Passages in IF I Stay by Gayle Forman

Sometimes you make choices in life and sometimes choices make you. † At 2:48 A. M. (Page 67) I believe life is all about the little decisions we make every day. There is a choice you have to make in everything you do. So we must keep in mind that, the choice we make, makes us. Because after all, everything Just a matter of choice. â€Å"†¦ Dying is easy. Living is hard. † At 10:40 P. M. (Page 62) Living is hard. Living without purpose and without someone who loves you is even harder.And life has a lot of ups and down. The world is a dangerous and scary place. It takes gut to face the world. It takes a lot of courage to stand for the world. Maybe it's too poignant but it depends on one's point of view. Dying is a life chance or a choice. It's easy to decide whether you want to die or not. Therefore I believe this statement is true. â€Å"Life might take you down different roads. But each of you gets to decide which one to take. † At 4:57 A. M. Page 73) This pa ssage is also about making a choice. There are many different roads we will encounter, but in the end, it depends on our own decision. Life is the greatest journey you will be on, so the decisions we make can affect our way of life. The decisions we make in life can make our life. â€Å"People believe what they want to believe. † 4:49 P. M. (Page 29) People believe what they want to believe most of the time. They believe things without any reason but they believe often times without good reason.Lots of people have reasons for what they believe, but when those reasons are proven wrong they till stand on their point of view. â€Å"Fake it till you make it. † 5:40 P. M. (Page 35) If you don't feel confident, pretend you are until you gain the experience that is all for real. Act like you are something so you can, in fact, become that thing. Though it might seem force in the beginning, soon it will become natural. The mind can be tricked, and you can balance your life in t hat little trick. You will learn what you need to and turn pretend confidence into the real deal.

