The World Epidemic On Gay Marriage - 1959 Words

When American citizens hear the word â€Å"gay,† what is the first connection that pops into their mind? Does it mean happiness, love, or does it have a negative connotation? Throughout the years, the world epidemic on gay marriage has always been a controversy in the press. In the 1600s, if a gay man or woman practiced sodomy, they were put to death (ProQuest Staff â€Å"LGBT†). From the 1600s to the current day, gay rights are still a critical political debate in today’s society that needs a solution. For one to understand at this problem, he or she needs to analyze the causes and effect of this solution. To understand the background about the homosexual issue, citizens need to look at the early history that is different than the solution today.†¦show more content†¦Throughout the early years, gay rights therefore have changed. More gay rights have been given today. While going into present day, history is still in the making. Definitions, rules, and a lso outlooks have changed. In today s time, the slang word closet, means homosexuals who were hidden and not labeled as gay (Abelove B14). The word was first used in the 1960s and is still used today as coming out of the closet (Abelove B14). Gay slang terms that are used today have been used throughout history for several decades. The gay rights movement started in the United States in 1969. During the gay rights movement, a challenge that appeared was the AIDS epidemic in 1980s (ProQuest Staff â€Å"Topic†). The epidemic was a setback for the gay community. The public and press were not very impressed with AIDS crisis and it put history in the making on hold. On June 26, 2015, however, the United States Supreme Court finalized that same-sex marriage is to be legal though every single state. History is being made as America sees it. Many rules have been changed throughout history by slang words in society, and the gay rights movement encountered some difficult challenges. Th e gay ancestors have come to very tough decisions, punishments, and acceptance. The United States, however, has moved forward in recognizing the gay community and giving them more freedom that the community has wanted all along. Due to several different causes about this

Nurse-patient ratio Free Essays

Nurse-patient ratio laws are state mandates requiring hospitals to keep to a maximum sealing limit of the ratio of nurses to patients. At the moment, states that have yet to apply any nurse-patient ratio limits typically charge each of their nurses the care of at least 6 nurses and even as high as 8 to 10 (Churchouse, 2002). Barnes-Jewish hospital for example has a ratio of 1 nurse to 10 patients (St. We will write a custom essay sample on Nurse-patient ratio or any similar topic only for you Order Now Louis, 2004). California’s Assembly Bill 394 is one of the forerunning legislations that mandated the regulation of nurse-patient ratios across hospitals. This bill had been largely contested by hospital lobbyists who are now bartering with state officials on the most flexible regulations that could be imposed. While nursing associations and nursing labor unions all over the country are proposing the ideal 1:2 ratio, hospital management firmly claim this to be impossible. In some other states such as Illinois, staging progression procedures have been introduced as a viable means to improve nurse-patient ratios over a period of 5-10 years (Bartolomeo, 2001). Since after the Second World War, the problem of increasing nurse-patient ratios have begun to accrue. By the mid-80s the pressing need for more nurses became even more drastic when the academe saw a decline in the local demand for the profession. This eventually led hospitals to searching for nurses abroad which continued to persist to the present day. However, outsourcing the nurse supply was also coupled by hospital management cutbacks on staffing which still resulted to poor nurse-patient ratios. Hospitals also allegedly implemented management regulations preventing nursing staff from discussing and objecting to nurse-patient hospital policies. However by the late 90s, nursing unions have begun to seek help from media institutions, local communities, and contract negotiators to help them bargain less congested working conditions with hospital management. This led the nursing unions to asking help from their respective state governments. Finally in January of 2002, California’s AB 394 mandated the issue of staffing ratios in hospitals throughout the state, but this victory of the nursing unions was short-lived as hospital management immediately bargained with legislators for staffing ratios that were most advantageous for them. While nursing organizations persisted with a 1:2 to a 1:4 ratio, hospital lobbyists led by the California Healthcare Association, a consortium of 500 hospitals insisted that the acceptable nurse-patient ratio could be no less than 1:6. Currently, one of the country’s largest Health Management Organizations, Kaiser Permanente broke away from the bulk of institutions opposed to lower nurse-patient ratios and advocated a 1:4 ratio that it currently implements in its facilities. Kaiser discussed further ways of lowering the ratio with nursing unions and agreed to have the approved recommendations of such discussions implemented on all Kaiser owned establishments (Bartolomeo, 2001). Current working conditions lead nurses into compromising situations wherein their work suffers because of the immense number of tasks that they have to do all at once. While some hospitals implement â€Å"fair† policies that allow nurses enough room to breathe in their work, a lot more hospitals and health care organizations are run by profit oriented groups whose main concern includes minimizing costs. What’s worse is that since health care in various parts of the country has been transformed into a corporate affair between gigantic businesses who buy health care plans from HMOs who sell them, competition has become a matter of who can provide the better corporate deal over who can provide better hospital service. Since the patients don’t have much choice with respect to which health care deals their employer will take, this rules out quality by competition from ushering hospitals to make nurse-patient ratio improvements on their own. Thus, a state mandated regulation is the only way to force these hospitals to provide an appropriate working environment for their nurses. There are several controversial aspects to the legislation of nurse-patient ratio regulation. One popular controversy is the actual capability of today’s supply of nurses to fill in the vacancies that would be created by such legislation. The Illinois Hospital Association contends that current nursing programs of the state are not viable to handle the demand for the number of nurses required to maintain the ratios mandated by laws like California’s AB394. Another criticism is insensitivity of a rigid nurse-patient ratio to patient’s individual medical differences. Critics also point out differences between hospitals, resources and even nursing units which could be blurred out in the implementation of a state mandate indiscriminately throughout all hospitals. I believe that hospital policies at the moment are more profit-oriented than health oriented. It is this slippery slope that leads to understaffing and overly high nurse-patient ratios. However, I also think that an inflexible legislation on nurse-patient ratios would do little to solve the problem. Nurses from different units are very different and there needs to be more extensive needs analysis studies conducted before a proper legislative action could be taken. Therefore while I am in favor of state legislation in order to curb inherent profit-oriented biases of hospital management, I am not in favor of haphazardly implementing one at the moment without considering factors forwarded by institutions like the Illinois Hospital Association. Like I said, I believe that while the California legislation is a victory for the labor rights of nurses in the state, it does not ensure an increase in nursing quality. I would consider the act positive with respect to labor rights but neutral with respect to patient care. Extensive scrutiny should be placed on the issues that arose after the legislation such as the differences among hospitals, resources, and nursing units. References: Churchouse, C. (2002). Senate Community Affairs References Committee Inquiry Into Nursing. Retrieved: July 19, 2007 from: http://72.14.235.104/search?q=cache:uQtMh4POYlUJ:www.aph.gov.au/senate/committee/clac_ctte/completed_inquiries/2002-04/nursing/submissions/sub04.doc+current+nurse-patient+ratio;hl=tl;ct=clnk;cd=3;gl=ph Bartolomeo, C. (2001). â€Å"Mandated staffing ratios: Health care professionals see the benefits and pitfalls.† Journal of the American Federation of Teachers. Vol. 30 Issue 2. P.114-118. Barnes-Jewish Hospital seeks to lower nurse-patient ratio. Retrieved July 19, 2007 from St. Louis Business Journal Website: http://www.bizjournals.com/stlouis/stories/2004/11/29/daily50.html ; How to cite Nurse-patient ratio, Essay examples

Public Administration

