Joseph Gatto, Former New York City Teacher Of The Year And...

John Taylor Gatto, former New York City Teacher of the Year and author of â€Å"Against School: How public education cripples our kids, and why,† believes that forced schooling essentially molds young minds into society’s servants. Gatto begins his argument by drawing on his own experience as a teacher and the history of schooling. He then demonstrates how schools turn children into consumers. Despite the fact that he believes that public education cripples young minds, he concludes by offering a solution. Although Gatto argues his point well by bringing in personal experience, background history, and effects, he generalizes many points, lowering his credibility. Teaching in the best and worst schools in America, Gatto himself experienced†¦show more content†¦Therefore, this lack of maturity leads children to believe everything they hear, stripping them of their independence, instead of independently thinking of something by themselves. Because everything is made more convenient, the demand for items, and more accessible, the kids are easily trained to become consumers by always wanting more. Concluding his writing, Gatto offers a fix to the traps of forced schooling. He advises to, instead, educate children to be independent leaders, speaking for themselves and within themselves. Throughout his years of teaching in the public schools, he finds geniuses are everywhere. Despite schools drilling and managing kids, Gatto believes the solution is to let kids manage themselves. While Gatto’s credibility leads the readers to subconsciously agree with all he writes, he over generalizes. While writing to students, he introduces bias by using words and phrases such as â€Å"wringer† or â€Å"deadly routine.† He generalizes by applying one thing to a whole subject matter. Gatto has only taught in Manhattan, but not everywhere in the United States. While many people may experience boredom, not everyone is diagnosed with it. Not all homeschoolers may be â€Å"happy,† as he states. The historical figures he mentions were not educated in the same way students are educated now; they were born of the selected type, genius or simply just lucky. He

American Prison Systems Do They Really Work - 4530 Words

American Prison Systems: Do They Really Work? Introduction: A History of American Prison Systems Prisons were among the first public buildings erected in the New World, and were considered as essential as a cemetery in every town (Lynch, n.d.). However, colonial American prisons were not houses of punishment, as they would later evolve to be (Lynch, n.d). A person who committed a crime was sent to prison only while awaiting trial, and after the trial was complete, the sentence would entail something quick and decisive either death or release. Thus, early American prison systems certainly worked to the extent that they were only designed to temporarily detain suspects and occasionally house convicted criminals for longer periods. The concept of the prison as a house of punishment and a place where criminals would be segregated from society is one that emerged later. After the American Revolution, the core social and political climate began to change. Americans began to question the extent to which the death penalty was being issued (Lynch, n.d.). Values, social norms, and political philosophies also changed, and so too did the demographics of the nation. The transformations in American society during the early modern and modern eras led to a transformation of the physical form of prisons and also their function and their place in American consciousness, (Lynch, n.d.). American prison historians generally describe two movements in early American prison history:Show MoreRelatedInside Look At The Prison Industrial Complex1484 Words   |  6 Pages2014 An Inside Look at the Prison-Industrial Complex Business’s that appear to be removed from the corrupt corporation of prison are ultimately expanding the prison industrial complex. Prison incarceration has become a multi-billion dollar industry that needs more than 2 million U.S. citizens to put into prison on any given day. 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Disaster Management Communications Plan - Case Study, Nevis free essay sample

DISASTER AN OVERVIEW WHAT IS DISASTER? Natural or man-caused event which causes intense negative impacts on people, goods and services and/or the environment, exceeding the affected community’s internal capability to respond adequately. HAZARD It is the potential for a natural or man-caused event to occur with negative consequences. A hazard becomes a disaster when the event causes intense negative impacts on people, goods and services. Hazards could classified in five groups: Natural Disaster, Technology disaster, Health disaster, Crime Disaster and Personal/man-made disaster. * Natural disaster (hurricane, tornado, flood, fire) Technology disaster: building failure (roof collapse, water pipes burst) or computer failure (data or hardware lost or in jeopardy) * Health disaster (epidemics, environmental catastrophe) * Crime disaster: violent crime (workplace assault, hostage situation, bomb detonation, robbery) and cybercrime (hacking, identity theft/phishing, employee sabotage ) * Personal disaster (sudden death or disability, succession crisis due to