The New Deal, a Socialist Program That Saved Capitalism Essay

The New Deal, a Socialist Program That Saved Capitalism - Essay Example President Roosevelt (FDR) in conjunction with other supporters of the New Deal within the government looking for effective methods to renovate the country’s economic well-being considered two options. One, they could create programs from the bottom-up by creating federally funded jobs and issuing widespread welfare benefits therefore forming social contracts with the working class including labor unions and racial minorities or two, they could provide businesses the unregulated freedom to correct the market via expansion which, theoretically, would creating additional jobs, put money in people’s pockets and stimulate the economy. This is a fundamental economic debate that continues to this day. Contrary to prevailing historic perceptions, the nation was not moving towards socialism. The New Deal actually symbolized the capitalist cultural structure. Its policies continued the separation between what was deemed the ‘worthy’ poor, typically widows and their c hildren and what were considered the ‘unworthy’ poor, which meant almost everyone else, who were ignored. The First New Deal (1933 to1934) unquestionably slanted governmental policies in the direction of large corporations.   The policies of the Second New Deal, beginning in 1935, appeared to be less pro-‘big business,’ but in practice continued to sustain the idea of top-down (trickle-down) economic growth.   Later during this second stage of reform, the federal government began to focus on stronger regulations on business and antitrust enforcement but ultimately, large corporations maintained influence on critical decisions involving production, pricing and investment capital. Additionally, the government assisted business by restricting competition much to the disappointment of â€Å"New Dealers† in Washington. â€Å"Rather than attempt to regulate businesses, New Deal advocates wanted to greatly increase the size and control of the governmen t so that it could act as a counterbalance to private sector industries† (Yantek, 2003). When FDR took office; the government was comparatively simple in construction with functions principally limited to administrative necessities. After his reign, government had been changed into a multifaceted organization. Opponents then as well as now contend his administration began the era of an obtrusive federal government, controlling business operations and impeding on people’s civil liberties. â€Å"It is no exaggeration to say that he took the government when it was a small racket and made a large racket out of it† (Higgs, 1998). FDR, as he repeatedly argued, restored hopefulness to the people of American following their deep descent into misery resulting from the Great Depression and that his New Deal policies â€Å"saved capitalism.† Harry Truman attempted to complete the FDR’s concept of the New Deal by implementing the ‘Fair Deal’ follow ing World War Two. It is often referred to as the â€Å"Third New Deal.† (Yantek, 2003) The primary mission of FDR’s New Deal program was to save the American version of capitalism. He was continually attempting to convince business leaders of this commitment to this mission while soliciting their support. He told industrialists who was against his policies that the New Deal was essential for the ‘farsighted conservative.’

History in the Making Essay Example for Free

History in the Making Essay History†¦it’s who we are and where we come from. From cave men to cars that run on compost, history happens every day. Everything that has happened in history is absolutely fundamental in our current day existence. From the Revolutionary Era to the Cold War, America has come so far, and through the War on Terror, we continue to march on making every action history. The Revolutionary Era: After the British spent an extreme amount of money defending the Colonies against the French, they decided to shift some of the expenditures to the colonists. The result led to the Boston Tea Party in 1773 (Lib. Of Congress, p. 1), when the colonists rebelled against the British and their absurd tax on tea in order to re-coop defense expenditures. Reactions such as this led to the necessitation of order, which led to the Declaration of Independence, and the Revolutionary Era. The Constitution: As a result of deciding not to amend the current Articles of Confederation, a new frame of government was born. 55 delegates from age 26 to age 81 debated, redrafted and created what is now known as the Constitution of the United States. These articles clarified many topics such as how much control the government should have in certain areas, how representatives should be elected, and many other issues we still live by today. Since it’s publishing in 1787, there have been 27 amendments to the original version. Jeffersonianism: Derived from the term Jeffersonian, and named for its discoverer, the Jeffersonianism philosophy held that each man had a right to have a say-so in government, believed in the expansion of human freedom, and believed that every person had a right to be educated. It also supported reliance on the farmer and agriculture, instead of relying solely on History in the Making 3 industry to boost the economy. Hamiltonism, which followed Jeffersonianism, was believed to be an evil stigma to Jeffersonianism by Jeffersonians. Civil War: Brother against brother, the revolutionized nation could not decide whether or not the government should have control over the states, industrialization, and most importantly, slavery. The southern states, or the Confederate States of America, decided to take matters into their own hands and individualized themselves to make their own rules. This led to the Civil War, where one nation quarreled with its counterpart. Although the North won, losing over half a million soldiers did not make the impact any easier for anyone to handle. Reconstruction: After the period of the Civil War, a period of Reconstruction began. Attempts were made to solve differences between the Union and the 11 Confederate states that had seceded from the Union. Though opposition from the Radical Republicans was evident, the Reconstruction Act of 1867 was passed, and military districts in the South were re-established. The South had no choice but to accept the 14th and 15th amendments of the Constitution (39th Congress, p. 1). The New South: Although the days of slavery had ended, the Southern states continued to retain control over their civilization. With the abolition of slavery came anger from loss of control, which led to the birth of the Black Codes. The Black Codes allowed whites to control the newly freed slaves by regulating the type of work black people could do, the hours they worked, and prevented blacks from raising their own crops. Freedom was not freedom after all. Foreign Affairs: Lack of support from the European economies post Civil War distressed the cotton crops, as the producers became overstocked. The North added some restriction to the History in the Making 4 Southern ports, and our foreign allies soon found other sources to fulfill their needs, which hurt the South tremendously. Industrialization: As America advanced, so did the way work was performed. Not