Employee Empowerment Case Study: TGI Fridays

Employee Empowerment Case Study: TGI Fridays Major shifts in business activities in the recent years due to globalizations have taken Large (LEs) and Small Medium Scale Organizations (SMEs) either National or Multinational towards an intense competitive environment. To respond to these global challenges organizations are now working differently as compared to past and last but not the least the competitive advantage that a company obtains is through its customer service activities. As The cost of attracting a new customer is five times bigger compared to the cost of retaining a current customer (Hart et al, 1990). When an organization is not able to provide the desired satisfaction to customers, the customer becomes aggressive and besides leaving the organization service becomes a tool to disengage customers in his domain. When a company fails to provide a service, the dissatisfied customer may provide negative word-of-mouth. (Chakrapani, 1998) claims that 100 dissatisfied customers cost a company 1600 to 2500 potential customers. To retain the customers it is of paramount importance that the employees of an organization are in line with the organizations objective with regards to the successful operation and in this regard todays managers make sure to convince employees that their personal interests are in agreement with the goals of the organization. (Hellriegel et al, 2005) explained that in todays battle for excellent employees, management has to offer more than high pay to win employees trust and motivate employees. As very aptly discussed by (Latham and Gary, 2004) that the most difficult aspect of being a work team leader is motivation of team members. Work teams may be more successful in achieving organizational goals if their members are empowerment to do their jobs. 2. SIGNIFICANCE: For achieving organizational success employee empowerment and performance are at the core with regards to these concepts. Job satisfaction amongst employees talked about in relation to employee empowerment and contextual performance. Ugboro and Obeng, found that in an organization empowered employees demonstrate job satisfaction at higher levels in contrast in organizations where employees are not empowered. (Ugboro and Obeng, 2000) When the team leader demonstrates the appropriate disciplines Employee motivation can be an easy task the simple disciplines encourage employee motivation to happen naturally. Motivation, whether it is self motivation or employee motivation, is the trigger to act. The competitive business market nowadays stresses on swift solutions as there a shortage of time in making decisions. To succeed, todays complex organizations require the collaboration of multiple followers (Yukl, 2008) managers at all levels who may assume a leadership role contingent on situational demands. As a result, empowerment has become a big slogan in numerous organizations world over. By setting the shared vision and common goal creates an environment in which other employees can control themselves i.e. empowered whether they acting for the objectives of the organization or not. As Kotter said that the vision makes the work more important to employees that envisioned by the common vision, which at the same time stresses their own values (Kotter, 1990). In order to get people move in the same direction that leader chooses, he/she needs to align them rather than organize them (Kotter, 1990). Empowered employees are more willing to serve the customers; his in turn quickens customer needÂÂ ´s responses which in turn result in customer satisfaction (Bowen et al, 1992). Empowered employees self-efficacy levels increase as they are in a position to evaluate the best approach to perform tasks. (Gist et al, 1992) In a Service organization the employees are of primary significance in view of the fact that they are the ones who are the face of the organization and the way they react and interact with the consumers is an indicator to the customers about the organization. The better the service and quality interaction the customer will have the more positive image will be portrayed also since service organizations are empowered as they have to make on the spot decisions this may prompt a negative image also as its a 2 way process. 3. RESEARCH OBJECTIVE: 3.1 AIMS: The idea of the study is to streamline the corporate objective through better quality management by having empowered employees. Whether it is fashion, hospitality, airline or the food industry, consumers first and foremost demand is quality. And this is not area specific. At the end of the day, companies are attracting consumers. However, the underlying challenges facing companies are the maintenance of quality to enhance consumer base. 3.2 RESEARCH QUESTION: For this study the company chosen is TGI Fridays restaurant. The purpose of this research is to ascertain the extent to which TGI Fridays restaurant practices employee empowerment in their organization, and how it impacts on service quality and customer satisfaction. The nature of the food service industry touches directly on the satisfaction and experience of the consumers. This uniqueness may account for the closer scrutiny and monitoring to ensure that certain standards with regard to employee empowerment that would otherwise have been voluntary in other sectors are observed. In this paper, we will delve into the details of employee empowerment in the restaurant business. The core study will revolve around TGI FRIDAYS Quality Management through employee involvement that will ultimately help the brand reach greater heights. According to (Strauss et al, 1998), the research question is a statement that identifies the phenomenon to be studied. It tells the readers what the researcher exclusively wants to know about this subject. How does TGI Fridays empowering of employees impacts on the quality of service and customer satisfaction in their restaurant? 4. Literature Review: 4.1 Total Quality Management: With the advancement in communication technology, transportation and other technologies the world has shrunk into a global village. Products and services developed in a country are now widely accepted in other regions of the globe as well. Many companies like TGI Friday have been developing marketing strategies to fulfill the need, in an increasingly globalized market, for several years. TGI Friday is one of the companies that are being recognized by and whose brand names are familiar to most of the people in every region of the world (Austins Radisson Hotel, 2006) Quality has different connotation to different people. Employees tend to think like their peers and think differently like those at other levels. This suggests that to infuse quality in the organization will be much easier if it is embedded across the board. Many Japanese companies have demonstrated a high perfection of product quality, reliability and customer service through TQM (Garvin, 1988). Such goals require continuous improvement procedures to be established within the company. The relationship between market share, profitability and quality has always been studied. According to Buzzell and Gale (1987) one factor above all others-superior quality drives market share and profit is virtually guaranteed. Companies that are committed to Total Quality Management, apply it in all areas of the organization, because customers are both external and internal functions to the business. Quality can not only reduce cost, it also helps in getting the differential advantage. As we can see in the following illustration, there are two types of quality: quality driven at customer and conformance to organizational quality standards. The Quality Circle is as follows: Price Advantage Customer-Driven Quality Market Share Profitability and Growth Customer Value Customer Attributes and Design Specs Specification Quality Productivity Lower Cost Lower Cost of Quality Investment in Improved Quality Figure 3.1 Quality Circle, Source: Joel E. Ross, (1996). Total Quality Management; Text, Cases and Readings. Second Edition. Total Quality circle implies that the customer is the top priority for all business decisions. It takes into consideration the satisfaction of customer as a key determinant of success in the long run. Sometimes business decisions lead to the demise of an entire enterprise when quality is shown the door, while compromising on customer requirements. According to TQM theory the best way to improve organizational output is to continually improve performance (Dale, 1996). The phenomenon of Total Quality Management is no more another statement for organizations. It has become a reality. In the cut-throat corporate world, companies find themselves in hot water if they compromise on quality, consideration the fact the consumers now have more alternatives at their disposal. 4.1.2 Buzz Word Quality: Every organization has a set of standards and beliefs that they adhere to. Quality is the buzz word in the modern day marketplace. Every organization claim to infuse the best quality in its products and services. In our daily lives, we distinguish different products and services as excellent, average or mediocre. The precise definition of a quality product or service is that it provides customer more than what they were actually looking for at a prescribed price. According to Crosby, quality is the outcome of a carefully constructed culture. This has to be the fabric of the organization. (Crosby, 1988) Organizations operating in modern markets call for an exceptional quality in their products and services. In the case of restaurants, the initiative is that products and services must be readily available to customers. Essentially, organizations focus on the concerns of customer needs, through a well developed mechanism (Kotler, 1991). A good management at a restaurant will instill value that will lead to the creation of admirable products and commendable service, which in turn fulfills customer expectations and satisfies them. Quality is really an attitude built on a perception. Its not the product or company itself. The product is sold by the company. (Aaker, 1991), asserts that the brand of that product is bought by the consumer, predicated upon the consumers perception that the brand he or she buys of a product differs sufficiently from another brand of the same product to warrant choosing one particular brand over another. And, by the way, warrants paying the price for it. Customers look beyond the functional benefits of a restaurant to the overall experience it offers. Johnson stated that people stay in relationships for two major reasons: because they want to and because they have to. (Johnson, 1982) This recommends that service loyalty is influenced by satisfaction and interpersonal bonds. The interplay of these two sets of influences impacts on operational, marketing and human resource management strategies, including the nature and form of empowerment best matched to the service offer. (Cowell, 1984) claims that different organization provide different service features, which in the long-term impacts the operational management, marketing offer to customers and the way that front line employees are managed. 