Gangs: Power, Conflict, And Trust :: Gang Essays

Gangs have become a harsh reality in today's society. But despite what one might think, gangs illustrate many communication theories. This is done through the power gangs possesses, "gang warfare", and the trust between gang members. Gang power can be seen in many communication theories. There are several types of power that gangs and gang leaders fall under. An example of this would be referent and legitimate power. Referent power can be described as the role model power. We identify with this person and therefore try to be like them. Legitimate power comes from people who we believe should be in power, like children to teacher, law-abiding citizen to the police. Therefore referent and legitimate power go hand in hand, because of the organizational structure within the gang, a gang may "have officers much like that of a cooperation." (Internet Source 1) Generally "adults play leadership roles." (Internet Source 3) Also youngsters who have had severe prison terms are usually found to be the leaders of the gangs, thus being an example of expert power. The reason this is considered an example of expert power is because the individual possesses special knowledge in prison life, etc. By serving a prison term they can come back to the streets, "with more knowledge than ever could have been gained on the streets." (Internet Source 2) Attitudes, meaning how we as people respond to a subject, values, what we perceive is right and wrong, and beliefs play a major role in what brings youngsters into gangs. How does one develop a "gang attitude" to begin with? To answer this we must look at the culture. The values we Americans tend to have, make the alternative life style very appealing, this in conjunction with the glorified gang life style portrayed through the lyrics of the "Gangsta" rap artists all influence the young impressionable mind. This may make the child feel a sense of power, identity, or family, reflecting on the child's attitude. Also one must look at the neighborhood. A child can turn a corner and buy cocaine, see a gang war being played out, etc. It is obvious that the child cannot help but be influenced by this. Gang conflicts boils down to who has power and who wants, and/or deserves it. Most conflict is not within in the gang itself but between two gangs. Conflict can be described as a struggle over ideas or concepts between two parties, or people.

Introduction of Hospitality Industry

Introduction: During the technology improving, the world is becoming much smaller and more and more integrated; people are more willing and able to pay more time and money on travel and leisure. â€Å"According the World Tourism Organization, international tourism is expected to grow at an average of 4. 1 percent though 2020, ending with a total of 1. 6 billion tourists traveling worldwide. † [1] Therefore there are a lot of opportunities for the hospitality industry to improve.In these years, the hospitality industry had a huge improvement, and many top companies are looking for the new marketing in the emerging economies, such as Carlson, Hyatt, and Hilton. â€Å"Our Ambition 2015 strategy entails growing our hotel portfolio by at least 50 percent to reach over 1,500 hotels in operation by 2015. †[2] However, we are still facing many problems and difficulties in the different hotels, such as Human Resources management, guest satisfactions and food safety. Related article: Relationship Between Hospitality and Tourism IndustryIn this project, I am going to analysis the problem in the hotel and find the solutions for the problem which are based on the academic, then give the SWOT of my topic. I did my internship in Radisson Blu in China; position was F&B cross training, so my problem is based on my own real experiences. My problem is the lack of employees of the F&B Department. The solutions will link to the Human Resources, on the management skill side, that should be team work, time management and motivation.From the project, we will know the working process of the F&B Department, the guest’s satisfactions and how to motivate the employee and let them do the contributions to the hotel. Lack of employees is a general problem for the hotels, so the limit for the research is hard to find the special theory or method to solve the problem. Analysis the Problem: Hospitality is a huge industry. It is a high-growth projected for the glo bal hotel industry.Estimated 112,000,000 employees in the worldwide hospitality industry and this number will only grow. [3] In this situation, every hotel needs a big group of employees; therefore, the lack of employees is a general problem in the industry. Under the background of my experiences, in China, there are not a lot of people willing to join this industry. For the first reason, the wages are not really high. Secondly, cost a long period of time to get a good position. Thirdly, only a few of people did the rofessional education on the hospitality. In my hotel, lack of employees is a main problem, especially for the F&B Department. That causes we cannot make the guests 100% satisfaction, because nobody put the services into the details. Also, the division of labor is not clear also is the consequence. For example, one employee does the lobby bar work; in the meantime she also is a hostess. That means, if the guests are coming together, she is not going to take care both of them. That is a loophole in the work. SWOT Strengths |Weaknesses | |Employees have higher wages because there is a shortage in the |No detail, unique or particular services | |industry |No professional employees so no professional services | |Good environment to work | | |Opportunities | | |More jobs are offering | | |Many new companies and stages in the market | | Solution: The F&B should notice the HR to hire more employees and part- timers. For the employees, the HR and the F&B should work together, use the professional standard to do the particular training which is based on the weaknesses of the ———————– [1] American Hotel and Lodging Association [2] Carlson official website [3] International Labor Organization

