Statistical Applications Free Essays

The pie outline shows rate among grown-ups with analyzed diabetes accepting treatment of insulin or oral prescription. It is regularly used to introduce the information. I accept this was an appropriate diagram used to introduce the information. We will compose a custom article test on Factual Applications or on the other hand any comparative subject just for you Request Now The data is clear. The information was introduced in a decent visual that I could perceive the examples and patterns. The hues used to separate kind of treatment are useful. Was this the most ideal approach to show the information? What different sorts of charts could have been utilized? This is the most fitting graph for this sort of information introduction. The Pie outline was the most ideal approach to present and show the information. Another sort of diagram or outline that could have been utilized is the reference diagram. Both are diagrams indicating extent. They produce a similar data just in various structures Is the degree and size of the chart fitting? Why or why not? The size of the graph was suitable for the article and how it was introduced. This article was a piece of a diary article and the graph must be embedded into the article so the scale was suitable. Does the diagram or chart bolster the discoveries in the article? Why or why not? The pie diagram was depicted obviously in the article with rate and the kind of treatment. The article likewise unclouded the wellspring of information, it has the qualification to the peruser. Instructions to refer to Statistical Applications, Papers

Determining Justification for Rfid Technology

Running Head: DETERMINING JUSTIFICATION FOR RFID TECHNOLOGY Determining Justification for RFID Technology Bahram Izadi, Master Student of Business Management, University of Isfahan, Isfahan, Iran and John Boyd, BASc, Computer Engineering, University of Ottawa, Ottawa, Canada Abstract â€Å"What areâ theâ benefits? † is aâ common question for any association considering executing a newâ technology. This is an especiallyâ important questionâ for little or creating organizations, where a mistake inâ investment couldâ result in unrecoverableâ operating capital misfortune. As Radio Frequency Identification (RFID) frameworks are makingâ deep and impressiveâ improvements in assembling, conveyance, and flexibly chain the board and military coordinations, the time has come to considerâ theâ quantifiable money related and operational benefitsâ of RFID inâ an association's serious key plans. This article will audit the advantages of RFID execution against its expenses, and demonstrateâ how the presentation of a RFID framework can decrease creation, conveyance, and warehousing costs, while increasingâ the operational effectiveness of an association. Through monetary measurements, esteem conditions, and numericalâ analysis this articleâ will demonstrate how RFID implementationâ can improve anâ organizations main concern, however alsoâ intangible advantages, for example, inward center, industryâ leadership, and separation from its rivals. An example business contextual investigation will be introduced to exhibit to the peruser important understanding to both genuine preferences and constraints related with RFID selection. 1. Presentation The focal point of this paper is the manner by which to build up a RFID key intend to evaluate RFID legitimization through rate of profitability (ROI). RFID offers vital favorable circumstances for organizations, private or state associations since it can improve effectiveness, cost reserve funds, and yield more noteworthy returnsâ in for all intents and purposes all territories of business procedures and tasks. Anyway because of the multifaceted nature related with a RFID framework, its dubious demonstrated capacities, and significant expenses of execution, it is pivotal to make strong a business case and avocation regarding ROI, either quantifiable or immaterial, which offer the best advantage to the organization. 2. Foundation †What is RFID? Radio recurrence distinguishing proof, or RFID, is a remote programmed information assortment innovation which utilizes electronic labels for information stockpiling. A RFID framework comprises of a RFID tag, a peruser/author unit with recieving wire, and a PC, as appeared in Figure 1. [pic] Figure 1 RFID System The peruser/author transmits radio signs from its reception apparatus to control the tag, and can peruse or compose information to the tag without an immediate line of site. Peruser/essayist units are accessible in different shapes and sizes relying upon prerequisite or application. Thus RFID labels are accessible to suit most any application or condition from inconspicuous paper flimsy labels appropriate for customary standardized tag applications, to enormous hard core block estimated labels to follow overwhelming hardware. The PC or middleware permits correspondence between the RFID equipment and framework applications. 3. RFID Benefits and Costs RFID offers vital preferences for organizations since it can improve profitability, proficiency, cost investment funds, and yield more prominent returns in for all intents and purposes all territories of business activities. For instance, Air Canada was losing $2 million USD worth of food trucks every year. This underlying issue of benefit following brought about the sending of RFID frameworks which yielded a 2% decrease in absolute stock, 5% decrease in upkeep costs, 20% to half in trucking charges, 80% decrease in shrinkage, 100% decrease in costs for examining yearly stock checks and ROI inside year and a half. [Internet, 4] when all is said in done a portion of the fundamental focal points of RFID utilization are: †¢ Reduced stockroom and conveyance work costs because of expanded information computerization †¢ Reduced stock by excluding stock mistakes Improved guaging and arranging because of enhancements in perceivability of flexibly chain †¢ Reduced robbery by following the items point to half quart †¢ Reduced unavailable conditions by means of better RFID item following RFID is utilized for everything from following dairy animals and pets to activating gear down oil wells. The most well-known applications are installment frameworks, cost assortment frameworks, get to control, track individuals, resources and items without the requirement for human mediation or direct line of site. [Internet, 5] All of the applications recorded have been sent since they sanctuary demonstrated ROI. . RFID Costs When considering RFID costs an organization must consider the complete expense of proprietorship instead of simply the underlying RFID equipment and labels costs. A total RFID framework incorporates equipment foundation, yet additionally administration, for example, structure, advancement, arrangement, upkeep, progressing backing, and preparing. Additionally to consider are the future expenses as the framework is scaled past its underlying pilot or preliminary stage. Expenses ought to likewise be related with rebuilding or presenting new strategic policies. 5. Making Justification for RFID The potential applications and advantages of RFID are just obliged by a company’s level of development. Nonetheless, before hurrying to embrace RFID innovation an organization can guarantee the best pace of return and accomplishment by having set up a complete key arrangement which evaluates sweeping parts of RFID including innovation and business forms so as to convey its advantages for greatest worth. So as to legitimize the expenses of a RFID framework it is crucial an organizations RFID key arrangement contains quantifiableâ metrics allocated to estimations of every zone which RFID impacts. Thusly when an organization decides to actualize RFID, such a vital arrangement will permit them to continue certainly to their key target while guaranteeing the most extreme potential worth regions are accomplished. By differentiate a poor RFID vital arrangement without cautious and savvy study, dangers to weaken the concentration and assets of the business and may end up being negative and inefficient, rather than helpful. Each RFID arrangement will have its exceptional application changing with the use of the organization and the company’s objectives so there is no single ROI or complete expense of proprietorship measures for RFID. Then again, ROI by and large isn't just discovered monetarily yet additionally in elusive components. For instance a dissemination community may put an incentive on expanding effectiveness throughput so as to get a good deal on work and decreased delivery blunders, where a medical clinic or human services place would put an incentive on expanding perceivability of careful hardware so to have a superior opportunity to spare a people life because of expanded reaction time †monetary expense would but rather be a requirement for this situation, but instead the administration is of more significance than straight money related legitimization. . Making a RFID Strategic arrangement to decide ROI defense As recently referenced, there are regularly vulnerabilities and reservations when an association first considers presenting RFID, for example, worry of significant expense or delay at the dangers of being an early adopter and gambling errors and learning costs. This is regular conduct i n little organizations and particularly in creating nations whereâ an blunder inâ investment couldâ result inâ unrecoverableâ operating capital misfortune. To conquer this vulnerability and to continue certainly with the vast acknowledgment of RFID sending, an arrangement must incorporate key reasoning and monetary legitimization. [Sweeney, Patrick J II, Chapter 16] By deduction deliberately, we reveal the hard information and data that empowers individuals from association to settle on educated choices and to impart the justification of RFID organization adequately. Playing out a ROI concentrate on RFID will permit an organization to become reacquainted with current business forms and to recognize open doors for enhancement (if RFID is chosen to be utilized or not. Through investigation and counts, in this procedure we inspect each RFID influenced territory and dole out to them related worth measurements as far as quantifiable or elusive returns. Anyway so as to get the data and information important to perform ROI figurings and worth conditions it is important to make a strong and nitty gritty rich key arrangement included yet not con strained to the accompanying segments, Figure 2. [pic] Figure 2 Involved Steps of a RFID Strategic Plan 6. 1 Form Business Team Since a RFID usage will influence business process just as mechanical change, it is useful that the business group incorporates interior administration work force fit for RFID investigation from all related practical divisions. Interior colleagues, working intently along with outer specialists and experts, will have the option to offer significant procedural understanding to the turn of events and plan of a RFID framework. 6. 2 Define Scope and Assumptions A key arrangement ought to unmistakably characterize how RFID will influence the business and characterize key components of RFID activity. An away from of influenced procedures, offices, and zones of inclusion, is basic. Presumptions are important to guarantee a typical comprehension of how the RFID framework will be executed and what procedures will be influenced. 6. 3 Identify Strategic and Economic Benefits speak to one of the most significant factors in building a RFID business case. To decide avocation and attainability of a RFID framework an organization must sum up its normal vital effects and quantifiable advantages acquired through progressively proficient RFID empowered procedures. Since key or elusive advantages can not be effectively measured, it is significant for the organization to explain why a RFID acquaintance is significant with business and have an away from of its related worth. This is particularly significant for organizations which place

