Aristotle's Ideas about Reality Article Example | Topics and Well Written Essays - 750 words

Aristotle's Ideas about Reality - Article Example This fundamental difference between the thinking patterns of the two Greeks resulted in a dualistic approach to comprehend Reality, each with its own arguments and counter-arguments. Plato believed that the world is a timeless, ordered cosmos whose reality transcends the temporal and empirical manifestation of the concrete surroundings on Earth. He hypothesized the existence of Forms, or Ideas, which represent the true Reality of the universe, and which are found in the world which we perceive in a combination of various degrees at various instances. Each manifestation in the world has an Idea which transcends it. For example, a chair gets its property of being a chair through the transcendent Form of Chair, which represents the common quality among all chairs in the world. As we break the chair to make a stool, the degree of Chair in that element decreases, and the degree of Stool (the transcendent Idea of Stool) in the element increases, till a point, is reached when the ‘Sto ol’ property (rather, Stooges) of that element overcomes the ‘Chair’ property (or rather, Chairness). At this point, the element transforms from a chair into a stool, and this is all due to the ‘Ideas’ which manifest themselves in that element. In such a way, Plato perceived, there were ideas for everything evident in the world, which was the pure representation of that quality. The Form of Beauty was pure beauty which manifested itself in various elements on the Earth to a varying degree.

Employing Strategy in a Competitive Environment Research Paper - 1

Employing Strategy in a Competitive Environment - Research Paper Example It is important for the organization to review all the employment policies and do necessary changes to maintain its good brand reputation. Economical Growth of US economy got affected due to recent financial crisis and economic recession. Recently, people are trying to consume low priced quality products. In addition to this, competitive pricing strategy of several local and international competitors is affecting the market share growth of Walmart (Lamb, Hair & McDaniel, 2008). It will be effective if the organization tries to introduce economically priced differentiated products by reducing its business operation cost. Social The organization terminated employees during and after the financial crisis and recession. Although it is considered as the leading employer within the country, but this strategy affected its brand image. They need to focus on employee specific strategies and business practices in order to get support from government and stakeholders. Technological Technologica l development of US motivated Walmart to implement advanced technology in business operation process. This adoption of advanced technology is resulting in job loss of employees. It is creating a negative image and perception. The organization should use both manual and automatic process in business organization. A technological process or machine cannot run without effective knowledge of employees. Environmental Recently the organization faced several environmental issues regarding cutting of trees in order to produce and distribute wooden furniture to the target customers. Walmart should follow each and every environmental policy developed by government and should use substitute resources of wood in furniture manufacturing process. It would not hamper the market share as demand of customers is ever rising. Strength and Weaknesses This part of the report will evaluate the organization’s strengths and weaknesses based on above environmental scan. Strengths Walmart is the large st employer in US. The organization gets huge political support from the government as it helps to minimize the unemployment rate of the country. In addition to this, adoption and implementation of advanced technology in business process is helping the organization to meet customer satisfaction and current market demand. Differentiated product line is helping the organization to achieve phenomenal market share growth (Draft, 2009). Continuation of these strategies and business practices will help organization to reduce business operation time and develop a potential client base that can be considered as major competitive advantages. Weaknesses Lack of sustainability in business operation, failing to follow environmental policies, job loss during the economic slowdown and critical workplace conflicts are considered as major weaknesses of Walmart (Pride & Ferrell, 2004). The organization needs to reform and modify their business operation strategies to mitigate business associated ris ks and challenges. Competitors K-Mart is one of the major and leading competitors of Walmart in US market. K-Mart also operates within the same industry with similar kind of business model. This retail chain offers differentiated products in competitive price to increase the number of target customers and market share. But Walmart has effectively introduced several unique strategies that helped them to achieve potential competitive advan

