Centros de detención de migrantes en Texas

En el estado de Texas, el segundo mà ¡s poblado de Estados Unidos y uno de los mà ¡s grandes, està ¡n ubicados decenas de centros de detencià ³n de migrantes, que pueden tener estatus migratorio legal o indocumentados. Asimismo, en dicho estado se encuentran varios centros de procesamiento –processing facilities, en inglà ©s– de migrantes que han sido agarrados cruzando ilegalmente la frontera o que han solicitado asilo en un control migratorio de los Estados Unidos. En este artà ­culo se explica cuà ¡l es la diferencia entre centros de procesamiento y de detencià ³n. A continuacià ³n, quà © migrantes deben esperar en un centro de detencià ³n mientras se espera a que se resuelva su caso. Para estos casos, se especifica cuà ¡les son las direcciones de los centros de detencià ³n en Texas una vez que se determina en cuà ¡l està ¡ el  migrante està ¡ detenido que se desea encontrar o visitar, asà ­ como los nà ºmeros de telà ©fonos para comunicarse, cà ³mo enviar dinero y, finalmente, cà ³mo averiguar si se ha fijado una fianza y el monto de la misma. Centros de procesamiento y centros de detencià ³n de migrantes en Texas Los migrantes agarrados cruzando ilegalmente la frontera o los que solicitan asilo en un de control migratorio de los Estados Unidos son enviados, inicialmente, a un centro de procesamiento. Existen diversos tipos de centros de procesamiento. Asà ­, los hay para menores donde se encuentran desde bebà ©s de meses a muchachos de 17 aà ±os, familias e individuos adultos. Cabe destacar que por familias solo se consideran a los nià ±os y a su padre y su madre, pero no a grupos de hermanos, sobrinos y tà ­os, abuelos y nietos, etc. En general, puede decirse que las condiciones son difà ­ciles. Por ley, los menores solo pueden permanecer en ellos un mà ¡ximo de 72 horas aunque en casi un tercio de los casos su estancia se alarga por mà ¡s tiempo. En todo caso, la estancia de menores y adultos en los centros de procesamiento suele no ser larga ya que las autoridades toman una serie de decisiones que implican el traslado de los migrantes. En el caso de adultos, pueden darse las siguientes situaciones: regresan a su paà ­sson enviados a Mà ©xico a esperar a que llegue su turno para que solicitar asilo. Los enfermos fà ­sicos o mentales no pueden ser enviados a Mà ©xico.son puestos en libertad pero se les cita para que comparezcan en Corte migratoriadeben esperar a que se resuelva su caso en un centro de detencià ³n de migrantes En el caso de menores, son enviados a un centro de acogimiento –shelter, en inglà ©s– bajo la guarda de la Office of Refugee Resettlement, quien se harà ¡ cargo de ellos mientras no los colocan a cargo de un familiar o adultos que los aceptar en foster care. Por aplicacià ³n de lo que se conoce como el Acuerdo Flores, los nià ±os no podrà ­an estar retenidos por mà ¡s de 20 dà ­as, esto incluye tanto a los que han llegados solos a EE.UU. como los que està ¡n acompaà ±ados por sus padres. Quà © migrantes esperan detenidos a que se resuelva su caso Los migrantes, tanto legales como indocumentados, pueden ser enviados a un centro de detencià ³n por diversas causas, por ejemplo: haber cometido un delito (felonà ­a)ha llegado sin visa a un puesto migratorioha cruzado ilegalmente la fronteratiene una orden de deportacià ³n, etc En muchos casos los migrantes pueden ser liberados mediante el pago de una fianza, fijada por ICE o por un juez migratorio o ser objeto de una deportacià ³n exprà ©s. Sin embargo, en otros casos los migrantes deberà ¡n esperan detenidos a que se resuelva su proceso de deportacià ³n, asà ­ se demore semanas, meses o, incluso aà ±os. Entre estos casos se encuentran: delitos relacionados con terrorismo o lavado de dinerotrà ¡fico o consumo de drogascondenas por delitos que sumen mà ¡s de 5 aà ±os de prisià ³ncasos de delitos inmorales, si bien se admiten excepcionescasos de trà ¡fico humano serio Ademà ¡s, cuando en un proceso de deportacià ³n se da una sentencia final de remocià ³n puede que el migrante tenga que esperar detenido a que se produzca su expulsià ³n de EE.UU. Informacià ³n bà ¡sica sobre cà ³mo llamar por telà ©fono o enviar dinero a un centro de detencià ³n migrantes en Texas Los migrantes detenidos pueden tener derecho a hacer dos llamados telefà ³nicos a un familiar, amigo o abogado. Es importante que la persona que recibe uno de eoas llamados anote informacià ³n bà ¡sica como, por ejemplo, nombre del centro de detencià ³n y un nà ºmero que se conoce como A-Number, que es necesario para muchas gestiones. Si se quiere hablar por telà ©fono con un detenido, llamar al centro y dejar un mensaje en inglà ©s con el nombre completo del detenido con el que se desea platicar, su nà ºmero de identificacià ³n (A-Number) y las horas en las que el migrante detenido  puede regresar la llamada, para evitar tener que estar pendiente del telà ©fono las 24 horas del dà ­a. Tener en cuenta que el mensaje puede demorarse varias horas en llegar al destinatario y tambià ©n no elegir como horas para que se regrese la llamada aquellas en las que no es posible segà ºn el horario del centro de detencià ³n. Para que un detenido pueda regresar la llamada es necesario que tenga dinero para cubrir ese costo, que se  puede depositar previamente. Cada centro de detencià ³n tiene su propio sistema que se especifican mà ¡s abajo cuando se habla de cada cà ¡rcel. Sin embargo, ya aquà ­ se dan los nombres de tres empresas que a menudo son las opciones (fijarse bien cuà ¡l es la que aplica en cada caso). Inmate Calling Solutions, con nà ºmero de  telà ©fono 888-506-8407  Telmate, que es la mà ¡s comà ºntouchpaymentdirect Tambià ©n es posible enviar dinero para que el detenido compre alimentos o ropa. Las reglas especà ­ficas de cada centro se explican mà ¡s abajo. Tambià ©n es posible visitar personalmente a un detenido para lo que  es imprescindible mostrar un I.D. oficial emitido por el gobierno como, por ejemplo, pasaporte estadounidense, tarjeta de residencia o licencia de manejar. A partir de octubre de 2020 en algunos edificios federales solo serà ¡ posible ingresar con licencias de manejar o identificar Real I.D. Para evitar problemas serios los migrantes indocumentados o con estatus dudosos no deben presentarse en una prisià ³n de inmigracià ³n para visitar a un detenido, aunque  sea un familiar muy cercano. En cuanto a las gestiones para informarse sobre monto de la fianza en los casos en los que se fija una para dejar al detenido en libertad, se puede llamar a la oficina del ICE mà ¡s cercana al centro de detencià ³n, a veces incluso en la propia cà ¡rcel. Sin embargo hay que tener en cuenta que frecuentemente no quieren dar la informacià ³n a un familiar del detenido siendo la solucià ³n en estos casos que marque un abogado o el propio detenido. Ademà ¡s recordar que aunque en muchos casos el ICE se niega a fijar una fianza, podrà ­a conseguirse si reà ºnen los requisitos para solicitar una audiencia de fianza (bond hearing, en inglà ©s) ante un juez de inmigracià ³n. Tambià ©n se puede acudir a un juez cuando se considera que la fianza fijada por el ICE es muy alta, para solicitar una rebaja de la misma. A continuacià ³n, informacià ³n particular sobre los principales centros de detencià ³n de migrantes en el estado de Texas Centros de procesamiento y de detencià ³n de migrantes Texas Los siguientes son centros de procesamiento o de detencià ³n de migrantes en el estado de Texas, con nà ºmeros de telà ©fono para comunicarse y explicacià ³n de cà ³mo enviar dinero. Dallas Es un centro de procesamiento temporal y a las pocas horas o dà ­as los detenidos son enviados a otra prisià ³n, generalmente a Rolling Planes o a Johnson Country. Para visitar a los detenidos la direccià ³n es: 8101 North Stemmos FreewayDallas, TX  75247 Para informarse sobre el horario de visitar, marcar al 214-424-7800. Se debe utilizar para dejar mensaje para que un detenido regrese la llamada.   Centro de Don Hutto Esta prisià ³n, a unos 50 km de Austin, acoge a mujeres y nià ±os migrantes, principalmente acaban de cruzar la frontera  y han pedido asilo. Para visitar a un detenido la direccià ³n es: 1001 Welch StreetTaylor, TX 76574 El horario de visitas es de lunes a domingo de 8 de la maà ±ana a 8 de la noche. Para hablar con un detenido, marcar al 512-218-2400 y dejar mensaje identificando a la persona con la que se quiere hablar. Para que el detenido pueda regresar la llamada es necesario que tenga dinero en su cuenta. Para ello, se le puede enviar utilizando una money order a nombre de la persona detenida y que se puede comprar en un banco o en una oficina de correos de Estados Unidos. La money order debe enviarse a la persona destinataria incluyendo su nombre completo y A-Number al: P.O. Box 1063Taylor, TX  76574 Con ese dinero los detenidos no sà ³lo pueden llamar sino tambià ©n comprar comida e incluso ropa. Centro de El Paso Es un centro de procesamiento donde los detenidos està ¡n esperando o bien para ser expulsados inmediatamente de Estados Unidos o bien a presentarse ante la corte de inmigracià ³n de El Paso y ver cuà ¡les son las opciones, incluida la posibilidad de un alivio de la deportacià ³n. Para visitar a un detenido la direccià ³n es: El Paso Processing Center8915 Montana AvenueEl Paso, TX  79925 Los horarios son de 6 pm a 9 pm de lunes a viernes y los fines de semana de 11 am a 3 pm y de 6 pm a 9 pm. Para llamar a un detenido, marcar al 915-225-0700. Para asegurarse de que tiene dinero depositado a su nombre y asà ­ poder regresar la llamada envià ¡rselo mediante el sistema telmate, asegurà ¡ndose de elegir como centro de detencià ³n El Paso SPC. Ese mismo nà ºmero de telà ©fono se puede utilizar para contactar con un representante de ICE para informarse sobre una posible fianza para el detenido y su monto. Centro de detencià ³n de Houston Los migrantes detenidos en este centro està ¡n en proceso de expulsià ³n o deportacià ³n y son