Tuesday, August 20, 2019
American Immigration Essay -- United States History Historical Essays
American Immigration During the early 1900’s a vast amount of people both immigrated and migrated to the United States in search of money, better jobs, new lives, etc. Yet, the people who immigrated and migrated to the United States were each a part of different cultures: from Italian to German, French to Jewish, Irish to African American (American Cities/New York/African American/Intergroup Relations/Color Lines). New York City was a prime location for the immigrants and migrants of the time to create their new lives. They joked that â€Å"The Jews own New York, the Irish run it and the Negroes enjoy it†(American Cities/New York/African American/Intergroup Relations/Color Lines). The single line clearly shows how each group, Jewish, Italian, and African American, had distinct experiences from one another. Although they had experiences that were different, the immigrants and migrants all experienced some of the same feelings, being in a new place, being discriminated against and being alone. After immigrating and migrating to the United States, Eastern European Jews, Italians, and African Americans had experiences that were unique as well as similar to each other.      The first experience of immigrants and migrants was the area of neighborhood they chose to live in. In New York, African Americans migrated primarily to Harlem, yet were scattered in different neighborhoods. This was an ideal location for African Americans, since â€Å"most people in New York were so busy they hadn’t time to spend hating other people†(American Cities/New York/African American/Intergroup Relations/Color Lines). Although most of the New Yorkers did not discriminate, there was still a portion of the population that contained Southern whites, who felt that the African Americans were taking over the white neighborhoods (American Cities/New York/African American/Intergroup Relations/Color Lines). Within these neighborhoods was where the African Americans encountered prejudice and persecution (Global View/Arrival/Northern Train Stations/letters/The Exodus During the World War). Although the African Americans moved north to escape the effec ts of slavery, the prejudices still followed them to New York, where being spread across the city did not help.      The Italians and the Eastern European Jews, on the other hand, immigrated to New York â€Å"as part of a larger family, kin or vi... ...merican ideals to prove that.      Eastern European Jews, Italians and African Americans had experiences, which allowed the groups to connect and feel as one group, immigrating and migrating to find a better life, and also separated them from one another. Through the neighborhoods they lived in, the organizations and churches they began, the jobs they worked in, and accepting American ideals as their own, the immigrants were similar in their experiences. The African Americans experienced more prejudices due to their race then the Italians or the Jews. This, overall, affected their way of life and experiences in America, while the Italians and Jews led fairly typical American lives. This same problem of forcing American Ideals upon immigrants to prevent discrimination is still an issue today. Should the only way for immigrants and migrants to live enjoyable lives are to conform to American ideals and morals, or should each individual be allowed the choice to be different and not undergo assumptions made by the American Citizens? People should be treated equally whether they choose to assimilate or continue to follow their culture. This is the land of the free home of the brave.
Monday, August 19, 2019
Anorexia Essay -- essays research papers
INTRODUCTION Anorexia Nervosa is a mental condition which affects one’s both physical and mental health. It is a condition that causes one to have a distorted self-image and forces themselves to starve even if their body weight is already dangerously low. They often restrict their food intake to the point where they are extremely thin. Anorexia is found to occur most often in women, especially those who are aged 15 to 35. There have been cases reported as early as the age of 7 and as late as the age of 80. Researchers believe that about 5 to 10 percent of women overall have a distorted body image but approximately 1 to 2 percent of those women suffer from anorexia nervosa. Often at times anorexia can begin during the early teen years. Over 90 percent of the victims of anorexia are found to be women but yet many cases go unnoticed or unreported. The definition of one who is anorexic is that they are approximately about 15 percent underweight for their age and height, yet still refuses to gain the weight required to be at the minimal standard. They have an intense fear of gaining weight and often starve themselves to the point where there are not receiving the proper nutrients and intake required for a healthy diet. Often anorexics restrict themselves to fewer than 1000 calories per day and may even go as low as 100 calories a day. CAUSES      Anorexia Nervosa has often been associated with both being a physical and mental disease. The number one ca...
Sunday, August 18, 2019
Year-Round Schooling: The Way to Go Essay -- essays papers
Year-Round Schooling: The Way to Go Many people feel that no school should have a year-round schedule because it is not right for children be in school year round. Despite this feeling, many schools have changed their schedule to a year-round one to benefit their students as well as their teachers. Year-round schooling (YRS), also know as year-round education (YRE), is a good way to better students’ education. It betters students’ education by provided more frequent breaks, and giving student opportunites to participate in inter-sessions. The first year-round school in the United States was in Bluffton, Indiana in the year 1904. The purpose of changing their schedule to a year-round one was to increase the school building capacity, student achievement, minimize summer learning loss, and provide remediation during inter-sessions. From then till 1998 and 1999, there have been over two thousand year-round schools throughout the United States, Canada, and the Pacific Region. Year-round schedules can be made up of two types of systems, a single track, and a multi-track with attendance programs or a combination the two. The single track is for the whole student body to follow the same schedule, as well as the staff. The multi-track separates the students and teachers into groups. Each group gets assigned a different track. The benefits of having multi-track programs are less overcrowding, class size reduction, and giving teachers the opportunity to work year-round (Palmer & Bemis, 1999). In addition to single track and multi-track systems there are other various types of year-round schedules. The 60-20 and 60-15, 45-15 and 45-10, and Concept 6 are the most common type. The 60-20 schedule is divided into three 60 day se... ... school calendars offer sports after school, this gives students less time to study and do homework in order to improve, or if the student studies all he or she can, they loss sleep. Having sports offered during inter-sessions gives students more time during the school sessions to study and do homework, plus giving them more time to sleep in order to help them perform better in the classroom. During the frequent breaks, or inter-sessions if teachers opt not to teach, gives them additional time to prepare better lesson plans and have more energy to teach. During the school sessions, because of the frequent breaks in year round schooling, students and teachers get less of a work load in a period of time compared to students and teachers who are in a school with a traditional calendar. This reduces the stress of those teachers and students making everybody a bit happier.