4.1.3 Consumers Charge Quality: Consumers tend to associate quality with price. But a new Cornell study found out that higher price tag may create a more positive view of products, but consumers may not necessarily purchase them. (Lowery, 2009) Some studies support the idea that higher price leads to a more superior quality some case examples are studies by, (Dodds, et al 1991; Gabor, 1988 etc). On the other hand, other studies have found that a high price may not always be related to the perceived superior quality. (Peterson 1970; Peterson and Jolibert, 1976). Such inconsistent findings have prompted the conclusion that a general price perceived quality relationship does not exist (Zeithaml et al, 1988). It is very much clear that quality cannot alone be associated with the price tag. It all depends on the users preference, the availability of different alternatives and the situation that compels the consumer to use the product/service. Many customers seek their prescribed branded services when it comes to restaurants. The branded organization meets customers security needs by making the service offer precise and by delivering a standardized service constant with customer expectations. At the same time many customers are looking for some confirmation of their individuality. (Holpp, 1990) asserts that the problem with the delivery of services is that it is delivered at the customers interface. If a problem exists, it is already too late. The subtle aspects to service and the heterogeneity of services pose difficulty for both customers and organizations supplying services to them. TGI Fridays provides a service which creates a sense of social connection to others. The brand also offers its customers a prospect to deal with the ambiguity felt by many service consumers. Thus, the customer can personalize the experience and knows what to expect. The following extract from an article reinforces the aforementioned argument. Lori Voth asserted that the biggest problem with most of restaurants is that the food looks awesome in the menu, or on TV, billboard, but once it gets delivered to your table, your impression fades away. However TGI Fridays manages to do it perfectly every time. Not only do the photos and descriptions make your mouth water but the actual meal always lives up to its promise. This is one restaurant where you can judge something by its cover, or picture. 4.1.4 Quality Infuse Loyalty: It has been observed that some restaurants have a more loyal following? Why is that people are more attracted to it? Because, the experience is worth remembering. From the very first interaction with the staff, an impression is made. This feeling creates an impression in the mind of the customer. Many restaurants and TGI Fridays in particular identify the value of customer service. Loyalty is an essential part of doing any business. No business can survive without establishing a dedicated client base. Studies have shown that companies that are rated high by their customer can charge close to ten percent more, than those rated poorly (Sonnenberg, 1989). For managers, motivating a group of employees is not a straightforward task. Each employee is a different and unique individual with dissimilar personalities and attitudes. Surprisingly enough, in spite of its evident importance to all businesses, relatively little is known about it. Experts have struggled to define exactly what being a loyal customer means, and too little has been made in determining what factors lead to customer loyalty. So, although customer loyalty is considered the back-bone of business, it still remains a mystery. To be truly effective and be able to repeat business, a brand must fabricate an emotional connection with its customers. And this is what the managers strive to achieve. Emotional branding is connected with the wisdom of brands and leads to an excursion filled with precious hints, ideas, and lessons from the customers. How to infuse brand loyalty in customers and address the trenchant constituents of branding as a product of perceptive thinking is another challenge for the managers. Haddadj (2003) believes that to create an effective workplace in order to motivate employees to perform well is very much in the interest of organization. Managers pivotal role in initiating transformation in a restaurant is to succeed in improving organizational performance. 4.2 What is Employee Empowerment? A pleasant and professional environment helps in the development of the capabilities of employees. On the other hand meager staff quality can be very expensive for any business. Empowerment is defined as the capability of employees to exercise judgment and discretion in their work and to contribute more fully in decisions affecting their work (Potterfield, 1999). Change, regardless of its magnitude is a challenging exercise. In case of employee empowerment, the challenge becomes even bigger as a high level of unpredictability is involved. In any organization, employees are the assets. Human Resource is vital to a corporations growth and prosperity is gaining and retaining competitive advantage. Therefore a motivated and contented workforce is more likely to achieve on many fronts. Loyalty and commitment from the staff cannot be controlled. In Harvester Restaurants, employees work in autonomous work groups without the direction of an immediate supervisor (Ashness et al, 1995). Organizations tie staff loyalty and commitment to its policies and actions. Therefore the management should deal with this issue prudently. (Fedor et al, 1989) concede that the employees who find the work more creative will react less to criticism. Total quality management and the strive for zero defects places issues of quality at the center of every managements reflection. Employees who are empowered are in greater control (Conger et al, 1988). Employee empowerment has its fair share of criticism too. (Purser et al, 1998) in particular are wary of practices, calling it pseudo-empowerment (p. 132). They assert that it is simply putting a new face on an old scheme. Many authors believe it is more self-directed. (Hitchcock et al, 1995) note that the practiced empowerment is a status rather than a process of actively participation. However, those who promote this concept are of the view that it works and is related to the organizations performance. (Piore et al, 1983) believe the organizations will gain superior competitive advantage by focusing on employees as assets and by removing unnecessary levels of management. There are four different, but overlapping managerial motives for introducing empowerment (Lashley, 1995). These are empowerment through participation, through involvement, through commitment, and empowerment through delivering. Each of the aforementioned forms is applied differently with the nature of empowered given to the employee. Organizational theories also attest to the fact that the fit involving business strategies and organizational characteristics is a key determinant of organizational performance (Lorsch et al, 1973). Many authors like (Barry, 1993) say that empowerment is a universally defined term. The idea of empowerment is to engage the employee in different aspects of the service operation. The empowerment model of (Lashley, 1997) is as follows: Source: (Lashley, 1997) 4.2.1 Empowerment Self-Actualization: Abraham Maslow has hinted out at the five levels of human needs. The need of self actualization is on top of the pyramid. The Maslows Hierarchy Model is as follows: http://dinamehta.com/blog/wp-content/uploads/2007/10/800px-maslows_hierarchy_of_needssvg.png Source:NetMBA.com Empowerment is in fact fulfilling ones need of self actualization. It is difficult to develop an environment that allows team players to find opportunities for self-actualization, and to be respected and feel empowered. But in the hospitality industry it is deemed important to allow employees to take responsibility of their actions. (Barbie et al, 1991) believed that a feeling of personal efficacy and self determination in nurtured among employees. They are supposed to feel that they have power and can make a difference. They have choices and can exercise it. (Johnson, 1993) 4.2.2 Employee empowerment in the hospitality industry: Employee empowerment is particularly relevant in the hospitality industry because employees have the maximum amount of direct customer contact. Levels of customer satisfaction can be improved by empowering employees to handle guest requests or problems immediately, rather than having to report to their managers .Managers fundamental task in a restaurant is to improve performance (Haddadj, 2003). Organizations operating in different industries have different set of management rules. The risk is high where the service act is directed at the minds of the people. Caring attitudes by managers succeed in bringing forth employee dedication and approval. (Black et al, 1996) 4.2.3 TGI Fridays Restaurant: The organization structure at TGI restaurants is somewhat traditional and typical for the hospitality business. At Fridays a standardized layout and decor is balanced by an extensive menu which allows the customer to decide on what they should consume within the range. In many ways the offer is comparable to mass customization in manufactured products. The customer knows what to expect, and can personalize the experience through the extensive menu. 4.2.4 TGI Fridays Operations: The Restaurant Manager is responsible for the handling of affairs of the unit. The Front of house operations is managed by the senior service manager. The quality manager is in charge of the operations in kitchen and stores. People are trained for specific jobs that include jobs at bar, in the restaurant and the kitchen. Some employees play a supervisory role as shift leader. Trained hosts receive guests and the expediter is responsible for ensuring the speedy production of meals from the kitchen. To ensure quality and consistency in the service offering is a lot harder to accomplish than in other sectors. This category of service firms is unique since the organization is not isolated from the customer the latter must physically be present throughout the service act, unlike other sectors such as manufacturing (Fitzsimmons and Fitzsimmons, 2004). These are recognized as the critical success factors. (Boynton et al, 1984) define critical success factors as those things that must go well to ensure success for a manager. They imply that these administrative areas must be given individual attention to bring about higher performance. The thorough interaction between the service organization and the customer in person has profound quality implications for the organization. In the case of TGI Fridays where employees are delivering a mass customized service, they need to exercise consultancy skills in their interpretation of customer service needs. This helps in increased motivation in the workforce. This in turn will able the employee to reach future performance standards (Nemoroff et al, 1979). 