/press/press-releases/macarthur-foundation-makes-grant-to-harvard-universitys-berkman-center-for-internet-and-society-to-explore-the-future-of-copyright-in-a-digital-environment-october-2003/ |
In anticipation of a potential new NBA arena to be built in Seattle’s SoDo neighborhood, the city commissioned a study to analyze the future of its existing KeyArena (former home of the NBA’s SuperSonics). David led a team of economists, architects, engineers, cost estimators, and planners on behalf of the Seattle City Council, to provide a comprehensive market and financial feasibility analysis of the future of KeyArena, under scenarios with and without a competing new arena in Seattle.
Results
The analysis identified a number of future scenarios for the arena, including continuing operations as a civic arena, renovation as an NBA/NHL arena, reorientation into a smaller sports/entertainment venue, and non-sports reuse options (such as residential or cultural uses). For each option, we evaluated the market for uses, physical needs and associated costs, site considerations, and demand/operating and financial implications based on forecasts of usage.
The study (unlike previous studies on the facility) identified the physical ability of KeyArena to accommodate NBA and NHL tenants, and based on its results, the City solicited private development proposals and selected a team led by the Oak View Group as its redevelopment and operating partner.
More recently, the City Council engaged Stone Planning to work as its independent financial consultant, as it successfully negotiated a Memorandum of Understanding with OVG for an approximately $1-billion redevelopment of the arena. Following completion of the agreement, the NHL awarded an expansion franchise that will play in the redeveloped venue. | https://stoneplanningllc.com/key-arena-new-arena-at-seattle-center/ |
Contacts:
Postal address: 20, Myasnitskaya str., Moscow, Russia 101000
National Research University Higher School of Economics
International Organisations Research Journal (IORJ) editors office
Actual address: office 417, bld. 17, Malaya Ordynka, Moscow
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Aleksandr Korolev1, Veronika Shumkova1
Security Institutions in Greater Eurasia: Implications for Russia
2018. Vol. 13. No. 3. P. 70–81 [issue contents]
In this article, the authors analyze the current state and prospects for the development of key institutions in the field of regional security in Eurasia. ASEAN-led mechanisms and the Eurasian "continental" formats, represented by the Shanghai Cooperation Organization (SCO) and the Collective Security Treaty Organization (CSTO) have been chosen as a case-study.
Special focus is put on the possibility of connecting Russia with multilateral security initiatives in Eurasia in terms of promoting Russian strategic interests, as well as realizing the potential of the SCO as a structural pillar of the emerging geostrategic space - Greater Eurasia.
The authors conclude that the current state of regional institutions in the field of security does not fully correspond to Russia's interests due to the institutional limitations of multilateral formats.
According to the authors, the main reason why the ASEAN-led dialogue platforms on security issues are not able to realize its potential in addressing main challenges is the nature of the principles of ASEAN cooperation that hamper the process of making a collective decision.
Regarding the SCO, the authors believe that the key problem in the foreseeable future may be the achievement of consensus among the participating states after the enlargement (the accession of India and Pakistan) and, as a consequence, the need to transform the institutional format to new realities.
In conclusion, the authors argue that in the long-term perspective the development of the institutional environment of Greater Eurasia for the purpose of ensuring regional security should be carried out through close coordination between the SCO and other security formats - the CSTO and the ASEAN-led dialogue structures.
The article has been supported by a grant of the Russian Science Foundation. Project no. 17-18-01577 «Creation of Greater Eurasia and the Development of Strategy for Bilateral Cooperation Between Russia and Regional Countries».