only did industrialization bring forth machinery, it also was the birth of transportation and communication. Andrew Carnegie’s steel industry revolutionized transportation. The rails made from refined steel created necessary use of the railroad system, as did communication with the use of the telegraphs and telephone systems (Feldmeth, p. 1). Progressive Era: Along with industrialization came those who felt that anything old was inefficient and useless. These reformers brought forth the Efficiency Movement, which argued that the economy, society and government were inefficient. Frederick Winslow Taylor coined the term â€Å"one best way† with the idea that there was one best way to fix everything. He, along with several other engineers improved industrial efficiency. World Wars: Taking place mostly in Europe, the First World War between the Allied Powers (France, the Russian Empire, the British Empire, Italy and the U. S) and the Central Powers (Austria-Hungary, the German Empire, Bulgaria and the Ottoman Empire) was a result of the assassination of the Austrian throne heir Archduke Franz Ferdinand and his wife. This event soon led to a full fledged war. The Treaty of Versailles would end the first war, and stake victory for the Allied Powers, but controversy over its contents would soon lead to World War II. The second war between the Allied Powers and the Axis Powers (Nazi Germany, Fascist Italy, and the Empire of Japan) would be the deadliest war to date, killing over 60 million people. This war resulted in victory for the Allied Powers. History in the Making 5 The Depression: In 1929 our nation suffered the worst market plunge to date. The stock market crash, in conjunction with the outrageous cost of WWII, led to great losses for many people. Soon, supply exceeded demand. Cities based heavy in industry-type operations, including those outside of the U. S. were hit especially hard. Farmers were also a target, as the price for crops fell between 40 and 50 percent. The New Deal, or restructuring of the economy, enforced by President Roosevelt, would help lead the nation to recovery. The Cold War: The Cold War, as dubbed by Bernard Baruch and Walter Lippmann, is a term used to describe the growing tensions between the US and the Soviet Union. It would be the longest war to date, lasting from the mid 1940’s to the early 1990’s. Post WWII, the two nations could not agree on how to reconstruct the post war world. Wars including the Korean War, the Cuban Missile Crises, and the Vietnam War were possible threats to lead into a third world war. The Cold War came to an end when Gorbachev launched his reform programs, Perestroika (reconstruction of the Soviet economy) and Glastnost (introduction of publicity and openness) (Wikipedia Staff, p. 1). It is almost impossible to summarize our nation’s history. So many events, far too many to place in a single composition of words, played key roles in the structure of how we live today. Needless to say, history continues to ensue every day. From our nation’s birth to the Cold War to the hanging of Saddam, America will continue to write a story we all should be so eager to read. References 1. Library of Congress (1998). Revolutionary Period. Retrieved in January 2007 from www. americaslibrary. gov/cgi. bin/page. cgiljb/revolt. 2. 39th Congress (1866). 14th Amendment to the US Constitution. Retrieved in January 2007 from www. nps. gov/archive/malu/documents/amend14. htm. 3. G. Feldmeth (2000). American Industrialization. Retrieved in January 2007 from www. home. earthlink. net/~gfeldmeth/lec. indust. html. 4. Wikipedia Staff (2001). Definitions for Perestroika and Glastnost. Retrieved in January 2007 from www. en. wikipedia. org.

Joint operation planning process

Joint operation planning process The Joint Operation Planning Process, or JOPP, supports planning at all levels and for missions across the full range of military operations. This planning process applies to both contingency planning and CAP. The JOPP is an orderly, analytical planning process that consists of a set of logical steps to analyze a mission, develop, analyze, and compare alternative COAs, or courses of action, select the best COA, and produce a plan or order. Step 1: Initiation. The Joint Operation Planning Process or JOPP begins when the President, SecDef, or CJCS recognizes a potential for military capability to be employed in response to a potential or actual crisis and initiates planning by deciding to develop military options. The GEF, JSCP, and related strategic guidance statements serve as the primary guidance to begin contingency planning. Military options normally are developed in combination with other nonmilitary options so that the President can respond with all the appropriate instruments of national power. Often in CAP, the JFC and staff will perform an assessment of the initiating directive to determine time available until mission execution, the current status of intelligence products and staff estimates, and other factors relevant to the specific planning situation. Step 2: Mission Analysis. The primary purpose of mission analysis is to understand the problem and purpose of the operation and issue appropriate guidance to drive the rest of the planning process. A primary consideration for a supported commander during mission analysis is the national strategic end state -the broadly expressed political, military, economic, social, informational, and other conditions that should exist after the conclusion of a campaign or operation. The primary inputs to mission analysis are the higher headquarters planning directive, other strategic guidance, the Joint Intelligence Preparation of the Operational Environment or JIPOE, and initial staff estimates. The primary products of mission analysis are a restated mission statement and the JFCs initial intent statement, the Commanders Critical Information Requirements or CCIRs, and planning guidance. The figure below describes the key inputs and resulting outputs of mission analysis. Step 3: Course of Action (COA) Development. A COA consists of the following information: what type of military action will occur; why the action is required (purpose); who will take the action; when the action will begin; where the action will occur; and how the action will occur (method of employment of forces). A valid COA will have the characteristics outlined in the figure below. Once a valid COA is developed, the staff converts the approved COA into a CONOPS. COA determination will consist of four primary activities: COA development, analysis and wargaming, comparison, and approval. Step 4: COA Analysis and Wargaming. The commander and staff analyze each tentative COA separately according to the commanders guidance. COA analysis identifies advantages and disadvantages of each proposed friendly COA. Wargaming provides a means for the commander and participants to analyze a tentative COA, improve their understanding of the operational environment, and obtain insights that otherwise might not have occurred. Based upon time available, the commander should wargame each tentative COA against the most probable and the most dangerous adversary COAs. Step 5: COA Comparison. An objective process whereby COAs are considered independently of each other and evaluated