Government as a Catalyst: The Thompson-Perry Argument Support or contradict? According to the Thompson-Perry argument, collaboration involves interactive co-operation between two or more bodies with mutual interests (Stillman, 2009). The two groups are not always in the same domain or share similar interests, but they come together in a collaborative effort and combine their resources to achieve a common goal.Advertising We will write a custom essay sample on Public Administration specifically for you for only $16.05 $11/page Learn More The case study ‘Government as a Catalyst’ ultimately supports the Thompson-Perry argument. Although it may not be a perfect model of the Thompson-Perry argument, it contains three key elements that make it remarkably similar. First, it involves a collaborative effort between several stakeholders that have similar interests. Secondly, the stakeholders involved are all interested in making the situation a win-w in situation for all of them. Third, and perhaps most importantly, it follows Thompson and Perry’s process framework. The Philadelphia Municipal Wireless Network (MWN) is a perfect example of the initiative that involves ‘collaborative public management’ with the interest of the public, private sector and the economy as a whole to benefit. It requires co-operation of the public sector and the private sector, as well as the citizens, for it to succeed. With a MWN in the city, Philadelphia’s socio-economic potential was broadened. As a result, the local economy was improved, there is an increased communication at a cheaper price, and businesses benefir from a boost in the internet connectivity. Today, most businesses and individuals are significantly dependent on the internet. Finally, the Philadelphia MWN initiative follows the three key steps of the collaboration process: negotiation, commitment and implementation. The Collaboration Process Thompson and Pe rry maintain that collaboration is a process-oriented phenomenon involving negotiation, commitment and implementation (Stillman, 2009). This cyclic process is supported by the Game Theory. As research has shown for several times, during a period of a socio-economic dilemma, individuals are more likely to invest in ways that will change the system itself in order to promote joint outcomes.Advertising Looking for essay on public administration? Let's see if we can help you! Get your first paper with 15% OFF Learn More Although a definite definition of collaboration does not exist, there are certain elements that all definitions must have. First, the collaboration process involves a number of stakeholders brought together by common interests with the aim of benefitting mutually. Secondly, collaboration becomes possible when the stakeholders create rules and structures that govern their relationship. Finally, the stakeholders interact through a series of formal and informa l negotiations. The process’ three key phases are all interrelated cyclically, and they are assessed by all stakeholders based on reciprocity. Negotiation is usually the first step in the collaboration process. During negotiation, different stakeholders interact with one another via formal bargains and informal sense-making. Once formal and informal relationships are formed and certain terms areagreed upon, the process moves to the commitment phase. During this phase, the stakeholders commit to the future of their relationship via formal contracts, the ability to solve free-rider problems and psychological contracts. Finally, the actions agreed upon are implemented. During this stage, an organized effort is put up by different parties to carry out the required actions. Implementation involves a high level of personal interactions and co-operation from different organizations. A Different Model? The ‘Government as a Catalyst’ case has all the classic elements of t he Thompson-Perry argument. The entire project has the three distinct steps of their argument, i.e. the negotiation, commitment and implementation stages (Stillman, 2009). At the initial phase of the process, the Philadelphia Wireless released a statement stating that they aimed to provide wireless internet connectivity throughout the city. The main purpose for this was to provide basic digital infrastructure for schools, businesses, community organizations and citizens (the stakeholders).Advertising We will write a custom essay sample on Public Administration specifically for you for only $16.05 $11/page Learn More All these stakeholders would benefit from the availability of this technology to achieve different goals. As the negotiation process goes, this first step was vital in planting the seed of interest into the minds of these stakeholders. Philadelphia Wireless then got these stakeholders to commit to the process by negotiating with them and exp laining their intentions. They also took into consideration the role that would be played by all stakeholders in the process. They realized that the government, for example, was not interested in providing wireless internet, but was willing to give the private sector the necessary support it needed to make the project’s implementation possible. Once all stakeholders were on board, Philadelphia Wireless, a creation of the city, was given a green light to roll out the project. It is clear, therefore, that the process was a detailed model of the Thompson-Perry model. Public Accountability and Public Acceptability Meaning of terms According to Rubin’s text, it is reasonable to deduce that public accountability refers to the obligations that public agencies and enterprises, entrusted with public resources, have towards those that have assigned these responsibilities to them. In this case, the latter refers to the public, since it elects officials to public offices and entru sts them with the responsibility to manage public funds that they remit to the government through tax. The public officials have a responsibility to ensure the resources allocated to them are utilized to the benefit of the greatest section part of society over the long term. Public acceptability, on the other hand, refers to the degree to which the public agrees to a budget drawn up by the public entity responsible for managing public funds. The public accepts budgets that appear transparent, detailed and allocate the funds responsibly. Tension caused by Public Accountability and Public Acceptability The tension is caused by the difference in interests between the two parties. The public always wants, and has the right, to see clearly how their resources are utilized by people to whom they assign this responsibility. They work hard, pay taxes diligently and expect to receive acceptable services from the government through public institutions. Public institutions are given the respon sibility to ensure they provide different services to different members of society. Some of the key services provided by these institutions include national security, social services, and adequate infrastructure.Advertising Looking for essay on public administration? Let's see if we can help you! Get your first paper with 15% OFF Learn More As expected, different members of society are more concerned with different aspects of their lives. The lower class of America, for example, is more concerned about how much public institutions allocate to healthcare, while the upper class might be more concerned with more abstract issues like national security. The public institutions are faced with a dilemma, because of the fear of offending one group of people over another. Using the example of America, the lower class will feel more aggravated if public funds are channeled towards funding the war in Iraq while they lack basic needs. The upper class, however, feel as though public resources should be allocated to ensuring public safety, so that people are able to work hard and ensure they have basic needs. This dilemma applies insurmountable pressure on the public institutions, which must apply a delicate balancing act to their budgets and ensure all resources are properly budgeted for. As a result, they often end up in not pleas ing all sections of society, and the result is a public tension. Death of the Spy Satellite The spy satellite is a perfect example of how public accountability and public acceptability can cause substantial tension in public budgeting. In the beginning of the 1990s, the spy satellites that were gathering intelligence for the CIA were getting old and needed improved technology, particularly since global security had worsened in the post-Gulf war era. The CIA, therefore, decided to launch a number of lightweight satellites that would use radar and optical technology to spy on enemy locations and bring the information back to earth safely and faster than before. Each new satellite would cost approximately $1 billion to build, which is relatively cheap for a satellite, and about $450 million to launch. CIA’s ultimate goal was to improve national security, which was expects of them by the public. The budget was opposed, however, by the public – via congress – since i t was considered to be too extravagant. At the time (the mid 1990s), the government was searching for means of minimizing costs, reducing public spending and working on a shoestring budget. Congress argued that the project was not feasible in the long term, given that the plan was to spend approximately $5 billion in five years. The project’s budget was not acceptable to so many fragmented sections of congress, in which case the public most likely felt the same. Another Example Currently, the most contentious issue in terms of public-resource spending is the war in Iraq, Afghanistan and Pakistan. According to many estimates, the United States has spent between three and four trillion dollars. The war has also led to the death of approximately 236,000 people since it began ten years ago. The primary reason the country entered the war was to eliminate the external threat that terrorists posed to the nation, particularly in the wake of 9/11. When the country entered the war, its budget was not of a primary concern. The government had placed priority on protecting the citizens of America. However, ten years and nearly four trillion dollars later, the country ponders as to whether it was necessary to keep American troops in Iraq any longer. The US economy is reeling from the effects of the recession, and with rising costs of living, rising unemployment and increasing socio-economic pressure, tension rises as to whether it is still practical to support the war. While public institutions are