convictos que han cumplido su pena en cà ¡rceles cercanas a Houston o procedentes de centros de detencià ³n en la Costa Este de los Estados Unidos o migrantes agarrados cuando acababan de cruzar ilegalmente la frontera. Para visitarlos en persona los horarios son los siguientes: para mujeres detenidas, de domingo a mià ©rcoles de 2 a 5 de la tarde y de jueves a sà ¡bado de 8 a 10 de la maà ±ana. En el caso de visitar a un varà ³n, el horario es de 7 de la maà ±ana a 2 de la tarde de domingo a mià ©rcoles y de 10 de la maà ±ana a 5 de la tarde los jueves, viernes y sà ¡bados. La direccià ³n del centro es: Houston Immigration Detention Center15850 Export Plaza DriveHouston, TX  77032 A esa misma direccià ³n se pueden escribir cartas especificando claramente el nombre completo del detenido y su A-Number. Para recibir una llamada del detenido, marcar al 281-449-1481 siguiendo las instrucciones especificadas en este mismo artà ­culo en el primer apartado. Ademà ¡s, para enviar dinero para que el detenido pueda regresar la llamada se debe utilizar el sistema telmate, bien online o bien marcando al 886-516-0115. Por à ºltimo, para averiguar si el ICE ha fijado una fianza y el monto se puede marcar al 281-985-8400. Centro de detencià ³n del condado de Johnson Esta es una prisià ³n que pertenece a un condado pero tiene un acuerdo con el ICE para alojar a migrantes detenidos, la mayorà ­a de los cuales ya han sido deportados con anterioridad y està ¡n cumpliendo sus condenas antes de ser deportados  de nuevo. Para visitarlos, el horario es de 8 a 10.30 de la maà ±ana los sà ¡bados y los domingos y la direccià ³n es: Johnson County Detention Center1800 Ridgemar DriveCleburne, TX  76031 En cuanto a las llamadas, marcar al 817-645-2918. A partir de ahà ­ hay dos mà ©todos para que el detenido regrese el llamado. En primer lugar puede marcar a cargo del que recibe la llamada, que debe abonar con su tarjeta de crà ©dito o dà ©bito y es caro o bien la persona que desea recibir la llamada debe enviar antes dinero a nombre del detenido mediante una transferencia de un banco estadounidense o una money order. Enviar este dinero a la direccià ³n de la prisià ³n especificando en el sobre claramente nombre y apellidos del detenido y su A-Number. La transferencia no puede superar los $300 y ese dinero puede ser utilizado para comprar tarjetas para llamar por telà ©fono, comidas, bebidas e incluso ropa. Los migrantes detenidos que previamente han sido deportados no van a poder salir de prisià ³n mediante el pago de una fianza. Pero los que està ¡n por otra razà ³n puede que califiquen para ello. En este caso se puede hablar con el oficial en la oficia central de Dallas que està ¡ a cargo de su deportacià ³n. El telà ©fono es el 2140424-7811. Centro de detencià ³n en Laredo El gobierno federal es la propietaria de esta prisià ³n que, sin embargo, està ¡ gestionada por una empresa privada. Acoge a detenidos varones y mujeres y tiene un alto grado de cambio de detenidos, ya que se considera como un lugar de paso para enviarlos a otros centros o para expulsarlos inmediatamente de Estados Unidos. Para hablar con un detenido, marcar al 956-727-4118. Para visitarlo en prisià ³n, los dà ­as disponibles son lunes de 1 a 3 pm, viernes en el mismo horario y fines de semana de 9 a 11 am y de 1 a 3 pm. La direccià ³n es: Laredo Detention Center4702 Sanders StreetLaredo, TX  78401 Esa misma direccià ³n debe utilizarse para enviar cartas a un detenido, incluyendo su nombre completo y A-Number. Si fuera necesario platicar con el oficial de ICE a cargo de deportaciones en esa zona, como por ejemplo informarse sobre el monto de la fianza que se le pide al migrante que deposite para salir en libertad, marcar al 956-729-9620. Centro de detencià ³n de Polk Puede visitarse a los migrantes en este centro los jueves y viernes de 6 am a 6 pm y los sà ¡bados y domingos de 6 am a 9 pm. La direccià ³n es: Polk Country Detention Center3400FM 350 SouthLivingston, TX  77351 Los detenidos pueden llamar a una persona fuera de la cà ¡rcel utilizando dos sistemas. En primer lugar, mediante pago a cobro revertido (collect call, en inglà ©s), lo cual es caro. En segundo lugar, comprando una tarjeta de llamadas para lo cual deben tener dinero, que se les puede enviar mediante una transferencia bancaria desde una cuenta en Estados Unidos o mediante una money order que se puede enviar por correo a la direccià ³n de la cà ¡rcel especificando el destinatario o entregà ¡ndola en mano si se visita al detenido. Un buen nà ºmero de los migrantes detenidos en el centro de Polk califican para una fianza. El telà ©fono de los oficiales del ICE a cargo es el 936-967-1700. Centro de detencià ³n de Port Isabel Este es uno  de los centros de detencià ³n mà ¡s grandes en el estado de Texas. La direccià ³n para visitar a los detenidos es: Port Isabel Detention Center27991 Buena Vista BoulevardLos Fresnos, TX  78566 Los horarios de visita està ¡n divididos por orden alfabà ©tico de los apellidos  de la siguiente manera: Comienzan por las letras A-F: sà ¡bados de 8 am a 12 pmComienzan por las letras G-L: sà ¡bados de 12 pm a 4 pmComienzan por M-R: domingos de 8 am a 12 pmComienzan por S-Z: domingos de 12 pm a 4 pm Para dejar mensaje a un detenido para que regrese la llamada, marcar al 956-547-1700. Depositar dinero para que pueda llamar utilizando el sistema telmate o marcando al 866-516-0115. Para enviar dinero a un detenido con otro propà ³sito, por ejemplo, para que compre comida o ropa, se puede hacer una transferencia por Western Union a la cuenta 95720041797 a nombre de E.P. Services en Harlingen, Texas 78550, especificando quià ©n es el beneficiario. Tambià ©n es posible enviando por fax al nà ºmero 956 428 3544 una copia de una money order en la que conste el nombre del detenido, su nacionalidad, el A-number, el nombre de la persona que envà ­a el dinero y su nà ºmero de telà ©fono. Ademà ¡s, si se sabe, es de utilidad incluir el nà ºmero de dormitorio y cama del detenido. Para enviar una carta a un detenido, enviarla especificando el nombre completo y A-Number a la siguiente direccià ³n: Port Isabel Detention Center566 Veterans Drive en Pearshall, Texas, 78061 Por à ºltimo, el nà ºmero del ICE donde se puede preguntar sobre si se ha fijado una fianza y el monto es el 956-547-1800. Centro de detencià ³n de Rollins Plains Esta prisià ³n alberga principalmente a migrantes varones en alguna de las siguientes categorà ­as: detenidos en Dallas o condados limà ­trofes que tienen cargos criminalesmigrantes que acabaron de cumplir sentencia en una prisià ³n penal cercana y està ¡n a la espera de decisià ³n sobre su futuro migratoriodetenidos que han sido transferidos desde prisiones en otros estados La direccià ³n para visitar a los detenidos en Rollins Plains es: 118 County Road 206Haskell, TX  79521 El horario de visitas es el siguiente: Mujeres detenidas: sà ¡bados de 3 a 7 pmVarones detenidos con apellido que comienza entre A y M: sà ¡bados de 7.30 am a 3 pmVarones detenidos con apellido que comienza entre N y Z: domingos de 7.3- am a 3 pm Para marcar y dejar recado para que el detenido regrese la llamada, el nà ºmero de telà ©fono es el 940-864-5694. Para depositar dinero a nombre del detenido, utilizar el sistema de touchpaymentdirect. La primera vez que se utiliza hay que crear una cuenta. Para comunicarse con el ICE para saber si se ha fijado una fianza y el monto de la misma, marcar a la oficina de Dallas, marcando al 214-424-7811. Centro de detencià ³n de South Texas En este centro se encuentran detenidos una mezcla de migrantes recià ©n agarrados cruzando ilegalmente la frontera y migrantes con muchos aà ±os de presencia en los Estados Unidos. Para visitarlos el horario es sà ¡bados y domingos de 7 am a 6 pm en la siguiente direccià ³n: South Texas Detention Center566 Veterans DrivePearsall, TX  78061 Se puede dejar recado a un detenido para que regrese la llamada marcando al 830-334-2939. Utilizar el sistema telmate para depositar dinero para que pueda comprar una tarjeta para llamar. Finalmente, el telà ©fono de la oficina del ICE donde pueden informar si se ha fijado una fianza es el 210-231-4505 Centro de detencià ³n West Texas Es una prisià ³n grande ubicada que aloja a migrantes detenidos por el ICE o por los Marshalls. Està ¡ ubicado en: 401 S. Vaquero AvenueSierra Blanca, TX  79851 El horario de visitas se divide por sexos. Se puede visitar a varones los viernes y los sà ¡bados de 8 am a 5 pm y a mujeres los domingos y lunes a las mismas horas. Sin embargo, es necesario estar incluido en una lista para poder visitar. Es el propio detenido el que debe incluir los nombres de las personas autorizadas. Para dejar recado a un detenido para que llame, marcar al 915-369-2270. Enviarle dinero utilizando el sistema touchpaydirect.com para que pueda comprar la tarjeta de llamadas o enviar una money order especificando el beneficiario a: West Texas Detention FacilityP.O. Box 430Sierra Blanca, 79851 Esa direccià ³n tambià ©n es la que debe utilizarse para enviar cartas a los detenidos.Finalmente  para averiguar sobre si hay fijada una fianza, se puede llamar a la oficina del ICE al 915-225-1940. La importancia de buena asesorà ­a legal para los detenidos por inmigracià ³n Cuando un migrante està ¡ detenido, se juega su futuro y el de su familia. Por ello, es de vital importancia que cuente con el mejor consejo legal.   La AILA es la asociacià ³n de abogados de inmigracià ³n pueden informar sobre letrados especialistas en lugares cercanos a los centros de detencià ³n. Asimismo las grandes organizaciones de apoyo a migrantes pueden referir a asociaciones locales, algunas de las cuales brindan trabajo legal a bajo costo o incluso pro bono, es decir, gratuitamente.   Finalmente  en el caso de los mexicanos tambià ©n es una opcià ³n a considerar buscar ayuda en el telà ©fono gratuito de apoyo a migrantes en los Estados Unidos. Este es un artà ­culo informativo. No es asesorà ­a legal.