against a set of criteria that are established by the staff and commander. The goal is to identify the strengths and weaknesses of COAs so that a COA with the highest probability of success can be selected or developed. The commander and staff develop and evaluate a list of important criteria, or governing factors, consider each COAs advantages and disadvantages, identify actions to overcome disadvantages, make final tests for feasibility and acceptability and weigh the relative merits of each. Step 6: COA Approval. The staff determines the best COA to recommend to the commander. The staff briefs the commander on the COA comparison and the analysis and wargaming results, including a review of important supporting information. This briefing often takes the form of a commanders estimate. This information could include such factors as, the current status of the joint force; the current JIPOE; and assumptions used in COA development. The commander selects a COA or forms an alternate COA based upon the staff recommendations. The nature of a potential contingency could make it difficult to determine a specific end state until the crisis actually occurs. In these cases, the JFC may choose to present two or more valid COAs for approval by higher authority. A single COA can then be approved when the crisis occurs and specific circumstances become clear. Step 7: Plan or Order Development. The commander and staff, in collaboration with subordinate and supporting components and organizations, expand the approved COA into a detailed joint operation plan or OPORD by first developing an executable CONOPS, which clearly and concisely expresses what the JFC intends to accomplish and how it will be done using available resources. It describes how the actions of the joint force components and supporting organizations will be integrated, synchronized, and phased to accomplish the mission, including potential branches and sequels. Contingency planning will result in operation plan development, while CAP typically will lead directly to OPORD development. Voice: Planning initiation begins when the President, SecDef, or CJCS recognizes a potential for military capability to be employed in response to a potential or actual crisis. The primary purpose of the next step, mission analysis, is to understand the problem and purpose of the operation and issue appropriate guidance to drive the rest of the planning process. Next, planners must develop a COA to accomplish the mission. During course of action analysis and wargaming, the commander and staff analyze each COA separately according to the commanders guidance. COA analysis identifies advantages and disadvantages of each proposed friendly COA. Wargaming provides a means for the commander and participants to analyze the COA and improve understanding of the operational environment. During COA comparison, COAs are considered independently of each other and evaluated against a set of criteria, which are established by the staff and commander. The goal is to identify the strengths and weaknes ses of COAs to select the COA with the highest probability of success. Next, the staff determines the best COA to recommend to the commander, which is normally presented in the form of a briefing for approval or further guidance. Finally, the commander and staff, in collaboration with subordinate and supporting components and organizations, expand the approved COA into a detailed joint operation plan or OPORD by first developing an executable concept of operations, or CONOPS. The CONOPS clearly and concisely expresses what the JFC intends to accomplish and how it will be done using available resources. Most often contingency planning will result in operation plan development, while CAP typically will lead directly to the development of an OPORD. Title: Contingency Planning A graphic is shown, which represents the four levels of planning detail: 1) Commanders Estimate 2) Base Plan 3) CONPLAN 4) OPLAN. The following text is shown on the right of the screen in support of the narration: Initiated by publication of the Guidance for Employment of the Force (GEF) and the Joint Strategic Capabilities Plan (JSCP) Conducted during peacetime Develops plans for a broad range of contingencies Compliments and supports other Department of Defense (DOD) planning cycles Facilitates the transition to crisis action planning (CAP) Voice: Contingency planning usually begins with the publication of a new GEF and JSCP. It is a peacetime process that develops plans for a broad range of contingencies with apportioned resources. Its performed in a continuous cycle that complements and supports other DOD planning cycles and facilitates the transition to crisis action planning, or CAP. Contingency planning is accomplished through four planning levels based on JOPES policies and guidance. Title: Contingency Planning Levels Action: On the left side of the screen is a graphic representing the the four levels of planning detail: 1) Commanders Estimate 2) Base Plan 3) CONPLAN 4) OPLAN. The following text is included as pop-up boxes to the matching components of the graphic: Level 1 Planning Detail Commanders Estimate: Focuses on producing a developed Course of Action (COA) Provides the SecDef with military COAs to meet a potential contingency Reflects the supported commanders analysis of the various COAs potential contingency Level 2 Planning Detail Base Plan: Describes the CONOPS, major forces, concepts of support, and anticipated timelines for completing the mission Normally does not include annexes or a TPFDD Level 3 Planning Detail CONPLAN: CONPLAN is an operation plan in an abbreviated format Requires expansion and alteration to convert into OPLAN or OPORD Includes a base plan with annexes, as required by the JFC and a supported commanders estimate of the plans feasibility Produces a TPFDD, if applicable Level 4 Planning Detail OPLAN: OPLAN is a complete and detailed joint plan with a full description of the CONOPS, all annexes applicable to the plan, and a TPFDD Identifies the specific forces, functional support, and resources required to execute the plan Can be quickly developed into an OPORD Voice: Contingency planning encompasses four levels of planning detail with an associated planning product for each level. Level 1 planning detail is the commanders estimate, which focuses on producing a developed COA. These military COAs enable the SecDef to meet a potential contingency. The objective of Level 2 planning detail is a base plan which describes the CONOPS, major forces, concepts of support, and the necessary timelines to complete the envisioned mission. This level normally does not include a detailed transportation feasible flow of resources into the theater. In Level 3 planning detail, the concept plan or CONPLAN is formulated, which is an operations plan in an abbreviated format. It includes annexes as required by the JFC and the supported commanders estimate of the plans overall feasibility. The CONPLAN may have an associated time-phased force and deployment data, or TPFDD, if applicable. Finally, the objective of Level 4 planning detail is a fully-developed operati on plan, or OPLAN, containing a complete and detailed joint plan with a full description of the CONOPS, all annexes required for the plan, and a