Free Essays on Internet As Vehicle For Pedophiles

Web AS VEHICLE FOR PEDOPHILES and WHAT CAN WE DO? The mid-nineteen eighties end up being a chronicled time of criticalness in which innovation in the extent of PCs was quickly progressing. By nineteen-eighty four, â€Å"the space name framework was set up that lets amazon.com be amazon.com and not 208.216.182.15† . With this framework set up, the web was a developing power of data. By nineteen-eighty eight there were ninety thousand PCs connected to the web and by mid nineteen-ninety eight the quantity of host PCs developed to more than thirty-6,000,000 . Besides, in mid nineteen-ninety three, there were fifty Web destinations in the entire world and by mid 2,000 the quantity of Web locales had developed to surpass fifty million . With this predominant progression of this data arrange called the Internet, the substance of society will always be adjusted. Despite the fact that there are various points of interest to the Internet, concerns are plenteous from the general population about the negative angles emerging from the Internet. One of significant concern is pedophiles and their utilization of the innovation. Right off the bat, a â€Å"pedophile† is an individual who shows pedophilia; â€Å"pedophilia† is the sexual want coordinated towards youngsters . As should be obvious, the huge and borderless Internet is the ideal vehicle for pedophiles to work. Generally, PC systems help pedophiles to connect with others like them to trade guidance and data and discover pictures of youngsters engaged with sexual acts . To a further degree, the Internet gives a road to outrageous pedophiles (kid molesters) to meet with powerless youngsters and improve the probability of sexual maltreatment of kids . Pedophiles utilize the Internet as their essential vehicle, particularly when by nineteen-eighty six all the conventional techniques for acquiring youngster sex entertainment had been immovably shut . This vehicle of the Internet can be separated into a few regions, includ... Free Essays on Internet As Vehicle For Pedophiles Free Essays on Internet As Vehicle For Pedophiles Web AS VEHICLE FOR PEDOPHILES and WHAT CAN WE DO? The mid-nineteen eighties end up being a verifiable time of hugeness in which innovation in the extent of PCs was quickly progressing. By nineteen-eighty four, â€Å"the space name framework was set up that lets amazon.com be amazon.com and not 208.216.182.15† . With this framework built up, the web was a rising power of data. By nineteen-eighty eight there were ninety thousand PCs connected to the web and by mid nineteen-ninety eight the quantity of host PCs developed to more than thirty-6,000,000 . Besides, in mid nineteen-ninety three, there were fifty Web locales in the entire world and by mid 2,000 the quantity of Web destinations had developed to surpass fifty million . With this predominant progression of this data organize called the Internet, the substance of society will always be adjusted. In spite of the fact that there are various focal points to the Internet, concerns are bounteous from people in general about the adverse angles emerging from the Internet. One of significant concern is pedophiles and their utilization of the innovation. Initially, a â€Å"pedophile† is an individual who shows pedophilia; â€Å"pedophilia† is the sexual want coordinated towards youngsters . As should be obvious, the huge and borderless Internet is the ideal vehicle for pedophiles to work. Generally, PC systems help pedophiles to draw in others like them to trade counsel and data and discover pictures of kids associated with sexual acts . To a further degree, the Internet gives a road to extraordinary pedophiles (kid molesters) to meet with defenseless youngsters and improve the probability of sexual maltreatment of kids . Pedophiles utilize the Internet as their essential vehicle, particularly when by nineteen-eighty six all the conventional strategies for acquiring youngster sex entertainment had been immovably shut . This vehicle of the Internet can be separated into a few regions, includ...

The nobility in eighteenth century Europe Essays

The honorability in eighteenth century Europe Essays The honorability in eighteenth century Europe Paper The honorability in eighteenth century Europe Paper Exposition Topic: History From the outside the honorability may have gave off an impression of being a solid foundation, incredible and joined with regards to its advantage. 1 But as a general rule there were numerous partitions inside the respectability, for example, the divisions between the old and new honorability or the rich and poor. Grindings between such gatherings have been considered to a great extent answerable for the disintegration of intensity and renown of the respectability inside the eighteenth century, and a few pundits such a Doyle have gone similarly as asserting that their interior divisions left the honorability frail, at the end of the day incapacitated. To see whether this was without a doubt genuine the inside divisions must be taken a gander at in more prominent detail and these must be adjusted against the quantity of different elements that unified instead of separated the honorability. A significant number of the divisions in respectable society were brought about by non-basic clashes between people, families or gatherings. 2 However numerous different difficulties were drawn along auxiliary lines. Most likely the best case of this was the gap between the rich nobles and the poor nobles. The ethos of honorability implied suggested that nobles live off their own states, in an existence of debauchery, yet this was a long way from the case for most of the nobles in Europe, as respectable birth and status gave no assurances against destitution. 3 This was especially the situation in Eastern and Southern Europe where the honorability was amazingly huge and broad. 4 Often this brought about them working and, in outrageous cases, live as everyday people. The poor respectability profoundly disliked this and were desirous of the more extravagant honorability who displayed their riches, squandering gigantic wholes on cash on their own pleasure and vanity. The more extravagant nobles were similarly distaining. They considered the to be nobles as an affront to their raised class and felt that their disappointment debased their position. Comparable contentions were available between the old, conventional respectability and the new honorability. Nobles got a kick out of the chance to accept that they originated from a long queue of honorable precursors, however in all actuality this was once in a while the case as the turnover of respectability was typically very quick, as newcomers had the option to be praised during the eighteenth century in each nation with the exception of Venice, Genoa and Russia who authoritatively worked shut entryway approaches beginning in 1758. Generally, there were two fundamental ways that the respectability could be honored; right off the bat affluent nobles and business people could become tied up with the honorability. Louis XIV, for instance intermittently put titles available now and again of incredible m oney related need. Therefore, in France it was generally acknowledged that while only one out of every odd aristocrat was rich, each rich man was respectable. 