For All We Think We Know About Crime There Is Still Much

For all we think we know about crime there is still much we do not. Where we find crime, we find motives and this leads to the action of committing the crime. An area that we can look at in sociology that helps explain this idea is the knowledge of control theory. This theory helps uncover what processes or environments lead to a life of criminal acts while at the same time it allows for a chance to learn about our world from a social perspective. It will be important to investigate what in fact control theory is, how it applies to the world in a sociological manner and to explore the implication of the theory in real-time crime. As children, we learn to avoid things that will hurt us whether it be an open flame or a bully at school. The†¦show more content†¦The social control approach to understanding crime is one of the three major sociological perspectives in contemporary criminology. in the early years of the 20th century, sociologists in the United States often discussed social disorganization, the decline of society they saw occurring in immigrant communities and the slums of large cities. The high rates of crime and delinquency in these areas were symptoms of this breakdown. In disorganized areas, unemployment is high and families, schools, and neighborhoods are too powerless to control the behavior of their residents. The societies that we are a part of in turn shape our views of not just the types of crimes committed but also who commits them. Werther, we want to admit it or not crime itself is made up of stereotypes. For example, in American culture, we believe it is less likely for a CEO to commit a crime versus that of a minority in an inner city. The CEO is just as likely to commit a crime regardless of the power they hold. Power is also linked to delinquency the more power you have the more likely you are to abuse it at some point. The same can be said for those that are suppressed by power as they want to question the power over them, the more likely they are to challenge using tactics that are usually delinquent in some way. Looking now at the how this theory is implemented outside of theorizing and seeing it the ideas being executed in the example of juveniles involved in delinquency. Under theShow MoreRelatedA Picture Of Late Victorian London Of Sherlock Holmes Essay1615 Words   |  7 PagesVictorian London of Sherlock Holmes and how his thinking even helped today’s crime solving that was so intriguing that contemporary people living in London at the time did not realize he was making most of it up. 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China’s Olympic Torch Controversy Free Essays

In a world where media are able to put a glaring spotlight on certain events, actions done by ordinary individuals gain greater attention from other people. The internet further amplifies the magnitude of these events because people from other countries can immediately know what is happening. This enables them to draw their own conclusions regarding the actions that were just covered. We will write a custom essay sample on China’s Olympic Torch Controversy or any similar topic only for you Order Now Such is the case of the controversy surrounding the on-going Olympic Torch relay. What was supposed to be a journey that could promote peace and understanding among different cultures has turned into a fiasco. Protesters have come in full force to disrupt this event. From Paris to London, the world has to come to witness several people trying to grab the Olympic Torch. The protesters targeted this event as a venue to ventilate their sentiments regarding China’s treatment of the unrest that had erupted in Tibet last month where China sent its paramilitary forces to crackdown on the Tibetan protesters (â€Å"China’s View of the Olympic Torch†. 09 April 2008. TIME Magazine online). This has led to protest calls from various sectors especially in Western countries. Some clamor by asking China to stop its heavy handed treatment of dissenters in Tibet while others like Hillary Clinton have asked their governments to boycott the Beijing Olympics opening ceremonies as a strong disapproval of Beijing’s standing policy with regard to Tibet. This issue can be seen as part of a long standing question in international relations (â€Å"Clinton urges Bush to boycott Beijing Olympics†. 7 April 2008. Yahoo News). The question being, should individuals from other countries be involved in another country’s problems? To be able to generate an answer to this question, one must define the parameters for the terms individuals, involvement and problems. In the case of the individuals, there are two kinds that are pertinent to this discussion. These are the private citizens and the public officials. The ordinary citizens include those who try to disrupt the proceedings by attempting to wrest the Olympic torch and by displaying the Tibetan flag are examples of what are known as private citizens. Public officials refer to politicians in other countries that are expressing their dissent over the policies of other countries. Involvement is defined here as the actions done by the identified individuals. This may include cajoling, beseeching or pressuring officials through such acts disrupting the events or by issuing officials statements condemning the policies of the country in question. Problems, due to space constraints and timeliness, would be limited to issues on human rights. This issue is one of the most important points of contention between Western countries especially the United States and other nations such as China and Russia in recent years. This paper argues that involvement in issues such as human rights should be limited to the actions done by private citizens and that public officials should refrain from issuing official statements that criticizes the policies of other government’s with regard to