Does the Current Electoral Process Result in the best Candidate for President?

History informs us about the first method the parties developed in order to pick their presidential candidates. This method was the congressional caucus. The framer’s method in 1787 was that each elector would cast two electoral votes, each for a different person for president. The person who received the majority of the electoral votes would win the presidential election and the person who received the second most amount of electoral votes won the vice presidential election. However, the rise of political parties and the election of 1800 made a great change to the system.During this time the electors cast their two votes for two different persons. The 12th Amendment established the separation of the presidential and vice presidential election. With the election of Thomas Jefferson, each of the 73 Democratic- Republican Party voted for Thomas Jefferosn and Aaron Burr which caused a tie. To resolve this there was 36 separate votes in the House of Representatives to select the P resident and Vice President. In 1832, both major parties turned to the national convention as their presidential nomination device and still continues to serve them.Whether the current electoral process results in the best candidates for president is debatable. We must further look into the steps taken in order to become a president. Electing a president consists of five steps. These steps include primaries/caucuses, nomination at national convention, campaigning, election, and electoral college. Presidential primaries help to ensure that a party gets strong candidates for president. They do this by democratizing the delegate selection process and force would-be nominees to test their candidacies in actual political combat.This is how most states select the Democratic Republican candidate who will run against each other. A caucus is a nominating device where a group of people with similar views meet to select delegates to the national convention. Not just anyone is nominated. To be nominate one must be more than just an older white male. Though, it is usually male. One must have experience and have served in elective offices. They sometimes are protestant or incumbent with a pleasant appearance and developed speakings skills.Once all the primaries and  caucuses have been held and delegates are selected, the two major parties hold their nation conventions. The three main goals of the national convention are promoting party unity, adopting the party’s platform, and naming the party’s candidates. During this time each Presidential candidate chooses a running-mate for Vice-President. Once a candidate has won their party's nomination, he or she begins mapping campaign strategy . Campaigning is very important in order to win the votes of the American people. Through campaigning the cadidate states his or her position on various current issues.He or she steps up efforts to raise money and recruit volunteer workers. Fans of the candidates most likely w ill begin holding up signs encouraging to vote for their choice of candidate. Swing voters are important to campaigns since these are the 1/3 of the electorate who has not made up their minds at the start of the campaign. They are more open to persuasion for either campaigns. They also focus on battle-ground states since either candidate could win in those states. Finally on the first tuesday of November, the people vote for one candidate. This happens every four years.When a person casts a vote in the general election, they are not voting directly for an individual Presidential candidate. Instead, voters in each state actually cast their vote for a group of people, known as electors. These electors are part of the Electoral College and are supposed to vote for their state’s preferred candidate. In the Electoral College system, each state gets a certain number of electors, based on each state's total number of representation in Congress. Each elector gets one electoral vote. For example, a large state like California gets 54 electoral votes, while Rhode Island gets only four.All together, there are 538 Electoral votes. In December after the election, the electors cast their votes. When the votes are counted on January 6th, the Presidential candidate that gets more than half, 270, wins the election. The President-elect and Vice President-elect then take the oath of office and are inaugurated two weeks later, on January 20th. Returning to the main question, I don’t believe the electoral process results in the best candidates for President. I believe the choice should not be left for the electoral college but for each person’s vote to count.One alternative is the popular vote where everyone’s vote would count for one vote. I don't think it is fair to try to convince people that they have a voice and encourage them to vote, when the Electoral College has the final say. The Electoral College leads to things like there being massive amoun ts of campaigning being down in â€Å"battleground states† like Ohio and Florida while people in solidly â€Å"red† or solidly â€Å"blue† states have their issues basically ignored because it's almost certain which way the state is going to go.History informs us about the first method the parties developed in order to pick their presidential candidates. This method was the congressional