Lesson Planning

Lesson Planning You’ve read in my blog entries about the weekly Engineering Leadership Laboratories (ELLs), and one thing I’ve realized since I became a second-year GEL student (hereafter referred to as a “GEL 2”) is that the ELLs take a lot of behind-the-scenes planning. ELLs are two-hour activities on Fridays that give GELs hands-on experience in our “Capabilities of Effective Engineering Leaders.” Some examples from earlier this semester include: Diverse Connections Resourcefulness Urgency to Deliver, Initiative, and Decision Making It’s safe to say that the GEL 2s devote at least ten hours a week to help plan each ELL, with most of the work happening in our weekly GEL 2 meetings on Tuesday nights. Most ELLs are recycled from the previous year with minor adjustments, but the end of the semester features a student-planned ELL that calls upon the GEL 2s to conceive and operate a unique ELL. We started planning the December 2 Student-Run ELL a few weeks before Thanksgiving, and knew that we wanted something interactive and competitive, but still relevant to engineering leadership. After much discussion, we settled on a negotiation activity, in which each team had to build “satellites” out of Legos (apparently we really like Legosâ€"who doesnt?!). The catch was that each team didn’t have enough Legos to make satellites on its own. Some teams had a lot of brown pieces, some teams had a little bit of everything, some teams needed only black pieces. Each Lego had a point value assigned to it, and a completed satellite was worth more than the sum of its parts. The teams’ goal was to maximize points through negotiations with other teams. At our GEL 2 team meeting a few nights before the ELL, we did some “alpha testing” to make sure that our ELL idea was even feasible. The biggest problem? We finished the entire activity in less than 15 minutes. ELLs are two hours long, so we obviously needed to throw in some curveballs to make the activity more complex. We redistributed Legos to ensure that every team had to make at least one negotiation before completing a satellite and separated “planning” time and “negotiating” time into two separate periods per round (four rounds total). Although each team could talk to any other team, it could make a deal with only two predetermined teams (team 2 could only trade with teams 1 and 3, for example). On Friday, as the teams sat with their GEL 2 Team Leader (and the GEL faculty looked on), we explained the learning objectives and the activity began, with Bruce, Director of GEL Communications and Outreach, and I snapping as many pictures as we could. In the first round, there was silence. Very little negotiating took place because teams were still trying to develop a strategy. After the first two satellites were made in the second round, discussions started to get more energetic. Interestingly, two teams decided to share their resources and split the satellite points 50/50, while my team got the pieces they needed to turn in the other one. The teams that hadn’t yet made a satellite scrambled to get the pieces they needed. In round 3 things got intense. The moment the planning phase ended and the negotiation phase began, teams jumped out of their chairs to get conversations going. Each team obviously knew what it wanted and was racing against the clockâ€"and other teamsâ€"to finalize deals. Negotiations were still going strong as time ran out at the end of the fourth round. It seemed that team 5 won, but a last minute merger between teams 3 and 4 gave all of team 4’s points to team 3 in exchange for splitting the prize. It was a solution the GEL 2’s weren’t expecting, but it was a fairly negotiated agreement so it was approved and the teams got to shared a giant bag of candy. The important thing about ELLs is that, even when they get competitive, we’re more interested in the “so what?,” not the “what?” It didn’t really matter about Legos, candy, or winning; what mattered were the lessons GELs learned during their planning and negotiation, because those are what well need in the future. After leading for two rounds, my team ended up in third, but after our quick debrief, they realized that they had learned a lot about the art of negotiation. They were happy with how they delegated roles at the very beginning of the exercise so they knew who was in charge of negotiations and who was in charge of the Lego “inventory.” Then, they defined what exactly they wanted and what they were willing to give upâ€"and which teams they thought they could negotiate with effectively. As a GEL 2, it was great to see how much the GELs enjoyed the activity. Our weeks of hard work and planning paid off, and the GEL staff have already said they want to keep this activity for next year. If any 2012 GEL students are reading this now, I recommend one thing: DONT FOCUS ON THE CANDY. Looking for more photos? There are plenty on the GEL flickr and facebook pages!

Ethics Case Studies - 1850 Words

Anencephalics as organ donors: In this matter of the use of anencephalics as organ donors, the New Natural Law theorist must first consider that which is alive, what constitutes life in the eyes of the current law system, and the value of a life for the possible extension of another life, or possibly lives. I have come to the conclusion that New Natural Law would allow for an anencephalic to be an organ donor on the basis that it would not have the ability to live and pursue self- sustainable life, therefore the right to life is the moral fulfillment that this particular ethicist would pursue. Phronesis applied to the individual in question would not allow for life to be pursued since the child is born dying due to lack of means to survive. The moral fulfillment of the New Natural Law Theory is human flourishing based upon the virtuous pursuit of the seven basic and reflexive goods of the theory. Therefore, any anencephalic is born in a vegetative state and in essence is born dying, however science would prove that any human being is naturally born dying. The very fact that one is born means that there is death for that life. For the New Natural Law Theorist, life is given, or better the status of being alive is given to anyone who is born with brain function. This is to state that anyone who is born of a human and has any functionality can be considered alive. In order for modern science to maintain the life of an individual by means of a breathing apparatus,Show MoreRelatedCase Study of Ethics5588 Words   |  23 PagesDilemmas Case Studies Professional Accountants in Business December 20112 Contents Introduction ...............................................................................................................................3 Case Study 1...............................................................................................................................5 Pressure to overstate stock valuation ...................................................................................5 Case Study 2...Read MoreCase Study on Ethics and Dual Relationships in Social Work Essay1050 Words   |  5 PagesEthics Case Study: Juan S. The social worker in this case study worked at the ABC Children’s Wellness Center. An ESL teacher at a local elementary school referred Juan S. to her. Juan came to the center with his mother, Silvia. Before seeing Juan and his mother, the social worker called the ESL teacher who referred Juan to her to discuss the case. The teacher reported that Juan was showing little interest in classroom activities or his peers, and always seemed exhausted. He was irritable andRead MoreEthics Case Study772 Words   |  4 PagesEthics Case Study Ronda Butman University of Phoenix Health Care Ethics and Social Responsibility HCS 335 Nicovich November 26, 2010 Ethics Case Study In today’s health care culture some individuals are presented to undertake unlawful medical actions based on personal guidance; however, ethical and legal issues effect one’s actions if he or she is not qualified to make such decisions. The case of Jerry McCall is an example of such a scenario in today’s health care environment. Read MoreEthics Case Study1149 Words   |  5 PagesEthics Case Study Everyday health care workers around the world are faced with tough decisions. The law guides many decisions but some decisions require ethical considerations. Making good ethical decisions is not always as easy as it seems. Making ethical decisions is even harder when the primary intention is to be helpful, but it is beyond an employee’s qualifications. Jerry’s Qualifications versus Necessary Qualifications Qualification as a medical assistant and a licensed practicalRead MoreEthics Case Study817 Words   |  4 Pagesbenefits). Reference Legge Jr, J. Durant, R. (2010). Public Opinion, Risk Assessment, and Biotechnology: Lessons from Attitudes toward Genetically Modified Foods in the European Union.The Policy Studies Organization, Vol 27, # 1 Smyth, S. Phillips, P. (2014). Risk, regulation and biotechnology: The case of GM crops.GM Crops Food 5:3, 170--177 Romeis, J. et al. (2008). Assessment of risk of insect-resistant transgenic crops to nontarget arthropods. Nature Biotechnology, Vol 26, Number 2 HindoRead MoreEthics Case Study : Paradyne1159 Words   |  5 PagesEthics Case Study: Paradyne By Ali Khan for EE4400 1 Background Every good engineer will be ruled by ethics and moral code. Honesty towards his client and fellow team mates is a must for any good engineer. While building designs and turning innovative ideas into reality require dedication and passion. Engineers in their day to day work face hardships and difficult decisions. We spend long and hard days at work. Solving problems in given limited resources and time does make life difficult and goodRead MoreEthics Case Study1862 Words   |  8 PagesAfter review the table l decided not to disclose any information because the harm was more than benefit. Based on the information provided the percentage of infection is very small. The side effective of action is more harmful because the company might close down and coworker will lose job, so many lawsuits in court from previous patients, I will not be able to support my family because l won’t have a job. Deontologist According to Deontology is states that an act done or something done that isRead MoreCase Study On Business Ethics965 Words   |  4 Pages Course Date Student’s Name Institution Case Study on Business Ethics Introduction Ethics describes combination of values that guide the behavior and conduct of persons or entities. It facilitates them to distinguish between wrong and right, good and bad, what can be or should be done and what cannot and should not be done. Business contracts are lawfully binding. However, they are effectual with a robust ethical framework where parties observe and satisfy their contractual responsibilitiesRead MoreCase Study : Ethics Applied1548 Words   |  7 PagesAbstract Throughout this paper the principles and concepts examined throughout the last eight weeks of coursework will be applied to the Nortel Case Study. After a brief introductory discussion of the Nortel Case, a greater understanding of the ethical ramifications of the situation will be facilitated by answering five key questions. Nortel Case Study: Ethics Applied Introduction: Over the last two decades the business world has been rocked by several prominent business scandals such as Enron, WorldComRead MoreEthics Case Study Essay911 Words   |  4 PagesEthics Case Study Nurses are faced with ethical issues and dilemmas on a regular basis. Nurses must understand his or her values and morals to be able to deal adequately with the ethical issues he or she is faced with. Some ethical issues nurses are exposed to may be more difficult than others and the ethical decision making process is learned over time. The purpose of this paper is to identify the ethical issues in the case study provided in the week one assignment. A discussion of how to use

Climate Change And Urban Environment - 939 Words

Change in climate is becoming a major concern on a global scale, as it has had a tremendous impact on urban environment. Oxford dictionary defines climate change as: ‘A change in global or regional climate patterns, [†¦] attributed to the increased levels of atmospheric carbon dioxide produced by the use of fossil fuels.’ (Oxford Dictionary 2015) The increasing amount of green house gases (GHG) released in the atmosphere is causing significant changes in the environment leading to unpredictable weather patterns and warming of the climate system is putting a great pressure on city development and infrastructures. This essay outlines three problems caused by climate change in urban areas, and evaluates the effectiveness of some of the mitigation and adaptation strategies. This essay reasons that mitigation and adaptation strategies need to work in synergy in order to address the situation effectively. The three problems caused by climate change are, rise in sea level, varied energy demand, and water scarcity. Firstly, the impact on costal areas contributing to sea level rise has made low-lying cities vulnerable to them. Hunt and Watkiss (2011, p. 32) estimates that a 50 m raise in sea level would render Mumbai’s informal communities in severe despair. Moreover, climate change will lead to variation in energy demand. Hunt and Watkiss (2011, p. 33) explain even though winter heating will decrease due to warmer weather, cooling anticipated increasing in summer, increasing GHGShow MoreRelatedGlobal Environmental Issues Facing Climate Change Essay1245 Words   |  5 PagesBy 2030, the urban population will reach 5 billion – 60 % of the world’s population.It is clear that the development of urban areas holds the key to many of the challenges we face in our interactions with the environment. Climate change has become one of the most challenging global environmental issues facing humanity.. Urban households, industries and infrastructures are key sources of greenhouse gases. Urban areas concentrate populations, economic activities and built environments, thus increasingRead MoreEffects Of Climate Change On Urban Areas871 Words   |  4 Pagespercent of the total population lives in urban areas (UN-Habitat 2009 p. xxii). Growing urbanization has led to many consequences on the environment. As a result, many cities face detrimental effects as the climate is becoming unfavourable daily. This essay outlines the significant impacts caused by climate changes in urban areas and evaluates the effectiveness of mitigation and adaptation approaches to solve these problems. However, the effects due to climate change should be considered and significantRead MoreWhy Wildfires Are An Threat Of Safety, Economy And Environment1567 Words   |  7 PagesWildfires are an increasing threat to safety, economy and environment. Remote sensing technologies offer a la rge diversity of environmental information to help fire risk prevention services. In this regard, the European Copernicus program integrates a suite of space-born and in-situ datasets to support a wide range of applications, including fire risk assessment. This chapter provides an overview of the Copernicus products and services that are currently used to evaluate fire risk conditions, andRead MoreThe Extent to which Strategic Environmental Assessment (SEA) Can Contribute towards Mitigation and Adaptation to Climate Change Futures1062 Words   |  5 Pages1. Introduction Climate change the ‘wicked problem’ is continuously imposing significant threat to the nature as whole according to the recent projections (IPCC 2013; Bondeau et al. 2013). This anticipated hazard is unavoidable to some extent though the source of the problem (‘green house gas’ emission) is barred right now (IPCC 2014a). Combination of mitigation (reducing or capturing GHG) and adaptation effort has been suggested both in the short and long term to achieve the complementary advantageRead MoreAdaptation Structural And Behavioral Adaptations1628 Words   |  7 Pageskeeps that organism alive. This could mean adapting to climates—cold, moderate, hot as well as climate change—, invasive predators, etc. There are two observed ways of adaptation structural and behavioral. Structural adaptation is a physical change to the organism like how the Aves species adapted to have hollow bones and wings for an aerial lifestyle. Behavioral adaptation is how or ganisms change its ways of hunting, finding shelter, or any change that is done for survival. In this paper, the focusRead MoreThe Age Of Sustainable Development1186 Words   |  5 Pages In his book, The Age of Sustainable Development, Jeffery Sachs begins with the role of technological change in sustainable development. Sachs uses the Maglev in Shanghai as an example of how technological change can help with sustainable development. It improved transport services and energy efficiency, eventually enabling a shift to a clean low carbon system. Instead of being powered by finite resources such as coal or petroleum, the Maglev is powered by electricity. In most cases statesRead MoreClimate Change ´s Impact on the NY-NJ-PA Part of the US1088 Words   |  4 PagesRecently, the environment issues are becoming more and more serious. The increasing of greenhouse gas emission and pollutions lead to many environment problems related to climate change. The climate change impact our urban life in many aspects. As the biggest metropolitan area in US, New York-Newark-Jer sey City, NY-NJ-PA Metropolitan Statistical Area has a population about 19,831,858 by year 2012 (U.S. Department of Commerce, US Census Bureau, 2012) The population has been increased by 1.35% sinceRead More2.1. 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In order to do so, communities must develop sustainably by focusing on how to manage resources in a way that guarantees welfare and promotes equity of current and future generations (Elmqvist, 2013). The impact of urbanization is only going to increase, so cities around the world needRead MoreUrbanization Of The 21st Century1542 Words   |  7 PagesIntroduction The 21st century is witnessing an increase of the world’s population into urban dwellers. Dramatic movement of people into major towns and cities of the world is caused by rapid sprawl; this is observed in developed and developing countries. This increasing recognition is inevitable; therefore the solution to urban problems depends largely on effective planning, infrastructural management and development. Usually, unplanned population growth is associated to population demands that supersede

