Author: Custom Essay

Write a three to four (3-4) page paper in which the student answers the following three (3) items using headers to separate each item:

 

 

 

1.      Discuss either two (2) civil liberties or two (2) civil rights events (past or current) that have influenced a sense of social responsibility in the American government today. Provide examples to support your answer. Note: In your response, consider how the events influenced the way state, local or national political leaders or agencies responded in a socially responsible or ethical manner toward the community.

 

 

 

2.      Discuss two (2) media events (past or present) that have positively and or negatively influenced the public’s opinion of a government agency. Provide examples to support your answer. Note: Consider how a news story or media coverage of an event positively or negatively changed the public’s opinion (or perception) regarding how responsible a government agency should be towards meeting the needs of its customers; i.e. the American people.

 

 

 

3.      Discuss two (2) differences between the Republican and Democratic parties that may have an ethical impact (positively or negatively) on the American people. Provide examples to support your answer. Note: Consider the different ideals, values, morals, and/or goals held by the Republican and Democratic parties, and their different views on the ethically or morally right way to govern and make the best policies for the people they serve. Determine if your example presents any type of ethical concerns for or against the public interest of the American people.

 

 

 

In your research, you cannot use Wikipedia, online dictionaries, Sparknotes, Cliffnotes, or any other Website do that does not qualify as an academic resource.

 

 

 

Your assignment must follow these formatting requirements:

 

 

 

·         Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.

 

 

 

·         Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

After reading the QHSR, you will draft a policy statement for it. Note that a policy statement is intended to reflect the evaluation of a policy’s relevance or applicability for specific usage. In this case, you will craft a policy statement revealing your evaluation of the QHSR and its value for guiding the county in preparing emergency response plans. Your policy statement will serve to educate members of your county’s EM team and also provide a means for you to offer specific recommendations relating to those portions of the QHSR that you consider most meritorious for the county’s consideration.

In a 5–7 page policy statement, you will do the following:

Provide a brief review of the purpose of the QHSR and your assessment as to its potential value for the county as it rewrites old plans and develops new ones.
As you have a page limitation, this assessment should not exceed one full page.
Consider and capture, in your own words, a definition and the usefulness of various terms in the QHSR, including homeland security, preparedness, and homeland security enterprise. Add other terms as you deem necessary.
Tie these terms to other strategies, frameworks, policies with which you are familiar, or which you studied in this course.
The National Response Framework (NRF) and National Incident Management System (NIMS) are two strategic documents that you might use.
Select two of the five missions—and each one’s listed goals—that are outlined in the QHSR that you will advise your county to begin with, aiding the team members to become educated about the strategic framework and its many elements and making connections from strategy to local community operational use. In choosing which missions you select, you might contemplate some of the following components:
Mission 1: Preventing Terrorism and Enhancing Security
This mission is very expansive, as is each subordinate goal
Think about whether terrorism is a truly likely threat—of course terrorism can occur everywhere, but limited resources compel communities to allocate these judiciously with maximum benefit for least cost
Think about the likelihood of weapons of mass destruction, or chemical, biological, radiological, or nuclear (CBRN) capabilities being used in your county
Mission 2: Securing and Managing Our Borders
Consider whether your county is reasonably concerned with border issues
Does your county include ports (air, sea, rail, or land)?
What prevalence is there of transnational criminal activity?
Mission 3: Enforcing and Administering Our Immigration Laws
Is immigration a concern for your county or state? Could it be in the future?
Which population seems the greatest concern, if any?
Mission 4: Safeguarding and Securing Cyberspace
Cyber threats exist for all critical infrastructure and operations that support communities.
This may be especially critical if information technology is an industry in your region.
Mission 5: Ensuring Resilience to Disasters
If your county has any likely natural (or manmade or accidental) threats or vulnerabilities, this mission can readily be tied to the county’s needs and objectives
Choose your two missions and summarize each one and its goals briefly in your policy statement.
For each mission, make clear and direct connections to the missions and goals and the county’s needs, objectives or capabilities.
Needs could include threats, hazards, or vulnerabilities as you assess them.
You will not need to have first-person or source information to provide details related to the County—you may use your own critical analysis skills and determine what these might be (For example, flooding is unlikely if the county is primarily composed of drought-prone plains.)
Do not exceed seven pages for the body of your paper. Use your own words to make these summaries to the greatest extent possible—but if you lift any material directly from the QHSR, make certain to properly reference it. Do not make your product an opinion piece. While it is based on your perspectives, write affirmatively, using a professional and official tone and language. The words I, our, we, you, (and the like) should not appear anywhere.