Analysis of Challenges in International Management Essay

Analysis of Challenges in International Management† Abstract The following essay analysis the challenges in International Management with particular regard to the challenge of â€Å"culture† in international business as it is the must difficult to deal with and being essential for successful results in a wide range of global management tasks nowadays and in the future. Introduction Today successful international management requires more than a lot of frequent flyer miles or seasoned expatriate managers. But what are those exclusive challenges of international management in today’s world? The importance of international management is constantly increasing, as we exist in a world where globalisation is affecting the traditional borders in a broad range of areas. †¢Trade and investment, †¢Economic alliances, †¢The international stage players, and †¢The work environment are changing rapidly, being supported by the increasing sophistication and lower cost of information technology. World trade and investments are growing fast (the volume of world trade among countries has grown at an average rate over 8% since 2005 (WTO 2008)), linking the economies and creating opportunities and threats. New, strong and forced competitors are coming from developing nations in Asia and the transitioning economies of Eastern Europe. Furthermore, the constantly rising level of foreign direct investment also has a globalising effect (Thomas 2002). Moreover, the emergence of the free-trade areas drastically decreased traditional economic boundaries. So do the three largest groups, the EU, the NAFTA, and the APEC, account for nearly half of the world’s trade (Cullen 2002) and the World Trade Organization (WTO) now has 140 member-nations, aiming to reduce tariffs and liberalize trade. But globalization also affects the work environments within organizations. Changes involve cutbacks, team-based management movements and privatization. For instance, there can be factory closings, as Nokia closing their German plant in Bochum moving to Romania, because of cheaper labour. All in all, as one key consequence of globalisation, international managers nowadays have to face a more dynamic, complex, competitive and uncertain environment and need skills (as a global mindset or the ability to work with people from diverse background) not considered necessary for domestic-only managers. The environment of international management can be divided into †¢economic, †¢legal, †¢political, and †¢cultural factors (Thomas 2002). So for making decisions it is essential to understand the economic strategies of the countries in or with one wants to conduct business with, because level of economic development and quality of life differs extremely worldwide. Furthermore, there are various national sovereign laws and regulations existing in the world which have to be observed and made allowance for. And in addition, there are several varieties of political systems (e. g. , theocratic totalitarianism in Saudi Arabia), containing different levels of political risks which have to be managed. For instance, decision makers have to able to estimate the degree of risk associated with a government’s involvements in business affairs depending on characteristics of their company. All these factors present impressive challenges multinational management has to face. However, the management challenge of culture and its effects on business practices and organizations is one of the most difficult to deal with. As conducting business with people from other cultures will never be easy you have to understand how culture affects management and organizations. â€Å"Culture† is a concept borrowed from cultural anthropology and there are numerous and subtle different definitions. As each definition has limitations focussing on international management the following description of Geert Hofstede seems very helpful. He defines the culture of any society as comprising shared values, understandings, assumptions and goals learned from earlier generations, imposed by present members of a society and passed on to succeeding generations (Hofstede 2008). Culture is something shared by members of a particular group, differentiates humans from other groups, is transmitted through the process of learning and adapts to external and internal environments and relationships. The international businessperson needs to be aware of three levels of cultures that may influence multinational operations. These include national culture, business culture, and organisational cultures (Cullen 2002). National culture can be described as the dominant culture within the political borders of a nation-state. But one has to be aware that multiple cultures can exist within political boundaries and they do not necessarily reflect cultural borders. For instance, Canada being home to Anglophones and Francophones. Furthermore, even relatively homogenous cultures can have diverse subcultures, including cultural differences which are affecting the international business. Nevertheless, as most business is conducted within the political borders of a state and nations can be defined as political unities, varying in governmental, legal, educational, institutional and labour systems, influencing the way people interact with their environment (Thomas 2002), national culture has the greatest effect on international business being probably the most logic starting point trying to understand the cultural environment. Business culture, reflecting the national culture, influences all aspects of work and organizational life (e. g. , motivating staff, negotiating with business partners, etc. and knowing it’s basic requirements (e. g. , what to wear to business meetings, business etiquette is more formal in Germany than in the U. S. with conservative dark business suits, etc. ) is essential for the international manager. Moreover, especially in the last few years, people realized that the â€Å"culture†-concept also holds for individual organizations. So may differences in organizational culture may be one reason why the merger of two otherwise successful companies failed. It is important to evaluate the influence of organizational rules, norms and procedures to understand the causes of behaviour in organizations. With shared behaviours, conditional relationship, being socialized into and partly involved in it, etc. organizational culture differs in construction and elements of national culture. Even so understanding these cultural factors is fundamental for international managers conducting international business, they have to be aware that â€Å"cultures† can just offer wide guidelines for behaviour, as for instance organizational cultures differ within any national context and individuals vary in each culture level. One cannot predict exactly how each person acts, feels, thinks, etc. Nonetheless, broad generalization about a culture provides a level of analysis from which to begin to understand the cultural environment and the complexities of cultural differences, because management functions such as planning, organizing, leading, and controlling in a global economy have to account for them. As international managers have to face various cultural challenges testing their management abilities they must be able to unpack the culture concept. Therefore the basic concepts of cultural dimensions can help them understand how two or more cultures might be different. An essential implication of these frameworks referring to international management and culture is that cultural interpretation and adaptation are a prerequisite to the comparative understanding of international management practice (Morden 1995). The following sections describe two popular models. Hofstede’s Culture Model This Framework, created by dutch scientist Geert Hofstede and based on a research over 11600 people in 50 countries (starting with 39 IBM subsiadiaries worldwide), tries to evaluate how basic values underlay organizational behaviour. National differences are investigated by five dimensions of basic cultural values: 1. Power distance 2. Uncertainty avoidance 3. Individualism 4. Masculinity and 5. Long-term orientation (Hofstede 2008). 