6 Or, furthermore they could get respectable by expecting the honorable way of life and henceforth acting like the respectability. During the eighteenth century a third methods for status gain rose, through increasing authoritative posts. This made a division between nobles of the crown the individuals who directed imperial organization and nobles of the blade, who were the more established honorability, whose illustrious capacity was primarily military7. The nobles of the blade considered themselves to be innately more significant than nobles of the robe, as they had faith in the old association between military valor and respect. They were tremendously disappointed that the managerial nobles, while originating from as far as anyone knows sub-par blood lines, were at the controls of government, while they had little impact in administrative issues. Likewise clearly these authoritative posts had been made sure about by riches, which the rich nobles disdained and the poor nobles envied8. Similarly as the crack between the old honorability of the robe, and the more up to date one of the blade was that of the court versus nation respectability. Customarily, extraordinary magnates had lived in the nation on their landed bequests, and administered over their traditions. In any case, the eighteenth century brought a centralisation of administration, and the nobles of the nation were left progressively secluded. It was the metropolitan honorable, a significant number of whom were generally new to the respectability, who picked up from this. Their bequests were without a doubt less terrific, yet they were at the focal point of impact and were progressively ready to impact their rulers and the appropriation of support. 9 This they used to better their own needs and their capacity corresponding to the extraordinary magnates. This is featured by an officer in late eighteenth century announcing the court honorability has, consistently, been the most articulated and most risky foe of different nobles. 10 Religion could likewise be a factor for division. In England and Ireland after the annihilation of the Catholic aggressors in 1691, Catholic nobles were ousted and by 1703 just 14% of Irish land was claimed by Catholics. 11 Similarly, during the seventeenth century the Habsburg honorability had been separated over religion, with the upper respectability holding Catholicism, while the lesser respectability received Protestantism. Be that as it may, how far did these divisions lead to the debilitating of the honorability? During the eighteenth century there was a clear filter of intensity from magnates to a progressively outright state. Kamen sums up this well Thanks to divisions among the tip top, the state had the option to gradually broaden its power and energize the making of a national devotion that rose above neighborhood loyalties headed by nobles. 12 However, rulers and governments were always unable to encroach incredibly on respectable force as they dreaded the quality of an insubordinate honorability and required the nobilitys backing to unite their own capacity. For instance, the English Parliament fizzled, in 1701, to pass enactment forbidding nobles from administering. 3 But the most strong danger to the respectability was without a doubt the politicization of the lower class and the ascent of the working class. Since the illumination, European culture had been observer to an ever-expanding, mainstream bunch who scrutinized the privileges of nobles to run the show. They were upheld by strict pioneers, the same number of began to proclaim nobles undeserving of their titles and ungodly14. Huge numbers of the proletariat, tired of being at the unwanted finish of the class framework, discovered this appealing and, drove by the white collar classes, endeavored to exploit the nobles division. This plainly occurred in France, where the contentions between the gentry, just as the monetary achievement of an incredibly huge middle class populace prompted the French Revolution, the aura of the nobility and French nobles leaving most of the 83 French legislative divisions. 15 But, somewhere else in Europe, while there were rebellions and defiance, the honorability were never dismissed. Despite the fact that there was, available, this course of distain16 existed among the honorability of the eighteenth century, there were various bringing together factors. Numerous nobles were introduced with the ideas of respectability and, perceiving every others participation fortified their own position. 17 This was additionally fortified by composing, for example, Montesquieus Spirit of Law (1748), which sketched out the nobilitys job in society18. Correspondingly, nobles were frequently hesitant to address different nobles authenticity, on the off chance that this incited these nobles or the working class to begin offering comparable conversation starters against them. The nobles in this period came to perceive the assembled idea of their preeminent economic wellbeing. They were certain that except if the lower classes were leveled out, they would intuitively rise and revolt. 19 Noble families were likewise united by marital coalitions. 20 because of primogeniture, second and third children were frequently incapable to discover a spouse of a similar social class, and in this way on the off chance that they propelled to wed inside the respectability, they needed to wed into a lower level. However, before the finish of the eighteenth century the qualifications between the honorable groups were diminishing, as the gatherings began to consolidate. A type of honorable trade was made as officials wanted to pick up land, while the landed respectability wanted to pick up office and legislative influence21. It was additionally getting progressively obvious to the old respectability that in the regularly extending economy, no longer would they be able to look down on the prudence of work. For them to endure they needed to begin partaking in a type of big business. 22 There is little uncertainty that the honorability of the eighteenth century were enormously debilitated by their inside divisions, prompting a more prominent centralisation of intensity and state control, yet incapacitated is too extraordinary a depiction. It is difficult to survey the qualities of the nobilities in most European nations, as just in France was the honorability appropriately tried, however the way that somewhere else the white collar classes and laborer masses where unfit to continue any national rebellions shows that the respectability was a long way from incapacitated. They had their divisions, yet they additionally had many binding together factors; the presence of mind of respectability and the benefits that honorability involved, were too incredible to even think about creating too lasting fragmenting. This was exacerbated as the century advanced and the honorable groupings got obscured, driving, when all is said in done, to a frictional yet hearty respectable class.

