Women Are Becoming A Growing Epidemic Of The Prison System

Women are becoming a growing epidemic in the prison system even since the early nineteenth century. There has always been a lack of urgency and care for women that are pregnant behind bars. Women were still to do hard labor regardless of their certain circumstance. Pregnant women receive no consideration, lack of medical assistance, and are still in shackles are watched under by the prison guards while spending the little time that they have with their children after birth. There should be a change in the way the system treats pregnant women because they are not just hurting the mother but the child as well and they basically are the reason why most of the babies die because of the lack of care and medication. Although they have committed a crime pregnant women they should still have rights as parents. Such as not being shackled during childbirth which means they are still being punished in this joyous moment in their lives. Many if not all prisons are putting these women in shackles if not keeping them in handcuffs as they are in labor and delivering the baby which is completely unfair. Even if that were the case I’m sure they are guarded by at least three or four men. In California, state law formally provides that â€Å"at no time shall a woman who is in labor be shackled by the wrists, ankles, or both including during transport to a hospital, during delivery, and while in recovery after giving birth . . . .† (Ocen) These women are already experiencing pain and are not able toShow MoreRelatedThe, Deloria, Collins, And Mcclintock1712 Words   |  7 Pagesaims to disprove the myth that prisons are built by crime by focusing on the growth of California’s state prison system since 1982 and the accompanying grassroots opposition. Prisons are thought to stop crime through retribution, deterrence, rehabilitation, and incapacitation. 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The Importance of Employee Engagement Free Essays

string(114) " a critical factor that should be considered; it is how people adapt and react to change that makes a difference\." Change is a constant in today? s modern business activity. As Harvard Business School Professor John Kotter wrote in Fujitsu? s `Fit for Change? report, â€Å"the current rate of change within businesses is faster than the rate at which organisations are improving†¦many organisations just can’t keep up with the speed of change. † (www. We will write a custom essay sample on The Importance of Employee Engagement or any similar topic only for you Order Now theinformationdaily. com, 2012). This more and more complex and competitive environment inflicts a greater pressure on the employees; given that the employees are the heart of organisations not approaching them appropriately is one of the main reasons of corporate failure (Argenti, 2009). Although there is not a lot of research done in this field as it is a relatively new concept (Saks, 2006), understanding the importance of employee engagement and implementing a well-developed internal communications plan is crucial for success, especially during change (Dolphin, 1999). The organisation should be guided by experts through all this complexity if it wants to overcome all the tension that originates from the dynamics of change and survive. THE IMPORTANCE OF EMPLOYEE ENGAGEMENT Many authors claim that an organisation? accomplishments, financial performance and employee outcomes may be predicted by the levels of employee engagement. However, it is surprising that even if it is a logical assumption, it appears that employee engagement is waning and that disengagement among the majority of today? s workforce is costing huge amounts of money to organisations in productivity loss (Saks, 2006). At present, workers are well educated, have greater expectations than those of past generations, and aspire to have a better understanding of the company they work for (Argenti, 2009). According to Argenti (2009), most companies? senior managers exclude lower-level employees from taking part in most decision-making. According to Dolphin (1999), employee communication is too often conducted by in-experienced and junior personnel. Therefore, it could be said that organisations do acknowledge the importance of employee engagement to some degree but are not following an appropriate and effective two-way communication strategy that will engage their staff. ORDER AND CHANGE Every organisation has a culture and identity of its own and these should be consistent, coherent, and clear. When an organisation suffers a big change, it might have the need to acquire a new identity and/or alter or even create a whole new corporate culture (Dolphin, 1999); to be able to direct this change effectively, there must be a well-defined vision. Most of the definitions of vision in this context make reference to an ideal or a future to which the organisational change should lead to (Palmer, Dunfard ; Akin, 2006). Without a firm vision and effective internal communications, the â€Å"changes introduced by managers may seem arbitrary and unneeded†¦ vision helps to motivate staff in working towards the change and engaging in what may appear to be daunting or risky actions† (For Kanter et al. , as cited in Palmer et al. , 2006, p. 245). Sutton and Khan (1986 as cited in Jimmieson et al. , 2004, p. 12) argue that when a deep change is about to happen, workers â€Å"go through a process of sense-making in which they need information to help them establish a sense of prediction and understanding of the situation†. Palmer, Dunfard and Akin (2006) insist in the importance of having their employees well informed about the situation and about what is expected from them, To the extent that the strategic intent is not complemented by clarity as to expected actions, the chances increase employees will fail to convert a change initiative into supporting action at their level of organisation. The Key point here is that the lack of supporting action is not due to overt resistance or even apathy; it is due to the lack of clear understanding of what such supportive action would â€Å"look like. (Palmer et al. , 2006, p. 149) Organisations must therefore aim to achieve a balance between order and change. For instance, they can only operate efficiently if members execute their roles consistently, perform everyday operations, and uphold ordered structures, but they also need to stay open and agile enough to react to and anticipate the fluctuating stresses of today? s changing commercial environment. (Jacobs , 2004, p. 382). Carl Weick (1979, as cited in Jacobs, 2004, p. 82) highlights in his relational perspective the role of communication when dealing with the tension that arouses between these two elements and suggests that organisations are in essence the outcome of communication collaborations. Lewin? s Three Stage Model of Change (Carnall,2007, p. 70) can be used to help the organisation better understand this process. It consists of three stages: 1. Unfreezing. It is related to cultural change. Identifying both present behaviours and required behaviours necessary to achieve the organisation? s mission and common goals and analysing the differences, with the participation of the company? s members, is the first step of â€Å"unfreezing† actual change. 