The Emergence of the Civil Rights Movement

The Civil Rights Movement that began in 1950 was an attempt to address the state of inequality that had existed in Black and White America since the nation's conception. The Movement began as a demand to get ‘payment' on a promise too long delayed, as noted by the movement's leader Martin Luther King Jr. , for Black equality, in his â€Å"Letter from a Birmingham Jail. † The early Civil Rights movement focused on integration as achieved through legal means such as in the ‘Brown v. Board of Education' case. This case was successfully appealed to the Warren Court on behalf of Lisa Brown, a young Black student, and argued by Thurgood Marshall, who was later to sit on the bench as a Supreme Court Justice himself, after demanded integration in public education. (Cozzens, â€Å"Brown versus Board of Education,† 1998) The movement also was articulated through early acts of civil disobedience such as the attempt to protest the lynching of Emmett Till, a thirteen-year-old Northern boy lynched for murdering a White woman. Cozzens, â€Å"Emmett Till,† 1998) In assessing whether the goals of the movement were met, it must be noted that it would have been unthinkable in the 1950's that a Black woman would be a Secretary of State, as is the case today, or could have won the Noble Prize like Toni Morrison. Martin Luther King Jr. is not only a respected figure, but gives his presence to a national holiday. Yet despite the gains of the previous decades, there still remains an economic and educational gap between Black America and White America that integration through legal or political demonstrations has not been able to heal. Lynching as a common practice has been brought to rest, perhaps, but tensions exist all over the nation between Black Americans and what is often an all-White police force. America appears more integrated today, and laws allow for some methods of historical redress like affirmative action. But the sense that this still remains inadequate, despite the successes of prominent African Americans on an individual level, has caused many Blacks today to study the more radical, or culturally focused members of the early movement, such as Malcolm X, and to question whether some form of cultural rehabilitation of Black culture is necessary to undo the still-lasting legacy discrimination has wrought. And finally, the example of the failed relief effort of Hurricane Katrina to the largely all Black residents whose neighborhoods were destroyed showed the nation how deep the poverty remains in the nation in many impoverished areas that are segregated in fact, if not in law.

Literary Analysis: Hotel on the Corner of Bitter and Sweet as a Historical Fiction Essay

In Jamie Ford’s historical fiction Hotel on the Corner of Bitter and Sweet, this split narrative focuses on two eras: 1942 and 1986. Within these era’s, Ford’s novel focuses on a Chinese boy, Henry Lee, and what it was like to grow up in the international district with prejudice everywhere, especially in his own family being a first generation American. His novel tells the story of Henry, as well as a Japanese girl by the name of Keiko. The novel tells the story of these two young friends and the hardships faced when the government sends Keiko and her family away to the Japanese internment camps in the Northwest in the 1940’s. His novel displays the effects of the prejudice held against the Japanese during the 1940’s wartime, and the effects it had on the lives of not only those Japanese, but also all Americans, Chinese and other nationalities. We use Anne Scott MacLeod’s essay â€Å"Rewriting History† as a framework while reading Ford’s Hotel on the Corner of Bitter and Sweet. â€Å"Rewriting History† is a persuasive essay giving criteria of a â€Å"good† Historical Fiction vs. â€Å"bad† Historical Fiction. This essay focuses on three of MacLeod’s criteria for a â€Å"good† Historical Fiction: not rewarding rebellion, not appealing to â€Å"modern sensibilities†, and not overcoming social mores easily. Ford’s novel Hotel on the Corner of Biter and Sweet successfully meets MacLeod’s requirements for a â€Å"good† historical fiction in many ways, although, there are some flaws in a couple of his historical facts, nevertheless, the â€Å"good† historical facts and information in Hotel on the Corner of Bitter and Sweet out ways the few historical flaws. First of all, Ford makes sure to give Henry consequences to his rebellious acts; something MacLeod says many â€Å"bad† historical fictions do not do, they only reward with happy endings. Secondly, Ford uses racial discriminations that would have been used back in the 1940’s; another thing MacLeod says that â€Å"bad† historical fiction accommodates to, making it non-offensive and politically correct for the readers. In addition, Henry does not easily overcome the social mores of 1942; again something MacLeod says that â€Å"bad† historical fiction makes it seem easy to overcome the social mores of the era. First of all, meeting MacLeod’s criteria for a â€Å"good† historical fiction†, Ford’s novel does not â€Å"make overt rebellion seem nearly painless and nearly always successful†. Ford displays this when Keiko is taken away Henry keeps some of her belongings safe under his dresser, as well as when Henry sneaks into two different Japanese internment camps searching for Keiko. Though this rebellion seems rewarded at first, as we continue reading we see how, by going to the internment camps and keeping Keiko’s belongings, Henry unknowingly starts a chain of events leading to one, giant consequence. Because Henry keeps Keiko’s belonging, and later writes her letters, his mother finds out and tells Henry’s father. Henry comes home one day and finds his parents at the kitchen table waiting for him with all of Keiko’s pictures spread all over the table. Because of this, Henry’s father gives him a choice: walk out the door and no longer be part of the family or stay and forget about Keiko. In the end Henry chooses to follow his heart and leaves his family (182-185). This forever affects the relationship between Henry and his father, even on his father’s deathbed. Secondly, according to MacLeod’s standard, Ford’s novel is a â€Å"good† historical fiction by not appealing to â€Å"modern sensibilities, so that protagonists experience their own societies as though they were time-travelers, noting racism, sexism, religious bigotry, and outmoded beliefs as outsiders, not as people of and in their cultures. † Ford uses dialect in his novel consisting of racial slurs and comments that would have been used back in the 1940’s. Ford doesn’t accommodate to readers by making the book non-offensive or politically correct. Ford makes the book historically correct as possible. Thirdly, by MacLeod’s criteria, Ford’s novel is a â€Å"good† historical fiction by not â€Å"set[ing] aside the social mores of the past as though they were minor afflictions, small obstacles, easy—and painless—for an independent mind to overcome†. This is displayed near the beginning of the book after Chaz, the bully, snatches Henry’s â€Å"I am Chinese† pin off of his shirt. While walking away Keiko tries to grab Henry’s hand for comfort, but he pushes it away thinking, â€Å"My father would fall over dead†¦ And in town, someone would see us† (23). Ford made the transition of Henry opening up to Keiko take time; they didn’t become immediate friends. Ford makes sure to make the relationship between Keiko and Henry plausible. They both are ‘scholarshipping’ at an all-white school and met working in the school kitchen, as payment for scholarshipping. Their connection is somewhat immediate, yet their relationship progresses slowly. Fourthly, according to MacLeod’s standard, Ford’s novel is a â€Å"good† historical fiction by not omitting â€Å"the less attractive pieces of the past to make . . . arratives meet current social and political preferences†. The 1940’s for the Japanese-Americans were dark times; Hotel on the Corner of Bitter and Sweet does anything but omit these facts. From the harsh realities of the hatred between the Chinese and the Japanese displayed between Henry’s father, Henry, and Keiko, to the removal of the Japanese, Ford’s novel spares no â€Å"less attractive piece of the past† to make this novel appealing to the average human in this generation. Ford makes sure to put historical fact ahead of the appealing story’s fiction. Lastly, Ford’s novel is a â€Å"good† historical fiction, by MacLeod’s criteria, because It does not imply that â€Å"people of another time either understood or should have understood the world as we do now. † Though Henry and Keiko had an unusual relationship that most Chinese and Japanese children in the 1940’s wouldn’t have had, it isn’t entirely implausible. Think of it like this†¦ The world is always changing, so how does it change? Someone has to be the one to make those changes happen. We don’t have the same view of the Japanese, or any race for that matter, that we did in past generations. So again, what changed? Obviously Ford’s novel is under the category of ‘fiction’ and the actions of Henry didn’t have this amazing effect of the 1940’s that changed history forever†¦ However, someone’s actions, somewhere in the 1940’s, affected history. This fact makes the relationship between Henry and Keiko, as well as Ford’s novel as a whole, historically plausible. In conclusion Ford’s novel has an overwhelming amount of evidence backing up the hypothesis that his novel is a â€Å"good† work of historical fiction by MacLeod’s standard. Though the end of the novel rewards you with a cheesy, sappy love story ending, something slightly implausible, Ford does his best he can to keep the history in this ‘historical fiction’ factual and true. Over all this novel is a highly plausible, and by MacLeod’s criteria, a â€Å"good† work of Historical Fiction. Ford’s novel is also a reminder of the injustice against the Japanese-Americans during the wartime of the 1940’s and cautions us to never let ourselves as a people treat anyone we see as ‘different’ with the prejudice we so easily treated the Japanese with.