accountable for the nation’s security, the public is finding it hard to accept the budgetary cost of a war that, it is argued, not helping improve security in the United States. Helco’s Concept of Issue Networks Reinventing School Lunch Helco’s concept on issue networks is unique: he believes that America does not pay as keen attention as they should to issue networks, particularly within the government. Issue networks, also referred to as ‘iron triangles’ by Helco and other scholars, are small alliances of interest groups who came together to promote single or numerous government policies. Their support of these policies is centered upon a mutual benefit that they receive from this policy in place. The National School Lunch Program, launched in the United States in 1945, was intended to make sure that all school-going children received at least one meal a day. This was a national drive to lower levels of malnutrition, promote the health of these children and to reduce the burden on these children’s parents. It was an initiative by the Food Consumer Service (under the US Department of Agriculture), the State Departments of Education and funded partly by the federal government. The children receive milk, a protein source, a carbohydrate source, and fruit or vegetables. Fast forward to 2011, and obesity is the fastest-growing problem among school children in America today. However, the food rations have remained the same, leading certain lobby groups to campaign against the food these children are fed with. One argument is that the Department of Agriculture maintains the menu simply to promote farmers within the continent, and the federal government has turned a blind eye to these protests because of the mutual interests of a number of organizations. However, not many Americans know about or bother to investigate these issues, and the voice of the protestors is nothing but a flicker. This is a perfect illustration of Helco’s concepts on issue networks in the United States. Public Administration Training Implications of Helco’s Concept Three key elements of issue networks affect the training of public administrators. First, Issue networks seeks for what is complex in what would otherwise be easy issues. Members within a policy network realize that policy objectives are mostly vague, and results are difficult to measure. Participants, therefore, juggle these complexities, and d emand that all experts within the different fields have the knowledge and ability to juggle these complexities too. Secondly, Helco’s concept argues that issue networks help to bring consensus among different interest groups. Government policies are usually aimed at ensuring there is a right outcome on an issue. However, the definitions of what is right being not always clear. Iron triangles are usually formed to campaign for what they think is right, and the result is always consensus. Finally, issue networks tend to go against what most politicians, who end up in being the policy markets, believe in. The norm in politics was to take credit for success, avoid appearing weak and focus on an opponent’s weaknesses. Today, policy networks have placed politicians on the back foot. Taking credit for matters makes the politician appear to lack knowledge of intricate policies. Spreading blame threatens certain established institutions and may raise expectations in the politic ian to levels beyond their means. Issue networks have, therefore, created lukewarm policy makers. Alteration of the Role of Public Administration, Caused by Helco’s Concept Helco’s view on issue networks does not change the types of jobs and tasks that public administrators perform, but alters the manner in which they are done. It sensitizes them towards formulation and implementation of public policies. Policies must favor as many stakeholders as possible or certain iron triangles are bound to protest against it. There is only one argument that could be raised regarding the role of issue networks in changing the types of jobs. The argument that public administrators perform is that there are some networks that have been known to influence public administrators. At times, the pressure applied by these external interest groups is positive, while, at times, they serve the selfish interest of these groups. Alteration to My Thinking As a public administrator, there are two ways that Helco’s concept has changed my view towards being a public administrator. First, it has made me aware that the American public pays less attention to issue networks than they ought to. This means that it is easy for a small iron triangle to influence how public policies are made and implemented. Secondly, and perhaps more importantly, issue networks could promote fair policy making by promoting consensus among policy makers. They ensure that when a public decision is made, different stakeholders within society get a fair ruling. Although this may create vague policies, at least the interests of the majority are served in the long run. Not all members of society can be pleased, but democracy dictates that at least a large majority of the public should benefit from decisions made by public officers. Friedrich’s and Finer’s Central Ideas Case study: Torture In his text, Friedrich’s central idea is that administrative responsibility is at a much wi der scope at the moment, and it is no longer simply a responsibility for executing formulated policies (Stillman, 2009). In essence, he means that when a policy has been formulated, it does not mean that those charged with administering it are only responsible to themselves, but they are responsible to other parties as well. They have a responsibility to ensure that the interests of the majority are met in a fair and legal manner. However, an unfair action has to be carried out for the benefit of the greater effect then the action could be justified. Finer shares a similar principle. He argues that public servants are responsible to the elected representatives of the public. These representatives have the right to determine the cause of action of all these public servants to the smallest degree feasible. This is one of the core values of democracy. Torture has often been justified as a necessary evil, required to extract information or achieve results for the benefit of the majority . Friedrich’s argues that the administration has the greatest responsibility to the majority. When all else fails, torture may be justified as a means to an end. Finer’s sentiment lies along the same line. However, he specifies that decisions such as these have to be passed through a hierarchical judicial system for approval. The actions of a person are accountable to a number of other people. Abu Gharib The central argument in the torture case is that it is justified to torture a prisoner of war if certain conditions are met. A scenario is given, where there is a ticking time bomb, and a prisoner has been captured and is believed to have some information about his bomb. The only condition that would warrant torture is if the suspect knew the location of the ticking bomb, and if he was aware of the planned attack. In addition, all other means of obtaining information have to be exhausted before torture is resorted to. Public administrators, in this case the federal gov ernment and the prison services, had the responsibility to ensure that a majority of the citizens are secure, according to Friedrich. In the Abu Gharib case, torture would only be justifiable if there was a ‘ticking time bomb’ that the government was aware of. Democracy is based on fundamentals like these. This, unfortunately, was not the case, since these prisoners were arrested at random with insufficient evidence of terrorist activity. Finer argues that there must be an external agency that has authority over a person or an entity. It is vital that an administrative structure exist (Stillman, 2009). Without an oversight body, it is easy to have prisoners tortured and treated unfairly in the hands of their captors. If, however, the hierarchical judicial system comes to the decision that torture has to be used to obtain certain crucial information, then it is justifiable. Friedrich argues that government officials should have a little room to work with the mentality th at prevails in prisons like Abu Gharib, where the responsibility to protect the innocent in America gives soldiers and security personnel a little justification to ‘do whatever is necessary’ to obtain information. Securing public interest One of the best ways to secure public interest is to involve them into the decision making process. Through their elected representatives, every scenario, decision and matter that will not bring the majority of the population to harm must be passed to the public for scrutiny. Although it makes the process longer and complicated, it eliminates the danger of a public office that is not adequately monitored and evaluated. Since public office bearers have a responsibility to the citizens, they should avail information that will not harm national security in any way to the hands of the public. Finer’s arguments also support the notion that leaving public institutions in the hands of a few individuals, without creating a link between these institutions and the public, there is bound to be potential for evil. The government sets up various controls measures that individuals and groups must abide to. Without these regulatory measures, the interest of a few will be exalted above the interests of the public. Friedrich, however, gives a slightly different view to the statement above. He argues that government officials ought to be given more room to maneuver, or as he puts it, some space for the ‘inner cheek’. A public official ought to be given some latitude to work in an environment that would be mutually beneficial to the majority. Friedrich’s argument carries some weight, particularity