4.2.5 Employee Empowerment at TGI Fridays: TGI Fridays foster an environment of employee empowerment. They have created an environment where employees are nurtured to take responsibility for their actions. So, performance at TGI Fridays requires more than merely taking order and delivering to the customer (Ritzer, 1993). This is very important to managerial aspirations for their approach. Employees need to be able to interpret, and then deliver, the customer service required. At Fridays employees are managed through a cluster of approaches to enhance perfection in work. When it comes to special events, it really shows that everyone in the staff is an important player. For instance during the week People arrive for their shift, do their shift, and go home. But at special occasions like Christmas, Dub-Dubs, door hosts, bartenders and managers alike stay behind after working. Everyone make sure that customers when they check in feel comfortable about the place. The slogan is to be trusted and respected. This is the managers duty to be an effective communicator and devote time to everyone equally. The natural skills and talents of employees will be realized and utilized to the organizations effectiveness (Ripley and Ripley, 1993). TGI FRIDAYS support the staff to be hands on with customers, but at the same time assesses the character and mood of the guests in order to achieve appropriate level of interaction. They have designed a book they call as the WOW Book. 4.2.6 The WOW Book: TGI FRIDAYS has a book known as WOW (WALK ON WATER). This book for staff lists the extra stuff the employees can offer to the customer. One such example that comes into our mind is lighting a cigarette for the customer. Before the start of each shift, employees are involved in a board game through roley. This role play is based on service encounters. The is based on the culture and philosophy of the organization. The objective of this is to inculcate each employee with the values of the organization. Unlike bureaucracies, empowering organizational structures are collaborative team based organizations (Beyerlein et al, 2003). 4.2.7 TGI Fridays Passport: The management at TGI Fridays have created a flexible employee rotation program once the training is completed. This program is known as the TGI Passport. This system enables employees to work in other branches, states or countries when there is a vacancy. This is an excellent example of empowering employees through flexibility, thus ensuring loyalty. This scheme not only retains staff but also reduces training costs. 4.2.8 The Five Star Values at TGI Fridays: TGI Fridays has identified five star values to symbolize its philosophy and culture. Each value is presented as a triangle and each side of the triangle must be balanced in order to deliver the service the Fridays way. In addition to these stars values, the three rings of the perceived guests are also taught to the staff. These rings represent the core offerings of the brand along with the consistent standards of service. They also entail an environment in which individual employee is encouraged to work to their maximum potential. An engaged employee has a natural drive for innovation, efficiency and a talent for building encouraging relationships (Ganguly, 2003). The five star values empower employees; they own their job and want to achieve better because they feel rewarding for doing so. 4.2.9 The Service Encounter: TGI Fridays calls its service encounter as an unusual experience. Employees are encouraged to think that TGI Fridays gives its customers a value for their money. For TGI Fridays incorporate elements of standard procedure manuals laid down production and presentation specifications. Test on product knowledge is used to ensure that front line employees had the requisite knowledge to be able to advise customers. Dub-Dubs are allowed to offer advice to customers as to how to structure their meal. Furthermore, they also have to identify the customers service requirements and deliver what is needed. (Lashley, 2000) notes that normative control in TGI Fridays is one of the tools to retain employees and encourage them to take ownership of the service encounter. Service target times at TGI Fridays call for the starters to be served within seven minutes of receipt of the order. Main course items must be served within twelve minutes. A computer programme helps managers to check the timing of these service times. Dub-Dubs are trained to work in routines. They check with the customer regularly after three minutes of delivering the meal. The front-line staff is encouraged to develop a sense of ownership of the service encounter. (Spinalli et al, 2000) establish that empowerment leads to both employee and customer satisfaction. Managers are keen to make sure that the employee is able to meet up customer service requirements, answer queries, offer advice, and present the appropriate performance, and maintain company sales targets. The nature of the work requires a particular type of individual, someone who relates well with customers. 4.2.10 Empowerment and Employees Performance: Employee performance requires, more than the traditional acts of greeting, seating and serving (Hochschild, 1983). Customer satisfaction, attitude towards the customer and meeting the order in a specified time tops the list at Fridays. The bar staff at TGI Fridays provides both the showmanship needed to command a premium price. Work teams and information sharing are the building blocks of employee empowerment. Empowered employees own their jobs; can assess their personal and corporate success. The purpose of empowerment is often to cultivate confidence between employers and employees with the end goal of continuous improvement (Khan, 1997; Lawson, 2000). Workplace know-how is a combination of the foundation skills and the workplace competencies. The competencies cannot be achieved without a strong base; but the two can-and should-be learned simultaneously. Employees are expected to control themselves internally by being nice, cheerful, smiling and courteous to customers even when the customer is rude and offensive (Royle, 2000). The performance of the unit is measured by a system known as a WinCard. 4.2.11 The WIN Card: TGI Fridays used wincard which stands for Whitbread in Numbers scorecard. This is a communication tool that helps in bolster the performance. It uses the scorecard approach. Wincard measures a common set of scores across each unit, brand and at a group level. This enables employees to know better what they are doing and ensure that all employees are working towards the same company goal. It provides a reliable, tangible way of both motivating them individually and as a unit and identifying key areas for improvement. This tracks performance on a monthly basis against the agreed target and an in-store wall chart which display to employees the year- to- date results and monthly results via a color coding system. A traffic light system measures these scores. Green measures a result if the performance is better than the anticipated performance. Amber measures a performance that is better than last year but worse than the anticipated financial plan. Red signifies a performance that is just getting worse. 4.2.12 Guest Feedback: Guest Feedback is an important component of TQM. Hospitality businesses do conduct these surveys to get hands on information about the customers experience. The questions asked are about the customer sense of well-being and the experience as an individual. These questions measure the emotional attachment of the guest with the brand. Companies like TGI Fridays gain the feedback and ideas of their associate through these surveys. They empower their employees and they in turn try to score highly in guest and employee satisfaction surveys. It is a win-win situation. The recognition identifies the optimistic approach of the company. At Fridays, recognition comes in different varieties ranging from the award of eye-catching pin badges to trips abroad for high performing management teams. 4.3 Customer Relation Management: In todays increasingly competitive market, it has become increasingly difficult for businesses to remain competitive. With an increase in competition, organizations are focusing more and more on increasing customer satisfaction, as it is the key to remain competitive in the market. In restaurant operations, such as TGI Fridays, it is projected that new customers cost 11 times more to generate than repeat customers (Sellers, 1990). These economic points of views for empowerment further reinforce claims that employee turnover and bureaucratic control systems will decrease operating costs. Quality is a strategic issue and many aspects of quality management entail strategic thinking within the organization about their customers and their requirements. The value of long term relationships in services marketing has only recently been known. External environments can alter rapidly and companies may not be able to change accordingly (Zacharakis et al, 1999). Employees at TG

Historical Development Of Radio And Recent Radios Media Essay