Issues Essay Example | Topics and Well Written Essays - 500 words

Issues - Essay Example From the project, several important implementation issues came up that would guide the health practitioners in data gathering. One of the issues was identifying core component while carrying out the project (Dennison & Prevost, 2012). As such, the practitioners focus on the interventions that are critical to producing positive results such as taking a hundred children six to ten years to collect the data. The reason for including this age was that that the children between those ages are susceptible to germs and dirt. The second issue was the importance of the implementation of the project. Program implementation is crucial for the hand-washing project as the intended outcomes are important for health practitioners and the patients (Brown, 2011). As such, the data gathering should contain such questions as factors affecting the project, how the implementation should be carried out to obtain the best result among others. The third issue in the series using evidence to re-educate people about the development of a new invention. The use of evidence is important is important as it teaches the parties on how to address social behaviors (LoBiondo-Wood & In Haber, 2014)). As such, the team will educate the receptors and the society in general on the significance of hand washing and recommend the right soap to use to kill the microorganisms in the dirty hands. Identifying core component of the hand-washing project was crucial for the group as it was based on recognizing and processing on what makes the program work. Importance of the project is crucial, as the results of the project are important to both the health practitioners and the receptors (Goldesteen and Graham, 2011). Using evidence from the project is crucial as it describes how to use the evidence to promote effectiveness and development. Evidence-based project is important as health practitioners are re-educated on the project to enhance the effectiveness while handling

Reducing CO2 emissions from automobiles and trucks Term Paper

Reducing CO2 emissions from automobiles and trucks - Term Paper Example The auto industry sector is playing a leading role by proposing and embracing ways in which these emissions can be reduced in both its products and production sites. Various strategies are being used to reduce the emissions from automobiles and trucks as more research is being conducted to come up with better solutions (US DOT, 2010). This paper will discuss the current methods being used to reduce Co2 emissions from automobiles and other proposed methods that are still being reviewed. In the US, according to Dupont (2009), The National Highway Traffic safety Administration department (NHTSA) together with the Environmental Protection Agency have extended the National programme for reducing greenhouse gases emissions such as Co2 for Model years 2017 through 2025. In Europe, the automobile manufacturers have come up with practical, innovative and practical ways of reducing carbon dioxide emissions to show their commitment in achieving cost effective carbon dioxide reductions. Reductio n of Carbon dioxide emissions calls for an integrated approach as no single approach can work out on its own. New developments in motor vehicle technology need to be combined with alternative sources of fuel, efficient car use and driving style, improved traffic management, and imposing carbon tax. For this to succeed, the automotive industries, fuel sector, policy makers and drivers must work t in partnership to achieve the desired results (Zachariadis, 2012). Various Ways of reducing CO2 Emissions from Automobiles and Trucks The most widespread method that is adopted is the introduction of low carbon fuels. These alternative fuel sources include bio diesel, natural gas, electricity, liquefied petroleum gas, and hydrogen. Research shows that these alternative methods apply for light-duty vehicles. Carbon dioxide reduction benefits from using renewable fuels depend on the production method of the fuel, the raw materials, carbon intensity of energy used in the production and the time frame evaluation. Research by the United States Transport Department (2010) shows use of advanced biofuels from cellulosic sources yields more benefits compared to first generation biofuels. Car engines are being adjusted in the current times and alternative fuels are being produced in large scale. Use of hydrogen in fuel could reduce about 80% of Carbon dioxide emissions per vehicle in the long term for a period of about 25 years or more. In case of electric vehicles, low carbon energy sources must be used in the battery technology in order to significantly reduce carbon emissions in the long term by about 80% (DOT, 2010). The second method that is being practiced in carbon emission reductions is increasing vehicle fuel economy. This method involves development and market introduction of advance engines and transmission models, materials that are light, improved vehicle aerodynamics with reduced rolling resistance. Currently, there are many technologies entering the market tailore d for different consumer preferences, usage and driving styles. In the past more than 50 new carbon dioxide reducing technologies in vehicles have been introduced by ACEA members, reducing carbon emissions by 13% and other technologies are coming up

Portfolio Management & Construction Essay Example | Topics and Well Written Essays - 9000 words

Portfolio Management & Construction - Essay Example Qatar produces nearly 776 thousand barrels of oil each day and this current level of production is estimated to last for 54 years. When it comes to natural gas, the country is richest if all in the GCC countries. At the end of 2008, its natural gas reserves stood at 25.56 trillion cubic meters, representing nearly 61% of the entire GCC natural gas reserves and nearly 14% of the world’s natural gas reserves. In the GCC region, the country can be called as one of the most stable countries, given its prudent macroeconomic management and combination of natural resources. Due to higher global demand of energy, the economic boom continued till the end of 2008. In the past six years, the economy of Qatar grew as much as five times in size from 2002 to 2008, with an annual rate of 31.6% on average that makes nearly $19.6 billion (2002) to $100.4 billion (2008). The reason of such massive growth is steady increase in energy prices as well as surging gas and oil production. The country has allowed significant foreign investment in the production of its gas field in the past decade and is predicted to become world’s largest Liquefied Natural Gas (LNG) exporter in the future period of time. The country is also pursuing to attract foreign investment in the production of its other sectors such as non-energy projects by liberalize the economy even more. However, the global economy experienced drop in oil prices in late 2008 as well as economic and global financial crises that ultimately reduced the budget surplus of the economy and resulted in sluggish pace of development projects and investments in 2009. It is expected that economic growth will rebound and the economic policy emphasizes on developing the non-associated natural gas reserves of Qatar and improving foreign and private investment in non-energy sectors but gas and oil sector is still central in the

High and low culture Term Paper Example | Topics and Well Written Essays - 2000 words

High and low culture - Term Paper Example In order to understand the history and the relationship between the high and the low culture it would be necessary to refer to their basic characteristics. In accordance with Inglis, the term ‘low culture’ is used in order to describe ‘cultural products which exhibit qualities that are the opposite of great art’. However, at this point, the following problem appears: which would be the criteria on which the evaluation of a piece of art as of ‘high’ or ‘low’ culture would be based? It is explained that the views of people on art and quality can be differentiated. Works of art which are considered as of low quality for a particular individual may be regarded as exceptional by another person, i.e. subjectivity when referring to high or low culture cannot be avoided. At the same time, low culture has been related to the characteristics/ background of the creator, meaning that culture produced by people belonging in disadvantage minorities is likely to be considered as ‘low’ even if its quality is significant. On the other hand, it is made clear that the distance between high c ulture and everyday life is not so high as believed. It is noted that high culture can be used, at the same level as the low culture, for understanding the cultural trends of people within a particular society. On the other hand, Ferrarotti notes that the differentiation between the high and the low culture – also known as popular culture – reflects ‘the dichotomy between articulated culture and culture conceived of as a mode of life.

Summery Essay Example | Topics and Well Written Essays - 500 words - 7

Summery - Essay Example The second chapter summary dwells on the concept of diversity which primarily focuses on the aspect of differences that exist among people living in a similar group or location. From my own understanding, diversity is concerned about the aspect of co-existence among people from different groups. That it is, living together in harmony among people from diverse places. For instance, the US is a multicultural country and is comprised of people from diverse backgrounds. Measures have been put in order to accommodate the needs and interests of people from different backgrounds. Chapter three looks at the concepts of melting pot and multiculturalism. From this perspective, I have gathered that the concept of melting pot refers to the process where people from different backgrounds converge and establish a new society. For instance, America is comprised of people who came from different places who became united to build this powerful nation. On the other hand, I have observed that the concept of multiculturalism refers to the aspect of acknowledging other people’s values and believes such that people from different backgrounds come to appreciate them and adopt some of them in their own lives. Chapter four focuses on how people react to the concept of diversity. More often, people tend to look down upon other people from other cultures or they can generally refer to them as inferior without the facts to prove their assertions towards individuals from different cultures. Intolerance of people from different cultural backgrounds is very common among other people who do not want to accept the cultural values of other people. Indeed, it is a fact that we hail from different cultural backgrounds and we must accept this hard fact that does not change. This will help us to tolerate each other. Chapter six focuses on the challenges and benefits of diversity. The main challenge of diversity is related to the aspect of discrimination of the other group by another.

Sales and Marketing on Airline Industry Assignment

Sales and Marketing on Airline Industry - Assignment Example rformance is highly dependent on the economies of foreign countries and their related macroeconomic factors, which may trigger a sudden rise and fall of demand. Opportunities Acquisition of new aircrafts in the fleet will lead to an increase in the operational capabilities of the airline and in terms of the number of routes covered. Acquisition of new aircrafts will also lead to an increase in the frequency of operations of the flight on the multiple routes, that are currently serviced by the airline It is assumed that with the increase in frequency of flights, passengers will be able to opt for variable timings due to the increase in number of flights for a particular route. Threats Qatar Airways has been impacted due to the uprising of the Arab Spring and hike in fuel prices. Continued civil disruptions in the Middle East countries coupled with the hike in fuel prices will collaborate to form a dynamic macroeconomic threat factor for the airline and can hamper the airline’s performance and operational efficiencies in its multiple routes in the short as well as in the long term. The global economic slowdown has impacted Qatar airways and it has decided to postpone the IPO offer for the reputed airlines (Arab News, 2012). This will, to some extent hamper the sentiments in the global market and may hamper the reputation of the company for a short term period. The slowdown in the economies of the developed countries of the western world may hamper the profit performance and revenue generation for the state based airline in the years to come. Competition can also rise in the international arena where prominent players like Lufthansa Airlines, British Airways, Emirates and Southwest Airlines are existent strongly in their regional areas PESTLE Analysis Political The...The global economy is going through a phase of slowdown since the middle of 2011, thanks to the fears arising out of the Euro Zone crisis. As an impact of this slowdown, there has been a signif icant decline in the amount of profits generated for the current year. Also, there has been a significant amount of slowdown in the amount of air freight movements that has happened over the period of last one year. Also, the civil disturbances happening in connection with the Arab Spring Uprising in the Middle East region is impacting the business of the airways in a negative manner. Social The business of Qatar airways may continue to face a grave danger in the coming days if the continued civil unrest due to the emergence of Arab Spring uprising is not mitigated. Though most of the flights are outward and covers routes for six continents across the globe, but still the social image of the country and the Middle East region is embedded with it. Also, as an upshot of the civil uprising, more severe macroeconomic factors like the hike of oil prices is affecting the business of airline industry. Though Qatar airways has a governmental backing and has a stronghold in the market, but still it is going be affected in the long run. Also, due to the continued civil unrest in the Middle East region, morale of the employees working as on board staff of the airways can be severely hit as their families may come in the path of danger and harm caused by the civil uprising.