The Cross-Cultural Management Implications for a UK Manager Undertaking an International Business Assignment to another Country

Abstract This report looks at the implications for cross-cultural management for a UK manager undertaking an international business assignment in China. Key ways of understanding cultural differences, particularly Hofstede’s and Trompenaars cultural dimensions, are discussed. Although the UK and China have some similarities, they are very different in several dimensions, and the ways these differences impact upon business practice are pointed out. Finally, key recommendations are made. 1. Introduction The following looks at the cross-cultural management implications for a UK manager undertaking an international business assignment to China. It uses a theoretical framework of cultural differences to explore the ways in which the two different countries have different business styles (including differences in style of management, communication and staff issues).The exploration of the differences between the UK and China is used to support a number of recommendations to the UK manager about best practice. China offers unparalleled opportunities for business, and over the last 30 years has shown unprecedented economic growth, with a percentage rise of 8.7% in 2009, better than all other major economies (UK Trade and Investment 2012 [online]). China is large, both in terms of size (3.7 million square miles) and population (1.3 billion).Its capital is Beijing, and its population largely (92%) Han Chinese, with the remainder 55 different ethnic minority groups. Although officially an atheist country, Christianity, Islam, Buddhism and Daoism are practiced. Mandarin is the main language, although there are a number of local dialects, and the currency is the Yuan or Renminbi (Foreign and Commonwealth Office 2012 [online]). China’s communist government have, over the last 30 years, brought about substantial change to bring about market-oriented economic systems (Gore 2011) in order to deliver the prosperity that it seemed the Marxist system could not provide (Grant 2005). The transformation has been built upon the large workforce, offering the possibility of cheap labour and hence low-cost manufacturing. It has seen economic reforms which have meant China have become a force in the global business market (Brandt and Rawski 2006). China is, however, culturally very different from the UK, and in order to conduct business successfully it is essential to understand these differences and the impact on management. 2. Cross-Cultural Theorists Two theorists, Hofstede and Trompenaars, are particularly useful for understanding the differences between cultures. Hofstede has been very influential in contemporary management theory attempts to understand cross-cultural differences. His ideas were rooted in a large scale study of IBM (Matsumoto and Juang 2012), and involve five different dimensions which characterise a nation. Each country has a different value for each dimension, and a unique picture of the cultural nature of that country is built up through all five dimensions. The five dimensions are power distance, individualism / collectivism, masculinity / femininity, degree of uncertainty avoidance, and time orientation (Hofstede 1984).Power distance concerns the extent to which people are happy with an unequal society, and the extent to which the society is hierarchical with a large gap between the powerful and those without power. A low power distance country, for example, would be more egalitarianism and intolerant o f power imbalance. Individualism / collectivism refers to the extent to which people think of themselves as individuals or as part of a group.Individualistic societies are competitive and value creativity for example (Phillips and Gully 2011). The dimension of masculinity and femininity expresses the extent to which the culture displays predominantly masculine values: gender roles are clearly defined, assertiveness and striving are praised. In a feminine culture roles are more fluid and more caring values respected (Tian 2004). Uncertainty avoidance refers to how comfortable people are with ambiguity. Cultures high on this like rules and regulations (Sorrentino 2005).Interestingly for the context of this report, Hofstede’s final dimension was based on data collected from China, with the help of Michael Harris Bond (Berry et al 1997).Time orientation concerns the way in which people think about time, with a distinction between short-term and long-term orientation. Cultures which are short-term oriented life in the moment, while long-term cultures are strong on planning (Daft and Marcic 2010). Trompenaars (1993) model can be seen as a development of Hofstede’s ideas. He suggested seven different dimensions, again based on a large-scale study across many different countries. These dimensions cover three main areas: how people relate to others, their perceptions of time, and their experiences of the environment (Lane 2004). The seven dimensions overlap with Hofstede’s dimensions to some extent, with some being very similar and others new. The dimensions he specifies are: Universal v. particular: whether the society is organised around set rules and procedures or whether the needs of the individuals come first Individual v. collectivism: whether people predominantly act for themselves or think about the group Affective v. neutral: whether people are predominantly demonstrative emotionally, or are controlled and rational Specific v. diffuse: whether organisational systems determine employee behaviour, or systems arise out of the needs and perspectives of individuals. Achievement v. ascription: whether achievement or background, education and other fixed variables assumed to be important about people Sequential v. synchronous: whether time is seen fixed and linear or flexible and open Internal v. external control: whether people believe that nature can be controlled through human will, or human beings are part of nature and subject to its laws. (Trompenaars and Hampden-Turner 2004). While Trompenaars is clearly influenced by Hofstede’s work, Hofstede has criticised the former for lacking the intellectual rigour he believes the five dimensional model possesses. Hofstede has also attracted criticism, for example that five dimensions are inadequate to fully capture the complexity of cultural differences (Browaeys and Price 2008). Despite criticisms, however, both these models are useful to help understand how cultures differ from each other, and will influence the next section. 