when one considers the amount of a pressure public worker works under. It is difficult enough to have a tough working environment, and adding the pressure expecting perfection and braying for blood at the slightest mishap is unrealistic. Giving public administrators some space to maneuver allows them the luxury to find the best way of carrying out their duties. Dwight Waldo Ethical Behavior in the Public Office One of the most crucial lessons by Waldo was that public office bearers had obligations to different stakeholders. They were obligated to the constitution, law, nation, democracy, family, friends, humanity, God/religion, rules and the profession. These elements are part of the twelve obligations of a public office holder. They bind the public servant, and act as guideposts upon which his career may flourish and most importantly, fulfill his duty. Waldo also teaches the concept of ethical mapping. This is a guidepost upon which one bases his moral standards when making an ethical decision in the work place. The public service sphere is a world full of discordant values that often lead a worker to a the wrong way and makes him unsure of where to make a stand. Ethical mapping, as described by Waldo, is a way of finding ‘where we are’. This helps public servants find a way of proceeding with their professional lives in the work place. The twelve obligations, discussed above, are the main guideposts used when making an ethical map. In addition, Waldo helped to contextualize the idea of public administration in a world where it did not exist at the time. Instead on basing their decision on basic principles, public servants ought to rely on contingent intentions and value pluralism. By basing their decisions only on facts, public figures are less likely to take into account the needs of the community around them. Basing decisions on values, on the other hand, enhances an individual’s sense of obligation towards the community that he serves. Compare and Contrast The case study ‘George Tenet and the Last Great Days of the CIA’ describes a small restaurant in Virginia where CIA officers were frequent visitors. Apart from its famous beer-soaked chilly dogs, the restaurant was also known for one unique feature: the officers were never give n bills by the waitresses. Before leaving, the customers would go to the owner of the restaurant, tell how much they had eaten and paid for their meal before they left. This example is used to illustrate how Waldo’s theory of ethical mapping and obligations towards, among other things, humanity, could be applied to help improve honor and honesty within a community. On the flip side of the coin, the case ‘The Blast in Centralia No.5’ describes how 111 miners died after an explosion rocked a small town in Illinois. The mine within which the explosion took place belonged to Centralia Coal Co. The government had the responsibility to ensure that all mines were inspected for worker safety. The deaths were caused by ignited explosives that were fired in a non-permissible and dangerous manner. An investigation later revealed that the possible causes of fire were the shot firers and their open fires. The manager of the mine was later charged with failing to safeguard the mine. These two stories show contradicting sides to Waldo’s lessons on public administration and ethics. As it has been discussed already, the CIA officers felt an obligation to the cafà © to pay for their orders. The mine’s administrators, on the other hand, were not interested in ensuring the mine remained safe for its workers. The government also felt no sense of obligation towards the nation and its citizens by failing to close down the mine after inspecting it and finding it did not meet the required safety standards. If the management of the mine and the officers responsible for inspecting it were able to follow the ethical sense of doing their business rather than being driven by business principle, the accident might have been prevented. Important Lessons for Practicing Public Administrators There are three main lessons that public administrators are able to take away from the contrasting stories above. First, the main aim of a public administrator’s j ob is to ensure that their work is for the benefit of the majority in society. They are meant to be guided by their personal values and not by the systems and its values. Using Waldo’s obligations as guideposts, they should develop the ability to make decisions and carry out their duties based on their personal values. Using an ethical map is a convenient way to get started. Ethical maps help public administrators to know where they stand ethically. Secondly, public administrators need to know what is at stake when they carry out their work. Taking the example of the mine explosion, if the public administrator responsible for inspecting the mine had conducted a thorough job, 111 lives would not have been lost that day. There are certain public administrators that work in highly sensitive public sectors, where small mistakes could put the lives of other people at risk. Such sectors include food, health, sanitation and medicine. Finally, the CIA story may paint a rosy picture o f how public administrators ought to work in the public domain. However, attaining such a high level of discipline and dedication is not a simple task. First of all, as described beforehand, the public domain is not as tightly knotted as the CIA. These are highly-trained individuals who undergo rigorous training to ensure they are completely ready to take on the sensitive nature of their work. However, public administrators should borrow a leaf on how to maintain the rigorous discipline and stick to principles no matter how difficult the working environment is. Reference Stillman, Richard. (2009). Public Administration: Concepts and Cases 9th ed. Stamford: Cengage Learning. This essay on Public Administration was written and submitted by user Jared Gallagher to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here. Public Administration Introduction Public administration is the study, development, and effectuation of the different subdivisions of government policies. Public administration goals involve quest for public good by improving public service that encompasses civil society. Civil servants are the key players in public administration whereby, they run all activities from data collection and analysis, through legislation to execution of government activities.Advertising We will write a custom essay sample on Public Administration specifically for you for only $16.05 $11/page Learn More Research Methods There is different research methods applied in public administration including applied and pure research. Pure research, also known as fundamental research involves carrying out research to improve knowledge on some given basic issues. Elementary, basic research is involved in rebutting existing theories. On the other hand, applied research uses established theories and available i nformation to study a given case to establish certain purpose. Literature review sets in here whereby researchers read the available literature on a given subject to draw as many points as possible addressing the question under study. On the other hand, McNabb (2002) posits that, â€Å"Research is exploratory when you use no earlier model as a basis of your study† (p. 23). This research method is useful where there is earlier research on the subject under study. Hawthorne effect is also a research methodology whereby â€Å"subjects improve an aspect of their behavior being experimentally measured simply in response to the fact that they are being studied, not in response to any particular experimental manipulation† (McNabb, 2002, p. 26). Finally, research methodologies apply both dependent and independent variables. Independent variables are present at the start of study whilst dependent variables result from the study process and they depend on the independent ones. P ublic Policy Analysis Public policy analysis is â€Å"determining which of various alternative policies will most achieve a given set of goals in light of the relations between the policies and the goals† (Knoepfel, Larrue Varone, 2007, p. 4). Policy makers have to write a scenario whereby they postulate futuristic occurrences in future and plan for them now.Advertising Looking for essay on public administration? Let's see if we can help you! Get your first paper with 15% OFF Learn More After coming up with a futuristic scenario, policy makers now consider satisfying versus optimizing. Here they ‘suffice’ a situation by seeking to meet a given standards for sufficiency reasons as opposed to looking for an optimal solution in the optimization process. Satisfying ties closely to bounded rationality whereby after failing to come up with an optimal solution, policy makers they apply bonded rationality to employ their reason only after having greatly mo dified the available choices. Eventually, they carry out cost-benefit analysis to establish how their planned proposal will turn out if implemented. This involves adding all merits and subtracting all demerits and the difference points out whether a proposal is viable or not. A positive difference signifies a viable proposal whilst a negative balance signifies a null proposal. A well-quantified cost-benefit analysis is a clear indicator of how successful a policy would be if implemented. After this period, policy makers look for opportunities when the probability of adopting the new policies is high usually above normal chances. According to Knoepfel, Larrue and Varone (2007), these opportunities are called policy windows (p. 18). If policy makers identify a policy window, they seize it and embark on policy implementation process. This process involves putting to action the developed policy through the appropriate agencies to target groups. The crucial