1. This first value dimension refers to how cultures deal with inequality and tries to postion the inequality acceptance level by unequal power distribution society members. In countries with a high power distance acceptance (e. g. , such as Mexico), people respect and hardly ever bypass formal hierarchy positions (Elizabeth M. Christopher 2008). 2. The second value dimension concerns about the degree humans in a society are threatened by uncertain situations. The social system of a higher uncertainty avoidance society is dominated by regulations and rules, predictabilties and orders and people tend to be suspicious of change, whereas people from lower levels of uncertainty avoidance societies (for instance, countries such as Denmark). tend to be less formal, take higher business risks and plan and structure less 3. Individualism refers to the affinity to primarily take care of oneself and one’s direct family, and then to the rest of society (with the U. S. being a good example) (Elizabeth M. Christopher 2008). 4. The fourth dimension of â€Å"masculinity† concerns about the ranking of tradionally â€Å"masculine† values in a society, such as less concerning for others, materialism and assertiveness, whereas â€Å"feminity† on the other side emphasises the quality of life and relationships. 5. Long-term orientation cultures are insistent and saving (e. g. the culture of China) and short-term orientation is more self-centered, money-oriented and more social. All these factors are inter-reliant and interactive in their effects. So shows the Anglo-Dutch example Unilever the practicability of multinational enterprises where the power distance, uncertainty avoidance, and individualism values are similar; and where the masculine achievement orientation of the British complements the people orientation of the Dutch (Morden 1995). All in all, so there is a lot of criticism (for instance, the time-dependence of the results, the non-exhaustive investigation of only one multinational US company, etc. to these findings and the model of Hofstede, it is still a very valuable and useful â€Å"gift† for understanding culture and culture-based behavior. Trompenaars’ Culture Model The model created by Fons Trompenaars its also based on the researched of value dimensions. He studied the behavoiur of 15000 managers, representing 47 national cultures (Hampden-Turner 2008). Five of the seven dimensions of his model deal with the challenges of h ow people relate to each other: 1. Universalism versus particularism 2. Neutral versus affective 3. Specific versus diffuse . Achievement versus ascription 5. Time as sequence versus synchronisation The two final dimensions deal with how a culture manages time and how it deals with nature. They include: 6. The society-orientation to the past, present, or future and 7. â€Å"Control of† versus â€Å"accommodation with† nature 1. The value of univerlism refers to the application to systems and rules objectively, without taking consideration to personal circumstances, whereas the particularism culture (e. g. in countries as Spain) is more subjective and focusses more on relationships. 2. The second, the neutral-versus-affective, value dimension refers on the emotional orientation of relationships (such as expressing your feelings and emotions more like, for example, the Portugese). 3. In Addition the specific-versus-diffus dimension investigates if people from a special culture tend to be more or less specific or diffuse in their relationships (for example, Germans try to separate work and personal issues). 4. In the achievement-versus-ascription dimension, it is asked: †What is the source of power and status in society? † (Elizabeth M. Christopher 2008) So is for instance, in an achievement refering culture, the â€Å"status† of a person mainly based on it’s individual achievement (such as job performance, etc. ). 5. â€Å"Time as sequence† orientated cultures separate events in time (â€Å"step-by-step†), whereas â€Å"time as synchronisation†-orientated indiviuals manage events in parallel. (For example, if their business partners are not sharp on time, Germans, coming from a â€Å"time-as-sequence† orientated culture, may consider it an insultation). 6. This value dimension is about past versus future orientations. 7. Moreover, this dimension refers to the extent to which individuals feel that they themselves are the primary influence on their lives. Using this framework trying to understand some culture-basics some interesting patterns may emerge. Altough, being recognised for their validity (the results of these both major studies have some significant parallels, even so they were carried out in different times using different methods and examples), these concepts of cultural value orientation proposed by Hofstede and Tropmenaar can only give a basic framework for the analysis of cultural differences. They are utensils to help understand a culture and adjusting business practices to diverse cultural environments. They are for instance, a prerequisite to the successful new-market country entry, whether by setting up licensing or new subsidiaries, joint ventures, mergers or for the establishment of efficient programmes of international HR development (Kay 1993). But international managers have to realise that the understanding of another culture is a inexhaustible learning process. They will have to practice for their international work with or in other countries by studiying all that they can about the country, including more than just the business etiquette. Understanding the national culture builds just the foundation. As you seldom can get behind the front stage of culture without speaking the national language onother basic instrument is learning the language. But the challenge of â€Å"culture† in international management takes such much more than this. International managers have to broaden their understanding of cultural differences and to learn to seek advantage in differences. Understanding the culture is just a basis for the diverse international management tasks, as appropriate cross-cultural communication (using appropiate communication styles), effective and positive motivating and leadership in international organisations and across cultures, successful negotiation with international business partners and making ethically and socially responsible decisions. Conclusion The environment of international management can be divided into economic, legal, political, and cultural factors, with â€Å"culture† being the most challenging and most difficult to deal with, influencing a broad range of management tasks. Providing oneself with the necessary knowlegde and understanding of the national culture of the country or the people one is conducting business with is essential and builds just the foundation for the successful complementation of global management tasks, such as for instance leadership in multinational organisations (where you have to have understanding of all three levels of culture; national, business and organisational culture, being different and influencing each other).