Citation:
Korolev A., Shumkova V. (2018) Security Institutions in Greater Eurasia: Implications for Russia. International Organisations Research Journal, vol. 13, no 3, pp. (in Russian and English). DOI: 10.17323/1996-7845-2018-03-04. | https://iorj.hse.ru/en/2018-13-3/228114007.html |
In this research, we analyze the economic effects across various crop insurance subsidy and policy scenarios to determine producer insurance choice response, total premium and subsidy payments and study their economic implications on dryland corn, soybean, and winter wheat producers. We rely on the expected utility maximization framework to rank policy combination sets that are available to a typical producer to analyze the impacts of crop insurance subsidy changes and elimination of certain insurance policies across the three crops. Several scenarios were analyzed across subsidy and policy options and were found to have noticeably different farmer behavioral responses and economic implications.
Implications of alternative crop insurance subsidies
Maisashvili, A., Bryant, H., & Jones, J. P. H. (2020). Implications of alternative crop insurance subsidies. Journal of Agricultural and Applied Economics, 52(2), 240-263. [240-263]. https://doi.org/10.1017/aae.2019.46
Abstract
Publications Info
To contact an RTI author, request a report, or for additional information about publications by our experts, send us your request. | https://www.rti.org/publication/implications-alternative-crop-insurance-subsidies |
Shared by Russia and Ukraine the basin of the Azov Sea is unique and important ecosystem providing regional population and national economies with numerous ecosystem goods and services (EGS). However, due to unsustainable management the capacity of the Azov ecosystem to maintain these goods and services has decreased significantly. The problem is exacerbated by lack of regional cooperation and continuing degradation of the Azov ecosystem A long-term regional development strategy should be elaborated to secure EGS provision and sustainable development. An essential part of strategy is an assessment of future water availability depending on potential changes in demography, land use and climate conditions.
The assessment of currently available ecosystem goods and services and their future availability is being incorporated as a vital component into policy-making process in last years. Different integrated environmental models are available to analyze data, required for the EGS estimates and for developing future EGS projections.
The Soil Water Assessment Tool (SWAT) is one of such integrated modelling frameworks. Numerous studies have been conducted applying SWAT for different purposes. SWAT found application both in performing EGS assessment, as a baseline integrated tool and within the complex hydro-economic modelling frameworks. This research provided the case study of the EGS assessment with SWAT in the framework of the EnviroGRIDS project.
The ArcGIS-ArcView extension and graphical user input interface for SWAT ArcSWAT 2009.93.7b has been used for model development and running. For developing SWAT input data different datasets have been used.
Unique hydrologic response units (HRU) have been defined based on defining and combination of classes of land use, soil and slope. Reclassified MODIS land cover datasets, developed by EnviroGRIDS project for Metronamica model has been used for land use data input. Global soil dataset FAO has been used for soil data input. The data for the period 1998-2008 for 5 stations have been used for simulating meteorological parameters in the model.
The SWAT-CUP application has been applied for model calibration and validation. For this purpose observed monthly data on the water discharge for 9 outlets, matching existing hydrological gages, covering period 2001-2008, have been used.
The scenarios on land use and climate change developed by EnviroGRIDS project, using data for 2050 have been formulated and anlyzed with developed SWAT model. Corresponding change of water inflow into Tsimlyansk reservoir has been analyzed, recommendations for desicion-makers have need developed. | http://syslab.ceu.edu/projects/swat-modelling-in-the-azov-sea |
A formula is mathematical notation used in diverse scenarios of science and education, and plays an important role in various scientific disciplines. However, because a formula is a nonverbal expression, it has been examined only slightly to date as a research subject in natural language processing. We regard a formula not as a kind of image or symbol string but as a component of a document carrying a special structure and interpretation, and analyze a formula associating its description to study of a language processing approach for handling the semantics of a formula. Our research goal is the implementation of an application base of mathematical knowledge through mathematical knowledge search and development and evaluation of an understanding support system using these component technologies. | http://www-al.nii.ac.jp/mathcat-project/ |
Integrated Pest Management is a revolutionary approach to pest control. We analyze each situation individually, evaluate the options and then implement a pest management program
There are 5 key aspects to a successful IPM program:
1.) Identify the pest
2.) Determine points of entry and harborage
3.) Improve sanitation, may include removing trash, cleaning drains, raking leaf litter, eliminating clutter
4.) Exclusion program. After establishing points of entry, we make recommendations on sealing off those areas. Depending on the scale of the work, we may perform this ourselves
5.) Implementing a plan of action. This may involve steps 3 and 4 as well as applying baits, sprays and or monitoring. | http://branspest.squarespace.com/integrated-pest-management |
In partnership with the San Andreas Regional Center and funding from the California Department of Developmental Services Special Kids Connect has developed a portfolio or respite resources for regional center families. Its goal is to increase the utilization of respite services among Monterey County residents, including those who are in the county's most underserved communities.