Successful Hiring Process - How to Win a Great Team and Not Just to Hire Employees

Successful Hiring Process - How to Win a Great Team and Not Just to Hire Employees © Shutterstock.com | Syda ProductionsThis article will take you through steps of the hiring process for gathering the ideal team. The first thing you need to keep in mind is that hiring is no walk in the park. It is often done in a rush when a new project comes up, or a new office opens but it is a very stressful and challenging process. To get the best employees to work for you, start by being a leader that everyone would want to work for. Hiring extraordinary people enables a leader to fix strategic direction and entrust incremental decisions to capable and smart team leaders.HIRING PROCESS STEPS TO WIN A GREAT TEAMStep 1: Spend a little while to think about your organization’s values, goals and visionBefore you get started with the hiring process, you need to devote some time to identifying and defining what your company’s vision, goals, and values are. Communicate the same to your hiring team. Following that, it is up to your hiring team to find candidates that match that v ision and those goals and values. The more the number of facets of a person’s personality that are in harmony with your company and your team, the better for you.Step 2: Identify positionsAfter step 1, you need to discuss with your co-founders the decision-making strategy to be followed within the startup. An example would be: you being the marketing whiz and your co-founder being the technical expert. This itself will help you figure out the foundation and structure of your startup. After that’s done, you have to decide on the necessary positions (project management, programming etc.) to create and fill so that your existing workforce is complete.Keep in mind that you have to prioritize the positions and get people with talents that your existing workforce doesn’t already have. If you don’t, the situation would be like hiring five account management executives without even having one project manager.A second point to keep in mind is that if you’re a startup, it may not be necessary to employ full-time employees at the very beginning. Hiring part-time or on a contract basis in the beginning and then shifting to full-time is an ideal strategy to take advantage of a complete skill set for your business. One suggestion to find part-timers is to go for an industry event or else, look for industry-leading blogs which could assist you in finding talented advisers (whether technical expert, industry celebrity, domain expert or personal coach).The benefits of keeping part-timers include them:being better focused,having a go-getter attitude because their employment with you is a second job, andbeing less of a hassle to let go.Some sources you can consider for prospective contract employees are eLance.com, oDesk.com, LinkedIn, Craigslist, Facebook and local newspapers.Step 3: Create a detailed job descriptionMake sure your job description is comprehensive, specific and lucid. Some general instructions for the same are given below:Be clear and detailed about th e day to day labor expectedProvide timelines and anticipated daily time requirements for each work segmentIncorporate video or audio clips or screenshots of what the hires are expected to doFurnish channels where the candidate can put forward questions and feedback pertaining to his duties and responsibilities as a new hireSecondly, before providing the job description, the manager heading the hiring project should think about:General information: This includes basic position and information about pay.Reason behind the position: This has to do with the unit’s role, the department’s role and/or the organizational role. It summarizes the position’s necessary functions and how they are essential with respect to administering, supporting, or handling the activities of the organizational unit, unit or department.Crucial functions: This involves delineation of the responsibilities and duties of a position.Minimum requirements: These are the criteria or qualifications that were deter mined beforehand and publicized with respect to potential candidates. They should be pertinent and relate to the responsibilities and duties of the job. Soft skills may be included here.Preferred qualifications: This comprises the experience and skill preferred along with the fundamental qualifications and may be utilized to reduce the pool of applicants. The expected knowledge, skills, competencies and abilities can delineate a more competent stage of performing the essential functions.Step 4: Come up with a hiring/recruitment planThe first thing you can do is consider whether anyone already working in your company would be suitable for a promotion to the vacant higher post. As far as possible, before posting them anywhere else, post the vacancies internally. This would have a positive impact on your current employees who would feel like their company recognizes and appreciates their capabilities, talents and accomplishments.For posting period, you can provide number of days, “co ntinuous recruitment” option or an “open until filled” option.Analyze and update your placement goals and come up with a recruitment strategy that would help you achieve those goals.Choose from various recruitment sources including advertisement on your website, internet job boards, job fairs, social media, print advertisement, resume banks and networking.By proactively interacting with passive candidates, you can “pipeline” them for future opportunities. Whenever you have to fill a position, taking advantage of pipelined talent will help you concentrate on the fit and quality of the candidate as key factors in your evaluation.Step 5: Advertising post and implementing recruitment planMake a sketch of the ad, with information about the position and chief qualifications required. There may be applicants who would pay no heed to these requirements but still respond. So, incorporating this information would assist you in restricting the number of unsuitable applicants.Publishi ng the job posting/advertisement in the media would give you the greatest likelihood of reaching your target potential candidates. No doubt, the internet is the main venue for publishing job openings. However, in the haste to post openings in this medium, don’t forget to take advantage of local newspapers and industry applications.Step 6: Check out the applicants and shortlistCandidates will start applying after they see the job posting. If a candidate sends in an application after the application period, he may not be viewable/given serious consideration by the search committee.It is acceptable to have a minimum of two committee members assess all applicants for specific recruitments where there are widespread applicant pools, to cut down the pool in the best possible manner. Alternatively, the HR department can carry out this role. Each committee member can furnish comments pertaining to each applicant’s credentials as they pertain to the minimum requirements the post calls fo r.It may be a good idea to carry out a phone screening to gather information such as salary requirements, availability, confirm minimum requirements and to find out whether the person can carry out shift duty (or satisfies any other special requirement). This is so that you need only shortlist those candidates who emerge successfully at this screening.Step 7: The Hiring Process InterviewThe interview is the most significant step in the process of choosing a candidate. It provides a chance for the employer and potential employee to confirm information provided by both, as well as get to know each other better.Proper preparation is essential for the success of the interview as this would provide an occasion to assess the competencies