Parental Factors Essay Example for Free

Parental Factors Essay Parenting factors range from diet and nutrition, relationship with parental figures, tight schedules of working parents, early parenthood, kinship care, foster care, child abuse and neglect (Michigan Non Profit Association, 2002, p3-4). Diet and Nutrition has played a very important role most specially on the developing stage of a children’s life. The lack of proper nutrition has a significant effect on proper behavior. The deficiencies on iron, iodine, and other protein rich food could have a negative effect on the child’s development, and on the long run, on its behavior (Shonkoff, 2001) and Grantham-McGregor et al (2000) as cited from (Michigan Non Profit Association, 2002). Parents who also deal with their children based on fear poses a negative effect as well on their social development. More specifically, parents who are too stern, give punishments that are too unsympathetic and in some other cases establishes inconsistent rules of punishment has a bad effect on their children Hastings et al (2000) and UNICEF et al (1993) as cited from (Michigan Non Profit Association, 2002). In relation with this, parents who are too occupied with work tend to overlook the needs of their children. Another case would be with regard to teenage parents. More often than not, single mothers tend to be immature due to the lack of proper education and also the difficulty of earning a living. In some cases, children who ended up being raised on family relatives, foster care facilities and the likes also have a greater tendency of developing challenging behaviors (Michigan Non Profit Association, 2002).

Implications of Business Process Management for Operations Management Essay Example for Free