Dealing With Challenging Behaviour Education Essay

Dealing With Challenging Behaviour Education Essay The Case of Boy A Boys A, along with his friends fight inside and outside of school, and are involved in binge drinking and other nuisance behaviour within the community. He migrates between his two separated parents. He is not given adequate boundaries or supervision. The mother has stated to the school and local community support officers that she is unable to control him. His form teacher believes that other agencies should be involved. Other teachers are threatening not to teach him. He is described as a disruptive child with behavioural problems that affect the rest of the class. His grades are below average and his attendance poor. The police are aware of him, although no charges have been brought. Residents have campaigned to have his family evicted due to his anti-social behaviour. 1.2 Introduction The local council has commissioned this report and its aim is to explore a range of strategies to better deal with challenging behaviour of the type exhibited by Boy A. Initially the report shall seek a definition of the term challenging behaviour. Then shall endeavour to meet its aims through an analysis of a range of existing efforts employed by various agencies, whilst discussing how they might be relevant to our case study, and by extension to challenging behaviour in the wider context. 1.3 Challenging Behaviour: A Definition Emerson (2001:3) has defined the term thus: Culturally abnormal behaviour of suchà ¢Ã¢â€š ¬Ã‚ ¦that the physical safety of the person or others  is likely to be placed in serious jeopardy, or behaviour which  is likely to seriously limit use of, or result in the person  being denied access to, ordinary community facilities Whilst this would perhaps serve to define the behaviour of Boy A, it cannot help us explain its causes. This report shall explore the aspects of his life that may cause this behaviour, and the strategies that can challenge that behaviour. 2.1 Challenging Behaviour in a School Setting The 2005 Ofsted report, Managing Challenging Behaviour analysed anà ¢Ã¢â€š ¬Ã‚ ¦account of behaviour in schools based on national evidence (Ofsted, 2005:3), the main type of which was the à ¢Ã¢â€š ¬Ã‚ ¦persistent, low level disruption of lessons thatà ¢Ã¢â€š ¬Ã‚ ¦ interrupts learning (Ofsted, 2005:4). Acts of verbal or physical abuse aimed at peers were found in the majority of schools, whilst abuse aimed at teachers was less common. Acts of extreme violence were very rare and mostly directed at fellow pupils. The average percentage of primary schools, where behaviour is rated as good or better stands at 85.3% for primary schools, but only 73.3% for secondary schools. A reason for this is given by Emerson, (2001:24) who states that the à ¢Ã¢â€š ¬Ã‚ ¦prevalence of challenging behaviour appears to increase during childhood, reaching a peak during the age range 15-34. Exclusions from all schools dropped from 11,181 in 93/94, to 9,290 by 2002/03, showing perhaps that schools are dealing with challenging behaviour in more proactive ways. However, studies have shown that some schools operate a policy of backdoor exclusions, whereby a disruptive childs parents are offered the chance to transfer that child to another school, hence keeping the schools exclusion rate artificially low (Wright Weekes, 2000). Arguably, this policy is growing in popularity, warping the figures. Boys are more likely to be disruptive than girls all through education. Often disruptive pupils joined the school late in a school year and struggle to form relationships with pupils and staff. Many are in care or from troubled families. Significant numbers have irregular attendance causing disruption to learning and the development of relationships. A third of pupils with behavioural difficulties in secondary schools have special educational needs. 2.2 Effective Strategies That Challenge Behaviour The Ofsted report highlights strategies taken by schools to tackle challenging behaviour. Behavioural policies that set out expectations consistently and fairly are more effective at challenging behaviour. McNamara Moreton (2001) further this by advocating the use of pupil devised classroom charters. These are seen by the authors to be especially beneficial to pupils with behavioural difficulties such as Boy A, arguably because they have the effect of encouraging good behaviour through peer pressure. The reinforcement of good behaviour. Behaviourists suggest that teachers should à ¢Ã¢â€š ¬Ã‚ ¦identify positive behaviourà ¢Ã¢â€š ¬Ã‚ ¦by the pupil and reward this behaviour (McNamara Moreton, 2001:31). This may be beneficial to pupils like Boy A, who can perhaps feel victimised by staff who constantly highlight their negative behaviour. Multi-agency approaches, involving educational welfare officers, social workers, psychologists and others if required (General Teaching Council for England, 2007) are essential. This can be achieved through Behaviour and Educational Support Teams (BESTs), where teams of professionals are given a mandate in a school to tackle challenging behaviour. A recent government report found that for schools participating with BESTs there was an increase in attendance and a decrease in fixed time exclusions (DfES, 2005). However according to the Ofsted (2005:21)report there appears to be a reluctance by schools and/or LEAs to use this multi-agency model, with only half of schools having a satisfactory relationship with key agencies such as social and health services. 3.1 Boy A: Effective Strategies Learning mentors work within schools to coordinate activities to support students with behaviourial problems (General Teaching Council For England 2007). This could arguably give Boy A the degree of supervision in his education missing from his disjointed home life, whilst improving his irregular attendance (absenteeism being within their remit). Family therapy sessions and parenting courses can equip parents with skills for improving the behaviour of their child (ibid, 2007). Boy As mother has stated that she is unable to control him, so help such as this could be an step towards challenging his behaviour through improved parenting. Taking pupils like Boy A out of the school environment and placing them into a centre where less emphasis is put on academic achievement could arguably help those such as Boy A. It could also be a way of avoiding excluding pupils, which may only serve to further label them as unmanageable. These centres, whilst still teaching the core of the curriculum, also have lessons on alcohol/drug awareness and citizenship, as well as a provision for training programmes (ibid, 2007). 4.1 The CJS Approach to Challenging or Offending Behaviour Crime and Disorder Act 1998 (CDA 1998) Established the Youth Justice Board (YJB) and Youth Offending Teams (YOTs), and measures aimed at curbing youth offending such as anti-social behaviour orders (ASBOs), parenting orders and curfew orders for the under 10s. Youth Justice and Criminal Evidence Act 1999 (YJCEA 1999) Established the referral order, whereby offenders aged 10-17 who plead guilty to a first time offence are referred to a YOT. Criminal Justice and Police Act 2001 (CJPA 2001) Further extended the remit of curfew orders to apply to under 16s, or to a specific area rather than any individual. (Crawford Newburn, 2003) These acts of legislation form the basis of the new youth justice reforms of the then Labour government, whose aim were to shift resources away from processing young offenders, to preventing them from offending in the first place (Crawford Newburn, 2003). The advent of YOTs, which a youth can be referred to if they plead guilty to a first time offence, has come in for general praise from most quarters (NACRO, 2002). Their aim is to divert youths away from the formal CJS and into a setting more focussed on behavioural intervention than punishment. Offenders are expected to participate in a program of rehabilitation featuring a strong element of reparation, that also deals with the causal risk factors of further potential offending. Other behavioural strategies such as ASBOs have been widely criticised for à ¢Ã¢â€š ¬Ã‚ ¦contributing to a policy of social exclusion that disregards the rights ofà ¢Ã¢â€š ¬Ã‚ ¦young people (Burnett Appleton, 2004:49). 4.2 Youth Offending Strategies within the CJS This section shall discuss the options that are theoretically open to the CJS in dealing with behaviour such as Boy As. Parenting orders can be given if a child truants, offends or is subject to an ASBO. Parents are required by law to attend guidance sessions, and fulfill any conditions attached to an order, such as attending meetings with teachers or ensuring that their child is properly supervised (Youth Justice Board, nd). This intervention could arguably help Boy A and others in his position given that he receives no meaningful supervision from his parents. Such guidance, although forced onto his parents, could potentially help them resolve the parenting problems that potentially affect their sons behaviour. These orders have been criticised by authors such as Arthur (2005), who believes that resources should be allocated earlier in lives such as Boy As to prevent them engaging in challenging/offending behaviour in the first place. Curfew orders give the authorities the power to impose a time at which under 16s should be home. Their aim is to defend communities from anti-social behaviour and to protect children (BBC online, 2001). Arguably this may help Boy A and others, if only by keeping them off the streets at inappropriate times. However it is possible that attempting to block the childs goal of going out, would only serve to frustrate him/her into further expressing challenging behaviour aimed at those around them. This would be in line with the psychologically derived drive theory (Dollard Miller et al, 1939). ASBOSs carry a civil burden of proof, and are designed to protect against à ¢Ã¢â€š ¬Ã‚ ¦any aggressive, intimidating or destructive activity that damagesà ¢Ã¢â€š ¬Ã‚ ¦ another persons quality of life (Home Office, 2010). If breached they can become a criminal matter worthy of up to five years imprisonment. They have been criticised as an unacceptable blurring of legal lines, which only serve to criminalise children for non-criminal behaviour (The Guardian website, 2009). 5.1 Theoretical Explanations of Youth Offending Behaviour It is known that Boy A migrates between his separated parents, depending on who he has fallen out with. Some theorists have concluded that conflicts such as this between parent and child contribute to the risk of offending by the affected child. Healy Bronner (1936), working under the psychoanalytical umbrella, applied the idea of sublimation (the channelling of unacceptable impulses) to offending behaviour. This is where a child suffers dissatisfaction from a failure to experience strong emotional ties with a parent, which then manifests itself in delinquency such as Boy As. Labelling theory would argue it is those who hold positions of social power (such as teachers and arguably neighbours), that determine who is labelled as nuisance/anti-social/criminal (Hollin, 1989). Gove (1975, cited in Hollin, 1989) contests a consequence of labelling is that of stigmatisation, where the public attitude of condemnation creating social exclusion of the individual. This may in turn create a modification of self-image, where a person starts to believe societys condemnation and modifies their self-image so as to match the label, thus creating further risk of offending. This may apply to those in the same position as Boy A, who when surrounded by condemnation by those in apparently superior social positions (teachers/neighbours), merely become the label. Conclusion It is this reports view that proactive behavioural strategies, that have the welfare of the child at heart offer the best chance to challenge the types of behaviour shown by those such as Boy A. Reactive policies such as ASBOs are not concerned with why a child is acting anti-socially, only that the behaviour should end. This may inevitably lead to a breach of an order and potential criminal sanctions (with all the problems such as future employability this has), as surely there is no hope for an end until the factors that lead to the ASB (Boy As tumultuous home life) are dealt with. S.2.1 shows that a childs behavioural difficulties increase the further they advance into their teenage years. It would therefore be easy to say that the majority of resources should be targeted at this age group. However it is this reports view that intervention strategies should be targeted at children as young as possible, as surely this increase in challenging behaviour exhibited by older children can be put down to a behavioural snowball effect, caused by it not being challenged early enough. This report believes that behavioural strategies that work on a broader school level (s.2.2), are desirable to the more individualistic strategies(3.1) discussed. This is because they attach no stigma to any individual child, and in some cases, such as with classroom charters can even be self-policed through the exertion of peer pressure. It is obvious that in a few cases a childs behaviour (arguably Boy As) is such, that it should be dealt with in isolation of the others. This should be done in as sensitive a manner as possible, so as to minimise both the feeling of the child being picked on by staff, or for his peers, the feeling that he is receiving extra attention. For Boy A and others, an escalation in behavioural problems would lead them into the realm of the Youth Justice System, dealt with in s.4.12. Overall, the new youth justice reforms of the previous government have had a positive impact on dealing with challenging/offending behaviour. Due to their welfarist approach to troubled youths, YOTs are particularly welcomed by this report, and may offer those like Boy A a final opportunity to reform before being passed to the more formal CJS.