Communication in care settings Free Essays

This piece of work is about two main theories and they are Tuckman’s theory and Egan’s theory (SOLER). Also the effects of communication on care workers and service users. This will be explained in more detail. We will write a custom essay sample on Communication in care settings or any similar topic only for you Order Now Communication cycle- is very important in our lives, there are lots of ways to communicate nowadays and the list becomes bigger each day. There are lots of ways to communicate but the main structure of the cycle is still the same as it was. First it’s you express yourself then you listen and hear, then they express ones feelings then they listen and hear. And then it goes round like a cycle. http://www.surrey.ac.uk/Skills/pack/enc.html Tuckman’s theory- This stage was developed in 1965’s and the last stage was added in the 1970’s. There are 5 stages and they are forming, storming, norming, and performing. Forming is when the individual themselves is very nervous, scared to show their real feelings so they may just agree with someone to kind of ‘make them happy’. In this stage the individual doesn’t show their personality as they may not feel comfortable round others in their group. http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm The second stage is storming at this stage the individual start to show their real feelings and their personality starts to show. This is because they start to relax and be comfortable around others in their group. Also others in the group may start to have conflict were they have different opinions about ideas, and they don’t agree on others about their ideas. The third stage is norming at this stage individuals start to relax and become more comfortable around others in their group. Also it’s when they get ideas to together and agrees on one, and individuals then start to know what is accepted from them and start to get on with what they have to do within the group. The fourth stage is when all individuals in the group know what their role is in the group and start to work towards their own goals. Then they work together to get the task finish that was set. Sentence and Verbal Communication iframe class="wp-embedded-content" sandbox="allow-scripts" security="restricted" style="position: absolute; clip: rect(1px, 1px, 1px, 1px);" src="https://phdessay.com/sentence-and-verbal-communication/embed/#?secret=ioh8jD6rUx" data-secret="ioh8jD6rUx" width="500" height="282" title="#8220;Sentence and Verbal Communication#8221; #8212; Free Essays - PhDessay.com" frameborder="0" marginwidth="0" marginheight="0" scrolling="no"/iframe The fifth stage and the last stage was added after in 1977 and that was called adjourning is when the tasks is finished with a positive outcome, and then the group breaks up and everything has been fulfilled, and they all move on with a happy attitude with what has been achieved. http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm Scenario: To make the individual benefit from this theory would be by making sure the individual is introduced in the group session that he goes to and that he feels comfortable in the environment. This theory may not be beneficial for all individuals it depends on the situation and if it suits them for example some that has learning difficulties as they may not be able to handle being in a group of people at one time, also people that have mental health problems. Open posture is when you body shows that you are listening to the service user. Showing that you are interested in the conversation, also it can show that you care about them. Also things like putting your arm around the service user by showing that you care and that you are there to listen and comfort them. This can put a bond between you and your social worker. Tone- the tone of your voice is very important as it affects the way the service user responds to you. Your voice should sound something like: – Clear (able to hear) – Upbeat – Welcoming – Under control – Warm feeling to the voice. http://www.impactcommunicationsinc.com/pdf/nwsltr_2001/ICINwsltrph0106.pdf for example if the care worker’s tone is loud and moody and sounds like they’re not bothered then the service user will want to get out of the room as they feel that the care worker doesn’t care and has no respect. This also can make them feel scared and humiliated as the care worker isn’t showing that they care and are bothered about them. But on the other hand it can be that the care worker is talking nicely with a tone that as a warm feeling to it, and that is upbeat and is clear. The service user feels that they are cared for respected for, this makes them want to say and makes them comfortable in the situation so will open up and tell you what’s wrong with them also they feel more relaxed and calm. http://psychology.about.com/od/nonverbalcommunication/a/nonverbaltypes.htm Body language/posture- this is important in communication because it can show lots of information through it, as it can show your feelings and your attitude through it. For example: – Arms/legs crossed- this can come across as doesn’t want to know, doesn’t care, but in different circumstances it can mean that they are scared to open up and can show as an barrier meaning ;don’t come to close to me’. – Head down- this can come across as shy, doesn’t want to know about the problems issues you have. Also showing no eye contact can be real rod if the service user is talking to the care worker and there’s no eye contact can show that you aren’t listening to them. And may feel uncomfortable – Nodding- this show that you are listening to the service user and that you understand what they are saying to you. This can make the service user feel reassured that somebody understands them and that they aren’t alone. How to cite Communication in care settings, Papers

Strategic Employee Communications Samples †MyAssignmenthelp.com

Question: Discuss about the Strategic Employee Communications. Answer: Recommendations The knowledge base should be accessible to the employees, as the employees of the modern hotel industry is growing at a faster rate, where the knowledge required by the employees will help them in performing their job in an effective manner. The hotels need to have a proper setup so that all the information about the guests and the instructions about health and safety are accessible to the employees as well as the guests. This will help in organizing the guests and helping them during emergency times by the employees (Argenti 1998). The transparency in the workplace needs to be increased by sharing the sales figures of the hotel along with the goals and the reasons why themanagement has decided to bring changes in the organization. This will help the employees to increase their efficiency in the organization, as they will have a sense of responsibility up on them (Mishra, Boynton and Mishra 2014). The employees need to undergo training on a regular basis through various workshops and employee meetings so that it can help them in serving the guests in an efficient manner. The employees need to be addressed regarding the best practices that they need to adopt within the organization and feedbacks from them needs to be encouraged. These workshops will help the hotel by improving the understanding of the employees, which will help the organization in the end. The feedbacks that the employees will provide will help the uppermanagement of the hotel to take better decisions so that it can help in increasing the productivity of the employees (Christensen 2014). The hotel organization needs to give freedom to the employees in choosing the technology platform that they are comfortable in working with. The advancements in technology will help the employees to access the informations that are provided by the organization at any point of time and anywhere. This will help the company in increasing their speed of work in a proficient manner, which will ease out the job for the employees as well (Percy 2014). The use of new tools for communication such as Beekeeper will act as a flexible and effective tool for messaging between themanagement and the employees of the hotel. This will help the company to make the important announcements to the right group of employees so that the other teams are not disturbed. This will help the groups in being engaged in the daily activities in an effective way. These messaging platforms will help the company in sending private messages and emails to the emails so that it will increase the flexibility and the effectiveness of the organization (Argenti 1998). The use of better communication tactics will help the organization and its employees to create a difference in the quality of service so that the guests who come in the organization will have a better experience. The managers need to be responsible in maintaining a proper system of communication so that the staffs can be engaged within the company, which will give good return on the investment. References Argenti, P.A., 1998. Strategic employee communications.Human Resource Management (1986-1998),37(3-4), p.199. Christensen, M., 2014. Communication as a strategic tool in change processes.International journal of business communication,51(4), pp.359-385. Mishra, K., Boynton, L. and Mishra, A., 2014. Driving employee engagement: The expanded role of internal communications.International Journal of Business Communication,51(2), pp.183-202. Percy, L., 2014.Strategic integrated marketing communications. Routledge.

Marketing and the Tobacco Industry free essay sample

A paper which examines how the tobacco industry markets its products. Approximately every day the tobacco industry loses around 7,000 customers in the U.S. alone. This paper examines ways in which the tobacco industry markets its products in order to retrieve some of these lost customers, with emphasis on promoting cigarettes to the younger generation. Issues explored include cartoon characters, free cigarette giveaways, sponsored public events and walking billboards. The paper also discusses the results of these attempts on product marketing. The most shocking example is the RJR Nabiscos Joe Camel campaign that aimed to hit its young targets. (Ad weeks Marketing Week, 1991) Joe Camel has greatly influenced not only the teenagers between the ages of 14- 18 years but even the very young. For instance of the study showed that almost one-third of three-year-olds matched Joe Camel with cigarettes and by the age of six, children were as familiar with him as with the Mickey Mouse (Brand Logo Recognition by Children Aged Three to Six Years, 1991). We will write a custom essay sample on Marketing and the Tobacco Industry or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page