Extreme Sports

One of the most Important things that a port or activity must have to be even being considered extreme Is a large amount of danger and In this case, the more the better. Other factors that go hand In hand with extreme danger are extreme levels of speed , outrageous heights and a high level of physical fitness as well as anything else that could be factored Into not normal. Most extreme sports do however have several common characteristics. They're not Just for today's youth and younger generation, but they do tend to draw a younger audience. Ere rarely will you find an extreme sport endorsed, or promoted by any popular porting company like Nikkei for example. Extreme sports and activities are mostly for individuals and unlike traditional sports; the term team doesn't apply or exist. Extreme sport individuals are also different in that they have a will and attitude to take risk and welcome danger and even possible injury. They seem to have a adrenaline drive when the outcome is uncert ain as to what will happen, always going for more speed, more height and bigger tricks under extreme conditions.This unquestionable drive gives these individuals the ability to surpass the limits of where others fear to go and do. They also tend to master their sport of choice alone or in the company of other extreme sporting individuals very rarely seeking coaching or training. Environments also play a large role in making extreme sports extreme. Extreme sports have a much higher certainty of uncontrolled factors than traditional sports.Extreme sports environments are most often in outdoor settings where weather and terrain can't be controlled thus making it more dangerous. The canvas extreme sport individuals use to paint their art on tends to be mountains and oceans. Using such elements like snow, wind and rain to heighten the levels of fisticuff and danger as well as the odds of succeeding. Some people may feel that extreme sports are nothing more than gatherings for the trouble d youths who reject authority and are bored with the â€Å"normal† or traditional sports.This statement may have been true fifteen to twenty years ago, but nothing could be farther from the truth that today's extreme sports and activities are growing ever more popular In the world than the traditional sports of baseball, football and basketball. Extreme Sports By canvasbacks extreme sport or activity is still questionable. One of the most important things that a port or activity must have to be even being considered extreme is a large amount of danger and in this case, the more the better.Other factors that go hand in hand with physical fitness as well as anything else that could be factored into not normal. Most extreme sports do however have several common characteristics. They're not Just for Very rarely will you find an extreme sport endorsed, or promoted by any popular weather and terrain can't be controlled thus making it more dangerous. The canvas truth that today's ex treme sports and activities are growing ever more popular in the Extreme Sports One of the most Important things that a port or activity must have to be even being considered extreme Is a large amount of danger and In this case, the more the better. Other factors that go hand In hand with extreme danger are extreme levels of speed , outrageous heights and a high level of physical fitness as well as anything else that could be factored Into not normal. Most extreme sports do however have several common characteristics. They're not Just for today's youth and younger generation, but they do tend to draw a younger audience. Ere rarely will you find an extreme sport endorsed, or promoted by any popular porting company like Nikkei for example. Extreme sports and activities are mostly for individuals and unlike traditional sports; the term team doesn't apply or exist. Extreme sport individuals are also different in that they have a will and attitude to take risk and welcome danger and even possible injury. They seem to have a adrenaline drive when the outcome is uncert ain as to what will happen, always going for more speed, more height and bigger tricks under extreme conditions.This unquestionable drive gives these individuals the ability to surpass the limits of where others fear to go and do. They also tend to master their sport of choice alone or in the company of other extreme sporting individuals very rarely seeking coaching or training. Environments also play a large role in making extreme sports extreme. Extreme sports have a much higher certainty of uncontrolled factors than traditional sports.Extreme sports environments are most often in outdoor settings where weather and terrain can't be controlled thus making it more dangerous. The canvas extreme sport individuals use to paint their art on tends to be mountains and oceans. Using such elements like snow, wind and rain to heighten the levels of fisticuff and danger as well as the odds of succeeding. Some people may feel that extreme sports are nothing more than gatherings for the trouble d youths who reject authority and are bored with the â€Å"normal† or traditional sports.This statement may have been true fifteen to twenty years ago, but nothing could be farther from the truth that today's extreme sports and activities are growing ever more popular In the world than the traditional sports of baseball, football and basketball. Extreme Sports By canvasbacks extreme sport or activity is still questionable. One of the most important things that a port or activity must have to be even being considered extreme is a large amount of danger and in this case, the more the better.Other factors that go hand in hand with physical fitness as well as anything else that could be factored into not normal. Most extreme sports do however have several common characteristics. They're not Just for Very rarely will you find an extreme sport endorsed, or promoted by any popular weather and terrain can't be controlled thus making it more dangerous. The canvas truth that today's ex treme sports and activities are growing ever more popular in the