Initiative Essay -- Education Educational Papers

Initiative The aftermath of Proposition 227, formally titled the English Language for Immigrant Children Initiative, is as varied as the bilingual teaching methods it replaces. The issue of how to educate limited English proficient (or LEP) children has become so politicized that the research on the subject is difficult to interpret. However, two aspects that appear to be problematic for all of California’s school districts are the vague language of the initiative (which is now law), and the lack of methodology for the new "sheltered immersion" programs. The resulting confusion has created a bilingual education system more fragmented than ever. According to the state Department of Education, approximately 1.4 of the 5.5 million school children in the United States are classified as LEP. Of those 1.4 million children, eighty percent are Spanish speaking and the remainder identify fifty-three other languages as their primary language (Prop #227 1). Prior to the passage of proposition 227, 70 percent of California’s LEP students received instruction primarily in English, including 31 percent who received specialized instruction in English only, 22 percent received specialized instruction in English with some primary language support, and 17 percent receive no specialized services: The remaining 30 percent were in traditional bilingual classrooms and received a great deal of instruction in their primary languages (Prop #227 1). It is clear from the variety of services that had been offered (or not) that "bilingual education" varied greatly in the amount of primary language support that was used. It was also only used to teach approximately 50 percent of the LED student population. The amount of primary language support is t... ...ll Kemper. "Sheltered Immersion: Contrasts and Controversy". 1-4. Online. Internet. November 14,1998. Available http://coe.sdsu.edu/people/jmora/pages/seivcanadian.html. "Proposition #227: English Language in Public Schools". 1-9. Online. internet. November 15,1998. Available http://www.sen.cagov/ftp/sen/sor/_home/educate/prop227.htm. Puente, Maria, Carol Morello. "Bilingual Battle Still Rages In Classroom". USA Today. November 13,1998: News; 4A. Online. Internet. November 15,1998. Available http://web.lexis- nexis.com/universe/doc...23&md5=84077f81fr06bb22396cd3alf8be5ed8. Ramirez, Jaime. Telephone interview. December 1,1998. Terry, Don. "Bilingual Education Lives After All". New York Times. October 3, 1998: Section A; 7. Online. Internet. November 7,1998. Available http://web.lexis- nexis.com/universe/doc...ae&_md5=11a5d46e28d2958c8088df8df8267172c64.

Dangers of Speeding

When riding through any type of speed zone you should be extremely precarious. Especially In a school zone, due to the children going and leaving school as well as all cars that could possible be lined up walling to pick up and drop off. The Lake Sconce Academy speed zone is approximately 35 miles per hour. Going over this speed zone could harm your self and the people around you as well. Violating any school speed zone could endanger the lives of children crossing the street, buses traveling back and forth, and any staff member helping the children or aren't going to school or on about their day.School zones are specifically designed to help protect children and families and to try to prevent any type of accident. Also, going over the speed Limit makes you more likely to cause or be a volt In an accident. It may seem that going only a couple miles over the speed limit wont have any cause or effect, but it has a lot more effect than anyone thinks. Many people have the thought that no damage can really be done unless your going a certain speed over the posted limit. But following the proper speed limit could keep you from injuring yourself or others.It also prevents you from loosing control, swerving, distractions, and allowing you to have ample amount of time to react to any unexpected changes within the area. The faster you are traveling in a car the harder the impact and usually the more damage caused. Not only could this effect you, your car, and the other persons belongs, but It could also affect your record. For every violation of the law you receive points, and after six points while having a class D license you risk the chance of eating your license taking until your eighteen years old or taken proper reckless driving classes.Believe it or not speeding is the third leading contributing factor in car accidents. On average, more than 33% of car accidents are caused from not following the proper speed limit. The consequences from getting in a wreck can be e xtremely serious. You have a high possibility of facing very expensive fines, having to take traffic school, having your Insurance premiums raise a significant amount, and possibly even getting your license suspended for a very lengthy time period.Dangers of Speeding By belladonna Especially in a school zone, due to the children going and leaving school as well as all cars that could possible be lined up waiting to pick up and drop off. The Lake Sconce going over the speed limit makes you more likely to cause or be a victim in an belongs, but it could also affect your record. For every violation of the law you receive serious. You have a high possibility of facing very expensive fines, having to take traffic school, having your insurance premiums raise a significant amount, and

Valueable’ Contribution Required from the Youth to Shape the Future of the Country

‘Valueable’ contribution required from the youth to shape the future of the country Introduction: The destiny of a nation is vested with the youngsters. These are the people if guided correctly; they can modify the course of the world. They have the might of extensive thinking, hard struggle, innovation and advancement. The youth are ready to adapt changes because they are young they are in search of truth, they are open to different ideas contrary to the people who are mature and old. These youths are the pioneers of socio-cultural, political and economic reform. They are the crucial segments of our nation’s development.Today the current population of India stands at 1. 2 billion of which around 600 million people are younger than 25, and nearly 70 percent is under 40. At a time when much of the developed world and China have aging populations, an unprecedented demographic condition in the history of modern India, and in absolute numbers it is unprecedented anywh ere in the world. According to a recent IMF report India’s demographic dividend alone could contribute two percentage points to its annual G. D. P. growth for the next two decades, if the country adopts the right policies.A 2010 Goldman Sachs paper projected that India’s industry would need to create nearly 40 million jobs by the end of this decade to absorb this huge increase in the labor force. The demographic dividend of India will witness a surge in the labor force with the right age structure, higher productivity due to urbanization, a low ratio of dependent people and an increased number of women joining the work force. The paper further states that aided by the demographic dividend, India could clock economic growth of 7 to 9 percent until 2030, possibly wiping out absolute poverty as we know it today, though the poverty line would then be eadjusted. In yet another study it was indicated that India will have 12 percent of the world’s college graduates by 2020, more than the United States, and second only to China, which will have a staggering 29 percent share. These graduates, their innovations and their patents will be the main drivers of the knowledge economy. In the wake of the rising new revolution in cities today, social media saw creating a new phenomenon the rise of the virtually connected Indian youth which is likely to redraw the terms of engagement between the state and its urban population.Young people are at the forefront of the technology revolution, which is the driving force behind the global emergence and evolution of the information- and knowledge-based society. According to a report by SemioCast, a Paris-based research firm, said that India had around 18 million Twitter accounts, placing it sixth among the biggest Twitter nations. While internet penetration in India is just 11% three times lower than the global average around 137 million users make the country third biggest in terms of web-connected citizens. Most of these users are urban and young.A Comscore report says 75% of web users here are under-35. A Pew Research study this December established that nearly 45% of Indian web users, most of them from urban areas, connect on social media to discuss politics. The numbers are backed by GlobalWebIndex, which noted in a September report that India is the third most socially active country with around 78 points. The past decade has seen a growing acceptance of the importance of youth participation in decision-making, and successful efforts to engage young people in the political process have led to improved policy formulation, adoption, implementation and evaluation.Participation strengthens young people's commitment to and understanding of the concepts of human rights and democracy. The traditional view that â€Å"youth are the future† fails to take into account that young people are very active contributors to their societies today. While involving young people in the decisions that affect society is beneficial from both a policymaking and a youth development perspective, it is not always effectively practised.There are a multiple reports that suggest – India’s youthful population can be viewed as a double-edged sword – capable of bringing great benefit to the country in the decades ahead, but with extensive demands that, under current economic conditions, the country looks unable to fulfill. Projections like this are dependent on several internal conditions – in India’s case, that means changing its archaic land and labor laws, creating better trade opportunities and making huge investments in education and skills training. The state of the global economy will be a key external variable.