2. Changing/Moving. Identifying the procedures and changes in the structure that will enable the execution of the new behaviours and the implementation and examination of accomplishments. 3. Refreezing. Instilling the new behaviours, attitudes, and values in the group. This is usually done by rewarding new behaviours, carrying out policies, implementing an effective communication, and educating members in order to support the new culture and behavioural principles; commitment to change is attained in this stage. However, as organisations and their environments are ever more uncertain and dynamic, many changes may occur at once and when one area is refreezing another might be unfreezing or moving. This has led Clark and Clegg to believe that `successful management in the future must be based on intelligence and creativity and the capacity to question and learn? â€Å"executives must learn how to combine continual change with the ability to sustain `business as usual? † (1998, as cited in Carnall, 2007, p. 78-79). An organisation is dynamic, it is persistently reinventing itself, and therefore must be monitored constantly. THE RISKS OF CHANGE AND THE IMPORTANCE OF ORGANISATIONAL SUPPORT A possible reason for failure could be that organisations simply do not dedicate enough time or attention to understand the psychology of change. Employees? xperience is a critical factor that should be considered; it is how people adapt and react to change that makes a difference. You read "The Importance of Employee Engagement" in category "Papers" Firstly, changes in an organisation are not linear by nature and thus uncertainty is the most common psychological condition that emerges as a result (Callan et al. , 2004); â€Å"much of what we refer to as resistance to change? is really ‘resistance to uncertainty’ meaning that the resistance originates from the process of dealing and handling change, not from the change itself (Carnall, 2007, p. 3). Secondly, Palmer, Dunfard and Akin (2006) argue that people? perceptions of how they believe that change will affect their personal interests will influence their readiness for it. People have a tendency to support changes that do not seem threatening to their interests and resist those that appear to be harmful. (Palmer et al. , 2006, p. 149). Managers should understand the potential risks of letting employees face changes on their own without a consistent support on behalf of the organisation. Doubt and uncertainty should be dissipated and substituted by safety, and mutual interests should be addressed to avoid feelings of threat. According to Argenti (2009) effective internal communications not only requires facilitating employees with relevant and sincere information but it should also reinforce their belief that they are significant assets to the company and that subsequently their matters are too. Listening to them and allowing their participation in conversations regarding organisational change will keep them â€Å"excited about their work, connected to the company? s vision, and in a position to further goals of the organisation† (Argenti, 2009, p. 84). An example that describes poor attention to how stakeholders react to change (whether they are predisposed to welcome it or reject it from the beginning) is Kodak? s announcement of its reduction in workforce to its staff, and of its dividend cut to its investors. They ignored the importance of setting an adequate strategy to promote a positive response prior to change and this basically resulted in resistance to change from both groups which led t he merger with Compaq Computers a failure (Palmer et al. , 2006, p. 1) REASSURING EFFECTIVENESS IN COMMUNICATION Before any action is taken, the organisation must have a sense of the present effectiveness of its internal communications. Argenti (2009) reveals that an excellent way to measure the effectiveness of its actions is by executing communication audits and systematic temperature checks to discover the employees? attitudes towards the organisation itself, their opinion about the quality of the communications they are getting, and whether the messages are being understood. Once this is done, an internal communication framework can be implemented to work on solutions to any communication deficiencies and satisfy those requests. The Strategic Employee Communication Model and Best-practice Definitions (Appendix A) can be used in a change programme as â€Å"benchmarks against which to measure a company? s employee communication strengths and weaknesses as well as a model of effective change†. According to Barrett (2004), both the model and its different elements were inspired by research done in numerous Fortune 500 companies on what actually works in employee communication. The best companies integrated many of these definitions in their practice scheme. This model links all principal factors involved in employee communication between them and to the company? s manoeuvres and strategy; it analytically breaks down communication into distinguishable and manageable portions and illustrates how interconnected and inter-reliant each portion is when employee communication is placed strategically within the organisation, a must in order to make change feasible. What moves this model from a tactical level to a strategic one is the direct connection to the firm? â€Å"strategic objectives and business planning process plus the overlay of supportive management with on-going assessment of individual and company communication. † (Barrett, 2004, p. 22). An example of a good communication in practice is what CEO Gordon Bethune did in Continental airlines. Every month, he held an open-house in his own office where employees were welcome to go and talk to him ab out any issues, suggestions, or complaints, and in numerous occasions he would go himself to meet the employees at their workplace. This platform for open, informal, and sincere discussion was his trait of leadership. He has been recognised for having significantly improved employee spirit and productivity as well as enhancing the global culture of the firm. This is illustrative of what should be done to have the organisation prepared in the eventuality of change. THE LEARNING ORGANISATION. FROM INDIVIDUALS TO A TEAM In order for the organisation to move as a whole it should behave and act as one. Organisations should provide the ground for individuals to move out of their sense of self, be flexible, and connect with and contribute to the group consciousness. Many authors emphasise the need of creating learning cultures within organisations in order to achieve success during change. â€Å"Teams, not single