human rights. Why is this so? If one is to look at the recent track record of the US government regarding the issue of human rights, one would find sufficient ammunition to fire back to the US side of the fence. The well-documented infamous cases of Abu Ghraib and Guantanamo prison camps highlight the abuses that are also taking place within the backyard of the United States. Theses cases have led some officials from both China and Russia to criticize the alleged double standards being practiced by the United States in its dealings with other countries. China and Russia often challenge the US claims made through official State Department reports regarding their respective human rights record (Cody A14). In a nutshell, they argued that before the US issues such official statements it should first see to it that its own house is in order. One could also consider the lack of efficacy of these official calls on these countries to reform. It had only infuriated them and their existing policies on human rights have not changed despite these repeated calls. Also, these official statements have contributed to making negotiations in other important areas such as security and trade even more difficult at best and highly contentious at worst. Now if one is to engage in involvement, one can argue that it would be best left in the hands of private citizens. This is warranted for several reasons. In an era where there have been numerous cases of human rights of abuses, there is a recognizable need to highlight this particular issue. The private citizens at this point are in the best position to do it for two reasons. One is that they are not burdened by the labels of hypocrisy and lacking in moral authority that have been attached to the US government in the aftermath of its prison camps fiasco. When an individual like Steven Spielberg protests by declaring himself unavailable to be a technical consultant for the Beijing Games he is not labeled as hypocrite and his message is delivered to the public. Two, private citizens who exhibit involvement; especially in the form of very dramatic forms of protests can get their much desired media mileage. They consequently derive public sympathy for their respective causes as well. One could cite the case of Olympic medalist Sebastian Coe who was manhandled by the paramilitary forces assigned by Beijing to protect the Olympic torch(â€Å"China’s View of the Olympic Torch†. April 2008. TIME Magazine online). The incident involving him generated substantial media attention on the protest against the Chinese government’s action on Tibet while not causing any direct problems among government officials. The protests done by ordinary citizens if carried by major news outfits can generate support from around the world wit hout exactly obliging their governments to issue officials statements that can adversely affect immediate and long-term relationships with countries whose policies are being questioned. How to cite China’s Olympic Torch Controversy, Papers

Solar Traffic Lights free essay sample

Most solar traffic lights use LED lamps as they are more reliable and have more advantages over other lighting devices like CFL lamps as they are more energy efficient, have a longer life span and turn on and turn off quickly. Solar traffic lights contain enclosures which house the batteries and the control panel circuitry. The other parts in a solar traffic light include a charge controller to control the charging and discharging of the battery and a countdown timer which displays the amount of time left before the battery discharges fully. Advantages †¢ Solar traffic lights are self sufficient as they do not require external power sources. †¢ They are easy to set up and operate. †¢ They require very little to no maintenance as they have no moving parts Types Traffic lights can have several additional lights for filter turns or bus lanes. This one in Warrington, United Kingdom, also shows the red + amber combination seen in a number of European countries. We will write a custom essay sample on Solar Traffic Lights or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page It also shows the backing board and white border used to increase the target value of the signal head. Improved visibility of the signal head is achieved during the night by using the retro-reflective white border. [pic] | | | The simplest traffic light comprises either a single or a pair of colored aspects that warns any user of the shared right of way of a possible conflict or danger. [pic] †¢ Flashing Red: Treat as a stop sign. Also can signal the road is closed. †¢ Flashing Amber: Caution, crossing or road hazard ahead †¢ Flashing Green: Varies among jurisdiction; can give permission to go straight as well as make a left turn in front of opposing traffic (which is held by a steady red light), or can indicate the end of a green cycle before the light changes to a solid amber. Dual aspects | | These are often seen at railway crossings and at intersections of streets and emergency department driveways. They will flash amber when cross traffic is not expected, and turn red to stop traffic when cross traffic occurs. Three or more aspects The universal standard is for the red to be above the green, with amber placed in between. When mounted vertically red is on top, but when mounted horizontally the red lights location depends on the rule of the road, being on the left in a country that drives on the right and on the right in a country that drives on the left. pic] In addition to the standard red, amber, and green aspects, other aspects are usually mounted when intersection require more control (i. e. public transport, and permissive turns). Traffic lights in this configuration tend to have a delay between any entry points to allow any residual traffic in the intersection to clear. The delay can be dependent upon the type of intersection, traffic, and road conditions.