Sullivan Expedition in the American Revolution

Sullivan Expedition in the American Revolution Sullivan Expedition - Background: During the early years of the American Revolution, four of the six nations that comprised the Iroquois Confederacy elected to support the British.   Living across upstate New York, these Native American groups had built numerous towns and villages that in many ways eclipsed those constructed by the colonists.   Dispatching their warriors, the Iroquois supported British operations in the region and conducted raids against American settlers and outposts.   With the defeat and surrender of Major General John Burgoynes army at Saratoga in October 1777, these activities intensified.   Overseen by Colonel John Butler, who had raised a regiment of rangers, and leaders such as Joseph Brant, Cornplanter, and Sayenqueraghta these attacks continued with increasing ferocity into 1778.   In June 1778, Butlers Rangers, along with a force of Seneca and Cayugas, moved south into Pennsylvania.   Defeating and massacring an American force at the Battle of Wyoming on July 3, they compelled the surrender of Forty Fort and other local outposts.   Later that year, Brant struck German Flatts in New York.   Though local American forces mounted retaliatory strikes, they were unable to deter Butler or his Native American allies.   In November, Captain William Butler, the colonels son, and Brant attacked Cherry Valley, NY killing and scalping numerous civilians including women and children.   Though Colonel  Goose Van Schaick later burned several Onondaga villages in retribution, the raids continued along the frontier. Sullivan Expedition - Washington Responds: Under increasing political pressure to better protect settlers, the Continental Congress authorized expeditions against Fort Detroit and Iroquois territory on June 10, 1778.   Due to issues of manpower and the overall military situation, this initiative was not advanced until the following year.   As General Sir Henry Clinton, the overall British commander in North America, began to shift the focus of his operations to the southern colonies in 1779, his American counterpart, General George Washington, saw an opportunity for dealing with the Iroquois situation.   Planning an expedition to the region, he initially offered command of it to Major General Horatio Gates, the victor of Saratoga.   Gates declined the command and it instead was given to Major General John Sullivan. Sullivan Expedition - Preparations: A veteran of Long Island, Trenton, and Rhode Island, Sullivan received orders to assemble three brigades at Easton, PA and advance up the Susquehanna River and into New York.   A fourth brigade, led by Brigadier General James Clinton, was to depart  Schenectady, NY and move via  Canajoharie and Otsego Lake to rendezvous with Sullivans force.   Combined, Sullivan would have 4,469 men with which he was to destroy the heart of Iroquois territory and, if possible, attack Fort Niagara.   Departing Easton on June 18, the army moved to the Wyoming Valley where Sullivan remained for over a month awaiting provisions.   Finally moving up the Susquehanna on July 31, the army reached Tioga eleven days later.   Establishing Fort Sullivan at the confluence of the Susquehanna and Chemung Rivers, Sullivan burned the town of Chemung a few days later and suffered minor casualties from ambushes. Sullivan Expedition - Uniting the Army: In conjunction with Sullivans effort, Washington also ordered Colonel Daniel Brodhead to move up the Allegheny River from Fort Pitt.   If feasible, he was to join with Sullivan for an attack on Fort Niagara.   Marching with 600 men, Brodhead burned ten villages before insufficient supplies forced him to withdraw south.   To the east, Clinton reached Otsego Lake on June 30 and paused to wait for orders.   Not hearing anything until August 6, he then proceeded to move down the Susquehanna for the planned rendezvous destroying Native American settlements en route.   Concerned that Clinton could be isolated and defeated, Sullivan directed Brigadier General Enoch Poor to take a force north and escort his men to the fort.   Poor was successful in this task and the entire army was united on August 22. Sullivan Expedition - Striking North: Moving upstream four days later with around 3,200 men, Sullivan commenced his campaign in earnest.   Fully aware of the enemys intentions, Butler advocated mounting a series of guerrilla attacks while retreating in the face of the larger American force.   This strategy was adamantly opposed by the leaders of villages in the area who wished to protect their homes.   To preserve unity, many of the Iroquois chiefs agreed though they did not believe making a stand was prudent.   As a result, they constructed concealed breastworks on a ridge near Newtown and planned to ambush Sullivans men as they advanced through the area.   Arriving on the afternoon of August 29, American scouts notified Sullivan of the enemys presence. Quickly devising a plan, Sullivan used part of his command to hold Butler and the Native Americans in place with dispatching two brigades to encircle the ridge.   Coming under artillery fire, Butler recommended retreating, but his allies remained firm.   As Sullivans men commenced their attack, the combined British and Native American force began to take casualties.   Finally recognizing the danger of their position, they retreated before the Americans could close the noose.   The only major engagement of the campaign, the Battle of Newtown effectively eliminated large-scale, organized resistance to Sullivans force.    Sullivan Expedition - Burning the North: Reaching Seneca Lake on September 1, Sullivan began burning villages in the area.   Though Butler attempted to rally forces to defend Kanadesaga, his allies were still too shaken from Newtown to make another stand.   After destroying the settlements around  Canandaigua Lake on September 9, Sullivan dispatched a scouting party towards  Chenussio on the Genesee River.   Led by Lieutenant Thomas Boyd, this 25-man force was ambushed and destroyed by Butler on September 13.   The next day, Sullivans army reached Chenussio where it burned  128 houses and large fields of fruits and vegetables.   Completing destruction of Iroquois villages in the area, Sullivan, who mistakenly believed that there were no Seneca towns west of the river, ordered his men to begin the march back to Fort Sullivan. Sullivan Expedition - Aftermath: Reaching their base, the Americans abandoned the fort and the majority of Sullivans forces returned to Washingtons army which was entering winter quarters at Morristown, NJ.   During the course of the campaign, Sullivan had destroyed over forty villages and 160,000 bushels of corn.   Though the campaign was considered a success, Washington was disappointed that Fort Niagara had not been taken.   In Sullivans defense, a lack of heavy artillery and logistical issues made this objective extremely difficult to achieve.   Despite this, the damage inflicted effectively broke the Iroquois Confederacys ability to maintain their infrastructure and many town sites.    Displaced by Sullivans expedition, 5,036 homeless Iroquois were present at Fort Niagara by late September where they sought assistance from the British.   Short on supplies, widespread famine was narrowly prevented by the arrival of provisions and the relocation of many Iroquois to temporary settlements.   While raids on the frontier had been halted, this reprieve proved short-lived.   Many Iroquois who had remained neutral were forced into the British camp by necessity while others were fueled by a desire for revenge.   Attacks against American settlements resumed in 1780 with an increased intensity and continued through the end of the war.   As result, Sullivans campaign, though a tactical victory, did little to greatly alter the strategic situation.   Selected Sources HistoryNet: Sullivan ExpeditionNPS: Sullivan ExpeditionEarly America: Sullivan Expedition