Free Essays on Odepus

"An idea is an eye given by God for the seeing of God. Some of these eyes we can not bear to look out of, we blind them as quickly as possible." (Russell Hoban, American novelist) Sometimes the reality of a situation is so harsh that, instead of facing it, people blind themselves to it. In Oedipus Rex, the theme of sightlessness is prevalent throughout the play. Sophocles uses ambiguity to keep from creating biases toward the characters so that, in a sense the audience, as well as the characters, are blind. Fate and blindness go hand in hand in the play. The main character, Oedipus, is a severe victim of fate, ".... damned in his birth, in his marriage damned, damned in the blood he shed with his own hand." The hero Oedipus is tormented by the punishment of a crime that he did not commit. At birth, it was said that he would "†¦lie with [his] mother, breed children from whom all men would turn their eyes; and that [he] should be [his] father’s murderer." This fate is undeserved and makes one question the reasoning behind the fate. The gods seem heartless and cold in their treatment to an innocent man. The aspect of sightlessness is first mentioned in the discussion between a soothsayer and Oedipus to find out the justification for the punishing, "†¦murdering sea," that Thebes has been thrown upon. The city is being punished by the gods for an offense that has been committed by a criminal who does not know his crime. The question of justice arises and is dismissed just as fast because, "...justice is a concept. Muscle is the reality." The action of the gods may not have seemed fair, but, to coin a phrase, "life isn't fair." From his birth, Oedipus was prophesied to a fate worse than death, so his parents then sentenced him to death. He was bound at the ankles and carried off by a shepherd to be killed. The shepherd then felt pity for the baby in his arms and did not wish to kill it so he gave the baby to another she... Free Essays on Odepus Free Essays on Odepus "An idea is an eye given by God for the seeing of God. Some of these eyes we can not bear to look out of, we blind them as quickly as possible." (Russell Hoban, American novelist) Sometimes the reality of a situation is so harsh that, instead of facing it, people blind themselves to it. In Oedipus Rex, the theme of sightlessness is prevalent throughout the play. Sophocles uses ambiguity to keep from creating biases toward the characters so that, in a sense the audience, as well as the characters, are blind. Fate and blindness go hand in hand in the play. The main character, Oedipus, is a severe victim of fate, ".... damned in his birth, in his marriage damned, damned in the blood he shed with his own hand." The hero Oedipus is tormented by the punishment of a crime that he did not commit. At birth, it was said that he would "†¦lie with [his] mother, breed children from whom all men would turn their eyes; and that [he] should be [his] father’s murderer." This fate is undeserved and makes one question the reasoning behind the fate. The gods seem heartless and cold in their treatment to an innocent man. The aspect of sightlessness is first mentioned in the discussion between a soothsayer and Oedipus to find out the justification for the punishing, "†¦murdering sea," that Thebes has been thrown upon. The city is being punished by the gods for an offense that has been committed by a criminal who does not know his crime. The question of justice arises and is dismissed just as fast because, "...justice is a concept. Muscle is the reality." The action of the gods may not have seemed fair, but, to coin a phrase, "life isn't fair." From his birth, Oedipus was prophesied to a fate worse than death, so his parents then sentenced him to death. He was bound at the ankles and carried off by a shepherd to be killed. The shepherd then felt pity for the baby in his arms and did not wish to kill it so he gave the baby to another she...

The Desirability of Engagement Strategies in the 21st Century Essay

The Desirability of Engagement Strategies in the 21st Century - Essay Example An accurate definition of ‘engagement’ is needed in order to identify its actual importance to organisations and employees (Torrington, Hall, & Taylor, 2008). However, the best definition depends on the specific circumstances and features of the organisation. MacLeod defines engagement as a process of building ‘mutual respect in the workplace’ (MacLeod & Clarke, 2009, p. 6). He believes that engagement is not only beneficial to the organisation or the employees, but to the nation as a whole. MacLeod views employee engagement as an organisational or corporate strategy intended to make sure that the members of the organisation are committed to its objectives and ideals, driven to contribute to the success of the organisation, and are simultaneously capable of improving their self-respect. The 2012 CIPD Report stated that there are two forms of engagement, namely, emotional and transactional. Emotional engagement takes place when individuals genuinely identify with their organisation and job. It occurs when employees are driven by the desire to perform well at work. On the other hand, transactional engagement refers to a two-way relationship. It appears to be about acknowledging the dynamic involvement of all members of a relationship (e.g. employer and employee). Basically, engagement is characterised as a psychological condition that involves an affective and cognitive aspect, or, feeling and thinking, respectively. Basically, work engagement is a constructive affective and cognitive condition that is stimulated and tends to lead to motivated attitude and behaviour at work (Armstrong, 2006). According to Lucas and colleagues (2007), engagement is a... Employee engagement has been correlated in different studies to greater innovation and efficiency, lower turnover and number of absences, higher earnings per share, and so on. For example, the study of Corporate Leadership Council (CLC) reported that organisations with a well engaged workforce progress more rapidly than companies with disengaged employees. Likewise, the study of Towers Watson discovered that companies with high levels of engagement experienced an increase in net profit margin and operating margin. Company studies also emphasise correlations between organisational outcome and engagement. The 2005 ISR research reported that organisations with low engagement levels experienced a decline in operating margin and net profit over a 3-year period. The Hay Group reported that specialised service companies with high levels of employee engagement were significantly more efficient. Stanford University reports that employee engagement leads to substantial organisational advantage s. Gallup studies found out that engaged employees are more likely to remain in the organisation, more efficient, and friendlier to customers.

Skin Cancer Essay Example | Topics and Well Written Essays - 500 words - 1

Skin Cancer - Essay Example Skin cancer is a term used to defined carcinomas which rise from the skin and can invade different parts of the body. These include squamous cell cancer, melanoma and basal cell cancer. A culmination of factors have led to an increase in the prevalence of skin cancer and these include damage to the ozone layer by industrial activity and the new methods that have been created for tanning such as tan salons or even spending excessive amounts of time under the sun (Zhang et al., 1588-1593). There should be studies that are aimed towards the regulation of events that are damaging to the ozone layer and the different methods that are used to improving tanning in the community to ensure that these methods are either eliminated or minimized. Tanning has become a summer fashion and many people use tanning salons which predisposes them to many types of skin cancer. However, many studies have found that spending long hours under these lamps predisposes individuals to squamous cell cancer which is one of the deadliest forms of skin cancer. Tanning beds are machines that utilize 3% UVB and 97% UVA to artificially produce sun tans for cosmetic purposes (Dore et al., 30-37). There are many different variants of these machines and can also be in the form of high pressure beds. The cultural history of tanning is something that has changed throughout the years and in the early 1900s when the benefits of sunlight were documented, sun bathing can back into fashion and was considered an upper class activity (Dore et al., 30-37). It was further popularized by Coco Chanel 1920s after a vacation. The tanning beds entered the American community in 1979. However, the World Health Organization and other health institutions have labeled these beds a health risk and have included it among other dangerous radiation substances such as plutonium. According to

The Saying Actions Speak Louder Than Words English Language Essay

The Saying Actions Speak Louder Than Words English Language Essay Multicultural education programme is aimed to develop the knowledge about diverse cultures, therefore the author of this Bachelor thesis focuses her attention on this subject. Non-verbal communication should be understood not only with the language of hand or facial expressions but also when a person speaks: eye contact, smile, pauses in speech and the distance between interlocutors as well as other factors are important. Sen argues that in the context of multicultural communication, it becomes imperative that we train ourselves in decoding the non-verbal signs in a communication progress (2004: 163). Clayton suggests that non-verbal communication should be discussed in three areas, related to the individual, to language, and to the context (2003: 115). Non-verbal communication related to an individual involves eye contact, touching, posture, gestures and facial expressions (ibid.: 115-118). Non-verbal communication related to language includes vocal qualities, intonation, and the use of silence (ibid.: 119). The last one, non-verbal communication related to the context is discussed by olfaction, clothing, sonal appearance, artifacts as well as feeling about space and attitudes toward time (ibid.: 120-123). Some people believe that words are most important in speech because sometimes they do not notice how important non-verbal communication could be and that it can say more about someone than words. The person can lie when he is speaking but his behavior as for instance, embarrassment, always tells the truth. The principles of non-verbal communication between representatives of different cultures can help to overcome the incomprehension even without the knowledge of language. Discussing eye contact one should notice that it is the tool for contact establishment. In business field the direct eye contact means a sense of confidence. Nevertheless, the author of the research believes that Russians do not prefer to fix eye contact for a long time. In American culture vice versa it is the way how people usually behave. According to Clayton, direct eye-contact implies truth and honesty in the dominant Anglo-American culture (ibid.: 115). Another significant aspect of non-verbal communication is gestures. Feyereisen and de Lannoy quote Kendon (1986) and McNeill (1985), [à ¢Ã¢â€š ¬Ã‚ ¦] gestures and words both relate to the mental representations that constitute thinking (Feyereisen and de Lannoy, 1991: 2). Individuals of diverse cultures can interpret some universal gestures differently. When one thinks about the word yes or no it means nodding and shaking the head. (Clayton, 2003: 117) Still in some countries, for instance in India or Bulgaria, the gesture no means the agreement (ibid.: 117). From these examples of gestures use it can be seen how differently communities can interpret the meaning. Further, within a multicultural environment, every culture forms a single notion of established manners, greetings, gestures and handshakes use. It is very often considered that a certain nation can use gestures more frequently than others. The author of the present research provides an example from the respondents answers (see Appendix 2; question nr. 11), one Latvian student wrote, usually Russian people within talking use many gestures. This type of behavior can confuse diverse cultures representatives where the active use of gestures is not welcome. Latvians, for instance, do not prefer to use a lot of gestures in their oral discourse, especially with strangers. A direct eye contact and outwardly restrained behavior are the most characteristic features for them. They also do not prefer to smile quickly greeting other persons. It is important to analyze how representatives of different cultures behave being in one group. Some foreigners, for instance, Americans or Italians being in Latvia could be confused with the type of unfriendly behavior of native people. Americans and Italians always smile greeting others but this could be atypical for the natives of other countries. The author knows from her own experience that Russians in Latvia differ from Russians in Russia especially by use of gestures. This signals that being in one group or living together in one country [Russians in Latvia] affects all those natives not only adopting the choice of words or sentence patterns from the Latvian culture, but also behavior, gestures and attitudes. To sum up, Russians in Latvia are more composed in behavior than Russians in Russia. It is typical for them in Russia to use a lot of gestures that are accompanied sometimes by a loud voice and very fast talking. Russians in Latvia were being socialized to the typical cultural behavior of Latvians. The process of adaptation of some features of non-verbal communication is developed since representatives of cultures always cooperate and affect each other being in one group. Feyereisen and de Lannoy quote Halliday (1973) and Levinson (1983) pragmatics also draws attention to the social conditions in which gestures occur (Feyereisen and de Lannoy, 1991: 24). The context of the verbal emission, gestures included, must be taken into account to understand the meaning of utterance (ibid.). Thus, every gesture occurs in appropriate context and conditions. As an example, Asians always smile when they are embarrassed. They usually demonstrate a neutral expression when angry, that makes impossible to understand their emotional condition. American people always keep smiling in order to show that everything is going well. The awareness of cultural differences in non-verbal communication leads to understanding the behavior of other people. Nevertheless, it is sometimes difficult to find a way how it is better to act. The above-mentioned suggestions are considered to be very important and everyone should understand that if someone behaves differently and sometimes incomprehensibly this can mean that he/she is coming from another culture. Clayton arguing about students nonverbal communication differences in the classroom, asserts that [à ¢Ã¢â€š ¬Ã‚ ¦] the loudness of a students response may be a sign of sincerity; the belligerent-sounding comment may be awkward intonation; [à ¢Ã¢â€š ¬Ã‚ ¦] the quest for more personal interaction may indicate an unconscious need for closer contact with authority; the wince under our affectionate pat on the back may mean discomfort with physical touch; [à ¢Ã¢â€š ¬Ã‚ ¦] an inappropriate smile may mask shame, embarrassment, or fear [à ¢Ã¢â€š ¬Ã‚ ¦] (2003: 128). Finally, everyone should be more attentive to others in order to communicate successfully; especially it is important during the process of education. Clayton adds that teachers cannot know all nonverbal languages of other cultures but she assumes that what we can do is [à ¢Ã¢â€š ¬Ã‚ ¦] to lay aside our own cultural blinders, be sensitive to a variety of responses, be open to and affirming of different interpretations, and hopefully learn from our students [à ¢Ã¢â€š ¬Ã‚ ¦] (ibid.). To conclude the author of the research would like to emphasize that: the awareness of cross-cultural differences leads to acceptance over cultures; the individual becomes more open-minded; the ability to interpret cross-cultural differences and use this knowledge in practice helps to act in a positive way;