One of the very first cases that caught Freud’s attention when he was starting to develop his psychoanalytic theory was that of Anna O, a patient of fellow psychiatrist Josef Breuer. Although Freud did not directly treat her, he did thoroughly analyze her case as he was fascinated by the fact that her hysteria was “cured” by Breuer. It is her case that he believes was the beginning of the psychoanalytic approach.

Through your analysis of this case, you will not only look deeper into Freud’s psychoanalytic theory but also see how Jung’s neo-psychoanalytic theory compares and contrasts with Freud’s theory.

Review the following:

The Case of Anna O. One of the first cases that inspired Freud in the development of what would eventually become the Psychoanalytic Theory was the case of Anna O. Anna O. was actually a patient of one of Freud’s colleagues Josef Breuer. Using Breuer’s case notes, Freud was able to analyze the key facts of Anna O’s case. Anna O. first developed her symptoms while she was taking care of her very ill father with whom she was extremely close. Some of her initial symptoms were loss of appetite to the extent of not eating, weakness, anemia, and development a severe nervous cough. Eventually she developed a severe optic headache and lost the ability to move her head, which then progressed into paralysis of both arms. Her symptoms were not solely physical as she would vacillate between a normal, mental state and a manic-type state in which she would become extremely agitated. There was even a notation of a time for which she hallucinated that the ribbons in her hair were snakes. Toward the end of her father’s life she stopped speaking her native language of German and instead only spoke in English. A little over a year after she began taking care of her father he passed away. After his passing her symptoms grew to affect her vision, a loss of ability to focus her attention, more extreme hallucinations, and a number of suicidal attempts (Hurst, 1982).

Both Freud and Jung would acknowledge that unconscious processes are at work in this woman’s problems. However, they would come to different conclusions about the origin of these problems and the method by which she should be treated.

Research Freud’s and Jung’s theories of personality using your textbook, the Internet, and the Argosy University online library resources. Based on your research, respond to the following:

• Compare and contrast Freud’s view of the unconscious with Jung’s view and apply this case example in your explanations.
• On what specific points would they agree and disagree regarding the purpose and manifestation of the unconscious in the case of Anna?
• How might they each approach the treatment of Anna? What might be those specific interventions? How might Anna experience these interventions considering her history?

Write a 2–3-page paper in Word format. Apply APA standards to citation of sources.

 

Compared and contrasted Freud’s view of the unconscious with Jung’s view and applied Anna’s example in explanations.	32
Identified points of agreement and disagreement between the two theorists regarding the purpose and manifestation of the unconscious with examples from the case study.	28
Analyzed how Freud and Jung would approach Anna’s treatment with specific interventions and discussed how these would affect Anna.	20
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources; displayed accurate spelling, grammar, and punctuation.

SCENARIO # 1: An Unannounced Inspection

The Situation: An OSHA inspector arrives at your worksite requesting to talk with you about an inspection based on the health and safety complaints of a worker. You are in your office and the OSHA inspector is at the reception office. You know this worker to be a highly disgruntled individual who is constantly questioning all aspects of his job and the work environment. The area he works in is currently undergoing a major renovation for a process change for the product in the line, but it is still trying to produce the older version of the product at a lower volume than before. Your area supervisor is a competent individual, but he or she is working under a lot of stress with the changeover; therefore, you are only 80% sure that the claims listed in the complaint are groundless and without merit. The worker is also heavily involved in an effort to unionize the plant employees. In addition, your plant manager is in another state at corporate headquarters for some important meetings.

The Questions: How would you act, what actions should you take, and what would you do? Should you challenge the validity of the OSHA inspector’s request or their right to enter the workplace? Or should you request a warrant to enter the workplace and thereby gain some time to make sure everything is in order back in the plant? Can you gain any time to check with your in-area safety supervisor first? Or should you immediately comply with the request for the inspection? Explain your answers.