Saturday, August 17, 2019
Evaluation of corporate performance Essay
Evaluation of corporate performance Introduction Hershey Company History            Hershey chocolate company was founded in the United States by Milton Hershey in 1909. The Hershey Company is a leading manufacturer of quality non-chocolate and chocolate and other chocolate-related grocery products in North America. The company has in excess of 80 brands around the globe and its annual revenues are about $ 7.1 billion. Some of the famous brands of Hershey Company include Jolly Rancher, Reese’s, Hershey’s, Ice Breakers and Hershey’s kisses (Bozich, 2009).            Hershey Company has been focusing on improving its presence in main international markets as well as making sure that they have a competitive edge in North America. In addition, Hershey Company has great plans of expanding its portfolio into other brands other than confectionery, where they will find out new ways of bringing goodness to individuals everywhere. For over 120 years, the company has been committed in carrying out good business through operating sustainably, ethically and fairly thus making a positive influence on the society. In this regard they been contributing towards a better life for its consumers, communities, employees, and eventually making sure that those children who are in need have a bright future (Stansberry, 2012). Strengths and weaknesses of Hershey Strengths            Hershey Company has grown from to a $ 4 billion having various quality chocolates. The company also has a strong brand name which gives the company a strong image. The company has many strengths since they have been in business for a long period of time. The company has got a very good reputation among the shareholders since it pays the dividends always in time to all their shareholders. This has also led to many consumers being loyal to them and to have trust on the company. The company is popular due to their strong customer relations. Another strength of Hershey is that their pricing reasonable thus making them to be affordable to everyone. The Hershey Company enables their customers to make lifestyle choices which are balanced at work, school and also in the community. The company has more than fifty brands in their portfolio and has acquired very many corporations in America (â€Å"The Hershey Company,†2012).            Hershey has a huge share of the market in North America and the sales keeps increasing almost each year. Hershey brands are produced for the health conscious customers to make sure that Hershey chocolates are healthier alternatives. Hershey Company assures their consumers with health issues for instance diabetics that the chocolates they sell to them are safe and healthier alternatives. The key strategy has been reinventing the image of the chocolates from being the way they are deemed as a source of excessive calories and sugar thus making individuals to be obese and/or diabetic, to a more appealing image where the chocolates are regarded to be a significant aid for protecting the customers from the heart disease and also enhancing the metabolism rate through using the flavonoids in their products (Kash, 2012). Weaknesses            Hershey company has however some weaknesses where they are supposed to improve in some areas so as to be more effective and profitable. The company is supposed to try gaining more experience in international market. Also around the world, the company has got very few multinational distributors. The company also has focused their business operations more in United States, where they make more money in United States more than countries around the globe. The company has high borrowing level in order to finance their business operations (Bozich, 2009). Financial analysis of Hershey Company            Hershey earns very high returns on the invested capital than most businesses because of its leading brands and huge market share. Dividing the after-tax operating profit of the company by its average invested capital reveals that Hershey earns a return on invested capital in excess of 15 percent on the average. This shows that for every dollar that the company invests in maintaining or expanding its business, Hershey earns in excess of $ 0.15 in the after-tax profits every year. Therefore, Hershey earns approximately 15 percent of the after-tax return on their stock portfolio every year thus making it a very profitable business (Freedland, 2010).            In addition, the company compounds the effect through lowering its share count continually. Although since the financial crisis Hershey Company has been unable to repurchase a huge number of the shares, the continuing trend reveals that the company is committed towards reducing its share account over time. The Hershey’s combination of shareholder-friendly management and high returns on the invested capital has enriched the shareholders of Hershey Company over the last 20 years (Bozich, 2009).            Hershey Company has a leading and growing share of the United States chocolate market; its brand’s portfolio is more popular among the Americans compared to other brands of the other companies. This enables the company to charge prices which are higher than those of its competitors, thus enabling it to earn very high returns on the invested capital. Hershey will continue earning super profits as long as the Americans focus more regarding the brand which they are buying compared to the price of sugar-and-cocoa combination (Bozich, 2009).            