Accounting-Pest Analysis-Political Essay

PEST Analysis Political The international IT and electronics industries have been characterized with intensive competition. Electronics and IT companies are constantly reviewing their achievements as well as the competitors’ in order to come up with better business strategies in an effort to best all other existing industry rivals. With the merger and acquisition strategy between HP and Compaq, members of the IT and electronics industry all over the world were threatened with the intensified effort that could result from the integration. Others were surprised because mergers and acquisition strategies may also result to negative implications on the part of the merging companies particularly when differences in the context of strategies, culture and goals fail to be fully integrated. Economic For HP and Compaq, the merger will increase the competitiveness of the previously independent companies in order to outdo the achievements of highly aggressive competitors. Both HP and Compaq sought means to add value to their existing products and services in order to increase the level of satisfaction among their clients and customers which were made possible through the merger. Once satisfaction levels among clients and customers are met, HP-Compaq expect better economic competitiveness within the international IT and electronics industry. Social The existing companies have been on guard when it comes to new market trends, new market opportunities, new customer bases, and technological infrastructure available for utilization. The merger between HP and Compaq will most likely result to better social activities as sponsored by the merged companies. Social and civic activities that were previously independently supported by HP and Compaq will be carried out in new perspective due mostly to the fact that the merger could expose unexpected factors that could make the new company unstable. Technological One of the primary reasons for the merger of HP and Compaq are the companies’ drive towards innovation and development in their products and services. The merger enabled relatively stronger research and development efforts for the  benefit of the new company since it is now characterized with more intensive concerns to come up with IT products and services that will cater to existing as well as new clients and customers thereby increasing the companies’ consumer bases. At present the electronics products of HP have been observed to undergone evolution with the support facilities which were made available by Compaq. Five Forces Analysis Suppliers The merger resulted to review and assessment of the existing suppliers of both HP and Compaq since the integration strategy implied the relatively fewer contracts between companies that provide similar services and raw materials to HP and Compaq. However, the integration likewise resulted to innovation in technology which necessitated new contracts with suppliers that can provide the new services and raw materials needed by HP-Compaq as a single corporation. Buyers With the promised added value on the products and services of the HP-Compaq merger, clients and customers of the company could expect new and better product lines and service offers as one of the primary objectives of the integration strategy. Buyer power will be intensified in this respect since the HP-Compaq will be offering new electronics products and services in order to set new market trends in the international IT and electronics industry. Competitors Competitors of HP and Compaq were somehow divided when it comes to the overall implications of the merger to the international IT and electronics industry. There are those who believe that the merger will result to the continuous weakening of both companies compared to their other stronger competitors in the international IT and electronics industries. While some believe otherwise due to the increased capability of HP and Compaq as a single operating company to build up and strengthen the market positions in the future years that will come. Substitutes Substitute products and services are increasing within the international IT and electronics industry which contributed to the integration decision  between HP and Compaq. With the conglomerate efforts between the new HP-Compaq corporation, it is expected the substitute products and services that competes with the provisions and offers of HP-Compaq will be lessen due to better production and manufacturing processes and technological infrastructures that cannot be afforded by small rival companies. New Entrants New entrant in the electronics and IT industries are confronted with relatively more difficult entry to the international market due primarily to highly aggressive competition between and among large corporations. It is common knowledge that business operations and facilities that characterize both the international IT and Electronics industries are very expensive and sophisticated. Such factors serve as strong barriers of entry to the industries where HP-Compaq belongs. SWOT Analysis Strengths The merger between HP and Compaq will increase the companies’ competitiveness when it comes to the possible new product lines and services that they will offer as a single company to the clients and customers. The integration strategy likewise resulted fewer market competition within the context of large international corporations that also belong to the