Historical Development Of Radio And Recent Radios Media Essay Since mid 1990s, with the liberalization of airwaves in Uganda, private radio FM stations have been mushrooming and have challenge the four decades of dominance of state radio. Majority of radios are located in big towns while a few at the countryside. Despite the increasing number of radio stations countrywide, womens access and participation has remained minimal. In war torn northern Uganda, The Department of International Development (DFID) built a community station radio station-Mega FM. Today it is highly revered for womens empowerment in the region than any other radio station. This is article is twofold. First, it seeks to explore the development of radio industry and the position of women in the ever growing radio industry today. Secondly, it highlights how an alternative radio, specifically Mega FM community radio is contributing to womens empowerment in Northern Uganda. In Andhra Pradesh, India, community radio is being used for womens empowerments. (Hindi 2010). In Haiti, The Haitian Womens Community Radio Network (REFRAKA) facilitates radio production on local community issues including womens voice (Bell, 2010). In Burkina Faso, Radio Pengdwendà © is sued for raising awareness and increasing womens participation in development Koala 2008. In Niger, The Bankilarà © radio station help in local mobilization of women. (Kohler 2008). Examples of womens driven initiatives like these are endless. They demonstrate womens determination for public sphere in different societies where their voices can be heard in development. While in some societies women have been able to set-up their own radios i.e. womens radios, others have not been successful in getting this space. Women still share radios with men but with greater womens involvement and participations. In Africa, according to African Media Development Initiative (AMDI) Report, the last two decades have seen significant growth in radio industry (AMDI 2006). These growths have been in both community radio and commercial radios. Commercial radios are situated in major cities and towns while community radios have mainly dominated countryside. According to sterling et al, [t]he number of community radio stations in sub-Saharan Africa has grown from 10 to more than 800 in the last 20 years. (Sterling et al 2007). This makes community radios the most effective form of communication in rural Africa. According to Sibanda, listenership is estimated above at 91.1% in Sub-Saharan Africa (Sibanda 2001; Sterling et al 2007). Womens ownership of the radio is estimated at 67.8%. In Uganda, since liberalization of airwaves in the mid 1990s, there have been mass waves of radio stations (Khamalwa 2006). There are over 150 radio stations countrywide (Nassanga 2007:4) To date, radios are now in almost all major towns in Uganda reaching all sections of people in the society. These radios have bridged the communication gap between the urban and rural, literate and poor, men and women. The rural poor and marginalized women are taking active in broadcasting. Radio is the main source of information for Ugandans with very high listenership. According to Khamalwa, who cited Intermedia Report of 2005 and Uganda Census Report 2002, he writes that: Listenership in Uganda is very high, with InterMedia estimating in 2005 that 100% of the population had listened to the radio in the past year, 92.8% in the past seven days, and 73.7% as recently as the day before (InterMedia, 2005).The 2002 census showed that about half of households (49.2%) in the country reported that word of mouth was their main source of information, followed by radio (47.8%). This is compared with less than 1% of households who reported the print media (newspapers and magazines) as their main source of information and 1% for TV (UBOS, 2002). (Khamalwa 2006:14) In Gulu, DFID, commissioned and built a new community radio station, Mega FM, to serve the rural war torn northern Uganda with information needs (Ibrahim, 2007). This station is operational since 2002 serving the marginalized communities of former ex-combatants, women and other sections of the population in northern Uganda due to over two decades of war between the Government of Uganda (GoU) and Lords Resistance Army (LRA). It broadcast in local languages with news and some occasional government and NGOs programmes in English. The radio uses different broadcasting formats to suit different audiences. It employs 45 people with some acting as full time while other works as part time staff (Otim 2007). The revenue for sustainability is majorly generated from NGO sponsored programmes and some commercial advertised by corporate companies. This radio is the most stable radio station in northern Uganda with powerful signal reaching as far as South Sudan and Democratic republic of Congo. This article is an attempt to show the history of radio broadcasting in Uganda and the position of women in the current fast growing broadcasting industry. It seeks to highlight the contributions of a community radio to womens empowerment in rural northern Uganda while challenging the role of other mainstream radios in the country. It illustrates the importance of alternative media for women as emphasized by feminist media scholars (Jallov 1992; Steiner 1992). This essay proceeds in several steps. First it traces the historical development of radio in Uganda from the colonial time to latest developments in the industry. Secondly, it seeks to show the position of women in radio industry in Uganda to understand womens portrayal, coverage and their participations. In the third section, I discuss several contributions of Mega FM community radio to womens empowerment in rural northern Uganda and finally highlight the challenges of community radios for womens empowerment in countryside nor thern Uganda. Growth and Development of radio in Uganda In 1937, a Committee on Broadcasting Services in the Colonies was set up by the British government. This committee was charged with the responsibility of investigating the role of broadcasting in the colonies (Chibita 2006: ). This committee recommended that radio broadcasting was to be instrumental not only, and perhaps not even primarily for the entertainment, but for the enlightenment of the population for their instructions in public health, agriculture, etc (Kiwanuka-Tondo 1990:50). Acording to Chibita, it was until the 1940s, the British felt the need for communication more tha ever because they needed to explain it polcies, plans, programmes and intentions. It was by now clear that the print media could not carry out this roles. On recommendation of the Plymouth Report,The Uganda Broadacsting Servies was set up to cater for the interest of the colonial officials (Chibita June 2006:112). Kiwanuka-Tondo adds that this service was set up for major three reasons: Keep foreigners i nformed, mobilization and governance and public education (Kiwanuka-Tondo 1990:54). These reasons are similar to one at the Gold Coast, the modern day Ghana (Head 1979). Therefore in 1954, the first radio named the Uganda Broadcasting Service set up by the British colonial government (Matovu March 1990, Kiwanuka-Tondo 1990). English became the dominant language on the station with a few Ugandan languages. (Chibita 2006; Chibita 2010; Matovu 1990). Indeed, radio was used by the governement as an information channel for the primary benefit of the British perosnnel in Uganda, the Asians, and the small but growing group of Uganda elite. (Matovu 1990:348). The radio remained under the control of colonial govenrment. According to Chibita, before independence, the colonial govenrment controlled the radio. She adds that: Under colonial rule the locals had little access to radio as a political space either as employees or participants in the programming. Apart from monopolizing the airwaves, the colonial government enacted or applied specific laws and statutory instruments including the Penal Code Act of 1950 which criminalized a wide range of media offences including defamation, publication of false news, sedition and embarrassing foreign princes and dignitaries. Inevitably, at the height of the independence struggle, the role of radio as a political space was limited (Chibita 2010 ) By 1957, Ugandan languages had started to dominate the station but they had very limited time on the air. 8 languages were incorporated into the programming (Chibita June 2006). The languages include: English, Luganda, 4Rs, Ateso, Lwo, Lugbara and Hindustani (see Chibita June 2006). The languges shows attempts at regional represnetationby the Bristih governement. For example, 4Rs, (Runyoro, Rutoro, Runakore and Rukiga) are langauges in western Uganda, Lwo is primarily Acholi Langi and Alur in the north while Ateso is primarily eastern and Luganda, the dominant language in the central region. Lungauges like Lugbara were incorprated because of their disticnt aspect. In 1957, a committee again set up to evaluate the broadcasting service in Uganda (Chibita 2006 Matovu 1990). This committee was led Gervase Harley Chibita 2006). The committee finding was came out in what came to be known: The Report of the Committee of Enquiry into the Organization, Policy and Operation of the Governments Information Services. According to Matovu, this report underscored the relevance of broadcast services in the country. The report was also critical of the short broadcasting period in Uganda. Among the problems, It cited the lack of a more comprehensive news services as well as the low standard of translation and presentation over the microphone. Other criticisms were lack of sufficient programs reflecting the life, interests and culture of the African outside towns, insufficient attention to the needs of women listeners; and lack of diversity of views on current political affairs. The report also noted that local talent in many field was not being fully encouraged and developed. Also, little was being done to establish broadcasting as a patron of the arts. On the whole, the report summed up, the significance of many of the important elements in Ugandas life and society was not being adequately brought out in the programs. (Matovu 1990:349) Besides being critcal, It also made major recommendations on which the evolution of the Uganda Broadcasting services was to rely. It set up goals for the stations. Some of the recommendations included: Brodcasting in both English and Uganda local langaguges; proper prgramme content including information, education and entertainement; integration of local talent and music and drama; introduce broadcast in secondary schools and finally encourage use if English as a unifying langauge because if varity of Uganda langauges (Matovu 1990:349-350). In 1962, Uganda gained its independence. Uganda Broadcasting Service became a government broadcast station (Kiwanuka-Tondo 1990). It was renamed Radio Uganda (Matovu 1990:350; Chibita 2010). Ugandan started getting access to the radio. Radio became a tool for national consolidation (Chibita 2010 ). Many different programmes and languages were added. By December 1962, Radio Uganda was bordacsting in 13 languages and the weekly total number of hours brodacst has risen from 19 hours in June to 112 in Decmeber 1962 (Matovu March 1990:351). There was no language policy guideline developed by the British for inclusion of the different languages. Chibita states that The Bristish Colonial governement did not have a written policy on language use in the media. She adds that in the post-independece years, The local langauge that got adpoted by state brodcaster came on board one by one, first basing on demographic consideration and later through political pressure (Chibita 2006:114). Due to increasing number of languages, broadcasts started on two channels .i.e. red channel and blue