SCENARIO # 2: Serious Near-Miss Crane Incident

The Situation: You are the EH&S professional at your company’s shipyard. You have just received a call from a production supervisor that there has been a very serious near miss accident out in the assembly area. Your company is manufacturing the second Littoral Combat Ship (LCS) for the US Navy. This new generation high speed, trimaran design warship has been designed to carry out a wide range of tactical, combat, and support operations in the near-shore (littoral) environment. The project is over budget and has received a considerable amount of criticism for it. Successful completion of the project at this phase will be a prime determinant in whether or not your company can secure the very lucrative follow-up contracts for more LCSs. Everyone in the shipyard feels the pressure to complete this project ASAP.

Apparently a very large 20-ton overhead crane had some cables snap and has partially collapsed while trying to hoist a large section of the vessel into place for its final welding operation. When you arrive on scene, you see the section wedged overhead between some support beams and walkways. About a dozen hourly workers are scattered about as they leaped to safety after hearing the cables snap. There are many bumps, bruises and scratches on the workers, but they all are able to be treated internally at your nurse’s office. In this initial assessment, there appears to be no need for or request on the part of the employees to go to any outside medical consultant or hospital emergency room.

Almost immediately, you can hear the men complaining that the first attempt to lift the unit did not work, and the production engineer has decided to “jury rig” some extra cables to lift the unit into place. In addition, one individual said that they were trying to hoist about 28-30 tons, and that was just too much for the old crane. Another offered that the cables themselves had not been changed out in a couple of years, and that was against OSHA regulations. Everyone said that they could hear the unit groan and screech before the cables snapped and the crane partially collapsed.

Before you walk off with the supervisors to inspect the damage, one of the workers offers the opinion that this is an “imminent danger” situation. About 30 minutes later, you are meeting with the engineers and supervisors on one of the overhead platforms continuing your inspection of the damage when a supervisor comes up and tells you that he has heard that an hourly employee has just called OSHA and told them of the situation and that they used the term “imminent danger” in their conversation.

The Questions: What are your most important concerns? What should you do next? What information is the most critical for you to have right away? What directions would you give to the supervisors and engineers? When should you inform your facility manager, and what should you tell him/her? Should you meet with the hourly employees? What will you discuss with them? How will you handle the OSHA inspector should one show up in the next few hours? BOS 3525, Legal Aspects of Safety and Health 4

Instructions: For Scenario #1 AND #2, you are required to discuss a sequential Action Plan on your part that addresses all of the issues presented. Each scenario response must be at least 300 words in length. Your combined case study response must be at least three pages in length, not including the title and reference page. Your case study must be in APA format, including all references and in text citations

The Situation: You are the EH&S professional at your company’s shipyard. You have just received a call from a production supervisor that there has been a very serious near miss accident out in the assembly area. Your company is manufacturing the second Littoral Combat Ship (LCS) for the US Navy. This new generation high speed, trimaran design warship has been designed to carry out a wide range of tactical, combat, and support operations in the near-shore (littoral) environment. The project is over budget and has received a considerable amount of criticism for it. Successful completion of the project at this phase will be a prime determinant in whether or not your company can secure the very lucrative follow-up contracts for more LCSs. Everyone in the shipyard feels the pressure to complete this project ASAP.

Apparently a very large 20-ton overhead crane had some cables snap and has partially collapsed while trying to hoist a large section of the vessel into place for its final welding operation. When you arrive on scene, you see the section wedged overhead between some support beams and walkways. About a dozen hourly workers are scattered about as they leaped to safety after hearing the cables snap. There are many bumps, bruises and scratches on the workers, but they all are able to be treated internally at your nurse’s office. In this initial assessment, there appears to be no need for or request on the part of the employees to go to any outside medical consultant or hospital emergency room.

Almost immediately, you can hear the men complaining that the first attempt to lift the unit did not work, and the production engineer has decided to “jury rig” some extra cables to lift the unit into place. In addition, one individual said that they were trying to hoist about 28-30 tons, and that was just too much for the old crane. Another offered that the cables themselves had not been changed out in a couple of years, and that was against OSHA regulations. Everyone said that they could hear the unit groan and screech before the cables snapped and the crane partially collapsed.

Before you walk off with the supervisors to inspect the damage, one of the workers offers the opinion that this is an “imminent danger” situation. About 30 minutes later, you are meeting with the engineers and supervisors on one of the overhead platforms continuing your inspection of the damage when a supervisor comes up and tells you that he has heard that an hourly employee has just called OSHA and told them of the situation and that they used the term “imminent danger” in their conversation.