international IT and electronics industry. Costs will be reduced as expenditures in business operations such as manufacturing and production are now handled and managed as a single proprietorship. The research and development arm of HP and Compaq can now work together as single company with similar technological and economic goals. Weaknesses The integration strategy between HP and Compaq, on the other hand, resulted to the need to lay off thousands of employees since their services will be no longer needed particularly those who have similar functions. Cultural integration within the workplace is also a serious issue since HP and Compaq are composed of different individuals and employees who are used to different working environments as well as career expectations. The Human resource department will be confronted with problems and issues regarding the new members of the company’s workforce. Technical operations will also  experience drawbacks from the changes that will transpire within the business processes of the company. Opportunities The issues and problems that may result from the merger in terms of workforce differences can be perceived as an avenue fro improvement when it comes to workplace culture of the company. The management should be able to device means to exhaust diverse knowledge and skills that characterize the members of the company’s labor force. Operations should likewise be restructured and reengineered in order to come up with better manufacturing and production processes that take into account efficiency and product quality. Threats The failure of the merger strategy is also possible if HP and Compaq are not able to resolve issues caused by differing workplace cultures. The vulnerability of the merged company is likewise exposed since it is only a couple of years since the merger contract was signed. There is still so much to do for the full implementation of the merger strategy and existing competitors will aggressively take the opportunity of the changes that transpired within the new HP-Compaq company. Both internal and external factors may contribute to the challenges and difficulties that HP-Compaq will experience in the future in the effort to succeed in the international market competition. Strengths Hewlett-Packard’s primary strength is its business position. The enterprise has a large amount of cash in hand about $10 billion. Hewlett-Packard is a global enterprise and especially after its merger with Compaq, the company became world’s biggest computer hardware and peripherals consort in the world and has ranked 20th in the Fortune 500 list. Hewlett Packard is operating in more than 170 countries including both developed as well as under-developed. Being a global dealer of computer hardware, it gives HP many advantages like dominating printers market, both laser and inkjet. The company attracts and focuses on consumers from even newly found markets all around the world, multinational corporations, non-governmental organizations etc. The company compete both at local and international level. It has increased its competitiveness through policies and strategies that supports free-market economies. This is one of the reasons that make HP a leading  supplier in the growing IT markets. Hewlett Packard is said to have a complete product port folio. Weaknesses The company was in a long term debt for many years which kept it from investing in different growth opportunities. A major problem and complaint about the hardware supplies of HP is its touch pads. The touch pads of the notebooks of Hewlett Packard like the dv series, dm3, and Envy lines needs improvement. These touch pads are either finicky, unreliable, or are difficult to use because of friction. The mouse buttons on various HP supplied machines are said to be clumsy to use, too. Poor shelling life of HP products plagued some mainstream systems and net books. When it comes to Software that HP provides there are also some weaknesses. Some heavy software’s were paired with slow hardware like Touch Smart. The past acquisition of Peregrine made the HP’s portfolio even more diverse and complete but HP Open View’s lack of mainframe management capabilities created several problems. Another weakness was that it did not yet hit a CMDB product that includes discovery and mapping. This cause many customers to switch the brand. Opportunities The recent acquisition of EDS puts HP at a strong position in the computer market and makes it portfolio more impressive. Hewlett-Packard was able to generate large number of revenues and profits from its different deals and raised more than six billion which it can use to pay off its debts as well as invest in different research and development activities. If the products by the company are supplied at reasonable prices, there will be more chances of growth as the demand would increase. The company has formed Customer Solutions Group that helps in selling the complete IT solutions, products and services by HP. Threats Operating in global market means many competitors and therefore, the company has to be at the forefront of changing technologies as well as addressing the changing customer demands and needs. The global economic recession is also a threat for the company’s sales and profits. The prices have also fallen as the stock markets are at historic low positions. Many other competitors including Dell are entering the printer business whereas IBM has  become a market leader.