channel. The blue channel is for listeners who speak the Bantu language of the east, west, south and central regions. The red channel broadcasts to listeners who speak vernaculars from the north and north-east (Kiwanuka-Tondo 1990:54). To increase coverage, four booster stations were set up in the four regions of Uganda to ensure countrywide coverage. These booster stations included Bobi in the north, Butebo in the east, Mawagga in the south and Kyeriba in the west (Kiwanuka-Tondo 1990:54) This did not mean every person had access to the radio. It did not reach everyone since very few people could afford to own radio in the early post independence years. To complement radio Uganda, the first television station in Uganda was opened in 1963. This came to be called Uganda Television popularly referred to as UTV. This was a Black and White model. It was until 1975, that Idi Amin, a man known globally for his reign of terror in Uganda from 1971-1979, introduced the first coloured television in the face of Ugandans (Kiwanuka-Tondo 1990). To enhance coverage, countrywide, The TV boosters were set up in Mbale in the east, Soroti in the north-east, Lira in the north, Masaka in the south-west and Mbarara in the west (Kiwanuka-Tondo 1990:54-55). The television access was much harder. It was accessible to only a few privileged persons especially elite and government civil servants. It is important to note that the introduction of Radio Uganda and Uganda Television laid the foundation for development of the broadcast media in Uganda. From 1963, Ugandas politics started changing drastically. There was no clear demarcation between the central government and Buganda kingdom. When Apollo Milton Obote became the first prime minister of the Republic of Uganda, tension developed between the central government and Buganda kingdom because Kabaka of Buganda was accorded the the position of ceremonial president (Chibita 2010) at the time of Independence. The tension between the Republic and Buganda kingdom continued for a long time eventually culminating into what is often referred to as Uganda crisis of 1966. Obote abolished kingdoms and he went ahead to proclaim himself as the president of the Republic of Uganda. According to Kasozi et al, the [t]raditional rulers were deposed in 1966-1967 not through votes of their subjects but by decree;à ¢Ã¢â€š ¬Ã‚ ¦endorsed by the members of parliament (Kasozi et all:59). Kabaka Mutesa was deported to UK. According to Chibita, Radio Uganda slowly mutated into a government mouthpiece that was used to denounce those perceived as opposition, who, needless to say, had little access to this channel. She adds that political programming gradually became highly unsafe so radio resorted to parroting government propaganda and patriotic songs. (Chibita 2010: ). This souring relation between the central government and Buganda kingdom greatly affected the development of a free media in Uganda. In 1971, Amin came to power through a military coup. He à ¢Ã¢â€š ¬Ã‚ ¦seized power from President Milton Obote, the man who led Uganda to independence in 1962. (BBC). On assuming power, he reconstituted all the ministries and replaced them with his right hand men. The military became the centre of the government. He restructured the ministry of information by à ¢Ã¢â€š ¬Ã‚ ¦employing military people to head the Ministry of Information and Broadcasting, hiring and firing editorial staff at will and interfering, sometimes physically, in editorial policy and content. (Chibita, 2010: ) The years in between saw Idi Amin kill journalists and nationalize newspapers, a reversal that . . . significantly limited the role that the media could play. (Tabaire 2007:194) This greatly affected the growth of media in Uganda. Only radio Uganda and Uganda Television operated but with firm grip on them by them by the dictatorial regime. When Idi Amin was deposed by the support of government of Tanzania in 1979 (Tabaire 2007), in 1980, Ugandans went to poll to elect their president. Former president, Obote, was again elected as the president although there are claims of rigging. His second term popular known as Obote was short-lived. Many observers including the incumbent president, Yoweri Museveni, claims the elections was not free and fair. He formed the NRA and started a guerilla war against the then democratically elected government of Uganda but in 1985, Obote was toppled internally by his army man General Tito Lutwa Okello in a military coup. Obote for the second time was deposed by his own army leaders. Immediately, Okello urged all political and insurgent groups to support the new government, but the large NRA group refused to join. Peace talks occurred between the government and the NRA, but no agreement was ever reached.(Marblestone 2005) The prevailing political atmosphere and legal regime combined to make it impossible for Radio Uganda to serve as an arena that contributed meaningfully to political competition or participation.(Chibita, 2010: ). On January 26, 1986, Museveni seized power from General Okello (Borzello 2007, (Natukunda-Togboa 2008)). According to Batabaire, Museveni took the oath of office on 29 January 1986 promising that the occasion did not simply amount to another mere change of guard but a fundamental change. In the spirit of this statement, Musevenis NRM government has indeed allowed freedom of expression to a greater extent than previous Ugandan governments (Tabaire 2007:230). He was then been glorified for making significant improvement compared to the past regimes of Obote and Amin. There was libration of airwaves in 1990s. Kavuma remarks that Museveni à ¢Ã¢â€š ¬Ã‚ ¦was originally labeled one of a new breed of African leaders was because of media freedoms. Magazines and newspapers thrivedà ¢Ã¢â€š ¬Ã‚ ¦and broadcast media were liberalised, leading to the creation, over the years, of more than 150 private radio and television stations (Kavuma 2010). In 1995, the new constitution of the Republic of Uga nda bestowed the freedom of speech on Ugandans (Constitution of Uganda 1995) This according to Tabaire earned president Museveni international praise for cultivating a relatively liberal media climate' (Tabaire Bernard 2007:204). There was a rise in private FM stations in Uganda. Radio Simba became the first private radio station in Kampala and Uganda. In 1994, Capital radio was again licensed. Later Sanyu FM emerged in 1995. All these were commercially driven radio stations. Radio Simba broadcast in Luganda while Capital and Sanyu are predominantly broadcast in English with only News in vernacular Luganda only. These first three private stations showed the way and in a decade the airwaves became so crowded. Each region started setting up a radio that would broadcast in its own languages. It worth noting that as several private radios emerged; the government owned Radio Uganda lost popularity due to attractive and more entertaining programme from private FMs. In 2005, the Ugandan two giant media houses: Uganda Television (UTV) and Radio Uganda were merged through the Uganda Broadcasting Corporation Act of 2004 and became into effective on November 16, 2005. (Chibita, 210: ). Women and radio in Uganda. After a decade and half of the United Nations Fourth World Conference on Women in September 1994 in China, it recommended among many things: increased participation and access to media for women, there have been little gains for women in the media? There is still: Little women participations and access of women to media. There is still continued imbalanced in media and stereotyped portrayal of women. In Africa, women still lag behind both decision making and participation in media programming. This paper surveys women access to radio in Uganda. It covers among other things: number of women in radio, women coverage, portrayal and participation and finally a snapshot of factors hindering women participations. In Uganda, there is inadequate data if not almost none on women in decision making and participation in the radio industry. Many surveys on the state of media in Uganda only illustrate: Radio as the most popular media in Uganda. It estimates radio access to be at 92%. It also shows radio is also the main source of information for most Uganda. Many show ownership of the radio stations. Some surveys also show the increasing popularity in community radios while some also highlights the competitions among commercial radios. None of these shows exhaustive data on womens access and participation in mushrooming radios in Uganda. However, according to Global Report of Women in Media in New Media conducted in the Eastern African countries of Ethiopia; Kenya; and Uganda; surprisingly, it shows Uganda has the highest proportion (42 percent) of women employees in media organizations (Kiage and Macakiage 2009:1) followed by Ethiopian and lastly, Kenya at 30% and 26 % respectively. The report shows gender segregation in three radio station in Uganda. It points out that The Central Broadcasting Corporation, Radio Uganda employs 12 female and 48 males. KFM, a Kampala based radio station affiliated to the Monitor News Papers of the Nation Media Group, it employs 11 female and 9 male and Radio Mama employs 23 female and 12 male. However the report does not show what the male and female employees do but it highlights that There is widespread shortage of women professionals at senior and executive level. Only about a third of positions in top management and senior management are women (Kiage and Macakiage 2009:2). The ab sence of women in top managerial positions makes it harder for women to participate effectively through expression and decision-making in media. According to Daisy Anne Namono, Board member of Uganda Television, There is a woman at the level of Deputy Managing Director at the Uganda Broadcasting Corporation and a few others at the level of Manager Radio or Editors. . . . The institutional structure does not allow effective participation of the Deputy Managing Director in decision making (UN Public Information 2009). This illustrates the challenges of women in the mainstream media in Uganda. The Coverage of women in Uganda is found to be very little (Nassanga 2002). According to Nassanga, citing Uganda Media Womens Associations baseline survey in 1994, women received 16% of the media coverage (Nassanga 2002). This coverage are agin concentrated on urban women or those who occupy significant position in society (Nassanga 2002). Women are potrayed as mothers and caretakers (Nassanga and Nattimba 1994). Nassanga argues that media often potray women as à ¢Ã¢â€š ¬Ã‚ ¦inept, loose, sex objects, and so on. Women were usually portrayed in traditional domestic roles, and in feminine occupations which involved caring or giving service. The few in professional jobs were often shown as