Military Downsizing

Running Head: WHAT OPTIONS MIGHT THE PENTAGON CONSIDER What Options Might the Pentagon Consider When Discussing the Downsizing of the Services as Well as Change Overseas Basing Richard Giadone Columbia Southern University MBA 5652 Research Methods Running Head: WHAT OPTIONS MIGHT THE PENTAGON CONSIDER Permanently stationing forces overseas gives the U. S. military a strategic advantage–but at a price. That price is paid not only in terms of budgetary cost but in terms of the personnel, units, and equipment needed to support forces stationed outside the United States. We will compare the U. S. forces stationed in Europe and East Asia against the monetary and personnel cost of keeping them there. Forward Based Versus Forward Deployed Forces The U. S. forces can be maintained overseas on either temporary or a permanent basis. Units or personnel that are in a foreign country on a permanent basis are said to be forward based or forward stationed. In contrast, units and their associated personnel that are in a foreign country for a limited time, typically six months or a year, while taking part in exercises or operations are said to be forward deployed. An example of such forces is those now deployed in Afghanistan for Operation Enduring Freedom. ) Although the distinction may appear to be minimal, it has important consequences for military forces and personnel. Forward Based Units Units that are permanently based outside the United States remain in place while individuals assigned to the units come and go. For example, the 2nd Infantry Division (2nd I D) has been stationed in South Korea since the 1950s, as a result of the Korean War armistice. While the division, with its headquarters and subordinate units, remain in place, some 13,000 Army soldiers rotate through it on one-year unaccompanied tours. The services are now allowing families to accompany service members to Korea for two Running Head: WHAT OPTIONS MIGHT THE PENTAGON CONSIDER year tours. Korea has an 8% personnel turnover each month. And, 20% of all Soldiers on assignment to Korea never show. In other locations, such as Germany, U. S. military personnel serve three year tours with units stationed there and can bring their families with them. With the help of allies, the United States has built up large infrastructures overseas to support forward stationed units, assigned personnel, and their families. Almost all overseas bases that permanently house large numbers of U. S. service members include all of the amenities of bases in the United States, such as commissaries, chapels, exercise facilities, and post offices. In addition, in places where families may accompany service members, the Department of Defense (DoD) has established schools for military dependents. In Germany alone, DoD runs 70 schools for more than 30,000 children who are dependents of U. S. military personnel and DoD civilians. Another aspect of forward based units is that personnel serving with them are considered on permanent assignment instead of temporary duty and thus undergo a â€Å"permanent change of station† (PCS) when they move from an assignment in the United States to an assignment overseas. In a PCS move, service members can take along their household goods (including automobiles) at the government's (taxpayer’s) expense, regardless of whether they are accompanied by family members. The fact that personnel are assigned to, and move in and out of forward based units on an individual basis creates continual turnover in those units. With the three-year tours common in Germany, one-third of the individuals in a particular unit will turn over every Running Head: WHAT OPTIONS MIGHT THE PENTAGON CONSIDER year and the entire population will turn over in three years. Moreover, when individuals complete a tour with a forward-based unit, they are generally assigned to a different unit in the United States than the one they served in before going overseas. Forward Deployed Units Forward deployed forces, such as those now in Afghanistan or Kosovo, are overseas on a temporary basis only. The United States does not anticipate having forces stationed in Iraq or Afghanistan for the next 50 years, as it has done in Germany. Rather, it anticipates that once Afghanistan is secure, U. S. troops will be withdrawn and not replaced. As a consequence, the United States has no plans to build elaborate bases to house U. S. forces in Afghanistan. Likewise, for the most part, military personnel are not assigned to duty in Afghanistan the same way they are to duty in South Korea or Germany. If a unit based in the United States, such as the 25th Infantry Division, is assigned to duty in Afghanistan for nine months to a year, all of the personnel associated with the division who are eligible will deploy to Afghanistan for the length of the tour. Neither soldiers' personal belongings (excluding some individual items) nor their families will accompany them. Furthermore, as much as possible, all of the individuals assigned to the unit will deploy and stay with it for the entire period and return to the home base together. Those deployed forces are often included in tallies of U. S. forces overseas, but in fact they are officially considered to be overseas on a temporary basis, even though some operations supported by rotational deployments have continued for years    Running Head: WHAT OPTIONS MIGHT THE PENTAGON CONSIDER U. S. Forces Based in Europe The United States has about 100,000 military personnel forward based in Europe. The bulk of them are stationed in Germany, where the United States has maintained forces since the end of World War II, originally as an occupation force and later as part of NATO's defense during the Cold War. Although the size of U. S. forces in Europe declined by two thirds after the tearing down of the Berlin Wall, the need to maintain the current levels is being questioned by some defense analysts and Administration officials. Army Forces The Army accounts for about 60 percent of active duty U. S. personnel stationed in Europe. Despite significant cuts in those personnel after the unification of Germany and the dissolution of the Soviet Union in the 1990s, the Army continues to base two of its 10 divisions and one of its four corps in Europe. Thus, a significant portion of the Army's combat power is stationed on that continent, primarily in Germany. Nevertheless, the Army's combat units (divisions and brigades) account for less than half of the service's active duty personnel in Europe. The 1st Armored Division and the 1st Infantry Division (mechanized) has only two of its three combat brigades and about 12,500 of its total 16,000 personnel based in Germany. The Army's other combat unit in Europe–the 173rd Airborne Brigade, based in Vicenza, Italy–has about 1,000 personnel assigned to it. Thus, the Army's permanent active-duty combat forces in Europe total about 26,000 people. Running Head: WHAT OPTIONS MIGHT THE PENTAGON CONSIDER Another 27,000 or so active-duty personnel are assigned to what the Army calls combat-support (CS) units, such as artillery, and combat-service-support (CSS) units, such as transportation. CS and CSS units provide various kinds of support to combat brigades and divisions. The other 7,000 or so active-duty Army personnel based in Europe are assigned to what could be termed administrative units, such as medical facilities, NATO headquarters in Brussels, and contracting agencies. In all, about 43 percent of Army forces in Europe are assigned to combat units, 45 percent to support units, and 12 percent to administrative duties. (The breakdown for Army forces in Germany is similar: 45 percent combat, 45 percent support, and 10 percent administrative. ) Army Bases The Army maintains an extensive network of bases in Europe, encompassing almost 300 installations. Like its personnel, the vast majority of the Army's overseas infrastructure (255 installations) is in Germany. The largest and some of the most expensive Army bases in Europe are at Grafenwoehr and Hohenfels, Germany. Those two training facilities–which provide ranges and space where Army units can practice tactics and maneuvers–cover 52,000 acres and 40,000 acres, respectively, and have a combined replacement value of more than $1. 5 billion. (6) The Army also maintains 33 barracks for unaccompanied soldiers and 36 â€Å"villages† for family housing in Germany, which have a replacement value of roughly $14 billion. Other Army installations in Germany include five hospitals, five hotels, 15 smaller training areas, nine airfields, four Running Head: WHAT OPTIONS MIGHT THE PENTAGON CONSIDER depots, three golf courses, a Boy Scout camp, and a Girl Scout camp. That infrastructure is designed to enhance soldiers' morale and, to some extent, replicate the facilities and conveniences that would be found around many Army bases in the United States. Air Force, Navy, and Marine Corps Forces and Bases The other three services have fewer forces stationed in Europe than the Army does. In addition, they have not concentrated their forces and bases on that continent in Germany to the extent that the Army has. The Air Force maintains the second largest presence in Europe after the Army, with 34,000 active-duty personnel and 201 installations in 12 countries. The largest contingent (15,000 active-duty personnel) is based in Germany, but the Air Force also has relatively large numbers of people in the United Kingdom (10,000) and Italy (4,000). The service's major combat units are distributed similarly, with Germany, the United Kingdom, and Italy each hosting one fighter wing. The greatest numbers of Air Force installations in Europe are located in Germany. The base at Ramstein, Germany, is the main air hub for U. S. forces from all services flying to or from other parts of the world, including the United States and the Middle East. The Air Force also has strategically important installations in the United Kingdom and Greenland. The air bases at Mildenhall and Lakenheath in the United Kingdom were used extensively to support U. S. operations against Libya and during Operations Desert Storm and Iraqi Freedom. The Air Force's facility in Thule, Greenland, includes radar Running Head: WHAT OPTIONS MIGHT THE PENTAGON CONSIDER that is designed to provide early warning of an intercontinental ballistic missile attack and is expected to be part of the Bush Administration's network of missile defenses. Thus, although the Air Force does not have as many installations in Europe as the Army does, several of its bases have played–and continue to play–major roles in supporting U. S. military operations. The Navy and Marine Corps, because of the nature of their activities, have a far smaller onshore presence. Neither service bases any combat forces on shore in Europe, although the Navy has 10,000 support and administrative personnel there, nor the Marine Corps has 1,000. (7) In addition, the Navy maintains 15 installations in Europe, including two air stations (in Iceland and Italy). U. S. Forces Based in East Asia and the Pacific After Europe, the region with the largest permanent U. S. military presence overseas is East Asia and the Pacific, where approximately 80,000 personnel are stationed (see Table 2-1). Virtually all of them are based in two countries: Japan, where all four services have a significant presence, and South Korea, where the Army and the Air Force have stationed combat forces. In addition, the Navy and Air Force maintain a small number of installations (and fewer than 1,000 permanent personnel) in Australia, Hong Kong, Indonesia, and Singapore. Army Forces Since the Korean War, the Army has maintained a major presence in South Korea, where 28,000 Army personnel are now based. Their mission is to enforce the 1953 Running Head: WHAT OPTIONS MIGHT THE PENTAGON CONSIDER cease-fire that ended hostilities under the auspices of the United Nations as well as to deter an attack by North Korea–or, should deterrence fail, help to repel an invasion or mount a counterattack to expel the invading force. Today, the 2nd ID is stationed in northern South Korea with two of its combat brigades, accounting for about 13,000 troops. The division's third brigade is based at Fort Lewis, Washington. ) Of the other 15,000 Army personnel in South Korea, about 13,000 are assigned to combat-support and combat-service-support units that are part of the Eighth Army, which serves as the high-level command organization for the Army in South Korea. The remaining 2,000 Army personnel in that country are assigned to units that perform administrative ta sks. The Army's representation elsewhere in the region is limited to Japan, where about 2,000 personnel are stationed. Those forces provide forward presence and support for regional contingencies and are also charged with helping to defend Japan if necessary. They include one special-forces battalion, some CS and CSS units, and several hundred soldiers assigned to administrative units. Army Bases The Army has a total of 95 installations in East Asia–80 in South Korea and the rest in Japan. The most expensive Army installation in the region is Yongsan Garrison, located in the center of Seoul. It is home to 7,000 military personnel assigned to the headquarters of U. S. Forces Korea and other command organizations and has a replacement value of $1. 