caucus. The framer’s method in 1787 was that each elector would cast two electoral votes, each for a different person for president. The person who received the majority of the electoral votes would win the presidential election and the person who received the second most amount of electoral votes won the vice presidential election. However, the rise of political parties and the election of 1800 made a great change to the system.During this time the electors cast their two votes for two different persons. The 12th Amendment established the separation of the presidential a nd vice presidential election. With the election of Thomas Jefferson, each of the 73 Democratic- Republican Party voted for Thomas Jefferosn and Aaron Burr which caused a tie. To resolve this there was 36 separate votes in the House of Representatives to select the President and Vice President. In 1832, both major parties turned to the national convention as their presidential nomination device and still continues to serve them.Whether the current electoral process results in the best candidates for president is debatable. We must further look into the steps taken in order to become a president. Electing a president consists of five steps. These steps include primaries/caucuses, nomination at national convention, campaigning, election, and electoral college. Presidential primaries help to ensure that a party gets strong candidates for president. They do this by democratizing the delegate selection process and force would-be nominees to test their candidacies in actual political comb at.This is how most states select the Democratic Republican candidate who will run against each other. A caucus is a nominating device where a group of people with similar views meet to select delegates to the national convention. Not just anyone is nominated. To be nominate one must be more than just an older white male. Though, it is usually male. One must have experience and have served in elective offices. They sometimes are protestant or incumbent with a pleasant appearance and developed speakings skills.Once all the primaries and caucuses have been held and delegates are selected, the two major parties hold their nation conventions. The three main goals of the national convention are promoting party unity, adopting the party’s platform, and naming the party’s candidates. During this time each Presidential candidate chooses a running-mate for Vice-President. Once a candidate has won their party's nomination, he or she begins mapping campaign strategy . Campaigning is very important in order to win the votes of the American people. Through campaigning the cadidate states his or her position on various current issues.He or she steps up efforts to raise money and recruit volunteer workers. Fans of the candidates most likely will begin holding up signs encouraging to vote for their choice of candidate. Swing voters are important to campaigns since these are the 1/3 of the electorate who has not made up their minds at the start of the campaign. They are more open to persuasion for either campaigns. They also focus on battle-ground states since either candidate could win in those states. Finally on the first tuesday of November, the people vote for one candidate. This happens every four years.When a person casts a vote in the general election, they are not voting directly for an individual Presidential candidate. Instead, voters in each state actually cast their vote for a group of people, known as electors. These electors are part of the Electora l College and are supposed to vote for their state’s preferred candidate. In the Electoral College system, each state gets a certain number of electors, based on each state's total number of representation in Congress. Each elector gets one electoral vote. For example, a large state like California gets 54 electoral votes, while Rhode Island gets only four.All together, there are 538 Electoral votes. In December after the election, the electors cast their votes. When the votes are counted on January 6th, the Presidential candidate that gets more than half, 270, wins the election. The President-elect and Vice President-elect then take the oath of office and are inaugurated two weeks later, on January 20th. Returning to the main question, I don’t believe the electoral process results in the best candidates for President. I believe the choice should not be left for the electoral college but for each person’s vote to count.One alternative is the popular vote where e veryone’s vote would count for one vote. I don't think it is fair to try to convince people that they have a voice and encourage them to vote, when the Electoral College has the final say. The Electoral College leads to things like there being massive amounts of campaigning being down in â€Å"battleground states† like Ohio and Florida while people in solidly â€Å"red† or solidly â€Å"blue† states have their issues basically ignored because it's almost certain which way the state is going to go.

A List of French Verbs With Correct Prepositions

