Is a Publicly Funded Transit System Reasonable Essay

Is a Publicly Funded Transit System Reasonable - Essay Example The essay "Is a Publicly Funded Transit System Reasonable?" talks about a transport agency Toronto Transit Commission which operates streetcars, rapid transit, and transit bus services in Canada, Ontario and Toronto. It is the quickest and most convenient way to get into Toronto. Currently, the public sector runs this commission. As much as many people may prefer running institutions privately, public good funded systems are better managed. Public or common good as defined by John Rawls as a general condition that is equally advantageous to everyone. By using public good, affordable and accessible services are available to both workers and consumers of the service. It also promotes a political and just legal system in the country. Public good in a transport system actively creates a better environment that may be defined, creates justice, and a liberal, fair social infrastructure that permits the pursuit of virtue. Publicly funded transit system provides competitive advantages. An ar gument for the public good in the transport system is based on the philosophy of John Rawls of Justice is fairness. Any person participating in a practice or is affected by it poses an equal right to a more general liberty compatible with liberty for all. Inequality is arbitrary unless it is illogical to expect that it will work out as an advantage to everyone, and provided the offices and positions to which it attaches is open to all. It is always a right of any person in Toronto to get access to inalienable good public transportation.

Public transport Essay Example for Free

Public transport Essay The technique the client and I used to attempt to help her manage her agoraphobia was to expose her gradually to her fear of open spaces. We did this by going for walks increasing the distance each time as the clients anxiety levels decreased. We would not extend distancing until the client could reach a certain agreed point without feeling anxious. During the exposure the client and I would discuss how she was feeling and if she became very anxious we would stop and adopt relaxation techniques in the form of breathing. A fuller discussion of these techniques will be discussed later on. The aim was to relax the clients while confronting her with her fear and then build up gradually so she could take a taxi to her fathers flat and take other public transport.  When the client reached the stage where she became comfortable with the walking distances we arranged a public transport ride. During the days prior to the journey we adopted visualisation where the client would imagine what would happen in the bus. We would also discuss how she would deal with the situation if she were to suffer an epileptic fit while in a bus or out walking. This technique is a form of behaviour therapy called graded exposure (Atkinson 1993) it is all very well facilitating the person to understand why she is phobic but this does not mean the person will be cured of her phobia (Manville 1991).  The aim of behaviour therapy is to change the clients behaviour. It works on the principle that the behaviour has been learnt, but this did not cause her to change her behaviour. The basic approach of graded exposure is to relax the phobia and then introduce her gradually to the object or situation she fears. The nurse can either do this with the client through visualisation or actual exposure (Atkinson 1993).  This client was exposed using visualisation but the technique used the most was direct exposure to the situation.  The ideas to take the clients smallest fear and confront this first working up to their largest fear. This is called the graded hierarchy. The clients smallest fear was to go out of her front door and her largest was to be able to travel on public transport at will. Working towards the clients largest goal gradually is most effective. Clients may lose their fears more readily if they actually expose themselves to anxiety provoking situations in a sequence of graduate steps.  (Sherman 1972 cited in Atkinson 1993 page 678).  Another technique we use to help clients manage her agoraphobia was relaxation techniques.  The clients experienced various unpleasant anxiety symptoms usually just before and during the exposure. The client would feel agitated at the prospect of experiencing anxiety while outside. She would suffer from many physical symptoms. She would have increased pulse rate, pounding heart, nausea and a dry mouth. She would also sweat and complain of butterflies in her stomach or churning. As part of my assignment of the clients anxiety I needed to be able to have observe these feelings and symptoms in the client. Then together we could deal with them and ease her uncomfortable state. I asked questions to myself such as Is she sweating? Is her body language suggestive of anxiety? This would mean shaking or agitated moments.  