In 2010, the net revenues of the company were 5.67 billion dollar with a net income of 510 million dollars. There was an increase of about 7% from 2009. Financial analysis shows that Hershey has been doing well financially. Hershey Company has for many years remained stable and profitable. The revenues of the Hershey company have been increasing every year. Despite the high revenues the company was highly affected by recession in 2007; however the company was able to recover the recession at a pace which is fairly quick. The net income of the Hershey company in 2007 decreased from 559 million dollars to 214 million dollars (Freedland, 2010). The net income of the company since 2007 has risen and in 2010 was listed at 510 million dollars. The revenues of the Hershey Company from 2006 were as follows: 2006: $4.94 billion2007: $4.95 billion2008: $5.13 billion2009: $5.30 billion2010: $5.70 billion            The EPS and profit margin of Hershey Company from 2006 goes along in the same trend. Hershey’s profit margin went to 4.3% in 2007 from 11.3% in 2006. The profit margin has been increasing steadily and recently was backed up to 8.9 percent. Similarly, the earnings per share of Hershey in 2007 went to $0.93 from $2.34 in 2006. After a constant increase, recently the earnings per share was listed at $ 2.21. The sales of Hershey Company rose by 2.4 percent year- over – year in first quarter of 2014 (â€Å"The Hershey Company,†2012).            Shares in Hershey Company have increased by over 25 percent in past one year, and now they are trading at 100.38 dollars. Earnings per share for the recent financial year were $ 3.61and in the current financial year Hershey expects the earnings per share (EPS) to be in a range of between $ 4.02 and $ 4.11. This means Hershey Company is currently trading at 27.8 times compared to the earnings of last year and between 24.4 times and 25.0 times anticipated earnings for 2014. However, even if the EPS for 2014 is expected to be $ 4.11, the anticipated EPS growth for 2014 is 13.85 percent. This growth rate in EPS is a bit lower compared to the recent years. The EPS growth from 2008 to 2013 were as follows; 46.24% in 2008, 39.71 in 2009, 16.32 in 2010, 23.98 in 2011, 5.84 in 2012 and 24.48% in 2013 (Bozich, 2009). Despite a growth rate which is lower than usual, Hershey Company is trading a price to earnings ratio which is higher than usual. Shar eholders who invested in the company paid 23.5 times on average of the EPS of the previous year between 2008 and 2013. This level is a bit lower compared to the 27.8 times of the last year’s earnings that Hershey Company is valued at currently. Hershey is currently valued 3.1 times of the last year’s revenues. The financial analysts anticipate that the revenues of the company will be 7.63 billion dollars in the current financial year thus giving Hershey Company a ratio of price to sales of 2.9.This is relatively high ratio compared to that of the last six years (Stansberry, 2012). The Hershey Company pays $ 0.485 as the quarterly dividend. The increase experienced in the price per share made the dividend yield to go down to 1.92 percent. Nevertheless, Hershey’s dividend has been increasing at an increased rate in the recent the recent years. Due to the anticipated growth of EPS of 13.85 percent, the dividend is expected to rise to 0.55 dollars per quarter. This would lead to an increase the dividend yield to about 2.19 percent while the payout ratio will be between a range of between 50% and 55% (â€Å"The Hershey Company,†2012). Hershey Company has a balance sheet which is excellent with quick ratio of 1.30 and current ratio of 1.77. In addition, Hershey Company has 1.12 billion dollars or 5 dollars per share in regards to cash and cash equivalents. Hershey Company is a great company ideal for investment for those investors who focuses on long-term income growth. Although, the company has high growth in the recent years, at the current valuations the Hershey’s stock seems to be overvalued (â€Å"Why Hershey Is Overvalued,†2012).            ROE (Return on equity) assesses the rate of return realized on the money invested by the shareholders and retained earnings of a given company emanating from the previous profitable years. This shows the ability of the company in generating profits from the equity of the shareholders (â€Å"Financial management,†2011).ROE (DuPont formula) = (Net profit / Revenue) X (Revenue / Total assets) X (Total assets / Equity) = Net profit margin X Asset Turnover X Financial leverage X Net Income = $497.170731707million Net profit margin= (Net Income / Revenue) = (497.170731707 / 4666.22320769) = 10.65 %Asset turn over = (Revenue / Total Assets) = (4666.22320769 / 3881.64976454) = 1.2021Financial leverage = (Total assets / Equity) = (3881.64976454 / 1152.32256262) = 3.3685The Hershey Company’s annualized ROE for the quarter ended in Jun. 2014: =10.65 X 1.2021 X 3.3685 ROE (Dupoint system) = 43.15 %            ROE (Return on equity) shows how efficiently a company is using investment funds in generation of earnings growth. ROEs that are between 15 percent and 20 percent are deemed desirable.Economic Value Added measures the financial performance of the company on basis of the residual wealth. EVA is calculated through deducting the cost of the capital from the company’s operating profit (â€Å"Financial management,†2011).            Economic Value Added = Net Operating Profit After Taxes (NOPAT) – (Capital x Cost of Capital).            Hershey Company focuses on continuous improvement and thus the Company has adopted Economic Value Added concepts in order to help in measuring their performance. The Economic Value Added (EVA) of Hershey Company for a period of 5 years between 1997 and 2002 was 0.87. In 1997, the employees of Hershey realized that these processes and concepts were being adopted so as to get the required information which is needed in utilizing EVA. In 1988, EVA was being implemented fully, and it was part of hershey’s compensation program for the management, as well as free cash flow and earning per share measurements. Hershey also started recognizing the significant contribution by all the employees of Hershey towards the company’s market growth. Hershey’s Board of directors made an approval which oversees their employees increasing their stake in Hershey Company or providing those employees with a chance of becoming owners of the com pany for the first time. The opportunity was a great incentive to the employees in achieving goals of the company and in maintaining and enhancing the leadership position, increasing the company’s profitability and adding value in everything that the company does (Freedland, 2010).            