The Subjective Nature of Management Literature Review

Introduction Management practice is often assumed to be the execution of pre-set and pre-determined action plans which fall into place smoothly during actualisation. Managers are probably looked at as a group of professionals whose roles and responsibilities only mean turning strategies into reality.Advertising We will write a custom essay sample on The Subjective Nature of Management: Literature Review specifically for you for only $16.05 $11/page Learn More Their work seems cut-out and only awaiting simple procedural implementation by those with the right technical know-how. However, in real life scenario, managers actually face more challenging tasks than simply executing what is written on paper. Organisations undergo a lot of challenges and obstacles, all of which seems to be conspiring to rebuff the attainment of such pre-set goals and objectives. This paper analyses in detail the subjective nature of management and explains how flexible the manage ment role should be if any tangible results have to be attained. Role Transitions in Management Any managerial role or duty undergoes a transition or change because of numerous reasons. The transition cycle of a manager can be thus summarised into 4 easy phases: Preparation All managers must have prior preparations about their anticipations and targeted goals and objectives. This process involves extensive and comprehensive planning where a manager lays out a number of alternative strategies to aid him in execution. The alternative strategies come about as a result of anticipated problems which may affect the entire running of the organisation. The future is shrouded in a lot of uncertain situations and conditions and therefore managers must give room during their planning in order to accommodate such uncertain scenarios (Atkinson, 1984). Encounter During this phase, managers are emotionally concerned about the task or challenge that lies ahead. Practically, managers at this phase e ngage in a lot of sense making activities in order to try and shape up and align the psychological state of their workers.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The understanding is that there are possibilities of encountering person-job misfit due to various reasons. It is not so obvious that a perfect match will be realised at 100 percent. There could be some individual shortcomings at the individual level which could limit their effectiveness and overall performance (Barley, 1989). Adjustment This phase directly builds from phase 2 which is encountering. The manager, after realising and noting misfits in his team, must make arrangements to correct the mistakes. Thus, adjustments will be done accordingly which will involve development of roles that perfectly matches personal capabilities such that any possibilities of misfit are addressed. The occurrence of an unanticipated busi ness situation must be addressed through a perfect readjustment of strategy because the company has to find a way out of the situation. Strategy readjustment is a very crucial stage because it could either make or break the organisation. If the adjustments are done in a perfect manner and in good time, the organisation will be able continue with operations without too much effect. However, delays in implementing readjustments may turn out to be costly to the firm even if the strategy itself is the best. Stabilisation The manager assumes that finally, the transition will attain stability where there is a perfect person-role fit. However, in actual sense, stabilisation is never permanent. It is a temporary state which managers should never sit back and enjoy. This is attributable to the fact that management is dynamic and is actually dictated with a lot of forces, some of which are external and the company has little control over. Therefore, as soon as things begin appearing stabilise d, the management should quickly think of restarting the entire process again because this is an endless life cycle. A stable condition, although is good and most preferred, must be constantly be observed to ensure deviations are not encountered. Transition challenges The transition process may not be an easy smooth ride for the manager as it may appear on paper. In some instances, the manager will face counter actions from the workers who do not approve or agree with the entire process. In some other instances, the transition could be taken positively which will ultimately result in a positive gain for both the worker and the organisation.Advertising We will write a custom essay sample on The Subjective Nature of Management: Literature Review specifically for you for only $16.05 $11/page Learn More A worker who positively accepts the transition will often develop expectations that are positive and helpful. He will be more confident in coping with the e xpectations and enjoy in sense-making. Additionally, such a worker will target developing relations within the organisation through sustained trust, commitment, as well as effectiveness with tasks (Bauer Morrison Callister, 1998). On the other hand, workers who regard transition