Implications of Business Process Management for Operations Management Essay Implications of business process management for operations management Colin Armistead and Simon Machin The Business School at Bournemouth University, Bournemouth, UK Introduction Operations management is concerned with the management of people, processes, technology and other resources in order to produce goods and services. There is a resonance from operations management into business process re-engineering (BPR) of the process paradigm and of the concepts and techniques of designing, managing and improving operational processes. Doubtless much can be learned from operations management for the application of BPR[1]. But business process management is more than just BPR applied to operational processes. What are the implications of the wider consideration of business processes for operations management and can the concepts and techniques from operations management be directly applied to all types of business processes? This paper introduces the concepts of business processes and business process management, and reports findings from interviews in four organizations which are continuing to develop their approaches to managing processes. These findings are then positioned within a categorization of business processes, by way of research propositions. Finally, implications for operations management are discussed. What are business processes? Business processes can be thought of as a series of interrelated activities, crossing functional boundaries with inputs and outputs. Why are they important and why are organizations moving to adopt approaches to explicitly manage by business processes? Reasons include[2] that the process view: †¢ allows increasing flexibility in organizations to meet changing external demands; †¢ addresses the speed to market of new products and services and the responsiveness to the demands of customers; †¢ facilitates the reduction of costs; †¢ facilitates in creased delivery reliability; and †¢ helps address the quality of products and services in terms of their consistency and capability. Processes are part of the philosophy of total quality management (TQM)[3]. Both the Malcolm Baldrige National Quality Award[4] and the European International Journal of Operations Production Management, Vol. 17 No. 9, 1997, pp. 886-898.  © MCB University Press, 0144-3577 Foundation for Quality Management (EFQM) model[5], on which the European Implications of Quality Award is based, have at their heart the consideration of business business process processes. Such models require the identification of processes, the management management of these processes with review and targetary, innovation and creativity applied to processes and the management of process change. A second route that leads organizations to consider their business processes 887 is BPR[6-9] which promotes the radical change of business processes. Some have illustrated the complementary nature of BPR and TQM[10], others the conflict[11]. Regardless of this, the fact is that organizations come to consider their business processes through TQM, or through BPR, or potentially through both avenues. What is business process management? There is considerable debate about what business process management means and how organizations interpret the business process paradigm[2,12]. Business process management cannot be considered simply as BPR. Rather it is concerned with how to manage processes on an ongoing basis, and not just with the one-off radical changes associated with BPR. But how are organizations actually managing their business processes? What approaches have they developed? What lessons have they learned and what can be drawn from their experiences? The aim of the research reported in this paper is to address such questions by considering organizations at the leading edge of process management. Methodology A qualitative methodology was adopted in conducting the research. During a pilot phase interviews were conducted in four organizations: TSB; Rank Xerox; Kodak; and Birds Eye Walls. This, coupled with knowledge of the approach within Royal Mail, led to an initial understanding of the approaches being adopted by organizations[13]. This was followed by further interviews in four organizations (including within a different part of Rank Xerox), and it is these that form the basis of the findings reported in this paper. The four organizations, in this second phase of interviews, were: (1) Rank Xerox – European Quality Award (EQA) winners in 1992; (2) Nortel – Netas, a subsidiary of Nortel, were EQA winners in 1996; (3) Texas  Instruments – EQA winners in 1995; (4) Hewlett-Packard – who do not use the EFQM model, but have been using their own â€Å"Quality Maturity System† for several years, with many similarities to the EFQM model, including the central role of processes. While these organizations are at varying stages of their approach to business process management they can be considered â€Å"excellent† against many crit eria (including process management), as shown above, and the findings and lessons derived from the research should inform other organizations which are just starting their approach to process management. IJOPM 17,9 888 In two cases the quality director of the UK operation was interviewed; in one case the participant was the business process manager; in another the participant was a direct report to a service director. We consider that the roles and experience of the participants make possible sensible comparison between the organizations, based on the interviews. Semi-structured open-ended interviews (typically of between two and three hours), based on the ideas emerging from the pilot interviews, were carried out in each organization. The interviews were supported by other documentation from each organization which included process maps, planning frameworks and organizational structures. Interviews were transcribed and the transcriptions used as the basis for analysis. Each interview transcription was read and examined several times and lists of concepts developed[14]. A cognitive map[15] of all four interviews was then constructed showing the concepts emerging from the data and how the concepts i nformed on each other (based on the perception of the authors). Concepts were then clustered, with six clusters, or themes, readily appearing. The clusters were then checked against the transcripts from the pilot interviews and documentary material from the case organizations to ensure consistency of findings. Findings The six clusters emerging from the research we have labelled: organization coordination; process definition; organization structuring; cultural fit; improvement; measurement. While some of these might not be novel in  themselves we discuss them first individually and then as a set. Organization co-ordination One property associated with business processes is their â€Å"end-to-end† nature. They start with input at the business boundary and finish with outputs from the business boundary. Hence their cross-functional nature and, implicit in this, is their ability to integrate and co-ordinate activity. For example, â€Å"a better way to think about process is that it is an organizing concept that pulls together absolutely everything necessary to deliver some important component of strategic value†[16]. It is perhaps not surprising therefore that a strong theme emerging from the interviews was that the process paradigm provides an approach for co-ordination across the whole organization. This integration through the use of business processes is perhaps most simply illustrated by the fact that participants, in describing their approaches to business process management, described how they run and organize their entire business. The co-ordination took a number of forms. For example, business process management was strongly positioned in the overall approaches to business planning adopted by the organizations. This was illustrated in one organization with their long- and medium-term plans explicitly linked to annual plans for their key processes. Business process management also provided an approach for integration through increased knowledge within the organizations (for example, about strategic direction), without the need for bureaucratic procedures or hierarchical control: Implications of business process The concepts of business processes emerged as providing a link between the management top of the organization and activity at the lower levels: â€Å"the bit in the middle†. Central to this is the concept of different levels of processes and typically the organizations reported having identified three or four levels of process from the top-level architecture through to the individual or task level. In providing the co-ordination across the organization, the importance of managing the boundaries of processes was strongly emphasized. One organization, for example, was addressing these boundary issues between their processes through the use of networks of individuals representing the interests of their process. They used networks around each process to formulate and implement strategy, and identified which processes have boundary issues with  other processes. Individuals from one process network then attend meetings of the other process networks on this boundary to address the potential issues. Without some form of co-ordination between processes, changes in one process could also lead to changes in performance of other processes such that strategic goals would be compromised, typically in the areas of quality and costs. but what we were trying to do was create a very free environment, a very innovative environment, but an environment where we knew exactly where we were going. 889 Process definition Much of the literature on managing processes is concerned with process improvement[17,18] and this is typically directed at how to improve the actual operation of processes. However, a view expressed during the interviews was that the real value derived from the process approach is through the understanding and development of an approach at higher levels within the organizations, rather than simply process improvement activity at the task or team level. Nevertheless, these organizations recognized that they struggled with this and acknowledged that, in reality, the understanding of processes was often still at the task level, with a natural tendency for procedure writing. Approaches to help overcome this included communication across the different levels of the organization to develop common understanding (and, in particular, to develop better understanding between process owners and process operatives) and a focus within process flowcharts on value steps and decision points, together with the definition and management of process boundaries. Process flowcharting is often presented as a panacea for understanding and managing processes, but some organizations reported problems with applying the methodology to all processes: the methodology of flowcharting †¦ is OK for consistent, regularly operated, reliable processes – it is not that useful for processes that are very iterative and processes that run infrequently, the more complex processes. Certainly the organizations were coming to realize that such process maps in themselves were not sufficient: people talked a lot about process re-engineering and all they ever did was diddle around with process maps, and they didn’t really get the big picture. IJOPM 17,9 and we have used a flow-charting methodology widely deployed across the company†¦we have still got a lot of problems though in terms of processes gathering dust on the shelf. 890 Also, while the organizations recognized the need to specify processes beneath their high level processes, the need certainly did not emerge to map all processes to the same level or detail. It would be unusual to go to an entity and show all the processes in detail to all depths. In general, the drive appeared to be to use business process management more as a long-term and living tool than just a remedial tool for short-term, tactical issues. Long-term plans were needed for processes to enable the process owners to focus on the future requirements of their processes. Also there was the need to develop methodologies other than flowcharting to support a more holistic approach to business process management, and to directly consider the â€Å"process of managing processes†. Organizational structuring Much has been written about the role of processes in structuring organizations and, in particular, the development of horizontal organizations structured purely around processes[2,19,20]. In general, the organizations interviewed in this research appeared to be taking a less radical view. Instead they had developed matrix-based organizations between functions and processes, and tended to adjust their functional structure to align with their identified processes. They thus saw processes as simply another dimension of the organization structure[21]. Indeed they seemed to have implicitly balanced the dimensions of autonomy/co-ordination,  motivation/ control and efficiency/learning[22] and in doing so derived the matrix structure. This perhaps also reflects other organizational paradoxes[23]. Their reasoning was influenced by a view that personal relationships were the key to effective organizations, as much as the formal, imposed structure. Processes were seen to provide a framework for these relationships in terms of building understanding and common approach across the organization. This framework was reported to help establish empowerment in a structured way, matching level of empowerment with control and support. Hence the entering of the process dimension into their structure. However, they were unwilling to do away with the functional dimension, due to the perception that functions better supported the actual personal relationships within the framework of processes and better supported specialist expertise: people don’t necessarily align with processes, they align with other people, and entities and organizations. People don’t go to parties on processes! and if you start bashing on about process organizations, and â€Å"you’ve got to do away with the silos, and the function† and so on†¦you’re denying it in a way – something to do with that relationship side of things. This has a resonance with reports that moves to process-based organizations Implications of can be ineffective if the personal relationship and cultural aspects are business process overlooked[24]. management These matrix structures were regarded as relatively unstable[13] with a tendency to drift back to a functional structure, or to move too far towards a process focus, but the organizations saw the role of their â€Å"quality professionals† 891 as the catalyst to ensure balance between functions and processes. More interesting is that, in these matrix-based organizations, there appeared to be no desire to move towards a purely process-based structure, with the matrix recognized as a desirable state, enabling constant and efficient reorganization through its flexibility. Inevitably the matrix adds complexity, but it seems that these organizations are willing to trade this complexity against the flexibility and personal relationship aspects supported by the matrix structure. One organization did, however, report a  totally process-based structure, and this did appear to support a high degree of simplicity against the complexity of the matrix approach. There may therefore be value for organizations in explicitly considering the trade-offs between processes and functions in forming their approach. Regardless of the process/function structure, the approach of process groups and process owners at different levels of the processes was common. Cultural fit Culture is an ambiguous concept which is difficult to define[25]. However, most organizations have some notion of their culture, and this was the case in all four organizations, where culture had an implicit meaning. It is an important concept in thinking about organizations since people and processes m ust combine to produce output. However, within the organizations, processes were not seen as a constraint, rather, as reported above, as providing a framework for empowerment. There emerged a general view that the overall approach to business process management needed to fit initially with the culture of the organization, and allow that culture to be maintained, at least in the short term. This is not to say that there was not a longer-term objective to address culture, but culture drove the appropriate initial approach: that’s why it works well, because we’re a highly empowered organization, and a team of people are comfortable working as a team, so bringing them together for a process team is perfectly easy – all we had to do was teach them the tools to do it and a bit of flowcharting and away they go. But that fits well with the culture. This is in stark contrast to some business process re-engineering approaches which may often be insensitive to culture or may have an immediate objective of changing culture[26]. Where BPR was deployed in the organizations it tended to be positioned as part of the overall approach to business process management, for example, alongside process stabilization and continuous improvement, rather than instead of. When used in this context, there were examples of culture change for smaller organization groupings. There were also IJOPM 17,9 892 examples where the failure of BPR initiatives was directly attributed to a culture within the organization which so strongly supported constant, but incremental, change that radical change, as proposed by BPR was rejected. All four of the organizations embraced TQM and, in particular, continuous improvement. The concept and language of teams and â€Å"teams of teams†[27] featured strongly, with rewards and recognition often linked to team performance. The formation of cross-functional teams in improving processes happened naturally in these organizations, and appeared critical to the success of their approach in managing processes. Improvement through business process management Unsurprisingly the interviews supported a drive within the organizations to constantly improve processes and this is reflected in the above discussions of culture. Examples of specific approaches included the use of benchmarking to understand and set best practices and the development of compendiums and databases of best practices and the linkage of improvements to assessments against European Foundation for Quality Management (EFQM), Baldrige and other quality models. While BPR was clearly used in some of the organizations (indeed Texas Instruments and Rank Xerox are well known for their re-engineering work) this tended to be talked about more at the process simplification or process improvement end of the spectrum of definitions placed on BPR[28-30]: you would not change the overall process radically in a short space of time, but for people (in the process) I think it is a drastic step. and I would not anticipate the total process radically changing over a short space of time because one could not manage it, so you have to move forward in sizeful steps at each part of the process. One organization reported benefits through using human resource professionals alongside process engineers on BPR projects to â€Å"keep some sanity in what the re-engineering was doing†. Measurement and business process management Measurement is a key principle to managing processes[18] with the need to identify trends, assess stability, determine whether customer requirements are actually met and drive improvement. This was confirmed by the interviews  and measurement emerged as central to successful approaches to business process management. There seemed to be a genuine attitude of â€Å"living and breathing† measurement within the organizations: if you can’t actually get good metrics you won’t manage a process, so it’s absolutely fundamental to managing a process. and if we don’t define the metrics we’ve had it. Increasing importance was being given to customer satisfaction and customer Implications of loyalty measures and there was a recognition of the importance of developing business process efficiency measures for the processes as opposed to just measuring whether management processes actually delivered. There was also a drive towards examining the tails of distributions of the measures (process variation) not just average values, consistent with the view of statistical process control[31,32]. 