Is The Pen Mightier Than The Sword - 959 Words

Is the pen mightier than the sword? Yes, it is. Humans will be able to do more damage with a pen than they will be able to with a sword. History has shown just how much damage can be done with a pen. This expression came from English author Edward Bulwer-Lytton in 1839 for the play â€Å"Richelieu; Or the Conspiracy.† The line comes from Act II, scene II: True, This! – Beneath the rule of men entirely great The pen is mightier than the sword. Behold The arch-enchanters wand! – itself is nothing! - But taking sorcery from the master-hand To paralyse the Cà ¦sars, and to strike The loud earth breathless! – Take away the sword - States can be saved without it! Just like how just one man can change so many people’s view through media, with all the gossip. Lies and the truth can destr oy a person’s image, or cause depression. An example would be Megan Meier, an American teenager who hung herself just three weeks before her 14thShow MoreRelatedThe Pen Is Mightier Than The Sword1465 Words   |  6 PagesThe illustrious idiom â€Å"The pen is mightier than the sword.† is the epitome of what Anne Bradstreet achieved through her writing. Bradstreet comprehended the influence that intellectual thought and meaning through writing had on her intended audience, and she utilized this tactic like a king would use force and violence to defeat his enemies. Her father, Thomas Dudely, â€Å"†¦took great care to see that she received and education superior to that of most young women of the time† (Baym 110). BradstreetRead MoreAnalysis Of Frederick Douglass s A Pen Is Mightier Than A Sword 1461 Words   |  6 Pageshas been considered the most powerful tool for emancipation and the realization of a couple of other things in the society. Education has been considered as the powerful tool against oppression and savagery, and as the adage confirms, â€Å"a pen is mightier than a sword.† Many writers out there have crusaded for the importance of education to the society and the importance of a nation educating its people, and especially the girls. Frederick Douglass is one writer from the America’s history of slaveryRead MorePen Versus the Sword (Peace Versus Violence) in World History: The Pen is Mightier!1415 Words   |  6 Pages The pen is mightier than the sword The pen influences your mind peacefully. Weapons do not. They tend to violate every path of human kind. The pen influences more people than the sword and has more impact on their lives. The power of the sword is negative destruction of life, and the sword has only caused problems during its reign of power. Early man relied on their muscle power. In fight the for existence, it was survival of the fittest. Gradually man became civilized and progressedRead MoreAn Antidote Of Modern Society : Stoicism1058 Words   |  5 Pageslaments to his friend Thomas Paine â€Å"many of the high and important characters are in need of learning the lessons of republicanism.† Jefferson encourages Paine to â€Å"Go on then in doing with your pen what in other times was done with the sword† (Jefferson). Echoing the adage â€Å"The pen is mightier than the sword†, this proverb is the basis of Bernays’ philosophy. When Bernays revolutionized public relations, he did so by operating on the mind. His legacy is prevalent to this day, as displayed by the seeminglyRead MoreEssay about Molieres Tartuffe973 Words   |  4 PagesThe Pen Is Mightier Than The Sword The most forceful lines of a serious moral statement are usually less powerful than those of satire, and nothing will reform most men better than the depiction of their faults(Molieres preface to Tartuffe). 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Through the strong dialogue between characters and the pacing of their battles, time is given to build up stronger characters and i nform us of the deeper emotionsRead MoreMightier Than The Sword By Harriet Beecher Stowe1353 Words   |  6 PagesMightier Than the Sword Slavery was a very sensitive issue during the eighteenth and nineteenth centuries, it was so much of a sensitive issue that it was one of the primary causes that split up the United States in half and divided the nation causing a civil war. During the time, both the stories of Uncle Tom’s Cabin and the biography of Harriet Beecher Stowe refuted the pro-slavery argument by somewhat igniting a flame in Americans minds and causing them to realize that the economic and politicalRead MoreMalala Yousafzai : Victor Not Victim961 Words   |  4 Pagesafraid of books and pens. The power of education frightens them.† Malala is emphasizes that power comes in the form education, and the Taliban is scared of anyone who does not blindly believe everything they say. In fact, education is the only way for the Taliban to become powerless; thus, by speaking on the subject Malala brings awareness to the concept. The second appeal used is logos— the logic and argument of the speech. Malala’s allusion, â€Å"the pen is mightier than the sword† is a prime exampleRead MoreOkonkwos Downfall in: Things Fall Apart by Chinua Achebe1358 Words   |  6 PagesThings Fall Apart by Achebe has many problems with his personal nature that causes his life to be destroyed. Okonkwos issues with his fathers failure in contrast to his own success in life led him to believe that the sword is mightier than the pen rather then The pen is mightier than the sword (Edward Bulwer-Lytton). As well, his furious temper was a problem that, mixed with his thoughts about being a man, led to actions that were unwise for his quest of a life opposing that of his fathers. His structureRead More What Is Orientalism? Essay593 Words   |  3 Pagesremind you of the famous aphorism: the pen is mightier than the sword He writes: Orientalism is fundamentally a political doctrine willed over the orient because the orient was weaker than the west. Though injustice has already been served and the political establishment is capitalizing on those cliches, it is interesting to notice that SAID himself already looks at the orient with orientalism (western eye). Was the orient really weaker than the west? Could it be simply that the

Ibm- Overcome the Stress of Can’t Take Off Free Essays

How might IBM go about improving its flexible vacation policy to help alleviate some of the stress experience by employees who feel like they can’t take time off? The flexible vacation policy is aim to give employees the option to take limitless days off creates a better work environment. Employees have the autonomy to manage their own workload and take vacation, sick or personal days whenever they need to and for as long as they need. There is no unused time at the end of the year, there is no carry forward into the next year, and there is no payout of accrued days when the employment relationship ends. We will write a custom essay sample on Ibm- Overcome the Stress of Can’t Take Off or any similar topic only for you Order Now Flexible vacation policy can increase the productivity since the employee can choose the where the location they doing their job and when they are doing, these can lead employees more willing to contribute to the organization if they felt their working environment is comfortable. Otherwise, the traditional vacation policy allocates a specific number of vacation, sickness, and personal days to each employee depending on length of time at the company. Sometimes employees are able to carry over a certain portion of unused vacation time into a new year or they can sell back their unused days to the company. To tracking these days off using costly and time consuming accounting and administration methods. Now there are many companies using flexible vacation policy, such as Netflix, IBM, or Morningstar. Since 2003, IBM had flexible vacation time for every employee. People who work for the company simply give their supervisors a heads up, but otherwise, take time off when they want it. Instead of tracking the hours of employees work, the electronics company has implemented what it calls a â€Å"results only work environment,† where workers are measured on achievement alone. Although flexibility vacation policy can be benefits to the organization, supervisor and employee, flexible work arrangements but it also pose a series of challenges and disadvantages. The stresses experienced by employees who feel like they can’t take time off mostly due to the ongoing project which in on hand, and many colleague taking time off all the same time. These are the two reasons always caused discontented happened in an organization. To deal with these problems IBM trying out a new vacation policy, in which fixed vacation rules are replaced by informal agreements between employees and their immediate supervisor. The guiding principle is that the work must get done. As long as this is the case, employees can take as much vacation as they want, even on short notice. Avoid ruining the beautiful vacation by being call back during the vacation it is better to hand over or replace the job to someone or make sure the task is fully completed before the holiday tune is on. To make this policy going on effectively that is needed the cooperation of all employees because supervisor concerns about equity. Supervisors worry about being fair to employees when they know everyone can’t have flexibility. The key is making sure that the process is the same that every employee’s request is fairly considered, even though the outcome may vary. The present of technology in flexible vacation policy may help IBM to overcome the problem of having many colleagues taking vacation at the same time. IBM can create a page for all IBM’s workers-the management information system, to update the newest information and the vacation date employees wanted or planning to take off. Management of information system is any organized of people, hardware, software, communication networks, data resources and policies and procedures that store, retrieves, transforms and disseminates information in an organization. The system can reduce the chance of error occur, such as forgot to inform their head or supervisor, clash date with colleagues vacation date and so on. To manage this page is needed a person to in charge, to allocate employees leave or vacation based on the system data which updated by employees. Even there is flexible vacation policy but still need some workforce to carry on the organization activities. Besides that, the communications between organization, supervisor and employee also can reduce the imbalance emotion of the workforce because of they can’t take time off. Annual or semi-annually meeting or a gathering for all workers should be maintain even because of the technology’s reach can provide non specific location for workers to contact with their supervisor or head via computer or cell phone by using video conference, e-mail, mms and so on, but a face-to-face meeting can brings a lot of advantages sometimes. It can avoid conflict happened by using text conversation, it can shows the sincerity and so on. No matter how flexible the vacation policy is, the contraction between all stages of workforce should be maintain and fix in a time. Example, a general meeting of every department in held on every second week of the month, it is the chance for each department head to meet their workforce and share the newest information in between them. Other than that, company should organize two or more person work in a team so that if one of the member who take day off, there is another person who will replace the position, it can reduce the cases of calling back the worker who is on vacation. Synergy always can make task to be more efficiency and done with more effectively. If use this way, it brings a lot of advantages. First of all, colleague of the member who is on vacation can response on the continuing job which can save more time and money. Second, it can increase the satisfaction of workers inside the company because they can get their happiness vacation without the obstruction of the job. Grouping work can also increase the effectiveness and efficiency. †¢ Resisting change. Whether it’s the labor shortage, or labor mismatch, the brain drain, the traffic, the new demographics, or technology, there are many profound and reasonable reasons to change the way we work. Being proactive in the face of change is much better than being reactive in this fast-paced business environment. Fears of abuse. There are some employees who may take advantage of their work situation, no matter what the policy. As one supervisor put it, â€Å"There are always a few bad apples. They have to be dealt with. It’s much better to manage for the good apples. † If employees are well managed, abuses will be kept to a minimum whether the employee works on a flexible arrangement or not. †¢ Skeletons in the closet. Just because flexibility was tried with one employee in the past and didn’t work doesn’t mean that the same outcome is inevitable if it is tried again—especially if the individual is well matched with the flexible arrangement. Mistakes can be used as important tools in making improvements. It takes more time to manage. Interviews with managers at JPMorgan Chase who supervise employees using some flexible work arrangement reveal far fewer problems than managers anticipated: 95 percent of managers say it does not require more time to manage people on flexible arrangements; 88 percent of managers who are managing employees on flexible work arrangements report no negative impact on their ability to supervise; and 66 percent say managing flexible work arrangements enhanced their management skills. How to cite Ibm- Overcome the Stress of Can’t Take Off, Essay examples

Jackie robinson 3 Essay Example For Students

Jackie robinson 3 Essay Jackie Robinson: Breaking the Color Barrier Its April 15, 1947 opening day at Ebbets Field, Brooklyn. Many people have turned out to see one man, the first black person to ever play in major league baseball. He is setting new standards for all blacks now and those to come. His name is Jack Roosevelt Robinson. We all wish him well and hope he can surmount the racial differences. At this time it was unheard of to have a black person treated equally to a white person, more the less it was highly unlikely to have a black person play on the same field as a white person. But for one man who stands alone Jackie Robinsons conquest to break through the color barrier with the help of Branch Rickey has set new standards for all black athletes to come. Jackie Robinson grew up in Cairo, Georgia. Jackie attended UCLA where he played baseball, basketball, football, and track. After collage Jackie enrolled in world war two. After the war Jackie got an honorable discharge. After the end of the war Jackie didnt know what he wanted to do and he was very short on money. Finally Jackie decided he wanted to join the Negro Leagues. In 1944 Jackie officially was on a Negro baseball team.(Shorto,Russell p. 5-10) In 1945 Branch Rickey the owner of the Brooklyn Dodgers was looking for a black player to break the serration barrier and rise above it all and join the Major League Baseball Association. Rickey said that whoever the person was to be would have to cope with taunts and insult, with name calling and abuse. Rickey heard of the success of Jackie on the Negro League and sent his scouts to see Jackie. (Ritter, S. Lawrence p. 43-51). After a long meeting with Rickey, Jackie agreed to join the Brooklyn organization. Rickey singed Robinson to a Minor League deal in 1945. Jackies biggest challenge would be to overcome racial issues sought toward him without acting out with everybody looking at him. Jackie had death threats, racial slurs, and people wanting to seriously take him out of the game of baseball. (Rampersad Arnold p. 176) In 1947 Rickey called up Jackie to compete on a Major League level and take his career to a much higher level. When people heard of this, that Jackie was going to play on a Major League level players said that if Jackie was going to play they would strike, even some of Jackies teammates demanded to be traded and during one of Jackies games a barrage of racial insults were directed toward him from the fans in the grandstand. (Ritter, S. Lawrence p. 46) The discrimination continued off the field. When the dodgers played on the road Jackie wasnt allowed to stay in the same hotels has his teammates. He would have to stay in a hotel just for blacks or he had to stay in private homes by himself. In one case Jackie was allowed to stay in the same hotel has his team but he wasnt allowed beyond the pool room and he had to eat his food in his room. (Flanker David p. 167-168) Toward the end of the season things were finally starting to look up. Jackies wife was making friends with the other players wives, and Jackie finally got the respect from everyone now and many people were beginning to feel what it was like to be Jackie Robinson. Robinson won fans over because he could rouse them, but he also won over his team, his league, and the nation, not only by being a lion but by having to be a lamp;. (Flanker, David p. 173) Although having many friends now, Jackie will never forget his long time friends Pee Wee Reese and Ralph Branca who stood by him when nobody else was. Things kept getting better and better for Jackie the pitches at his head when he was up stopped, most of the racial slurs have stopped, and Jackie was finally being treated like a real baseball player not like a black person. Henri Cartier Bresson - Arts Essay Jackie lead the league in steels, ranked second in runs scored, and he won the Rookie of the Year Award which was later renamed the Jackie Robinson Award. That year Jackie also lead his team to a World Series appearance. Nearly a year after Jackie had first broke .