3 billion. The Army's 15 installations in Japan, which support a Running Head: WHAT OPTIONS MIGHT THE PENTAGON CONSIDER much smaller force, include a housing area, three ammunition depots, and other logistics facilities, such as a port, a pier, and a fuel-handling facility. Air Force, Navy, and Marine Corps Forces and Bases Although both the Navy and the Air Force have installations in several East Asian countries, their bases and forces are concentrated in Japan (see Appendix A for more details). On the basis of replacement value, Navy, Marine Corps, and Air Force installations in Japan represent 88 percent of the three services' investment in the region. Air Force. The Air Force has 23,000 airmen stationed in East Asia and the Pacific, with more than half of them based in Japan. Half of the personnel in Japan are assigned to support and administrative units, although 7,000 are associated with the tactical fighter units stationed there. In contrast, the majority of the 10,000 Air Force personnel stationed in South Korea are combat forces, associated with the two fighter wings based in that country. The Air Force maintains a total of 67 installations in Asia to support and house its forces. Japan hosts the majority of them (44) as well as several large or valuable installations, such as Kadena Air Base, the nearby Kadena Ammunition Storage Annex, and Misawa Air Base. Together, those three installations have a replacement value of $9 billion. Air Force installations in South Korea are not as extensive as those in Japan, but they include two large air bases: one at Kunsan on the western coast and one at Osan, less than 50 miles south of the North Korean border. Those two bases have a combined replacement value of about $3 billion. Navy. Since World War II, the Navy has had a significant presence and interest in East Asia. The base at Yokosuka, Japan–home to the Seventh Fleet and the aircraft carrier Kitty Hawk–is considered the Navy's largest and most strategically important overseas installation in the world. Furthermore, the Kitty Hawk's air wing, which is based in Japan when the carrier is in port, is the Navy's only forward-stationed air wing. All told, the Navy has about 6,000 personnel based on shore in Japan. To support its presence in Japan, the Navy maintains 12 installations, six of which are estimated to have a replacement value of more than $1 billion each. Its facilities at Yokosuka alone have a combined value of $5. 7 billion. The Navy also operates a base at Sasebo, which hosts an amphibious squadron, and a naval air facility at Atsugi. In all, the Navy's installations in Japan have an estimated replacement value of approximately $9 billion. Naval forces and installations in South Korea are much less extensive. Because the primary mission of U. S. Naval Forces Korea is to provide leadership and expertise in naval matters to area military commanders, there are no naval seagoing units permanently assigned to South Korea. Most of the Navy's facilities in South Korea are colocated with those of the Army at the Yongsan Garrison. Marine Corps. The Marine Corps's only division-sized unit stationed overseas–the III Marine Expeditionary Force (MEF)–has been based on the Japanese island of Okinawa since 1971. To support the 20,000 marines stationed in Japan, including the MEF's 17,000 personnel, the Marine Corps maintains two large installations: Camp Butler, which covers 78,500 acres (or about one-quarter) of Okinawa, and Iwakuni Air Station on the island of Honshu. Those two installations represent a total U. S. investment of $6. 5 billion. Concerns About the Current Basing of U. S. Forces Overseas Asserting that the current basing structure is incapable of meeting future U. S. needs, the Administration accelerated an ongoing strategic review of that structure. The goal of the review is to develop a plan for forward basing that will make U. S. forces more agile and better able to respond to an unpredictable and ever changing global geopolitical situation. Defense analysts outside the Administration have voiced similar criticisms of the military's current basing structure. Below are some of the concerns that have been raised from both inside and outside the Administration about the forward basing of U. S. forces. Issues Common to Various Services Some concerns apply, to varying degrees, to all four services and their bases outside the United States. Those concerns include frictions with host nations, the cost of maintaining forward bases, the ability of forces stationed overseas to respond to likely conflicts, and the enduring utility of U. S. installations overseas. Host Nation Conflicts. All of the services are subject to disputes with the governments of host nations and their citizens over land use and the proximity of U. S. forces to civilian population centers and activities. Conflicts about land use have arisen because U. S. bases that were originally in remote locations have become increasingly surrounded by suburban or urban development. An example is the land occupied by the U. S. Yongsan Garrison in what is now downtown Seoul, land that local South Koreans envision using for other purposes. I was stationed in Tongduchon Korea in 1998 and again in 2008. Within that 10 year timeframe remote U. S. training areas were turned into greenhouses and cities. In various places around the world, U. S. training exercises conducted near sizable local populations have disrupted the lives of residents because of noise, destroyed private property, and resulted in the loss of life through accidents. As U. S. military personnel come into closer proximity with spreading urban or suburban populations, such incidents could become more common and affect support for the continued presence of large U. S. forces on foreign soil. The Cost of Basing Forces Overseas Maintaining forward based forces entails a marginal cost, in part because installations overseas, particularly in Europe, are more expensive to operate and support than those in the United States. Additional marginal costs include the family separation pay given to military personnel on unaccompanied tours and the cost of moving active duty service members, their goods, and sometimes their dependents to and from assignments overseas. The Congressional Research Service estimated that the total annual cost of basing 100,000 U. S. forces from all services in Europe rather than the United States was on the order of $1 billion to $2 billion in 1996. The Ability of Forces Based Overseas to Respond to Likely Conflicts Administration officials have questioned whether U. S. orces that are stationed primarily in Germany and South Korea are positioned appropriately to respond to probable future conflicts. They argue that conflicts are much more likely to occur in Africa, Western Asia, or the Middle East than anywhere in Western Europe. Similarly, conflicts may occur in Asia at locations other than on the Korean Peninsula like the civil unrest that has occurred recently in Indonesia and t he Philippines. Although all of the services have personnel stationed in Germany and all but the Navy in South Korea, that concern is most relevant for the Army because of its oncentration of forces in those countries. Most of the Administration's public statements about altering the current basing of U. S. forces abroad appear to focus on Army units. The Utility of the Current Overseas Basing Structure Although Administration officials have questioned the usefulness of some of the military's existing overseas infrastructure, they have said that some bases have obvious enduring utility. For example, the Air Force's Ramstein and Osan air bases serve as major hubs in Germany and South Korea, respectively. Army and other personnel and some equipment pass through those facilities when they arrive from the United States or depart for other parts of the globe, such as the Middle East. Those large installations, in which the United States has invested heavily to expedite the movement of forces and equipment into and out of Europe and Asia, are of high strategic value, and the Administration has explicitly stated that it will retain them. The training areas at Grafenwoehr and Hohenfels, which provide facilities unavailable anywhere else in Europe, will also be retained. Issues Specific to the Army As noted above, various characteristics set the Army apart in terms of forward basing: it has far more personnel stationed overseas than any other service, those forces are located in places that appear to be legacies of the Cold War, and Army units require the most time and expense to be transported to conflicts away from where they are based. For those reasons, many concerns about the present U. S. basing structure focus on that service. Army Forces in Europe The main concern expressed by Administration officials about the Army forces now based in Europe seems to be the amount of time they would need to respond to a conflict in the region. Although the two Army divisions stationed in Germany were well placed to defend NATO from Soviet attack, they cannot deploy quickly to conflicts outside Germany. For example, three months elapsed between the decision to move the 1st Armored Division from Germany to Iraq in March 2003 and its arrival in that theater. Military and Administration officials have indicated that the need for U. S. intervention s much more likely in Africa, Eastern Europe, or Western Asia than in Western Europe. Statements by U. S. commanders in Europe suggest that the Administration may be assessing how to speed the deployment of U. S. forces to places such as Nigeria, Uganda, Azerbaijan, and Djibouti. (Nigeria and Baku, Azerbaijan, are sources of oil; Uganda and Djibouti are potential staging bases for conducting operations in Africa to counter instability and terrorism. ) As was the case with Iraq, moving a division, or even part of one, from Germany to any of those locations would take a considerable amount of time. The units in Germany are heavy divisions equipped with tanks and armored vehicles, so the most efficient way to transport their equipment is by sea. Moving one heavy brigade combat team from Germany to locations in Africa or the Caspian region would take between 20 days and a month, and transporting an entire division's equipment would take another four days in all cases, only about five days faster than moving the same types of units from the United States. Those lengthy deployment times have raised questions about the utility of the Army forces now based in Germany. Another issue concerning those forces is the cost of keeping them in Europe rather than at bases in the continental United States. The Congressional Budget Office (CBO) estimates that it costs about $1 billion more per year to maintain about 56,000 Army forces in Germany than if those troops were stationed in the United States–both because running bases and providing family housing and schools is more expensive in Germany than in the United States and because the Army must pay for overseas allowances and moves to and from assignments in Europe. If those forces are not needed to respond to any likely future conflict in the immediate region, observers might ask, why should the United States spend $1 billion each year to keep them there? Army Forces in South Korea Concerns about the 28,000 Army forces stationed in South Korea differ from those associated with Army forces based in Europe. Very few defense analysts question the need to keep substantial U. S. forces based in South Korea to deter North Korea from invading or attacking its southern neighbor. Instead, their concerns relate to four main issues: the condition and location of U. S. bases in South Korea, the instability in Army units that results partly from supporting large numbers of one year tours in South Korea, the quality of life of soldiers assigned to those tours, and whether Army units based in South Korea should be made more available to respond to conflicts elsewhere in the region. Problems with Bases in