social misfits, especially if they had marital problems. (Nassanga 2002), Mukama remarks that womenà ¢Ã¢â€š ¬Ã‚ ¦ are also invariably portrayed as brainless, dependent, indecisive, subservient and sport for mens pleasure. She adds that Educated working women activists are portrayed as audacious insu bordinate agitators, while those who opt to remain single are portrayed as prostitutes, social degenerates, and immoral beings who sleep their way to the top. (Mukama 2002:147). According to Uganda Media Womens Association and Fredrich Ebert Siftung media report of 1998, findings show that: Women are perpetually stereotyped as domesticated, given to leisure, fashion and beauty interests. They are also invariably portrayed as brainless, dependent, indecisive, subservient and sports for mens leisure. Women are persistently objectified as mens possession. It adds that Educated working women are projected as audacious insubordinate agitators, while those who opt to remain single are portrayed as prostitutes, social degenerates, and immoral beings sleeping their way to the top. Those who hold high political or administrative positions are branded as incompetent and insufficient. They are ultimately demonised and isolated as irrational and inefficient. (UMWA FES 1998:11) Lewis and Boswell, citing Nassanga, the Ugandan mainstream media institutions are ruthlessly masculinist environments that wholly ignore gender-sensitive reporting, and practice extremely hostile forms of gender discrimination. (Lewsi Boswell 2002). As a reslut, mens dominance, Wanyeki argues that women à ¢Ã¢â€š ¬Ã‚ ¦do not have the means to express their own realities, debate their interpretations of those realities and engage in discussions about potential solutions with decision and policy makers (Wanyeki 2000:33). Ojiambo asserts that Mianstream meida has done very little to help women organisations and women at alrge demistify (this kind) of stereotypical thinking (Ojambo 1999:11). Conclusively, Nassanga points that in terms of types of media, radio was found to be accessible than print media to women (Nassanga 2002). Finally, on factors hindering entry in managerial position and participation and, several reasons are cited. Anyango cites negative portrayal and poor working condition (Anyango 2009:24). Nassanga see it as due to lack of gender policiesà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦. and keeping women for special purpose reporting (Nassanga 2002). According to According to Anyango, Research findings indicate that the Ugandan patriarchal society places a lot of barriers in a womans career path thereby inhibiting professional advancement. Right from birth, it is written that societal norms, values and practices are inculcated into boys and girls such that the boy acquires knowledge and skills for self survival and independence. (Anyango 2009:25). Ojiambo mainstream are doing very little in to alleviate womens position (Ojambo 1999). Nassanga In sum, the reviewed works illustrates inadequacy of data and insights in Ugandas media on women. They reveal little coverage on women and the negative portrayal and several factors hindering women in achieving a gendered media in Uganda. However, not all negative. For example, Khamalwa claims that in the last five years, more women compared to men joined Journalism (Khamalwa 2006:13) According to Anyago, there has been womens improvement in media coverage due to affirmative action by the governement and aslo the rise of women like Action for Development (ACFODE) and Uganda Media Womens Association (UMWA) which have championed womens by advocating for positive portrayal and public education and sensitization (Anyango 2009). In Uganda, with the growth of alternative media especially community radio stations, there are avenue for women participations and expressions. In these stations, womens participate in programming. Women have enough space for voicing their concerns although they s till lack representation at managerial level. Further study is required to fully understand the women in radio industry, if meaningful gender balance is to be accrued in Ugandas radios and media. How is it then done with Mega FM community radios? Women are underrepresented in media content when compared to the 50% of the population which they constitute. In reality many more women work than we get to see or read about in media content. (Zoonen 1994:30) Towards contributions of Mega FM to womens empowerment There has been contestation about the status of Mega FM. This has generated a great deal of debate. One group argues that Mega FM is a community radio while others reject this proposition and claim that it not a community radio at all. A community radio by definition according to UNESCO is A community radio station is one that is operated in the community, for the community, about the community and by the community.  [1]  It adds that It serves a recognizable community; It encourages participatory democracy; It offers the opportunity to any member of the community to initiate communication and participate in program making, management and ownership of the station; It uses technology appropriate to the economic capability of the people, not that which leads to dependence on external sources; It is motivated by community well being, not commercial considerations, It promotes and improves problem solving.  [2]  Whatever their view points, Mega FM calls itself a community radio a nd has been revered for according space for womens participation in their programming. It employs and produces many women programmes than any radio station in northern Uganda. It has been awarded for participation of women and children.  [3]   David Okidi, the station manager: Our programming is based on the fact that we need to inform and entertain so even when we are informing we need to do so in a way that is very interesting. So, coming from a background of conflict, our kind of programming should not forget the fact that listeners are depressed and the programming should appeal to them.  [4]  Its programming is similar to womens community radio in Andhra Pradesh, India, where The radios team of reporters collect stories related to agriculture, education, health issues, womens empowerment.  [5]  Womens programmes are mainly pre-recorded and played as magazines. This is because of lack of access to telephone access by women. Besides recording, womens participations are still welcome through phone-in into on-air programmes and letters which are read on the stations. Contributions The power of community radio to mobilize groups and bring change to societies is well recognized.)  [6]   Community radios and constructive broadcasting: Mega FM promotes constructive communication for in northern Uganda. Their constructive broadcasting is shape by their understanding concerns and challenges in the community. Programme makers argue that they have wealth of reporters who constantly keep them informed in most community events. According to one radio presenter, doing a community programmes require understanding of the community.  [7]  One radio producer adds that our programming is not just about giving women platform to talk, it about involving them in programming and developing content while aiming at one outcome together.  [8]  This reflects through understanding of radio programming. Elisa et al believe that Using radio as a catalyst for social change and development requires thorough understanding of the principles of radio programming. Such principles include the importance of clearly identifying and defining the specific target audience, ensuring continuity o f radio programming and making certain that programmes have a strong, locally relevant message.  [9]  In this way Mega FM works to show positive portrayal of women while carefully highlighting the issues for public understanding and tackling issues that emerge within society. Programmes are tailored to moderated and tailored to meet needs. According to Dyere womens group leader, who is a regular on Mega FM, she notes that Mega FM deals with womens issues that emerge within our different places.  [10]  Additionally, another one woman adds that It does not seek to damage women but it reports in an honest, responsible way.

fountain head through quotes :: essays research papers

The Meaning of The Fountainhead Through Quotes   Ã‚  Ã‚  Ã‚  Ã‚  Literature is often a key factor in understanding the meanings of certain philosophies. If philosophy were not explained to great extent in certain works of literature, man would have no means of understanding the crucial, insightful messages behind philosophy. One such philosophy, objectivism, is represented exceptionally in Ayn Rand’s novel, The Fountainhead. The compelling dialogue between the characters of the book allows one to uncover Ayn Rand’s own feelings towards objectivism. The connotations and the implications of several of the quotes within The Fountainhead accurately depict the essence of objectivism, as a way to live one’s life properly. They also encourage the opposition of convention through the telling of events that the novels main character, Howard Roark, goes through.   Ã‚  Ã‚  Ã‚  Ã‚  Howard Roark is a man who blazes his own path and listens only to himself. He feels success comes to those who achieve complete and utter independence from the world’s traditional principles. Howard also cares nothing of other’s opinions of himself. When he is expelled from school, he is not angry or sad; he simply feels he needs to discover a new way to venture into the career of architecture. He does not allow expulsion to ruin his hope of being an architect. Peter Keating, on the other hand, is a man with little independent thought. He was the top student of his class and was recognized by many professors as an outstanding student. However he has serious self esteem issues. In fact, Peter decided to go into architecture not because he has a passion for it but because it would gain him a socially respectable position. Keating believes that only by following set guidelines will he get ahead in life. In one dialogue, between the two characters, Keati ng is asking Roark for advice on what he should do with his life. Keating asks, â€Å"How do you always manage to decide?† Roark answers his colleague with a question of his own. â€Å"How can you let others decide for you?† Keating asks his question because he cannot comprehend how Howard can live his life not caring what others think of it, where as, Roark sees it as inconceivable that Peter could have such little self-assurance when it came to making his own decisions. In this regard, Roark is a better man that Keating. It also shows how Roark displays objectivism. Roark is unwilling to succumb to the norms values of society and he is able to think and reason for himself.