The Definition of Success free essay sample

The American Dream is a large house, a speedy car, and financial freedom. For some, it includes a boat, a REV, and a cottage by the lake. However, another definition of success doesnt list any of these. Success does not have anything to do with material goods but is rather tied to broader concepts. One measure of success is how happy a person is. For some people, they might feel their happiest when they have luxurious items. However, this is not universally true and is consequently not a true measure of success.Happiness for most people is a pappy and loving family. If this is someones definition of success, then their family is what defines their success. For some, this success might mean trying new things and a lifestyle that supports it. Success Is tied in with happiness because they are both highly subjective. Health can also be considered a defining factor In success. We will write a custom essay sample on The Definition of Success or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page People feel unsuccessful if they, or someone they love, are not healthy. For Instance, can father feel successful if his child is ill? This is why doctors, nurses, pharmacists, and hospitals are so important.Not only do they allow people to live longer, but they also allow people to feel successful In their life. Finally, success can mean overcoming hardships. No one Likes hard and rough times with tears and pain. Someone who has come through the pain often feels Like he or she has accomplished something. An Individual that has overcome an obstacle achieves a measure of success. As David Brinkley has stated, a man can be proud If he has laid a firm foundation with the bricks others have thrown at him. The most valuable lessons can come from failures. Like Dale Carnegie said, Discouragement and failure are two of the surest stepping stones to success. And who could understand the meaning of success If they did not experience disappointment? Light would not exist without darkness and success would not be truly achieved without failure. But we all hope that this failure Is only temporary. People want to achieve success and make plans to reach It. However, with a narrow Interpretation of success, many people have no chance of finding It.They will continue to find themselves going the wrong way, mammals out on opportunities, and pappy moments along the way. The Definition of Success By instructor a lifestyle that supports it. Success is tied in with happiness because they are both Health can also be considered a defining factor in success. People feel unsuccessful if they, or someone they love, are not healthy. For instance, can father feel successful feel successful in their life. Finally, success can mean overcoming hardships. No one likes hard and rough times with tears and pain.Someone who has come through the pain often feels like he or he has accomplished something. An individual that has overcome an obstacle achieves a measure of success. As David Brinkley has stated, a man can be proud if understand the meaning of success if they did not experience disappointment? Light failure. But we all hope that this failure is only temporary.

Human Rights in Egypt essays

Human Rights in Egypt essays Many people in the United States are sheltered from what goes on in the rest of the world. Although every country has its flaws, some countries are much worse than anyone else could even imagine. Human rights are constantly being violated. An example of a country where many peoples rights have been violated is Egypt. Egypt has a very long detailed history. However, there are events that occurred not too long ago that have also helped shape Egypt as it is today. In 1967 Egypt was defeated by Israel. Due to this, Egypts Sinai Peninsula was occupied by Israeli troops. President said that he was going to resign and assumed all responsibility, but after protests were made supporting him, he changed his mind. In 1970 He died of a heart attack. Anwar El-Sadat then came to power. Irrigation, agriculture and industry were improved in 1971 because of the completion of the Aswan High Dam. Also in 1971 is when Egypt stopped renewing the cease-fire agreement with Israel. Egypts treaty with the Soviet Union was canceled in 1976. Saad Eddin Ibrahim is a citizen to both Egypt and the US. He was arrested on July 1st 2000 because he was believed to have made a film that would damage the image of the Egyptian government. This film was never broadcast and Ibrahim claims his innocence. His family safe, personal computer and files were all taken. Article 19 in the Universal Declaration of Human Rights states: Everyone has the right to freedom of opinion and expression; this right includes freedom to hold opinions without interference and to seek, receive and impart information and ideas through any media and regardless of frontiers. This right was violated when Ibrahim was punished for supposedly expressing opinion. The US does not agree with this situation. President Bush stated that the aid given to Egypt from the US (nearly $2 billion) would be withheld. The Foreign Minister of Egypt said that &quo...

Discuss the information technology control Essay - 1

Discuss the information technology control - Essay Example be considered as an important element of the organizational framework to achieve desired objectives and results in the competitive business environment. Information technology and control can be considered as an internal control initiative of organizations related to the maintenance of confidentiality and integrity of available data along with the effective management of the information technology functions within the organization. This means that management of confidential information along with controlling the flow of information is the major task of information management control. However, information technology control has different facets with different importance and value in the operational framework that also needs to be assessed and analyzed for a better understanding over the subject matter. Information technology control can be classified under two heads; Information technology general controls and information technology application controls with both having different value and benefits. Information technology general controls are based on controlling the information technology environment, computer operations, program development, program management and access of programs as per the need and demand. It can be considered as a basic framework of managing information technology functions within the organization. On the other hand information technology application controls refer to transaction controls mainly related to the input of data based on transactions. It also checks whether all transactions in the form of data have been stored and processed in an effective manner or not along with ensuring that only approved business users can access data and information in a logical and ethical manner. Basically, the whole act is to ensure that data has been stored in the right manner along with making them accessible to a number of users who are an important part of the organization. It needs to be mentioned that every organization has certain confidential

Role of Malta in WW1 and WW2 Essay Example | Topics and Well Written Essays - 3500 words

Role of Malta in WW1 and WW2 - Essay Example The dynamics of this involvement took different courses for the two wars, as Malta played different but crucial roles. A common aspect, however, is the interaction of Malta with the main countries involved in the war. These include UK, France, Italy and Turkey among others. The structure of the paper entails a look at the role of the island in World War I, followed by its role in World War II. In each case, a background on the state of Malta just before the war will start off the discussion, followed by analyzing the role it played in the given war in terms of its interactions with the world powers. The guiding thesis to this study is that Malta played a vital role in determining the course and outcomes of the world wars. Malta’s Role in World War I A brief overview of the state of Malta before World War I indicates that the island was a British Colony. In 1814, Britain had acquired Malta as part of its empire following the Treaty of Paris. The main attractions that Malta held were its geographical location in the Mediterranean Sea. The island is situated in approximately the middle-point of the Mediterranean Sea, which makes it a strategic position as a continental gateway between Europe and Africa. For Britain, Malta’s centrality between Gibraltar and the Suez Canal made the island an essential stop on the way to India, where Britain had historically strong interests. As a British colony preceding World War I, Malta served as shipping way stop and as a headquarter for British and other nations’ fleets. Britain’s interaction with Malta makes the country the first to be studied in terms of its interaction with the island during the First World War. An important point to note is that Malta did not play an active and substantial military role during World War I. The first instance of British-Malta interaction in terms of World War I happened in 1914 as Britain joined Russia and France in war against Germany. According to Austin (2004), Malta held a British Mediterranean Fleet of about 14 battleships prior to the First World War. The author states that Britain’s involvement in the war resulted in a rapid withdrawal of this fleet to meet the threat posed by Germany. British military was traditionally involved in patrol-like tendencies due to its strong navy, hence the need to involve the Mediterranean Fleet in war. Sciberras (2004) details the next level of interaction between Britain and Malta as the war progressed. According to this author, February 1915 saw an early enquiry of the possibility of hospital accommodation in Malta. The first arrivals of injured British (and other Allies’) soldiers were treated in the available hospitals, in Malta, during this period. The present hospital resource in Malta at the time was merely four small hospital facilities with 278 bed capacity (Rudolf and Berg, 2010). However, the projected increasing in number of casualties meant that the available hospital resourc es would be overwhelmed. Hence, there was provision of extra nursing accommodation in barracks and Maltese schools, with the available hospital resources expanded to make a total of 25,000 beds. The first convoys of wounded British soldiers arrived in Maltese hospitals in March 1915, and by September of the same year, Malta held about 10,000 soldiers under treatment. The Maltese population of the time took part in the treatment of these soldiers. With the progression of the war, Malta increasingly became a significant center for nursing British and Allies’ soldiers owing to its proximity to the areas of war and its ease of accessibility in comparison to the home countries. To highlight the importance of Malta’

Human Resource Management Essay Example | Topics and Well Written Essays - 2000 words - 19

Human Resource Management - Essay Example ue added activities that the HRM performs such as training; Learning and development; planning, performance appraisal; compensation and rewards & recognition. (Abu & Kamrul, 2000) For many organizations, the selection process consists of short listing the candidates and selecting the best. Different positions in the organization would require different kinds of selection criteria or technique. It is the duty of the HR to decide which technique needs to be used to recruit the best person and the selection technique will depend on number of criteria’s such as skills, characteristics, domain familiarity required for the position to be filled. (Choosing selection techniques, n.d) Selection of a candidate should not be just based on the selection method but should also involve 2 or more techniques to assess the skill set, communication, analytical knowledge and domain knowledge. Interviews can be done in different ways and this depends on the how the interviewer would want to acquire information. There are different selection techniques and the organization can use more than one selection technique to recruit the employees. This is the most relaxed form of recruiting an employee, by having a friendly chat. This method can be exercised to observe candidates’ manners and activities in a less formal environment. This method is usually used as one part of the selection process and this helps the interviewer in assessing the ability and the suitability of the job and also to evaluate if the candidate would be adding value to the organization. (Types of Interview, n.d) Some companies take a structured approach to interviews. The same sets of questions are asked to the candidates to assess how good they are against the other candidates .This method is very useful in case the interviewer wants to assess the presentation and communication skills of the candidate. This method involves assessing skills, attributes, behavioral patterns by giving the candidates some