part of policy implementation is the transaction phase for it contributes largely to success or failure of any policy. Policy makers hand over to implementers; however, there has to be a feedback system for monitoring purposes. Public Personnel Management According to Klingner and Nalbandian (2002), public personnel management involves â€Å"public personnel and personnel administration whereby, public personnel are the employees of federal, state, local, and nonprofit agencies† (p. 13). Equal Employment Opportunity Commission (EEOC) deals with ensuring people get public service jobs on merit without favoritism. Part of EEOC is to carry out performance appraisals to retain competent workers through analyzing quality performance. Corresponding managers carry out these appraisals but they are governed by EEOC stipulations. Generally, employees air their views through collective bargaining systems whereby they use trade unions to lobby for some bargaining like payment increment.Advertising We will write a custom essay sample on Public Administration specifically for you for only $16.05 $11/page Learn More Public personnel management also involves unemployment compensation that seeks to give newly employed workers partial wages and to stabilize economy during rough economic times like recession time. Even though the U.S. Department of Labor Laws has the mandate to supervise these compensations, Klingner and Nalbandian (2002) states that different States run their independent programs. Sometimes back, public administration managers tried to adopt the theory of scientific management theory, which states that, â€Å"workers should be paid according to the amount of production† (Klingener Nalbandian, 2002, p. 37). However, this was rejected after realizing it was counterproductive. In case a worker is injured, he or she is compensated through workers’ compensation systems that â€Å"provides compensation medical care for employees who are injure d in the course of employment, in exchange for mandatory relinquishment of the employee’s right to sue his or her employer for the tort of negligence† (Klingner Nalbandian, 2002, p. 29). The compensation procedures here depend on worker-employer agreement. Administrative law Administrative law deals with disputing official power with heavy political influences. â€Å"Administrative law is concerned with defining the powers of the state, protecting, limiting the rights, and liberties of citizens† (Head, 2005, p. 1). Administrative law checks issues like misfeasance, malfeasance, and nonfeasance. According to Head (2005), nonfeasance occurs when an employee fails to do work after realizing that, he or she has to do some duties not stipulated in contract (p. 16). Instead of absconding duties, an employee may decide to do them poorly, a situation known as malfeasance. Reasons for malfeasance vary. For instance, workers may do work poorly to protest appointment of a manager they are not interested in. On the other side, misfeasance is â€Å"an action against the holder of a public office, alleging in essence that the office-holder has misused or abused his or her power† (Head, 2005, p. 23). Administrative law deals with all these forms of conducts. Administrative laws encompass other laws as sunshine laws that allow individuals to access information kept by government. These laws postulate legal procedures through which individuals may follow to request and access information held by government. In many cases, to access government held information, one incurs high costs or barred by standard requirements; however, sunshine laws give a way out of this stalemate.Advertising Looking for essay on public administration? Let's see if we can help you! Get your first paper with 15% OFF Learn More Decisions made by government agencies are subject to judicial review for the protection of bill of rights and Administrative Procedure Act (APA) governs this. Administrative law seeks to enhance accountability in public service through Ethics in Government Act. This act requires upper level members of executive, legislature, and judiciary to give an annual account for the money earned in a year citing all the sources. Through this practice, corruption in public service is reduced to minimum levels if not levels. Organizational Theory Organizational theory is â€Å"is the study of organizations for the benefit of identifying common themes for the purpose of solving problems, maximizing efficiency and productivity, and meeting he needs of stakeholders† (Barzilai, 2007). Organizational culture plays a key role the success of an organization. According to Barzilai (2007), organizational culture is â€Å"the specific collection of values and norms that are shared by people and gr oups in an organization and that control the way they interact with each other and with stakeholders outside the organization.† This culture comes with organizational values that define set strategies to achieve organization’s goal. Communication in any organization forms the backbone of smooth running. However, communication barriers like assumptions hinder smooth flow of information and may affect running of an organization. Employers should learn to overcome these barriers and one of the ways to do so is through three-dimensional communication. This implies that information will flow upward, downwards and laterally to eliminate any form of assumption hence overcoming the barriers and improving overall communication for improved productivity. Workers need motivation; this is achieved through applying McGregor’s Theory X, and Y. Theory X involves giving workers incentives to boost their morale in work while Theory Y involves creating good environment for ambitio us workers to develop their abilities. In organization, social networks improve productivity just like human capital like education. These social networks define social capital and organizations emphasize on it the same way they emphasize on college education, which defines human capital. Finally, working in informal groups enhance organization’s performance by bringing diversity together to achieve a common goal; group work prevents collapse incase a key worker resigns from a given department. Ethics Ethics in public administration addresses the issue of morality, dealing with concepts such as â€Å"good and bad, right and wrong, justice, and virtue† (Sheeran, 1993, p. 1). In public administration, ethics are outlined in a code commonly known as code of ethics that governs conduct in work place. Code of ethics seeks to achieve several goals at administration and public levels. Ethics in work place call for workers to have moral responsibility and do what they are obli ged to do. By adopting such responsibility, organizations are run smoothly because workers know what to do. In public service, workers have different rights to ensure that ethics are upheld in work place. For instance, contractual rights allow workers to highlight their claims to their principals for it lobbies for mutual understanding between employers and employees. Sheeran (1993) observes that contractual rights resonate with the golden rule that, â€Å"Do unto others as you would have them do unto you† (p. 6). It is mutual understanding between two parties. Public administrators come across both positive and negative rights whereby, the former describes the rights to take action whilst the latter describes the rights to take inaction. These rights may result from cognitive dissonance whereby individuals do not clearly know what ideas to uphold and which to discard. Therefore, in a bid to cover this indecisiveness and inconsistency in beliefs, they may exercise positive or negative rights leading to action or inaction. Nevertheless, it is important to note that, exercising positive or negative rights does not emerge necessarily from cognitive dissonance. It may result from a genuine call in cases where workers feel any form of violation. However, regardless of the motive behind action, whether it is a genuine one or not, workers have moral rights that permit them to air their views and call for integrity in work place. Moral rights may also entail inalienable rights not governed by the law. Governmental Budgeting According to Keith (2008), government budgeting is â€Å"the critical exercise of allocating revenues and borrowed funds to attain the economic and social goals of a country† (p. 4). Governmental spending sometimes involves discretionary spending which gives planners the option of making choices on whether to spend or not. Planners also opt to give tax deferrals enabling a taxpayer to pay his or her taxes in the future. This form of t ax payment is cheaper than paying tax now. Sometimes the deferral maybe indefinite meaning the taxpayer will never pay for the same. In the process of governmental budgeting, planners apportion finances to different projects that are projected in the fiscal plan. This is to ensure that the available finances are apportioned well and spread over all departments and sectors to avoid misappropriation. In some cases, government planners resort to zero-based budgeting whereby, â€Å"planning and decision-making which reverses the working process of traditional budgeting† (Keith, 2008, p. 21). In traditional budgeting, departmental heads seek to rationalize why the current budget should allocate more funds to their departments than the previous budget. However, in zero-based budgeting, all spending in every department is comprehensively reviewed to approve spending. To approve spending, managers are not allowed to refer previous spending; on the contrary, they are expected to justi fy spending from a zero-base. To ensure that departments run smoothly, managers use balanced scorecard (BSC), â€Å"a strategic performance management tool – a semi-standard structured report supported by proven design methods and automation tools that can be used by managers to keep track of the execution of activities by staff within their control and monitor the consequences arising from these actions† (Keith, 2008, p. 36). Government planners have to consider spillover effect, that is, the benefits that come with establishment of multilateral alliances with different states. Conclusion Public administration entails several processes aimed at development and effectuation of the different subdivisions of government policies. There are different branches involved in public administrations as discussed above. Each branch plays a key role towards achieving the goals of public administration that include push for public good by improving public service. Public administra tion marries governmental issues with public interests to create smooth running of a country. Public service workers play a key role in the running of any government at any one given time. Reference List Barzilai, K. (2007). Organizational Theory. Web. Head, M. (2005). Administrative Law: Context and Critique. 