WHAT IS RESPITE?
Respite is a support service designed to keep a consumer safe while offering time for parents/caregivers to have relief from the constantly demanding responsibility of providing care. Respite is provided at no cost to qualifying San Andreas Regional Center families.
WHO QUALIFIES FOR RESPITE?
Click here to view the San Andreas Regional Center (SARC) Respite Care Policy (PDF)
Parents/guardians who are responsible for 24-hour care of a regional center consumer (over age 3) may be eligible for respite services. Your San Andreas Regional Center service coordinator can work with you to determine your eligibility.
HOW MANY HOURS OF RESPITE CAN I RECEIVE?
The respite needs of each family are individually assessed to determine the number of respite hours needed. A Family Needs Assessment Tool (click here to view PDF) is used to evaluate a consumer's current skill level, support need, and family dynamics and to determine a recommended number of respite hours per month at a given point in time. A reassessment of a family's respite need should be conducted whenever significant changes occur in the individual's skills or functioning level, family dynamics, or as alternative respite resources are identified.
|Using FMS respite is not difficult. CLICK HERE to view a short video on how to get started.|
WHAT ARE MY RESPITE OPTIONS?
In general, families can choose to have respite provided In-Home or Out-of-Home, or a combination of the two. The type(s) of respite used does not affect the number of respite hours your consumer is authorized to receive.
HOW DO I IDENTIFY A CAREGIVER FOR IN-HOME RESPITE FOR MY CONSUMER?
Families have two options. They can ask a Respite Agency to place a caregiver OR they can identify one on their own.
HOW QUICKLY CAN RESPITE SERVICES BE PUT IN PLACE?
Once a family has determined the type(s) of respite it wishes to pursue, the process toward utilization begins. The average implementation time ranges from 4 to 6 weeks for Agency Respite to 6 to 8 weeks for Out-of-Home Respite. Click here to see a Respite Service Process Flowchart (PDF) to understand the steps involved under each option.
QUESTIONS?
Special Kids Connect worked with the San Andreas Regional Center to develop a "Frequently Asked Questions" guide (PDF). If you cannot find an answer to a question you have or if you wish to have an exception considered for your situation, talk to your regional center service coordinator.
SEEKING A REWARDING POSITION AS A RESPITE CARE PROVIDER? | https://specialkidsconnect.org/learning-center/respite.html |
In partnership with the San Andreas Regional Center and funding from the California Department of Developmental Services Special Kids Connect has developed a portfolio or respite resources for regional center families. Its goal is to increase the utilization of respite services among Monterey County residents, including those who are in the county's most underserved communities.
WHAT IS RESPITE?
Respite is a support service designed to keep a consumer safe while offering time for parents/caregivers to have relief from the constantly demanding responsibility of providing care. Respite is provided at no cost to qualifying San Andreas Regional Center families.
WHO QUALIFIES FOR RESPITE?
Click here to view the San Andreas Regional Center (SARC) Respite Care Policy (PDF)
Parents/guardians who are responsible for 24-hour care of a regional center consumer (over age 3) may be eligible for respite services. Your San Andreas Regional Center service coordinator can work with you to determine your eligibility.
HOW MANY HOURS OF RESPITE CAN I RECEIVE?