Polymer formulation

Polymer formulation CHAPTER 1 INTRODUCTION Pigments are additives in a polymer formulation which provide countless possibilities to designers who want to differentiate their product. Legislation and uprising environmental awareness has led to the gradual phasing out of heavy metal inorganic pigments and increased usage of organic pigments. Despite their good heat stability, light fastness, tinctorial strength and low cost, certain organic pigments are widely known to cause significant warpage in polyethylene mouldings (even at pigment concentrations as low as 0.1% wt).[1,2] This phenomenon is especially common in large thin-walled mouldings such as lids, bottle crates and trays.[3] It is generally accepted that the warpage phenomenon is caused by the nucleating effect these organic pigments have on polyethylene. They act as nucleating agents, increasing crystallisation rate and altering the morphology of mouldings. Morphological changes cause higher internal stress which leads to distortion.[2] Adding on to the problem, different organic pigments nucleate polyethylene to different degrees, making it impossible to produce mouldings with identical dimensions using identical processing conditions when a variety of pigments are used.[4] Numerous attempts have already been made, with usually moderate success, to solve organic pigment induced warpage. They range from adjusting process parameters, mould design changes, pre-treatment of pigments, to incorporation of additional additives. A review of literature in this research area showed that although some studies have been conducted to investigate the incorporation of nucleating agents to override nucleating effects of organic pigments on polypropylene, limited information of this sort exists for polyethylene. The specific mechanism behind nucleating agents overriding nucleation by organic pigments is also still unclear. Therefore, it is the aim of this research to study the influence of nucleating agents, based on potassium stearate and carboxylic acid salts, on the crystallisation and warpage behaviour of high density polyethylene containing copper phthalocyanine green pigment. Differential Scanning Calorimetry (DSC) and Optical Microscopy (OM) will be employed to follow the crystallisation behaviour of the formulations and correlations between rate of crystallisation and shrinkage behaviour will also be made. CHAPTER 2 LITERATURE REVIEW 2.1. Nucleation and Crystallisation of Semi-Crystalline Polymers 2.1.1. Crystallisation Mechanisms Crystallisation involves the formation of an ordered structure from a disordered phase, such as melt or dilute solution.[5] The crystallization process of polymers is thermodynamically driven. It is governed by change in Gibbs free energy, ΔG.[6] ΔG = ΔH TΔS (2-1) Where ΔH is change in enthalpy, T is absolute temperature and ΔS is change in entropy. When ΔG is negative, crystallisation is thermodynamically favourable. This occurs when loss of enthalpy upon crystallization exceeds the loss of entropy multiplied by absolute temperature. It can therefore be derived that as the absolute temperature of the system falls, the driving force of crystallisation will increase.[7] For a polymer to crystallise, it must conform to the following requirements:[8] Molecular structure must be regular enough to allow crystalline ordering Crystallisation temperature must be below melting point but not close to glass transition temperature Nucleation must occur before crystallisation Crystallisation rate should be sufficiently high A hundred percent crystallinity is not possible in polymers due to factors such as chain entanglements, viscous drag and branching. Thus they are termed ‘semi-crystalline. All semi-crystalline polymers exhibit a unique equilibrium melting temperature above which crystallites melt and below which a molten polymer starts to crystallise. The crystallisation of semi-crystalline polymers is a two-step process consisting crystal nucleation and crystal growth.[6] 2.1.2. Primary Nucleation Primary nucleation can be defined as the formation of short-range ordered polymer aggregations in melt which act as a focal centre around which crystallization can occur.[9] There are three mechanisms of primary nucleation, namely, homogeneous nucleation, heterogeneous nucleation and orientation induced nucleation.[10] 2.1.2.1. Homogeneous Nucleation Homogeneous nucleation involves the spontaneous creation of nucleus in a semi-crystalline polymer melt when it is cooled below its equilibrium melting temperature.[7] This process is termed as sporadic as nuclei are formed in timely succession.[11] Creation of nuclei occurs when statistical variation within a polymer melt results in the formation of ordered assemblies of chain segments larger than a critical size[7]; usually between 2-10nm.[11] Below this critical size, the nuclei are unstable and may be destroyed.[11] Generally, super-cooling to between 50-100Â °C below equilibrium melting temperature is minimally required to achieve true homogeneous nucleation.[12] The super-cooling is attributed to the energy barrier homogeneous nuclei are required to overcome to reach stability.[7]. When molecular segments pack next to each other to form an embryo, there is a change in free energy, ΔG, caused by two opposing mechanisms. The creation of new crystal surface increases free energy (ΔS is negative) while the reduction in volume of the system decreases free energy (Δ(U+pV) ≈ ΔH is negative). The two opposing mechanisms lead to a size-dependent free energy curve which defines critical nucleus size.[13] A small embryo has high surface to volume ratio and so ΔG is positive; in other words, crystal growth is not thermodynamically favourable.[13,14] However as nuclei grow, the surface to volume ratio decreases up to a point where volume change outweighs the creation of new surface and change in free energy decrease; crystal growth becomes increasingly probable. This point is defined as critical nuclei size and above this point, the energy barrier is overcome.[13,14] Eventually when ΔG becomes negative, nuclei are thermodynamically stable, pavi ng the way for further growth into lamellae or spherulites.[14] The minimum number of unit cells required to form a stable nuclei decrease when temperature decrease, due to a reduction in energy barrier. In other words, the rate of homogeneous nucleation increases when temperature of the polymer decreases.[7] 2.1.2.2. Heterogeneous Nucleation In practice, one usually observes heterogeneous nucleation and not homogeneous nucleation.[15] Heterogeneous nucleation involves the formation of nuclei on the surface of foreign bodies present in the molten phase of a semi-crystalline polymer. The foreign bodies can take the form of adventitious impurities such as dust particles or catalyst remnants, nucleating agents added on purpose or crystals of the same material already present in the molten phase (self-seeding).[7,8] The presence of foreign bodies greatly reduces the energy barrier for the formation of stable nuclei. This reason for this is, polymer molecules which solidify against pre-existing surfaces of foreign bodies create less new liquid/solid interface than the same volume of polymer molecules forming a homogeneous nucleus.[6] In turn, critical size of nuclei is smaller in heterogeneous nucleation as compared to homogenous nucleation so that heterogeneous nucleation always occurs at lower supercooling.[16] Foreign bodies with crystallographic spacings matching the semi-crystalline polymer are especially effective heterogeneous nucleating agents. Favorable nucleation sites include crystal grain boundaries, cracks, discontinuities and cavities.[7] 2.1.2.3. Orientation-Induced Nucleation Orientation-induced nucleation is caused by some degree of molecular alignment in the molten phase of a semi-crystalline polymer. Molecular alignment reduces the entropy difference between the molten and crystalline state of the polymer. This kind of nucleation is important in various processes such as fibre melt-spinning, film-forming and injection moulding. In these processes, polymer melt is sheared before and during crystallisation.[8,17] 2.1.3. Crystal Growth 2.1.3.1. Primary Crystallisation Primary crystallisation occurs when melt of a semi-crystalline polymer is cooled below its equilibrium melting temperature. It involves molecular segments depositing onto the growing face of crystallites or nuclei. The resultant crystal growth occurs along the a and b axes, relative to the polymers unit cell. These additions of molecular segments can occur through two mechanisms: tight fold adjacent re-entry or independent deposition (illustrated in Figure 2.3).[6] Tight fold adjacent re-entry requires that chain stems be laid down continuously from a single polymer molecule in a series of hairpin bends until its length is exhausted. This single molecule is thought to be ‘reeled in from surrounding molten material.[7] This mechanism requires that molecular motions along the polymer molecules contour length to be several times faster than the rate of crystal growth. On the other hand, the independent deposition mechanism only requires localized motion of molecular segments. Molecular segments only need to re-organise sufficiently to align with molecular segments at the crystallite face.[6] tight fold adjacent re-entry independent deposition[6] 2.1.3.2. Secondary Crystallisation After a semi-crystalline polymer is cooled to room temperature, crystallisation is still thermodynamically favourable but restricted by the low mobility of molecular segments in its amorphous regions. Over an extended period of time, which can span from hours to weeks, re-arrangement of molecular segments within amorphous regions can lead to further crystal growth. This process is defined as secondary crystallisation. Secondary crystallisation can take two forms; either thickening of pre-existing crystallites by re-organisation of amorphous chain segments adjacent to crystallite surface or creation of new crystallites by re-organisation of amorphous chain segments in interstitial regions between pre-existing crystallites. [6] 2.1.4. Rate of Crystallisation The crystallisation of semi-crystalline polymers is a two-step process and therefore overall crystallisation rate is governed by both nucleation rate and crystal growth rate. Both factors are highly temperature dependent, as illustrated in Figure 2.4. When temperature is just below equilibrium melting point, there exists a meta-stable region where rate of nucleation is low as nuclei that are formed dissolve easily due to high thermal motions.[8] As super-cooling increases, thermodynamic conditions become more favourable and rate of nucleation increases and reaches a maximum near the glass transition temperature. On the other hand, kinetic conditions are less favourable as super-cooling causes viscosity to increase. This results in a shift in maximum rate of crystal growth to higher temperatures where viscosity decrease is balanced by formation of nuclei.[8,18] Overall crystallisation rate at a given temperature is usually expressed as the inverse of time needed for half of the crystals to grow in the polymer (1/ t1/2).[8] When crystallisation occurs under isothermal conditions, its progress can be expressed by the Avrami equation:[8] Xc(t) = 1 exp (-K.tn) (2-2) Where Xc(t) is the fraction of material transformed at time t, n is the Avrami exponent and K is the Avrami rate constant. Equation (2-2) may also be written as:[19] ln ( -ln |1-Xc(t)| ) = n ln (t) + ln K (2-3) So that n and K may be obtained by plotting ln ( -ln |1-Xc(t)| ) against ln (t); n is the slope while ln K is the y-intercept.[19] The value of the Avrami exponent, n, is dependent on mechanism of nucleation and geometry of crystal growth. Theoretical values of n corresponding to different nucleation modes and crystal growth shape are tabulated in Table 2.1.[19] Crystal Growth Shape Nucleation Mode Avrami Exponent (n) Rod Heterogeneous 1 Homogeneous 2 Disc Heterogeneous 2 Homogeneous 3 Sphere Heterogeneous 3 Homogeneous 4 Table 2.1: Relation between n and nucleation mode / crystal growth shape[19] When crystallisation occurs under constant-cooling-rate conditions, its progress can be expressed by the Ozawa equation:[8] Xc(t) = 1 exp (-Ä ¸(t) / Ï•m) (2-4) Where Ä ¸(t) is the Ozawa rate constant, Ï• is the constant cooling rate (- ÃŽ ´T/ÃŽ ´t) and m is the Ozawa exponent. Equation (2-4) may also be written as: ln ( -ln |1-Xc(t)| ) = m ln (t) + ln Ä ¸(t) (2-5) So that m and Ä ¸(t) may be obtained by plotting ln ( -ln |1-Xc(t)| ) against ln (t); m is the slope while ln Ä ¸(t) is the y-intercept. Qiu et al. combined the Avrami and Ozawa equations to make a connection between the Avrami and Ozawa exponents:[20] log Ï• = log F(T) a log t (2-6) Where a = n/m and the kinetic function F(T) = (Ä ¸(t) / K)1/m. At a given degree of crystallinity, a plot of log Ï• against log t will yield a and log F(T) as the slope and y-intercept respectively.[20] 2.2. High Density Polyethylene (HDPE) 2.2.1. Chemical Structure, Crystallisation Rate and Morphology High density polyethylene, HDPE, is a semi-crystalline polymer made up of repeat units (C2H4)n and has a general form as illustrated in Figure 2.5. It consists mainly of unbranched molecules with very few defects to disrupt its linearity or hinder crystalline packing. As such, HDPE has a high rate of crystallisation, degree of crystallinity and density (0.94-0.97 g/cm3).[7] Being a semi-crystalline polymer, HDPE exhibits a three-phase morphology consisting of submicroscopic crystals surrounded by a non-crystalline phase comprising a partially ordered layer adjacent to the crystals and disordered material in the intervening spaces. This is illustrated in Figure 2.6.[7] The unit cell of HDPE, defined as the smallest arrangement of its chain segments that can repeat in three dimensions to form a crystalline matrix, is orthorhombic; a cuboid with each of its axes having different lengths while the angles of adjoining faces are all 90Â °. Each unit cell is made up of two ethylene repeat units; a complete unit from one chain segment and parts of four others from surrounding chain segments.[7] Bank and Krim[21] reported that the a, b and c axes of a polyethylene unit cell are of dimensions 7.417, 4.945 and 2.547Ã… respectively. This is illustrated in Figure 2.7. orthogonal view, view along c-axis[7] HDPE unit cells pack together in a three dimensional array to form small crystals known as crystallites. Most commonly, crystallites of HDPE take the form of ‘lamellae; crystallites with a and b dimensions that are much greater than their c dimensions. Lamellae thicknesses are usually between 50 to 200Ã… while lateral dimensions can range from a few hundred angstroms to several millimetres. Figure 2.8 illustrates a HDPE lamella.