in bad light will often be fearful and express a lot of reluctance and lack of preparedness. During the encounter phase of the transition, managers will have a problem because such workers will always tend to be shocked. They feel dejected, and full of regrets. Trying to adjust such workers would only turn out to be disastrous as they will never fit in any role, they will generally be degraded and grieving. The imminent result of this scenario is failure to attain objectives as the worker may never reach the stabilisation stage (Coupland, 2002). Transition cycles and their implications The general understanding that success breeds success should be what governs managers in their roles to steer the organisat ion towards objectives and roles. Individuals in organisations are more likely faced with the possibility of being ‘locked in’ in their own assumptions of transition cycles. It is, however, possible to break this pattern following the intervention of numerous factors. Managers who themselves suffered from a terrible career mistake could occasion a very difficult work role transitions. For instance, the preparation stage of a transition cycle is meant to be a time to develop anticipation through modelling expectations, feelings, and motives. However, erroneous expectations will cause a highly negative mismatch thus resulting into an encounter phase that will be more consistent with a transition cycle that is only but negative (Jones, 1986). The switch from either transition could occur at any particular stage although it is more likely that it be witnessed during the encounter stage. Thus, managers need to ask themselves whether they really understand whatever they are p ursuing and whether the strategy they are planning to employ is the best suited.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Mistakes in management and decision making put the entire organisation at a very precarious position as it could mean loss of resources and time. Misapprehension right at the planning and preparation phase makes it difficult for the encounter stage to have any positive (Agyris Schon, 1978). Forming expectations Rousseau (2001) opines that workers in possession of high experiences in their roles and duties will most often have schemas that are more developed. Comparatively, experienced workers readily understand why they are working in a given organisation than fresh graduates from school. The latter care more about what it means for them to be employed in the organisation. Managers, on the other hand, determine a number of experiences which they consider as basic in helping with their decision making. These experiences build up right from childhood through to the time of making that actual decision. Managers who undertook responsibilities in their childhood, such as watching over s iblings, are more likely to draw their decisions from as far as such escapades. Influences to the manager in his or her early childhood life from role models, like teachers, also bear a lot of influence to their decision making process (Berger Luckmann, 1967). These experiences model the development of role schemas and self-schemas in managers. It is possible, therefore, that discernible experiences to the manager could be part of his decision making process. Decisions may also be affected by such variables as age, gender, and social class among many others (Hill, 2000). The proposals of these differences are not as a result of ‘individual difference’, such as traits or styles. Instead, their formation is based on commonality of experience which may result in individuals depicting similar schemas. A manager who has changed jobs has already undergone several transitions in terms of his occupation as well as in terms of organisational structure. Individuals who began wor k, changed organisations, got promoted, and studied for professional qualifications, for instance, can be grouped as experienced newcomers. Managers are poised to have high and elaborate schemata in as far as matters concerning their identity as professionals, as well as their roles are concerned. This will have a bearing on whatever work-role transition they undergo. Newcomers, on their part, will have their biographies and other past experiences influencing their initial experiences. It is of significant importance for both managers and organisations to give this issue a deeper thought. A new manager who has just joined the organisation may have different existing role schemas to those held by the workers in the organisation. Such a scenario is more likely to occur in cross-cultural management, where a manager from a different country may be posted to another country. Overly, representing the schemas’ content such that a mutual understanding of the organisation or individua l is realised could be a difficult thing (Mankiw, 1998). Issues for consideration by mangers during expectation A managerial role performance is inextricably connected with knowledge or understanding of how the organisation is set. Managers must understand the operations of an organisation for it to be able to attain desired results and objectives. Thus, managers should