A List of French Verbs With Correct Prepositions Many French verbs require a certain preposition in order for their meaning to be complete. Some of the verbs are followed by prepositions or de and others by no preposition at all. There is no apparent grammar rule to which verbs require a preposition and which do not, so it is a good idea to memorize the ones that do have a preposition attached.   The list below is organized alphabetically and includes verbs with prepositions. The prepositions are in italics to make them easy to spot. Abbreviation Key: In the French,  quelque chose is listed as qqch and  quelquun is written qqun, and in the English, someone is  s-o  and something is  s-t . French Verbs With Prepositions, A to C (sarbriter croire) sabriter contre (le vent) - to take shelter against (the wind)accepter de - to accept, agree toaccuser (qqun) de - to accuse (s-o) ofacheter - to buy fromacheter (qqch) sur le marchà © - to buy (s-t) at the marketachever de - to finishagir en - to act like/assagir de - to be a question ofaider - to help toaller - to go, to be going toaller vers (midi) - to go at around (noon)aller vers (Nice) - to go toward (Nice)samuser infinitive - to amuse oneself ___-ingapercevoir - to perceive, catch sight ofsapercevoir de - to noticeapprendre - to learn how tosapprà ªter - to get ready tosapprocher de - to approachapprouver - to approve ofappuyer sur (le bouton) - to press (the button)appuyer sur (le mur) - to lean on (the wall)sappuyer contre (un arbre) - to lean against (a tree)arracher - to grab, tear away from(s)arrà ªter de - to stop ___-ingarriver - to manage/succeed in ___-ingarriver de (Paris, Canada) - to arrive from (Paris, Canada)arriver par - to succeed through/byarriver sur (midi) - to arrive at around (noon)sasseoir contre (son ami) - to sit next to (ones friend)assister (la rà ©union) - to attend (the meeting)sassurer contre (lincendie) - to insure against (fire)attendre - to wait forsattendre - to expect tosautoriser - to authorize / allow toavertir de - to warn aboutavoir - to have to / be obliged toavoir beau (jai beau essayer) - despite doing (despite trying)avoir besoin de - to needavoir confiance en - to trustavoir envie de - to wantavoir peur de - to be afraid of ___-ingse battre contre - to fight againstblà ¢mer de - to blamese blottir contre (sa mà ¨re, son chien) - to cuddle up next to (ones mother, dog)boire qqchose dans (une tasse) - to drink something out of (a cup)casser en (morceaux, trois) - to break in(to) (pieces, three)cesser de - to stop, cease ___-ingchanger de (train) - to change (trains)se changer en - to change intochercher - to look forchercher - to attempt tochercher dans (la boà ®te) - to look in (the box)chois ir de - to choose tocommander ( qqun) de faire - to order (someone) to docommencer - to begin to, to begin ___-ingcommencer par - to begin by ___-ingcompter - to expect, intendcompter pour - to be worthcompter sur - to count onconcentrer sur - to concentrate oncondamner pour (meurtre) - to sentence for (murder)conseiller - to adviseconseiller qqun de faire qqch - to advise someone to do somethingconseiller de - to advise toconsentir - to consent tose contenter de - to be happy ___-ingcontinuer /de - to continue to, to continue ___-ingconvenir - to please, to be suitable forconvenir de - to agree toconvertir qqch en - to convert s-t intocopier sur qqun - to copy from s-ocouper en (deux) - to cut in (two)courir - to run (to do something)courir dans (lherbe) - to run through (the grass)coà »ter dans (les cent euros) - to cost about (100 euros)craindre de - to fear ___-ingcraindre pour (sa vie) - to fear for (ones life)creuser pour - to dig forcroire - to think, believecroire - t o believe somethingcroire en - to believe incroire qqun sur parole - to take someones word French Verbs With Prepositions, D to I (daigner inviter) daigner  - to deign todà ©cider (qqun)   - to persuade (s-o) todà ©cider de  - to decide tose  dà ©cider   - to make up ones mind todà ©fendre (qqun)  - to forbid (s-o)dà ©fendre   qqun  de  faire  qqch  - to forbid s-o to do  s-tdà ©fendre de (qqch)  - to forbid (s-t)se  dà ©guiser en  - to disguise oneself asdemander  - to ask fordemander (qqun)  - to ask (someone)demander (faire  qqch)  - to ask (for permission to do something)demander   qqun  de  faire  qqch  - to ask s-o to do  s-tse  dà ©pà ªcher de  - to hurry todà ©pendre de  - to depend ondà ©plaire   - to  displease / be  displeasing todà ©ranger  qqun  de  - to bother s-o todescendre  - to go down(stairs)dà ©sirer  - to wantdà ©sobà ©ir   - to disobeydà ©tester  - to hatedevoir  - to have to, be obliged todire   (qqun)  - to say to, to tell (s-o)dire   qqun  de  faire  qqch  - to tell someone to do somethingdirige r  son attention  sur  - to direction ones attention tose  diriger  vers  - to move toward/make/head fordonner  qqch  - to give somethingdonner  qqch  contre  - to give something in exchange fordonner  qqch  Ã‚  qqun  - to give s-o s-t, to give s-t to  s-odonner  sur  - to overlook, open ontodormir  (la  nuit) - to sleep (at night)douter  de  - to doubtà ©changer  qqch  contre  qqch  - to exchange something for s-t elseà ©couter (la radio)  - to listen to (the radio)à ©crire en (encre, franà §ais)  - to write in (ink, French)à ©crire  sur  - to write aboutsefforcer  de  - to endeavor toemmener  - to takesemparer  de  - to grabempà ªcher de  - to prevent, keep from ___-ingsempresser  de  - to hurry toemprunter  un livre   qqun  - to borrow a book from  s-oencourager  qqun  Ã‚  faire  - to encourage s-o to dosendormir  sur  (un livre, son travail)  - to fall asleep (over a book, at work )sengager  Ã‚  - to get around toennuyer  qqun  de  - to bother/upset s-o