retirement or illness) VULNERABILITY The extent to which a community’s structure, services or environment is likely to be damaged or disrupted by the impact of a hazard. Vulnerability can be changed via prevention, mitigation and development activities. RISK The probability that a disaster will occur given the hazard and vulnerability. DISASTER MANAGEMENT A collective term encompassing all aspects of planning for and responding to disasters, including both pre- and post disaster activities. It refers to both the risk and consequences of a disaster. DEVELOPMENT The cumulative and lasting increase, tied to social changes, in the quantity and quality of a community’s goods, services and resources, with the purpose of maintaining and improving the security and quality of human life. DISASTER CYCLE The idea here is that disasters happen in cycles. Parallel with the cycle, is the nonstop process of development. Consequently, disasters and cycle activities affect development. It is worth noting that disaster management has just recently been studied and described as a cycle. Seven stages of the disaster cycle This cycle has been described in terms of an interconnected chain of stages, which are: 1. Prevention 2. Mitigation 3. Preparedness 4. Alert 5. Response 6. Rehabilitation 7. Reconstruction Three Phases of Disaster When the time of an event(s) is considered, it is obvious that disaster could be stratified in three phases: Before During After (BDA). Hence the seven stages mentioned above could conveniently be divided into these three phases, according to the activities that occur. First Phase (Before the event) The following stages are considered under this phase: †¢ Prevention †¢ Mitigation †¢ Preparation †¢ Alert Prevention Measures taken for the purpose of preventing natural or man-caused phenomena from causing or giving rise to disasters or other emergency situations. Mitigation It refers to the measures taken to reduce the loss of life, livelihood and property by disasters, either by reducing vulnerability or by modifying the hazard, where possible. Although some disasters may be prevented, most of them cannot be. Mitigation tends to reduce damaging effects to life and property caused by non-preventable disaster forces. The difference between Prevention and Mitigation is that; Prevention refers to when the event doesn’t occur. Meanwhile Mitigation simply means that the event occurs but the impact is reduced because the vulnerability has been reduced or the hazard modified. Preparedness These are measures taken to reduce to the minimum level possible the loss of human lives and other damage through the organizing of prompt and efficient actions of response and rehabilitation. Such measures include the following: * Organize local disaster committee. * Develop a plan for emergencies * Train personnel and practice. * Inform the community about risks and actions. * Locate resources and inventory physical, human and financial. Alert The notice or signal issued indicating that specific precautions should be taken because of the probability or proximity of a dangerous event. It is the official, and in some cases, lawful notice of the action approved due to successive evaluation of threat indicators, that tends to limit the phenomenon’s impact through preparedness measures. Different types of alert are defined based on the level of certainty that an event will occur. Declarations of alert must be: 1. Public – must be given by all available media. 2. Timely – any delay may be interpreted in the sense that the danger is not real or imminent. 3. Clear and concise – there must be no contradictions. 4. Official – emanating from accepted or trustworthy sources. When an event becomes imminent, then an alarm is issued. The community alert actions are as follows; * Establish monitoring of hazard. * Inform public of hazard and risk. * Activate plans. * Establish communications with NDO, media and public. Second Phase (During the event) * response-relief. Response Actions carried out in a disaster situation with the objective to save lives, alleviate suffering and reduce economic losses. It is worth noting that response is the implementation of a previously developed Emergency Plan. Success depends on the work in the before the event phase. The response actions are: * Evacuation of risk areas * Search and rescue * Medical assistance * Damage assessment and needs analysis * Establishment of temporary lodging, food, clothes and supply management. Third Phase (after the event) †¢ Rehabilitation †¢ Reconstruction Rehabilitation It is the restoration of basic services and the beginning of the repair of physical, social and economic damage. Rehabilitation actions involve: * Provide potable water and food supply. * Restore power. * Maintain health. * Restore transportation and communication. Provide temporary housing. Reconstruction It is the medium- and long-term repair of physical, social and economic damage, and the return of affected structures, to a condition equal to or better than before the disaster. Reconstruction actions include the following: * Physically re-arrange the community. * Construct permanent housing and public buildings. * Rebuild roads and bridges. * Re-establish agriculture production. Phase o ne, amongst the others should be the most concentrated phase. Remember, â€Å"Prevention is