individuals, are the key to successful organizations of the future and†¦ individuals have to learn in the context of the team† (Appendix B). Hurst (1995, as cited in Carnall,2007, p. 65) for instance exposes that a performance organisation should evolve into a learning organisation when it faces complexity; â€Å"tightly defined tasks, control systems and rigid structures† should be replaced by â€Å"recognition, networks and teams†. His ecocycle model of eight stages points toward renewal through which the company reinvents itself, more explicitly, â€Å"in which people rethink what they seek to achieve, with whom and how, and thereby recreate the organisation†¦ it is certainly a learning process†. The complexity theory can throw some light on this perspective. As Darwin, Johnson and McAuley (2002, cited in Carnall,2007, p. 84) note, the basic idea that lies beneath the relevance of the complexity theory within the literature regarding organisational behaviour is that of a multifaceted adaptive organism described as a coherent network of agents interacting in parallel with no ? command and control framework? and who are ? adaptively intelligent? (Appendix C). This view links to the idea of ? self-organisation? (Carnall,2007, p. 84). Emery (2004, as cited in Carnall, 2007,p. 85) also presents â€Å"an analysis of open-systems theory-based action research as an enabler of learning and change†. She starts off by stating that learning is fundamental for viable change and then argues that practitioners must deal with all individuals at every level of the corporation and all practical areas must be implicated in some kind of practise that will enable them to take part in this learning process. However, she highlights that there are certain obstacles that might get in the way such as certain attitudes of the elite members, fail to use a common language throughout the organisation, and diverse framework and priority schemes. Another issue to tackle is the fact that individuals have different learning rates and they learn in different ways (Carnall, 2007). That is where the role of internal communications plays a significant role. Professional practitioners should be able to identify where communications fail and target unlike audiences with different techniques to be able to engage them appropriately. We therefore can determine that the objective of education in the long-run would be to create a â€Å"strong sense of listening and of responsiveness [that will] permeate(s) the organisation† (Macleod, p. 9) by: -Forming engaging managers that will know how to communicate cultures and values and treat their personnel with respect. As MacLeod ((Macleod, p. 79) ) states in his report, managers who engage â€Å"facilitate and empower rather than control or restrict their staff; they treat their staff with appreciation and respect and show commitment to developing, increasing and rewarding the capabilit ies of those they manage. †. -Giving employees a voice and tools to address management with their concerns. They must feel â€Å"they are listened to and see that their opinions count and make a difference†¦ [And that they are able to] speak out and challenge when appropriate† (Macleod, p. 79) CONCLUSION Employee engagement levels can predict an organisation? s accomplishments and performance as it is claimed by many authors. However, due to today? s complex environment it is more than necessary to build up a strong internal communications strategy. Employees should not be isolated from the organisation as a whole and should be informed and involved in it. The corporate culture should be coherent and the vision should be clear. If organisations fail to communicate all this properly and engage its employees into believing that change is not synonym of threat, resistance will appear. Resistance may lead to a break in the internal homeostasis and the consequences will show up as a failure when trying to move the organisation forward. REFERENCES Argenti, P. (2009) Corporate Communication. 5th ed. Singapore: Mc Graw Hill. Carnall, C. (2007) Managing Change in Organisations. 5th ed. Essex: Prentice-Hall. Dolphin, R. (1999) The Fundamentals of Corporate Communications. Butterworth-Heinemann. Jimmieson, N. t al. (2004) A Longitudinal Study of Employee Adaptation to Organizational Change: The Role of Change-Related Information and Change-Related Self-Ef? cacy. Journal of Occupational Health Psychology , 9 (1), p. 11-27. MacLeod, D. and Clarke, N. (2009) Engaging for Success: enhancing performance through employee engagement. [report] Department for Business Palmer, I. et al. (2006) Managing Organizational Change: A Multiple Perspectives Approach. s. l. : Mc Graw-Hill Saks, A. (2006) Antecedents and Consequences of Employee Engagement. Journal of Managerial Psychology, 21 (7), p. 00-619. www. theinformationdaily. com (2012) Making your organisation fit to change. [online] Available at: http://www. theinformationdaily. com/2012/12/21/making-your-organisation-fit-to-change [Accessed: 4 Mar 2013]. Jacobs, G. (2004) Corporate creative thinking. In: Oliver, S. M. ed. Handbook of corporate communications and public relations. London: Routledge, pp. 382-384. Barrett, D. J. (2004) A best-practice approach to change communication. In: Oliver, S. M. ed. Handbook of corporate communications and public relations. London: Routledge, pp. 22-24. . APPENDICES Appendix A. Figure 2. 1 Strategic employee communication model (Barrett, 2004, p. 23) *Appendix B. Senge? s five disciplines: 1. Systems thinking: everyone must learn how to view things as a whole and that one set of events has impact on others 2. Persona l mastery: ? the discipline of continually clarifying and deepening†¦ personal vision, of focusing†¦ energies, of developing patience, and of seeing reality objectively.? 3. Mental models: ? learning to unearth†¦ internal pictures of the world, to bring them to surface and hold them rigorously to scrutiny? 4. Build a share vision: leadership is the key to creating and communicating the vision†¦ the leader creates vision but is prepared to have it reshaped by others 5. Team learning: teams, not single individuals, are the key to successful organizations of the future and individuals have to learn in the context of the team (Senge, 1990, as cited in Carnall, p. 164) *Appendix C. Darwin, Johnson and McAuley (2002, Carnall, p. 84) describe a multifaceted adaptive organism: 1. It is a network of ? agents? acting in parallel, often interconnected, ways but without any ? ommand and control? framework 2. These agents are ? adaptively intelligent? ; constantly seeking and making sense of patterns, testing ideas, evolving and learning. 3. Change is achieved through learning, evolution and adaptation. 4. Control of the system is dispersed throughout the system. 5. Coherence within the system arises out of competition and cooperation among the agents as they see advantage in alliances and other arrangements for mutual support. This view links to the idea of ? self-organisation?. (Darwin et al, 2002, as cited in Carnall, p. 84) How to cite The Importance of Employee Engagement, Papers