3. Discussion / Analysis According to Hofstede (Geert-hofstede.com 2012 [online]) (see appendix), China and the UK show fairly different cultural styles. They are, however, identical for masculinity / femininity (66) and near-identical for uncertainty avoidance.Both the UK and China tend towards masculinity in society, with drivenness and competition valued. Additionally, both are low for uncertainty avoidance, in other words, both societies are happy with ambiguity and believe rules should be followed flexibly and selectively. Both societies are adaptable, which encourages entrepreneurship. China is higher than the UK for power distance (80 v. 35), that is, China is comfortable with hierarchy, power structure and wide gaps between people. There is more likelihood of abuse of power, and authority is important. Aspiration above ones status is unacceptable. In the UK, people see each other as equals to a greater extent, have less respect for authority, do not tolerate abuses of power, and aspire to change their status. There is also a gap between the UK and China in regards to individualism, with the UK scoring much higher (89 v. 20). In other words, in China there is a much higher degree of interdependence between people, with people defining themselves as part of a group. In the UK the tendency is to think about oneself, and one’s family before society as a whole. Chinese people act to serve the group rather than themselves, and are likely to have much higher organisational commitment, as well as feeling it acceptable for closer groups (e.g. family) to get preferential treatment at work. Whereas UK people tend to be generally agreeable to those outside the preferred group, in highly collectivist societies those outside their group may be demonised. China are much more long-term oriented than the UK. There is a greater value placed on persistence and long-term goals. They are happy to save and be economical with resources, and have great respect for the past and for tradition. By contrast, people in the UK are more able to enjoy the moment, and can be flexible with regards to goals. According to Trompenaars, China is one of the most particularist of the countries he looked at (Rugman and Collinson 2008), meaning that they look at the particular case and take all circumstances into account, rather than looking at general principles. For example, an employer in a particularist culture might excuse poor work behaviour if the individual’s circumstances offer a good reason. In addition, China scores highly for affectivity, level of diffuseness and external control (Aswathappa 2010).That is, people conduct business in an emotional way, displaying emotions openly, do not have a strong sense of the barriers between public and private life, and feel that fate plays a stronger role in what happens to an individual or organisation than choice and self-motivation. While there are some similarities, China and UK have a very different cultural make-up, according to both sets of dimensions. What impact does this have on business styles This can be considered in terms of different areas. For team work, for example, the high-power distance might mean that Chinese staff are uncomfortable with sharing feedback and frank discussions. However, their low individualism suggests that they would put the team before themselves, and would therefore be motivated by team-based rewards. UK staff, by contrast, might find sharing opinions as a team fairly easy, as they have a lower power distance, but might put their own interests before those of the team or organisation as a whole. In terms of communication, China have high affectivity, which suggests they might work better if communication styles are emotional rather than neutral. For example, written communications in the UK tend towards formal business English: a more open and friendly style might suit the Chinese market more. Additionally, China scores highly for diffuseness against specificity. That is, there may be a tendency for communications to be more roundabout, with things left unsaid or communicated non-verbally. Diffuse cultures also have a higher degree of overlap between work and home (Amant 2007), which may mean that there is a greater reliance on shared experience upon which to base communication amongst the Chinese. There is also a need for a different management style, to take into account the greater power distance in China. Whereas UK workers respond better to power sharing and partnership styles, in China there may be a need to confirm the hierarchy, making it clear who is in charge, and defining roles carefully.However China also score highly for particularism, which suggests that management needs to take into account the details of each situation, rather than rigidly follow rules. Employees are likely to expect that rules can be bent to suit circumstance. Motivation and performance management are also likely to differ across the cultures. As mentioned, China scores much lower for individualism, which suggests that team-based rewards would be more motivating for them than in the UK. China are also markedly more long-term oriented, which means employees are likely to respond to goals set for the distant future, rather than needing near-instant reward. There is also an issue here for motivating teams which consist of employees from both China and the UK, as each employee group is likely to have a different perspective on what is a motivating factor. The higher score for China on external control suggests that employees are less likely to enjoy spontaneous decision making. As they feel that the forces which drive business are located outside of themselves, this removes some of the responsibility for making