be fairly sophisticated in their field and also understand what the organisation’s construct and way of operation is. However, it is also thought that managers could be most useful at such a time of unfamiliarity. This is because they will look at the organisation and its existing workers in a different way. It thus makes it easier for them to question practices and operations that exist and change them for the getter (Louis, 1980). For managers, role expectation is a particularly challenging area because of the complexities that are involved. Organisations sometimes hire managers for the simple reason that th eir recruitment is against the grain of what exists in terms of individuals and organisational culture. The reason behind such hiring of new managers is to bring change I the organisation. It is important to point out, however, that such appointments often set the manager to a very complex work-role transition. It is common knowledge that all organisations would wish to have workers who will comfortably fit into the organisational structure. The presence of an ill-fitting individual, nonetheless, is done deliberately so that the individuals could encounter a tinge of discomfort. Encountering reality All organisations encounter a clash between their anticipations with what the real life situation offers. Such deviations are what enable managers to become aware of the real organisation environment. In other words, schemas will often be changed in such a way that they match the environment more accurately. Managers will find themselves in very unfamiliar position whenever their plans f ail to match the expectations. They are expected, in such a scenario, to get the organisation around the unfavourable condition or obstacle. Managing through such an unfavourable condition would call for introduction of drastic measures which are very different from the original ones that were being pursued by the organisation. The manager, therefore, has to spend time studying the unfavourable condition and determine what counter strategies could be more appropriate. This crisis planning is done within very limited time constraints as continued delay could further hurt the organisation’s prospects. A manager, therefore, has to revisit the transition cycle and rearrange it such that it would be possible for the results to reflect positively on the organisation. Planning should identify new aims and objectives that are different from the ones that existed before the uncertain condition occurred. Roles of the workers must also be swiftly rearranged depending on their individual strengths, experience, and capabilities. Workers must accurately be selected for their specific roles because the organisation has little time to gauge their performances. Although general theories about management could still be applied to help solve out the matter, the scenario becomes more subjective and requires that action be taken depending on what the challenge is like (Watson, 2001). Management knowledge and changing scenarios Management perspectives that were postulated by early scholars, including Marslow and Lewin, were never linearly related but rather recursive in nature. In other words, knowledge of management moves in different directions, allowing managers time and freedom to manipulate changes that could result in better performance. Management knowledge in itself is an epistemological chain of facts and thought. In pursuing the organisation’s goals and objectives, managers are free to use or even create tools that they deem relevant in the performance of th eir roles. They do this through transforming the complex epistemological theories that were postulated by early scholars, instead turning them into ontological heuristic that are more simplified (Rousseau, 1995). Paradoxically, the artifactual heuristics become atheoretical, where they are removed from the original theories that formulated them and applied by the managers. Managers must be able to derive independent constructs of a particular theory and employ its direct knowledge in order to enable him make proper judgement as pertains a realistic situation in his managerial duties. The key source of a manager’s next course of action when faced with a complex situation is a past experience. The selection process is also a key source of expectation which the manager relies on. The external forces upon which the organisation acts are continuous and managers should never sit back without thinking about how to react in case an unfavourable condition occurred. Currently, the glob al economic crisis continues to ravage economies across the world without basing on specific countries. The world economy is closely knitted and therefore whatever happens in one corner of the world is more likely to affect other areas either directly or indirectly. This realisation eliminates the need to focus on rigid frameworks because the organisation has to flexibly react on environmental changes. Some of the reactionary measures that managers undertake to mitigate the effects of the unsavoury situation includes laying workers off and cutting down on expenditure costs. These