Human Resource Management, Wages and Salaries Research Paper Example

Human Resource Management, Wages and Salaries Research Paper Example Human Resource Management, Wages and Salaries Paper Human Resource Management, Wages and Salaries Paper Introduction Human Resource Management is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques. Extensive training and culture management programs, individualized reward management systems, as well as a range of employee involvement mechanisms, all operate towards achieving enhanced employee contribution. It is a whole range of notions on management theory, style and practice. Perhaps most usefully considered as a generic term that covers the entirety of work organization, working terms and conditions and representational systems, HRM can be depicted as being concerned with all those activities associated with the management of people in organizations (Boyd 2003). Businesses rely on effective human resource management (HRM) to ensure that they hire and keep good employees and that they are able to respond to conflicts between workers and management. HRM specialists initially determine the number and type of employees that a business will need over its first few years of operation. They are then responsible for recruiting new employees to replace those who leave and for filling newly created positions. A business’s HRM division also trains or arranges for the training of its staff to encourage worker productivity, efficiency, and satisfaction, and to promote the overall success of the business. Finally, human resource managers create workers’ compensation plans and benefit packages for employees. Personnel Management is the development of a set of values that regards individual employees as important productive entities; the conscious utilization of these value judgments in making decisions affecting those individuals; and the acquisition of a pattern of thinking, or rational analysis, which attempts to achieve the most effective and satisfactory utilization of human talents (Megginson 1972). Personnel Management unlike Human Resource Management is not limited to the techniques and paper work associated with routine activities of selecting, training, and compensating employees; nor does the term refer exclusively to the methods, procedures, techniques, and tools of personnel selection, training and development, direction, and other related activities. Businesses rely on effective human resource management (HRM) to ensure that they hire and keep good employees and that they are able to respond to conflicts between workers and management. HRM specialists initially determine the number and type of employees that a business will need over its first few years of operation. They are then responsible for recruiting new employees to replace those who leave and for filling newly created positions. A business’s HRM division also trains or arranges for the training of its staff to encourage worker productivity, efficiency, and satisfaction, and to promote the overall success of the business. Finally, human resource managers create workers’ compensation plans and benefit packages for employees (Gratton et al. 1999). The essay intends to consider how wages and salaries are set in organizations. If compensation is not tied directly to performance, what can and should it be tired to. The essay intends to discuss about psychological contract; turnover and the forms of turnover; training and some of its concepts; and remuneration system. Through the information that will be gathered every thought that is necessary will be put together so that a proper conclusion will be formulated. Psychological Contract The psychological contract refers to employees beliefs about the mutual obligations between the employee and his or her organization. These beliefs are based on the perception that employer promises have been made about such matters as competitive wages, promotional opportunities, and job training in exchange for certain employee obligations, such as the giving of their energy, time, and skills (De Meuse Marks 2003). Earlier reviews argue that the psychological contract is conceptually different from a formal contract in that it considers an individuals beliefs of the terms and conditions of an agreement between the individual and the employer. This concept of the relationship between an employee and the organization has been accepted and noted in many different forums, including academic journals; practitioner journals; and management textbooks (De Meuse Marks 2003). While an employees formal employment contract always is based on a written document, the types of promises contained in an employees psychological contract typically are communicated in ways that do not involve written documentation. For example, an employees understanding of the psychological contract may be influenced by oral discussions with managers, recruiters, or other organizational representatives and construed from specific organizational practices and procedures. Because of the pervasive norms of reciprocity that are part of any exchange agreement between an individual and his or her organization, an individual often expects, seeks out, and creates a psychological contract as a means for understanding and representing the employment relationship with the employer (De Meuse Marks 2003). Organizations can respond to an employees psychological contract to varying degrees, including going beyond the conditions of the contract, thereby honoring the intent rather than the letter of the contract; complying with the contract and fulfilling all of the conditions and terms; and breaching or violating the agreement between the employee and the organization. When organizations uphold their side of the psychological contract with their employees, it is more likely that employees will attempt to fulfill their own contractual obligations to the organization (De Meuse Marks 2003) Two sorts of contract can be distinguished namely transactional contracts and relational contract. Transactional contracts are fairly specific and economic in nature, and basically to do with rewards for hard work. Relational contracts are both economic and social/emotional in nature. (Herriot 2001). These are less clearly specified and to a degree open-ended. In a successful contractual relationship, it is possible that people come to trust the other party’s reliability because they regularly fulfill a transactional contract. As a result, a more relational contract develops, whereby parties are willing to go beyond the contract trusting that the other will do the same for them when the need arise (Herriot 2001). Relatively short-term and specific transactional contracts can meet the need for flexibility and reliable performance. Longer-term and open-ended relational contracts may help organizations which need loyalty and good citizenship from their employees. Specific but longer and potentially renegotiable contracts combine some of the advantages of the previous two. As organizations diversify the range of contracts which they offer, the existence and use of these alternatives becomes increasingly attractive (Herriot 2001). Relational contracts usually have a legal heart, but they also are used when the commercial reality is different. In a relational contract, the parties have expectations of each other that go beyond or perhaps far beyond the terms of the contract (Kay 1995). Employment contracts are best made as relational contracts because they suffer rather than benefit from too precise a specification of their obligations. Each party must be encouraged to respond to events. Both parties must invest in teaching and learning that is specific to the particular business environment. Actions may often have consequences that emerge only much later. Each of these factors that includes response, information, and learning tends to become more important at higher levels of seniority in the organization. A firm may hire a cleaner through a spot contract wherein the job is well defined, the performance is easily monitored but it needs a relational contract with its management. The range of jobs for which spot contracting is suitable is steadily diminishing (Kay 1995). Forms of turnover Labor turnover, like absence, is an important element of labor costs. The turnover of employees leads to direct costs for recruitment and for training new employees. It also leads to indirect costs which may be substantial, for example through disruption of work while new people are being recruited. Organizations with high levels of labor turnover may need to carry surplus labor, or hire temporary workers, in order to maintain production or levels of service. It has been suggested by industrial sociologists that greater organizational commitment contributes to greater employee identification with the goals and values of the organization and that this reduces the likelihood of voluntary job turnover . A main argument for adopting a commitment-oriented management approach has been to reduce the costs of turnover by eliciting employee commitment. (Cheng et al. 1998) A model to explain individual job turnover naturally has many similarities to the preceding models of absence and job performance. Motivation to stay, in the form of commitment to the organization, is again likely to be of interest, as are the various task and organizational characteristics which make an organization relatively attractive or unattractive. However, one might expect that economic factors loom larger in the decision to stay or leave. These would include satisfaction with present remuneration, and perceptions of how easy or difficult it will be to find an equally good job. Family and life-cycle characteristics have also often been assumed important in relation to