and skills of the candidate. Select a question or two from each minimally required competency and skill to come up with your interview questions. Evaluate the applicant’s resume or application and note down any issues you would have to follow-up on.Bef ore starting the interview, the committee should settle on things such as:the interview’s format,questions that should be posed to all applicants,weighting for each of the questions and order in which they will be asked,who will ask which question,the optimum date to join for the post, andother details that you may have to share with the candidate that were not mentioned in the position description.Questions for the interview should be of four types:behavioral,creative thinking,problem-solving, andfact-finding.Speaking of interviews, three types are discussed here:Panel interviews: The panel interview is an interview situation characterized by 2 or more interviewers interviewing the candidate. Typically, different kinds of people who carry out various kinds of business functions in the organization (such as managers, HR personnel, and supervisors) would interview the candidate.Virtual interviews:   The type of interviews is an alternative to an in-person interview and helps to sav e time and money.Critical incident interviews: The critical incident interview is a kind of interview that asks questions pertaining to particular past events as a foundation for recognizing a person’s capabilities. It involves cascading questions. So, you must begin by asking about an actual happening/situation and then delving further into it so as to get a picture of the person’s judgment, thought process and the way he copes with a situation such as that. For example: you can ask the candidate whether there was any time when he disagreed with his superior on a specific area of a project, and then proceed to ask what he did about it, how he made that decision, did he think he made the right decision, and the outcome.When you interview, watch for non-verbal cues that can tell you something about the candidate’s personality. Also, as you interview, your opinions about including or excluding certain requirements may change. If necessary, make the change. It is possible that so me of the candidates you thought unfit before may now be ideal as per your change in requirements. You can also conduct skill tests appropriate to the specific position.Look for someone that:complements the team (in experience and/or qualifications) and is not a duplicate of any member;doesn’t mind a low initial pay;has a recommendation to support him (you know him, or someone else knows him);loves your product;is a match for your company’s values and goals;has a great personality (includes having a positive attitude, being a people person and a go-getter and motivated) and not just skills.Step 8: Do background and reference checksIf you don’t already know the person, make sure to carry out background and reference checks. These are essential to gain information pertaining to a candidate’s work performance and behavior from previous employers and that would have a bearing on your decision, irrespective of their knowledge, abilities and skills. Past performance is undeniably a wonderful indicator of future success. So, it would be wise if you get references from previous and current supervisors who can converse with the candidate with respect to his job performance. A recruitment mistake is expensive in terms of time, money and energy. Reference checks should be carried out after short listing and before making an offer.Step 9: Make the choiceGive preference to the strongest candidates, discarding the weakest and even medium ones as far as possible. The strongest candidate is, of course, the one who best matches the updated job and character requirements for the vacancy (ies).You can consider having a trial period for new hires. So, supposing the trailing period is 30 days, and the hire doesn’t meet your expectations, you can send him off within the two week period.Step 10: Making the offerInitiationThe offer should be reviewed and approved by the person in charge (organizational HR coordinator or other personnel) before offering the position verbally .NegotiationWhenever you can, let the first offer be the best offer as this shows proper internal equity and market practices and makes the applicant have faith in you. In the course of making the offer, discuss salary and the whole compensation package such as retirement benefits and paid time off. Present a picture of enthusiasm and excitement at his joining the team as you make the offer.CounteringEven if your offer is ideal, the applicant may decline, and the reasons may be beyond your control. If however, the reason for declining pertains to salary, consider making a new offer that is within suitable guidelines for the department and role. With respect to paying, remember that if you have the ideal candidate in your hands, it is worth offering a pay that’s better than what any of your competitors currently or would offer. A good pay is not only necessary to attract great talent but to retain it as well.Step 11: ConfirmationFollowing acceptance of the offer, the designee or Co mmittee Chair makes the same known to the Departmental HR Coordinator and asks him to send the offer letter. The Coordinator prepares and sends it and makes certain whether the offer has been accepted in writing or not. Individuals not selected are contacted by letter or phone. Contacting by way of phone should be documented.Step 12: A Note on the Post-Hire PeriodAfter hiring, you can need to do the onboarding. Also, carry out some post-hire assessment. This would include incorporating strategies for training, promotion, and development of the hire’s career. Your team would appreciate these incentives. Start by giving the hire small projects and as he makes progress, move him to bigger projects.A combination of great hires makes a great team that in turn paves the way for enduring business success. So don’t compromise at any step; you’ll be grateful you didn’t.

The Problem Of Teenage Pregnancy - 1894 Words

Introduction Billions of dollars are spent annually to address consequences facing teens that are sexually active (Carlson Tanner 2006). Yet forty percent of all women will become pregnant before the age of twenty and only half of them will actually deliver the baby (Kirby 2007). Out of that 20%, 82% of those pregnancies were unintended (Kirby 2007). Teenaged parents are more likely to drop out of high school, will not go to college, and the mother more than likely becomes a single parent (Kirby 2007). Children who are born to teenage parents are more likely to have a less supportive and less stimulating home environment, lower cognitive development, behavioral problems, and will most likely have a child when they are a teenager (Kirby 2007). Though there are some exceptions, this becomes a never ending cycle for these teenagers from generation to generation. Most people begin to have sex in their teenaged years (Carlson Tanner 2006). Out of all industrialized nations, the United States has the highest teenage pregnancy and birth rate (Gibson 2010). Educating youth about sex is very essential to not only preventing STDs, STIs, and HIV but also in preventing unwanted teenage pregnancies (Gibson 2010). Many teenagers are engaging in sexual activity beginning as early as 6th grade (Somers Surmann 2005). Many teenagers do not carefully or consistently use a contraceptive which increases their chances of becoming pregnant (Kirby 2007). Have we failed our youth by notShow MoreRelatedThe Problem Of Teenage Pregnancy1720 Words   |  7 Pages Like Amy and Loeber (2009), when it comes to the ecological paradigm of teenage pregnancy, Corcoran, Franklin, and Bennett (2000) also believe one’s socioeconomic status is a huge factor that contributes to this problem. A person’s socioeconomic status a lot of times determines â€Å"education, expanded family size, single-parent household structure, and lessened resources in terms of employment and income.