The Questions: What are your most important concerns? What should you do next? What information is the most critical for you to have right away? What directions would you give to the supervisors and engineers? When should you inform your facility manager, and what should you tell him/her? Should you meet with the hourly employees? What will you discuss with them? How will you handle the OSHA inspector should one show up in the next few hours?

List and describe the regions of the ocean in descending order.

 

2. List the 5 kingdoms.

 

3. List the general characteristic of the arthropods or animals like lobsters and crabs.

 

4. List the general characteristic of squid and octopi.

 

1. List the general characteristic of Foraminiferans and radiolarians.
2. Which group contains cnidoblasts or specialized stinging cells to immobilize prey?

 

7. Polyps and medusae are characteristic of which group of organism?

 

8. Describe the lifestyles of marine worms.

 

9. Which kingdoms is a somewhat “unnatural” collection of diverse forms that do not clearly fit into any of the other categories? Why?

 

10. List the general characteristic of:

 

1. gastroderms,
2. equinoderms,
3. Brachiopods
4. Chondrichthies
5. manatees and sea cows
6. baleen whales
7. toothed whales
8. bony fishes
9. cartilaginous fishes

 

11. Which of the vertebrate groups is considered the most ancient?

 

2. What are Tunicates or “sea squirts”?

 

13. How does a fish “hear”?

 

1. Which group of marine mammals was named because of its fanciful resemblance to mermaids?
2. Why sharks must continuously swim?

 

16. What are barnacles?

 

17. Which is the most successful phylum on Earth, if success means the number of individuals and number of species?

 

1. What is a soft-shelled crab?
2. Contrast homeotherms and poikilotherms.
3. How do the wings of the most “severely oceanic” birds (that is, birds spending nearly all of their life span aloft over the ocean) tend to be

Consider its subject matter and do a little extra research on this subject. Answer the discussion questions below.

Describe the problem faced by Vlasic. Why were they unable to oppose the sales plan put forth by Wal-Mart? Ultimately, how did responding to Wal-Mart affect their business?
Was this an ethical supply chain decision on the part of Wal-Mart? Also, highlight any sustainable ethics that was involved here.
What does this case tell you about how much influence a business can have with regard to its suppliers’ decisions and behaviors? What does this say about the conventional notions of the responsibility of firms for the practices of their suppliers (both in terms of individual firms and collectively)? Is it reasonable for consumers (or even regulators) to hold firms accountable?

The ocean is slow to heat and to cool. Explain why.

2. Describe the manner in which sound is transmitted under water.

3. Why can we say that the ocean is stratified?

4. What temperature properties do most of the world’s oceans have?

5. When will the density of a parcel of seawater increase?

6. What is the ocean’s deep sound channel (SOFAR layer)?

7. Describe what happens to the wavelengths of light that penetrate into the ocean.

8. Describe the densest seawater.

9. Define the following terms:

Halocline
Thermocline
Pycnocline
Aphotic Zone
Photic Zone

10. Describe what causes the seasons.

11. What is the Coriolis effect?

12. Name the surface winds of the Earth.

13. Contrast the following phenomena:

Hurricanes
Typhoons
Cyclones
Tornadoes

14. Name the sea surface ocean currents and recognize their locations.

15. Describe the deep ocean circulation.

16. What is El Niño?

17. Describe the parts of an ideal wave.

18. Describe the following waves:

shallow waves
bore waves
Rouge waves
internal waves
tsunamis

19. What causes ocean tides?

20. Explain how upwelling occurs

Additional Information: The presentation that Shawn made to the board was a success. You and he both believe that the overview he gave to this leadership group helped them see the challenges associated with the effective management of global human capital and the value of recognizing human capital as the most important asset that a company can have. John and the board gave every indication that they understand the urgency in moving ahead to align key global human capital goals with those established for the global organization. In fact, they asked you to move ahead with the development of these goals and to return next week to initiate goal alignment.

“I’m relieved that my presentation went so well,” says Shawn. “I was braced for resistance.”

“Yes, it’s a major milestone, you say. Now that we have buy-in from the top, we can move forward with developing global human capital goals for AGC. It’s exciting!”

“Indeed it is,” he says. “I want to get this next step started as soon as possible.”

“Yes, developing goals will take time and lots of thought,” you say. “I recommend that you begin by evaluating the existing organizational cultures and leadership styles at AGC. They look to be very diverse.”

“That makes sense,” says Shawn. “Because the company has several global subsidiaries with significant cultural differences, this evaluation will be challenging.”