The Theme of Middle Ground among the Algonquian Indians of North America

History indicates that the Algonquians were a large group of North American natives composed of several tribes. The Algonquian occupied extensive areas in North America, extending from the Atlantic coast towards the Great Lakes Region (White 21).Advertising We will write a custom essay sample on The Theme of Middle Ground among the Algonquian Indians of North America specifically for you for only $16.05 $11/page Learn More They occupied fertile lands along River St Lawrence and around all the Great Lakes. Although the group was composed of several tribes with varying tongues, their languages were related. Historians use the term â€Å"Algonquian† in reference to all tribal groups of Algonquian that spoke some related languages. Arguably, the Algonquians’ desire to own guns, clothing and utensils and the European scramble for America led to the establishment of a â€Å"middle ground† because each group needed each other’s help. Historically, most of the Algonquian tribes settled along rivers and lakes because their chief sources of food were hunting, gathering and fishing. However, southern groups also carried out farming, mostly cultivating native crops such as squash, beans and corn. Some groups such as the Ojibiwe also cultivated other crops such as wild rice to supplement their diets (White 26). History also shows that most of the Algonquian groups did not settle in a permanent position. Instead, they shifted with seasons due to seasonal availability of aquatic foods, wild animals and crops. However, they would recombine and settle as a large community at other times, especially in winter seasons. In addition, some framing groups in the south, especially those in New England, developed a culture of shift farming, which involved cultivating land for two years before relocating their villages to new and fertile land for agriculture. Middle ground is a term used by historians in reference to a state in w hich two different communities, with different traditions, languages and cultures, advance into a given geographical location and arrive at a common conception of suitable behaviours that benefit them in a certain way (White 32). A good example of how middle ground is created is presented by the interaction between the French and the Algonquian tribes in the Great lakes Region and along the Atlantic Coast. According to White (50), the first French traders and settlers arrived at the coast in the 16th century (White 52). Because the two groups were trading partners, their boundaries increasingly â€Å"melted away† as each accepted the other in its territories. White (51) argues that it is not easy to determine whether the process of interaction between the two groups caused the dominance of any of the two cultures. For instance, it is not correct to argue that the native Algonquians became â€Å"Frenchfied† or the French settlers â€Å"became natives†. However, t he historian argues that both processes might have taken place as each group increasingly accepted the other (White 50). The creation of the Middle Ground best explains the process through which the two groups came to co-exist with each other.Advertising Looking for essay on history? Let's see if we can help you! Get your first paper with 15% OFF Learn More According to White, a â€Å"middle ground† was established for a number of reasons. For instance, both the Algonquian and Europeans were looking for land to sustain their needs. It began with a massive immigration of native Algonquian from the north as they flee from the Iroquois in the south. This event took place between 1640s and 1660s. In fact, history shows that the Iroquois were dangerous because they had interacted with European traders earlier than the Algonquian. An expansive trade between the Europeans and the Iroquois made the natives obtain guns, which they used to raid other weaker groups, includ ing the Algonquian. As the Algonquian flee northwards, they encountered the advancing Europeans, especially the French. â€Å"†¦The two groups developed interaction through Intermarriages, exchange of gifts and ceremonies such as the calumet. In turn, this exerted force among groups of people living in a single refugee centre, but they lost their strength as they became part of a new society†¦Ã¢â‚¬  (White 22). The calumet, for instance, was popular among the natives in North America. â€Å"The calumet originated among the Pawnee tribes, who claimed to have received it from the sun†¦Ã¢â‚¬  (White 21). Since the French settlers were facing competition from the Britons, they were keen to develop close relations with the Algonquian in order to achieve their support. As a result, the French wanted to interact with the natives in all possible ways, which led to intermarriages between the two groups. According to White (18) â€Å"†¦Actual patrilineal organization in North America was heavily modified by some factors such as loss of the territory-based population, extensive intermarriage between different groups of people, and the creation of multiple ties of actual and symbolic kinship between neighbouring peoples†¦Ã¢â‚¬  In fact, the French needed the natives more than the natives needed the French due to the threat posed by the advancing British settlers and colonialists in the region. The Britons also did the same with some Algonquian groups, thus creating â€Å"the middle ground†. The process of creating a middle ground involved the intervention of the two groups, the Algonquians and the French. The process took several years to be completed and involved a number of stages. The first step involved a non-functioning state in which each of the two groups was suspicious of the other. In fact, being colonialists searching for minerals, raw materials and land, the French wanted to control all resources in the area. They wanted to obtain the rights to use land for both production and trade. However, the Algonquians were not willing to surrender their land.Advertising We will write a custom essay sample on The Theme of Middle Ground among the Algonquian Indians of North America specifically for you for only $16.05 $11/page Learn More The French captured or influenced some elements in the Algonquian groups and used them as porters and translators in trade. The French had the desire to use force to control the Algonquians, but they were careful because they depended on the inhabitants for their survival, including provision of native foodstuffs. The third stage involved a desire for the two groups to work with each other, especially in trade. While the French provided the locals with European clothing, guns, household items and drugs, the Algonquian had the biggest role in finding a middle ground because they had plenty of local food products. In addition, they were able to interac t with other groups and their populations