Hershey’s stock during the past quarter has outperformed the market benchmark thus increasing the investors’ interest in the company. The Hershey company has been using a dividend payout ratio of 63%.The company pays 3 percent solid dividend they have been able to increase the dividend regularly over the past 5 years. Recently, the earnings are reasonably strong, and Hershey has a solid balance sheet and growing free cash flow. Hershey Company has an excellent combination of manageable financial leverage and free cash flow generation which is strong. The cash flow margin in coming years is expected to be 11.6% on average. The return on invested capital of Hershey is expected to expand from 37.9 percent to 41.7% in the next two years (Freedland, 2010).            Although, Hershey stock seems to be overvalued it is still worth buying which I can recommend to the investors. This is because the Hershey company is incredibly capital efficient. Also, the dividend payout ratio has been increasing every year since 1974. The company in actual fact pays out an extremely huge amount out of the profits produced by the company. For instance, in 2008, Hershey realized profits of about 500 million dollars from its operations but it spent approximately 300 million dollars on share buybacks and dividends (Stansberry, 2012). Hershey has the ability of returning so much capital to the shareholders since it necessitates little capital to grow. The company’s cash profits have increased nearly to 1 billion dollars while the company’s growth is approximately 200%. The company has got a very brand name among the investors since it pays the dividends always in time to all their shareholders. Due to all thes e outstanding factors, I would recommend the purchase of Hershey stock as a good investment decision since it is a no-risk investment. References Bozich, S. L. (2009). Hershey. New York, NY: Channel Lake. Financial management (3rd ed.). (2011). London: BPP Learning Media. Freedland, R. (n.d.). Is Hershey a Sweet Investment?. – The Hershey Company (NYSE:HSY). Retrieved April 1, 2010, from http://seekingalpha.com/article/196560-is-hershey-a-sweet-investment Kash, R. (n.d.). The Hershey Company: Aligning inside to win on the outside – Ivey Business Journal. Ivey Business Journal. Retrieved April 5, 2012, from http://iveybusinessjournal.com/topics/strategy/the-hershey-company-aligning-inside-to-win-on-the-outside-2#.VC0wNVcpfIU Stansberry, P (n.d.). One of the Greatest Investments of My Career. Why Hershey (HSY) is a Great No-Risk Opportunity. Retrieved February 16, 2012, from http://www.dailywealth.com/1990/hershey-great-no-risk-opportunity Why Hershey Is Overvalued. (n.d.). – The Hershey Company (NYSE:HSY). Retrieved July 24, 2012, from http://seekingalpha.com/article/741961-why-hershey-is-overvalued Source document
Friday, August 16, 2019
Iso Guideline Document
Project Manager’s Guide ISO 9001:2008 Implementation  © 2008 The 9000 Store www. the9000store. com Page 1 of 10 Table of Contents Introduction †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 Project Plan†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4 Scheduling and Conducting the Gap Analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 The Planning Meetings †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Holding Task Group Team Meetings†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Project Plan Template †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Appendix A Planning Meeting Agenda and Handout†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Appendix B Task Group Meeting Agenda and Handout†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Appendix C  © 2008 The 9000 Store www. the9000store. com Page 2 of 10 Introduction This project manager’s guide is designed to help you plan and manage your ISO 9001:2008 Project using The 9000 Store Documented Quality System. (All items in blue text are available at www. The9000Store. com) The Documented Quality System includes a Quality Manual, Procedures and Forms for an ISO 9001:2008 Quality Management System.If you purchased the Complete Documentation and Training Package you also received the Online Training Session, Training Mater ials Package and Gap Analysis. All of the documents in the Documented Quality System are in Microsoft Word or Excel, and are very easy to edit. You will make this system your own by reviewing and editing the procedures, manual and forms. You will also be making changes to your existing processes so you meet the requirements of the ISO 9001:2008 Standard. This project plan will help you manage these changes. The basic steps we recommend are: 1. 2. 3. 4. The Project Manager completes the Online Training Session.The Project Manager prepares a Project Plan. Management and the Project Manager identify an ISO 9001 Steering Team. The Project Manager and others conduct a Gap Analysis with the Gap Analysis Checklist. 5. The ISO 9001 Steering Team assign responsibilities for customizing each procedure to a team or individual. 6. Document measurable for each process. 7. Team leaders hold team meetings to revise processes and procedures based on the results of the Gap Analysis and the prepared Procedures. 8. The Project Manager trains employees on ISO 9001:2008 using the Training Materials Package. . The ISO 9001 Steering Team reviews the procedures as they are completed. 10. The Project Manager trains internal auditors using the Internal Auditor Training Materials Package available at www. The9000Store. com 11. The system is used for several months while records are collected and improvements are made. 12. The Registrar comes to audit.  © 2008 The 9000 Store www. the9000store. com Page 3 of 10 This guide outlines these steps in more detail, and provides forms and templates to help you. This is a recommended plan, and you may change it to suit your organization. Project Plan A.Determine the project goals (Use the Project Plan Template in Appendix A) In order to start planning, you will need to determine what your goals are for the project. Answer these questions: 1. When will you start your project? Consider the start of your project as the date of the Gap Analysis. Whe n will you be ready to conduct the Gap Analysis? Recommended steps to be completed before conducting the Gap Analysis: a. Identify one or more people to conduct the Gap Analysis; it is helpful if they have some quality system experience or audit experience. b. Print the Gap Analysis Checklist. c.Schedule the Gap Analysis, and communicate to all employees what is being done, and why. You will want to be able to make the employees comfortable with answering your auditor’s questions. (The auditor is the person conducting the gap analysis. It may be an audit team or one individual) 2. When does your company want to have an ISO 9001:2008 certificate in hand? The answer to this question will determine your timeline. a. The shorter time frame allowed for the project, the more resources the project will demand during implementation. b. It is important to know what your goal is because other dates will be determined by this information. c.Find out if there are company goals, are there clients that are requesting certification or other circumstances that will determine the date? d. Your date may be revised later. You will use this as a target date, and as we move along to the gap analysis and creating the task list you will be able to determine if the date is realistic. It will depend on what you currently have in place for your quality system, and how many resources you have available for the project.  © 2008 The 9000 Store www. the9000store. com Page 4 of 10 The Project Plan B. Identify Project Responsibilities It is important to determine who will be leading this project.Are you the person leading the charge? If so, you would be the project manager. You do not need to identify the management representative at this point. You will need to clarify who makes up â€Å"Top Management†. The standard has requirements to be fulfilled by Top Management, and the sooner they are involved in this project the better. 1. Who is your project manager? 2. Who makes up Top Management at your organization? 3. Who should be on the ISO 9001 Steering Team? (This team will play an important role in planning, coordinating and providing resources for the ISO 9001 project. See Appendix B for team responsibilities. C. Begin to fill in the Project Timeline 1. When will you conduct your Gap Analysis and how long will it take to complete? a. A Gap Analysis can typically take anywhere from 2 days to 5 days to perform. It will depend on the size of your organization, the number of auditors, the state of your current quality system and the experience of your auditors. 2. Assign responsibilities a. This will take one or two meetings. The project manager and top management should be involved. Choose a date after the task list has been completed. You will use this information to assign responsibility. See section 2 â€Å"Planning and Holding the Planning Meetings†) 3. Target a date for Introductory training for all employees. a. You will want your employees to be aware of the project, what will need to be done, who will be involved, and why you are implementing ISO 9001:2008. Choose a date that is after the meeting discussed above. That way you can decide if some people that will be involved in the project need more detailed training, and you can let employees know who will be working on the project. Use the Training Materials Package to conduct the training sessions.  © 2008 The 9000 Store www. the9000store. om Page 5 of 10 The Gap Analysis Scheduling and Conducting the Gap Analysis A. Schedule the Gap 1. Review the project plan: a. Who did you identify to conduct the gap? b. Schedule the Gap Analysis, and communicate to all employees what is being done, and why. You will want to be able to make the employees comfortable with answering your auditor's questions. c. You may want to consider sending out a newsletter to inform employees that the Gap will be performed, by whom, when and why the Gap is being performed. 2. The audit sched ule a. Determine if you will audit by process/procedure or by area of the facility.Our approach is usually to audit by area of the facility. b. Divide the facility into manageable areas. Schedule time to audit each section of the standard that applies to the area. c. If you are using an audit team, assign the team to cover the various areas of the facility. d. Arrange your Gap Analysis checklists so each auditor will have the sections of the standard that are applicable in the areas they will cover. e. Arrange your checklists so each auditor will have the sections of the standard that are applicable in the areas they will cover. B. Conducting the Audit 1.Follow the schedule that you have prepared. Go into each area of the facility to evaluate the current quality system. Focus on what is in place, and what is not in place. Remind auditors that you are not focusing on compliance or non compliance to the current system, but on the design of the current system, and how it matches the IS O 9001:2008 requirements. 2. Take notes on what is in place, and what will need to be developed and changed. Take complete notes, reference documents and examples. C. Reporting 1. Summarize the audit findings in the form of a task list. You will usually dentify several categories of tasks. †¢ †¢ †¢ †¢ Processes that comply with the standard and are documented. Processes that comply with the standard and must be documented. Processes that do not comply with the standard and must be redesigned. Processes required by the standard that are not currently in place.  © 2008 The 9000 Store www. the9000store. com Page 6 of 10 The Gap Analysis For each requirement (or set of requirements) of the standard you will want to identify the status of the current system. The ISO 9001 Steering Team will use this information as they assign responsibility and timelines to Teams.Teams will be assigned responsibility for development of a procedure.  © 2008 The 9000 Store www. the90 00store. com Page 7 of 10 The Planning Meeting The Planning Meetings A. Planning your meeting 1. Determine who should attend. Include top management. Answer these questions: a. Who will be able to decide which employees will be assigned tasks? b. Will they know whether the employees' workload will be able to accommodate the assigned tasks? c. Who is responsible for resources and can make resources available to the ISO 9001 project? d. This group should continue meeting as the â€Å"ISO 9001 Steering Team†2.Create an Agenda, items to include: a. Explain the â€Å"Implementation Steps†to the group (see handout in Appendix B) b. Discuss Responsibilities of the ISO 9001 Steering Team (see handout in Appendix B) c. Assign the tasks to individuals or teams. (Use tables from Appendix B)  § Review the responsibilities to make sure that they are well dispersed, not assigned heavily to one group or one individual.  § For each team identify a team leader. It works very well to have a member of the ISO Steering Team as a leader for each of the Task Group teams.It provides good communication between the teams and the ISO Steering Team throughout the project. d. Determine resources required for completion of the tasks.  § Will teams or individuals need assistance with other responsibilities during the ISO 9001 project?  § What kind of technical guidance will be needed to allow these teams or individuals to complete the tasks efficiently and effectively? 1. Assistance from the management representative? 2. Prepared materials? 3. Special Training? e. Assign dates to tasks. (Use table from Appendix B)  § Stagger start dates according to resources available. Determine which tasks you need to complete in the beginning to allow others to build on, for example: Management Responsibility. Complete the Quality Policy and Quality Goals as well as identifying key processes and their interrelation early on in the project.  § Estimate the amount of time neede d to complete each task based on the amount of resources available to the task.  © 2008 The 9000 Store www. the9000store. com Page 8 of 10 The Task Group Meeting Holding Task Group Team Meetings The team leader is responsible for scheduling the first team meeting according to the plan on the Gantt chart. 1. An agenda is provided in Appendix C: a.Explain the â€Å"Implementation Steps†to the group (use the Task Group Team Handout in Appendix C) b. Discuss Responsibilities of the ISO 9001 Steering Team (use the Task Group Team Handout in Appendix C) c. Hand out the procedure that the team will be responsible for. d. Hand out the section of the Gap Analysis that applies to the team. e. Determine resources required for completion of the tasks.  § Will teams or individuals need assistance with other responsibilities during the ISO 9001 project?  § What kind of technical guidance will be needed to allow these teams or individuals to complete the tasks efficiently and effecti vely? . Assistance from the management representative? 2. Prepared materials? 3. Special Training? 2. Assign dates to tasks from the Gap Analysis using the start and finish date on the Gantt chart. The team leader should print copies of the section of the Gap Analysis that are relevant to the team. a. Explain to the team that the Procedure and your process must match. Some of your processes (the way you do things) will need to be changed to meet requirements of the standard, and parts of the procedure will need to be edited to accurately describe what you do. b.List the requirements from the Gap Analysis Checklist that you are not currently meeting. These will need to be evaluated to determine if you will change your process to match the procedure, or alter your process to meet the standard and edit the procedure. c. List the requirements from the Gap Analysis Checklist that you are meeting. Evaluate these against the procedure to see if edits are needed to the Procedure, or if the process documented in the procedure will work better for you. d. Schedule next meeting. During the next meetings you will work on the tasks that you have listed above. . Once the process has been determined the procedure will need to be finalized and sent for approval by the ISO 9001 Steering Team.  © 2008 The 9000 Store www. the9000store. com Page 9 of 10 The Task Group Meeting 3. Discuss the Next agenda: f. Read The 9000 Store Procedure (Or for the team responsible for the quality manual read The 9000 Store Quality Manual and compare to current processes. g. Assign tasks for implementing changes in your processes and editing prepared procedure. h. Set next agenda i. Schedule next meeting  © 2008 The 9000 Store www. he9000store. com Page 10 of 10 Appendix A The Project Plan Project Plan: ISO 9001:2008 Project goals: Start Date: Target Registration Date: Responsibilities: Project Manager: Management Representative: Top Management: ISO 9001:2008 Steering Team Project timeline: St ep Gap Analysis Create Task List Assign Responsibilities Introductory Training Design and Implementation System Complete Registration Audit Certificate Received Schedule Date Completion Date 1. 2. 3. 4. 5. 6. 7. 8. Appendix A Appendix B ISO 9001:2008 Planning Meeting Planning Meeting HandoutsAgenda: Review the â€Å"Implementation Steps†(see handout attached) Discuss Responsibilities of the ISO 9001 Steering Team (see handout attached) Assign individuals to teams for each task group. (Use tables from Appendix B) Determine resources required for completion of the tasks. a. Will teams or individuals need assistance with other responsibilities during the ISO 9001:2008 project? b. What kind of technical guidance will be needed to allow these teams or individuals to complete the tasks efficiently and effectively?  § Assistance from the management representative? Prepared materials?  § Special Training? 