better than Cure†. COMMUNICATIONS AN OVERVIEW The media obviously has a significant impact not only in the reporting of disaster relief, but also in inducing greater responsiveness on the part of individuals and corporations. Communication is an important element of preparedness, mitigation, alert, relief, recovery, and prevention of future disasters. WHAT IS COMMUNICATIONS? Communication is the process of sharing our ideas, thoughts, and feelings with other people and having those ideas, thoughts, and feelings understood by the people we are talking with through their feedback(s) (verbal / non-verbal, attitude, behavior or action). When we communicate we speak, listen, and observe. In simple terms, communication is the process by which one person (or group) shares and imparts information to another person (or group) so that both persons/groups clearly understand one another. EFFECTIVE COMMUNICATIONS It is to share meaning and understanding between the person sending the message (Nevis Disaster Management Department) and the person receiving the message (the entire Nevis Island-wide society). The key element is â€Å"understanding. † Poor communication can waste time and energy and cause conflict between people. ELEMENT OF COMMUNICATIONS Communication is a process and therefore has pertinent elements, which must be available for it to occur. More so these elements operate in a cycle chain than a linear series. They are: Source – Message – Channel – Receiver – Feedback Source In this case, the Disaster Management department is the source of information, with all its strengths and weaknesses, its knowledge and skills. It includes its research and the elements that make up that research. And your partners, with whom you exchange information. One or more objectives — These objectives will vary depending on the target audience. Message Disaster messages compel the targeted audience to think, feel, or act. They can: * Show the importance, urgency, or magnitude of the issue. * Show the relevance of the issue. * Put a â€Å"face† on the issue. * Be tied to specific audience values, beliefs, or interests of the audience. * Reflect an understanding of what would motivate the audience to think, feel, or act. * Be culturally relevant and sensitive * Be Memorable The Disaster message approach varies depending on the target audience. It includes data that have been processed and adapted to make sure the disaster message can be understood by its addressees and it takes into account the information needs of the various groups the department wishes to reach. The following questions could serve as a guideline: * What information does the disaster department want to transmit? * What needs to be known and understood? * What behaviours/attitude is the department researching? The consideration of these factors has greatly enhanced the composition of the message†¦ â€Å"Plan Now, Don’t Wait, Disasters Don’t Discriminate† Transmission / Channel The channel is both the medium that the Nevis Disaster Management Department uses to transmit its information and the understanding that it expects to achieve in those who receive the message. The department’s channel(s) ranges from intra department to mass media. The channels used for this strategy are: * radio, * TV, * Cartoons * Billboards * Social media – facebook, twitter, etc * Newspaper. * Newsletter * magazine * Posters contest by schools. * Disaster drill. * Community centre display posters Receiver The receiver is the destination of the disaster message. The receiver interprets the message according to his or her own perspective, knowledge, and logic. A good disaster message takes the following into account: * To whom does the department want to transmit its information? * What groups, people, associations, projects, departments might be interested in the methods and outcomes of its research? Stratification of the NDMD Target Audience Groups The Nevis Island society has been structured into seven broad categories of target audiences with sub-branches under each of the main groups. 1. Audience Group One Government Officials * Ministers of Government Government Departments * Entire civil servants 2. Audience Group Two Education Unit * Preschool – Grade two * Grade three – grade Six * First Form Fifth Form * Sixth Form – University * Teachers * Auxiliary staff * Educations Officers * Parents. 3. Audience Group Three Social Groups * Families * Senior Citizens * Clubs / groups / associations ( numerous) * N. G. Os 4. Audience Group Four Religious Bodies ( churches, etc) * Leaders * Men * Women * Young Adults * Children 5. Audience Group Five Business Sectors * Banks * Hotels * Super markets * Companies * Legal firms 6. Audience Group Six Media Newspapers * TV * Radio * Internet social network 7. Audience Group Seven Regional And International Agencies * CDEMA * USAID * OECS * CARICOM Feedback Communication is not a one-way process: The Department sends a message to its audience and that audience reacts to the message received. It is important to test the effect of the message and the communication tool before finalizing it. Then the department can make adjustments based on the receiver’s feedback. Noise Unfortunately whether we like it or not, the uninvited noise will always present itself at any point in the communication cycle. Noise is anything that interferes