893 One danger that was reported is related to the â€Å"level† issues discussed above: detailed measures were implemented into lower-level process maps, directly related to processes, as one would hope – however, this resulted in a large number of measures that it was then difficult to prioritize, because, at a higher level, measures had not been (or had not been properly) defined. A particularly interesting approach to measurement was in one organization where they had established â€Å"business fundamentals† as performance measures on key processes, deployed worldwide and at all levels. All professional staff in the organization have business fundamentals which are deliverable, cost, customer or people measures, but self-driven measurements rather than management-driven measurements. These business fundamentals are linked to the key processes, and individuals self-assess their progress against these, using a simple rating scale. Every quarter there is then a formal review across the organization against the business fundamentals. The same approach is used to track individual performance, performance against plans, and process performance, providing an integrated approach to measurement across the organization, and a strong illustration of integrating process measures with other organizational measures. Process categorization Different categorizations of processes have been proposed in the literature[28]. For  example the CIM-OSA Standards[33] use the categorization of manage, operate and support. In describing processes we have found a categorization into operational, support, direction setting and managerial processes to be useful (see Figure 1). The separation of direction setting and managerial processes is driven by two considerations: Operational Managerial Direction setting Support Figure 1. Categorization of business processes IJOPM 17,9 894 (1) on a practical level models, such as the EFQM model, adopted by organizations, separately identify leadership from policy and strategy formulation; and (2) the strategy literature regards development of strategy as a process in its own right[34,35]. Operational processes are the way in which work gets done within an organization, to produce goods and services. These processes are the ones which have been the subject of much of the focus to date in TQM and BPR. They run across the organization and are associated with outcomes such as product development or order fulfilment. They are recognized in the ideas of integrated supply chains and logistics and in simultaneous engineering and are part of justin-time approaches. The same ideas for improvement in flow and reduction in cycle times come through into service organizations in the practices of BPR. Support processes are those which enable the operational processes. They are concerned with the provision of support technology, or systems, with personnel and human resource management, and with accounting management. Direction-setting processes are concerned with setting strategy for the organization, its markets and the location of resources as well as managing change within the organization. Direction-setting processes involve a mix of the prescribed steps within a formal planning process and also less well-defined  frameworks. Managerial processes are to some extent superordinate to the other categories and contain the decision-making and communication activities. For example, the entrepreneurial, competence-building and renewal processes proposed by Ghoshal and Bartlett[20] are managerial processes. Some organizations have tried to formalize these processes and have adopted a structured approach to, for example, decision making and communication. This categorization, like any other, does not necessarily fit with the view taken by all organiza tions (for example, some organizations would position the direction setting processes as part of their operational processes) but it provides a useful framework for discussion of the research findings, and for describing propositions for further research. Discussion and propositions arising from the research The six clusters identified in the findings of organization co-ordination – process definition, organization structuring, cultural fit, improvement and measurement can be considered in the light of these process definitions. The issue of process definition at a top level is a view of how organizations work to satisfy strategic intents. The translation of top-level architecture into an operational reality is influenced by aspects of organizational culture which affect both organizational co-ordination and organizational structure. In no cases is the disappearance of functions apparent; rather the functional organization is replaced by a matrix structure. This form of organizational structure derives its co-ordinating strength from the formation of cross-functional teams. The issues of measurement and improvement reflected in the findings reinforce the need for Implications of effective measurement which drives process improvement in a form which co- business process ordinates and prioritizes activity; something which many organizations find management difficult. The findings suggest that taking a business process management approach is one way to overcome some of the difficulties. It is our observation that organizations in approaching business process 895 management tend to initially address their operational processes, then move to focus on support processes, while continuing to improve their operational processes, and next to focus on direction setting processes while continuing to improve operational and support processes. Thus there is a similarity to the operations management  sandcone model, as proposed by Ferdows and De Meyer[36], used to show that cost reduction relies on the cumulative foundation of improvement in objectives. We propose that an organization’s approach to process management is similarly constituted by its approach across process categories, and that to build a stable sandcone the approach to, first, operational processes must be created (see Figure 2). This proposal has practical value, since it is the operational processes that directly impact on customers and so can yield quick benefits. Thus attention to the operational processes ensures capability of delivery; attention then moves to encompass support processes, since these in turn ensure the capability of the operational processes; attention to the direction setting processes recognizes that capability can only be maintained with good direction setting. The superordinate nature of managerial processes positions them outside the sandcone, with influences from the other categories. This sandcone model for business processes implies further propositions based on our findings. P1: As organizations develop their approach to business process management, moving through the sandcone, the appropriateness of techniques will change. Flowcharting methods are well tested in understanding operational and some support processes. However, the organizations in this phase of our research were discovering that such methods were inflexible for other types of process. Operational Operational + support Operational + support + direction setting Figure 2. A sandcone model for developing approaches to business process management IJOPM 17,9 896 The appropriate methodology for understanding the managerial and directionsetting processes may lie in the fields of systems thinking[37] and business dynamics[38] and the shape of a process for managing such processes needs further attention. Thus the appropriateness of â€Å"soft mapping† techniques increases as an organization moves through the sandcone. P2: As  organizations move through the sandcone there is an increasing impact on organization structure, with the need to address structural changes to reap the benefits from the process approach. Increasingly organizations will need to consider organization design as an explicit, rather than implicit, activity to ensure organizational effectiveness. This need not necessitate a move towards a complete process-based structure, but may mean a trade-off between process and functional structures[39]. This trade-off includes the need to consider factors such as personal relationships and cultural aspects. For example, in some organizations a purely processbased structure will be appropriate while in others the process-function matrix approach will be best utilized. P 3: We propose that there is an increasing need for maturity in TQM throughout the organization to ensure a successful process paradigm, as the organization moves through the sandcone. This raises the immediate question as to whether TQM is a necessity before a process-based approach can be effectively initiated. Certainly all organizations in this phase of our research had developed a TQM-based culture. It also raises questions as to whether the continual application of the radical end of the BPR spectrum[28-30] makes it impossible to address all process categories, with the associated lack of care for the human dimension and resulting demoralized workforce. P4: We propose that the degree of co-ordination across the organization increases with moves through the sandcone. As the process approach spreads through the sandcone it forces the question of what integration actually means for an organization and clarifies the requirements for coordination. This is readily understood for operational processes, with a key element being the elimination of barriers to flow. The co-ordination includes the need for a co-ordinated approach to measurement (an example is illustrated in the measurement section above). Further implications for operations management There is a clear message emerging from this research of the need to manage the boundaries between the categories of processes and between the processes themselves. The appropriate approach will be determined by the category of process being addressed and organizations may find the sandcone logic useful in placing their current position. There are different requirements at different points in the sandcone: knowledge and understanding of process flowcharting techniques at one end of the spectrum through to knowledge and understanding of â€Å"softer† mapping techniques; the need to consider the Implications of appropriate organization structure and trade-offs between process- and business process function-based structures; the degree of maturity in TQM; the degree of comanagement ordination desirable and possible and, in particular, the need for a co-ordinated approach to measurement. The research supports a view that there is a need to consider performance 897 improvement methods and concepts such as TQM, lean production and supply and â€Å"agile† manufacturing in a wider context, as applied to all business processes, and not just operational processes with the associated need to manage the interfaces between operations management and other disciplines. References 1. Armistead, C., Harrison, A. and Rowlands, P., â€Å"Business process re-engineering: lessons from operations management†, International Journal of Operations Production Management, Vol. 15 No. 12, 1995. 2. Garvi n, D., â€Å"Leveraging processes for strategic advantage†, Harvard Business Review, September-October 1995, pp. 77-90. 3. Oakland, J.S., Total Quality Management, Heinemann Professional, Oxford, 1989. 4. George, S., The Baldrige Quality System, Wiley, New York, NY, 1992. 5. Hakes, C., The Corporate Self-assessment Handbook for Measuring Business Excellence, Chapman Hall, London, 1995. 6. Hammer, M., â€Å"Re-engineering work: don’t automate, obliterate†, Harvard Business Review, June 1990. 7. Hammer, M. and Champy, J., Re-engineering the Corporation, Free Press, New York, NY, 1993. 8. Johansson, H.J., McHugh, P., Pendlebury, A.J. and Wheeler, W., Business Process Reengineering – Breakpoint Strategies for Market Dominance, Wiley-Hamilton, Santa Barbara, CA, 1993. 9. Davenport, T.H., Process Innovation: Re-engineering Work through Information Technology, Harvard Business School Press, Cambridge, MA, 1993. 10. Macdonald, J., â€Å"Together TQM and BPR are winners†, The TQM Magazine, Vol. 7 No. 3, 1995, pp. 21-5. 11. Mumford, E. and Hendricks, R., â€Å"Business process re-engineering RIP†, People Management, 2 May 1996, pp. 22-9. 12. Hinterhuber, H.H., â€Å"Business process management: the European approach†, Business Change Re-engineering, Vol. 2 No. 4, 1995, pp. 63-73. 13. Armistead, C. and Grant, A., â€Å"Business process management: the future of organisations?†, Proceedings of the Third European Academic Conference on Business Process Redesign, Cranfield University, 21-22 February 1996. 14.  Strauss, A. and Corbin, J., Basics of Qualitative Research, Sage, Newbury Park, CA, 1990. 15. Eden, C., â€Å"Cognitive mapping†, European Journal of Operational Research, Vol. 36, 1988, pp. 1-13. 16. Browning, J., â€Å"The power of process redesign†, McKinsey Quarterly, Vol. 1, pp. 47-58, 1993. 17. Tucker, M., Successful Process Management in a Week, Headway-Hodder Stoughton, Sevenoaks, Kent, 1996. 18. Melan, E., â€Å"Process management: a unifying framework†, National Productivity Review, 1989, Vol. 8, pp. 395-406. 19. Stewart, T., â€Å"The search for the organisation of tomorrow†, Fortune, May 1992, pp. 91-8. IJOPM 17,9 898 20. Ghoshal, S. and Bartlett, C., â€Å"Changing the role of top management: beyond structure to processes†, Harvard Business Review, January-February 1995, pp. 86-96. 21. Galbraith, J.R., Designing Organisations, Jossey Bass, San Francisco, CA, 1995. 22. Hendry, J., â€Å"Process reengineering and the dynamic balance of the organisation†, European Management Journal, Vol. 13 No. 1, March 1995. 23. Cameron, K.S., â€Å"Effectiveness as paradox: consensus and conflict in conceptions of organisational effectiveness†, Management Science, Vol. 32 No. 5, May 1986, pp. 539-53. 24. Majchrzak, A. and Wang, Q., â€Å"Breaking the functional mind-set in process organisations†, Harvard Business Review, September-October 1996, pp. 93-9. 25. Kroeber and Kluckhohn, â€Å"Culture; a critical review of concepts and definitions†, Harvard University papers of the Peabody Museum of American Archaeology and Ethnology, Vol. 47, 1952. 26. Ascari, A., Rock, M. and Dutta, S., â€Å"Reengineering and organisational change: lessons from a comparative analysis of company experiences†, European Management Journal, Vol. 13 No. 1, March 1995. 27. O’Brien, D. and Wainwright, J., â€Å"Winning as a team of teams – transforming the mindset of the organisation at National and Provincial Building Society†, The Journal of Corporate Transformation, Vol. 1 No. 3, 1993. 28. Childe, S.J., Maull, R.S. and Bennett, J., â€Å"Frameworks for understanding business process re-engineering†, International Journal of Operations Production Management, Vol. 14 No. 12, 1994, pp. 22-34. 29. Coulson-Thomas, C.J., â€Å"Business process re-engineering: the development requirements and implications†, Executive Development, Vol. 8 No. 2, 1995, pp. 3-6. 30. Crawley, W.J., Mekechuk, B.J. and Oickle, G.K., â€Å"Powering up for change†, CA Magazine, June/July 1995, pp. 33-8. 31. Deming, W.E., Out of Crisis, Cambridge University Press, 1986. 32. Wheeler, D.J., Understanding Variation – The Key to Managing Chaos, SPC Press, Knoxville, TN, 1993. 33. CIM-OSA Standards, CIM-OSA Reference Architecture, AMICE ESPRIT, 1989. 34. Araujo, L. and Easton, G., â€Å"Strategy: where is the pattern?†, Organisation, Vol. 3 No. 3, 1996, pp. 361-83. 35. Segal-Horn, S. and Bowman, C., â€Å"Strategic management and BPR†, in Managing Business Processes: BPR and Beyond, John Wiley Sons, New York, NY, 1996, pp. 85-101. 36. Ferdows, K. and De Meyer, A., â€Å"Lasting improvement in manufacturing performance: in search of a new theory†, INSEAD Working Paper, INSEAD, Fontainebleau, 1989. 37. Senge, P.M., The Fifth Discipline, Century Business, London, 1990. 38. Davies, M., â€Å"Business dynamics: business process re-engineering and systems dynamics†, in Managing Business Processes: BPR and Beyond, John Wiley, New York, NY, 1996, pp. 215-42. 39. Armistead, C.G. and Rowland, P., Managing Business Processes: BPR and Beyond, John Wiley, New York, NY, 1996, pp. 39-61.