drastic measures means the organisation may not be within means of actualising the original objective or target of the organisation. However, it settles for a fallback objective that may overly not leave the organisation injured. When managers make drastic changes to the organisational goals and targets, their decision is mainly influenced by the firm’s profitability. Such expenditures as on workersà ¢â‚¬â„¢ salaries and other additional operations costs such as power and water bills are often targeted in ensuring that unnecessary spending is completely done away with. In dealing with the ongoing global economic crisis, some multinational firms have decided to close down their subsidiaries which are located in hard hit areas. Some other companies have shut down operations in their numerous divisions which seem to have low profitability levels while maintaining operations in divisions that are comparatively profitable enough (Chell, 1998). Career transition in management Expectations by managers transform over time as they gain experience in their performance. Managerial roles are intricate and the extensive work experience makes managers to have more elaborated schemas. The manager’s role, nonetheless, is shaped up by the numerous environmental mixes which, together, influence the activity and operations of organisation (Allen Meyer, 1990). Conclusion Organisations often identify their goals, aims, and objectives in advance before employing strategies that would enable the attainment of these set targets. Managers are charged with the responsibility of ensuring the organisation moves towards attaining these goals. Their knowledge and expertise is particularly very important in ensuring the organisation stays within course as it focuses on the goal. However, the environment within which organisations operate is not certain and a lot of factors affect the smooth running of the organisations thus making their initial targets unachievable. Managers are forced to readjust their actions in order to ensure that the targets could be achievable. One of the tools that managers use to try and realign the organisation is the transition cycle. This cycle enables managers to put plans across that the also anticipate changes along the way. Once the manager has planned, there needs to be an emotional and sense making process whose objective is to ensure all worker s within the organisation are perfectly arranged to perform roles. Where a mismatch may occur for one reason or the other, the manager needs to readjust his strategy so that it may fit within the objectives. Readjustment leads to stabilisation where the organisation maintains its performance within the parameters of the objective determine. This cycle is continuous and should never stop at any stage even if it appears as though the organisation is stable. List of References Agyris, C Schon, DA 1978, Organizational learning: A theory of action perspective, Reading, MA: Addison-Wesley. Allen, NJ Meyer, JP 1990, ‘Organizational socialization tactics: A longitudinal analysis of links to newcomers’ commitment and role orientation’, Academy of Management Journal, Vol. 33, pp. 847-858. Atkinson, J 1984. ‘Managing strategies for flexible organizations’, Personnel Management, Vol. 16 No. 8, pp. 28-31. Barley, SR 1989, â€Å"Careers, Identities and Institut ions: The legacy of the Chicago School of Sociology†, In M.B. Arthur, D.T. Hall B.S. Lawrence (Eds), Handbook of career theory, Cambridge University Press, Cambridge. Bauer, TN Morrison, EW, Callister, RR, 1998, ‘Organizational socialisation: A review and directions for future research’, Research in Personnel and Human Resource Management, Vol. 16, pp. 149-214. Berger, PL Luckmann, T, 1967, The social construction of reality, London: Penguin. Chell, E 1998, â€Å"Critical incident technique,† In Symon, G. and Cassell, C. (eds), Qualitative methods in organizational analysis and research: a practical guide, Penguin, London Coupland, C 2002, ‘Graduate trainees’ career narrative: fractured or flexible?’ Proceedings of the British Psychological Society Occupational Psychology Conference. Hill, RC 2000, ‘The case of the missing organizations: Co-operatives and the textbooks’, Journal of Economic Education, Vol. 31 No.3, pp. 28 1-296. Jones, GR 1986, ‘Socialisation tactics, self-efficacy, and newcomers’ adjustment to organizations’, Academy of Management Journal, Vol. 29, pp. 262-279. Louis, MR 1980, ‘Surprise and sense making: What newcomers experience in entering unfamiliar organizational settings’, Administrative Science Quarterly, Vol. 25, pp. 226-251. Mankiw, NG 1998, ‘Rethinking economic principles: Critical essays on introductory textbooks’, Eastern Economic Journal, Vol. 24 No.1, pp. 117-120. Rousseau, DM 1995, Psychological contracts in organizations: understanding written and unwritten agreements, Sage, Newbury Park, CA Rousseau, DM 2001, ‘Schema, promise and mutuality: The building blocks of the psychological contract’, Journal of Occupational and Organizational Psychology, Vol. 74 No.4, pp. 511-542. Watson, TJ 2001, ‘The emergent manager and processes of management pre-learning’, Management Learning, Vol. 32 No.2, pp. 221-2 35 This essay on The Subjective Nature of Management: Literature Review was written and submitted by user Darth Maul to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Lewis Structures or Electron Dot Structures