2nd ed. Sydney; The Federation Press. Keith, R. (2008). Introduction to The Federal Budget Process. Web. Klingener, D., Nalbandian, J. (2002). Public Personnel Management: Contexts and Strategies. 5th Ed. New York; Prentice Hall. Knoepfel, P., Larrue, C., Varone, F. (2007). Public Policy Analysis. Bristol; The policy Press. Mcnabb, D. (2002). Research Methods in Public Administration and Nonprofit Management. New York; M. E. Sharpe, Inc. Sheeran, P. (1993). Ethics in Public Administration: A Philosophical Approach. West Port; Praeger Publishers. This essay on Public Administration was written and submitted by user Emmy Whitfield to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here. Public administration Public Administration

Sport Tourism in Manchester, United Kingdom The WritePass Journal

Sport Tourism in Manchester, United Kingdom Abstract Sport Tourism in Manchester, United Kingdom , pp. 1). Lacking the infrastructure support would hamper the overall implementation of this avenue, making regulatory partnership vital.   Manchester has found itself in positive area by building a partnership with both the social and legislative elements. Manchester has recognized that the area of sport is a very popular cultural draw with the potential to spread good will towards the entire city and region (Tallon 2010, pp. 239).   This facet of their plan not only built a solid foundation, but expanded the accompany revenue base.   Regulators instituted policies that have resulted in the construction of the City of Manchester Stadium, with the explicit goal of revitalizing the entire district.   This approach to the revitalisation effort has been heralded as a solid foundation upon which to build the regeneration of Manchester’s entire infrastructure (Tallon 2010, pp. 239). Underlying policies that are conducive to the sport arena are credited for energizing the tourist trade, transforming the image of the city itself as well as creating a sustainable form of industry that can serve to propel the city into the next era.   Each of these components adds value, yet, the potential for a substantial lack of cohesiveness do es exist (Tallon 2010, pp. 239) Employing governmental assistance that designated Greater Manchester an ‘Enterprise Zone’ in 1987, there has been a sustained drive to capitalize on the potential for urban tourism centred on the area of sport (Tallon 2010, pp. 52). This on-going assistance has been a tremendous benefit to the implementation of the urban renewal plan. As a result of the on-going campaign to build economic progress, regulators have actively worked to instil a tourism friendly element that is a continual boon to the urban recovery process in Manchester (Weed 2010, pp. 187). Alongside the recognition of the potential revenue to be found in the tourist trade, Manchester has worked unceasingly to put itself in a better strategic marketing position.   It is the combination of forward thinking policy in conjunction with an adaptable industry that demonstrates Manchester’s long term commitment to the area of urban tourism. Economic and Social Context In a very public effort to rebrand the city in the 1990’s, Manchester adopted the new motto â€Å"The life and Soul of Britain† (Spirou 2011, pp. 112). A demonstrative first step allows a positive perception to begin. This rededication was a precursor of the effort to improve the social and cultural perception of Manchester as a destination. Acting on the potential for an increase in   revenue, Manchester rightly pursued the industry of sport as a method to address this deficiency (Weed 2010, pp. 187). Succeeding in attaining their goal of the Common Wealth Games of 2002this economic activity served to lift the city above the dismal outlook with the further positive ramification of being judged relied upon to do the same for   many similar progressive endeavours   (Weed 2010, pp. 187).   This is a positive element in that each project further strengthens the infrastructure. Manchester’s demonstrated the widely felt social imperative to look beyond the current methods of creating revenue in order to make the most of the possibilities (Ashworth and Page 2010, pp. 1).   This approach is in line with   the working recognition for the need to employ an approach that connects the infrastructure of social sciences, with a focus on the element of urban studies to industry.   Manchester’s ability to embrace the social science aspect has led to a tourism industry that has the potential to continue to expand (Ashworth and Page 2010, pp. 1).   An associated increase in revenue and visitors is a positive credit to the underlying effort. The   implementing of the urban tourism plan has yielded substantial benefits to the social and cultural fabric of Manchester (Law 2010, p. 129).   Underlying infrastructure such as road and regional travel has drastically improved as a result of the urban tourism drive.   The establishment of stronger underlying elements enables the wide variety of non-sport related activities to benefit from the industry as well (Law 2010, pp. 129).   Through the increased capacity to travel easily, more visitors have been attributed with coming to the city, providing a wealth of revenue for many of the industries that rest well outside of the sport focus. Yet, this also brings in the potential for related issues that could detract from the sport centred focus of the city (Law 2010, pp. 130.)   The lack of proper application has the potential to result in the splitting of vital resources to the detriment of everyone. Manchester was able to learn from their bids for the Olympic Games, adapt and make a successful bid for the Commonwealth Games (Cook and Ward 2011, pp. 2519).   This is clear demonstration that the legislative and social perception was ripe for the development of an industry mechanism with the capacity to help them succeed. Combining the element of politics, social responsibility and ethical practice Manchester has managed to achieve a state of relative prosperity that will lend credence to the spirit of urban tourisms vital capacity to lend aid to struggling economies. Competing Interests Alongside the development of Manchester as ‘SportCity’, there are the separate industries that must compete in order to survive (Smith 2013, pp. 385). This recognition requires that any successful long term plan must include the capacity to bring in each of the disparate elements in such a manner that it promotes the whole. Modern studies on the benefits of creating a sport centred industry have been found to be beneficial, although the lack of adequate planning has the inherent capability of hobbling the industries that have little to do the with sport (Smith 2013, pp. 385).   In the drive to enable the full range of economic benefits, ill-considered actions can have a tremendous impact on the remaining components of any cities combined industry. An emerging market that has found turbulence in Manchester sport is the market for the gay community (Hughes 2003, pp. 152).   Many argue that the perception of the gay lifestyle is in direct contrast to the effort to establish a sport destination spot. Targeting a market with substantial revenue, yet possessing potentially negative aspects when interacting with sport centred marketing, there is a real need to develop an overall approach that provides an inclusive element for progress (Hughes 2003, pp. 152).   The ability to include the often contrasting positions of the competing groups in the city provides an ample illustration of the capability of the regional government to conduct large scale tourist attractions. In an effort to address the diverse industries vital to the city, Manchester created a council referred to as the Employment in Construction Charter with the focus of linking the public sector to the private companies in order to distribute the growing revenue (Spirou 2011, pp. 206). This is a direct reflection of the effort to balance the division of power in order to promote a policy of growth for each of the separate factions. During the bid for the Commonwealth Games, Manchester was credited with not only appealing to the larger international community, but providing substantial providence for the local retailers as well (Cook and Ward 2011, pp. 2525). This demonstrates that Manchester learned from the prior Olympic Games Bid and adjusted to meet the requirements of the diverse elements in a successful manner. Effectiveness of Policy The City of Manchester efforts to revitalize the region through the utilization of the urban tourist area of sport has yielded significant results.   The cities recognition that tourism is one of the highest revenue producing streams available has created a viable window of opportunity (Ritchie and Adair 2004, pp. 269).   