“Well, as I always say, as goes the leadership style, so goes the organizational culture. Keep that in mind as you work through this diagnostic process,” you say. “It will be foundational for the work that follows.”

“We should make time to discuss our combined knowledge and experience with managers who have diverse leadership styles and the organizational cultures that we’ve seen them create,” he says.

“AGC would benefit from an organizational culture that is more proactive and competitive,” you say. “One that focuses on the most important asset of any organization—the human assets—could turn this company around.”

“When you get back to your office,” you say as you hand him a piece of paper, “take a look at this list that I jotted down during your presentation. I think it will help you with developing goals.”

“This is great,” he says. “Thanks.”

The list you gave Shawn to help him develop goals is as follows:

Define and evaluate the problem with the current organizational cultures at AGC.
What components of the organizational culture should change, and why?
What impact do the leadership styles have on the present organizational cultures at AGC?
Describe problems that exist when a parent organization fails to acknowledge cultural differences at its other global locations.
What challenges does AGC presently face in regard to its past lack of focus on cultural differences?
What solutions can Shawn implement to correct these problems

Additional Information: Today, you and Shawn Williams, the new Director of Global Human Capital Management at Atlantis Global Corporation (AGC), met with John Dawson, the company’s Chief Executive Officer (CEO), Chief Operations Officer (COO), and Chairman of the Board of Directors. This meeting provided both of you with some background about the company and touched on some of the major problems that are currently confronting it.

The meeting with John was cordial. He is obviously very concerned about the financial losses that AGC continues to experience. You note that John’s main concerns seem to center around global competition and the very real threat of losing AGC’s market lead as the top manufacturer of electronic circuit boards for high-definition television screens.

Both you and Shawn are surprised, however, that John never mentions any issues relating to the employees who work at AGC. Earlier in the month, the president of one of the global subsidiaries told Shawn that it is difficult to recruit talent for AGC. He also told Shawn that employees are not happy and continue to leave the organization to work for other organizations in their various industrial park locations. Competition for talent is high.

When Shawn speaks about human capital concerns at AGC, John is not very interested; seemingly, John knows little about this area of business. In addition, John thinks these employee-related issues do not have much to do with the organization’s problems. Shawn is surprised by his dismissive attitude about the employees of this multinational organization, and he is worried about the alignment of joint objectives. After the meeting, you and Shawn get together in his office to share observations.

“I’m worried about John’s lack of knowledge about how to manage his employees at AGC,” you say.

“Yes, it looks like John’s disregard for the people issues at the company may be a major problem in itself,” says Shawn. “People management must be treated as a high-level strategic matter.”

“Right,” you say. “He doesn’t seem to understand that human capital has economic value and that other organizational changes will not occur if the people aren’t managed properly.”

“Ultimately, the bottom line is affected,” says Shawn. “I have another meeting to go to now. Let’s wait until tomorrow to talk about next steps. Does that work for you?”

“That sounds good to me,” you say. During your drive home, you think about the meeting and think about the difficult job that lies ahead. You know that it will be challenging to work with John to implement the organizational changes that are necessary to build greater global strength without changes in the management of global human capital. Later that evening, you sit down at your computer to make notes about the following questions:

How would you describe the leadership styles of John and Shawn?
Why would you think that conflict may occur because of these style differences?
What are the pros and cons associated with these styles?

Part II

You and Shawn are scheduled to meet next week with John and the board of directors at AGC. Shawn will make a presentation about human capital management. Both of you understand the urgency of the company’s situation and why it is important to instruct this group about the value and need for an optimized program for the management of global human capital. You run into each other as you arrive at the office this morning and stop for a minute to talk.

“Shawn, I think your presentation will be a learning opportunity for this group,” you say. “Without this information about global human capital management, AGC may never be able to move forward with critically needed changes.”

“I agree,” he says. “I’m working on my notes, and I want your advice about some concerns I have.”

“Sure,” you say. “Why don’t you e-mail me the list and I’ll get back to you with my suggestions.”

“Sounds good,” he says. Later that morning, you get his e-mail, and the following list of questions:

How should I approach the board?
How should I deliver my message without embarrassing the board about its lack of knowledge about human capital management?
What can I say to illustrate the intrinsic value of human capital?
What examples from other organizations can be provided that will strengthen the board’s knowledge of global human capital trends and problems?
Do you think that my leadership style will help me during this meeting?