job turnover, as in the case of young workers (Cheng et al. 998). Turnover can be done in two ways. Turnover can be voluntary and involuntary. Voluntary turnover can be caused by many things that include personal problems, better opportunities in other companies, discontentment, and migration to other countries. Employees undergo voluntary turnover due to the personal problems they have. These employees believe that such problems can affect their work performance and they should first find solutions to their problem before being in any company. Employees undergo voluntary turnover due to the discontentment in the company. These employees believe that their stay in the company has not given them any benefits and the wages and compensation they receive from the company is not enough. Employees undergo voluntary turnover due to better opportunities in other companies. These employees think that other companies might offer them better treatment, better salaries, and lesser problems. Employees undergo voluntary turnover due to migration to other countries. Employees leave the company due to instances wherein they wish to leave the country and try their luck in other countries. On the other hand involuntary turnover can be caused by many things that include poor work performance, insubordination, and negative relationship with co workers. Employees undergo involuntary turnover due to poor work performance. When employees do their job poorly the tendency is for the company to give them warnings and reminders, if nothing happens the company has no choice but to break its relationship with these workers. Employees undergo involuntary turnover due to insubordination or engaging in scuffles and disobeying high ranking officials in the company Employees undergo involuntary turnover due to negative relationship with co employees. Some employees can be always in contrast with other employees and this leads to problems between the employees thus to prevent things to grow worse the company has to remove these uncooperative employees. Training Organizations are still focusing on reinvention and reengineering as they continue to place greater emphasis upon improving customer service. This increased attention to customer service is expected despite downsizing and delaying efforts in the organization. The strength of these trends is likely to continue even if the names change from time to time, for the changes emerge from a growing realization that traditional ways of doing business and being organized prevents an organization from moving fast enough, with high enough quality, or at low enough cost to meet the growing demands and competitive pressures placed on it. The next decade will continue to witness major changes in organizations (Sims 1998). Organizations will continue to get flatter, and power will be more dispersed among employees who are knowledge workers and have the technology to make decisions previously reserved for management. If information is power, then dispersed information is dispersed power, and that dispersement is what knowledge and technology does. There will also continue to be an increased emphasis upon the use of cross-functional and multi-skilled teams, which are essential in taking advantage of advanced technologies, and these developments should free the smaller number of managers to focus on higher level strategic issues (Sims 1998). The boundaries that have traditionally defined organizations will continue to blur as a result of new organizational forms and leadership methods and demands. The lines between functions and even between organizations will continue to become less rigid in the drive to be more customer focused, to decrease response and work process cycle times, and improve competitive advantage. The distinction between types of organizations particularly large ersus small, regional versus national versus global will also begin to blur more as customers show less interest in where their products and services come from as long as they receive them when and at the standards of quality they deem acceptable (Sims 1998). People can best anticipate and respond to the need for further change in training by remembering that training historically has been looked at as a case-by-case, individual perspective, much like the way a doctor looks at a patient. You do a diagnosis of an individual, find a weakness, and then apply the training solution so that individual is stronger or better than he or she was before. What training must be in todays and tomorrows organizations is a process that is more holistic, and consistent with an organizations strategy, so that the strategy is executed better than it would be without the training. One strategy is individual, which will have no impact on an organization, and the other is corporate, which will have a mammoth impact. The important thing for training personnel to conceptually understand is that training must have an impact on the organization rather than on the individual. The point is to make the organization more whole than it was before, and training should be a major part of what causes that to happen. However, that will never happen if training personnel are doing training by picking up people and putting band-aids on cuts. It will only do it if there is a vision and a strategy, and training is part of a process of executing that vision and strategy for everyone (Sims 1998). Remuneration system Remuneration system or salary is often expressed in annual terms, usually of non-manual workers. For example, a teachers salary might be $15,000 per year. Salaried workers are most unlikely to receive overtime payments, though they may receive bonuses. Although they are contracted to work for a specific number of hours per week, they are usually expected to work the number of hours sufficient to do the job to a satisfactory standard (Skoldberg 2002). Salaries are set in organizations according to the tenure of the employee in the organization, the performance rating of the employee, the status of the company and the external problems the company has. Salaries are based on how long the employee had served the company. The longer an employee served the company the higher salary that employee gets. In relation to that an employee’s salary can be based on succession planning or the ranking of employees. In succession planning the position of an employee is being given more focus. Employees who have higher position are first given salary increases. Salaries are also based on how well or how bad the employee does his/her job. Those who perform well and bring benefits to the company are given higher salaries and additional incentives. Moreover the status of the company is used as a basis for the salaries of employees. To know the status of the company different things are put into consideration like its profitability, its expenses, market conditions and others. Once the company is not selling well and has oversupply market condition it means no increase in the salaries should be made. When a company is experiencing oversupply market condition it is not selling well and its marketing strategies are not that effective thus the company has reason not to increate the salaries. Lastly the external problem the company has is used as a basis for salaries. If the economy is having difficulty, there is unrest in the country, and the competitor has gained advantage over the company the tendency is for the company not to create increase in wages. Conclusion Businesses rely on effective human resource management (HRM) to ensure that they hire and keep good employees and that they are able to respond to conflicts between workers and management. Human Resource Management is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques. In HRM many things are put into consideration. This includes the hiring and training of employees, performance of the employees, how the employees are remunerated, and what instances may lead an employee to be removed from the company. Aside from the company’s strategy regarding marketing, management, and competitors, organizations’ are wary of the strategy they use in terms of giving salary to their employees. Companies have to make sure that the right person receives the right wage and that the salary they give will not cause financial problems to the company. Through the different basis of salary discussed companies make sure that salaries are distributed accordingly to rightful persons and as demanded by the situation. Through proper distribution of salary companies will not encounter financial problems like high expenditures, bankruptcy by the company, tight spending and others. Through proper distribution of salary companies will not have to face arguments and disagreements with the employees. References Boyd, C 2003, Human resource management and occupational ealth and safety, Routledge, New York. Cheng, Y, Gallie, D, Tomlinson, M White, M 1998, Restructuring the employment relationship, Clarendon Press, Oxford. De Meuse, KP Marks, ML (eds. ) 2003, Resizing the organization: managing layoffs, divestitures, and closings maximizing gain while minimizing pain, Jossey-Bass, San Francisco. Gratton, L, Hailey, VH, Stiles, P Truss, C 1999 Strategic human resource management: corporate rhetoric and human reality, Oxford University Press, O xford. Herriot, P 2001, The employment relationship: a psychological perspective, Routledge, New York. Kay, J 1995 Why firms succeed, Oxford University Press, New York. Megginson, LC 1972, Personnel: a behavioral approach to administration, Richard D. Irwin, Homewood, IL. Sims, RR 1998, Reinventing training and development, Quorum Books, Westport, CT. Skoldberg, K 2002, The poetic logic of administration: styles and changes of style in the art of organizing, Routledge, London.