The shear strength of soils

The shear strength of soils Introduction The shear strength of soils is essential for any kind of stability analysis. Therefore, it is important to determine reliable values. For this purpose triaxial tests are most appropriate. Nevertheless, direct shear tests are mostly performed to determine the shear strength of soils. From the tests result a clearer picture of the soil strata, there will be Direct Shear Test where the data can be interpreted and correlated info soil parameters. The soil parameters will be designed accordingly to the characteristic of the soil at the site itself. This case study is about evaluating contamination for the specific site. It involves the interpretation and manipulation of data from the Shear test and chemical tests. The whole process will be determination of contamination and measure its effect on the soil and then propose some remediation practices and methods. Part (1) Soils Contaminants Soils are categorized according to the contaminants present (type and amount); Soils that contain contaminants below regulatory concern Soils that contain hazardous waste Non-hazardous 1. Hazardous Soil that contains hazardous waste must be managed as such when contamination is above the nonhazardous waste limits or is otherwise classified a hazardous waste. The only options for soils that contain a hazardous waste are on-site remediation or off-site management as a hazardous waste. 2. Non-Hazardous Contaminated soil is non-hazardous when both of the following criteria are met: a. The contaminant levels are above the most stringent soil cleanup criteria established by NJDEP. b. The waste is not classified as a hazardous waste. 3. Soils That Contain Contaminants Below Regulatory Concern Soils that contain contaminants at levels that are below the most stringent site cleanup levels established by NJDEP for a specific site are not of regulatory concern with the exception of sites in the Pinelands Area Brownfield sites come in all sizes and shapes The Brownfield Law created four different cleanup â€Å"tracks.† Cleanup levels at these tracks are based, in whole or in part, upon the sites future anticipated use. A site to be used for industrial purposes, for instance, would not have to be cleaned up as much as a site intended for commercial use. (See Appendix A for a description of each of the tracks). Clesn Up Site cleanups can be conducted by federal, state, or local government agencies and/or their contractors, by private parties responsible for the discharge of the hazardous substances, or by purchasers of land who did not cause the contamination but are willing to pay for and conduct the cleanup. Private parties can be directed by DEP to conduct cleanups or individuals can come to the department voluntarily and offer to do part of or all of a cleanup. Cleanups can be conducted to allow for any future use of the land: from residences, schools, and day care centers to commercial buildings, or new industrial uses. Cleanups can also be conducted to turn formerly contaminated sites into parkland for passive and/or active recreation. The level of cleanup required to protect human health and the environment is determined by the end use envisioned for the property. Obviously, cleanup to more stringent standards is required when people will be living on the property, or when sensitive populations such as children will be using the property for schools or recreation. Protectiveness can be obtained by either totally removing the contaminants of concern, or by treating them, or by limiting access to the substances by creating barriers to contact, such as with soil or other types of capping material. Certain cleanups can be conducted â€Å"at risk† by private individuals, with little oversight by the state. However, cleanups involving ground and surface waters must be conducted with DEPs oversight because the state is the trustee for those natural resources. Most parties conducting remediation will come to DEP for oversight if they desire a â€Å"No Further Action† (NFA) letter at the end of the process. That letter certifies that the states regulations have been met as of a specific date, as described specifically in the letter. With the NFA comes a â€Å"Covenant Not to Sue,† which defines those parties who are no longer liable to conduct additional cleanup at the site. Part (2) Direct Shear Test A. Shear Strength In the Mohr-Coulomb theory of failure, shear strength has two components: one for inherent strength due to bonds or attractive forces between particles, the other produced by frictional resistance to shearing movement The shear strength of cohesionless soils is limited to the frictional component. When the direct shear test is used to investigate a cohesionless soil, successive tests with increasing normal stress will establish a straight line that passes through the origin. The angle of inclination of the line with respect to the horizontal axis is the angle of internal friction. Values of the angle of internal friction are given in the following table. If the soil is dense when tested, initially higher values for the angle of internal friction will be measured, but with increasing amounts of strain, the angle will decline to the approximate ranges seen in the Table. SOIL TYPE ANGLE φ, DEGREES Sand and gravel mixture 33 36 Well-graded sand 32 35 Fine to medium sand 29 32 Silty sand 27 32 Silt (non-plastic) 26 30 The shear strength of a cohesive soil is more complicated than a cohesionless material. The differences are due to the role of pore water in a cohesive soil. Most cohesive soils in field conditions are at or near saturation because of their tendency to hold moisture and their low permeability. When load is applied to a soil of this type, the load is supported by an increase in the pore-water pressure until pore-water can drain into regions of lower pressure. At that point, soil particles are forced closer together and the strength increases, just like a cohesionless soil. Time is an important factor however, because it takes longer for water to move out of a low permeability material. Direct Shear Test: Results of the direct shear tests should be evaluated statistically. The statistical assessment in the shear box test includes the values of friction angle (Ï•) and cohesion (c), derived from the Mohr-Coulomb regression line, and the (original) measured values of peak shear strength. In previous publications only the derived parameters Ï• and c were taken into account. As the most important result the investigations have shown that it makes a remarkable difference whether the pair of variables Ï• and c or peak shear strength is considered. http://www.csus.edu/indiv/c/cornwell/engineering/9-20-06.pdf Direct Shear Box Test Procedure: 1. Bring the shear box together http://www.civil.mrt.ac.lk/docs/direct_shear_test 2. Compact the soil sample (which has reached the optimum moisture content) in the mould. 3. Place the sample into the shear box 4. Record the weight of the applied load and place the loading plate on top of the upper porous plate http://www.civil.mrt.ac.lk/docs/direct_shear_test 5. Remove the alignment screws to hold the shear box together. 6. Tighten the diagonally opposite screws to reduce the frictional force. 7. Reset the dial gauges. 7. Apply the normal load. 8. Start the motor to produce the desired constant rate of shearing 9. Take readings from the gauges, a) Proving ring. b) Horizontal displacement. c) Vertical displacement. 10. When the shear load starts to reduce or remains constant stop the test http://www.civil.mrt.ac.lk/docs/direct_shear_test A. Data Proving ring Horizontal (0.001 in) Vertical Time 0 9.00 0.00 00:00 5 9.11 0.00 00:30 15 9.12 0.00 01:00 15.5 9.26 0.00 01:30 18.5 9.38 0.00 02:00 20 9.63 0.00 03:00 22 9.87 0.00 04:00 23 10.12 0.00 05:00 24 10.36 0.00 06:00 23 10.62 0.00 07:00 24 10.87 0.00 08:00 26 11.12 0.00 09:00 25 11.37 0.00 10:00 26 11.62 0.00 11:00 27 11.87 0.00 12:00 27 12.12 0.00 13:00 27.5 12.37 0.00 14:00 28 12.62 0.00 15:00 28 12.87 0.00 16:00 29 13.11 0.00 17:00 28 13.37 0.00 18:00 31 13.62 0.00 19:00 29.5 13.87 0.00 20:00 Results Shear stress Kpa Horizontal (0.001 in) Time 0.000 9.00 00:00 0.951 9.11 00:30 2.862 9.12 01:00 2.950 9.26 01:30 3.528 9.38 02:00 3.812 9.63 03:00 4.194 9.87 04:00 4.381 10.12 05:00 4.577 10.36 06:00 4.381 10.62 07:00 4.577 10.87 08:00 4.959 11.12 09:00 4.763 11.37 10:00 4.959 11.62 11:00 5.145 11.87 12:00 5.145 12.12 13:00 5.243 12.37 14:00 5.331 12.62 15:00 5.331 12.87 16:00 5.527 13.11 17:00 5.331 13.37 18:00 5.527 13.62 19:00 5.625 13.87 20:00 FAILUER = 5.527 kpa. Part (3) Contamination Assessment PH Measurements: PH measurements were measured against TSS results, While no apparent correlation was found between pH and salinity; samples presenting higher pH generally had higher TSS concentrations, as indicated in the figure below. The addition of cement (and its effect on turbidity) appears to have had a noticeable effect on pH. In addition to the various testing that was performed as part of this study, two additional studies beyond the original scope were conducted: (a) an evaluation of the effect that organic content found within silt sediments would have on soil-cement hydration and strength gain, and (b) an assessment of whether the cement stabilization/solidification of contaminated sediments immobilizes organic and inorganic contaminants within the sediment. Part (4) Remediation. Chemical Fixation And Solidification Taking into consideration to select the best fit remediation method and conserve ecosystem and trying not to undergo major landscape disruption. One alternative to dredging and disposing of contaminated sediment is to solidify the sediment in-situ using CDSM, and cover the stabilized sediment with a cap. In this scenario, the mixing is a viable way to reduce the potential for highly contaminated sediments to be eroded over time by natural hydrologic events, vessel traffic or dredging. In situations where decisions regarding removal of sediment have not yet been made or if management alternatives (decontamination) are not yet fully developed, the CDSM technology can be used to stabilize sediment for later removal. Chemical fixation and Solidification, CFS, also commonly referred to as Solidification/Stabilization Treatment, S/S, is a widely used treatment for the management of a broad range of wastes, especially those classified as hazardous. The initial application of the technology in the United States dates back to the 1950s when it was fruitfully used to treat and dispose of radioactive waste. The USEPA considers S/S an established treatment technology, and has identified it as the best demonstrated available technology, BDAT, for 57 RCRA-listed wastes. It is anticipated that 30% of the CERCLA (Superfund) remediation sites include the use of S/S. There is an ample body of technical literature that documents the fundamentals for applying S/S, as well as the practical experience using the technology in a wide variety of wastes, contaminants and chemical matrices. The applicability of using S/S to immobilize the principal contaminants in the Passaic River sediments was evaluated. The following sections briefly summarize those findings. There are several additives mentioned in the literature as potential enhancers of the PCB immobilization. These depend on the particular conditions of the application: 1. Organically modified clays 2. Activated carbon 3. Ferric hydroxide 4. Rubber particulate A well-documented case where S/S was used for the immobilization of PCBs in contaminated soils is provided in the Yellow Water Road Dump in Duval County, Florida. Where In that case, a superfund site that started remedial action in 1984 was removed from the NPL in 1999. During the remedial activities, 4472 cubic yards of PCB contaminated soils were excavated and treated with S/S and placed back within the former operations area of the site. A groundwater monitoring program was established, and monitoring wells were installed to evaluate the future need for contingent pump-and-treat remedy. The site was monitored as part of the EPA five-year review program. In September 2000, the five-year-review report established that the selected remedy remained protective of human health and the environment. Site inspections and groundwater monitoring continue to ensure long-term protectiveness. Out-Of-State Recycling For recycling soils out-of-state, a written determination from NJDEP is required as to the non-applicability of the solid waste management regulations set forth in N.J.A.C. 7:26-1 et seq. For sites without a Site Remediation Program lead (i.e., Industrial Site Recovery Act, Bureau of Underground Storage Tanks, Bureau of Field Operations) and for the recycling of soil as a solid process waste, contact the Bureau of Resource Recovery and Technical Programs (609/984-6985). Sites with a Site Remediation Program lead must send this information in lieu of a Soil Reuse Proposal to the assigned case manager for an approval. The following are the standard requirements pursuant to (N.J.A.C. 7:26-1) for approval to send soils out-of-state: a. A letter, sent to the Bureau of Resource Recovery and Technical Programs from the generator of soil, certifying that the soil in question has been analyzed or is known in accordance with N.J.A.C. 7:26G-5.1 not to contain a hazardous waste. This also must include any necessary test results documenting that the soil contains constituents and hazardous waste characteristics below their regulatory levels. b. A letter sent to the Solid and Hazardous Waste Division from the receiving a facility stating that they agree to accept the specified amount of soil, indicating intention and method to beneficially use or reuse the soil and the time frame for such activity from the date of receipt at the facility. In addition, a copy of this information must be sent directly to the solid waste coordinator of the county of the soils origin. c. A letter sent to the Solid and Hazardous Waste Division from the proper regulatory agency of the receiving state or a copy of a current facility permit verifying that facility is operating in accordance with applicable rules and regulations and can accept the soils for the declared use/reuse. d. Once the soil is delivered to the identified use/reuse facility, a letter from the facility or a bill of lading stating the date and amount of soil received must be sent to Solid and Hazardous Waste Division and the solid waste coordinator of the county of the soils origin. Operational Landfill Cover Operating landfills that are permitted to accept ID 27 waste may use non-hazardous soil for daily landfill cover with approval from the Bureau of Landfill and Recycling Management. Fine grained soils which may create erosion problems or are easily windblown are prohibited for use as daily cover. Brownfield sites are found in both urban and rural settings and the present challenges that make the cleanup and redevelopment of these sites unique as compared with other real estate projects. Brownfield sites deal with four key issues, including: Environmental Liability Developers, land owners, and prospective associated with the propertys history can be successfully addressed. Financial Barriers Private financial institutions or investors may be reluctant to provide loans for sites impacted by real or perceived environmental contamination. Cleanup Activities Redeveloping a brownfield site may take longer than that of a typical real estate development if remediation is warranted. Feasible Reuse A viable plan for putting the site back into productive use based upon the localitys goals and well researched information are critical to successful redevelopment. Despite these challenges significant opportunities exist for brownfield redevelopment which can economically revitalize an area and improve the quality of life for communities. Brownfield redevelopment is also an ideal time to integrate a number of sustainability features that can result in improved storm water management, reduced air emissions and energy consumption, and preserve the history and culture of our communities. The purpose of this guide is to provide a starting point for information about brownfield redevelopment planning, regulatory considerations and resources available from the federal Environmental Protection Agency (EPA) and the Iowa Departments of Economic Development and Natural Resources. 6. References 1- NJDEP. Discussion Paper on Landfill Closure and Remediation Issues.(1993). 2- Environmental Protection Agency. Handbook for Remedial Action at Waste Disposal Sites. 3- Bujang B.K. Huat et al., (2007) Modified shear box test apparatus for measuring shear strength of unsaturated residual soil , Faisal Hj. Ali, S.Hashim , Thomson Gale (December 27, 2007) 4- Marcel van der Perk, (2009), Soil and Water Contamination: From Molecular to Catchment Scale, TF Books UK; 1 edition (January 28, 2009) Appendix A Description Of The Brownfield Cleanup Tracks The statute establishes four different â€Å"tracks† that a developer can follow in remediating a site. Under Track 1, a remedial program â€Å"shall achieve a cleanup level that will allow the site to be used for any purpose without restriction and without reliance on the long-term employment of institutional or engineering controls.† ECL 27-1415(4). With respect to soil remediation, the statute directs that Track 1 cleanups â€Å"shall achieve† the generic SCOs designed to allow for unrestricted future use of the property. Id. A developer who remediates a site to Track 1 standards receives a greater tax credit than is available for remediation under the other three tracks. Under Track 2, a remedial program â€Å"may include restrictions on the use of the site or reliance on the long-term employment of engineering and/or institutional controls.† ECL 27-1415(4). With respect to soil remediation, however, the statute directs that a Track 2 cleanup â€Å"shall achieve† the generic SCOs appropriate for the future use of the property â€Å"without the use of institutional or engineering controls to reach such objectives.† Id. Under Track 3, the developer does not need to achieve the generic SCOs, but instead â€Å"may use site specific data to determine† soil remediation objectives. ECL 27- 1415(4). Those sitespecific objectives must â€Å"conform with the criteria used to develop† the generic SCOs. Id. Like the generic SCOs, soil remediation objectives developed by the applicant pursuant to Track 3 â€Å"shall not exceed an excess cancer risk of one in one million for carcinogenic end points and a hazard index of one for non-cancer end points,† except where rural soil background contamination exceeds that risk level. ECL 27-1415(6)(b). A Track 4 remedial program â€Å"shall achieve a cleanup level that will be protective for the sites current, intended or reasonably anticipated residential, commercial, or industrial use with restrictions and with reliance on the long-term employment of institutional or engineering controls to achieve such level.† ECL 27-1415(4). The statute instructs that â€Å"[f]or Track 4, exposed surface soils shall not exceed the generic contaminant-specific [SCOs] developed for unrestricted, commercial, or industrial use pursuant to this subdivision which conforms with the sites current intended, or reasonably anticipated future use.† ECL 27-1415(6)(d). The statute defines â€Å"exposed surface soils† as â€Å"two feet for sites used for residential use and one foot for