decisions, and places it in the hands of fate, or higher authorities in the organisation. This is confirmed by the high power distance in China, which suggests that employees are very comfortable with letting decision making be carried out by those higher in the corporate hierarchy. By contrast, UK employees are likely to desire more participation in decisions. Negotiation should also be handled with care. The higher affectivity and diffuse culture in China may mean that great attention needs to be paid to the non-verbal cues when negotiation takes place.The higher power distance might also mean that negations need to be carried out between staff perceived to be at similar levels. In addition to the dimensional analysis of culture, Tian (2007) suggests that negotiation in China is determined by a set of core traditional values including the importance of sincerity and trust, respect for age and hierarchy, maintaining social harmony and avoiding getting angry or being unpleasant to others. This might mean that negotiation between two people of very different ages might be tricky, for example. 4. Conclusions Although they have some common areas, for example similarly masculine cultures and a similar tolerance of uncertainty, China and the UK have key cultural differences which are likely to impact attempts to manage a diverse work team. In particular, China employees are likely to be much more comfortable with hierarchy and unequal distribution of power, to value the group over the individual, to be focussed upon the long-term (but less likely to react spontaneously to the moment). They are also more likely to expect rules to be bent to the particular case, to attribute the cause of events to circumstances or agents external to themselves, and to prefer styles of communication which heavily emphasise the non-verbal and tacit. While, to a certain extent, globalisation has meant that cultural diversity is threatened, (Homann et al 2007), to be successful management needs to anticipate and plan for difference. 5. Recommendations Recognise that hierarchy has a more important role in China Adapt communication styles to pay attention to context, body-language and assumed information Plan team-work to incorporate two very different perspectives on the relative importance of the individual and the group Ensure Chinese employees are kept fully informed about the long-term perspective 6. References Aswathappa, K (2010) International Business (4th edn.), Tata McGraw-Hill Education, India. Berry, J W, Portinga, Y H and Pandey, J (1997) Handbook of Cross-cultural Psychology: Social behavior and applications (2nd edn.), John Berry. Brandt, L and Rawski, T G (2006) China’s Great Economic Transformation, Cambridge University Press, Cambridge and New York. Browaeys, M-J and Price, R (2008) Understanding cross-cultural management, Pearson Education, Harlow, Essex Daft, R L and Marcic, D (2010) Understanding Management (7th edn.), Cengage Learning, Belmont, CA. Foreign and Commonwealth Office (2012) ‘China: Country Information’ [online] (cited 22nd February 2012), available from http://www.fco.gov.uk/en/travel-and-living-abroad/travel-advice-by-country/country-profile/asia-oceania/china Geert-hofstede.com (2012) ‘What about China?’, [online] (cited 22nd February 2012), available from http://geert-hofstede.com/china.html ‘What about china?’, Gore, L (2011) The Chinese Communist Party and China’s capitalist revolution: the political impact of the market, Taylor & Francis, Oxon. Grant, R G (2005) Communism: Systems of government, Evans Brothers. Hofstede, G H (1984) Culture’s consequences: international differences in work-related values (2nd edn), SAGE, Thousand Oaks, CA Homann, K, Koslowski, P and Luetge, C (2007) Globalisation and business ethics, Ashgate Publishing, Ltd, Aldershot, Hants. Lane, H W (2004) The Blackwell handbook of global management: a guide to managing complexity, John Wiley & Sons / Blackwell, Oxon. Matsumoto, D and Juang, L (2012) Culture and Psychology (5th edn), Cengage Learning, Belmont CA Phillips, J and Gulley, S M (2011) Organizational Behavior: Tools for Success, Cengage Learning, Belmont, CA. Rugman, A M and Collinson, S (2008) International Business (5th edn.), Pearson Education, Harlow, Essex St. Amant, K (2007) Linguistic and cultural online communication issues in the global age, Idea Group Inc, Hershey PA Sorrento, R M (2005) Culture and social behaviour, Routledge, UK Tian, Q (2004) A transcultural study of ethical perceptions and judgements between Chinese and German businessmen, Martin Meidenbauer Verlag, Germany Tian, X (2007) Managing international business in China, Cambridge University Press, Cambridge. Trompenaars, F (1993) Riding the waves of culture: understanding cultural diversity in business, Economist Books. Trompenaars, F and Hampden-Turner, C (2004) Managing people across cultures, Capstone. UK Trade and Investment (2012) ‘China’ [online] (cited 22nd February 2012), available from http://www.ukti.gov.uk/export/countries/asiapacific/fareast/china.html

The links between domestic violence and homelessness and the extent to which help is available by victims The WritePass Journal

The links between domestic violence and homelessness and the extent to which help is available by victims Introduction The links between domestic violence and homelessness and the extent to which help is available by victims    [online]). Women of a wide range of ages, relationship types and social, cultural and economic backgrounds are affected by domestic violence. The prevalent assumption is that domestic violence against women happens primarily in working class households and is strongly correlated with alcoholism and poverty, and this is to some extent borne out by research (Hague and Malos, 1993). Studies have found well-defined connections between homelessness and women who have undergone traumatic experiences such as neglect, abandonment and sexual abuse (Crisis 2006). Homelessness and transience for women and children is a common feature of the stories of many women who have escaped domestic violence. A high priority for women who have left abusive relationships is to secure income and housing. However, if they are under the age of 16, they are unable to avail of temporary accommodation or other services for the homeless. Single mothers also face challenges. Because they lack childcare, they a re unable to seek employment (Miller, 1990).  