The respite needs of each family are individually assessed to determine the number of respite hours needed. A Family Needs Assessment Tool (click here to view PDF) is used to evaluate a consumer's current skill level, support need, and family dynamics and to determine a recommended number of respite hours per month at a given point in time. A reassessment of a family's respite need should be conducted whenever significant changes occur in the individual's skills or functioning level, family dynamics, or as alternative respite resources are identified.
|Using FMS respite is not difficult. CLICK HERE to view a short video on how to get started.|
WHAT ARE MY RESPITE OPTIONS?
In general, families can choose to have respite provided In-Home or Out-of-Home, or a combination of the two. The type(s) of respite used does not affect the number of respite hours your consumer is authorized to receive.
HOW DO I IDENTIFY A CAREGIVER FOR IN-HOME RESPITE FOR MY CONSUMER?
Families have two options. They can ask a Respite Agency to place a caregiver OR they can identify one on their own.
HOW QUICKLY CAN RESPITE SERVICES BE PUT IN PLACE?
Once a family has determined the type(s) of respite it wishes to pursue, the process toward utilization begins. The average implementation time ranges from 4 to 6 weeks for Agency Respite to 6 to 8 weeks for Out-of-Home Respite. Click here to see a Respite Service Process Flowchart (PDF) to understand the steps involved under each option.
QUESTIONS?
Special Kids Connect worked with the San Andreas Regional Center to develop a "Frequently Asked Questions" guide (PDF). If you cannot find an answer to a question you have or if you wish to have an exception considered for your situation, talk to your regional center service coordinator.
SEEKING A REWARDING POSITION AS A RESPITE CARE PROVIDER? | https://specialkidsconnect.org/learning-center/respite.html |
To be able to successfully fulfill their role as seasoned managers, one of the key skills all managers should have is Reviewing Organisational Strategy Plans and Performance. The Reviewing Organisational Strategy Plans and Performance course is about reviewing current strategic goals and objectives, analysing the progress towards their fulfillment and evaluating the advantages or disadvantages of the alternatives.
On successful completion of the Reviewing Organisational Strategy Plans and Performance course, you will receive the course certificate awarded by Magna Carta College.
The Reviewing Organisational Strategy Plans and Performance course is for anyone who needs to understand how to review an organisation’s strategic plans in their work.
There are three Learning Outcomes which you will cover in the course. On completion you will:
1. Be able to review the organisational strategic aims and objectives
1.1 Identify the current strategic aims and objectives You will review an organisation’s high level aims and objectives – if your own organisation does not have one that you can use, then you can find an alternative through the internet or refer to case studies within text books.
1.2 Undertake an evaluation of the component parts of a strategic plan, including the objectives You will then evaluate each component part of the chosen strategic plan in relation to the theoretical principles of what is understood about their purpose within the plan. Components are:
Strategic values statement – vision statement – mission statement – strategic aims and objectives – strategic performance measurement system. You will review (a) Patrick Lencioni’s work on values and possibly analyse the difference between your stated organisational values and the prevailing values, (b) the work of Hamel and Prahalad on vision to test if your own vision is fit for purpose, and (c) conduct Lynch’s test on mission to demonstrate your critical thinking at this level.
1.3. Analyse the factors affecting the strategic plan You will identify the strategic aims and objectives. Have they been developed from the vision and mission? Do the aims talk about general purpose and are the objectives more focused? Are the objectives SMART? You will consider both internal and external factors and analyse the extent to which they have impact. What are the main external drivers within the business environment that your organisation needs to consider when developing its strategic plan? Globalisation, innovation, environmental turbulence to name but a few. You will use models (e.g. Yip’s global strategy model, PESTLE, Porter’s Five Forces, Porter’s diamond model) to demonstrate how these can be potential threats or opportunities. You will consider what are the internal strengths and weaknesses – the capabilities and competences that impact upon the strategic plan.