[7] Various models have been proposed to explain the arrangement of molecular chains in lamellae. They include adjacent re-entry with tight folds, switchboard, loose loops and a model with combined features (illustrated in Figure 2.9). As molecular length of HDPE is known to be many times greater than lamellae thickness, all models indicate some form of chain folding. However, they differ in their specific nature of folding.[7] d) composite model[7] In HDPE, the most common large scale-structures composed of crystalline and non-crystalline regions are known as ‘spherulites. A spherulite consists of lamellae growing outward radially from a common nucleation site. As this growth advance into amorphous molten polymer, local inhomogeneities in concentrations of crystallisable segments will be encountered. This causes the folded chain fibrils to inevitable twist and branch. As illustrated in Figure 2.10a, a spherulite will resemble a sheaf in its early stage of development. Fanning out of the growing lamellae will subsequently produce a spherical structure but true spherical symmetry is never achieved due to impingement of neighbouring spherulites. This growth of spherulites also involves the segregation of non-crystalline materials into regions between lamellar ribbons. Thus the overall structure of a spherulite consists of twisted and branched lamellae with polymer chains mostly perpendicular to their long axis and amorphous regions (illustrated in Figure 2.10b).[22] 2.3. Organic Pigments 2.3.1. Copper Phthalocyanine Pigments: Copper Phthalocyanine Green Copper phthalocyanines are a class of organic pigments which dominate the sectors of blue and green coloration of polymers. This dominance can be attributed to desirable properties such as high tinctorial strength, bright hues, excellent light and weather fastness excellent heat stability and good chemical resistance.[23] In addition, in spite of its structural complexity, this class of pigments is inexpensive as they are manufactured in high yield from low cost starting materials.[24] The parent compound of copper phthalocyanine pigments is extremely easy to prepare; a phthalic acid derivative is condensed with a source of nitrogen such as urea and a copper salt such as cuprous chloride in the presence of a metal catalyst such as vanadium or molybdenum. This is usually done in organic solvents, at elevated temperatures (approximately 200Â °C) and sometimes under increased pressure. The resultant crude copper phthalocyanine (yields of over 90%) is purified commercially by one of several processes; salt attrition, solvent-free salt attrition, acid pasting and acid swelling.[3,25] Figure 2.11 illustrates the chemical structure of the copper phthalocyanine parent compound. It consists of a tetrabenzoporphyrazine nucleus containing a central copper atom. The planar molecule is in the form of a quadratic shape with length and thickness of 1.3nm and 0.34nm respectively.[27] This parent copper phthalocyanine compound, which is characterised by unsubstituted benzene rings, is used as blue pigment. Copper phthalocyanine blue is polymorphous and exists in five crystal forms. Out of the five, the two of commercial importance are the alpha and beta forms while the other three are distorted ÃŽ ± forms.[27] Different crystal forms bring about a variation in the blue shade. Alpha crystals exhibit a bright-red-shade blue while beta crystals exhibit a green-shade blue.[26] C.I. pigment green 7, b) C.I. pigment green 36 (3y), C.I. pigment green 36 (6y)[28] Copper phthalocyanine green, the pigment of interest in this project, is produced from the copper phthalocyanine blue by replacing the hydrogens on the four benzene rings with halogens. Unlike its blue counterpart, where variation of shade is achieved by modification of crystal form, variation in the green shade is controlled by degree of chlorination or bromination. Copper phthalocyanine green only has one known crystal form.[26] The two types of copper phthalocyanine green pigments are colour index (C.I.) pigment green 7 and colour index (C.I.) pigment green 36. C.I. pigment green 7 is a blue-shade green made by introducing thirteen to fifteen chlorine atoms to replace hydrogens in the benzene ring of the copper phthalocyanine blue molecule (illustrated in Figure 2.12(a)). C.I. pigment green 36 is a yellow-shade green made by gradual replacement of chlorine atoms in C.I. pigment green 7 with bromine atoms. The most brominated C.I. pigment green 36, known as 3y, has an extreme yello w shade (illustrated in Figure 2.12(c)) while the least brominated C.I. pigment green 36, 6y, has a much more bluish shade (illustrated in Figure 2.12(b)).[28] The outstanding tinctorial and fastness properties of both copper phthalocyanine green pigments allow their application under the harshest conditions. They can be used effectively in masstone tints and shades down to the very palest depth. Both green pigments can be processed at temperatures in excess of 260Â °C with little colour change. They have even better chemical and colour stability than copper phthalocyanine blues. On comparison, C.I. pigment green 7 is preferred over C.I. pigment green 36. The latter is weaker and more opaque and accounts for less than 5% of copper phthalocyanine greens used in the polymer industry.[3] 2.3.2. Effect of Copper Phthalocyanine Green and Other Organic Pigments on Properties and Crystallisation Behaviour of Moulded Polyolefins Although the combination of spectacular performance and low cost make copper phthalocyanine green ideal pigments, its use is not without challenges. It is widely known that copper phthalocyanine green and a few other pigments can cause unacceptable levels of shrinkage and warpage in moulded parts of polyolefins.[2,29] The problem persists even at pigment concentrations as low as 0.1% wt.[2] Shrinkage can be described as reduction in moulded part dimensions in reference to mould cavity dimensions.[30] Warpage is a measure of out-of-plane distortion and commonly arises from the relaxation of unbalanced residual stress in a moulded part or unbalanced shrinkage in flow and transverse direction.[30] The early work of Turturro et al.[2] demonstrated that this shrinkage and warpage phenomenon is only limited to organic pigments. It was reported that no distortion occurred in HDPE mouldings containing inorganic pigments such as BBS red (cadmium selenide), 21 M yellow (blend of PbCrO4, PbSO4 and PbMoO4) and 500 L yellow (complex of Ni and Ti). Findings from later studies by Bugnon et al.[31] and Suzuki Mizuguchi[29] are in good agreement. Suzuki Mizuguchi[29] reported similar observations when they incorporated inorganic pigments, TiO2, Fe2O3 and Cd Y into HDPE and PP. Using scanning electron microscopy, Bugnon et al.[31] were able to show that when inorganic pigments such as CdS or CrTiO4 are incorporated into HDPE, there is no interaction between pigment surface and polymer. The polymer essentially builds a cavity around the pigment. On the other hand, an organic pigment of diketo-pyrrolo-pyrrole chemistry was found to blend into the HDPE matrix. This led them to propose that in organic pigments do not induce shrinkage and warpage as their chemical constitutions and polar hydrophilic surfaces have no interactions with polymers and do not influence their crystallisation behaviour. It is generally agreed that the shrinkage and warpage of polyolefins induced by copper phthalocyanine green and other organic pigments is associated with the nucleating effect these compounds have on the polymers.[2,29,31] These compounds provide a foreign surface that reduces the free energy of formation of a new polymer nucleus.[27] Vonk[32] was one of the first few individuals who pointed out that organic pigments can act as nucleating agents for polyethylene. The nucleating effect of organic pigments on polyolefins has since been the focus of intensive studies over the years. The key literature identified from this research area is that produced by Koh[33] for Clariant (Singapore) Pte Ltd. Koh[33] studied the influence of C.I. pigment green 7 and C.I. pigment green 36 on the crystallisation and properties of HDPE. It was reported that the high level of differential shrinkage in HDPE mouldings incorporated with copper phthalocyanine greens was accompanied by increased crystallisat ion rate, increased peak / onset crystallisation temperature and reduced spherulite size. These findings clearly indicate that copper phthalocyanine green can act as a nucleating agent for HDPE. It was also reported that increasing pigment concentration will cause an increase in crystallisation rate and level of differential shrinkage. Kohs[33] findings are in line with those from similar studies carried out by Turturro et al.[2], Suzuki Mizuguchi[29] and Silberman et al.[34] Turturro et al.[2] observed a similar nucleating effect of copper phthalocyanine green on HDPE with the aid of depolarisation and dilatometry techniques. In addition, they found that the Avrami exponent value of HDPE decreases with increasing concentration of copper phthalocyanine green; which indicates a shift in morphology, away from the spherulitic one characteristic of pure polyethylene. They proposed that the strong nucleating effect of copper phthalocyanine green causes only the development of fibrils in HDPE, which subsequently do not organise into spherulites. Interestingly, they also found that pigments do not affect the absolute level of crystallinity in HDPE; implying that these compounds affect only the kinetics and not the thermodynamics of the crystallisation process.[2] Suzuki Mizuguchi[29] and Silberman et al.[34] showed that , apart from HDPE, copper phthalocyanine green can also act as a nucleating agent for PP. Moreover, Silberman et al.[34] found that the addition of copper phthalocyanine green into PP would increase its lamellar size and decrease the activation energy (Uact) of its crystallisation process. The explanation they put forward for these observations was based on the specific chemical structure of the pigment. The symmetry of nitrogen in the copper phthalocyanine green molecule, with an absence of complex structures was thought to promote the dynamic adsorption of PP molecules on the pigment surface and the subsequent crystallisation process. This will lead to the formation of a perfect crystal structure of large lamellar size. Together, the works from all three authors demonstrated that, besides copper phthalocyanine green, organic pigments of anthraquinone, perylene, quinacridone, copper phthalocyanine blue and condense azo chemistries can also act as nucleating agents for polyolefins.[ 2,29,34] At this point, with the aid of various papers, it is established that shrinkage and warpage of polyolefins induced by copper phthalocyanine green and other organic pigments are associated with these pigments serving as nucleating agents for the polymer. However the specific mechanism correlating nucleating effect and shrinkage or warpage has yet to be discussed. Both Turturro et al.[2] and Suzuki Mizuguchi[29] proposed the same explanation for this phenomenon. In a moulding process such as injection moulding, the quench rate is not the same at different parts of the polymer. Polymer melt in contact with mould walls crystallise and ‘freeze very quickly, which results in crystals of low perfection with polymer chains oriented in the direction of flow. This layer of imperfect crystals in turn impedes heat exchange between polymer melt in the core regions and the mould walls. As a result, polymer melt in the core regions cool slowly and give rise to regular crystals. As the surfac e ‘freezes very quickly, contraction in the core regions due to crystallisation will produce stress in the ‘frozen outer layer and cause distortion. In addition, relaxation of oriented regions after removal of polymer from the mould will also cause internal stress and lead to distortion. The presence of a strong nucleating agent such as copper phthalocyanine green will limit the time available for oriented chains to recover during cooling and also increase the thickness of the skin layer. Both factors will lead to more pronounced distortion.[2,29] Apart from altering the shrinkage and warpage behaviour of polyolefins, the nucleating effect of copper phthalocyanine green and other organic pigments is thought to also have a marked influence on the mechanical properties of polyolefins. An investigation of how certain organic pigments affect the mechanical properties of HDPE was undertaken by Lodeiro et al.[1] They found that tested pigments, copper phthalocyanine blue and irgalite yellow do affect the principal mechanical properties of HDPE. In particular, it was observed that the presence of small amounts of phthalocyanine blue in HDPE is sufficient to cause an increase in ductility, reduction in Youngs modulus (up to 10%), reduction in yield stress and increase in failure strain. They attributed these consequences to smaller and more numerous spherulites induced by the pigment; smaller spherulites in larger numbers, each surrounded by amorphous material, results in a polymer that will deform more readily and have lower yield st ress and higher failure strain. 2.4. Nucleating Agents 2.4.1. Heterogeneous Nucleation of Polyethylene: Nucleating Agents Based on Potassium Stearate and Carboxylic Acid Salts Nucleating agents have traditionally been added to semi-crystalline polymers to enhance processing and end product characteristics. The incorporation of these compounds results in shorter cycle time as they increase the crystallization rate of semi-crystalline polymers, ensuring faster solidification from the melt upon cooling. Their addition also results in the formation of smaller spherulites in semi-crystalline polymers. This change in spherulite size improves mechanical properties (such as tensile strength, hardness and modulus) and optical properties (such as haze and transparency).[8,35] Polyethylene, and in particular high density polyethylene, has an extremely fast rate of crystallization, which makes it very hard to nucleate.[8,35] This is probably the reason why little has been published on its nucleating agents. That being said, a handful of nucleating agents have been identified to date. Together, the works of Solti et al. and Ge et al. showed that benzoic acid, talc and Na2CO3 can effectively nucleate polyethylene.[8] Besides the use of particulate or low molecular weight nucleating agents, polyethylene can also be nucleated by epitaxial crystallization on another polymer substrate. Loos et al. was able to demonstrate the melt crystallisation of LLDPE on oriented HDPE.[8] Potassium stearate is another nucleating agent tha