toenseigner  Ã‚  - to teach toentendre  - to hearentrer  - to enter (in order to do something)entrer  dans  - to enterenvoyer  (qqch) (qqun)  - to send (s-t) to (s-o)envoyer  chercher  - to send foressayer  - to try onessayer de  - to try tosà ©tendre  sur  - to spread out oversà ©tonner de  - to be astonished byà ªtre  Ã‚  - to belong toà ªtre censà ©Ã‚  - to be supposed toà ªtre en colà ¨re  contre  - to be angry atà ªtre pour  - to be in favor ofà ªtre vers (Paris, 3h00)  - to be around/near (Paris, 3:00)sexcuser  de  - to apologize for ___-ingse  fà ¢cher  contre  - to get mad atfaillir  - to almost do somethingfaire   infinitive  (causative) - to cause tofaire  attention  Ã‚  - to pay attention tofalloir  (il  faut)  - to be necessary tofà ©liciter  qqun  de  - to congratulate s-o for/onfermer  la  porte  sur  soi  - to close the door behind oneselfse  fier   (qqun)  - to trust (s-o)se  figurer  - to imagine, picturefinir  de  - to finish ___-ingfinir  par  - to end up ___-ing / to finally do  s-tfouiller  dans  (qqch)  - to look through (s-t)goà »ter   qqch  - to taste somethinggrignoter  qqch  - to nibble on, eat away at somethinggronder  de  - to scold for ___-inghabiter  ()  - optional preposition - to live inhabiter  par (ici)  - to live around (here)shabituer  Ã‚  - to get used tose  hà ¢ter de  - to hurry tohà ©riter de (qqch  /  qqun)  - to inherit (s-t / from s-o)hà ©siter   - to hesitate toignorer  - to be unaware ofsimaginer  - to imagineinterdire  Ã‚  - to forbidinterdire  Ã‚  qqun  de  faire  qqch  - to forbid s-o to do  s-tsintà ©resser   - to be interested ininterroger  qqun  sur  qqch  - to question s-o about  s-tinviter (qqun)   - to invite (s-o) to French Verbs With Prepositions, J to P (jeter punir de) jeter (qqch)   - to throw (s-t) tose jeter sur qqun  - to throw oneself upon someonejouer  Ã‚  - to play (a game or a sport)jouer de  - to play (an instrument)jouir de  - to enjoyjurer par  - to swear bylaisser  - to allowlaisser pour (mort)  - to leave for (dead)lire dans (le journal)  - to read in (the paper)loucher sur  - to oglemanger dans la main qqun  - to eat out of someones handmanger dans lassiette  - to eat off of a platemanquer  Ã‚  - to miss someonemanquer de  - to neglect, fail to (do s-t), to lackse mà ©fier de  - to distrust, beware ofmà ªler   - to mingle with / to join inmà ©riter de  - to deserve tomà ©surer en (mà ¨tres)  - to measure in (meters)mettre  - to put onmettre son espoir dans  - to pin ones hopes onse mettre   - to start, set about ___-ingse mettre contre le mur  - to stand against the wallse mettre en colà ¨re  - to get madse mettre en route  - to set outmonter  - to go up, climbse moquer  de  - to make fun ofnier  - to denynuire   - to harmobà ©ir   - to obeyobliger   - to oblige toobtenir qqch par  - to obtain something bysoccuper de  - to be busy withoffrir de  - to offer toordonner qqun de faire qqch  - to order s-o to do s-toser  - to dareoublier de  - to forget toparaà ®tre  - to appear, seempardonner   - to pardon, forgiveparler   - to talk toparler de  - to talk aboutparler pour  - to speak on behalf ofpartir  dans (10 minutes)  - to leave in (10 minutes)partir dans (les montagnes)  - to leave for (the mountains)partir de  - to leavepartir pour  - to leave for/be off toparvenir   - to succeed in ___-ingse  passer  de  - to do withoutpasser du temps   - to spend time ___-ingpayer (le repas)  - to pay for (the meal)payer pour (qqun)  - to pay for (someone)se pencher pour  - to bend down in order topenser  faire  - to plan on, intend topenser   - to think about (imagine)penser de  - to think about (o pinion)perdre du temps   - to waste time ___-ingpermettre   - to permit(se) permettre de  - to allow (oneself) topermettre qqun de faire qqch  - to allow s-o to do s-tpersister   - to persist in ___-ingpersuader de  - to persuade tose plaindre de  - to complain aboutplaire   - to please / be pleasing tose plaire   - to take pleasure in ___-ingpleurer  - to cry aboutpleuvoir dans (la France)  - to rain in (France)pousser (qqun)   - to push/urge (s-o) topouvoir  - to be able toprà ©fà ©rer  - to preferprà ©fà ©rer ___ ___  - to prefer ___ to/over ___, to like ___ more than ___prendre  garde de  - to be careful not toprendre le parti de  - to decide toprendre modà ¨le sur qqun  - to model oneself on someoneprendre qqch dans (une boà ®te)  - to take s-t from (a box)prendre qqun par (la main)  - to take s-o by (the hand)se prà ©parer   - to prepare oneself tose presser de  - to hurry toprà ©tendre  - to claimprier  - to pray top rier de  - to beg toprofiter   - to benefit / be profitable toprofiter de  - to make the most ofpromettre qqun de faire qqch  - to promise s-o to do s-tpromettre de  - to promise toproposer de  - to suggest ___-ingpuer  - to stink ofpunir de  - to punish for French Verbs With Prepositions, Q to V (questionner voyager) questionner qqun sur qqch  - to question s-o about s-tquà ªter pour (les orphelins)  - to collect for (orphans)recommencer   - to begin ___-ing againrecompenser de  - to reward forrà ©flà ©chir   - to consider ___-ingrà ©flà ©chir sur  - to think about, reflect uponrefuser de  - to refuse toregarder  - to watch, look atregarder dans (la boà ®te)  - to look in (the box)regarder vers (le sud)  - to face/look (south)rà ©gner sur  - to reign overregretter de  - to regret ___-ingrejeter une faute sur qqun  - to place the blame on