Lewis Structures or Electron Dot Structures Lewis structures, also known as electron dot structures, are named after Gilbert N. Lewis, who described them in his 1916 article titled The Atom and the Molecule. Lewis structures depict the bonds between atoms of a molecule as well as any unbonded electron pairs. You can draw a Lewis dot structure for any covalent molecule or coordination compound. Lewis Structure Basics A Lewis structure is a type of shorthand notation. Atoms are written using their element symbols. Lines are drawn between atoms to indicate chemical bonds. Single lines are single bonds, double lines are double bonds, and triple lines are triple bonds. (Sometimes pairs of dots are used instead of lines, but this is uncommon.) Dots are drawn next to atoms to show unbonded electrons. A pair of dots is a pair of excess electrons. Steps to Drawing a Lewis Structure Pick a central atom. Start your structure by picking a central atom and writing its element symbol. This will be the atom with the lowest electronegativity. Sometimes its difficult to know which atom is the least electronegative, but you can use the periodic table trends to help you out. Electronegativity typically increases as you move from left to right across the periodic table and decreases as you move down the table, from top to bottom. You can consult a table of electronegativities, but be aware different tables may give you slightly different values, since electronegativity is calculated. Once you have selected the central atom, write it down and connect the other atoms to it with a single bond. You may change these bonds to double or triple bonds as you progress.Count electrons. Lewis electron dot structures show the valence electrons for each atom. You dont need to worry about the total number of electrons, only those in the outer shells. The octet rule states that atoms wit h eight electrons in their outer shell are stable. This rule applies well up to period 4, when it takes 18 electrons to fill the outer orbitals. Filling the outer orbitals of electrons from period 6 requires 32 electrons. However, most of the time you are asked to draw a Lewis structure, you can stick with the octet rule. Place electrons around atoms. Once you have determined how many electrons to draw around each atom, start placing them on the structure. Start by placing one pair of dots for each pair of valence electrons. Once the lone pairs are placed, you may find that some atoms, particularly the central atom, dont have a complete octet of electrons. This indicates there are double or possibly triple bonds. Remember, it takes a pair of electrons to form a bond. Once the electrons have been placed, put brackets around the entire structure. If there is a charge on the molecule, write it as a superscript on the upper right, outside of the bracket. More About Lewis Structures Here is more information about Lewis structures: Step: Exceptions to the Octet RuleLewis Structure Example Problem: Formaldehyde

The Atrocities of the Congo Free State Rubber Regime

The Atrocities of the Congo Free State Rubber Regime When the Belgian King Leopold II acquired the Congo Free State during the Scramble for Africa in 1885, he claimed he was establishing the colony for humanitarian and scientific purposes, but in reality, its sole aim was profit, as much as possible, as fast as possible. The results of this rule were very uneven. Regions that were hard to access or lacked profitable resources escaped much of the violence that was to follow, but for those areas directly under the rule of the Free State or the companies it leased land to, the results were devastating. The Rubber Regime   Initially, government and commercial agents focused on acquiring ivory, but inventions, like the car, dramatically increased the demand for rubber.  Unfortunately, for the Congo, it was one of the only places in the world to have a large supply of wild rubber, and the government and its affiliated trading companies quickly shifted their focus to extracting the suddenly lucrative commodity. Company agents were paid large concessions on top of their salaries for the profits they generated, creating personal incentives to force people to work more and harder for little to no pay.  The only way to do that was through the use of terror. Atrocities In order to enforce the near impossible rubber quotas imposed on villages, agents and officials called on the Free State’s army, the Force Publique. This army was composed of white officers and African soldiers. Some of these soldiers were recruits, while others were slaves or orphans brought up to serve the colonial army. The army become known for its brutality, with the officers and soldiers being accused of  destroying villages, taking hostages, raping, torturing, and extorting the people. Men who did not fulfill their quota were killed or mutilated. They also sometimes eradicated  whole villages that failed to meet the quotas as a warning to others. Women and children were often taken hostage until men fulfilled a quota; during which time the women were raped repeatedly. The iconic images to emerge from this terror, though, were the baskets full of smoked hands and the Congolese children who survived ​having a hand cut off. A Hand for Every Bullet Belgian officers were afraid that the rank and file of the Force Publique would waste bullets, so they demanded a human hand for each bullet their soldiers used as proof that the killings had been done.  