were large. Therefore, although the French had guns and other war materials, they were not willing to involve the Algonquian in war. Therefore, each group had the obligation of engaging the other in mutual co-existence. In developing a â€Å"middle ground†, the French, the Britons and the Dutch leaders assumed other roles in an attempt to contain the Algonquians. For instance, they took the role of the patriarch, in which they distributed gifts, covering violent deaths and mediating conflicts between the Algonquian and the settlers or between the Algonquian and other natives. It is also worth noting that each group was also forced to drop some demands in order to establish and maintain the middle ground (White 64). For instance, the Algonquians lost some of their land to the settlers. They also embraced European laws, legal punishments, and style of authority (White 66). On the other hand, the Europeans had to cover death after confli cts between members of each group. For instance, in some instances, European traders were attacked and killed by Algonquian warriors, but the French rulers would cover the deaths to avoid conflicts. Moreover, the French was cautious when dealing with the natives because they did not want to interfere with the religion, culture and traditions, yet they wanted to introduce Christianity as a way of influencing the native mind-sets. Apparently, the desire to introduce Christianity was put on hold until the French settlers were sure of their dominance. In some instances, the Algonquian would allow some of their members to face punishment under European laws. Thus, a middle ground was achieved. In conclusion, White’s idea of developing a â€Å"middle ground† as a means of interaction between Europeans and Native Americans during the European invasion of North America is supported by a number of historical facts.Advertising Looking for essay on history? Let's see if we can help you! Get your first paper with 15% OFF Learn More For instance, history reveals that the process of interaction between the whites and natives took place in a different manner, depending on the prevailing circumstances. Evidently, the French- Algonquian interaction suits White’s ideology because it progressed in the exact manner the historian describes. From the invasion of the Iroquois to the development of trade and intermarriages between the French and the Algonquian, White’s ideas are applicable. Therefore, some major aspects of history are significant in this case. First, the natives wanted to protect themselves from Iroquois invasions. They also wanted household items. On the other hand, the French wanted to control trade routes, land and resources. Thus, this analysis reveals that the Algonquians’ need for guns, clothing and utensils and the European scramble for America led to the establishment of â€Å"middle ground†. Works Cited White, Robert. The Middle Ground: Indians, Empires and Republics i n the Great Region, 1650-1815. New York, NY: Cambridge university press, 2011. Print. This essay on The Theme of Middle Ground among the Algonquian Indians of North America was written and submitted by user Madison Sargent to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

The History of Cellular Phones

The History of Cellular Phones In 1947, researchers looked at crude mobile (car) phones and realized that by using small cells (a range of service area) and found that with frequency reuse they could increase the traffic capacity of mobile phones substantially. However, the technology to do so at the time was nonexistent. Regulation Then there’s the issue of regulation. A cell phone is a type of two-way radio and anything to do with broadcasting and sending a radio or television message out over the airwaves is under the authority of Federal Communications Commission  (FCC) regulation. In 1947, ATT proposed that the FCC allocate a large number of radio-spectrum frequencies so that widespread mobile telephone service would become feasible, which would also give ATT an incentive to research the new technology. The agency’s response? The FCC decided to limit the number of frequencies available in 1947. The limits made only twenty-three phone conversations possible simultaneously in the same service area and gone was the market incentive for research. In a way, we can partially blame the FCC for the gap between the initial concept of cellular service and its availability to the public. It wasn’t until 1968 that the FCC reconsidered its position, stating that if the technology to build a better mobile service works, we will increase the frequencies allocation, freeing the airwaves for more mobile phones. With that, ATT and Bell Labs proposed a cellular system to the FCC of many small, low-powered, broadcast towers, each covering a â€Å"cell† a few miles in radius and collectively covering a larger area. Each tower would use only a few of the total frequencies allocated to the system. And as the phones traveled across the area, calls would be passed from tower to tower. Dr. Martin Cooper, a former general manager for the systems division at Motorola, is considered the inventor of the first modern portable handset. In fact,  Cooper made the first call on a portable cell phone in April 1973 to his rival, Joel Engel, who served as Bell Labs head of research. The phone was a prototype called the DynaTAC and weighed 28 ounces. Bell Laboratories had introduced the idea of cellular communications in 1947 with the police car technology, but it was Motorola that first incorporated the technology into a portable device designed for use outside of automobiles. By 1977, ATT and Bell Labs had constructed a prototype cellular system. A year later, public trials of the new system were held in Chicago with over 2,000 customers. In 1979, in a separate venture, the first commercial cellular telephone system began operation in Tokyo. In 1981, Motorola and American Radio telephone started a second U.S. cellular radiotelephone system test in the Washington/Baltimore area. And by 1982, the slow-moving FCC finally authorized commercial cellular service for the USA. So despite the incredible demand, it took cellular phone service many years to become commercially available in the United States. Consumer demand would soon outstrip the 1982 system standards and by 1987, cellular telephone subscribers exceeded one million with the airways becoming more and more crowded. There are basically three ways of improving services. Regulators can increase frequencies allocation, existing cells can be split and the technology can be improved. The FCC did not want to hand out any more bandwidth and building or splitting cells would have been expensive as well as add bulk to the network. So to stimulate the growth of new technology, the FCC declared in 1987 that cellular licensees could employ alternative cellular technologies in the 800 MHz band. With that, the cellular industry began to research new transmission technology as an alternative.