someoneremercier de  - to thank for ___-ingremercier pour  - to thank forse rendre compte  de  - to realizerenoncer   - to give up ___-ingrentrer  - to go homerà ©pondre   - to answerrà ©sister   - to resistressembler   - to resembleressembler par  - to resemble due torester sur la dà ©fensive  - to stay on the defensiverester sur ses gardes  - to keep ones guard upretourner  - to return, go backrà ©u ssir  - to make a success of, to pull offrà ©ussir   - to succeed in ___-ingrà ©ussir lexamen  - to pass the testrevenir  - to come backrevenir sur (un sujet)  - to go back over (a topic)rà ªver   - to dream of ___-ingrà ªver de  - to dream of ___-ingrire de  - to laugh atrisquer  - to risk (something)risquer de  - to risk ___-ingsauter sur une occasion  - to jump at an opportunitysavoir  - to know howsembler  - to seemsentir  - to feel, to smell (of)serrer la main (qqun)  - to shake hands with (s-o)serrer qqun contre sa poitrine/son coeur  - to hug someoneservir  - to serveservir   - to be used as/forservir de  - to put to use asse servir de  - to make use ofsigner pour (quelquun)  - to sign on behalf of (someone)soigner  - to take care ofsonger   - to dream / think ofsopposer   - to opposesortir  - to go out (in order to do something)sortir par (la fenà ªtre)  - to leave by (the window)se soucier de  - to care aboutsouha iter  - to wishse souvenir de  - to remembersubir  - to be subjected tosuccà ©der   - to succeed, followsupplier de  - to be / beseechsurvivre   - to survivetà ¢cher de  - to try totarder   - to delay / be late in ___-ingtà ©là ©phoner qqun  - to calltà ©là ©phoner qqun de faire qqch  - to call s-o to do s-ttà ©là ©phoner pour (le problà ¨me)  - to phone about (the problem)tenir  Ã‚  - to hold (s-o) to, to insist on ___-ingtenir de  - to take after, resembletirer sur  - to shoot attourner sur (là ©glise, la droite)  - to turn (toward the church, right)tourner vers (la droite)  - to turn to (the right)traduire en (franà §ais)  - to translate into (French)traduire vers (le franà §ais)  - to translate into (French)transformer qqch (en qqch)  - to change s-t (into s-t)travailler pour  - to work forse tromper de  - to mistaketroquer qqch contre qqch  - to swap something for s-t elsevaloir mieux  - to be preferablese vendre en (b outeilles)  - to be sold in (bottles)venir  (dà ®ner, aider)  - to come (for dinner, to help)venir   - to happen tovenir de  - to have just (done s-t)venir par (la cà ´te)  - to come along/by (the coast)vivre dans (la misà ¨re, la peur)  - to live in (poverty, fear)vivre de (ses rentes)  - to live on (ones income)voir  - to seevoter contre  - to vote againstvoter pour  - to vote forvouloir  - to wantvoyager en (train, taxi)  - to travel by (train, taxi)

28 Serious Quotes From British Comedian Charlie Chaplin

28 Serious Quotes From British Comedian Charlie Chaplin Charlie Chaplin (1889-1977) became a star well before movies had sound. But his talent to turn the tragedies of everyday people into epic comedies has made him immortal on the silver screen as he played everything from a tramp to a buffoon dictator. The following quotes consist of Chaplins observations on his life, career, and the study of human nature. Charlie Chaplin on Laughter and a Positive Outlook A day without laughter is a day wasted.To truly laugh, you must be able to take your pain, and play with it!Youll never find a rainbow if youre looking down.Failure is unimportant. It takes courage to make a fool of yourself. On Despair and Tragedy Despair is a narcotic. It lulls the mind into indifference.I always like walking in the rain, so no one can see me crying.Life is a tragedy when seen in close-up, but a comedy in long-shot.Nothing is permanent in this wicked world, not even our troubles.The saddest thing I can imagine is to get used to luxury.We might as well die as to go on living like this. Chaplins Comedy and Career All I need to make a comedy is a park, a  policeman, and a pretty girl.I dont believe that the public knows what it wants; this is the conclusion that I have drawn from my career.I went into the business for the money, and the art grew out of it. If people are disillusioned by that remark, I cant help it. Its the truth.The basic essential of a great actor is that he loves himself in acting.Imagination means nothing without doing.Why should poetry have to make sense? On Human Nature A mans true character comes out when hes drunk.I am at peace with God. My conflict is with Man.I am for people. I cant help it.We think too much and feel too little.What do you want a meaning for? Life is a desire, not a meaning.We all want to help one another. Human beings are like that. We want to live by each others happiness, not by each others misery. On Beauty and Understanding I do not have much patience with a thing of beauty that must be explained to be understood.If it does need additional interpretation by someone other than the creator, then I question whether it has fulfilled its purpose. On Politics I remain just one thing, and one thing only, and that is a clown. It places me on a far higher plane than any politician.The hate of men will pass, and dictators die, and the power they took from the people will return to the people. And so long as men die, liberty will never perish.Dictators free themselves, but they enslave the people.Id sooner be called a successful crook than a destitute monarch.