john kerry :: essays research papers

Massachusetts Senator John Kerry was the second Democrat to enter the race, announcing on December 1, 2002. Going into 2004, he was not considered a front-runner but came back to win the Iowa caucuses and almost every primary and caucus afterward, gathering enough delegates to be the Democratic nominee. His history includes a bachelor's degree from Yale University in 1966 and a law degree from Boston College in 1976. His military service includes the Navy from 1966 to 1970 and the Naval Reserves from 1972 to 1978. He was first elected Massachusetts lieutenant governor in 1982 until 1984. He was then elected as a U.S. senator in 1984, and he considered a presidential run in 2000. Kerry has his own unique position on many key issues, including national security, the environment and energy, and education just being a few. One issue that Kerry has spoken about is our national security. Especially after September 11th, many people want a president who will be able to provide us with a safe place to live. Kerry has many new plans that he will put into effect to do this. First, he backs letting the Patriot Act expire without congressional approval. He does not believe that this act will make Americans safer, but instead feels that it infringes on our rights as citizens. Also to protect our rights, he is against labeling U.S. citizens "enemy combatants". Next we need to be able to track and stop terrorists before they are able to strike. Many of the intelligence problems that allowed terrorists to slip into our country before 9/11 have not been addressed. Kerry will improve our ability to gather, analyze, and share information so we can track down and stop terrorists before they cause us harm by setting up new organizations and reforming the ones in place already. We then need to protect our bord ers and shores. Today, our borders, our ports, and our airports are not as secure as they must be. Kerry will make our airports, seaports, and borders more secure without intruding upon personal liberties by giving these areas the resources and training that they desperately need. Also to help improve the border situation, Kerry will speed the immigration process to help unite families and decrease the amount of illegal aliens crossing into the country. The hardening of vulnerable targets is also part of his plan to protect Americans.