This approach has begun to yield a substantial return in both the financial and social perception areas. Sports tourism has the unique ability to both unlock the heritage elements that benefit that region of industry and the underlying natural and cultural depth that lies alongside the city (Ritchie and Adair 2004, pp. 269).   These outcomes serve to illustrate the veracity of the path taken by Manchester in the effort to rejuvenate their city on every level. Working towards goals that include the International Olympics and the Commonwealth Games are a very effective policy for a wide variety of reasons (Ritchie and Adiar 2004, pp. 269).   Even the unsuccessful bids produce a litany of economic resources for the city.   With national entities such as Tomorrows Tourism, Britain’s National Tourism concern, actively participating in the drive to establish a positive outcome, the underlying infrastructure benefited on every level. Many of the internal improvements to the city are reflections of the efficacy of the urban renewal efforts.   With the increased amount of visitors, the number of museums in Manchester is on the rise, with the subsequent impact of improving the outlook for the Greater Manchester Museum of Science and Industry (Law 2010, pp. 76).   This is a direct result of the effectiveness of the policy in place. Manchester has successfully raised its profile to an international level that has the capacity to fuel the cities entire economic engine (Ritchie and Adair 2004, pp. 274).   Forging trade alliances in several fundamental industries outside of the sport centred world served to broaden the Manchester business base, which in turn will balance the long term sustainability outlook for the cities programs. Currently, Manchester boasts ultra-modern constructs such as the Lowry Centre, which alongside the rapidly developing art and culture industries have evolved into a very credible, and well balanced economic environment (Di-Toro 2010, pp. 1). This is a very apt demonstration of the ability of a savvy electorate to forge a business environment that is perceived to be beneficial by the majority of the populace. This concerted and progressive policy implementation has vaulted Manchester to third in the most visited cities in the UK, following London and Edinburgh (Di-Toro 2010, pp. 1). Together with the foundation of sport centred tourism, Manchester is rapidly becoming a well-rounded destination that has an appeal to many separate social levels, thereby increasing the cities overall value in terms of urban tourism potential. Areas of Improvement The ambitious drive by Manchester to lift their economic outlook via the instrument of sport centred tourism has not been without its significant detractions (Ritchie and Adair 2004, pp. 274).   With the most glaring error being the single minded approach to the marketing method, the availability of associated markets in Manchester has been deemed to be small as compared to other regions.   As a consequence, there is not a strong central or primary community that will allocate the overall distribution of income (Ritchie and Adair 2004, pp. 274).   As the sport industry continues to thrive without proper planning, there is the real potential for the other un-associated industries to flounder.   Davies (2010, pp. 1238) argues that there needs to be a far greater development of the role of sport within the underlying infrastructure before implementing any long term planning. The often volatile nature of the field itself can hamper the successful proliferation of progressive poli cy, instead hampering the growth due to poor performance. The focus on the building of ‘Sportcity’ in Manchester, while producing an economic viability option, has taken over much of the city itself, irrevocably altering the face of the city forever (Berg, Braun, and Otgaar 2002, pp. 56).   This fact has the potential to diminish the historical or creative aspects of the city’s tourism potential. The overall effort to instil a sense of long lasting progress will be reached through the development of a strategic plan that brings together the disparate elements of both the sport and tourism industries (Ritchie and Adair 2004, pp. 274).   The arena of tourism is dominated by the area of commercialism, bringing the very real potential for the base interests of the commercial industries to begin to take precedence over the needs of the local population. The addition of the sport element, with its series of oversight mechanisms enables the creation of a credible system of checks and balances with the depth to take the city forward into the next era. References Ashworth, G. and Page, S. 2010. Urban tourism research: Recent progress and current paradoxes. Tourism Management, 32 (1), pp. 1-15. Beioley, S. 2002. Metro land-The urban tourism market.  Tourism Insights, 1 (1), pp. 1-3. Berg, L., Braun, E. and Otgaar, A. 2002.  Sports and city marketing in European cities. Aldershot, Hampshire, England: Ashgate. pp. 1-125. Cook, I. and Ward, K. 2011. Trans-urban Networks of Learning, Mega Events and Policy Tourism.  Sage Journals, 48 (12), pp. 2519-2535. Davies, L. 2010. Sport and economic regeneration: a winning combination?.  Sport in Society, 13 (10), pp. 1438-1457. Di-Toro, M. 2010. Britain’s hip new tourist destinations? Manchester, Glasgow, Birmingham and Liverpool.  Visit Britain, 1 (1), pp. 1-3. Hughes, H. 2003. Marketing gay tourism in Manchester.  Vacation Marketing, 9 (2), pp. 152-163. Law, C. 2002.  Urban tourism. London: Continuum, pp. 1-200. Ritchie, B. and Adair, D. 2004.  Sport tourism. Clevedon, England: Channel View Publications. pp. 1-300. Smith, A. 2013. The Development of â€Å"Sports-City† Zones and Their Potential Value as Tourism Resources for Urban Areas.  European Planning Studies, 18 (3), pp. 385-410. Smith, A. 2013. REIMAGING THE CITY: The Value of Sport Initiatives.  Annals of Tourism Research, 32 (1), pp. 217-236. Spirou, C. 2011.  Urban tourism and urban change. New York: Routledge, p. 1-200. Tallon, A. 2010.  Urban regeneration in the UK. London: Routledge, pp. 1-200. Weed, M. 2010. Sport, Tourism and Image.  Journal of Sport Tourism, 15 (3), pp. 187-189.

Biography of General Tom Thumb, Sideshow Performer

Biography of General Tom Thumb, Sideshow Performer General Tom Thumb (Charles Sherwood Stratton, January 4, 1838–July 15, 1883) was an unusually small man who, when promoted by the great showman Phineas T. Barnum, became a show business sensation. When Stratton was 5 years old, Barnum began exhibiting him as one of the wonders in his popular New York City museum. Fast Facts: Tom Thumb (Charles Stratton) Known For: Sideshow performer for P.T. BarnumBorn: January 4, 1838 in Bridgeport, ConnecticutParents: Sherwood Edwards Stratton and Cynthia ThompsonDied: July 15, 1883 in Middleboro, MassachusettsEducation: No formal education, although Barnum taught him to sing, dance, and performSpouse: Lavinia Warren (m. 1863)Children: Unknown. The couple traveled with a baby for a while, which may have been one of several rented from foundling hospitals, or their own who lived from 1869–1871. Early Life Tom Thumb was born Charles Sherwood Stratton on January 4, 1838, in Bridgeport, Connecticut, the third of three children of carpenter Sherwood Edwards Stratton and his wife Cynthia Thompson, who worked as a local cleaning woman. His two sisters, Frances Jane and Mary Elizabeth, were of average height. Charles was born as a large baby but he simply stopped growing at the age of five months. His mother took him to a doctor, who couldnt figure out his condition- it was likely a pituitary gland issue, not known at the time. Until his teens, he stood only 25 inches tall and weighed 15 pounds. Stratton never had a formal education: at the age of 4, he was hired by P.T. Barnum, who taught him to sing and dance and do impressions of famous people. Barnums Discovery of Tom Thumb Visiting his home state of Connecticut on a cold November night in 1842, the great showman Phineas T. Barnum thought to track down an amazingly small child he had heard about. Barnum, who already employed several â€Å"giants† at his famed American Museum in New York City, recognized the value of young Stratton. The showman made a deal with the boy’s father, a local carpenter, to pay three dollars a week to exhibit young Charles in New York. He then hurried back to New York City to begin promoting his new discovery. A Sensation in New York City â€Å"They came to New York, Thanksgiving Day, December 8, 1842,† Barnum recalled in his memoirs. â€Å"And Mrs. Stratton was greatly surprised to see her son announced on my Museum bills as General Tom Thumb.† With his typical abandon, Barnum had stretched the truth. He took the name Tom Thumb from a character in English folklore. Hastily printed posters and handbills claimed that General Tom Thumb was 11 years old, and that he had been brought to America from Europe â€Å"at great expense.† Charlie Stratton and his mother moved into an apartment in the museum building, and Barnum began teaching the boy how to perform. Barnum recalled him as â€Å"an apt student with a great deal of native talent and a keen sense of the ludicrous.