Journal Entry Essay Example | Topics and Well Written Essays - 1000 words

Journal Entry - Essay Example This not only helps us keep to the point and on the right track in the way of achieving our goals, but also makes us more confidant as we know what we want and what we need to do in order to accomplish our goals. Knowledge of self also has a good effect on others and others tend to think good of us because we are never impressed with people that are confused and unsure about what they want in life in general and in a particular setting in particular. One factor that I like about the chapter is that the author has supported the arguments with credible sources. Another factor that is worthy of appreciation is that the author has tried to make a holistic approach in discussing and analyzing various aspects of self-knowledge, be it the levels of management in an organization, or the three levels of self i.e. individual, interpersonal, and collective. Yet another factor that I like about this chapter is that it is not just a discussion of what self-knowledge is and what its different aspects are, but also mentions different exercises and activities doing which one’s knowledge of self can be increased. I did all of the activities mentioned in the chapter and as a result of this found a significant increase in my self-knowledge. These activities were quite interesting and easy to do. I intend to do these exercises and activities periodically; probably once every three months to see how I have changed as a person over the period. The author has made it very easy for the readers to understand him by not just discussing the complicated terms, but also defining them first e.g. emotional challenges and value maturity. I personally believe that knowledge of self is fundamental to one’s improvement as a human being. One cannot improve one’s personality unless one does not identify one’s flaws, strengths, and weaknesses. Reflection on

Nurse Practitioner Essay Example | Topics and Well Written Essays - 250 words

Nurse Practitioner - Essay Example The examples of various settings where primary care nurse is involved are; homes, clinics, community hospitals and mobile settings (Sines & Forbes-Burford, 2009 p.134). The acute nurse practitioner is employed by a hospital or health care system. The roles of acute nurse practitioner are mostly used in surgery, research, and trauma (Wyckoff, Houghton & LePage, 2009 p.12). The acute nurse practitioner diagnoses and manages acute episodic and chronic illness (Nagelkerk, 2006 p.14). I agree with what Barbara Orange wrote, a registered nurse practitioner who has graduate level of education could acquire advanced clinical knowledge and skills to qualify as an advanced practice nurse(Nagelkerk, 2006 p.5). A registered nurse practitioner has the freedom to choose to work with health care organizations or setup their clinics (Nagelkerk, 2006 p.14). I agree with Barbara Orange that an office setting would be best for patients because the registered nurse would have close contact with the patients (Hamric, Hanson, Tracy & OGrady, 2014). According to Hamric et al. (2014), the Institute of Medicine recommends patient-centered care as the basis of safe, effective and efficient health care. The registered nurses built up therapeutic relationships with patients as a backbone of patient-centered care (p.153). A nurse practitioner who has gone through credentialing and privileging could be allowed to practice in their scope of practice. Credentialing and privileging applied to physicians but because nurse practitioners are hired in various institutions, it becomes vital to credential nurse practitioners (Reel & Abraham, 2007 p.5). I have discovered that a nurse practitioner can work in multiple settings but, can they hold multiple credentials and use them in practice? This question puts me in a dilemma with

Climate Change Impact on Agriculture Research Paper

Climate Change Impact on Agriculture - Research Paper Example This paper illustrates that scientists have recorded a global rise in temperatures that influenced a series of negative events on the earth’s weather patterns. Currently, there is a significant rise in sea level, melting glaciers and intensifying rainstorms. Today, climate change is more profound than what previous generations had to endure resulting in a series of challenges to the world, particularly in the agricultural field. Climate is a dynamic system resulting from physical and chemical interactions in the earth’s structures. The Earth is made up of the atmosphere, lithosphere, hydrosphere, cryosphere, and biosphere. The physical and chemical interactions of these structures result in the climate of a region. The atmosphere is part of the climate system that affects the earth directly. This is owing to the spherical nature of the earth. The sun heats up the earth, with more intensity on the equator and less intensity at the poles. This uneven heat distribution gen erates wind that carries the heat from the equator to the poles. The heat is also distributed from the upper-level surface of the atmosphere to the lower level of the atmosphere. The ocean correspondingly distributes heat but at a much slower pace than the atmosphere. The carbon cycle is a chemical exchange resulting from the interaction between the earth systems. The ocean and the biosphere are reservoirs of carbon. 99.9% of the CO2 on earth exists in the lithosphere. Carbon flows among the various reservoirs. Mathez states that photosynthesis by plants and decay affects the amount of CO2 in the atmosphere. This decaying and photosynthetic effect from the earth’s biosphere occurs after some time. Over a longer time frame, the ocean exerts a more dominant control on the atmospheric CO2. The ocean dominance is as a result of the amount of CO2 in the ocean that is 50 times more than the CO2 in the biosphere. The persistent balance that exists between the earth systems in the ca rbon cycle has maintained the conditions of the earth. It is as a result of this balance that the earth became conducive to evolution and survival of life. The interruption of this dynamic disrupts weather patterns and consequentially results in climate change.