Ã‚   The following sections look first at the ways in which homelessness and domestic violence are connected, and then look at the ways in which assistance can be provided. Connections between homelessness and domestic violence The 1977 Act S1-1, S20 defines a person as homeless if â€Å"there is no accommodation which he and anyone who normally lives with him as a member of his family, or if it is probable accommodation but cannot secure entry to it, either because of violence or real threat of violence from someone else residing there†. There are several reasons that a woman might become homeless. These include a failure of familial relationships, a request to leave, unemployment, marital disputes, eviction, and illness (Watson Austerberry, 1996). Because women tend to have lower incomes than men, they are more likely to be vulnerable to a number of problems associated with poverty, including homelessness. Women who separate from their partners risk relocating to substandard housing, or being left without housing at all.   Indeed, not all households considered to be homeless are entitled to accommodation. Some authorities consider homelessness due to domestic violence to be â€Å"intentional ho melessness† (Watson Austrereberry, 1996). Women who are victims of domestic abuse, sexual abuse or other traumas subsequently often find themselves victims of homelessness because they are frequently considered by local authorities to be insufficiently vulnerable (as defined by homelessness legislations) to qualify for priority needs. This is less common for single mothers, but without a child in the household it is very difficult for a woman to be deemed vulnerable enough for temporary housing. It is clear that women are confronted with the double challenge of being both domestic violence victims and also at risk of becoming poor, homeless single mothers (Baker, Cook and Norris, 2003). In order to escape domestic violence stemming from a partner, women may be forced to leave their homes. Marxist analyses suggest that women often fall into low-income brackets because they are a part of a capitalist, patriarchal society that leads to a gender-based division of labour (Maidment 2006).   When women do achieve economic independence, their earnings tend to be significantly lower than men’s, this being the result of a gendered hierarchy of occupations where women’s typical occupations are concentrated at lower levels of the job market, and with women making up the majority of those in part-time jobs. Because women are forced to rely economically on men, their issues with domestic violence and abuse are exacerbated.   Thus, a significant number of women remain ign orant of any assistance that’s potentially available, and consequently the issue of repeat homelessness is still a concern. An important matter to consider is the lack of women-only housing. Overall, the issue remains that homeless women are not accessing the support and help they need (Reeve, Casey, and Gouldie, 2006). Despite the progress in past decades in policy and legislation regarding homelessness, homeless women still face daunting challenges. While improved legislation and policy exist, women’s broader circumstances, requirements and vulnerabilities are not taken into consideration by local authorities. This means that   they are often denied the assistance necessary to access accommodation (Reeve, Casey and Gouldie, 2006). In some cases, women who are experiencing marital violence – physical or mental – are asked to return to their homes and rely on legal processes to remove their abuser from the home (Women’s National Commission, 1983) , which is clearly unsatisfactory as it places them at risk of further abuse. Therefore, women who are unable to independently access the financial or social resources necessary to enter the housing market may be forced to live with domestic and family violence simply because of lack of alternatives (Chung, et al 2000). At the same time, if they feel unable to continue living in the home, they are likely to face total homelessness. Women at risk often contact their local authority for assistance. Local authorities may have a duty to provide shelter (Shelter 2013), and must be aware of any local connections a woman may have in relocation areas, due to the potential threat of violence from those local connections. However, in practice there seems to be many shortfalls in the provision of care by local authorities. In one survey, the majority of women who said they had approached local authorities for homelessness assistance reported extremely negative experiences (Hague and Malos 1993 ). Some mentioned being ‘turned away at the door,’ while others claimed to have been discouraged from making a formal application for assistance. The women reported the local authority staff they dealt with had preconceived notions of who was deserving of assistance and who was not (Hague and Malos, 1993). Of those surveyed, more than one-third had never approached the local authorities for homelessness assistance. Of the women who did seek assistance, less than one third were given priority need status, and 28% were determined to be homeless by intention (Reeve, Casey and Goudie, 2006). Where women do receive assistance, this is frequently less than adequate. For example, women are often given temporary accommodation in hostels, bed and breakfasts or private housing. Domestic violence from husbands or male partners is typically linked to marital or partnership difficulties, for example different expectations. If a woman is forced to leave her home due to partner violen ce, her difficulties may be exacerbated because in leaving her partner she may also be leaving her financial security. Additionally, homelessness legislation has recently been restricted in order to prevent it from being used as an access point for permanent