During times when the client was anxious she found it difficult to concentrate and think rationally or logically. She found it difficult to name her feelings. These are normal reactions. (Wilson and Kneisl 1996). Emotionally the client described herself as tense, nervy, anxious and like Im going to die. The clients would also have negative thoughts about herself. She would say she was silly and useless. So anxiety affected her physical state and cognitions.  This anxiety was causing the client to become increasingly isolated in her flat and also affected her self-esteem because she felt the anxiety controlled her. She recognised the need to control her anxiety, and she wanted to control it and therefore needed to be educated about anxiety and then hopefully she feels more competent to deal with her feelings. The client and I engaged in teaching about anxiety. It was explained that anxiety symptoms occur when our brains interpret a given situation as anxiety provoking. (Baker 1995). The subject of our body involved in the responses in these responses is the autonomic nervous system, which is divided into two components; the Sympathetic and the Parasympathetic systems. The Sympathetic system causes the individual responses to speed up and the Parasympathetic causes the responses to slow down. So when a person encounters an anxiety-provoking situation, for example, a person approaches someone with a knife, does that person run away or stay and fight? This is termed to fight or flight Syndrome and is dependent on the individuals or biological response to the stressor.  These responses to stress are quite normal and we need them to protect us from danger. Anxiety becomes a problem when a person perceives a situation as a stressor even when it is not. The person will find it difficult to relax and calm down. The interpretation of their anxiety and unpleasant feelings will in turn reinforce more anxiety. Severe anxiety and panic will interfere with the persons role of functioning and daily living as it did with this client. She could not do any of her own shopping or engage in any of her hobbies due to lack of concentration and also could not engage in employment. A consistently sensitised body will eventually become mentally and physically exhausted which prevents activity and decreases esteem (Weekes 1995). It was important for the client to be taught the facts because then the client can begin to recognise when she feels anxious and also can realise that it is a normal reaction to stress (Wilson and Kneisl 1996).  The client and myself would sit in comfortable chairs and think of a place we associated with being relaxed and peaceful environment, for example, in the farm or beach, then we would imagine ourselves in the peaceful surroundings again. This technique is based on the rationale that muscle tension is the bodys response to anxiety. Muscular tension increases the feeling of anxiety and reinforces it. Deep muscle relaxation decreases the tension and blocks the anxiety. It aims to decrease the pulse rate and respiratory rate, blood pressure and perspiration, which are both heightened in anxiety. (Wilson and Kneisl 1996). As the client experienced those feelings the technique seemed relevant to attempt to alleviate the uncomfortable feelings. So graded exposure and relaxation techniques are highly effective when combined together to alleviate fears and phobias. The principles of the treatment are to substitute a response that is incompatible with anxiety, that is, relaxation. It is difficult to be anxious and relaxed all the same time. (Atkinson 1993).  Before we begin the exposure and relaxation, the client could not even make it as far as the front step outside her front door. By the time the exposure therapy was undergoing she began to gradually improve until more comfortable with going outside. She was far from cured but she was gradually becoming more confident when been exposed. Current research on behaviour therapy supports it as a treatment for agoraphobia. For example; Behavioural treatment based on exposure and can provide lasting relief to the majority of patients. (Giovanne et al 1995 p 87).  The education I engaged in with a client regarding relaxation techniques and the biology of anxiety could be said but to be health prolonging. We were trying to work together to empower the clients to make her own decisions about her treatment based on the knowledge of her illness. Once she understood her illness she could begin to make health choices. This education may affect her perception of her illness. Perceived health stresses play a role in the frequency of health promotion behaviour (Pencle 1987). Before we began the therapies the client had a very negative opinion of herself and her abilities, this affected her self-esteem and therefore her experiences of well being. Therefore this affected her perceptions of her illness. Through education, knowledge and practice the client began to fill more positive and began making more decisions about her health and treatment. These examples of decision-making could then be reinforced to her to emphasise the value of good health. (Pender 1987).