† These three authors claim that educational performance and goals â€Å"dictate the potential costsRead MoreThe Problem Of Teenage Pregnancy Essay2119 Words   |  9 PagesStatement of the Problem Most people say that your teenage years are supposed to be the best years of your life; Finding your place in this world, mostly carefree (with the exceptions of homework and parents), and most of all, having the least amount of responsibilities you will have before you reach adulthood. Sadly, some teens do not get to live this luxury. Many girls in this generation become mothers while they are still considered children. There are approximately 1.3 million homeless teensRead MoreThe Social Problem With Teenage Pregnancy1358 Words   |  6 PagesThe social problem with teenage pregnancy is one to be aware of. Throughout the years we have seen the numbers all across the spectrum. This being, the number of pregnant teenage girls has decreased in recent years, but on the other hand, has also been pretty high ten to twenty years ago. According to the CDC (Center for Disease Control), â€Å"In 2013, a total of 273,105 babies were born to women ages 15-19 years, for a live birth rate of 26.5 per 1,000 women in this age group. This is a record low forRead MoreTeenage Pregnancy : A Serious Problem1690 Words   |  7 PagesTeenage pregnancy is widely viewed in our society as a serious problem. According to Pregnant Teen Help, over 750,000 teenagers will get pregnant each year. This is a statistic that has lowered in numbers since the 1990’s mainly due to more teen pregnancy prevention programs in schools and contraceptive availability(). The United States has the highest teen pregnancy rate than any other industrialized country in the world. About a third of these teens abort their pregnancies, 14 percent suffer aRead MoreTeenage Pregnancy Is Becoming A Problem921 Words   |  4 PagesEarly pregnancy is becoming more of a problem every year. More and more teenagers are becoming pregnant and becoming young mothers. There are many reasons on why this is such a problem. For instance, young mothers drop out of high school, their bodies are not mature enough, not as financially stable as they should be, and many other reasons. In the periodal How to Stop Teen Pregnancies, it states â€Å"When teenage girls have babies, they are in danger. They more likely will suffer serious health problemsRead MoreTeenage Pregnancy Is A Growing Problem1782 Words   |  8 PagesIntroduction Teenage pregnancy is a growing problem today even though statistically over the history it has improved the U.S. still has the highest teen pregnancy rate. These issues have a spiraling effect with the teenage parents or the mother. Financial, academic, and childcare for a teenage parent can be stressful and demanding more so with a teenager. Not only will the child of the teenager be affected but the parent and the community will have adverse effect. Thesis Even though with properRead MoreThe Social Problem Of Teenage Pregnancy929 Words   |  4 Pagespositive. Occasionally, â€Å"average age† parents are not sufficiently prepared to deal with parenthood, thus a teenager is greatly less prepared. Therefore, teenage pregnancy has become a major social problem which fundaments should be understood in order to provide a solution to it. In order to understand a social problem such as teenage pregnancy, it is important to look firstly at its causes. In the first place, parents are of immense importance regarding a child’s development because they are theRead MoreTeenage Pregnancy And Parenthood As A Social Problem1466 Words   |  6 PagesTeenage pregnancy and parenthood as a social problem Question – To what extent should we regard the efforts of recent governments to reduce teenage pregnancy and early parenthood as successful? * Source 1 Williams-Wheeler, D. (2004). The unplanned pregnancy book for teens and college students, Virginia Beach, VA: Sparkledoll Productions. The information gathered from this source is definitely devoted to the topic of teenage pregnancy because it is a helpful guide to those handling unplanned pregnanciesRead MorePublic Health Problem Of Teenage Pregnancy2260 Words   |  10 PagesPublic Health Problem Teenage pregnancy has been a common public health problem in society, particularly in America. When an individual hears that 15 year old girl is pregnant, people perceive it as a negative connotation. The average age to have a child today is 28 years old (Jewkes, Morrell, Christofides, 2009).   Adolescent pregnancies are preventable, but are still bound to happen today and in the future (Langille, 2007). This is a problem is society due to teenagers not being able to supportRead MoreTeenage Pregnancy : Society s Biggest Problem1503 Words   |  7 Pages Teenage Pregnancy Teenage Pregnancy is society s biggest problem, there are so many ways to prevent it, also many advices from people and many decisions a teen parent must make in life. It is today s biggest issue because it affects teen parent s future in many results. The three most important things that it affects is education, financial problems, and being a teenage parent. Those three important things are key to each other in order to succeed in life. Teenage Parents are most

The Marines as a Career - 968 Words

There are many career fields available to young adults in the United States of America, some of which include the military. The Marines is a great career field because people can apply themselves in a structured environment gaining self respect along with learning skills that will help them later in life. Specifically, the Marines are a proud organization that celebrates their history, uniforms, as well as their principals and values. The Marines were established on November 10, 1775 when the Continental Congress met to create two battalions of Marines to fight on sea and shore. Samuel Nicholas, a military man of Philadelphia, was appointed captain of the Marines on the November 28, 1775 and established the first recruiting headquarters at Tun’s Tavern, Philadelphia. Every year, the Marine Corps marks November 10 with a celebration of the brave spirit which compelled these men and thousands since to defend our country as United States Marines. Serving on land and sea, the Marines distinguished themselves as a military branch through several important operations throughout the Revolutionary War. Captain Samuel Nichols lead the first landing, successfully capturing New Providence Island in the Bahamas, which was British territory, in March 1776. After American Independence in 1783, the Marines were disbanded, as well as the Navy at the time. However, a decade later, increasing conflict in the seas with Revolutionary France caused the United States to reform the Navy andShow MoreRelatedJaconsen 1. Sarah Hartman . Mrs. Jacobsen. English 11.999 Words   |  4 PagesEarth Marine Biology is a fascinating field to learn about, but to make a career in it you should consider three things: the job itself, requirements, and why you may be interested in this career. Many of these Questions can be answered by simply studying the career further and talking to a person who has a Marine biology vocation. 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Premartial Sex Free Essays