with the smooth flow of communication. It is the main hindrance to effective communications. Noise could be classified at three levels. Semantic Noise: This occurs when words are used in communication which the other party does not know their meaning, hence creating obstacles in communications. Semantic noise is something that we all need to be aware. Semantic noise is the interpretation of words and phrases that distract us from the meaning of the communication. Mechanical Noise: It is when the tool of communication gets affected, hence hindering the smooth flow of the message. For instance, the bad mic will affect the audience from hearing clearly. In written communications, a bad pen may not write words clearly, making it harder for the receiver to get the message. Environmental Noise: This is the most common noise. It refers to the noise from the environment, which affects the smooth flow of communications. For instance, conversing in a political campaign crowd could be difficult because of the environmental noise from the mass audience. THE NEVIS DISASTER MANAGEMENT STRATEGIC COMMUNICATIONS PLAN INTRODUCTION CHALLENGES AND IDIOSYNCRASIES TO COMBAT In as much as Comprehensive Disaster Management deserves a level of serious attention from every section of the Nevis society – young and old, public and private, etc, unfortunately, the reverse seems to be true. PROBLEM STATEMENTS The following problem-assessment questions have been developed to guide this strategic communications plan to a credible direction: 1. Is disaster awareness the top of minds of Nevis respondents? 2. Are disasters on Nevis considered near and real or somewhat far and abstract? 3. Do people say: God is a Nevisian? Does the religious cliche â€Å"God is in our island† serve as justification for an attitude of unpreparedness on Nevis? 4. Does Nevis have the tendency of last-minute preparation? 5. Are disaster messages ignored on Nevis because major threats did not materialize after warnings and alerts were made? 6. Do business institutions on Nevis steadily and enthusiastically sponsored Disaster management programmes and projects? As a result of these lukewarm attitudes mentioned above, these twelve idiosyncrasies have been built consciously or unconsciously on every mind. 1. It won’t happen to me 2. God is in our Island.. so. 3. I meant to.. but . Forgot to do it 5. I’m safe here 6. If it happens, it will be minor 7. I can handle it at the last minute 8. I just can’t be bothered 9. Never going to happen 10. Waste of time and money 11. Yeah right, tomorrow maybe 12. Got other things to worry about. DISASTER MANAGEMENT STRATEGIC COMMUNICATIONS PLAN FOR NEVIS MISSION S TATEMENT * To make all target publics (audiences) aware, involved and committed to consistent actions in Comprehensive Disaster Management. OBJECTIVES: * To achieve public education and information sharing by targeting the right audiences with the correct message and right tools in the most effective manner; To disseminate straight-forward messages to different audiences via the most appropriate medium. * To strengthen and increase Nevis Disaster Management Department’s effectiveness and improve its co-coordinating abilities within the Island. * To motivate the target audiences to contribute in policy making through public opinion polling (participatory approach). * To build a culture of safety via a consistent involvement of the public to all the phases of disaster management. TARGET AUDIENCE GROUPS The Nevis Island society has been structured into seven broad categories of target audiences 8. Audience Group One Government Officials * Ministers of Government * Government Departments * Entire civil servants 9. Audience Group Two Education Unit * Preschool – Grade two * Grade three – grade Six * First Form Fifth Form * Sixth Form – University * Teachers * Auxiliary staff * Educations Officers * Parents. 10. Audience Group Three Social Groups * Families * Senior Citizens * Clubs / groups / associations ( numerous) * N. G. Os 11. Audience Group Four Religious Bodies ( churches, etc) * Leaders * Men * Women * Young Adults * Children 12. Audience Group Five Business Sectors Banks * Hotels * Super markets * Companies * Legal firms 13. Audience Group Six Media * Newspapers * TV * Radio * Internet social network 14. Audience Group Seven Regional And International Agencies * CDEMA * USAID * OECS * CARICOM MESSAGE (SLOGAN, BRANDING) * Plan now! Don’t Wait! Disasters Don’t Discriminate * Hazards awareness, * Actions to be taken before, during and after their ( hazards) occurrences COMMUNICATIONS CHANNELS * Television stations: Nevis Newscast * Radio stations: Von Radio, Choice FM, Praise FM * Newspapers: The Leeward’s Time, Observer, Links, etc * Web sites:www. evisdm. com * Community centres:All the five parishes on the Island * Independence Square:Charlestown * Schools:Pre-school to Sixth form * Libraries Charlestown and Gingerland Libraries * Recreation centers (e. g. basketball courts, soccer fields, drag race) * Community non-profit offices: Red Cross and clubs * Supermarkets:Best Buy, Bargain house, Rams, TDC.. * Fast food restaurants: * Literature Racks: Brochures, Flyers, newsletters, magazines ACTIVITIES GROUP ONE: Government Departments Officials * PSA Audio Visual productions * Radio talk or call-in shows (Disaster and U) Information tips * Web