TPFDD. The OPLAN identifies the specific forces, functional support, and resources required to execute the plan. The OPLAN can be quickly developed into an OPORD. Action: The following text is shown to the right of the planning level detail graphic: An OPLAN is normally prepared when: The contingency is critical to national security and requires detailed prior planning. The magnitude or timing of the contingency requires detailed planning. Detailed planning is required to support multinational planning. The feasibility of the plans CONOPS cannot be determined without detailed planning. Detailed planning is necessary to determine force deployment, employment, and sustainment requirements, determine available resources to fill identified requirements, and validate shortfalls. Voice: Furthermore, an OPLAN is normally prepared under the following circumstances: if the contingency is critical to national security and requires detailed planning; the magnitude or timing of the contingency necessitates the planning; detailed planning is required for a multinational planning effort; the feasibility of the CONOPS demands detailed planning; or if a detailed effort is necessary to determine the levels of force deployment and sustainment. Title: Crisis Action Planning Action: A series of pictures representing Crisis Action Planning is presented on screen. The following text replaces the pictures when mentioned in the narration: Contingency Planning Planning activities that occur in non-crisis situations; relies heavily on assumptions and projections Crisis Action Planning Based on facts and actual planning as a crisis unfolds Action: The series of pictures is brought back with additional images added to it and is now used as a background. Voice: Because its difficult to predict where and when a crisis will occur, planners must be able to rapidly respond to problems as they arise. Unlike contingency planning, which prepares plans in anticipation of future events, crisis action planning allows planners to respond to situations based on circumstances that exist at the time of planning. Crisis action planning procedures parallel contingency planning, but are more flexible and responsive to changing events. In time-sensitive situations, the JPEC follows formally established CAP procedures to adjust and implement previously prepared contingency plans by converting them into OPORDs or to fully develop and execute OPORDs where no useful contingency plan exists. Title: Crisis Action Planning Activities Action: In the background is a graphic representing the activities associated with crisis action planning. When mentioned in the narration, the corresponding parts are highlighted. The graphic shows a graphic labeled Event, directly under a box labeled Situational Awareness. Boxes continue in two rows, showing a linear sequence connected by arrows in a zigzag pattern. An arrow labeled OPREP-3 PCA points from Situational Awareness to Decision. An arrow covered by a document labeled Warning Order points to COA Development. An arrow labeled Commanders Estimate points from COA Development to COA Selection. An arrow covered by a document labeled Planning or Alert Order points from COA Selection to Detailed Planning. An arrow labeled Operations Order points from Detailed Planning to Plan Approval. An arrow covered by a document labeled Execute Order points from Plan Approval to Execution. Graphic bands at the top divide the graphic into three portions. Situational Awareness stretches across the entire screen, lasting throughout the process. Planning covers COA Development, COA Selection, Detailed Planning, Plan Approval, and Execution and the intermediary products. Two arrows across the bottom, labeled Prepare to Deploy Order and Deployment Order, extend across the same region as the Planning band. A band labeled Execution extends from near the end of Plan Approval through the Execution activity. Voice: CAP activities are similar to contingency planning activities; however, CAP is based on dynamic, real-world conditions rather than assumptions. CAP procedures provide for the rapid and effective exchange of information and analysis, the timely preparation of military COAs for consideration by the President or SecDef, and the prompt transmission of their decisions to the JPEC. The exact flow of the procedures is largely determined by the time available to complete the planning and by the significance of the crisis. The following steps summarize the activities and interaction that occur during CAP. When the President, SecDef, or CJCS decide to develop military options, the CJCS issues a planning directive to the JPEC initiating the development of COAs. Next, a WARNORD is issued that describes the situation, establishes command relationships, and identifies the mission and any planning constraints. In response to the WARNORD, the supported commander, in collaboration with subordinate and supporting commanders and the rest of the JPEC, reviews existing joint OPLANs for applicability and develops, analyzes, and compares COAs. Next, the feasibility that existing OPLANs can be modified to fit the specific situation is determined. The CJCS then reviews and evaluates the supported commanders estimate and recommends a COA selection. On receiving the decision of the President or SecDef, the CJCS issues an Alert Order to the JPEC to announce the decision. The supported commander then develops the OPORD and supporting TPFDD using the approved COA. The supported commander then submits the completed OPORD for approval to the SecDef or President via the CJCS. Finally, in CAP, plan development continues after the President or SecDef decides to execute the OPORD or to return to the pre-crisis situation. Title: Campaign Planning Action: The following bullet point list and quote from Joint Publication 5-0 are shown on screen, along with a picture representing campaign planning, in support of the narration: May begin during contingency planning and continue through CAP Primary way combatant commanders achieve unity of effort and guide planning of joint operations Operationalize combatant commander theater and functional strategies and integrate steady-state-activities, including current operations and security cooperation activities Require the broadest strategic concepts of operation and sustainment for achieving multinational, national, and theater-strategic objectives A campaign plan describes how a series of joint major operations are arranged in time, space, and purpose to achieve strategic and operational objectives. Joint Pub 5-0 Voice: It is important to note how campaign planning relates to the two categories of joint operation planning. Joint operation planning and planning for a campaign are not separate planning types or processes. Campaign planning may begin during contingency planning and continue through CAP, thus unifying the entire process. A campaign plan describes how a series of joint major operations are arranged in time, space, and purpose to achieve strategic and operational objectives. Campaign planning is a primary means by which combatant commanders arrange for strategic unity of effort and through which they guide the planning of joint operations within their theater. Campaign plans operationalize combatant commander theater and