Heart Of Darkness :: essays research papers

Heart of Darkness ?gHeart of Darkness?h, written by Joseph Conrad, holds thematically a wide range of references to problems of politics, morality and social order. It was written in a period when European exploitation of Africa was at a gruesome height. Conrad uses double oblique narration. A flame narrator reports the story as told by Marlow, assigned to the command of a river steamboat scheduled to transport an exploring expedition. Kurtz is a first-agent at an important trading post of ivory, located in the interior of the Congo. Both Marlow and Kertz found the reality through their work in Africa. Marlow felt great indignation with people in the sepulchral city after his journey to the Congo region because he discovered, through his work, the reality of the universe, such as the great virtue of efficiency, the darkness in society and individuals and the surface reality. When Kurtz found himself on his deathbed and he said ?gThe horror, The horror referring to his life in inner A frica, which caused him disintegration. Marlow emphasized the virtue of ?gefficiency?h throughout the story because he thought of it as the only way to survive in the wilderness. After seeing the dying natives in the forest of the outer station, Marlow described them as ?ginefficient.?h Under ?gthe devotion to efficiency,?h incompetent people were excluded from society. Only efficient people can survive. For example, since Kurtz was the most efficient agent, with regards to producing ivory, his employers respected his achievement and regarded him as an essential person. However, once he fell into disintegration, he was considered no more the than dying natives and thus was treated as if he were dead. He was then buried in the darkness. The symbol of inefficiency was the color green. Marlow illustrated a picture of dying natives, when he said, ?g[They were] black shadows of disease and starvation lying confusedly in the greenish gloom?h(20). Another example of inefficiency is shown i n the description of the body of Marlow?fs predecessor as ?gThe grass growing through his ribs was tall enough to hide his bones?h(13). Marlow realized the real darkness did not existed in Africa but in Europe, and not in Africans but in Europeans who engaged in colonial exploitation, including Kurtz. Due to the natives?f physical features and customs like cannibalism, Marlow defined Africans as the darkness. On the other hand, he considered Europeans as the light because of his illusions of civilization.

Salvation on Sand Mountain by Dennis Covington Essay -- Religion, Spir

Dennis Covington writes about a unique method of worship—snake handling, in his memoir, Salvation on Sand Mountain. He begins as a journalist, looking in on this foreign way of life; however, as time progresses he increasing starts to feel a part of this lifestyle. As a result loses his journalistic approach, resulting in his memoir, detailing his own spiritual journey. Upon the conclusion of his stay in this world, Covington realizes the significance of this journey, and argues in his memoir that we cannot entirely know ourselves until we step outside of our comfort zone and separate ourselves from our norm. It is almost as if Covington was in a dream or some sort of trance throughout this whole experience. He begins as a journalist covering an eccentric trial. Instead of leaving this world after the conclusion of the trial, he is intrigues and uses journalism to get a closer look and this unfamiliar practice. He becomes intoxicated with this fascination causing him to forget his initial intentions as a writer, and begins to act and feel as if he is one of them. It is only until he disagrees with the way they feel about women, Covington is forced to wake up from his dream and come back to life, finally realizing he this is not where he belongs or wants to be. The author says, â€Å"I think he knew what he was doing in releasing me back to the wider world† (236). Covington says, â€Å"It was as though nothing has happened, but of course everything had. I knew it could never be the same with the handlers. I had found my people. But I had also discovered that I couldn’t be one of them, after all. Knowing where you come from is one thing, but its suicide to stay there† (236). Everybody at that moment knew that his prescribed time... ...ife, and he does not want to end up like them. He says, â€Å"It’s sad, in a way. I wish I could assure the Porter and the McGlocklins and all the others that we can be friends as long as we like, but that I won’t be taking up serpents anymore. I refuse to be a witness to suicide, particularly my own. I have two daughters to raise, and a vocation in the world† (238). He finally acknowledges his place in the world, is ready and happy to fulfill his calling. It is evident that the author Covington has a strong ethos, which he uses to convey his argument to his readers. His argument becomes clear only at the end of the memoir, which is intentional; readers had to see the entirety of his journey in order to fully understand his underlying message. The author successfully conveys the message of self-purpose through his own struggles and experiences written in his memoir.