2.1. Apply a range of strategic analysis tools to audit progress towards strategic aims and objectives You will test how well aligned the aims and objectives are to the organisation’s vision and mission and to SMART principles, and check whether they are quantitative or qualitative, short or long term, financial (strategic from the shareholder’s perspective) or strategic from a customer/marketing perspective, before auditing progress towards their achievement.
2.2. Evaluate the expectations of all stakeholders and their influence upon the organisational strategy You will use stakeholder analysis tools (e.g. Mendelow’s power and interest matrix) and theory (e.g.: Johnson, Whittington and Scholes) to enable you to firstly indicate the level of power and influences that stakeholders have and then to evaluate each stakeholder’s expectations and level of influence in turn, identifying any areas of conflict. You will then relate this information to the organisational aims and objectives to evaluate the extent to which stakeholder expectations can be managed and to gauge their level of influence over strategic planning.
2.3. Produce a structured evaluation of the organisational strategic position In order to produce a structured evaluation of your organisational strategic position, you will need to evaluate the internal strategic capability and define how it is influenced by the relationship between product resources and competences. You will use an appropriate framework such as Johnson and Scholes for on strategic capability to enable you to structure this appropriately. In addition, you will use Porter’s Five Forces or Lynch’s four links model to help establish the current strategic position. Reviewing resources within the organisation will be achieved through the value chain mode to establish the key competences.
3. Be able to evaluate strategic options to support a revised strategic position
3.1. Develop a range of alternative strategic options to meet strategic aims and objectives Understanding strategic planning is key to developing the required strategic direction. Clear strategic aims need to be in place so that strategic options can be made. In formulating a range of strategic options, you need to make sure that these cover both environmental-based and resource-based options as this will enable you to convey your understanding and critical thinking. Johnson, Whittington and Scholes discuss intended strategy versus emergent strategy development and this theory can enable organisations to determine their options available. Further comparisons of alternative strategic approaches are provided by Lynch.
3.2. Justify the strategic option that meets the revised strategic position You will evaluate the suitability, feasibility and acceptability of the chosen options in order to identify the option or options with the best ‘fit’ to justify the chosen strategic option. The following will be considered: Porter’s five forces, PESTEL, core competences, stakeholder mapping and cultural web.
The Reviewing Organisational Strategy Plans and Performance course has the following entry requirements: Experience: You must have at least one year of relevant work experience (paid and/or unpaid) with levels of responsibility, participation and/or achievement of a range of relevant professional qualifications. Language Skills: You must also have an appropriate standard of English to enable you to access relevant resources and complete the unit assignments.
Everything you need to successfully pass is included and there are no additional fees. In addition, you receive Affiliate Membership of the CMI which gives you access to their excellent Management Direct. It is a complete online library of comprehensive and up-to-date material that addresses current management practice.
The Reviewing Organisational Strategy Plans and Performance course is taught through our online Teaching Zone using essential reading material such as checklists, models, templates and articles coupled with short videos. There are also optional live and recorded webinars delivered by our tutors. Plus, you will also have a personal tutor who is a subject expert whom you can contact if you have any questions. The course is split into four one-week sessions. Coupled with time for your assessment to be marked and confirmed it should take you approximately 8 weeks in total to complete this qualification. Although it may vary in practice depending on your commitment and how easy you find it to study. It is possible to take less than four weeks if you concentrate on the course and commit your time to it, or equally if you have the pressure of other commitments you can spread your studies out over a longer period. In our online Teaching Zone, the course content is divided into weekly activities which cover the three Learning Outcomes. You work through the study material in the order presented. When you have finished the course content you then need to complete the assignment in the Assessment Section. You can submit drafts which your personal tutor will review and give you any advice or feedback they think is relevant. When you are happy with your assignment, you submit it online through the facility in the Assessment Section and receive your results about one month later.
This course is assessed by a 3,500 word written assignment. There is no examination required. | https://magnacartacollege.ac.uk/organisational-strategy-and-performance/ |
Subsets and Splits