Environmental Protection Essay -- American Government, The Reagan Admi

The situation about environmental protection began to change in the early 1980s, as the Reagan administration labeled environmental regulations a burden on the economy and tried to weaken them and reduce their enforcement (Dunlap and McCright, 2008). The anti-environmental orientation of the Republican Party became important yet again following the Newt Gingrich led Republican takeover of Congress in 1994, sparking a modest negative reaction from the public (Dunlap,2002), and has been greatly amplified during the George W. Bush administration (Pope and Rauber, 2004). According to Dunlap and McCright (2008) the divide has been most obvious among political elites, such as members of Congress, who tend to be more ideologically concentrated on contrasting positions than the general public. The latest research from Gallop (2009) shows a currently very large gap between Republicans and Democrats in terms of believing that facts about global warming. Eagan and Mulllin (2009) believe to a large extent, people’s perceptions are likely to be guided by the contradictory discourse of elites, with the consequence that more partisan and politically sophisticated citizens will express more consistent beliefs. Americans’ beliefs about the existence of global warming are unstable (Eagan and Mullin, 2009). The belief level in 2009 represents an eight point drop from a year earlier, when 61% of respondents surveyed by Gallup agreed that global warming effects had already begun (Saad, 2009). This instability in opinion reflects the low public salience of the climate change issue and the sharp disagreement among policy elites about the problem and potential solutions. Regardless of the media’s culpability, currently the media is not a trusted so... ...vating a moral orientation through which to address climate change and the broader challenges facing America and the world. (Goldstein and Wapner, 2006) The Republican presidential contenders consider global warming as a hoax or, at best, make light of its importance. The most vocal denier is Rick Perry, the Texas governor and longtime friend of the oil industry, who claim that climate change is an unproven theory created by "a substantial number of scientists who have manipulated data so that they will have dollars rolling into their projects." Unfortunately, because of the economic downturn, addressing climate change has become less urgent for voters but that doesn’t mean that the issue is going away. The nation badly needs a candidate with a logical, disciplined national strategy. We have yet to find a Republican who fits that description. (NY Times, 2011)

Medicine before the Westerners :: Native Americans Health Medical Essays

Medicine before the Westerners Try to imagine the status of medicine before in North and Central America before westerners arrived here. The savages, as the Europeans often referred to them, were lucky to survive with their primitive ways. They lived in what was thought to be primal conditions, what could they offer the civilized settlers from Europe. They couldn’t have any knowledge of medicine not and live in these conditions. Certainly many settlers would have thought how much the indigenous peoples of North and Central America could have learned from them. That notion was wrong. Although the settlers thought of these people as primitive they did quickly note their good health. Some of the earliest European settlers were impressed by the robust stamina of these people in every locality. There was little evidence of disease among the Indians and it was uncommon to find fatal cancer, tuberculosis, or heart disease until modern times. There were no legends of great sickness among the Indians, of course this wasn’t true for the Europeans quickly the black plague comes to mind to mention one such epidemic. Yet given all of this it is an interesting fact, there is little written or taught, even today about the Indian medicine or the history of Indian medicine. There are no great legends of Indian medicine taught. Yet we all have heard of the earliest teachings of Hippocrates, the oath of the modern day medicine men (doctors) is named in his honor. There are others though the real story is that these savages were a wealth of knowledge about medicine. They became a resource for the settlers and were not given credit for their contributions. Although I believe even if they had been given credit, that at the time they would have just stated that the credit went to nature. The fact that their cures were derived more from nature may have been in part able to account for a great benefit that went with Indian medicine; there were few, if any acute side effects. The Cherokee’s based their concepts on medicine on their earlier meanings of the four cardinal directions and the universal circle.

Lois Quam Essay

This case discusses the career, vision, and life of Lois Quam, CEO of Tysvar. Tysvar is a â€Å"Minnesota based New Green Economy and health care reform incubator.† After a successful career in the investment banking world, Quam was moved by climate changes she saw while on a trip to Norway and decided to start Tysvar. Tysvar is about universal health care reform, as well as contributing to â€Å"a viable, profitable, and socially responsible industry of clean technology and renewable energy sources. Quam is a very passionate person, and truly believes in the vision of Tysvar. Discussion question and answers: 1. How does Lois Quam use emotions and moods in her speeches to convey her viewpoint? Cite examples to support your statements. In order to look at how Quam uses emotions and moods, we must first look at what emotions and moods are. Emotions are strong positive or negative feelings directed towards someone or something. Moods are generalized positive and negative feelings or states of mind. In reading the examples from Quam’s speeches, it is clear that she is a positive individual who shows both positive moods and emotions. â€Å"I am an optimist,† she states. This is a clear example of Quam coming out, and letting you know her mood. Her positive mood reflects the type of work she does. She is attempting to grow the New Green Economy, and in order to do something of this nature, one must have a positive mood and state of mind. The text lists the following as the six types of emotions: anger, fear, joy, love, sadness, and surprise. In reading the case study, it is clear that in her speeches, Quam exhibits both joy and love. â€Å"I enjoy sharing†¦ how we can all use these key capabilities as a platform for doing something you love. Imagine: helping to build the NG with a purposeful passion. It doesn’t get much better than that!† This is a clear example of the joy and love she has for the work she is doing, and a great way for her to convey her passion to the audience. As the text states, â€Å"harsh is out, caring is in.† Quam clearly is a caring person, and shows her emotion and passion for the work she does. It is this that has made her one of America’s â€Å"50 Most Powerful Women†. 2. Based on what you have learned about Lois Quam, create hypotheses about the attitudes of her colleagues at Tysvar while using the three basic components of attitudes in your theories. I would postulate that Quam’s colleagues at Tysvar have a very similar attitude to their work as Quam. They are likely very commitment to their beliefs and have a great sense of internal volition to do good work since they truly believe in their cause. Cognitively, I am sure they feel strongly about their cause and are diligent in their study of laws and topics surrounding the initiatives they work to promote (ecology and healthcare), much as Quam is herself. From an affective perspective, Tysvar employees undoubtedly have a high level of job satisfaction and experience the successes and failures of their company very personally; with such a socially-responsible company mission, the employees certainly feel compelled to do their best and invariably take joy in their work. Behaviorally, due to the strong emotional ties the worker have to their cause, they are most likely predisposed to act responsible and put forth a concerted effort to succeed and follow through to the end. Ov erall, Quam’s organization and the employees within it are likely as committed as her to the future of society and making it a better place. 3. Research Question: Search news reports, Web sites, ad blogs to find out more information on Lois Quam and Tysvar. How is the company faring in its quest to make the world cleaner and safer for future generations? What implications might that have on Tysvar’s employees, their attitudes, ad job satisfaction? An update on Lois Quam – She launched the new company Tysvar in the spring of 2009. In November of 2009 the company landed their first set of clients including a leading manufacturer of industrial heat pumps. Shortly after Quam announced she would be hiring a new CEO early the next year (The target was February 2010 and the hiring of Terje Mikalsen was announced June 4th 2010). She remained with the firm as a non-executive Chair of the Board taking an annual salary of $1 and relinquished her equity stake in the company. Her reasoning for leaving was due to her Husband, Matt Entenza, running for Governor of Minnesota. He was seeking DFL nomination; he did not get it and eventually pulled out of the race. Quam wanted to devote more time to the race and eliminate any potential conflicts of interest. Tysvar continued on without Quam as CEO. The company has gone on to work with health care practices and technology practices. However, I do think Quam’s departure could have had significant implications on the Tysvar employees and Tysvar itself. I imagine the employees that came to work for Tysvar did so largely because of their passion for the company mission. They bought into the message Quam delivered and felt they could contribute to her ideas. Watching Quam walk away from her company and ultimately her goal to help make the world safer and cleaner could have caused negative attitudes in the company, lowering job satisfaction and job performance. Quam did not even last a year before announcing her pending departure. That means all of the employees were new to the company, and potentially just left another company. They may have felt abandoned, like they were lied to, and even like they were taken advantage of. These emotional feelings can cause very poor results within the company. Key Problem/Issue: The problem Tysvar has, if any, is that they are trying to apply empathy and emotional responsibility toward the environment and healthcare to a very unsympathetic society and government. Trying to get big business and government organization to â€Å"go green† just because it is the â€Å"right† or â€Å"nice† thing to do is very difficult. Also, regarding the work environment at Tysvar; not everyone is passionate about green technologies and the climate changes. This can lead to lower job satisfaction and worse job performance if they are not excited about the mission statement of the company. There are many issues at play here. Quam is walking a thin line between emotions and business in a very volatile industry. Solution: The first thing Quam and Tysvar must do is hire the right people. Tysvar needs to concentrate on hiring employees that have a passion, like Quam, for the mission of the organization. You can argue that this would limit your pool of candidates and that the company can land a more talented employee without focusing only on those that share the passion. The response to that argument would be the additional job satisfaction the employee would have over someone that does not share the passion would lead to a better performance even if they are not as talented. It would also help reduce turnover within the company. Also, as far as using emotions and empathy in business; Quam needs to use self-management to hold back when she realizes that not everyone cares as much about the environment and universal healthcare as she does. She needs to put it in dollars and cents. How can â€Å"going green† benefit a business, not just the environment? Even green businesses have a bottom line and i nvestors that they need to satisfy. Use relationship management to see things from the opposing perspective. And utilize relationship management to promote your initiatives.