Automobile and Martha Johnson Essay Example for Free

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Police Perception In My Community Essay Example for Free

Police Perception In My Community Essay INTRODUCTION AND RATIONALE Community Oriented Policing is a philosophy and not a specific tactic, It is a proactive, decentralized approach, designed to reduce crime, disorder, and by extension, fear of crime, by intensely involving the same officer in the same community on a long-term basis, so that residents will develop trust to cooperate with police by providing information and assistance to achieve those three crucial goals (Trojanowicz   and Carter,1988) The Violent Crime Control and Law Enforcement Act of 1994 (Crime Act) is widely recognized as a significant milestone in community policing. It was intended by President Clinton and Attorney General Reno as the â€Å"changing of policing.† The legislation provided the funding vehicle for an additional 100,000 police officers to boost law enforcement efforts in a climate of nationwide anxiety about crime. The Act gave the Office of Community Oriented Policing Services (OCOPS) the task of supporting a major drive toward rooting community policing in solid foundations to become the prevailing orthodoxy in American law enforcement. (Nicholl, 1999) Law Enforcement Agencies throughout the country look to Office of Community Oriented Policing Services to improve their own services. According to OCOPS, â€Å" Community policing focuses on crime and social disorder through the delivery of police services that includes aspects of traditional law enforcement, as well as prevention, problem-solving, community engagement, and partnerships. The community policing model balances reactive responses to calls for service with proactive problem-solving centered on the causes of crime and disorder. Community policing requires police and citizens to join together as partners in the course of both identifying and effectively addressing these issues.†   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It is important to note then the Public’s Perception of the Police is an essential element for the success of Community Policing-based strategies. Throughout the country, studies have been made that correlate Police Perception and Community Policing. During the past 20 years, there has been an expanding body of research examining citizens’ attitudes toward the police. Most of this research has been directed at assessing the determinants of these attitudes. In contrast, less attention has been focused on the reasons why citizens hold certain attitudes (Frank et al,2005) The author then, as a member of the Chesterfield Police Department, has a special interest in Community Policing and Police Perception, most especially in his own community. This research them aims to study Police Perception particularly in the Community of Chesterfield Township, a part of The County of Macomb in the state of Michigan.   It is worth mentioning that The   Chesterfield Police Department ‘s aim is embodied in its mission statement:   it is committed to providing the highest quality of public service and crime prevention while maintaining the publics respect and protecting the rights and dignity of everyone. The Chesterfield Police Department is dedicated to strong community relationships while providing a safe environment to enhance the quality of life for our citizens and visitors, which is very much in line with the concept of Community Policing. This is further supported by this Police Department’s value statement , abbreviated as POLICE, which includes developing an everlasting PARTNERSHIP between the Community, having a dedicated to the OATH of protecting and serving all people ,recognizing the importance of all Department members and Citizens, treating each other with fairness, LOYALTY and respect , maintaining   the highest degree of INTEGRITY, being responsible and accountable for their own actions and decisions , believing that COOPERATION and teamwork will enable them to achieve all goals of this Department and having a commitment   to EXCELLENCE in the performance of their   duties (http://www.chesterfieldtownshippolice.com/values.htm)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The Chesterfield Police Department’s Mission and Value statements share the same elements with the Office of Community Oriented Policing Services which aims   â€Å"to help law enforcement agencies implement and enhance community policing, defined   as a policing philosophy that promotes and supports organizational strategies to address the causes and reduce the fear of crime and social disorder through problem-solving tactics and police-community partnerships.† (C.O.P.S. http://www.cops.usdoj.gov/Default.asp?Item=36/ )   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Chesterfield Township is located in Macomb County, Michigan and encompasses an area of approximately 26 square miles. The population at the 2000 census was 37,004.   This increased to 446,962 in the year 2006. (Muller, 2006) The Township was established in 1842 and became a Charter Township in 1989 by Resolution. (Pall, 2002)   In Chesterfield, The number of violent crimes recorded by the FBI in 2003 was 28. The number of murders and homicides was 1. The violent crime rate was 0.7 per 1,000 people.   Meanwhile, in the whole Macomb county, of which Chesterfield is included, a total of   22,395 were reported for the year 2000 , a majority of reports were for Larceny and Motor vehicle theft. Sixteen of the reports for that year were on murder, 309 for rape and 384 reports on robbery for that year (Federal Bureau of Investigation to the National Archive of Criminal Justice Data, University of Michigan)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It is in from scope then that the author gathered data for the completion of this research Guided by feedback from other researches undertaken on Police Perception of the community such as these:   Ã‚   Gathering data on crime and community policing at the local level not only supplements our national data, but also allows local officials to identify their particular crime control needs, said Bureau of Justice Statistics Director Jan Chaiken.   As part of the Justice Departments emphasis on police working with residents in their neighborhoods, we are giving local law enforcement agencies tools to learn more about crimes and public opinion that may not be reported to the police.† Community policing is a crime fighting strategy that encourages law enforcement to work in partnership with the community to solve crime problems. The high degree of citizen support for Americas neighborhood police officers is a testament to the dedicated men and women who work day in and day out to establish relationships with residents in their communities, said Deputy Attorney General Eric Holder.   These relationships help citizens and police work together to promote community safety. (Smith et al, 1999)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In light of these statements, this research was undertaken to determine the Police Perception in the Community of Chesterfield Township, whether it is positive or negative through the use of a Police Perception survey adapted from earlier studies made by other police department in certain cities, particularly Portland (Campbell De long, 2005) , Pasadena (Police Assessment Resource Center, 2006). Chicago (The Chicago Community Policing Evaluation Consortium, 2004) and Kentucky (Kentucky Crime Prevention Coalition) it also aims to provide demographic breakdown of survey respondents in relation to their Police Perception in Chesterfield Township.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Such information will enable the Chesterfield Police Department to continue living out their mission statement and embody the philosophy of Community Policing by either maintaining or improving their performance based on their community’s police perception, as will be determined by the survey done for this study.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It is the hope of this author that this research will also lead to the initiation of other studies concerning his community and the other areas in the County of Macomb, and even the State of Michigan to further improve the Police Departments public service performance to ensure the safety of the citizens. REVIEW OF RELATED LITERATURE The idea of examining Police Perception is not new. The community’s perception of the police department has been linked to the success of police programs to promote safety in the neighborhood. A study made by Gallagher. Et al in 2001, summarizes the studies made regarding Police Image and Community’s perception of the Police in a â€Å"The Public Image of the Police: Final Report to The International Association of Chiefs of Police. Research findings point out that : â€Å"Polls of the adult population in the United States since the 1960s show that the majority of the public has an over-all positive view of the police. Depending on the year and the particular measure used, the percentage of respondents with a positive assessment of police has been between 51 and 81 percent. When asked to assess service to their own neighborhoods, respondents tend to produce even higher evaluations. Relatively few citizens offer a negative assessment of police. (Gallagher et al. 2001).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Research also recognizes that Police Perception has a great impact on the success of the promulgation of Community Policing. Trojanowicz Carter(   1991) discuss the philosophy and role of community policing. It points out that â€Å"Community Policings unique contribution is a radical departure from the past and the present. While todays community policing efforts retain the best elements of the foot patrol programs of the past, they are intended to avoid both the old systems abuses and shortcomings.†   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In â€Å"Community Policing, Community Justice, and Restorative Justice: Exploring the Links for the Delivery of a Balanced Approach to Public Safety† Nicholl in 1999 with a report funded by Grant No. 98-CK-WX-0059 awarded to the National Victim Center by the Office of Community Oriented Policing Services, U.S. Department of Justice. It discusses the concept of Community extensively, in a policy-maker’s perspective.   Liou Savage make the connection between Community Policing Strategies and Public Perception of Police through their research â€Å"Citizen Perception of Community Policing Impact† This study examines the impact of community policing by analyzing citizens perception of crime and police work before and after implementation of a community-oriented policing program in three neighborhoods in the city of West Palm Beach, Florida. The study reveals very positive findings about the community policing, including: perception of decreased local crime, increased perception of police performance, neighborhood improvement, and police-community relationship. Implications concerning the relationship between the community and the police, and citizen satisfaction and public services are discussed.( Liou Savage) Many other studies have been done to examine Police perception and these take into consideration different variables, being done in various settings.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Frank, Smith and Novak (2005) focused on the reasons why citizens have certain attitudes towards police officer. Their study â€Å"uses the survey responses of 613 residents of a Midwestern city to examine the information accessed by citizens when responding to questions regarding their general and specific attitudes toward the police. The findings suggest that citizens focus on attributes of agencies and encounters, some focus on the behavior of officers during interactions, and others base their attitudes on general perceptions of the occupation of policing.