functional strategies and integrate steady-state-activities, including current operations as well as security cooperation activities. They require the broadest strategic concepts of operation and sustainment for achieving multinational, national, and theater-strategic objectives. Title: Types of Campaigns Action: Background image shows combatant command AOR map of the world. The following text is shown to support of the narration: Global Campaign Encompasses strategic objectives on multiple AORs. More than one supported GCC possible and competing requirements for transportation, ISR assets, and specialized units and equipment. The Global War on Terrorism is an example of a global campaign. Theater Campaign Focuses on activities of a supported combatant commander. Accomplishes strategic or operational objectives within a theater of war or theater of operations. Operations DESERT SHIELD and DESERT STORM comprised a theater campaign in the 1990-91 Persian Gulf Conflict. Subordinate Campaign Describes the actions of a subordinate JFC, which accomplish (or contribute to the accomplishment of) strategic or operational objectives in support of a global or theater campaign. Subordinate JFCs develop subordinate campaign plans Voice: There are three general types of campaigns, which differ generally in scope. A global campaign is one that requires the accomplishment of strategic objectives in joint operations in multiple areas of responsibility ,or AORs. In this case, there could be more than one supported geographic combatant commander, or GCC. Planners must be aware of competing requirements for potentially scarce strategic resources, such as transportation and ISR assets, as well as specialized and unique units and equipment, such as special operations and tankers. Global campaigns will often establish the strategic and operational framework within which theater and subordinate campaigns are developed. The Global War on Terrorism is an example of a campaign that spans all AORs. A theater campaign encompasses the activities of a supported combatant commander. It accomplishes strategic or operational objectives within a theater of war or theater of operations, primarily within the supported commanders AOR. An OPLAN for a theater campaign is the operational extension of a commanders theater strategy, and translates theater strategic concepts into unified action. Adjacent combatant commanders may conduct supporting operations, within the AOR of the supported commander or within their own AORs, under the overall direction of the supported commander. Operations DESERT SHIELD and DESERT STORM comprised a theater campaign in the 1990-91 Persian Gulf Conflict. A subordinate campaign describes the actions of a subordinate JFC, which accomplish, or contribute to the accomplishment of, strategic or operational objectives in support of a global or theater campaign. Subordinate JFCs develop subordinate campaign plans, if their assigned missions require military operations of substantial size, complexity, and duration and cannot be accomplished within the framework of a single major joint operation. Subordinate campaign plans should be consistent with the strategic and operational guidance and direction developed by the supported JFC. Title: Campaign Plan Design Action: A collage of images representing Campaign Planning are shown on screen. The following text is shown in support of the narration: Mostly art, not science-no best way to develop campaign plans Requires thinking creatively to make best use of resources to achieve objectives Involves Operational Art-the employment of military forces to attain strategic and/or operational objectives through the design, organization, integration, and conduct of strategies, campaigns, major operations, and battles Voice: Campaign planning is relatively unstructured compared to contingency and crisis action planning. Campaign planning is mostly an art, not a science; there is no set recipe or best way to develop a campaign plan. It requires a thorough knowledge of enemy and friendly capabilities, forces, and tactics, as well as out-of-the-box thinking and creativity in order to make the best use of resources to achieve the desired objectives. Because campaign planning is mostly art, it is inextricably linked with operational art, most notably in the design of the operational concept for the campaign. Operational art refers to the employment of military forces to attain strategic and/or operational objectives through the design, organization, integration, and conduct of strategies, campaigns, major operations, and battles. This is primarily an intellectual exercise based on experience and judgment. Action: A diagram is show to represent the three key elements of operational design in the following narration. The diagram shows: understand the strategic guidance, bracketing the first and second levels of the diagram, which are national strategic objectives with conditions (effects) branched underneath; next level is identify critical factors which brackets level three in the diagram, centers of gravity; finally, develop an operational concept is the last section bracketing actions under the centers of gravity boxes. Voice: There are three key elements of operational design. First, planners must understand the strategic guidance from the civilian leadership. This involves determining what the desired end state is and what has to be accomplished militarily to get there. Once planners understand what military conditions must exist to achieve strategic objectives, they must determine how to effect those conditions. The key to this is identifying the adversarys critical factors-their strengths and points of vulnerability, called Centers of Gravity (COGs). Finally, the planner must develop an operational concept, which describes the sequence of actions and the application of forces and capabilities necessary to neutralize or destroy the enemys COGs. Title: Joint Air Estimate Action: On the right of the screen, operational airpower images are shown. The following text and footer are shown on the left of the screen in support of the narration: Culminates with the production of the Joint Air and Space Operations Plan (JAOP) May be employed to support deliberate and crisis action planning The Joint Air and Space Operations Plan (JAOP) guides the employment of air and space capabilities and forces from joint force components to accomplish the missions assigned by the Joint Force Commander (JFC) Voice: Weve discussed joint operation planning in a very general sense, but how does the Joint Force Air Component Commander (JFACC) fulfill his specific responsibility to develop the air and space portion of the Joint Force Commanders (JFCs) campaign plan? The Joint Air Estimate Process is a six-phase process that culminates with the production of the Joint Air and Space Operations Plan (JAOP). The JAOP is the JFACCs plan for integrating and coordinating joint air and space operations. It guides the employment of air and space capabilities and forces from joint force components to accomplish the missions assigned by the JFC. A Joint Air Estimate Process may be employed during contingency planning to produce JAOPs that support Operation Plans (OPLANs) or Concept Plans (CONPLANs). It may also be used during