housing. The loss of a home is in itself an additional traumatic element which adds to the complex problems of domestic or relationship violence. Women who leave their homes to escape domestic violence may also face the challenge of needing to find a job that pays a living wage, and this difficulty may be compounded by the fact that women in this situation often have only employment experience. It has been reported that women who have been exposed to domestic violence are subject to poverty and unemployment (Byrne et al., 1999). The diminished amount of affordable housing stock leads to further challenges in attaining permanent housing. The amount of housing constructed by London councils and housing associations has decreased significantly – from 21,147 in 1978 to 2,490 in 1996 (Reeve, Casey and Goudie, 2006). Therefore, though local authorities are required to find new housing for a vast number of people, they have to do so with a shrinking stock of suitable housing. In one survey of homeless persons, 14% of respondents reported leaving their most recent home due to domestic violence – making it the second highest cause of homelessness. When this question is restricted to just women, the number rises to 20%. These people all named their abusers as someone they knew, including family members, partners and local drug dealers. In the 41-50 year old age bracket, 40% of women cited domestic violence as the main cause of their homelessness, identifying it as the number one cause of homelessness for this age group (Reeve, Casey and Goudie, 2006). What assistance are victims of domestic violence able to seek? A refuge acts as a safety net for domestic violence victims in the immediate aftermath of leaving the domestic home. Refuges typically provide short-term accommodation, legal help, support groups and children’s programming (Baker, Cook and Norris, 2003). They offer an urgently needed safe space for abused women and their children, and work to help women regain control of their own lives. Thus, refuges meet the primary requirement of women fleeing domestic violence – safe emergency shelter. More well-equipped refuges are also able to offer facilities for childcare and creative play. The women’s aid movement has been instrumental in making refuges available to homeless women. Refuges have become a boon for women fleeing domestic violence, but it is still difficult for single women without children to gain access or temporary accommodation (Watson and Austerberry, 1996). Women who are forced to remain in the refuge for a long period of time experience stress and anx iety brought on by living in a public, crowded space. Residents must share rooms and amenities, which can lead to struggles. This is an increasing problem, as women currently housed in temporary refuges are facing ever-longer waits for permanent housing to become available (Ozga, 2005). Additionally, the fairly strict rules that exist in some refuges can deter some women from using them, and some refuges fail to meet the needs of some groups of women, including women with disabilities, young women and women with mental health disabilities (Chung et al, 2000).   In 1988 the British government decided that the need for housing should be met by housing associations and local authorities should become   â€Å"enablers and regulators†. That is, local housing authorities should become a residual welfare sector. The 1988 Housing Act therefore visualised housing associations taking over the role of provider of social housing instead of local authorities. The statutory obligations to provide shelter and permanent housing to homeless people still apply to housing authorities (Charles 1994). Additionally, housing associations are increasingly involved in the provision of accommodation, though local authorities are still the first point of contact in terms of rehousing for women and children leaving refuges. The problem is exacerbated because there is a shortfall in both refuge accommodation and temporary or permanent accommodation for women escaping domestic violence. Women and children typically stay in refuges for three months or even longer. Previous studies had showed that many of these women leaving refuges are permanently rehoused, however many others return home, either to their abusive partner or with an exclusion order (Chung et al, 2000). The other option is the private rental sector but this is usually not a realistic one. For many women is not an option to rent privately because private landlords not accept tenants who are dependent on benefits or who have children, and where landlords do take these women they often do not offer secure tenancies. In addition, the rent is very expensive and most of the women cannot afford to pay. The high costs of private housing, even with the help of housing benefit, has led to some women being unable to access suitable locations or taking houses in locations that were not suitable to their needs, such as homes which are a long distances from schools, and are not close to public transports or other facilities. Such housing arrangements are unlikely to be sustainable in the long term, and women are likely to continue seeking more suitable accommodation, therefore continuing to be unsettled (Chung et al, 2000). Conclusion Domestic and family violence are major factors contributing to women’s and children‘s homelessness. Women are still fleeing domestic and family violence for their own safety because the legal system cannot guarantee their protection. Despite the economic and social vulnerability of many such women, they often feel they have no choice but to escape a situation where they have no power and are subject to violence and abuse. The responsibility of support networks is critical for assisting women in living in relationships free of violence. It is important that housing assistance is available to women who become homeless due to domestic or familial violence. Providing women and children with affordable and safe housing must be a priority, or assistance must be given to help find steady, affordable and appropriate accommodation within a short period of time. Over the