Layoff and Strategic Downsizing Decisions Essay

INTRUDUCTION Downsizing is a permanent reduction of workforce through layoffs and other means. Organizations usually downsize to save payroll costs and prevent bankruptcy during tight economic conditions. Downsizing, when done right, makes the organization more efficient, lean, and mean .On the other side, a faulty approach to downsizing can cause the organization to run the risk of losing key talent and intellectual capital, and becoming dysfunctional by breakdown of hierarchies and systems. The criteria adopted for who stays and who goes largely determines the success of the downsizing intervention Many organizations, especially traditional ones, in a bid to ensure impartiality and objectivity adopt the LIFO or â€Å"Last in First Out† principle whereby those who joined the organization last become the first to leave. The rationale of making seniority the basis of downsizing is that newer employees have spent less time in the organization and are less committed or acquainted with the fin er nuances of its running. Also, the organization would have invested lesser time and resources training such employees compared to older employees. other organizations make the combination of competence and performance, or the ability to do required tasks well, the basis of retaining an employee during downsizing. A fresh performance appraisal should precede downsizing, or the last appraisal can be the basis for determining who goes and who stays. Those at the bottom of the appraisal list usually get the layoff notice first. While making performance the primary selection criteria for downsizing and restructure is apparently a just and equitable method, two major concerns remain The soundness and objectivity of the performance appraisal method adopted. A poorly designed performance appraisal method that does not assess the true indicators of performance might churn up a wrong list, causing the danger of the organization dispensing with true performers and retaining people who cleverly mask or cover up their in efficiencies. Whether the performance or competence ofthe employee remains relevant for the organization. The expendability of the person to the organization is another sound basis for determining the selection criteria for downsizing and restructure. This approach primarily considers the value added by the employee to the organization more than any other factor. Regardless of the performance of an  employee, an employee might remain critical for the functioning of the organization, or conversely not needed. For instance, with technology taking roots, most companies do not require specialist stenographers or typists, no matter how skilled or efficient they may be in their work. Similarly, closing down the marketing arm of the business and outsourcing the marketing effort might lead to the lay-off of all marketing executives, no matter how skilled or successful they may be. Organizations would, however, do well to identify people with good generic skills, and the right attitude and commitment, and retain them in other jobs even if the jobs they remain competent in become irrelevant to the organization. The commercial interests of the organization notwithstanding, legal considerations play an important role in determining who goes and who stays during downsizing. The federal Worker Adjustment and Retraining Notification Act (WARN) requires employers to give employees, state and local officials a 60 days’ notice to mass layoffs when reducing their workforce by 33 percent or more, or laying off 500 employees within a 30-day period. WARN further requires employers of unionized employees to give the union 60 days’ notice before lay-off of their members, and provide individual notice to non-unionized employees. DEFINITION OF DOWNSIZING Downsizing occurs when a company permanently reduces its workforce. Corporate downsizing is often the result of poor economic conditions and/or the company’s need to cut jobs in order to lower costs or maintain profitability. Downsizing may occur when one company merges with another, a product or service is cut, or the economy falters. Downsizing also occurs when employers want to â€Å"streamline† a company – this refers to corporate restructuring in order to increase profit and maximize efficiency. Downsizing results in layoffs that are often followed by other restructuring changes, such as branch closings, departmental consolidation, and other forms of cutting pay expenses. In some cases, employers are not fired, but instead become part-time or temporary workers (to trim costs). ACTIVITIES OF DOWNSIZING It undertaken to improve organizational efficiency, productivity and competitiveness that affect the size of the firm’s workforce the costs and  the work processes. DOWNSIZING STRATEGIES: There are 3 types of strategies. These are below: 1.workforce reduction: 2.work redesign 3.systematic change 1. Workforce reduction: Typically a short term strategy aimed at cutting the number of employees through such programs as attrition, early retirement or voluntary severance packages and layoffs or terminations. Whils a number of these approaches allow for a relatively quick reduction of the workforce, the problem is that their impact is often short term and in many organizations. 2. Work redesign: Often a medium-term strategy in which organizations focus on work processes and assess whether specific functions, products and services should be changed or eliminated. this strategy which is frequently combined with workforce reduction, includes such things as elimination of functions, groups or divisions. 3. Systematic change: Long term strategy characterized by changing the organizations culture and the attitudes and values of employees with the ongoing goal of deducting costs and enhancing quality. By its very nature this strategy takes considerable time to implement. RESTRUCTURING HOW COMMON IS WORKFORCE REDUCTION AND?: The issue that comes up regularly involves how common workforce reduction in Canada. In a national study of major Canadian organization conducted in 1992 and in 1998, it was found that 56% of respondents permanently reduce the workforce over two year period ending in 1992, while 50% cut the number of employee during two year period prior to 1997-1998 about 31% of employee reduced in both 1992 and 1998 5% precent of organization did not engage in workforce. Three recent studies found 45% of participants reported that their organization permanently reduced workforce in two years. Among  organizations reducing the workforce average reduction was around 15% of the workforce. Similarly, when investing how the workforce reductions were carried out; combining the result from the studies revealed that about 355 of reductions were by attrition, 45% by voluntary severance or early retirement; and 40% by layoffs. Compared 1990s, these results suggest that organization s are relying less on layouts and more voluntary services. WHY DO ORGANIZATIONS DOWNSIZE? There are several reasons why organizational decide to downsize the workforce. Some of the factors most commonly mentioned include the following: Declining profits Business downturn or increased pressure from competitors Merging with another organization, resulting in duplication of effort Introduction of new technology The need to reduce operating costs The desire to decrease levels of management Getting rid of employee â€Å"deadwood† Simply put, many organizations engage in downsizing because managers believe that cutting people will result in reduced cost (with cost being more predictable than future and improved financial performance. In addition, labour cost is often seen as easier to adjust relative to other expenditures. Although executives often perceive that reducing the number of people in the organization will lead to lower overhead cost, reduced bureaucracy ,better communication, improved decision making, increased innovative activity and higher productivity, there is considerable evidence that workforce reduction programs often fail to meet their objectives, as has been observe by Cascio: Study after study shows that following a downsizing, surviving employees become narrow-minded, self-absorbed, and risk averse. Morale sink, producing drops, and survivors distrust management. Some organizations drastically reduce the workforce and employ a severe reduction strategy despite increasing demand and a favourable competitive enviroment.This development, which has been mentioned by HR managers in personal interview, may be due to a variety of reasons, including a decision to follow the lead of other firms engage in cutback management and increase awareness of the need of operate in a lean and mean  fashion. THE DOWNSIZING DECISION: For many organizations, going through a downsizing is a very painful and difficult experience. A 1994 article Business week profiled Robert Thrasher, executive vice-president at Nynex and the individual responsible for cutting labelled the â€Å"corporate assassin†. In speaking about downsizing Thrasher commented. This is tough, ugly work. The stress is palpable .I’m vilified throughout the company .that’s tough thing to carry around. â€Å"More recently, Robert Burtlon of Moore Corporation, when discussing his role in a cost cutting plan at a previous company, stated.† I don’t get frustrated any more. I just fire people.† Too often, organization embarks on a downsizing program without careful consideration of whether there are feasible alternatives to downsizing. Studies after study reveals that many downsizing are not well planned frequently ignore the linkage between downsizing and the strategic direction of organization, and underestimate the impact of downsizing on the organization and its human resource. ALTERNATIVES TO DOWNSIZING: Downsizing can be a costly strategy for organization to pursue and as a result, it is desirable to investigate whether alternatives to downsizing exis.In a number of instance, organizations discover that pursuing different alternatives to downsizing may eliminate the need to reduce the workforce or allow for a less severe downsizing strategy. Some of the alternatives include: 1. Cutting no personnel costs (e.g, through energy conservation, planned capital expenditures, leasing of capital equipment, reductions in travel or club memberships) 2. Cutting personnel costs (e.g, through a hiring freeze, job sharing, a reduction in work hours, reduced benefits, and wage concessions) 3.Providing incentives for voluntary resignation or early retirement Although this list is not complete, it emphasizes the need to consider other ways to manage costs within an organization One organization, road communications inc, asked each member of its staff to take one week of unpaid leave during the summer months. According to senior partner mia wedgbury , it let us keep our core team together while reducing cost. And  it went over well with the staff because it precluded layoffs. another organization acxion corporation cut the pay of each employee earning more than 25000 dollar by 5% but also gave the employee the option to by company stock that would be matched one-foe one by the firm INPLACEORMENT AND OUTPLACEMENT ISSUES: Outplacement Issues .Inplacement Refers To A Career Management Approach Inappropriately Placed Workers Into a Restructured organization ,while outplacement focuses on the provision of a program In Examining The Downsizing Decision, It Is Necessary To Consider Both Inplacement And of counseling and job-search assistance for workers who have been terminated. In making career management decisions, organizational decision makers may opt for an inplacement program or termination with outplacement In a survey of Canadian manufacturing firms completed in 2000, organizations that had gone through downsizing were asked to report on the benefits they provide to displace workers. These results are provided in figure11.2 .The most common benefits were severance pay, continuation of employee benefits, outplacement retraining assistance or family counseling PLANNING FOR DOWNSIZING: If downsizing is essential, the key issues that need to be considered: Determining how many people will lose their job and who will be let go (ie. based on seniority or performance) Determining how reduction will be carried out. For example, to what extent will the organization use attrition, early retirement or voluntary severance programs and layoff or termination. Its possible to consider the approach to workforce reduction from the perspective of employee? As indicated in figure 11.3,the approaches to workforce reduction vary in the degree of protection to employees and the cost to employee Determining the legal consequences. For example organizations often ignore or are unaware of legal requirements when downsizing the workforce .some areas of law to be aware of include the law of wrongful dismissal,employment  standards legislation, trade union law ,existing collective agreement provisions, and human right legislation. for instance, there may be a very narrow line between voluntary and involuntary termination, and with the termination of older workers, there exists a possibility of an age discrimination claim Designing current and future work plans .this issue represents a key challenge for the organization and is frequently neglected Implementing the decision. Implementation includes such elements as severance payments, outplacement counseling, the communication of the termination decision, timing if the decision, issues, and communications with remaining employees Performing follow-up evaluations and assessment of downsizing effort Figure 11.3 Approaches To Workforce Reduction Workforce Degree of Reduction protection to Implementation Approach Example Employee Time Attrition Hiring Freeze High Show Voluntary Early Retirement Redeployment Voluntary buyout Work sharing Involuntary Transfer Redeployment Demotion Imposed job sharing Layoff with Retraining Assistance job counseling Advance notice Layoff without Termination Low First Assistance No advance notice No Severance PROCESS OF DOWNSIZING: There are 6 processes. These are below: 1. Develop an RIF team to plot initial strategy. 2. Plan the goals and timing of the RIF. 3. Perform an overall workforce analysis. 4. Review employment policies, individual contracts of employment. 5. Ensure compliance with the Worker. 6. Special considerations for unionized employers. 1. Develop an RIF team to plot initial strategy: Nobody likes the prospect of a downsizing – especially employees who may feel particularly vulnerable to being laid off – and the mere mention of the word can trigger widespread hysteria and morale problems. At the early stages of the initial strategy phase, a company should limit discussion of downsizing to a trusted core of high-level management personnel and consultants. For large companies considering large-scale layoffs, the RIF team ideally should include the chief financial officer, the chief executive officer, the chief operating officer, a senior-level human resources or employee relations executive, an upper-level payroll specialist, an employment law attorney, and a public relations consultant. 2. Plan the goals and timing of the RIF: The first task is to determine the magnitude of savings that need to be realized from a layoff. This task is part of an overall cost-cutting plan, which could implicate other costs and expenses in addition to those related to personnel. Second, the RIF team should consider ways to realize the desired savings, such as subcontracting; consolidation of divisions, operating units or functions; the sale of the company or a work unit; and shutdowns. 3. Perform an overall workforce analysis and an analysis of each proposed termination: The most complicated and difficult aspect of the RIF process is determining which employees will be laid off. The most common legal challenges to layoffs are administrative charges and lawsuits premised on discrimination based on age or other legally protected characteristics. Accordingly, it is crucial for an employer to be able to give legitimate, nondiscriminatory reasons for every termination decision. Those reasons need to be easy to articulate and logically consistent. 4. Review employment policies, individual contracts of employment, separation benefits and stock-option agreements under which affected employees may claim rights or benefits: The RIF team should perform a due-diligence review of potential liabilities and verify whether, by policy or contract, the company has limited its ability to lay off employees. Likewise, where a collective bargaining agreement or policy dictates a priority for reductions in force, or â€Å"bumping rights,† such procedures should be examined. The company should also review policies and agreements to determine eligibility for severance benefits and accrued benefits such as paid time off, vacation or sick leave. 5. Ensure compliance with the Worker Adjustment Retraining and Notification (WARN) Act: Generally, employers with 100 or more employees are subject to the WARN Act. Covered employers are required to give 60 days’ advance written notice of a â€Å"plant closing† or â€Å"mass layoff.† A â€Å"plant closing† is defined as the permanent or temporary shutdown of at least one facility or operating unit that results in an employment loss of 50 or more employees at a single site of employment. A â€Å"mass layoff† is a loss of employment at a single site of employment that affects at least 50 employees and one-third of the covered employer’s work force. a loss of employment of 500 or more workers at a single site of employment. Special considerations for unionized employers: The National Labor Relations Board maintains that, with certain exceptions, employers must bargain with employee representatives over the effects of  layoffs stemming from entrepreneurial decisions such as closing a plant or transferring bargaining-unit work. In the case of layoffs that do not constitute a business closing or a transfer of bargaining-unit work, employers generally must bargain over the effects of such decisions and, depending on contract language, the very decision to lay off employees. ADJUSTING TO JOB LOSS: Workers who have lost their jobs frequently experience tremendous pain. As well, job loss can be very difficult for family members. Furthermore, many downsized employees are very bitter and angry with their former employer. A U.S. study of downsized workers revealed that 67% would never work for their former company again, 54% would not recommend that others purchase the organization’s products or services, and 11% considered going to the media and talking about their layoff experiences. One can start adjusting to job loss by using a little psychology. There have been a lot of studies done on how to deal with loss. Psychologists have found that people often have an easier time dealing with loss if they know what feelings they might experience during the â€Å"grieving process.† Grief doesn’t usually overwhelm us all at once; it usually is experienced in stages. The stages of loss or grief may include: Shock — you may not be fully aware of what has happened . Denial usually comes next — you cannot believe that the loss is true. Relief then enters the picture for some, and you feel a burden has lifted and opportunity awaits. Anger often follows — you blame (often without reason) those you think might be responsible, including yourself. Depression may set in some time later, when you realize the reality of the loss. Acceptance is the final stage of the process — you come to terms with the loss and get the energy and desire to move beyond it. The â€Å"acceptance† stage is the best place to be when starting a job search, but you might not have the luxury of waiting until this point to begin your search. While some people may see a job loss as a challenge which opens up new opportunities, most associate job loss with strong negative emotions. It is important to know that it is natural to have some negative feelings (especially at first) after a job loss, and that most people experience  them. Here are some feelings and experiences that you may have after losing your job: Loss of professional identity: Professionals identify strongly with their careers. Unemployment can often lead to a loss of self-esteem. Being employed brings respect in the community and in the family. When a job is lost, part of your sense of self may be lost as well. Loss of a network: The loss may be worse when your social life has been strongly linked to the job. Many ongoing â€Å"work friendships† are suddenly halted. Old friends and colleagues often don’t call because they feel awkward or don’t know what to say. Many don’t want to be reminded of what could happen to them. Also, when work and social activities mix, such as with company picnics and dinner parties, the job loss can be hard for all family members who participated in such activities. Emotional unpreparedness: Those who have never been unemployed may not be emotionally prepared for job loss and may be devastated when it happens. It is natural and appropriate to feel this way. You might notice that some people you know don’t take their job loss as hard as you have taken it. They might be more prepared for this time of uncertainty. Studies show that those who change jobs frequently, or who are in occupations prone to cyclic unemployment, suffer far less emotional impact after job loss than those who have been steadily employed and who are unprepared for cutbacks. A number of organizational interventions and practices have been identified as helping previously employed workers adjust to job loss and secure new employment. They include the following: Advance notification of layoffs, which gives employees time to dent with the reality of job loss and to seek future employment. Severances pay and extended benefits, which provide an economic safety net. Education and retraining programs, which give individuals time to acquire marketable skills. Outplacement assistance to inform employees of new job opportunities and to improve their ability to â€Å"market† themselves. Clear, direct and empathetic announcement of layoff decisions. Consideration of HR planning practices that represent alternatives to large scale layoffs. There are some benefits of losing a job: Time to reflect Grow new ideas, direction and career plan Get out of a job that was substandard Spend more time with family and hobbies