Requisitos para viajar sin visa a EE.UU. como turista

Requisitos para viajar sin visa a EE.UU. como turista Cada aà ±o, millones de turistas viajan sin visa a Estados Unidos porque tienen un pasaporte de uno de los 38 paà ­ses incluidos en el Programa de Exencià ³n de Visados (VWP, por sus siglas en inglà ©s). En este artà ­culo se informa sobre quà © paà ­ses estn incluidos en esa lista, los casos de doble nacionalidad, cules son los requisitos, quà © es la autorizacià ³n para viajar o ESTA, tambià ©n mal llamada visa electrà ³nica, cul es su costo y, finalmente, cules son las ventajas y los inconvenientes de ingresar sin visa a ingresar con visa de turista B2. Paà ­ses en Programa de Exencià ³n de Visas y doble nacionalidad En la actualidad,  38 paà ­ses estn incluidos en el Programa de Exencià ³n de Visados, casi todos europeos o asiticos. Esta regla general tiene una excepcià ³n y es que si los ciudadanos de esos paà ­ses tienen doble nacionalidad con Irn, Irak, Siria o Sudn entonces no pueden beneficiarse de ese programa. De todos los paà ­ses hispanohablantes, solamente los ciudadanos de Espaà ±a y Chile pueden beneficiarse de este programa para viajar sin visa a Estados Unidos.  Es suficiente con tener pasaporte chileno o espaà ±ol, aunque se resida habitualmente en otro paà ­s. En el caso de personas con doble nacionalidad, cuando uno de los pasaportes est incluido en el listado del VWP puede utilizarse cualquiera de ellos para ingresar a EE.UU. Si se elige el que permite viajar sin visa, es necesario que a su titular no se le hubiera negado o cancelado previamente una visa a EE.UU. solicitada con el otro pasaporte. Por ejemplo, una mujer colombiana nacida en Colombia pero que tiene un pasaporte italiano porque su padre tenà ­a esa nacionalidad y se la transmitià ³ a la hija puede ingresar a EE.UU. con el pasaporte colombiano con visa de turista o con pasaporte italiano y la ESTA. Sin embargo, si esa misma mujer solicità ³ una visa con el pasaporte colombiano y le fue negada, no puede ingresar con ESTA y pasaporte italiano. Es obligatorio que solicite y obtenga la aprobacià ³n de una visa B2. Sin ella, no podr viajar a Estados Unidos como turista. Las autoridades estadounidenses saben que se trata de la misma persona con pasaportes de dos paà ­ses diferentes por las huellas digitales. Se toman a todo solicitante de visa y tambià ©n a los turistas extranjeros en los pasos de control migratorio y el sistema informtico encuentra la coincidencia. Requisitos para viajar sin visa a EE.UU. Adems de tener un pasaporte de un paà ­s incluido en el listado del VWP, es necesario cumplir otros requisitos. En primer lugar, por aplicacià ³n de la Ley de Mejora del Programa de Exencià ³n de Visas y Prevencià ³n de Viaje Terrorista de 2015, es condicià ³n fundamental para viajar a EE.UU. sin visa no haber viajado a Irn, Irak, Libia, Siria, Somalia, Sudn o Yemen en fecha del 1 de marzo de 2011 o posteriormente. La à ºnica excepcià ³n son los diplomticos o miembros de ejà ©rcitos que hubieran estado en esos paà ­ses por razones de su trabajo. Otro requisito es que el pasaporte debe ser digitalizado con un chip integrado que pueda leer una computadora y con fecha de expiracià ³n de al menos seis meses ms que el dà ­a previsto de finalizacià ³n del viaje a EE.UU., si bien hay excepciones a este requisito para algunos paà ­ses. Asimismo, es imprescindible que cada persona que viaja tenga su propio pasaporte. En otras palabras, nià ±os y bebà ©s deben tener su propio documento y no estar incluidos en el pasaporte del padre o de la madre. Si se quiere llegar a un puesto migratorio de EE.UU. por avià ³n de là ­nea regular o barco, debe llenarse por internet antes de viajar el formulario ESTA, que significa Sistema Electrà ³nico de Autorizacià ³n para Viajar. Adems, se debe tener ticket de regreso. Por el contrario, si se llega en avià ³n o barco privado es obligatorio solicitar a la embajada o consulado una visa de turista. Si se llega por una frontera terrestre no es necesario solicitar autorizacià ³n electrà ³nica. Al llegar allà ­ debe completarse un documento que se conoce como  I-94 registro de ingreso y salida. Otro requisito a cumplir es que el propà ³sito del viaje debe ser turismo, negocios, visitar amigos o familiares, recibir tratamiento mà ©dico o participar en una feria o conferencia. Bajo ningà ºn concepto se puede trabajar. Por ejemplo, los periodistas que tengan la intencià ³n de cubrir un evento debern pedir el correspondiente visado. Tampoco es legal buscar trabajo cuando se tiene situacià ³n de turista. Tampoco se puede estudiar, a menos que se trate de una actividad a tiempo parcial por menos de 19 horas a la semana. Por otro lado, es posible casarse en situacià ³n de turista pero para evitar problemas se recomienda seguir unas directrices de precaucià ³n. Finalmente, es imprescindible no ser inelegible o inadmisible