Modern Structural Organization Theory: A Summary

Modern Structural Organization Theory: A Summary Introduction The â€Å"modern† structuralists are concerned with many of the same issues that the classical social structuralists were, but their theories have been influenced by and benefited greatly from advancements in organization theory since the second World War. â€Å"Modern† structuralists’ tenets are similar to Classical structuralists’ thinking: organizational efficiency is the essence of the organizational rationality, and the goal of the rationality is to Increase the production of wealth in terms of real goods and services. Structural organization theory is concerned with vertical differentiations (hierarchical levels of organizational authority and coordination, and horizontal differentiations between organizational units) such as those between product or service lines, geographical areas, or skills. The basic assumptions of the structural perspective: Organizations are rational institutions whose primary purpose is to accomplish established objectives; rational organizational behavior is achieved best through systems of defined rules and formal authority. Organizational control and coordination are key for maintaining organizational rationality. There is a â€Å"best† structure for any organization, or at least a most appropriate structure in light of its given objectives, the environmental conditions surrounding, the nature of its products or services, and the technology of the production process. Specialization and the division of labor increase the quality and quantity of production, particularly in highly skilled operations and professions. Most problems in an organization result from structural flaws and can be solved by changing the structure. The Most Important Theorists and Their Contributions Mechanistic and Organic Systems (Tom Burns and G. M. Stalker) The beginning of administrative wisdom is the awareness that there is no one optimum type of management system. They developed their widely cited theory of â€Å"mechanistic and organic systems of organization†, and Contribute to the creation of the â€Å"sociotechnical approach†. They found that stable conditions may suggest the use of a mechanistic form of organization where a traditional pattern of hierarchy, reliance on formal rules and regulations, vertical communications, and structured decision making is possible. Dynamic conditions(situations in which the environment changes rapidly) require the use of an organic form of organization where there is less rigidity, more participation, and more reliance on workers to define and redefine their positions and relationships. Either form of organization may be appropriate in particular situations. Characteristics of the â€Å"Mechanistic Management System† are: The specialized differentiation of functional tasks into which the problems and tasks facing the concern as a whole are broken down. The abstract nature of each individual task, which is pursued with techniques and purposes more or less distinct from those of the concern as a whole. The reconciliation, for each level in the hierarchy, of these distinct performances by the immediate superiors, who are also, in turn, responsible for seeing that each is relevant in his own special part of the task. The precise definition of rights and obligations and technical methods attached to each functional role. The translation of rights and obligations and methods into the responsibilities of a functional position. Hierarchic structure of control, authority, and communication. A reinforcement of the hierarchic structure by the location of knowledge of actualities exclusively at the top of the hierarchy, where the final reconciliation of distinct tasks and assessment of relevance is made. A tendency for interaction between members of the concern to be vertical (between superior and subordinate). A tendency for operations and working behavior to be governed by the instructions and decisions issued by superiors. Insistence on loyalty to the concern and obedience to superiors as a condition of membership. A greater importance and prestige attaching to internal (local) than to general (cosmopolitan) knowledge, experience, and skill. Characteristics of the â€Å"Organic Management System† are: The contributive nature of special knowledge and experience to the common task of the concern. The â€Å"realistic† nature of the individual task, which is seen as set by the total situation of the concern. The adjustment and continual redefinition of individual tasks through interaction with others. The shedding of â€Å"responsibility† as a limited field of rights, obligations, and methods. The spread of commitment to concern beyond any technical definition. A network structure of control, authority, and communication. The sanctions which apply to the individual’s conduct in his working role derive more from presumed community of interest with the rest of the working organization in the survival and growth of the firm, and less from a contractual relationship between himself and a nonpersonal corporation, represented for him by an immediate superior. Omniscience no longer imputed to the head of the concern; knowledge about the technical or commercial nature of the here and now task may be located anywhere in the network; this location becoming the ad hoc center of control authority and communication. A lateral rather than a vertical direction of communication through the organization, communication between people of different rank, also, resembling consultation rather than command. A content of communication which consists of information and advice rather than instructions and decisions. Commitment to the concern’s tasks and to the â€Å"technological ethos† of material progress and expansion is more highly valued than loyalty and obedience. Importance and prestige attach to affiliations and expertise valid in the industrial and technical and commercial milieux external to the firm. The Concept of Formal Organization (Peter M. Blau and W. Richard Scott) Social organization refers to the ways in which human conduct becomes socially organized, that is to the observed regularities in the behavior of people that are due to the social conditions in which they find themselves rather than to their physiological or psychological characteristics as individuals. Since the distinctive characteristics of these organizations is that they have been formally established for the explicit purpose of achieving certain goals, the term â€Å"formal organization† is used to designate them. They assert that all organizations include both a formal and informal element. The informal organization by its nature is rooted in the formal structure and supports its formal organization by establishing norms for the operation of the organization that cannot always be spelled out by rules and policies. It is impossible to know and understand the true structure of a formal organization without a similar understanding of its parallel informal organization. Organizational Choice: Product versus Function (Arthur Walker and Jay Lorsch) A manager facing the same basic question when he think about the form of his organization, whether to group activities primarily by product (various functional specialist working on a single product be grouped together under the same superior) or by function (all specialist in a given function be grouped under a common boss regardless of difference in products they are involved in). The manager should make choices based on these three criteria: Which approach permit maximum use of technical knowledge? Which provides the most efficient utilization of machinery and equipment? Which provides the best hope of obtaining the required control and coordination? The characteristics of manufacturing companies, the first are organized by product basis, and the other by function basis. For function based company: Less differentiation except in goal orientation. Integration is somewhat less effective. Confrontation of conflicts, but also â€Å"smoothing over† and avoidance; rather restricted communication pattern. Efficient, stable production, but less successful in improving plant capabilities. Prevalent feeling of satisfaction among the employees, but less feeling of stress and involvement. For product based company: Greater differentiation except in structure and time orientation. Integration is more effective. Confrontation of conflicts, open, face-to-face communication. Successful in improving plant capabilities, but less effective in stable production. Prevalent feeling of stress and involvement, but less feeling of satisfaction. They concluded that either structural arrangement can be appropriate, depending upon the organization’s environment and the nature of the organization itself. The Five Basic Parts of the Organization (Henry Mintzberg) Synthesized many schools of organizational management theory. Created a model of organizations with five interdependent parts: the strategic apex, the middle line, the operating core, the technostructure, and the support staff. Operating Core: the operators carry out the basic work of the organization. Strategic Apex: Those at the very top of the hierarchy, together with their own staff. The apex is charged with ensuring that the organization executes its mission. Middle Line: Managers that join the apex to the core. Middle line which transmits authority from the top to the bottom. Technostructure: The analysts carry out their work of standardizing the work of others, in addition to applying their analytical techniques to help the organization adapt to its environment. Support Staff: Supports the functioning of the operating core indirectly, that is, outside the basic flow of operating work. The interdependencies among the organizational members can be showed as: Pooled coupling: Members share common resources but are otherwise independent. Sequential coupling: Members work in series as in a relay race. Reciprocal coupling: Members feed their work back and forth among themselves in effect each receives inputs from and provides outputs to the others. In Praise of Hierarchy (Elliott Jaques) Managerial hierarchy is the most efficient, the hardiest, and in fact the most natural structure ever devised for large organizations. Properly structured hierarchy can release energy and creativity, rationalize productivity, and actually improve morale. Managerial hierarchy or layering is the only effective organizational form for deploying people and tasks at complementary levels, where people can do the tasks assigned to them, where the people in any given layer can add value to the work of those in the layer below them, and, finally, where this stratification of management strikes everyone as necessary and welcome. One of businesss great contemporary problems is how to release and sustain among the people who work in corporate hierarchies the thrust, initiative, and adaptability of the entrepreneur. Hierarchical structure has been the source of a great deal of trouble and inefficiency, the common complaint it face are: The excessive layering, too many rungs on the ladder. Information passes through too many people, decisions through too many levels. Few managers seem to add real value to the work of their subordinates. Hierarchies bring out the nastier aspects of human behavior, like greed, insensitivity, careerism, and self importance. Group authority without group accountability is dysfunctional, and group authority with group accountability is unacceptable. Group authority without group accountability is dysfunctional, and group authority with group accountability is unacceptable. Why Hierarchy? Managerial hierarchy is and will remain the only way to structure unified working systems with hundreds, or thousands of employees, for the very good reason that managerial hierarchy is the expression of two fundamental characteristics of real work: The tasks we carry out are not only more or less complex but they also become more complex as they separate out into discrete categories or types of complexity. The same is true of the mental work that people do on the job, for as this work grows more complex, it too separates out into distinct categories or types of mental activity. These two characteristics permit hierarchy to meet four of any organizations fundamental needs: to add real value to work as it moves through the organization, to identify and nail down accountability at each stage of the value adding process, to place people with the necessary competence at each organizational layer, and to build a general consensus and acceptance of the managerial structure that achieves these ends. Hierarchical layers depend on jumps in responsibility that depends in turn on how far ahead a manager must think and plan. He suggested as to make hierarchy work is to distinguish carefully between hierarchical layers and pay grades, and set up a different managerial hierarchy based on responsibility rather than salary. Companies need more than seven pay grades as a rule, many more. Technology as a contingency Factor (Richard M. Burton and Borge Obel) They covers technology’s effect on formalization, centralization, complexity, configuration, coordination and control, and incentives. They studied the effects that various dimensions of technology have on organizational design. The effects of technology assessed on six dimensions of organization: formalizations, centralizations, complexity, configuration, coordination and control, and incentives. Technology effects on formalization, propositions: If technology routineness is low, then formalization should be low. If technology routineness is high, then formalization should be high. If the organization employs many professionals, then Proposition 2 is not strong. If the organization is in the service industry, then the strength of proposition 1 and 2 is greater than if it is in the manufacturing industry. Retail and wholesale organizations can be expressed to fall in between. If the technology type is process(high automation), then formalization should be higher than it would be otherwise. If the organization uses modern information technology, then formalization should be high. Technology effects on centralization, propositions: If technology routineness is high and the size of the organization is small, then centralization should be high. If the organization is large and technology routineness is high, then centralization should be medium. Technology effects on organizational complexity, propositions: If the size of the organization is large and the organization has a technology that is routine, then complexity should be high(particularly horizontal differentiation). If the size of the organization is small and the organization has a technology that is routine, then complexity should be medium. If the size of the organization is large and has a nonroutine technology, then complexity should be high(particularly vertical differentiation). If the organization has a nonroutine technology, then the span of control should be narrow. If the organization has a routine technology, then the span of control should be wide. If the technology type is process(high automation), then complexity is high. Technology effects on configuration, propositions: If the technology type is unit, then it is more likely that the organization has a matrix configuration. If the organization has a nonroutine technology, then the functional configuration is not likely to be an efficient configuration. If the technology is not divisible, then the configuration cannot be divisional. If the technology is divisible, then it isn’t very likely that the configuration should be a matrix configuration. If the organization has a nonroutine technology, then it isn’t likely that machine or professional bureaucracy is an efficient configuration. If the technology isn’t nonroutine, then the configuration can’t be an ad hoc configuration. Technology effects on coordination and control mechanisms, propositions: If the size of the organization isn’t small and if the technology is routine, then coordination and control should be obtained via rules and planning, and a media with low richness and a small amount of information can be used. Incentives should based on procedures. If the technology is nonroutine, then coordination should be obtained via group meetings, and a media with high richness and a large amount of information can be used. Incentives should based on results. If the organization doesn’t have a dominant technology, then the technology structure recommendation should be discounted relative to other contingency factor.