This paper will include my research on premarital sex. For many years, premarital sex has been seen as a type of deviant behavior; but like many other concepts, deviant behavior can be define in many ways. This research will include a clear definition of deviant behavior and its relationship with premarital sex. We will write a custom essay sample on Premartial Sex or any similar topic only for you Order Now Deviant Behavior Defined According to the Sociology Index, deviance is nonconformity to social norms. However, often deviance is simply conformity to the norms or standards of a subgroup or subculture rather than those of the dominant culture. Deviance is not inherent in any behavior or attitude but rather is a result of human interaction in particular normative situations. Deviant behavior usually evokes formal and informal punishment, restrictions, or other controls of society. These formal and informal controls constrain most people to conform to social norms. Despite the social sanctioning and controlling, however, we sometimes observe deviant behavior around us, with premarital sex being one. (Sociology Index). What is Premarital Sex? Premarital sex is often referred to as fornication, meaning voluntary sexual intercourse between two unmarried persons or two persons not married to each other; according the Webster dictionary. Fornication can also be found in the bible and is considered a major sin. Premarital Sex in America â€Å"Almost all Americans have sex before marrying, according to premarital sex research that shows such behavior is the norm in the U. S. and has been for the past 50 years. The new study shows that by age 20, 75% of Americans have had premarital sex. That number rises to 95% by age 44. Even among those who abstained from sex until 20 or beyond, 81% have had premarital sex by 44, the survey shows. Researchers say the findings question the feasibility of federally funded abstinence-only education programs. â€Å"Premarital sex is normal behavior for the vast majority of Americans, and has been for decades,† says researcher Lawrence Finer, director of domestic research at the Guttmacher Institute, in a news release. The data clearly show that the majority of older teens and adults have already had sex before marriage, which calls into question the federal government’s funding of abstinence-only-until-marriage programs for 12–29-year-olds. â€Å"It would be more effective to provide young people with the skills and information they need to be safe once they become sexually active which nearly everyone eventually will,† says Finer . In the study, published in Public Health Reports, researchers analyzed data from four cycles of the National Survey of Family Growth from 1982 to 2002, which included information on sexual and marital behaviors. The results showed that the vast majority of Americans have sex before marrying. For example, the 2002 survey showed: By age 20, 77% of men and women had had sex, including 75% who had had premarital sex. By age 44, 95% of men and women had had premarital sex; 97% of those who had ever had sex had had premarital sex. Among those who had abstained from sex until at least age 20, 81% had had premarital sex by age 44. Despite public opinion that premarital sex is much more common now than in the past, researchers say the number of Americans having premarital sex has not changed much since the 1940s. Among women who turned 15 between 1964 and 1993, 91% had had premarital sex before age 30, compared with 82% of women who turned 15 between 1954 and 1963. In addition, nearly nine out of 10 women who turned 15 between 1954 and 1963 had had unmarried sex by age 44. Researchers say that though the likelihood that Americans will have sex before marriage hasn’t changed significantly since the 1950s, people are now waiting longer to get married. So they are sexually active and unmarried for longer than in the past (WebMD). † In Janet Smith’s article about Premarital Sex, she states; â€Å"The evidence is overwhelming that children raised in households headed by a single parent are much more prone to sexual abuse, drug abuse, crime, and divorce, for instance. Their health is poorer; their academic achievement is poorer; their economic well-being is less than that of children who are raised in two-parent households. In every way, children raised in single parent households seem to have a few strikes against them as they forge their way through life. (I do not want to suggest, of course, that all children raised in single parenthood households are doomed. I simply want to report that Catholic Church teaching, the teaching of most religions, sociological research, and perhaps common sense are at one in recognizing that children fare better when raised in a household with two parents. The number of single-parenthood households has risen dramatically, due, of course, largely to unwed pregnancy and divorce† ( Catholic Education Resource Center). Also stated in this article by Janet Smith, â€Å"The dimensions of the problem of unwed pregnancy are very serious, indeed. In the early nineteen sixties, some 3% of white babies were born out o f wedlock, some 22% of black babies and as a whole, 6% of the babies born in the United States were born to unwed parents. Now some 22% of white babies, 68% of black babies and as an aggregate in the United States some 31% of babies are born to unwed parents. One out of four to one out of three pregnancies in the United States are ended through abortion, the vast majority performed on unmarried women. Nearly every one of these births and abortions represent a failed relationship, a relationship that was not committed to the caring for any children that may be conceived through the relationship† ( Catholic Education Resource Center). How to cite Premartial Sex, Papers

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Burnes (1992) expressed that ‘change management is not a distinct discipline but rather, the theory and practice of change management draws on a number of social science disciplines and traditions’ (Kitchen Daly, 2002). It is also defined as ‘the process of continually renewing an organization’s direction, structure, and capabilities to serve the ever-changing needs of external and internal customers’ (Moran Brightman, 2000). A clear definition of change or change management / organisational is still lacking despite numerous definitions by authors (Struckman Yammarino, 2003). The purpose of this paper is to explore change leaders’ skills/abilities required in implementing change in various context or change management approach. In doing so, the nature of change encompassing the drivers, critical success factors (CSF), dilemmas of change and types of change is discussed to achieve a better understanding organisational change. The drive for change follows the cause-effect path set in Figure 1. The transformation needs attention to both the external and internal drivers of change (Anderson Anderson, 2010). The Burke-Litwin model (Appendix 2) ranks them in terms of importance. The model argues that all of the factors are integrated and interdependent which generally most authors agree to (Kitchen Daly, 2002). However, there are authors claiming that technology, government and globalisation, competitionand corporate sustainability to be drivers for change (MGT8033, 2012). Based on the infinite arguments, it can be construed that state that the drivers of change are too many too list (Jick Peiperl, 2011). Figure 1: The Drivers of Change Model (Anderson Anderson, 2010) An organisation’s ability to survive the transformation is greatly influenced by its CSFs. However, contradicting findings of the MIT study (Berger et al. , 1989) and Samson’s (1999) fourteen guiding principles (MGT 8033, 2012) is sighted. Researchers also identified communication, employees’ perception of the organisation’s ability to deal with change, planning and analysis and assessment as success factors (Chrusciel Field, 2006). Soft success factors (innovativeness, creativity and intuition) build on the existing platform of hard success factors (quantity, diligence