† Young Charlie Stratton seemed to love performing. The boy and Barnum forged a close friendship that lasted many years. General Tom Thumb’s shows were a sensation in New York City. The boy would appear onstage in various costumes, playing the part of Napoleon, a Scottish highlander, and other characters. Barnum himself would often appear onstage as a straight man while â€Å"The General† would crack jokes. Before long, Barnum was paying the Strattons $50 a week, an enormous salary for the 1840s. A Command Performance for Queen Victoria In January 1844, Barnum and General Tom Thumb sailed for England. With a letter of introduction from a friend, newspaper publisher Horace Greeley, Barnum met the American ambassador in London, Edward Everett. Barnum’s dream was for Queen Victoria to see General Tom Thumb. Barnum, of course, maximized the trip to London even before leaving New York. He advertised in the New York papers that General Tom Thumb would be having a limited number of farewell performances before setting sail on a packet ship to England. In London, a command performance was arranged. General Tom Thumb and Barnum were invited to visit Buckingham Palace and perform for the Queen and her family. Barnum recalled their reception: We were conducted through a long corridor to a broad flight of marble steps, which led to the Queen’s magnificent picture gallery, where Her Majesty and Prince Albert, the Duchess of Kent, and twenty or thirty of the nobility were awaiting our arrival. They were standing at the farther end of the room when the doors were thrown open, and the General walked in, looking like a wax doll gifted with the power of locomotion. Surprise and pleasure were depicted on the countenances of the royal circle at beholding this remarkable specimen of humanity so much smaller than they had evidently expected to find him. The General advanced with a firm step, and as he came within hailing distance made a very graceful bow, and exclaimed, â€Å"Good evening, Ladies and Gentlemen!† A burst of laughter followed this salutation. The Queen then took him by the hand, led him about the gallery, and asked him many questions, the answers to which kept the party in an uninterrupted strain of merriment. According to Barnum, General Tom Thumb then performed his usual act, performing â€Å"songs, dances, and imitations.† As Barnum and â€Å"The General† were leaving, the Queen’s poodle suddenly attacked the diminutive performer. General Tom Thumb employed the formal walking stick he was carrying to fight off the dog, much to everyone’s amusement. The visit to Queen Victoria was perhaps the greatest publicity windfall of Barnums entire career. And it made General Tom Thumbs theater performances a huge hit in London. Barnum, impressed by the grand carriages he saw in London, had a miniature carriage built to take General Tom Thumb around the city. Londoners were enthralled. And the smashing success in London was followed by performances in other European capitals. Continued Success and a Celebrity Wedding General Tom Thumb continued performing, and in 1856 he embarked on a cross-country tour of America. A year later, along with Barnum, he again toured Europe. He began to grow again during his teens, but very slowly, and he eventually reached a height of three feet. In the early 1860s, General Tom Thumb met a small woman who was also in Barnum’s employ, Lavinia Warren, and the two became engaged. Barnum, of course, promoted their wedding, which was held on February 10, 1863, at Grace Church, an elegant Episcopal cathedral at the corner of Broadway and 10th Street in New York City. Scenes of General Tom Thumbs life, including his wedding. Getty Images   The wedding was the subject of an extensive article in The New York Times on February 11, 1863. Headlined â€Å"The Loving Liliputians,† the article noted that a stretch of Broadway for several blocks was â€Å"literally crowded, if not packed, with an eager and expectant populace.† Lines of policemen struggled to control the crowd. The account in The New York Times began by pointing out, in a humorous way, that the wedding had been the place to be: Those who did and those who did not attend the wedding of Gen. Tom Thumb and Queen Lavinia Warren composed the population of the Metropolis yesterday, and thenceforth religious and civil parties sink into comparative insignificance before this one arbitrating query of fate: Did you or did you not see Tom Thumb married? While it may seem absurd, the wedding was a very welcome diversion from news of the Civil War, which was going quite badly for the Union at that point. Harper’s Weekly featured an engraving of the married couple on its cover. President Lincolns Guest On their honeymoon trip, General Tom Thumb and Lavinia were guests of President Abraham Lincoln at the White House. And their performing career continued to great acclaim. In the late 1860s, the couple embarked on a three-year world tour that even included appearances in Australia. A genuine worldwide phenomenon, General Tom Thumb was wealthy and lived in a luxurious house in New York City. In a few of the couples performances, they held a baby said to have been their own child. Some scholars believe that Barnum simply rented a child from local foundling homes. Strattons obituary in The New York Times reported that they did have a child of normal size born in 1869, but that he or she died in 1871. Death The Strattons continued to perform until the 1880s, when they retired to Middleboro, Massachusetts where they had had a mansion built with custom-made small furniture. It was there, on July 15, 1883, that Charles Stratton, who had fascinated society as General Tom Thumb, died suddenly of a stroke at the age of 45. His wife, who remarried 10 years later, lived until 1919. It is suspected that both Stratton and his wife both had growth hormone deficiency (GHD), a condition related to the pituitary gland, but no medical diagnosis or treatment was possible during their lifetimes. Sources Hartzman, Marc. Tom Thumb. American Sideshow: An Encyclopedia of Historys Most Wondrous and Curiously Strange Performers, p 89–92. New York: Jeremy P. Tarcher/Penguin, 2006.  Hawkins, Kathleen. The real Tom Thumb and the birth of celebrity. Ouch Blog, BBC News, November 25, 2014. Web.Lehman, Eric D. Becoming Tom Thumb: Charles Stratton, P.T. Barnum, and the Dawn of American Celebrity. Middletown, Connecticut: Wesleyan University Press, 2013.  Obituary for Tom Thumb. The New York Times, July 16, 1883.

Matthews College Case Study Example | Topics and Well Written Essays - 1250 words

Matthews College - Case Study Example ley Allison bore the responsibility of devising a plan that will address the estimated budget deficit of $ 3 million for fiscal year 2004-05 and an estimated budget deficit of $ 4 million for fiscal year 2003-04. President Allison’s strategy for achieving a balanced budget depicted significant aspects that sought to arrest the situation. These aspects included restructuring the administration by designing and establishing a central planning unit and a practice of institution-wide discourse to focus the college on its position. This led to the establishment of a College Planning Council at the College consisting of five faculty, five administrators, and two students. The College Planning Council was to adopt a three-year period with clear and independent guidelines on the budget making process. The council was to analyze and organize the college accordingly. Moreover, the President mandated the Committee on the Budget and Financial Priorities to advise him on the annual budget to present to the Finance Committee of the Boards of Trustees, examine the priorities, and recommend a draft budget. The President had set the principles and commitments that guided the operations of the budget committee, which fostered a participative budget process with clear and detailed information. The President assembled a new senior staff that included the finance vice president who bore the mandate of implementing the President’s strategy. The finance vice president was to appoint an experienced director of budgets with financial systems experience. The President’s strategy also included expanding the scope of the dean of faculty to the dean of academic affairs with additional academic and curriculum budgeting responsibilities. Moreover, the President’s strategy entailed the recruitment of new and quality students to improve the College’s fiscal and academic quality. He also appointed three senior administrators from his senior staff to the budget committee to inform him

Proposal - Reclassifying Department of Child Services Investigators as Assignment

Proposal - Reclassifying Department of Child Services Investigators as First Responders - Assignment Example Alternative reactions are also called discrepancy responses, multitrack reactions, and dual-track reactions (McConville & Chui, 2007). In order to best manage these occurrences, the department of child services needs to be reclassified as a first responder. The team of first responders needs to be trained firstly, then sent out in times of need. The escalating cases of violence and terror attacks in malls and supermarkets makes this a target priority for the first responders to be well acquainted with. Therefore, a budget plan needs to be approved for the recruiting and training of the first responders. The main objective of this program is to reclassify the Department of Child Services as a first responder, recruit a team of first responders, train the team thoroughly and deploy them into the field when the need arises. In order to do this, a budget plan was drawn for this purpose and to enable the kick-start of the program. The budget is attached in the appendix section. Various items in the budget needs more clarification and are described as below. The day to day normal operation of the program calls for operating capital. This involves items such as salaries and remunerations among other items. The various marginal benefits are derived from a percentage of the salary. Salary is increased after 3 years by 5% due to inflation. The State Director leads all the operations of the program. He is responsible for; supervising the putting into practice of project doings, coordination with other engagements, development of constituents, endowment of in-service and practice session, conducting consultations and synchronizing with agencies, schemes and guides the assembly, tabulating and deducing of required data, liable for overall program rating and for staff presentation evaluation. Thus, the pay is more eminent than any of the other staff members. Four County directors are just below the State