crisis action planning in concert with other theater operation planning. Title: Joint Air Estimate Process Action: The following text is shown in support of the narration: Mission Analysis Joint Intelligence Preparation of the Operational Environment (JIPOE) is initiated; JFCs mission and guidance analyzed Situation and Course of Action Development JIPOE refined; Friendly and adversary COGs are analyzed to assist in COA preparation Course of Action Analysis Advantages and disadvantages of each COA are identified Course of Action Comparison COAs are compared to predetermined criteria to identify best employment options Course of Action Selection Staff briefs recommended COA to JFACC Joint Air Space Operations Plan (JAOP) Development Selected COA developed into JAOP Action: A link to Joint Publication 3-30 is provided at the bottom of the page. Each of the bold text above are linked to the following pop-up text: Mission Analysis: Mission analysis is critical to ensure thorough understanding of the task and subsequent planning. It results in the Joint Force Air Component Commanders (JFACCs) mission statement that includes the who, what, when, where and why for the joint air operation. Anticipation, prior preparation, and a trained staff are critical to a timely mission analysis. Staff estimates generated during mission analysis are continually revisited and updated during the course of planning and execution. Situation and Course of Action (COA) Development The first two tasks of situation and course of action (COA) development are expanding and refining the initial JIPOE completed in Phase I and COG analysis. Expanded JIPOE is essential to developing and analyzing both enemy and friendly COGs. This is especially critical for air and space planning given the perspective and scope of air and space operations. The third task is the development of friendly COAs. Air and space planners develop alternative COAs by varying the ends, ways, means, and risks. The operational objectives normally fill the what guidance for COA development; the supporting tactical objectives, effects, and tasks help define the how for planners. Once planners define the objectives and supporting effects, they further refine potential air and space COAs based on the priority, sequence, phasing, weight of effort, matched resources, and assessment criteria. The result of COA development is a minimum of two valid COAs or a single valid COA with significant branches or s equels. The final step is a risk analysis of the COA in terms of both operations and combat support Course of Action (COA) Analysis COA analysis involves wargaming each COA against the adversarys most likely and most dangerous COAs. Wargaming is a recorded what if session of actions and reactions designed to visualize the flow of the battle and evaluate each friendly COA. Wargaming is a valuable step in the estimate process because it stimulates ideas and provides insights that might not otherwise be discovered. Course of Action (COA) Comparison Comparing the COAs against predetermined criteria provides an analytical method to identify the best employment options for air forces/capabilities. This begins with the JFACC staff comparing the proposed COAs and identifying the strengths, weaknesses, advantages and disadvantages of each. This is often followed by rating each COA based upon the established criteria. Course of Action (COA) Selection COA selection begins when the staff presents their recommended COA (usually in the form of a briefing) to the JFACC. This briefing includes a summary of the estimate process that led to the recommended COA. Based on the amount of JFACC involvement throughout the planning process and the degree of parallel planning the commander accomplishes, COA selection will vary from choosing among alternatives to direct approval of the staff-recommended COA. Joint Air Operations Plan (JAOP) Development The JAOP details how the joint air effort will support the JFCs overall Operation Plan (OPLAN). The JAOP accomplishes the following: integrates the efforts of joint air and space capabilities and forces; identifies objectives and tasks; identifies measures or indicators of success; accounts for current and potential adversary COAs; synchronizes the phasing of air and space operations with the JFCs plan; indicates what air and space capabilities and forces are required to achieve the objectives. Voice: While the phases of the Joint Air Estimate process are presented in sequential order, work on them can be either concurrent or sequential. The phases are integrated and the products of each phase are checked and verified for coherence. The Process begins with Mission Analysis. This first phase incorporates: a

Hotel management :: essays research papers

Hotel management Assignment One Table Of Contents Introduction HRM Defines Traditional Approach Contemporary approach to HR Change Management Murrindindi Shire Council Experience Back Ground Human Resource Roles Organisational HRM Conclusion Introduction Human Resource management (HRM) has been seen as either having a traditional or contemporary approach. This paper will define both approaches. The HR aproach undertaken by the Murrindindi Shire Council (MSC) which was my organisation up to three months ago will be reviewed in this context as well as identifiable costs or opportunities that exist. HRM Defined Human Resource Management is the management of an organisations staff/personnel to meet the needs and achieve the purpose of the business in an efficient and effective manner. HRM is defined by Kramer McGraw Shulder (1997,p.10) as having having three purposes being „h To improve productivity „h To ensure quality of worklife and „h To ensure legal compliance It has been observed in particular that organisations tend to be very good at the legal compliance as it is legislated as it has some serious consequences if not adhered to. What is generally overlooked is the financial implications of dot points one and two. Effective human management can contribute to not only product output but also product quality. HRM managers are operating at three distinct levels as explained by Kramer McGraw Shulder (1997,p.30) strategic, managerial and operational - Operational levels (short term) can be disseminated down to lower level management or team leaders as they involve straight forward and traditional levels of HR - Staff Recruitment - Monitoring Systems - Wages, benefits packages - Annual appraisal systems - Training etc. - Managerial Level (short term) This level and following tend to be the levels of strategic importance to the organisation - Recruitment marketing plans - Long term compensation plans - Validation systems - Management development programs - Strategi c (long term) - to gain competitive advantage - link functions to organisational strategies Strategy as a process is defined by (Shaun Tyson 1997 p. 278) is  ¡Ã‚ ¥a mechanism for achieving a desired objective ¡Ã‚ ¦. It can then be said that the Human Resource Strategy needs to be aligned with the organisations  ¡Ã‚ ¥business strategies ¡Ã‚ ¦ or corporate objectives. In effect one of the mechanisms to be used is that of Human Resources. Miller defined strategic HRM as  ¡Ã‚ ¥those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage (Miller, 1987 p.