African philosophy Essay

In a class there is a learner with low interpersonal skills. The learner is withdrawn and doesn’t seem to be integrating with other learners in class activities. The key point as a teacher is how to encourage the learner to be more self-confident in and out of a classroom environment. The issue for the learner may be behavioural, a home issue or a negative attitude, causing the inability for the learner to work with peers in the classroom. The method of counselling would be applied through African philosophy. The focus placed on the learner by giving him/her a deeper understanding of themselves and to build a sense of community in the classroom. Hopefully this may establish an identity and give the learner the ability to approach life in a holistic manner. The teaching style applied may be contributing to the non-involvement of the learner. An indication would be made to the learner to understand that they cannot exist alone. Thus building a better out-look for the learner thr ough the teachings of African philosophy embodied in the word Ubuntu, which means humanity. African philosophy is focused on a joint well-being of that community. The individual can be Umuntu because of that community. â€Å"No man is an island†. An individual is who they are because of past generations and people around them in that community. African philosophy is about being able to build communities and give people a sense of identity and a sense of belonging. In many ways it encourages individuals within that structure to be humble and also allows one to have a profounder acceptance of ourselves. African Philosophy enables one to enquire about the importance of tradition and the values they equip an individual with. The concept Ubuntu is a focal point in African philosophy, which cannot just be reduced to tradition practices. African philosophy is a technique to adjust one’s life, which is focused on a western way of existence. It enables that individual to simplify the human experience. African philosophy is embodied by religious and moral beliefs of the African people as a continent. By any means this concept shouldn’t be watered down to a simple form. It embodies the views on life and methods or ability to question its own traditions. This philosophy gives us insight on what it is that makes us human beings. Ethno-philosophy contains communal customs, which enables Africans to be Africans. (poems, taboos and  religions). In my mind this is what gives specific cultures their identity and a sense of pride. The questions of who I am and where do I come from, easy to answers. The oral tradition of izithakazelo gives a lot of African people identity and family history. I am who I am because of my community. Henceforth â€Å"Umuntu ngumuntu ngabantu† Sage philosophy is gear for indigenous thinkers, who didn’t have the benefit of modern education although they are thought to be critical thinkers. They are able to use their judgement based on an inborn insight and understanding of their environment. These are the people who question the authority of those in power in specific communities. It allows decision and ideas to be thought out and critical looked at to see what will benefit the community. As a country it is vital we develop critical thinking at all levels of education and society. Allowing us a country to questions ideas, that makes states function. These people specifically in South Africa are thought to be problem causes as they have views which differ from those in authority and communities. The critical thinkers represent those who cannot voice their views because of fear or any other oppression methods. The capacity to scrutinize your surrounding and have the understanding  certain components will not benefit the great community. We continue using methods of western civilization and see the effects they have at higher levels of society and expect them as the norm. If we live in Africa we need to focus upon things that set us apart. African philosophy should be introduced at schools. This would help learners acquire critical thinking skills and give them a sense of community. The principles of African philosophy are also adapted by leaders who have been educated in western philosophy such as empiricism, existentialism and existentialism. Thus as unique African philosophy maybe or can be connected to elements of western teachings. Critical thinking in essences is investigating consistent and suitable understanding of the world. The saying that says information is power, although that information has to be insightful and instil skilful thinking that helps an individual to understand what to believe or how to react. An individual that think  critical is able to inquire by asking the correct questions and is able to logically reason through information. They are then able to reach unfailing and dependable answer about the world and environment. Critical thinkers are able to look for issues that have a great imbalance, ask questions and present answers that may challenge the old ways and systems in place. In general most people are geared to be led and there fore don’t challenge authority figures in their societies. One downfall is those individuals aren’t able to think for themselves and tend to drift with the stream and rely upon those in power. To be a critical thinker gives you the ability to be an individual in society who contributes and has an understanding of what makes the society function. The advantages instilling into individuals is a sense of community and how one should be governed and led. At the core of this philosophy is Ubuntu that focuses on caring, sharing and forgiveness. Humans exist and grow by developing relationships with others. â€Å"I am because you are† Things western may not be suited for all Africans or Africa. The sad case is most Africans have adapted the western life style and the sense of Ubuntu has lost meaning especially with the youth. The disadvantage of the African philosophy is that it doesn’t challenge power structures and is unable to accept women and men as equals. It doesn’t encourage critical thinking and ignores the needs of the individual and accepts cruel superstitious practices. African society tends to have strong beliefs in the natural and supernatural and doesn’t differentiate between the two. (e.g. female circumcision and witch hunts) Bibliography Higgs, P & Smith, J. 2013 reprint. Rethinking our world. Cape Town: Juta. W. Lawrence Neuman. 1997,1994,1991. Social research methods. 160 Gould street, Needham Heights, Ma 02194. Allyn & Bacon.

Major depressive disorder in children

Depression is fast becoming one of the most widespread illnesses affecting the youth today. It is often described in layman’s terms as a condition in which a certain individual feels sadder than normal, as having the case of â€Å"the blues†, or of being uncharacteristically disheartened and miserable. However, Major Depressive Disorder (MDD), also known as clinical depression, is characterized as a psychological disorder wherein an individual is rendered incapable of removing himself or herself from a persistent sense of sadness and a lessened interest in all of his or her activities. These symptoms must persist for a period of no less than 2 weeks in order for a diagnosis of Major Depressive Disorder to be made. (Watt & Markham, 2005) Other symptoms of MDD include feelings of worthlessness, significant weight change, listlessness, thoughts of death. Watt & Markham (2005) posit that MDD has biological factors in its etiology in children. These involve genetic make-up and hormonal imbalance. Other factors contributing to MDD include psychological and environmental factors. Psychological factors may involve functions of learned helplessness, melancholia, and depressive character traits which all contribute to the eventual self-defeating way by which the child will view the world. Environmental factors include stressful life events such as the loss of a loved one or a child’s negative experience in one of the social roles he or she plays. Social roles in children often include those they have in their families and in school. Not being able to successfully fulfill these roles can again lead to self-defeating thoughts and to feelings of worthlessness in the child. Psychological, environmental and biological factors all play an equal role in contributing to a child’s eventual experience of MDD. It is most likely that all these factors are at play to a certain degree in a clinically depressed child. What is clear, however, is that the foundation of MDD in the depressive child’s life is far-reaching and broad. It stems from many different aspects of the child’s persona and as such affects all these aspects in turn. All three factors must be taken into consideration. However, because children are still in an unbalanced state of development, their psychological and biological states are still in a precarious condition. This renders Major Depressive Disorder in this age group closed to certain types of treatment for depression. Only a few types of treatment have been found to have efficacy in reducing depressive symptoms in children. And even then, these few treatments have not all been able to provide truly child-friendly ways of dealing with depression. One of the treatments for MDD, which has received much interest from researchers, is pharmacotherapy. This involves the intake of drugs, tricylcic antidepressants (TCA’s) and selective serotonin reuptake inhibitors (SSRI’s), to suppress and decrease the symptoms of MDD. However, it has been seen that most research findings conflict in presentation of efficacy of pharmacotherapy treatment for adolescents and prepubescent children. (Milin et al, 2003) Electroconvulsive therapy, which involves introducing an electric shock to the individual’s system, also has greater efficacy in treating MDD in adults. However, the application of this treatment on adolescents and prepubescent children proves to be problematic. (Milin et al, 2003) Numerous ethical issues must be considered before psychologists and psychiatrists can test electroconvulsive therapy on children. One of the safest and least dangerous treatments that are applicable to clinically depressive children is psychosocial therapy. This includes Cognitive Behavioral Therapy (CBT), interpersonal therapy, and family therapy. Treatment for Major Depressive Disorder, however, may not be limited to merely one type. Combinations of the different classes of treatment can be made in order to create a greater chance of improvement and recovery for the individual. (Milin et al, 2003) Combining CBT with antidepressant medication has shown results that prove the combination to be more effective in treating depression than simply applying one of the given treatments alone. (Rupke et al, 2006) Combining CBT with different psychosocial therapies such as family therapy, wherein the family is educated on the condition of the child, has also proven to be a much more effective treatment style. (Asarnow et al, 2002) Personally, I would choose to administer CBT over the other therapies because it provides the most flexibility in terms of addressing specific types of depression experienced by the individual. (Asarnow et al, 2002) In treating a child with MDD, individualization is essential. The treatment style that would best fit the child’s lifestyle and personality should be chosen. The CBT sessions will be fitted to match specific aspects of the child’s depression. The first step I would take would be to assess the child in terms of the type of depression he or she has. We would then pinpoint, together, the negative automatic thoughts he or she is prone to have. We would trace the specific situations and environments which lead him or her to this kind of negative thinking and to behavior characteristic of depression. Upon establishment of the child’s behavior patterns, goals for the CBT sessions will be set. To what extent does the child want to reduce his or her symptoms of depression? This will allow him or her to develop a sense of involvement in his or her own treatment. Having the child set his own goals gives him or her greater motivation to accomplish them. At first the child will be asked to simply monitor himself or herself by keeping a log of his or her behavior. The log will consist of the initially pinpointed negative thoughts and behaviors that the child has chosen to change. The instances he or she has pinpointed will also be monitored and kept in the log. The first 2 weeks of data in the log will serve as the baseline. The log will be assessed by the child with my guidance after baseline is set. He or she will be guided to acknowledge the cognitive distortions he or she makes in certain situations. These may include catastrophizing, black and white thinking, fortune telling and the like. These are maladaptive and only increase the child’s sense of misery, which is a chief characteristic of MDD. For example, if the child admits to always thinking that everything that goes wrong is his or her fault, he or she will be shown the irrational foundations of this belief. Afterwards, different ways of reacting and behaving will be conceptualized in order to replace the previous behavior and cognitions. The child will be guided to realize that external situations and individuals are outside his or her control but that the way he or she reacts, his or her perception of these events is what he or she can control. The log will be continued in order for the child and myself to monitor his or her progress. In it, he or she will also place details of assigned homework. Homework will involve practicing the new behaviors and way of thinking we devised together. This is essential to the CBT sessions. The bulk of the therapy’s success will rely on the child’s constant practice. Coping mechanism such as relaxation techniques, meditation and the like will be taught in order to assure continued progress in the child’s treatment from depression. These coping and relaxation mechanisms will also be assigned as homework. Later on, activities which the child previously avoided will be performed in the hopes of creating for the child a new schema. This will instill in the child a renewed self-confidence and a new self-image. Other social activities will also be pinpointed, in which the child will engage, as a means of reinforcing the positive schema he or she is gaining about himself or herself and the world. Family intervention therapy may also be an option should the child’s family want it. References Asarnow, J. R., Scott, C. V., & Mintz, J. (2002). A combined cognitive-behavioral family education intervention for depression in children: a treatment development study. Cognitive Therapy and Research, 26(2), 221-229 Rupke, S. J., Blecke, D., & Renfrow, M. (2006). Cognitive therapy for depression. American Family Physician, 73(1), 83-86 Walker, S., & Chow, J. (2003). Major depressive disorder in adolescence: a brief review of the recent treatment literature. Canadian Journal of Psychiatry, 48(9),600-606 Watts, S. J., & Markham, R. A. (2005). Etiology of depression in children. Journal of Instructional Psychology, 32(3), 266-670