long-term, it is important to expand the amount of affordable and suitable housing available, guarantee satisfa ctory incomes, and offer the essential support services for current and future needs of all homeless persons. It would also be advisable for domestic violence and practice guidelines to encompass policy commitments for women who have traditionally been deemed not vulnerable enough and denied rehousing assistance. These women include those without children, those who experience domestic violence stemming from outside of their homes, those who have disabilities, and those who lack meaningful local connections. The heterogeneity of women’s experiences of domestic violence cannot be underestimated, and gives a clear indication of the need for women to be empowered to make real choices about what strategies they wish to take to ending the violence in their lives. References Baker,C, Cook, S, and Norris, F, 2003, Domestic violence and housing problems: A Contextual Analysis of Women’s Help-Seeking, Received Informal Support, and Formal System Response, [online] http://socialsciences.people.hawaii.edu/publications_lib/domestic%20violence%20and%20housing.pdf accessed 02/11/13 Charles, N, 1994, Domestic Violence, Homelessness and Housing: the Response of Housing Providers in Wales, Critical Social Policy, vol.14, no.2 (41), p.36-52. Chung, D, et al, 2000, Home Safe Home, The link between domestic and family violence and women’s homelessness, Australia, Pirion Pty Limited. Crisis (2006) ‘Homeless Women’, Crisis, London.Hague, G, Malos, E, 1993, Domestic violence Action For Change, Cheltenham, New Clarion Press. Maidment, M R (2006) Doing Time on the Outside: Deconstructing the Benevolent Community, Canada, University of Toronto Press. Miller, M, 1990, Bed and Breakfast: Women and Homelessness Today, London, Cox and Wyman. Ozga, J, 2005, Domestic abuse and Homelessness legislation, scottishwomensaid.org.uk/sites/default/files/SWA_Domestic_abuse_and_homelessness_legislation.pdf, accessed 03/12/13 Reeve, K, Casey, R, Goudi, R, 2006, Homeless Women: Still being failed yet striving to survive. crisis.org.uk/publications-search.php?fullitem=182 accessed 30/11/13. Shelter (2013) ‘Homelessness law and domestic violence’, [online] (cited 21st December 2013) available from http://shop.shelter.org.uk/training/homelessness-law-domestic-violence.html Watson, S, Austerberry, 1996, Housing and homelessness: A feminist Perspective, London, Routlege Kegan Paul. Womensaid.org (2013) ‘Statistics About Domestic Violence’, [online] (cited 21st

Bohr Model of the Atom - Overview and Examples

Bohr Model of the Atom s The Bohr Model has an atom consisting of a small, positively-charged nucleus orbited by negatively-charged electrons. Heres a closer look at the Bohr Model, which is sometimes called the Rutherford-Bohr Model. Overview of the Bohr Model Niels Bohr proposed the Bohr Model of the Atom in 1915. Because the Bohr Model is a modification of the earlier Rutherford Model, some people call Bohrs Model the Rutherford-Bohr Model. The modern model of the atom is based on quantum mechanics. The Bohr Model contains some errors, but it is important because it describes most of the accepted features of atomic theory without all of the high-level math of the modern version. Unlike earlier models, the Bohr Model explains the Rydberg formula for the spectral emission lines of atomic hydrogen. The Bohr Model is a planetary model in which the negatively-charged electrons orbit a small, positively-charged nucleus similar to the planets orbiting the Sun (except that the orbits are not planar). The gravitational force of the solar system is mathematically akin to the Coulomb (electrical) force between the positively-charged nucleus and the negatively-charged electrons. Main Points of the Bohr Model Electrons orbit the nucleus in orbits that have a set size and energy.The energy of the orbit is related to its size. The lowest energy is found in the smallest orbit.Radiation is absorbed or emitted when an electron moves from one orbit to another. Bohr Model of Hydrogen The simplest example of the Bohr Model is for the hydrogen atom (Z 1) or for a hydrogen-like ion (Z 1), in which a negatively-charged electron orbits a small positively-charged nucleus. Electromagnetic energy will be absorbed or emitted if an electron moves from one orbit to another. Only certain electron orbits are permitted. The radius of the possible orbits increases as n2, where n is the principal quantum number. The 3 → 2 transition produces the first line of the Balmer series. For hydrogen (Z 1) this produces a photon having wavelength 656 nm (red light). Bohr Model for Heavier Atoms Heavier atoms contain more protons in the nucleus than the hydrogen atom. More electrons were required to cancel out the positive charge of all of these protons. Bohr believed each electron orbit could only hold a set number of electrons. Once the level was full, additional electrons would be bumped up to the next level. Thus, the Bohr model for heavier atoms described electron shells. The model explained some of the atomic properties of heavier atoms, which had never been reproduced before. For example, the shell model explained why atoms got smaller moving across a period (row) of the periodic table, even though they had more protons and electrons. It also explained why the noble gases were inert and why atoms on the left side of the periodic table attract electrons, while those on the right side lose them. However, the model assumed electrons in the shells didnt interact with each other and couldnt explain why electrons seemed to stack in an irregular manner. Problems with the Bohr Model It violates the Heisenberg Uncertainty Principle because it considers electrons to have both a known radius and orbit.The Bohr Model provides an incorrect value for the ground state orbital angular momentum.It makes poor predictions regarding the spectra of larger atoms.It does not predict the relative intensities of spectral lines.The Bohr Model does not explain fine structure and hyperfine structure in spectral lines.It does not explain the Zeeman Effect. Refinements and Improvements to the Bohr Model The most prominent refinement to the Bohr model was the Sommerfeld model, which is sometimes called the Bohr-Sommerfeld model. In this model, electrons travel in elliptical orbits around the nucleus rather than in circular orbits. The Sommerfeld model was better at explaining atomic spectral effects, such the Stark effect in spectral line splitting. However, the model couldnt accommodate the magnetic quantum number. Ultimately, the Bohr model and models based upon it were replaced Wolfgang Paulis model based on quantum mechanics in 1925. That model was improved to produce the modern model, introduced by Erwin Schrodinger in 1926. Today, the behavior of the hydrogen atom is explained using wave mechanics to describe atomic orbitals. Sources Lakhtakia, Akhlesh; Salpeter, Edwin E. (1996). Models and Modelers of Hydrogen. American Journal of Physics. 