5. Assign dates to tasks. (Use table from Appendix B) a. Stagger start dat es according to resources available. b. Determine which tasks you need to complete in the beginning to allow others to build on, for example: Management Responsibility and Document Control should start early in the project. Complete the Quality Policy and Quality Goals as well as identifying key processes and their interrelation early on in the project. c. Estimate the amount of time needed to complete each task based on the amount of resources available to the task.Refer to the Gap Analysis results to determine how much work each team has to complete. 6. Schedule employee training sessions using the Training Materials Package a. All employees need training on the ISO 9001:2008 Standard. Providing the training early on in the project makes everyone aware of the projects and its goals. 1. 2. 3. 4. *Keep minutes of all of the ISO 9001 Planning and Steering Team meetings. This helps demonstrate top management involvement in the development of the ISO 9001:2008 Quality Management System . Record attendees. Appendix B Appendix B ISO 9001:2008 Planning MeetingImplementation Steps 1. The team of people assigned responsibility will use the The 9000 Store Procedures, Quality Manual and Forms as a foundation for the process to address the requirements of the standard. The team will use the task list to identify what areas need changes to processes. 2. Each responsible team will evaluate the process presented in the procedure, determine if any changes are necessary for your organization, and make edits to the procedure and forms. 3. The team will finalize the procedure and send it to the ISO 9001 Steering Team for review and approval. . The team will train employees that are affected by or have responsibility for the procedure. 5. The employees will start following the documented process and maintaining records. ISO 9001:2008 Steering Team Responsibilities 1. 2. 3. 4. Identify team members for each procedure. Assign target start date and completion date for each team. Ide ntify training needs for employees and schedule training sessions for ISO 9001:2008 Meet on a regular basis to evaluate progress, answer questions for the teams and evaluate resource needs for the implementation. . Review and approve procedures as they are finalized. 6. Evaluate and choose a Registrar Appendix B Appendix B ISO 9001:2008 Planning Meeting Task Assignments Task Group Quality Manual Document Control Control of Quality Records Management Responsibility Competence, Awareness and Training Infrastructure Planning of Product Realization Processes Customer Related Processes Design and Development Purchasing Control of Production and Service Provision Identification and Traceability Customer Property Team MembersTeam Leader Appendix B Appendix B ISO 9001:2008 Planning Meeting Task Group Preservation of Product Control of Measuring and Monitoring Devices Monitoring, Measuring and Analysis of Customer Satisfaction Internal Audits Monitoring, Measuring and Analysis of Product and Realization Processes Control of Nonconforming Product Corrective Action and Preventive Action Team Members Team Leader Appendix B Appendix B ISO 9001:2008 Planning Meeting Project Gantt Chart (Change headings to the Months you expect your project to run.Then identify when each team will start and stop, shade the time that each team will run) Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Task Group Document Control Control of Quality Records Management Responsibility Competence, Awareness and Training Infrastructure Planning of Product Realization Processes Customer Related Processes Design and Development Purchasing Control of Production and Service Provision Identification and Traceability Customer Property Appendix BAppendix B ISO 9001:2008 Planning Meeting Task Group Preservation of Product Control of Measuring and Monitoring Devices Monitoring, Measuring and Analysis of Customer Satisfaction Internal Audits Monitoring, Measuring and Analysis of Produc t and Realization Processes Control of Nonconforming Product Corrective Action and Preventive Action Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Appendix B Appendix C Task Group Team Meeting Task Group Meeting Agenda: 1. 2. 3. 4. 5.Review the â€Å"Implementation Steps†to the group Review Responsibilities of the ISO 9001:2008 Steering Team Review procedure that the team will be responsible for. Review the section of the Gap Analysis that applies to the team. Determine resources required for completion of the tasks. a. Will the team need assistance with other responsibilities during the ISO 9001:2008 project? b. What kind of technical guidance will be needed to allow the team to complete the tasks efficiently and effectively? 1. Assistance from the management representative? . Prepared materials? 3. Special Training? 6. Assign dates to tasks from Gap Analysis using the start and finish date on the Gantt chart. 7. Schedule next meeting. 8. Next agen da: 1. Read The 9000 Store Procedure and compare to current processes. 2. Assign tasks for implementing changes in your processes and editing prepared procedure. Implementation Steps 1. The team assigned responsibility for each procedure will use the The 9000 Store Procedure as a foundation for the process to address the requirements of the standard.The team will use the task list to identify what areas need changes to processes. 2. Each responsible team will evaluate the process presented in the procedure, determine if any changes are necessary for your organization, and make edits to the procedure and forms. 3. The team will finalize the procedure and send it to the ISO 9001:2008 Steering Team for review and approval. 4. The team will train employees that are affected by or have responsibility for the procedure. 5. The employees will start following the documented process and maintaining records.Appendix C Appendix C Task Group Team Meeting ISO 9001:2008 Steering Team Responsibili ties 1. Identify team members for each procedure. 2. Assign target start date and completion date for each team. 3. Identify training needs for employees and schedule training sessions: a. Employee Introduction to ISO 9001:2008 using the Training Materials Package b. Internal Auditor Training using the Internal Auditor Training Materials Package 4. Meet on a regular basis to evaluate progress,