Development from Conception to 16 Years Essay

E1- The age group I have chosen to describe is birth to 3 year olds on their physical development and communication and language development. In this age range the physical development changes from birth where they generally don’t do anything which develops as between 3 – 6 months the child can hold a rattle for a moment, reaching for a toy, putting toys in their mouth, lifting their head up, moving their arms to indicate wanting to be picked up and rolling over. This development changes much more as when the child is 9 – 18 months as they can grasp objects, can sit unsupported, can crawl , can point at objects, start to use a spoon and self-feed, start to walk, start to scribble and build a tower of three blocks. Then at 2 years the child can draw circles and dots, can use spoons to feed their self’s effectively, can run, climb on furniture and use sit and ride toys. At 3 years the child can do all the stuff from the ages before but also turn the pages of a book, wash and dry their own hands, run forwards and backwards, kick a stationary ball and throw a ball as this develop is done with the help of the child’s family as the encourage the child’s physical development. The communication and language development happens because at this age there co-operation from early motherese by asking them to show you objects and then learn to follow simple instructions but their communication and language develops as first all the can do is cry and make cooing noises which then turns to babbling at 6 – 10 months where they â€Å"goo† and â€Å"ma† as the child blends vowels and consonants together to make tuneful sounds. Then at around 12 months this develops to the child saying â€Å"momma† and â€Å"dada† as they start to show facial expressions and gestures but can now combine sounds. From 1 – 2 years they learn more words so they can make mini sentences when they speak and manage to name things when you point to something, and from 2 – 3 years they can communicate well and manage to ask questions and say full sentences as at this age there is a large increase in a child’s vocabulary combined with an increase in the use sentences. E2- The age group I have chosen to describe is 3 – 7 year olds on their physical development and communication and language development. In this age range the physical development changes from being 3 years and being able to just learning to walk and run, walk on their tiptoes, wash and dry their hands, put a coat on and off and use a spoon to feed them self’s without the  food spilling. To when they are 4 – 5 years where the child should start being able to button and unbutton their own clothing, cut simple shapes, put puzzles together specifically for their age range, write their name, form letters, draw recognisable pictures, cut out shapes with scissors, draw around a template, walk on a line, hop on one foot, skip with a rope, run quickly avoiding objects and use a variety of large equipment on their own (e.g. slide, swings†¦). Then at the age 6 – 7 years the child should be able to join handwriting, cut shapes out accurately, make detailed dra wings, tie and untie shoelaces, hop, skip and jump confidently, chase and dodge others, balance on a beam and use a bicycle. This is because in this age the child is helped through their physical development by their parents, family, teachers and peers as they encourage the child. Communication and language development happens very effectively in this age range as at 3 – 4 years they are able to ask questions and be fascinated with answers given to them by saying â€Å"if† to find out what happens, say their name age address and be more accurate in speaking how they pronounce words. At 4-7 years the child tries to understand the meaning of words, talk more confidently and begins to be more and more fluent, manages to add vocabulary all of the time in their speech, begin to share ideas, begin to realise different situations and define what objects are, this is because in this age range a child masters the basic skills of language and masters the reproduction of most sounds. E3- One theoretical perspective linking to E1 and E2 is Chomsky’s theory of language development. His theory is a nativist theory as he suggests that humans have a built in ability to learn a language. Chomsky states that children have a â€Å"Language Acquisition Device† (LAD) which encodes the major principles of a language into a child’s brain. Chomsky’s theory also states that children are able to use language so accurately from an early age because they only have to learn the new vocabulary and apply the structures from the LAD to form sentences. Chomsky believes that they cannot be learning the language purely through imitation as the speech around them is often broken and ungrammatical. Even with extremely complex languages children will become fluent in their native language by the age of 5 or 6. A second theoretical perspective linking to E1 and E2 is Skinner’s theory of language development. Skinner’s theory is a nurture or behaviouristic theory. According to Skinner’s theory a child initially  acquires through an operant process this means that the child learns voluntarily without any external force so learning of its own free will and without any sort of pressure. According to Skinner the whole process is based upon 4 elements as it is stated on slideshare.net which are â€Å"stimulus, response, reinforcement and repetition†. For example a child will make a sound if they want something. If the child gets the response it wants they will associate that sound with the act or response and will continue to use it to achieve that response. Skinner believes that learning language is no different from learning anything else and anything which is lodged in the mind of the child becomes part and parcel of the child’s life. E5- for my observations I have done a tick chart, time sample and written narrative on a child aged 3 years and 11 months E6- In order to maintain confidentiality throughout the observations each child is referred to as child A, B or X rather than their names being used so that other people do not recognise who we are observing should they know the child. Each setting is referred to in a general form such as primary school, pre-school and nursery. The information gathered is only accessible to the observer and in some cases the teacher or a high member of staff if something is noticed that is either of a concern or needs addressing. Also maintaining confidentiality is very important in a setting as it shows respect to people so then they can trust you so if they have any concerns then can come and tell you. But if a child is at risk confidentially may be broken if a practitioner thinks child protection should know. D1- The observations that I carried out show that child A struggles to recognise numbers and letters in general. This may be because they are a kinaesthetic learner and is more confident in absorbing information through practical methods rather than through visual methods. This suggests that child A needs more help with their numbers and writing so to help we could plan activities to help do these which are more appropriate to the child’s learning style and suggest at home they practise counting and writing to develop on this to get them up to the same or a similar level as the rest in their year. Also the observations show that child A is not yet confident about showing and talking to the rest of the class at show and tell, this may be because the child is very shy which could be because the child is not used to being at the school yet and doesn’t feel confident enough as they might still not know everyone and become shy because they  have never noticed or spoke to s ome of their peers. D2- the observations in E4 can help with planning to meet the child’s needs as from observing you can see the child’s interests and find the best way to help them reach the next level of development or ways to maintain a desirable behaviour. Doing observations also helps early years practioners learn more about the age group they are working with so then they will be able to plan activities to each individuals learning styles and individual needs. For example the child I observed in E4 is not very confident talking to the whole class at show and tell so from knowing that I would plan for them to do group work with friends at first then try and mix groups so she still has 2 friends with her so they can make new friends with the people in the class they haven’t spoken to, to try and gain confidence to talk to all other peer’s in the class. Also the child turned out to be a kinaesthetic learner so while planning I would make sure there are activities to just get on with and do so the child can do activities that are to their interest and learning style as well as trying things that are not their favourite learning style but my help them in some way. C- Confidentiality and objective observation are both subjects that are seen as important; this is because confidentiality is very important in teaching and for practioners to keep confidentiality which means they can only speak of things they have seen in the workplace to other members of the staff or supervisors if it is a concern, but no one else outside of the placement should be informed. By using confidentiality we are assuring the safety of the child and their family. Also we are able to make and keep a reputation for ourselves and the setting so we gain the trust of parents, guardians and the local community by protecting information and the children plus working to a child’s best interest. Each child and their family are diverse as they all have their own differences so if we include every child in an observation it shows to be unbiased. The issues which are essential to confidentiality are personal attitudes and values, sharing information, safe storage of information, working with parents, legal requirements and polices.