para ingresar a EE.UU. y que, por otra parte, son los mismos requisitos que se exigen a todos los que solicitan visas no inmigrante en un consulado americano. Esas son dos grandes categorà ­as incluyen diversas situaciones como, por ejemplo, haber estado previamente en EE.UU. ms tiempo que el autorizado, carecer de lazos econà ³micos, familiares y sociales fuertes en el paà ­s de residencia habitual, etc. Las causas de inelegibilidad o inadmisibilidad pueden dar lugar a que el oficial migratorio en el puerto de entrada (aeropuerto, puerto o frontera terrestre) niegue la entrada a EE.UU. Ventajas de viajar sin visa frente a obligacià ³n de obtener visa de turista B2 La posibilidad de viajar sin visa es, en primer lugar, ms cà ³modo ya que supone que no se deben obtener los documentos obligatorios y de apoyo que se presentan en el consulado o embajada de Estados Unidos durante el trmite de la entrevista para obtener la visa de turista B2. Otra ventaja es que es un proceso es ms rpido, ya que no hay que esperar a la entrevista ni programar una maà ±ana de tiempo dedicada a presentarse en el consulado y, dependiendo del paà ­s, tambià ©n a un Centro de Apoyo CAS o ACS. Adems, viajar sin visa es ms barato. En estos momentos la visa de turista tiene un costo de $160 por persona, que se puede incrementar en algunos paà ­ses en cumplimiento de leyes de reciprocidad. Esa cantidad nunca se recupera, aunque la visa sea negada. Por el contrario, la autorizacià ³n para viajar que se conoce como ESTA tiene un costo de $14 y si es rechazada el solicitante obtendr un reembolso de $10 con lo que el costo es de $4 para esos supuestos. Adems, la ESTA la puede solicitarla cualquier turista que cumple todos los requisitos del VWP desde su casa sin necesidad de presentar documentacià ³n o acudir a una entrevista en un consulado. Cabe destacar que no es necesario solicitar la ESTA si se llega a una frontera de Estados Unidos por và ­a terrestre. Autorizacià ³n de viaje ESTA vs. visa electrà ³nica y tiempo mximo de estancia en USA Es comà ºn llamarle visa electrà ³nica a la ESTA, pero no es correcto. No es una visa y, al no ser una visa, no se puede bajo ningà ºn concepto extender el tiempo mximo autorizado de presencia en EE.UU. Tampoco se puede cambiar por otra visa como, por ejemplo, la de turista, por la misma razà ³n, porque la ESTA no es una visa. Y lo mismo aplica a los que ingresan con pasaporte de un paà ­s incluido en el listado de los VWP y sin ESTA porque llegan a travà ©s de una frontera terrestre. Un ingreso a EE.UU. sin visa bajo este programa tiene una estancia mxima de 90 dà ­as. A los tres meses hay que salir del paà ­s. No hay posibilidad de prà ³rroga. Si durante la estancia en Estados Unidos, el turista visita brevemente Bermudas, Canad o Mà ©xico, al regresar se podr entrar, pero no se alargar el tiempo de estancia que seguir siendo el mismo que correspondà ­a a la primera entrada. Cabe destacar que ss muy comà ºn que justo antes de acabar los tres meses la persona extranjera salga a Bermudas, Mà ©xico o Canad por un periodo corto de tiempo, con el fin de lograr un nuevo permiso de estancia en Estados Unidos por otros tres meses. En el momento que regresa puede suceder que el oficial de Inmigracià ³n le deje entrar, sin conceder ms dà ­as extras. Sin embargo, tambià ©n puede que  no le permita regresar a Estados Unidos. La razà ³n es clara: se est vulnerando el espà ­ritu de las leyes migratorias de EE.UU. Si quiere prolongar su estancia en Estados Unidos deber salir del paà ­s conseguir la visa apropiada en una embajada o consulado americano. Finalmente, es recomendable  este test de respuestas mà ºltiples sobre la ESTA y sobre viajar sin visa para asegurar los conocimientos que aplican a esta situacià ³n y evitar problemas migratorios en EE.UU. Puntos Claves: viajar sin visa a Estados Unidos Las personas con un pasaporte incluido en el listado del Programa de Exencià ³n de Visados (VWP) pueden viajar sin visas a Estados Unidos como turistas, para tratamiento mà ©dico, reuniones de negocios, etc.En la actualidad, 38 paà ­ses estn incluidos en el VWP, entre ellos Chile y Espaà ±a. La mayorà ­a de los otros paà ­ses son europeos y asiticos.No pueden viajar sin visa bajo este programa las personas que han visitado Irn, Irk, Siria, Somalia, Sudn, Libia o Yemen con fecha de 1 de marzo de 2011 o posteriormente. Ests excluidos de esta regla militares y diplomticos que viajaron por razà ³n de sus viajes.Si se llega a EE.UU. por barco o avià ³n regular, debe solicitarse con autoridad una autorizacià ³n para viajar conocida como ESTA. No es necesaria si se llega por tierra. Si se llega en avià ³n o barco privado no se puede viajar con ESTA y es imprescindible solicitar una visa de turista.La estancia mxima de estancia en EE.UU. cuando se viaja bajo este programa es de 90 dà ­as. Este es un artà ­culo informativo. No es asesorà ­a legal.