Coffee Growers

1. Coffee growers in poor rural areas are paid very little for their crop. What strategies are proposed in this clip for changing that situation?The strategies that are proposed in this clip for changing this situation are for coffee growers to adapt to the fair-trade market. Under the fair-trade market coffee growers will have the chance to a decent market price that will help increase their production. 2. Now that you know something about the â€Å"sociology of coffee† and globalization, will your own consumption habits change at all? Explain why you would change or not your consumption habits.I prefer not to drink coffee as a result my consumption will not change. 3. In what ways is the â€Å"coffee-go-round† an example of what Mills called â€Å"public issues† and â€Å"private troubles?†The public issues are coffee growers in poor rural area are not paid reasonably for their crops. The private troubles are coffee growers are trapped to sell only coca because of the competitive markets and expensive expenses.1. C. Wright Mills said that the sociological imagination comes from our ability to see the connection between â€Å"public issues† and â€Å"private troubles.† How does the narrator of this film make such a connection in his life? What are the â€Å"public issues† and the â€Å"private troubles?† The narrator of this film makes such a connection in his life by connecting his relationship with his brother through his childhood experiences and a tragic accident which created and caused a decision for his brother to go to West Point University and become a Black Hawk pilot for the army that as a result change the narrator’s connection between him and his brother through his childhood. Now having to send American troops to Iraq is a public problem and worrying to have to hear from a love one or relative going to war and not returning back to his family and tragically changing his family’ s life is a private trouble.Article Questions Article 141. How do the authors define â€Å"early adulthood†? How do they explain the incidence of prolonged early adulthood in the United States? Early adulthood is a time of struggle to gain the skills and credentials required for a job that can support the family they wish to start and a struggle to feel in control of their lives or is when people figure out when they want to do and how best to realize their goals. The primary reason for a prolonged early adulthood is that it now takes much longer to secure a full-time job that pays enough to support a family.2. Examine figure 2. How are the lives of young people in 2000 different from those in 1960? What do you think accounts for these differences? The lives of young people in 2000 are less successful completing the transition to adulthood than the lives from those in 1960. Young adults not finding a full-time job that pays enough to support a family.3. Discuss positive and n egative effects of postponing adulthood on parenting. How do you suspect this changes childrearing practices? How does having children change the careers of middle-aged workers? The positive effects of waiting to become a parent while in your adulthood are more likely to leave home, be financially independent, and completed schooling. The negative effects of postponing adulthood on parenting are not likely to be financially independent and completing schooling. Parents who postpone adulthood on parenting are likely to show care and loving towards their children than parents who are trying to complete their adulthood. Having children change the careers of middle aged Article 591. What is the Gautreaux program in Chicago and how is it departure from previous policy? The Gautreaux program in Chicago is an experiment in public housing. Such policies assume that to depopulate the ghetto, gentrify it, or blow it up is effective solution to the problems concentrated in it instead Gautreaux program try to improve the lifestyles and environment around the less unfortunate.2. What is the relationship between the â€Å"quality of life† in neighborhoods and their crime rates (as suggested by the work of Clifford Shaw and Henry  McKay)? The relationship between the â€Å"quality of life† in neighborhoods and their crime rates are lacked to control the behavior of local youth as a result traditions of delinquency are passed on by neighborhood youth.3. Logan refers to studies that used census data to understand variations in crime rates between neighborhoods and the demographic characteristics of their residents. Why is census data a valuable resource in this case? Can you think of ways in which the use of census data in social research might lead to questionable findings? Census data is a valuable resource in this case because it shows the average rates of juvenile delinquency in Chicago tracts that makes some neighborhoods unsafe. We can find out basic info rmation about the size of the population, and its composition by age, gender, race and ethnicity. The use of census data in social research might lead to questionable findings as to understand what are the causes and problems that each individual face.4. To explain the conditions in a neighborhood, Logan suggest we must answer two questions. What are these questions, and how do they differ from the approach of most studies of neighborhood inequalities? First, what happened to these places to create their conditions? Second, how and why do certain kinds of people come to live in places with such problems? The two questions are different from most studies of neighborhood inequalities because most studies of neighborhood inequalities strongly focused on race and education. Coffee growers Coffee growers in poor rural areas are paid very little for their crop. What strategies are proposed in this clip for changing that situation?The strategies that are proposed in this clip for changing this situation are for coffee growers to adapt to the fair-trade market. Under the fair-trade market coffee growers will have the chance to a decent market price that will help increase their production. 2. Now that you know something about the â€Å"sociology of coffee† and globalization, will your own consumption habits change at all? Explain why you would change or not your consumption habits.I prefer not to drink coffee as a result my consumption will not change. 3. In what ways is the â€Å"coffee-go-round† an example of what Mills called â€Å"public issues† and â€Å"private troubles?†The public issues are coffee growers in poor rural area are not paid reasonably for their crops. The private troubles are coffee growers are trapped to sell only coca bec ause of the competitive markets and expensive expenses.1. C. Wright Mills said that the sociological imagination comes from our ability to see the connection between â€Å"public issues† and â€Å"private troubles.† How does the narrator of this film make such a connection in his life? What are the â€Å"public issues† and the â€Å"private troubles?† The narrator of this film makes such a connection in his life by connecting his relationship with his brother through his childhood experiences and a tragic accident which created and caused a decision for his brother to go to West Point University and become a Black Hawk pilot for the army that as a result change the narrator’s connection between him and his brother through his childhood.Now having to send American troops to Iraq is a public problem and worrying to have to hear from a love one or relative going to war and not returning back to his family and tragically changing his family’s li fe is a private trouble.Article Questions Article 141. How do the authors define â€Å"early adulthood†? How do they explain the incidence of prolonged early adulthood in the United States? Early adulthood is a time of struggle to gain the skills and credentials required for a job that can support the family they wish to start and a struggle to feel in control of their lives or is when people figure out when they want to do and how best to realize their goals. The primary reason for a prolonged early adulthood is that it now takes much longer to secure a full-time job that pays enough to support a family.2. Examine figure 2. How are the lives of young people in 2000 different from those in 1960? What do you think accounts for these differences? The lives of young people in 2000 are less successful completing the transition to adulthood than the lives from those in 1960. Young adults not finding a full-time job that pays enough to support a family.3. Discuss positive and negat ive effects of postponing adulthood on parenting. How do you suspect this changes childrearing practices? How does having children change the careers of middle-aged workers? The positive effects of waiting to become a parent while in your adulthood are more likely to leave home, be financially independent, and completed schooling. The negative effects of postponing adulthood on parenting are not likely to be financially independent and completing schooling. Parents who postpone adulthood on parenting are likely to show care and loving towards their children than parents who are trying to complete their adulthood. Having children change the careers of middle aged Article 591. What is the Gautreaux program in Chicago and how is it departure from previous policy? The Gautreaux program in Chicago is an experiment in public housing. Such policies assume that to depopulate the ghetto, gentrify it, or blow it up is effective solution to the problems concentrated in it instead Gautreaux pro gram try to improve the lifestyles and environment around the less unfortunate.2. What is the relationship between the â€Å"quality of life† in neighborhoods and their crime rates (as suggested by the work of Clifford Shaw and Henry  McKay)? The relationship between the â€Å"quality of life† in neighborhoods and their crime rates are lacked to control the behavior of local youth as a result traditions of delinquency are passed on by neighborhood youth.3. Logan refers to studies that used census data to understand variations in crime rates between neighborhoods and the demographic characteristics of their residents. Why is census data a valuable resource in this case? Can you think of ways in which the use of census data in social research might lead to questionable findings?Census data is a valuable resource in this case because it shows the average rates of juvenile delinquency in Chicago tracts that makes some neighborhoods unsafe. We can find out basic informati on about the size of the population, and its composition by age, gender, race and ethnicity. The use of census data in social research might lead to questionable findings as to understand what are the causes and problems that each individual face.4. To explain the conditions in a neighborhood, Logan suggest we must answer two questions. What are these questions, and how do they differ from the approach of most studies of neighborhood inequalities? First, what happened to these places to create their conditions? Second, how and why do certain kinds of people come to live in places with such problems? The two questions are different from most studies of neighborhood inequalities because most studies of neighborhood inequalities strongly focused on race and education.