65 (9): 933. Bibcode:1997AmJPh..65..933L. doi:10.1119/1.18691Linus Carl Pauling (1970). Chapter 5-1.  General Chemistry  (3rd ed.). San Francisco: W.H. Freeman Co. ISBN 0-486-65622-5.Niels Bohr (1913). On the Constitution of Atoms and Molecules, Part I (PDF). Philosophical Magazine. 26 (151): 1–24. doi:10.1080/14786441308634955Niels Bohr (1914). The spectra of helium and hydrogen. Nature. 92 (2295): 231–232. doi:10.1038/092231d0

The advantages and disadvantages of MoneyGuidepro Essay

The advantages and disadvantages of MoneyGuidepro - Essay Example Financial planning computer software such as the MoneyGuidepro have gained widespread popularity in the recent past (Drucker & Bruckenstein, 2003). The program has many benefits for financial planners and their clients. For instance, the software facilitates timely completion of financial planning. In essence, the software aids in saving the time spent on analyzing financial reports from various sources such as the financial statements and cash flow statements, thereby, easing financial planning procedures. In this regard, the financial planner can develop multiple plans simultaneously since the information required is configured in one location. The software has outstanding capability to handle complex financial planning problems faster and easier compared to manual planning. Multi-tasking With financial computer planning software, it is possible to perform many task at the same time. For instance, the MoneyGuidepro software facilitates calculations of various variables on the same page. In essence, the software supports combination of various problems on one platform and solving them simultaneously. In addition planning for activities such as retirement, college studies, asset allocation and estate planning is done more conveniently than using manual methods for financial planning (Updegrave, 2013). In essence, the software provides alternative solutions for the financial planner and the client in the planning process.

Summarizing an Article Essay Example | Topics and Well Written Essays - 1000 words

Summarizing an Article - Essay Example Three different research questions were taken into consideration. In the first hypothesis, the authors made an assumption that the acceptance from partner was due to different reasons and had an association with some elements either positive or negative; Either the fact relates positively with the effectiveness of the participants weight management communication or secondly the participant’s satisfaction is positively associated with their conversations regarding weight management. In another assumption a negative association was predicted with the participant’s conflict regarding weight management. While the second last and last assumption had a positive relationship with the participant’s healthy eating habits and their amount of exercise (Dailey, Romo and Thompson). In the second hypothesis the challenge from partner was considered (1) to have a positive relationship with the effectiveness of participant’s weight management communication, (2) to be posi tively associated with participant’s satisfactions regarding conversations on weight management, (3) to have a negative relationship with participant’s conflict regarding management of weight, (4) to be positively associated with healthy eating habits of participants, and (5) to have a positive association with the amount of exercise participants perform (Dailey, Romo and Thompson). ... agement conflict, (4) healthy eating habits, and (5) duration of exercise in a way that it should illustrate the relationship between one element and its results which will rise with raised levels of second element (Dailey, Romo and Thompson). All the three hypothesis assumed three different questions however, all three were aligned with each other. B- Methodology / Approach / Sampling: For this research methodology the researchers have adopted the quantitative method. The researchers have selected a normative sample of 200 adults. The sample was adequately divided into 50% males and 50% females. The 100 couples were selected through proper recruitment approach in a Southwestern area of United States. The recruitment was done through proper advertisements in websites, and through flyers at gyms, coffee shops, and local health clubs. Questionnaires were given to the couples and a duration of 60 – 65 minutes were given to them to complete the survey. The data was collected throu gh conversations between the couples regarding health and weight management. The data gathered through the conversations were assessed through a measure adapted from Hecht. However, 7- points Likert scale was also used to assess the elements of research. There are two controlled variables used in the research by the researchers; how often the partners have had conversations regarding weight management and to what extent they wanted to stay healthy and how significant was health to them (Dailey, Romo and Thompson). C- Results / Findings: The results obtained were tested through APIM. The method was used to answer the degree of interdependence between partners in couples regarding weight management. However, multi-level modeling was also used to assess the results. However, MLM were significantly