South Korea The condition and location of the Army's installations in South Korea are less than desirable. According to U. S. ilitary officials in that country, many of the Army's bases are obsolete, poorly maintained, and in disrepair, including some Quonset huts from the Korean War era that still house soldiers. Most lack the amenities found at other U. S. bases overseas, and soldiers assigned to them are authorized to receive hardship duty pay of $150 per month. In addition, Army bases in South Korea are relatively small, spread out, and vulnerable. Units of the 2nd ID are scattered among 17 installations located north of the capital, Seoul, and within 30 miles of the North Korean border. That area is well within range of North Korean artillery placed along the demilitarized zone (DMZ) that runs between the two countries. Should North Korea attack South Korea, U. S. forces at those bases would be vulnerable to barrages from large numbers of artillery tubes. Secretary of Defense Donald Gates has argued that removing U. S. soldiers from such an immediate threat would give them an advantage in surviving and responding to an attack. Another issue about U. S. bases in South Korea that has been raised recently concerns the large U. S. resence in the center of Seoul known as the Yongsan Garrison. That 640 acre installation was on the outskirts of the city when it was built, but it is now in downtown Seoul, occupying valuable real estate and causing tensions with the local populace. Instability in Army Units The need to support forces stationed in South Korea causes turbulence in Army units based in the continental United States (CONUS). Because duty in South Korea is conside red hazardous and bases there are poorly equipped, family members do not accompany 80 percent of the soldiers serving tours in South Korea. Unaccompanied tours are limited to one year to minimize family separation, which means that almost the entire population of Army personnel in South Korea turns over every year. That turnover has a ripple effect on Army units based in CONUS, which must provide soldiers to replace those leaving South Korea and integrate new personnel. CBO estimates that, on average, war fighting units in CONUS experience turnover of 37 percent of their enlisted personnel every year, as soldiers leave for tours outside the continental United States, take administrative assignments in places such as the Pentagon, or leave the Army altogether. Some Army officials have asserted that high turnover in Army units reduces their cohesion and war fighting capability. The need to replace virtually all of the enlisted personnel in South Korea each year contributes about 6 percentage points of the total 37 percent turnover in CONUS war fighting units, CBO estimates. Quality of Life in South Korea Maintaining Army forces in South Korea on unaccompanied tours adversely affects the quality of soldiers' lives by contributing to family separation. An enlisted soldier spending 10 years in the Army could, on average, expect to spend a total of . years on unaccompanied tours, according to CBO's calculations. Although that is a small percentage overall, some specialties and junior enlisted personnel are more heavily represented in South Korea than in the Army as a whole, so their numbers could be much higher. Serving on unaccompanied tours has been shown to decrease the likelihood that a soldier will reenlist, which means that maintaining fo rces in South Korea under current basing arrangements may have an adverse effect on retention. Availability of Army Units in South Korea Because the Army forces based in South Korea are generally viewed as a deterrent to hostile behavior by North Korea, the 2nd ID and its two brigades have been considered unavailable to participate in any operations outside the Korean Peninsula. (By contrast, Army units based in Germany have been used in operations in Bosnia, Kosovo, and Iraq. ) The unavailability of the 2nd ID results partly because the division is based far from transportation hubs and partly because its units, which include many bulky and heavy vehicles, are not easy to deploy elsewhere. Secretary Gates recently raised the possibility of realigning the Army's forces in South Korea to make them more suitable for use in regional contingencies throughout Asia. He proposed making those forces more mobile by replacing their heavy armored vehicles with lighter and more modern vehicles and by moving them closer to transportation hubs south of Seoul. As we consider the world’s current economic state, what are we to do with such a large institution? 1. | Most of the roughly 15,000 soldiers assigned to units in South Korea other than the 2nd ID also rotate through their units on one-year unaccompanied tours. However, approximately 10 percent of them are on accompanied tours, in which the Army pays to move soldiers' families to South Korea and provides facilities for dependents while the soldiers are on assignment there. Those tours typically last for two or three years. | 2. | Not all of the soldiers assigned to a division would deploy with it. On average, 4 percent of Army personnel are ineligible to deploy overseas at any given time for various reasons, such as pregnancy, other health concerns, and family emergencies. Additional soldiers–as many as 35 percent in peacetime–may be ineligible because of Army personnel policies designed to ensure soldiers' quality of life. For a discussion of Army deployment rates in peacetime, see Bruce R. Orvis, Deployability in Peacetime, DB-351-A (Santa Monica, Calif. : RAND, 2002). | 3. | Some attrition, necessitating individual replacements, will inevitably occur over a deployment of six to 12 months. | 4. | For example, the United States has provided a small force to support the peacekeeping efforts of the Multinational Force and Observers (MFO) in the Sinai Peninsula since 1982. Battalion-sized units of about 1,000 soldiers deploy for six-month assignments with the MFO. Similarly, units have been supporting operations in Bosnia and Kosovo on six-month deployments since 1996 and 1999, respectively. All told, the Army maintained an average of about 15,000 soldiers on operational deployments from 1997 through early 2001. | 5. | The third brigade of each of those divisions is based at Fort Riley, Kansas. Although the 1st Armored and 1st Infantry Divisions each have about 16,000 personnel assigned to them, when taking part in an operation they would typically be accompanied by several support units, which might include total of about 24,000 personnel. As a consequence, a division and its accompanying support units–known as a division slice–would include a total of about 40,000 personnel. | 6. | That and other replacement values cited in this study are based on data from Department of Defense, Office of the Deputy Under Secretary of Defense for Insta llations and Environment, Department of Defense Base Structure Report: Fiscal Year 2003 Baseline (June 2003), available at www. defenselink. mil/news/Jun2003/basestructure2003. pdf. That publication lists the replacement values of current U. S. defense facilities, including excess facilities that the United States still owns. | 7. | The Navy and Marine Corps have additional personnel based on board ships that may be anchored in European waters. | 8. | For example, two South Korean girls were killed in 2003 when they were struck by an Army armored vehicle during training exercises. | 9. | Stephen Daggett, Defense Budget: Alternative Measures of Costs of Military Commitments Abroad, CRS Report for Congress 95-726F (Congressional Research Service, June 16, 1995). | 10. Air Force, Navy, and Marine Corps units can take a considerable amount of time to establish efficient operations in remote locations. Nevertheless, in some cases, they can provide a more rapid initial response than can Army forces that do not have staging bases near a conflict. | 11. | John T. Correll, â€Å"European Command Looks South and East,† Air Force Magazine, December 2003. | 12. | Ibid. | 13. | Vince Crawley, â€Å"Oil May Drive Troop Staging ,† Army Times, September 22, 2003, p. 30. | 14. | The reason is that U. S. transport aircraft (C-17s) can carry only one M1 tank at a time. Moving an entire heavy division would require about 1,500 C-17 flights, and moving one brigade combat team from the division would take up to 500 flights. Since the U. S. military is projected to have only about 140 C-17s by 2005, transporting heavy divisions and brigades by air is not practical. | 15. | Those numbers are explained in detail in Chapter 3. | 16. | General Accounting Office, Defense Infrastructure: Basing Uncertainties Necessitate Reevaluation of U. S. Construction Plans in South Korea, GAO-03-643 (July 2003), p. 5. | 17. | See David J. Lynch, â€Å"DMZ Is a Reminder of Status in Korean Crisis,† USA Today, December 23, 2003, p. 11; and Thom Shanker, â€Å"Gates Reassures Seoul on Regrouping G. I. s,† New York Times, November 18, 2003, p. A10. | 18. | Although most personnel sent to South Korea each year come from CONUS-based units (because the Army generally tries not to assign soldiers to back-to-back tours outside the continental United States), some are drawn from the pool of new recruits completing their training. | 19. | Personnel assignments and career tracks vary greatly between enlisted personnel and officers in the Army. This analysis focuses on the enlisted force because it represents the vast majority of Army personnel–approximately 400,000 out of the Army's total strength of about 480,000. | 20. | CBO used a model of personnel turnover in its analysis that is based on a model developed by RAND. In its analysis, RAND estimated similar rates for both total annual enlisted turnover and the contribution from the need to support tours in South Korea. See W. Michael Hix and others, Personnel Turbulence: The Policy Determinants of Permanent Change of Station Moves, MR-938-A (Santa Monica, Calif. RAND, 1998). | 21. | See General Accounting Office, Military Personnel: Longer Time Between Moves Related to Higher Satisfaction and Retention, GAO-01-841 (August 2001). | 22. | Robert Marquand, â€Å"U. S. Redeployments Afoot in Asia,† Christian Science Monitor, November 18, 2003. | http://www. eagleworldnews. com/2011/01/07/pentagon-plans-to-downsize-army-in-coming-years/ http://www. pacom. mil/we b/site_pages/uspacom/facts. shtml http://www. globalsecurity. org/military/ops/korea-orbat. htm http://www. stripes. om/news/pacific/korea/u-s-army-in-south-korea-begins-transformation-of-forces-1. 115890 Table 2-1. U. S. Bases and Forces Stationed in Europe and Asia | Forward-Based Personnel (Thousands) | Installations | | Combat| Support and Administration| Total| Total Number| Number with Replacement Value of More Than $1 Billion| Total Replacement Value (Billions of dollars)a| | Europe| Army|   | | Belgium| 0|   | 1|   | 1|   | 10|   | 0|   | 1|   |   | Germany| 25|   | 31|   | 56|   | 255|   | 3|   | 30|   |   | Italy| 1|   | 1|   | 2|   | 16|   | 0|   | 1|   |   | Other| 0|   | 1| 1|   | 13|   | 0|   | 1|   |   |   | Subtotal| 26|   | 34|   | 60|   | 294|   | 3|   | 33|   |   | Air Force| 14|   | 20|   | 34|   | 201|   | 5|   | 22|   | Navyb| 0|   | 10|   | 10|   | 15|   | 2|   | 7| à ‚  | Marine Corpsb| 0|   | 1|   | 1|   | 0|   | 0|   | 0|   |   | |   |   | Total | 40|   | 65|   | 105|   | 510|   | 10|   | 62|   |   | East Asia and the Pacificc| | Army|   | | Japan| 0|   | 2|   | 2|   | 15|   | 0|   | 3|   |   | South Korea| 13|   | 15|   | 28|   | 80|   | 2|   | 8|   |   |   | Subtotal| 13|   | 17|   | 30|   | 95|   | 2|   | 11|   |   | Air Force| 14|   | 10|   | 23|   | 67|   | 5|   | 18|   | Navyb| 0|   | 6|   | 6|   | 16|   | 6|   | 9|   | Marine Corpsb| 10|   | 10|   | 20|   | 2|   | 2|   | 6|   |   |   |   |   |   |   |   |   |   |   |   |   |   |   |   |   |   |   |   | Total| 37|   | 43|   | 79|   | 180|   | 15|   | 44|   | Source: Congressional Budget Office based on data from Department of Defense, Office of the Deputy Under Secretary of Defense for Installations and Environment, Department of Defense Base Structure Report: Fiscal Year 2003 Baseline (June 2003), available at www. efenselink. mil/news/Jun2003/basestructure2003. pdf; Department of Defense, Washington Headquarters Services, Directorate of Information Operations and Reports, Department of Defense Active-Duty Personnel Strengths by Regional Area and by Country (309A) (September 30, 2002); and other Defense Department data. Note: More-detailed breakdowns for the Navy, Air Force, and Marine Corps appear in Tables A-1 and A-2 in Appendix A. a. Includes the replacement value of excess facilities that the United States still owns.