Early Adolescents’ Perceptions of Peer Pressure
The Journal of Early Adolescence http://jea. sagepub. com/ Early Adolescents' Perceptions of Peer Pressure B. Bradford Brown, Mary Jane Lohr and Eben L. McClenahan The Journal of Early Adolescence 1986 6: 139 DOI: 10. 1177/0272431686062005 The online version of this article can be found at: http://jea. sagepub. com/content/6/2/139 Published by: http://www. sagepublications. com Additional services and information for The Journal of Early Adolescence can be found at: Email Alerts: http://jea. sagepub. com/cgi/alerts Subscriptions: http://jea. sagepub. com/subscriptions Reprints: http://www. sagepub. com/journalsReprints. av Permissions: http://www. sagepub. com/journalsPermissions. nav Citations: http://jea. sagepub. com/content/6/2/139. refs. html ;; Version of Record – Jun 1, 1986 What is This? Downloaded from jea. sagepub. com at Guangdong University of Foreign Studies on October 21, 2011 from the SAGE Social Science Collections. from jea. sagepub. com at Guangdong Universit y of Foreign Studies on October 21, 2011 Downloaded All Rights Reserved. Downloaded from jea. sagepub. com at Guangdong University of Foreign Studies on October 21, 2011 Downloaded from jea. sagepub. com at Guangdong University of Foreign Studies on October 21, 2011 Downloaded from jea. sagepub. com at Guangdong University of Foreign Studies on October 21, 2011 Downloaded from jea. sagepub. com at Guangdong University of Foreign Studies on October 21, 2011 Downloaded from jea. sagepub. com at Guangdong University of Foreign Studies on October 21, 2011 Downloaded from jea. sagepub. com at Guangdong University of Foreign Studies on October 21, 2011 Downloaded from jea. sagepub. com at Guangdong University of Foreign Studies on October 21, 2011 Downloaded from jea. sagepub. com at Guangdong University of Foreign Studies on October 21, 2011 Downloaded from jea. sagepub. om at Guangdong University of Foreign Studies on October 21, 2011 Downloaded from jea. sagepub. com at Guangdong University of Foreign Studies on October 21, 2011 Downloaded from jea. sagepub. com at Guangdong University of Foreign Studies on October 21, 2011 Downloaded from jea. sagepub. com at Guangdong University of Foreign Studies on October 21, 2011 Downloaded from jea. sagepub. com at Guangdong University of Foreign Studies on October 21, 2011 Downloaded from jea. sagepub. com at Guangdong University of Foreign Studies on October 21, 2011 Downloaded from jea. sagepub. com at Guangdong University of Foreign Studies on October 21, 2011
Thursday, August 15, 2019
Exposure to Conflicting Ideals Can Weaken a Person’s Sense of Self Essay
Standing at a crossroad, some turn left while others turn right. Will you still choose to go straight even if nobody chooses so? Will you still believe in your beliefs if your values are being strongly challenged by the main stream? The ideal statement is that one should be steadfast in his/her beliefs! However, in reality, exposure to conflicting ideals can cause people to lose sense of self. To settle the conflicting ideals in order to belong predicates to sacrifice one’s own beliefs. As human beings are primary gregarious animals, the impulse to belong is strong. One, who holds different values, will feel alienation from the majority. Consequently, he or she needs to succumb to the main stream in the certain group which he or she wants to belong in order to gain acceptance. Hence, the original, or say the true images of them are obliterated and transferred to fake, too, unstable images. Theresa McTerry, one of the characters in Bombshell written by Joanna Murray-Smith, is so an example of such kinds of people who sacrifice their own identities for the sake of social acceptance and validation. Theresa lives in the contemporary world which has witnessed much advancement, yet, she holds a bygone tradition which she persists can provide her the sameness with other women in society. Her fear of the alienation overwhelms her limited understanding of the dark undercurrents that lie beneath the surface of the failed marriage. In the conflicts of feminism and the male-orientated tradition, Theresa, along with those women through the man-dominated ages, has compromised their own identities for the chance to belong to the hallowed institute of marriage. For some, being constantly exposed under public scrutiny can distract their expectations to social expectations. For the sociable animals who also need to seek for individual fulfillments, human beings always find it hard to achieve the twin goals of social cooperation and personal satisfaction. Facing the conflicts between these two, people always tend to let the social expectation play the role of self-expectation as they care more about the affirmation from other people in the same group or the society. No doubt, this can promote an inevitable loss of self. Meryl Louise Davenport, another character in Bombshell, who pursues the traditional domestic roles, only creates herself a fragmented existence in which she has no room to reflect her own life. The performance of an adequate mother as well as a lovable wife is, from her perspective, a constant appraisal by the public, children, teachers, and by other mothers. At the constant bombardment of expectations of women from the society, Meryl, a woman, mother and consumer, is bewildered and has a fragmented view of self. To sum up, individuals are likely to assimilate themselves to the majority when experience some sorts of conflicts. In the purpose either to belong or to satisfy others’ expectation, conformity always seems to be essential for people to cooperate in groups and society. Hence, ego identity for each individual is always attenuated when exposed to controversial ideals.
Subscribe to:
Posts (Atom)