†   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A comprehensive look at   Police perception issues can be found in Brown Benedict’s article â€Å"Perceptions of the police: Past findings, methodological issues, conceptual issues and policy implications† which is a   research updates and expands upon Decker’s article â€Å"Citizen attitudes toward the police: a review of past findings and suggestions for future policy† by summarizing the findings from more than 100 articles on perceptions of and attitudes toward the police. Initially, the value of research on attitudes toward the police is discussed. Then the research pertaining to the impact of individual level variables (e.g. race) and contextual level variables (e.g. neighborhood) on perceptions of the police is reviewed. Studies of juveniles’ attitudes toward the police, perceptions of police policies and practices, methodological issues and conceptual issues are also discussed. This review of the literature indicates that only four variables (age, contact with police, neighborhood, and race) have consistently been proven to affect attitudes toward the police. (Brown Benedict,2002)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In terms of application, several police departments have made their own studies on Police Perception. â€Å"Community Policing in Chicago an Evaluation of Chicago’s Alternative Policing Strategy†   Prepared by The Chicago Community Policing Evaluation Consortium was done in through a grant awarded to   award to the Illinois Criminal Justice Information Authority in 2004. The â€Å"Portland Police Bureau 2005 Community Assessment Survey† was conducted for: City of Portland, Bureau of Police by Campbell de long resources Inc in August 2005 Police Assessment Resource Center and   Vera Institute of Justice completed â€Å"Assessing Police-Community Relations in Pasadena, California† in 2006 . The Kentucky Crime Prevention Coalition, meanwhile, adapted the use of a Community Policing Survey. HYPOTHESIS H0= There is no significant percentage of Chesterfield Residents who have a have a positive perception of the Chesterfield Police Department H1= There is a significant percentage of Chesterfield Residents who Have a positive perception of the Chesterfield Police Department METHODOLOGY:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Taking into consideration the limitations in man power and resources for this research, a simple random sampling method was applied to come up with the survey results.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Based on the calculation for a 95 per cent confidence level and confidence interval of five, the sample size was 275.   The survey was conducted by distributing survey forms in several households   around the Township of Chesterfield. Respondents were limited to Chesterfield residents above 18 years of age. Only one respondent per household was accepted.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   These survey forms, consisting of eight simple questions pertaining to the residents’ perception of the police, which was based on survey forms used by other Police Departments as stated in the literature review. Only eight questions were included in the survey, because these questions focused on Police Perception. This is due to the scope and resource limitation stated earlier. A copy of this questionnaire is included in the appendix section of this paper   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   This study’s objective is to present data about Police Perception of the residents of the Township of Chesterfield in Macomb County in the State of Michigan. This research is done to show that the general perception of police in the sample population perceive the police positively.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The sample size was 275 respondents in the township of Chesterfield, which has a population of 446,962 in the   latest census in the year 2006. Based on a confidence level of 95 and a confidence interval of 5, the sample size is sufficient to estimate the response of this community regarding their perception of the Chesterfield Police Department.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Figure 1 shows the demographic breakdown of respondents by race. More than half of the respondents were Caucasians, which also reflected the actual population of Caucasians, 93 % of Chesterfield population, in the 2000 Census made by the US Census Bureau. In the sample population, 61 per cent was composed of Caucasian or white residents. Other races composes   14.5 percent and 12 percent were of African-American descent. Asians comprised 5.5 per cent and 4.4 % of sample population were Hispanics/Latino. Meanwhile, 1.1 per cent was   American Indians and Pacific islanders compose on 0.7 per cent. Based on these figures, it can be surmised that the Chesterfield Township was predominantly Caucasian, in terms of the population. The relationship of this data to the results concerning Police Perception will be discussed later.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The study only included residents who were 18 years old of age and above. The data shows that   majority of respondents were from the 18-29 age group, with a percentage of 39 of the sample population. The age group with the least number of respondents was that of residents 50-59 years old, representing only 9 per cent of the sample population. This signifies that the Chesterfield township has fairly young residents, as seen by the larger percentage of those below middle age.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Given the limited man power and resources, the author opt to estimate Police Perception using only eight questions adapted from other studies stated earlier. The first three questions were on how the community perceived police officers, based on their encounters. The fourth question estimated the residents’ opinion about the adequacy of the number of police officers in the community. The fifth, sixth and seventh questions estimated residents’ perception of police based on three parameters- behavior, ability to assess needs and relationship of police officers to residents themselves. The last question asked the residents to give their over-all perception by indicating their rating for the Chesterfield Township Police Department.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Figure 3 Police Perception Responses in Chesterfield Township Community shows the relationships of responses of residents to the first three survey questions. As evident in the chart, answers for the questions on police perception based on encounters follow a similar pattern, indicating that most respondents agree that police officers are prompt, professional and fair.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Figure 4 represents the respondent’s opinion on the need for more police officers in the community. Based on the results gathered, majority, 36.4 per cent , slightly agree that there is a need for more police officers in the community. As a whole, though, it can be seen that more residents disagreed and strongly disagreed, 14.5 and 7.3 per cent respectively, that there was further need for more police presence as compared to respondents who agreed,9.1 per cent, and strongly agreed,1.8 per cent to the augmentation of police visibility.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   With regard to the Chesterfield community’s perception of Police based on three parameters, their responses follow a similar trend, as evident in Figure 5. In terms of behavior, 49 . 5 per cent rated police â€Å"Good†. 32. 7 % gave Chesterfield police officers a rating of â€Å"excellent†. â€Å"Fair was how 14. 5 per cent rated police in the community while 3.6 per cent did not know how to answer this question. In their ability to address the need of the community, Chesterfield police officers were   again rated â€Å"Good† by 54 . 5 per cent of   the residents.    An â€Å"Excellent† rating was given by 29.1 per cent, while â€Å"Fair† was what 11. 6 per cent deemed appropriate. There were 4.7 per cent of the population, though, that didn’t know how to rate their police officers. When it comes to relationships between Chesterfield residents and their community’s police, majority, 43.6 per cent chose to rate this, as â€Å"Good†, Fair was give as rating by 27. 3 per cent of the population and 21.8 gave an â€Å"Excellent† mark. There were 7.3 residents, though that were still unsure how to rate the Chesterfield community’s relationship with its police officers.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Based on this information, Police perception in   the areas specified were rated â€Å"Good† by a majority of Chesterfield residents. This point out a positive view of the township’s police officers.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In relation to this positive response, the over-all rating of Chesterfield township community residents is seen in Figure 6. However, here, we see a shift of the rating from â€Å"Good† to Fair†. Apparently, most residents, 40.4 per cent particularly, perceive the Chesterfield Police Departments’ performance as â€Å"Fair†. Thirty two per cent believe that the township’s police deserve a â€Å"good† rating. Approximately 25 per cent believe their Police force is â€Å"Excellent† HYPOTHESIS TESTING   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   This limitation of this study has been presented in the previous chapters. It is important to reiterate that this is mainly, a descriptive study. However, for research purposes, the Hypothesis that â€Å" There is a significant percentage of Chesterfield Residents who Have a positive perception of the Chesterfield Police Department† has been stated, with its corresponding null hypothesis â€Å" There is   no significant lower percentage of Chesterfield Residents who have a have a positive perception of the Chesterfield Police Department†. Based on the data presented, there is evidence to believe that on all eight questions, the community’s police perception leaned towards a positive image of the members of the Chesterfield Police department.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Although specific statistical tools were not applied on the data, the descriptive statistics show that the Hypothesis should be accepted and the null hypothesis are rejected. CONCLUSION and RECOMMENDATIONS   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   This study aims to observe the Chesterfield community’s perception of its police officers. Based on the data present, it is evident that most residents of this community hold a positive perception of their police officers. Descriptive Statistics show evidence of these, based on the percentages of positive responses.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   This study, however is simplistic and there are a lot about Police perception these communities that should be evaluated so that they are translated into information that can improve the services of the Police Department.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The data gathered for this research however, can be a guide to others who will pursue such inquiry on Police Perception and who are interested in this area as a means on evaluation of Community Policing Programs, much like what other police   departments have done in their respective communities.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It is important to point out, however, that more resource be invested in such an endeavor to be able to come up with data that is comprehensive and more accurate.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It is the hope of this author, though that this simple research has given a glimpse of the Chesterfield’s community’s perception of its police officers, and serve as a spring board to more advanced and relevant research. 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