Person-Centred and Systems Theory Approach Case Study Based Essay

Case Study: Ramesh is 45 year old Sri Lankan man who works as a telephone call centre agent. He was close to and lived with his mother, who died 18 months ago. Ramesh was recently hospitalised after a suicide attempt. He had been taking anti-depressants for several months before he took an overdose. According to his sister, he had become depressed and was drinking and smoking a lot, and hardly ever eating. He had been taking time off work, and was at risk of losing his job with BT.His sister says that Ramesh went downhill after the death of their mother, but that she was surprised at this as he always complained about all the things he had to do for her when she was alive. The sister has a family of her own, but says that she has tried to involve Ramesh in her family, but he had mostly refused. He had some friends who he used to play cricket with, but he has stopped seeing them. He had been saying that there’s nothing to live for, and he wanted to be left alone. Ramesh is due to be released from hospital in two weeks’ time.IntroductionThe purpose of this essay is to critically analyse the Task-centred and client-centred approaches to Social Work Intervention. I will initially explain their main principles, advantages and disadvantages and apply them to the assessment, planning and intervention of the above case study. Particular attention will be paid to how these perspectives inform the application of anti-oppressive practice (AOP). The word ‘perspective’ describes a partial ‘view of the world’ (Payne 1997:290) and is often used to attempt to order and make sense of experiences and events from a particular and partial viewpoint.The reason for choosing these two theories is because they can be used simultaneously. One of the major attributes of the Person Centred approach is the emphasis on relationship building between the Social Worker and the service user, which therefore makes it easier to set out the tasks that need to be carried out because lines of communication have been opened up Task- centred Approach The task-centred model is a short-term, problem-solving approach to social work practice. It is a major approach in clinical social work perhaps  because unlike other several practice models, it was developed for and within Social Work (Stepney and Ford, 2000).My reasoning behind adopting this approach is because it is essentially a clear and practical model that can be adapted for use in a wide range of situations. It is designed to help in the resolution of difficulties that people experience in interacting with their social situations, where internal feelings of discomfort are associated with events in the external world. One of the many benefits of planned short-term work is that both the Social Worker and Client put immediate energy into the work because the time is limited.The dangers of the effectiveness of the intervention being reliant on the Social Worker/Client relationship, whic h may or may not work out, are minimised in the short-term. The model consists of five phases. Phase one This is the problem exploration phase and is characterised by mutual clarity. Problems are defined as an unmet or unsatisfied wants perceived by the client (Reid, 1978). The client should be as clear as the social worker about the processes that will be followed in order to fully participate fully in the work.Involving the service user right from the initial phase has the advantage that they feel empowered and is a good example of anti-oppressive practice. Less commonly the worker may take the lead in identifying the problems but however must be careful not to detract from the clients’ unique expertise in the understanding of their own individual situation. This phase normally takes from one to two interviews although some cases may require more. It ends with setting up of initial tasks. In Ramesh’s case the Social Worker will be using the following sequential Steps .Identifying with Ramesh the reasons for the intervention in the first place. Explain to Ramesh how long the process will take (roughly between 4- 6 weeks). The social worker has to assess Ramesh’s ability to understand his problems and their extent especially taking into consideration that he has issues with alcohol and dependent on anti-depressant drugs. Establish whether Ramesh acknowledges he has a problem and is willing to do something about it. The process of problem exploration will entail the answering of a series of questions: How did his problems begin? What happens typically when Ramesh drinks a lot of alcohol?How often this happening iand what quantities of alcohol is he going through per day/week? What efforts (if any) he himself has put into resolving his problems? Phase two This is when the selecting and prioritising of the problems occur. This has to be what both the Social Worker and Ramesh acknowledge as the ‘Target problem’ and explicitly agree will become the focus of their work together. Commonly there will be a series of problems identified and will be ranked in order of their importance (Stepney and Ford, 2000). There are basically three routes for problem identification.The most common is through client initiation. Clients express complaints which are then explored. A second route is interactive. Problems emerge through a dialogue between the practitioner and client in which neither is a clear initiator. In the third route to problem identification the practitioner is clearly the initiator. So for example, using the information in case study, the problems could be listed as: Dependence on alcohol Excessive smoking Isolation Phase three Following the identification and ranking of target problems stage, the first problem to be identified will need to be framed within a ‘problem statement’.The client's acceptance of the final problem statement leads to a contract that will guide subsequent work. Both practi tioner and client agree to work toward solution of the problem(s) as formulated. The way the problems are framed and defined are crucial in motivating both the Social Worker and the service user. The ultimate goal is to avoid the service user from feeling over-whelmed or that the goals set are unachievable. Therefore they have to be set in a realistic manner which also reflect the concerns and wishes of the service user, again this re-enforces anti-oppressive practice issues.They should be clear and unambiguous and which lend themselves, as far as possible, to some sort of measurement so that the Social Worker and service user can tell what progress is being made. So for instance if it is agreed that Ramesh’s dependence on alcohol is the priority, the Social Worker can suggest and also help him join an Alcohol support group. Agree on the number of meetings he’ll attend. Not only will the support group help him tackle the alcohol issues but will also give him the opport unity to be around other people and interact with them.Gradually this should help eliminate the isolation issues which are major facilitator of depression. Evidence shows that the more support and services the person has, the more stable their environment. The more stable their environment, the better the chances of dealing with their substance problems (Azrin 1976, Costello 1980, Dobkin et al 2002, Powell et al 1998). An important secondary purpose of the model is to bring about contextual change as a means of preventing recurrence of problems and of strengthening the functioning of the client system.One of the issues Ramesh is dealing with is depression which according to his sister was triggered by his mother’s death. With his approval, it might be useful for Ramesh to be referred for bereavement counselling in order to come to terms with losing his mother. Other important things that need to be considered during this phase are ways of establishing incentives and motivatio n for task performance. The task may not itself satisfy Ramesh’s ‘wants’ but at least he must see it as a step in that direction. Phase four This is the stage where implementation of tasks between sessions occurs.There is not a great deal to say about this self-evident phase, however, that is not to say it is not an important phase. Its success will depend on all the groundwork undertaken in the previous phases of the process. Task implementation addresses the methods for achieving the task(s), which should be negotiated with the service user, and according to Ford and Postle, (2000:55) should be; ‘’designed to enhance the problem solving skills of participants†¦ it is important that tasks undertaken by clients involve elements of decision making and self-direction†¦ if the work goes well then they will progressively exercise more control over the implementation of tasks, ultimately enhancing their ability to resolve problems independentlyà ¢â‚¬ .According to Doel (2002:195) tasks should be â€Å"carefully negotiated steps from the present problem to the future goal. † Once tasks are set, it is important to review the problems as the intervention progresses in order to reassess that the tasks are still relevant to achieving the goals. Cree and Myers (2008:95) suggest that as circumstances can change, situations may be superseded by new problems.The workers role should be primarily to support the user in order to achieve their tasks and goals which may include providing information and resources, education and role-playing in order to handle difficult situations. In this case Ramesh will go ahead and continue attending his alcohol cessation support group and the Social Worker can work on arranging bereavement counselling for him and liaise with him about when he feels ready to start. Phase five- Termination Session Termination in the task-centred model begins in the first session, when client and practitioner se t time limits for the intervention.Throughout the treatment process the practitioners regularly reminds the client of the time limits and the number of sessions left additional progress. If an extension is made, practitioner and client contract on a small number of additional sessions, usually no more than four interviews. It should also be noted that such extensions occur in less than one fifth of the cases in most settings. Any accomplishments made by the client are particularly stressed in the termination session. This emphasizing of the client's accomplishment serves as a reinforcer.In another final termination session activity, the practitioner assists the clients in identifying the problem-solving skills they have acquired during the treatment process, review what has not been done and why not. An effort is made to help clients generalize these problem-solving skills, so they can apply them to future problems they may encounter. Person Centred Approach The key emerging princip les of the person centred approaches are that individuals must rely on themselves and liable for their own actions (Howe D, 2009).The Person-Centred Approach developed from the work of the psychologist Dr Carl Rogers (1902 – 1987). He advanced an approach to psychotherapy and counselling that, at the time (1940s – 1960s), was considered extremely radical if not revolutionary (BAPCA). In order for people to realise their full potential they must learn to define themselves rather than allowing others to do it for them. the An important part of this theory is that in a particular psychological environment, the fulfilment of personal potentials includes sociability, the need to be with other human beings and a desire to know and be known by other people.It also includes being open to experience, being trusting and trustworthy, being curious about the world, being creative and compassionate. This is one of the most popular approaches among practitioners (Marsh and Triseliot is 1996: 52) because of its hopefulness, accessibility and flexibility. The psychological environment described by Rogers was one where a person felt free from threat, both physically and psychologically. This environment could be achieved when being in a relationship with a person who was deeply understanding (empathic), accepting (having unconditional positive regard) and genuine (Trevthick,P, 2005).The approach does not use techniques but relies on the personal qualities of the therapist/person to build a non-judgemental and empathic relationship. This in itself could be an issue because of the sole reliance on the Social ability to engage with service users. However, there are disadvantages to this approach. For example, treating people with respect, kindness, warmth and dignity can be misconstrued as ‘’adopting a person centred approach’’. This means the counselling part of the relationship has a risk of being completely over-looked.The goal would be to work on a one-to-one with Ramesh mainly using counselling skills. He has a sister who has a family of her own so therefore family work can be included as a possibility. If he is willing to perhaps go and temporarily live with his sister when he is discharged from hospital in two weeks, it will be a positive step for him to spend more time in a family setting rather than by himself. That way he might not feel so isolated and depressed. This will also help build his self-confidence and self-esteem.The lack of motivation that Ramesh has for going to work needs to be further explored. It could be he is feeling unfulfilled and that at 45 years of age he has not achieved much. He needs social work intervention which is geared towards him attaining ‘’human potential’’ (Maslow’s basic theory). The Social Worker should encourage him to come up with ways in which he can work towards that and also look at areas in his life where he can make his own choices with an aim to recognise elements in his situation that constrain these and seek to remove them.For example, if he is not turning up for work because he is unsatisfied with his job perhaps he could enrol for a vocational course in an industry he enjoys which will improve his job prospects. The fact that he says he has nothing to live for means he has no feeling of self-worth and hasn’t reached the stage of self-actualisation in his life, this is something he is going to need support in figuring it out for himself because it is relative..ConclusionIt is evident that both the task-centred and person centred approaches are popular and generally successful models of social work practice and can both be used in a variety of situations. Both approaches are based on the establishment of a relationship between the worker and the service user and can address significant social, emotional and practical difficulties (Coulshed & Orme, 2006).They are both structured interventions, so acti on is planned and fits a predetermined pattern. They also use specific contracts between worker and service user and both aim to improve the individuals capacity to deal with their problems in a clear and more focused approach than other long term non directive methods of practice (Payne 2002,). Both of these approaches have a place in social work practice through promoting empowerment of the service user and validating their worth.They do provide important frameworks which social workers can utilise in order to implement best practice However, there are certain limitations to both of the approaches, for example Further to the constraints of short term interventions Reid and Epstein (1972) suggest that these approaches may not allow sufficient time to attend to all the problems that the service user may want help with and that clients whose achievement was either minimal or partial thought that further help of some kind may be of use in accomplishing their goals.The problems Ramesh is facing are deep rooted psychological problems which may require a longer time frame to sort them out. Depression can take really long to deal with and 4-6 weeks may not be sufficient and the fear is that this might actually have an adverse effect on Ramesh if he does not see any progress within the agreed time frame.