and productivity) and soft success factors are becoming competitive advantage (Bertoncelj et. l, 2009). Figure 2 lists the necessary conditions for a successful change based on a survey conducted in UK (McGreevy, 2009). Sound pre-planning Objectives of the change process aligned with organisational objectives Commitment from the top of the organisation to ensure that resources were available to manage the change effectively Commutations – explaining why the change was necessary Participation Applied project management Taking a measured approach to the roll out of the change programme Progress monitoring of results using the balanced scorecard Figure 2: Conditions for successful change (Source: McGreevy, 2009) Organisation should also analyse the ‘hard’ and ‘soft’ interventions of change as shown in Appendix 3 to ensure effective change programmes. Five dilemmas of change that have characterised decision about organisational change, viz. adaptive or rational strategy development, cultural or structural change, continuous improvement or radical transformation, empowerment or leadership and command and economic or social goals was identified (Stace Dunphy, 2001). To handle such dilemmas, the scale of change model (Appendix 4), which uses the influence of culture and power was created by Stace and Dunply. The model also suggests there is no particular way of implementing change that will work in all situations (MGT8033, 2012). Organisation structure can vary along a number of dimensions in the form of bureaucratic, functional, matrix or network structure. The choice of structure is influenced by an organisation’s strategy, its size and the technology used. As an organisation changes its strategy to respond to PEST factors in its external environment, so should its structure change to maintain the strategy-structure relationship (Senior, 2002). To allow organisational survival, organisations tend to favour flatter and more flexible ways of working compared to hierarchical organisational forms and bureaucratic control systems which can be a hindrance to change (Collier Esteban, 2000). The drivers of change are the primary determining factor of the type of change an organisation is to lead – developmental, transitional or transformational, presented in Appendix 5 (Dick Peiperl, 2011). Development change is an improvement in an organisation’s existing way of operating to ensure efficient business (Anderson Anderson, 2010) It happens when firms continually scan their internal and external environments while avoiding radical, infrequent scale change (Gilley et. al 2009) to increase competitive advantage. Transitional change occurs when a problem is recognised in the current reality that needs to be solved with a new way of operating (Anderson Anderson, 2010) which represents small, gradual even incremental changes in people, policies, procedures, technology, culture or structure (Gilley et. l 2009). The most widespread type of change occurring in today’s corporate world is transformation change which happens when the organisation identifies that is existing was of operating cannot meet market demands. This calls for content changes that are far more radical (Anderson Anderson, 2010). Successful transformational changes have been positively linked to increased competitiveness, although extreme and sometimes revolutionary (Gilley et. al, 2009). ‘It is represented by a radical conceptualization of the organisation’s mission, culture and CSFs, form leadership and the like’ (Dick Peiperl, 2011). Cooper and Arygris (1998) claim organisational change can ‘take many forms it can be planned or unplanned, incremental or radical, and recurrent or unprecedented’. Continuous change assumes gradual shifts whereas discontinuous change is much more dramatic which changes the nature of whole industries and economies (Kitchen Daly, 2002). Radical change normally happens after a prolonged performance decline or major environmental change (Beugelsdijk et. al. , 2002). This type of change involves processes, technologies or knowledge that require new ways of operating for the adaptation to be successful (Street Gallupe, 2009). It suggests the use of authoritative power to force change in a rapid way to address organisational and environmental fit or intra organisational fit (MGT8033, 2012). Figure 3: Radical or revolutionary change (Source: MGT8033, 2012) Incremental change is a process whereby individual parts of an organisation deal incrementally and separately with one problem and one goal at a time by responding to internal and external environments. However, incremental change limits the need of fast or fundamental change when required and Burnes (2000) identifies that it can lead to a slow death. While some writers deem that this approach is relatively unimportant, others identify that it can be part of an overall plan to transform an organisation (MGT8033, 2012). Evidences are clear that Japanese companies have an enviable track of achieving fierce competitiveness through pursuing this approach. It avoids both stagnation of doing little or nothing (Burnes, 2004). Figure 4: Incremental change (Source: MGT8033, 2012) The punctuated equilibrium model (Figure 5) suggests that change is discontinuous. It is argued that, with a few exceptions, most organisations experience change as a pattern of punctuated equilibrium. Contrary to opinion cited in Burnes (2000) which suggested that this model of change has been rejected due to lack of empirical support (MGT 8033, 2012), numerous case histories offer support for this model (Hayes, 2010). Tushman and Romanelli (1985) proposed an interaction between radical and incremental change, making use of this model, conducting a case study on Heineken, Inc. and concluded that organisational change process that consists of initial radical change was succeeded by incremental change (Beugelsdijk et. al. , 2002). Figure 5: Punctuated equilibrium model of change (Source: MGT8033, 2012) Proponents argue that continuous transformational change model (Figure 6) is vital for organisational survival and they must develop the ability to transform themselves continuously in a fundamental manner. This is particularly the case in fast-moving industry sectorssuch as Intel, Wal-Mart, 3M, Hewlett-Packard and Gillette where the ability to change rapidly and continuously. Continuous transformation to be able to keep aligned with the constant, rapid, radical and unpredictable changing environments in which organisations operate is the rationale for this model (Brown Eisenhardt, 1997). Figure 6: Transformational change model (Source: MGT8033, 2012) Appendix 6 illustrates a framework of an organisational change which allows approaches to change to be matched to environmental conditions and organisational constraints (Burnes, 2004). Armenakis and Bedeain (1999) identified three factors common to all change efforts – content, contextual and process issues (Walker et. al. , 2007) The change models previously examined suggests and relates to the need to review associated leader skills (Gilley et al. , 2009). In Saka (2003), Buchanan and Badham (1999) define change agent as a manager who seeks ‘to reconfigure an organisation’s roles, responsibilities, structures, outputs, processes, systems, technology or other resources’. Burnes (2004) defines change agents as ‘the people responsible for directing, organising and facilitating change in organisations’. Pettigrew and Whipp (1991) describe change agents as ‘individuals operating at various levels and holding differing ranks within an organization, ensuring that there is both operational and strategic change capacity’ (Massey Williams, 2006). Evidences suggest interpersonal skills drawn on leaders’ abilities to motivate, communicate and build teams will increase leaders’ success with change. Organisational leaders strongly influence the work environment via constant interpersonal interactions. Motivating employees, communicating effectively, and creating environments in which team thrive are each positively and significantly associated with effectively leading change. Kark and VanDijk’s (2007) find that a leader’s ability to create a work environment that enhances employee motivation proves critical. Similarly, Luecke (2003) claims that effective communications are necessary to cultivate and used as an effective tool for motivating employees involved in change. LaFasto and Larson (2001) also stated that building teams requires leaders with good communication and motivation skills. It is clear that motivation, communication and teambuilding skills are interrelated and complementary. Hence, deployment of such interpersonal skills to fully engage employees and cultivate and lead a successful change is important. Leaders’ deliberate and disciplined actions, grounded in a solid base of interpersonal skills, enable effective change (Gilley et al, 2009). Gilsdorf (1998) claims that many mistakes in change management programmes is associated with communication breakdown. According to Hargie and Tourish (1993), the quality of communication between the people who make up an organisation is ‘a crucial variable determining organisational success’. Kotter claims that clear communication to employees is critical to the successful management of change. Communication is regarded as key issue in the successful implementation of change programmes (Kitchen Daly, 2002). As constant communication and motivation is required to engage employees throughout the various context and change phases, the need to use these skills must be also constant throughout to achieve effective change programmes. Change can trigger a wide range of positive and negative responses and poses significant challenges both to those who implement and those are affected by the change. Evidences shows that employees tend to resist organisational change in general. Literatures propose that a change leader with high emotional intelligence will promote the use of constructive conflict resolution skills and strategies and lessen the possibility of destructive conflict strategies. Goleman (1998) suggested that individuals with high emotional intelligence will have superior conflict resolution skills, though this statement has not been supported with research (Jordan Troth, 2002). Resolving conflict skills is needed most during a radical/revolution change, the initial staff of a punctuated equilibrium change approach and continuous transformational change due to the rapid and unpredictable manner of change management and the possibility of experience high resistance amongst employees. Research has shown that visionary leadership positively affects business outcomes and follower perceptions of leadership effectiveness. Given convincing empirical support for the impact of visionary leadership on positive organisational outcomes, scholars claim that interpersonal skills and competencies are necessary for demonstrating visionary leadership behaviors. Recently, Bass (2002) noted that several aspects of emotional intelligence are critical for transformational leaders who score highly on visionary leadership and individualised consideration. Effective visionary leadership requires leaders to provide a clear and compelling sense of direction which is important in times of rapid change for organisations. However, not all situations where this kind of leadership is needed are identical. Michael Dell and Bill Gates are two examples of men who saw a reality different from others in the computer business. Visionary skills involves mentally modelling performance, focusing on the positive – sometimes incremental – steps necessary to achieve acceptable results considering the capabilities and constraints of oneself and the organisation (Gilley, 2005). Visionary skill is most needed during a continuous transformation change and incremental change. Organisations need to be equipped to reengineer their strategic priorities at speed which leads to re-evaluating the quality and effectiveness of their decision-making processes when confronted with exceptional instability in current business context. The key to success in doing this is predictive analysis – using quantitative methods to derive actionable insights and outcomes from data which brings about the need for a change leader to be analytical and able to diagnose in drawing conclusions and making decisions. Analytical leaders in Google, Tesco Best Buy and Caesars Entertainment Corp. are realising powerful benefits of being able to predict market trends, identify customer behaviours and pinpoint workforce staffing requirements (Gilley, 2005). However, an executive vice president for a large health insurer in Pennsylvania states recognises that analytical capabilities on its own do not help to create competitive advantage (Harris Craig, 2011). Strategy shapes an organisation’s long term direction and actions, including changes required to achieve planned results. Leaders with strategic thinking skills hold a global ‘big picture’ perspective of an organisation could with an understanding of the interrelatedness of its numerous parts. A strategic approach to change appreciated that change creates change, causes a ripple effect, and may yield solutions that are tomorrow’s problems which change leaders need to anticipate and plan for (Gilley, 2005). The decision to radically change the distribution system in Heineken by Freddy Heineken can be seen as a controlled form of organisational change. This coincides with the view on organisational change that can be labelled ‘rational adaptation theory’. According to this view, organisational change is the result of a designed change in strategy of individuals in an organisation in response to environmental changes, threats and opportunities. The anticipation of future developments in the beer market made Heineken’s CEO decide to change the distribution system radically (Beugelsdijk et. al. , 2002). Traditional models of growth have often emphasised maximising revenue generation through increased capital expenditures. However, there is a trend towards achieving organisational growth by exploiting the understanding of the relationships between an organisation and its environment in order to solve problems and revamp itself. Organisational development (OD) is the new way through which organisations can continuously improve on their activities and increase their long term prospects which organisations develop by adopting a series of planned intervention strategies that aim to enhance the effectiveness of the organisations (Mulili Wong, 2011). Schein (1988) stated that organisations have continually to achieve ‘external adaptation and internal integration’ (Senior, 2002). Recognising and understanding leadership and management functions itself does not guarantee success – a variety of skills, ability, knowledge and aptitude are needed to implement change well. The specific knowledge, skills and competencies within each broad category are by no means mutually exclusive to each dimension – they often overlap. Successful change leaders must be able to make sense of change contexts and deploy knowledge and core competencies appropriately. No two change scenarios are exactly the same; hence, the requisite combination of one’s skills and competencies are unique to each situation (Gilley, 2005). It can be concluded that a change leader is required to exercise all the skills in various change approaches / context, discussed earlier in this paper. However, the degree of skill required may vary depending on the phases of change – an example is illustrated in Appendix 1 (Part B).