Soldiers were also reportedly promised their freedom or given other incentives for killing the most people as proven by supplying the most hands. Many people wonder why these soldiers were willing to do this to their ‘own’ people, but there was no sense of being ‘Congolese’. These men were generally from other parts of the Congo or other colonies entirely, and the orphans and slaves had often been brutalized themselves.  The Force Publique, no doubt, also attracted men who, for whatever reason, felt little compunction about wielding such violence, but this was true of the white officers as well. The vicious fighting and terror of the Congo Free State is better understood as another example of the incredible capacity of people for incomprehensible cruelty. Humanity and Reform The horrors, though, are only one part of the story. Amidst all of this, some of the best of people was also seen, in the bravery and resilience of ordinary Congolese men and women who resisted in small and large ways, and the passionate efforts of several American and European missionaries and activists to bring about reform.

Paper Number 3 - Human Resource Management Essay

Paper Number 3 - Human Resource Management - Essay Example Through training, any company can raise the ability to adopt and use advance technology. It makes employees more efficient and also motivates them. It increases the knowledge of the employee which in turn enhances the company’s competitive position. Proper training increases productivity and efficiency of organization, decreases employee turnover and need of supervision. Through training, an employee develops a sense of confidence and self-worth and becomes valuable to the organization and to society. The knowledge received through training helps to increase productivity and sense of fulfillment through achievement of any task. Three areas must be considered to identify the reason for training: the organizational goal, the job characteristics and needs of the employees. The resources required for training also needs to be considered otherwise the training program will fail. There are two types of training methods on the job training and off the job training. Cognitive Methods: Cognitive methods provide the rules regarding how to do a specific task through written or verbal information and express the relationship among various concepts. Various methods that come under cognitive approach are lecture, demonstration, discussion and CBT (Computer Based Training). Behavioral Method: In this method, the employees are provided practical training. This method teaches the trainee how to behave in real work life. The various methods of behavioral approaches are business games, behavior modeling, equipment simulator, and in-basket method. Management Development: This method focuses on education of employees. This method is divided into on the job training and off the job training. On the Job Training: This type of training is conducted to employees while they are performing their regular job. In this training method a plan is developed about the subject to be taught. The employees are informed about the details of training. A timetable is developed for monitoring t he performance and progress of employees. This training method has positive effect on employee morale because it not only teaches the skills for doing any specific task but also makes them think critically to solve any problem that might occur while doing any job. Examples of on the job training are orientation, job instruction training, apprenticeship, internship, assistantship, coaching, and job rotation. Off the Job Training: This training method takes place outside the real work place. Specific trainer is used for training the employees. In this method employees put all focus on the training and their job cannot distract the training process. Examples of off the job training methods are lectures, case studies, role playing, simulation, and laboratory training (Bizmove, â€Å"Small Business Management†). Summary of the Article Dubai Metro is an automated metro network of Dubai city. The center of Dubai Metro has almost 150 employees. The employees control the operation of technological system. The RTA (Road and Transport Agency) is providing training to the staff of Dubai Metro. Training will be provided on various aspects such as different facets of operations, maintenance, security related issues, health and safety of staff. Besides these the employees will be trained about other supporting services such as management, human resource, contracts, finance,