Peace order in country Essay

There are three types of peace orders: Interim peace orders. If you wish to file for a peace order but the district court clerk’s office is closed, you can file for an interim order by going to the nearest District Court commissioner. If the commissioner believes that you have been abused by the person you are filing against and that the abuser is likely to abuse you again in the future, s/he may issue an interim peace order.* An interim peace order goes into effect once the respondent is served by a law enforcement officer.*1 The interim peace order lasts until a judge holds a temporary peace order hearing or until the end of the second business day that the court clerk’s office is open after the interim peace order is issued, whichever comes sooner. If the court is closed on the day on which the interim peace order is due to expire, the interim peace order will be effective until the next day on which the court is open, at which time the court shall hold a temporary peace order hearing.*2 The interim peace order has to include the date for the temporary peace order hearing, and a tentative date for the final peace order hearing.*3 Note: Even if you are denied an interim peace order, you can still apply for a temporary or final peace order.*4 Temporary peace orders. When you go to court during normal court hours to file for a final peace order, you can ask for a temporary peace order, which can be issued the same day. If the judge believes that you have been abused by the person you are filing against and that the abuser is likely to abuse you again in the future, s/he may issue a temporary peace order. This order can be issued with or without the abuser present.*5 The order is effective when it is served.*6 The temporary order is in effect for up to 7 days after service of the order unless the court is closed on the day on which the temporary peace order is due to expire. In that case, the temporary peace order shall be effective until the second day on which the court is open, by which time the court should hold a final peace order hearing. However, the judge may extend the temporary order to allow for service of the order or for another good reason, but not to more than 30 days.*7 Note: If the respondent is at the hearing, the judge may go ahead and hold a hearing for a final peace order instead of a temporary one if you and the respondent agree to this.*8 Final peace orders. The respondent has the opportunity to be present at the final peace order hearing. If the judge believes that you have been abused by the person you are filing against and that the abuser is likely to abuse you again in the future, s/he may issue a final peace order, which can last for up to 6 months.*9 As of October 2011, peace orders can be extended.*10 See Can I modify, cancel or extend my peace order? for more information.

Case study on Safeway Essays

Case study on Safeway Essays Case study on Safeway Essay Case study on Safeway Essay The name of my business that I have chosen for my case study is called Safeway. Safeway is one of the leading grocery retailers in the UK, with annual sales of around i 9 billion, 90,000 employees and nearly 480 stores nationwide. Their stores attract around 8 million shoppers every week. The type of my business is a public limited company. Safeway is in the tertiary sector because it purchases wholesale goods and sells them as a retail store. Originally Safeway was a US owned company called Safeway Food Stores Ltd. The parent company was Safeway Inc of California. Their first UK store was opened in Bedford in 1962. Over the next two decades the companys portfolio of stores rose to 133, establishing it as a serious player in the booming UK food retailing market. The business achieved steady growth until 1986 when it ranked as the 6th largest UK food retailer. Today (7th of January) you can buy a share of Safeway for i 2. 08. According to the Times Top 200 Companies it is the 80th in the biggest company in the UK with a market capacity of 2,914 million pounds. I am going to produce a case study which looks at how this company works and I have accessed their website which is www. safeway. com, contacted safe way and looked at materials published by them and by the top 100 companies index. Section 1 Safeway buys in bulk stock from farmers and manufactures or processes it and then sell the goods to the public. Safeways stated aim is to be the best at fresh food offering outstanding fresh foods of consistently high quality, sold in a stimulating and different way. They also aim to be best at availability, so customers can always find the products they want on the shelves. Safeways objectives are stated as 1. Focus on product and price Safeway will be recognised for offering great value and above all, great offers. 2. Best at fresh Safeway offer outstanding fresh foods of consistently high quality, sold in a stimulating and different way. The stores will have better lighting, improved layouts, wider assortment, and a real sense of abundance in merchandising as well as more colours. 3. Best at availability Safeway will be first for availability at all times. Our goal is that our customers will always find the product they want to buy on our shelves whenever they want it. 4. Best at customer service Safeway will offer the best all-round customer care in the sector. They have invested in increased store staffing and better training. Safeways mission statement is to sell food product at low prices. I think that despite what Safeway says, its main aims are to make a profit, and get a bigger market share. I dont know if they have an environmental policy on foods, but they do not on packaging. The board of directors are in charge of writing the aims of the business. They can decide to change the aims at their meetings. They will change the aims if targets have not been met, the company has already met its aim and need new ones; competitors are affecting the business or the government is changing the law. One of the main reasons that they check the business so that it runs well. The objectives change according to the competition they have from other companies like Tesco and ASDA, for prices, number of goods side etc.