links (www. nevisdm. com) * Expose on Disaster topics * Speeches * One-on-one meetings * Conferences * Disaster Preparedness Department for the month * Magazin e * Audio-Visual Production to Disaster messages via dramatizations, monologue, poetry, etc. * Drills * Training GROUP TWO: Education Unit * PSA Audio Visual productions * Radio talk or call-in shows (Disaster and U) * Social media – facebook, tweeters, hi5, tag, etc * Poster / drawing Competition * Poetry * Rhyme songs for Preschool – Grade 2 * Puppet productions * Debates * Dramatisation /skits /monologue /dialogue Quizzes competitions * Expose on Disaster topics * A benefit race * Web links (www. nevisdm. com) * Parades (Ms Disaster Management) * One-on-one meetings * Open houses * Speeches * Music competition on disaster themes * Disaster Clubs * Training * Drills GROUP THREE: Social Groups * PSA Audio Visual productions * Radio talk or call-in shows (Disaster and U) * Social media – facebook, twitters, hi5, tag, etc * Dramatisation /skits /monologue /dialogue * Expose on Disaster topics * Testimonials * Training * Drills GROUP FOUR: Religious Bodies (church es, etc) PSA Audio Visual productions * Radio talk or call-in shows (Disaster and U) * Social media – facebook, tweeters, hi5, tag, etc * Dramatisation /skits /monologue /dialogue * Expose on Disaster topics * Testimonials * Training * Drills * Weekly multi-hazard tips to churches GROUP FIVE: Business Sector * PSA Audio Visual productions * Radio talk or call-in shows (Disaster and U) * Training * Sponsorship * Annual award to the most disaster-prepared organisation. GROUP SIX: Media * Tools of disseminations * Assist in the productions of Comprehensive Disaster Management messages News conferences * Editorial board meetings at newspapers * Training GROUP SEVEN: Regional and International Agencies * Sponsorship * Update on all strategic communications activities. MATERIALS TO SUPPORT ACTIVITIES * News releases * Puppet production * PSAs on multi-hazards * Fliers and brochures * Opinion editorials (op-eds) * Letters to the editor * Posters * Public service announcements (PSAs) * Bookmarks * Video presentations * Web pages * A float in a parade * Buttons, pins, and ribbons * Promotional items and giveaways * Stickers * Audio visual equipment TO BE CONTINUED

The Effects of Globalization toward Leadership and Management Essays

The impact of globalisation over the last thirty years has been immense. Globalisation has provided companies with the option to operate in many different countries. A global corporation not only sells its products in a variety of diverse markets, but it may also manufacture its products and the components that make up those products in a number of different countries. How would these factors effect the management and leadership of a global corporation? Challenges for marketing and sales management While it may be safe to assume that people want the same things wherever they are, the way that the marketing message is carried across must change to suit local conditions. Simply translating an advertising slogan from one language to another may not produce the desired result. Errors can and do occur. The marketing department should include at least one person that is familiar with the language and culture of the target market. A mistake that unintentionally insults the market may not be easily forgiven. Local knowledge Different markets also have different levels of sensitivity about nudity. While is is commonly accepted that sex sells, in some countries it could lead to people taking offence. It is not only the culture and language that are important when opening a new market. The company will need an understanding of market conditions as well. Will the product be competitively priced? Is there a competitor that currently dominates the market? What about brand loyalty? Local knowledge is a crucial part of marketing in different countries. Labour practices The production process is also quite different in different regions. Labour practices vary quite dramatically from one country to the next. Understanding the local labour market is an important consideration. What may be overlooked is the response at home when a plant is relocated to a region where labour is cheaper. Dealing with the home market is quite an important part of the process. Unions and displaced workers may produces much resistance and could even lead to consumer boycotts in extreme cases. Knowledge of the local labour market is crucial. The local labour laws, the extent of unionisation, the local work ethic and the quality of the work force are all of great importance. Global production requires knowledge and understanding of the local conditions. It also means that as a rule it is necessary to recruit management from local communities. Again, it is a question of understanding the language, culture and local labour practices. Political knowledge and sensitivity Another aspect of globalisation requires an understanding of the political stability of the target market. Economic and political considerations are important for management to take a view on future investment and development. A global view of business coupled with a broad knowledge of varying cultural, political and economic differences around the world are required when a business decides to engage in the global economy.