The Effects of Bullying on Middle School Students Attendance Dissertation

The Effects of Bullying on Middle School Students Attendance - Dissertation Example according to Smith and Sharp (1994, p.64), when successful interventions and policies are designed to counter school bullying, it improves â€Å"pupil achievement and attendance over time.† Samdal et al. (1997) studied how the middle school students’ judgment and perception of school affected their academic performance, attendance and school satisfaction. They found that middle school students were always less satisfied with their school environment as compared to younger or primary school students. According to them, â€Å"The most important predictors of students' satisfaction with school are students' feeling that they are treated fairly, that they feel safe and that they believe that teachers are supportive† (p.383). They concluded that unfair treatment like bullying decreased student satisfaction and eventually their attendance. They stated that the need is to give more attention to peer-to-peer and student-teacher relationship rather than focusing more on c ompleting the curricular requirements. Doing so would help in putting a barrier to bullying, school violence, and nonattendance. Smith et al. (2004) studied the behavioral patterns shown by 406 different middle school victimized students of bullying and concluded that continuing victims â€Å"more often missed school† (p.565) than escaped victims. Newsome (2004) studied group interventions to reduce middle school students’ academic underachievement and school non-attendance resulting from bully. 26 students were given the treatment and 26 were not. He found that although those students who were given treatment improved their grades, however there was no difference or improvement in non-attendance in both the groups. This showed that bully had serious effects on students’ psychology which made them turn away... This essay declares that bullying students are normally very sociable and bold without any idea of shame or guilt; whereas, the bullied ones are already very shy and unsure which makes the overall idea of going to school and attending classes disagreeable. This paper makes a conclsuion that unfair treatment like bullying decreased student satisfaction and eventually their attendance. They stated that the need is to give more attention to peer-to-peer and student-teacher relationship rather than focusing more on completing the curricular requirements. Doing so would help in putting a barrier to bullying, school violence, and nonattendance. Smith et al. studied the behavioral patterns shown by 406 different middle school victimized students of bullying and concluded that continuing victims â€Å"more often missed school† than escaped victims. Glew et al. studied how students experienced bullying and what effects bullying had on their attendance record. The research was a cross-sectional study using school data from 2001 to 2002, in West Coast public school district. He found that attendance was the primary predictor of a child being bullied and that there was a dire need for anti-bullying implementable strategies. A similar resear ch has been conducted by Benbenishty et al. who examined the effects of bullying on school attendance in middle school Jewish and Arab students. Rigby also asserts that boys, when bullied, tend to detach themselves from social gatherings and become reserved.

Summary response waiting for supermanby Dir. Davis Guggenheim Essay

Summary response waiting for supermanby Dir. Davis Guggenheim - Essay Example I was crying because no one was coming with enough power to save us† (Guggenheim). It is also documented that Canada was the co-founder of the Harlem Children’s Zone. He was successful in managing the private funded institution. According to the director, he intends the film to serve as an education reformer. Guggenheim links this to the â€Å"inconvenient truth† which attempted to take part in climate change reform. He concludes that the problem that he may face is the teachers union. The union defends its workers against any dismissals. Later he asserts that the only savior which he may have is the charter school system. Apart from the weltering of socioeconomic reasons, Guggenheim also explains why we are having this mess. Furthermore, he delves into the highly scholastic and even records of the charters. Thus, the real crisis among the American public-school education roots from the relative low pay which the full time teachers get. Thus, he addresses ways of eliminating some of the few incentives which is tenure instead of proposing for a higher pay. According to Guggenheim, his proposal will attract competent teachers. The director frames his film basing on competition. He implies the case where five children await for news about their admission in a charter school. They are not lucky, for instance, Francisco who is a Bronx and a first grader is among the 792 applicants who are eying for the 40 vacancies at Harlem success academy (Guggenheim). Therefore, â€Å"waiting for Superman† is a call to the arms. It aims at calling anyone who would like to step up and help fix problems in education. It is also a cry for mercy and help. That is, ‘someone calling to become the children’s

Iranian revolution Research Paper Example | Topics and Well Written Essays - 4000 words

Iranian revolution - Research Paper Example As business came up, the standards of living started to rise and the death rates began to decrease due to improvements made in the local hospitals.Pahlevi Shah introduced westernization program in the country and this to some extent help in the economic development of the country in terms of trade improvement.1 In the year 1941, the Germans wanted to seize the oil fields of Iran as they took advantage of the country’s poor developments in terms of the economy which made the country weak and could not protect itself from outside threats. However, the Soviet Union and Britain joined forces to protect the oil fields of Iran from German seizure Shah abdicated because of his Allied presence and friendliness to Alexi’s powers. Muhammad Reza Shah, the son of Pahlevi Shah took over the throne and adopted the policy of pro-Allied. The Iranian government in the year 1945 requested for the withdrawal of occupying troops since it came to word that the Soviet Union forces were in some way encouraging separatist movements in some of the Northern provinces of Iran and in 1946, the troops were withdrawn from the country. The control of the oil industry was the main reason why conflicts arose in Iran in the year 1950. The wealth that was being generated from the oil trade was so huge and this led to a major political crisis in the country since prominent people in the country started fighting for control of the oil industry.2 In 1951, Muhammad Mossadegh was appointed prime minister and his relationship with Shah was not encouraging. They kept on fighting each other and in the 1953, Shah dismissed the prime minister. Mossadegh resisted yielding and this forced Shah to flee to Rome. Riots were experienced for three consecutive days and at last Royalist won back Teheran control and this made Shah to return and Mossadegh to be jailed. Throughout the