Nike and its Approach to Corporate Responsibility Essay - 1

Nike and its Approach to Corporate Responsibility - Essay Example The organization established new approaches to the corporate responsibility in order to influence environmental and social change. The organization is made up of several small business units, regions, functions, centers. It is true that global business scenario is changing constantly due to frequent change in external environmental factors and market demand. Corporate responsibility helps an organization to adopt health business and corporate model that ensures potential competitive advantages for the company. The essay will discuss a conceptual framework that will explain the approach of Nike, Inc. to corporate responsibility. Â  Nike is one of the popular apparel and footwear manufacturing and distributing organization around the globe. In the year 2004, the organization began a large scale and intensive review of its developed and implemented strategies. The management of the organization tries to take unique and new approaches to corporate responsibility in order to ensure future business growth. The organization understood that demand for sustainable business practices can help an organization to run a smooth business across the world (Rendtorff, 2009, p.50). They tried to understand future social and environmental trends before expanding their business in several emerging global areas. The social and environmental trend cannot be similar in all the countries. Therefore, they tried to implement an effective review process to achieve potential competitive business opportunity. Â  In the year 2004, Nike, Inc understood that no single corporation can attain systematic change alone. Collaboration, partnership, and open source approaches can lead to providing an organization sustainable market-based solutions to the challenges that can easily generate system change.

Golden Age of Capitalism Essay Example | Topics and Well Written Essays - 750 words

Golden Age of Capitalism - Essay Example This was a time when commerce was being revolutionized with the emergence of new technologies in transport and communication which facilitated the international markets. Railroads and steamships were used for land transportation of goods. This gave birth to the international market with goods being transported between countries such as America and England. The development of international commerce in manufactures on such a scale was only possible because of an increase in international flows of capital and the international provision of financial services (Milward 22). This was evident in post world war II economy of Europe. By 1950 more a great percentage of the income of foreign nations such Denmark was from foreign trade with other nations. The exchange rate between national currencies was stable despite the intensity among warring nations that was building up. As a result nations were able to prosper and grow economically and promote interdependence. The standard of living for ma ny citizens was at the time much better and continued to improve with the increase in the national income per capita as a result of economic success. Over the period 1950-70, the rate of growth of output in the construction sector was between 4 and 7 per cent a year over Western Europe as whole, and thus somewhat higher than the rate of growth of total output (Milward 52). This added to the success and economic dependence of nations after World War II. Thus different sectors of different nations that specialized in a trade to facilitate growth, rose considerably. The trade deficit with the dollar zone increased threefold between 1951 and 1957 (Milward 182). This increased output and western Europe had a surplus that was unprecedented. Help extended to the citizens of a nation post war was crucial in establishing the state as a means for the people to better themselves. The sweeping reform of the German pensions systems in 1955-7 , a bid by the Christian Democratic Union for a long-term middle class electoral support, had little in common, for example with the extension of public welfare in Sweden or Norway except an adherence to the view that the stability of the state required a positive response to the demand for welfare (Milward 47). This was important in conveying to the public that in accordance with the welfare policies in place, they too were to contribute to the growth of the economy in the countries mentioned. In my persp ective, this was a time of great trials and tribulations, those getting richer were foreign investors, bankers and merchants. Governments dealt a hand, and immersed their economies in the growing world market. This period thus gave rise to a flurry of new job opportunities in transportation and communication. The post-war reconstruction of nations aided by technological advancements was meant to rebuild the economy, promote industrialization and modernization. As a result of the success achieved in this endeavor, it was necessary for the governments to maintain it for purposes of achieving economic dependence. Political stability of this age put participating countries in the forefront of international trade, investments, travel and migration which increased more than any other period. It is incredible how nations were able to experience a period that was high in economic growth as a result of transportation and communication advancements. This period was unique and cannot at this time be