Needs Analysis: The Who, What, When and Where of Training Essay

Needs Analysis: The Who, What, When and Where of Training In a nutshell, (needs) analysis is the planning we do in order to figure out what to do. Allison Rossett, 1999 Needs analysis is the systematic basis for decisions about how to influence performance (Stout, 1995). This is where it all begins -- establishing relationships, exploring strategies, and defining solutions. The key is to seek the gap between the current situation and the desired situation and then to focus resources where they're most needed. The analysis must determine root causes. For example, a question about why something doesn't or won't work is just as critical as what people do and do not know. Needs assessment then is a study conducted to determine the exact nature of an organizational problem and how it can be resolved. That needs assessment becomes the basis for wise recommendations about instruction and supporting organizational strategies, and for enlisting support throughout the organization. Managers are often in too much of a hurry. They implement a solution which is sometimes, but not always, the correct intervention. This can prove to be an expensive error. The largest expense for human resources programs, by far, is attributable to the time spent by the participants in training programs, career development, and organization development activities. In training, costs due to lost production and travel time can be as much as 90-95% of the total program costs (Gilbert, 1988). There are two ways to learn of training needs. The first method takes the proactive approach. An instructional designer goes into the system and searches for problems or potential problems. The goal is to make the system more efficient and ... ...nowledge Management Meets Analysis. Training and Development, 53, pp. 62-68. Rossett, Allison (1997). That was a great class, but†¦ Training and Development, 51(7), pp. 18-24. Rossett, Allison (1995). Needs assessment. In G.J. Anglin (ed.), Instructional Technology: Past, Present, Future (2nd edition) (pp. 183-196). Englewood, CO: Libraries Unlimited, Inc. Rossett, Allison (1991). When performance and instructional technologists talk: Dialog about impact, change and personal growth. Australian Journal of Educational Technology, 7(2), pp. 71-80. Rossett, Allison (1989). Assess for success. Training and Development, 43(5), pp. 55-59. Steadman, S.V. (1980). Learning to Select a Needs Assessment Strategy. Training and Development, 30, pp. 56-61. Stout, D. (1995). Performance Analysis for Training, Niagra Paper Company, Niagra, WI

Expository Essay – Cory and Noynoy Aquino

Aquinos: Cory and Noynoy on Politics Cory and Noynoy were both known in the field of politics; they have their hopes, visions and actions toward change to help our country – in the area of economic development in general, and as well as its citizens. They also had several major accomplishments that benefited the Filipinos and helped the nation to cope up from despair. They both had their start in the said realm. Cory being the first one to step on the governance than Noynoy, started in year 1986 and noted as the first female president of the Republic of the Philippines and Asia.Noynoy, following the examples left by his gallant parents took part in politics and considered as the fourth-generation politician of their family; He entered in year 1998 as a member of the House of Representatives from Tarlac's 2nd district and now as the 15th and current president of our nation (since June 2010). Both of them envisioned and took actions to provide a better tomorrow to every Filipino . Cory’s motivation in handling governance was to bring back economic health and confidence after Marcos’ abusive acts under his reign that brought misery to our country.She also envisioned and made achievements that; First, agrarian and land reform as the centerpiece of her administration's social legislative agenda. Second, she reinstated the writ of habeas corpus, the right of a prisoner to appear before a judge, and abolished the government's ability to imprison people at will, which had been in effect since 1981. Third, she promised to promote the right to assemble peaceably, and free speech along with prosecuting corruption and abusers of human rights.Fourth, she said she would revitalize the sugar industry by breaking the monopoly. She acknowledged the special relationship with the United States but emphasized that her concern was with the Filipinos, not the Americans. Even after her sovereignty, she was heavily involved in several charitable activities and soci o-economic initiatives. She supported other causes such as the Gawad Kalinga social housing project for the poor and homeless. Noynoy on the other hand, continuously pushes for legislation which helps Filipino workers and consumers. The President also nvisioned and takes actions that: First, in 2016 tourist arrivals will figure at 10 million; Second, by next year he forecasted that we will be a rice sufficient country and will have the capability to get back as a rice exporting country; Third, infrastructure projects for the next year; Fourth, strengthening our defense capabilities especially now that we are in dispute with China over the West Philippine Sea; Fifth, his call for the congress to amend the Anti-Money Laundering Act, the revision of the Mining Law which will increase the percentage of the government’s share in the revenues from mining; Sixth, the passing of the sin tax law and the government’s achievement in the fight against corruption through the succes sful impeachment trial of the former Chief Justice Renato Corona, and many other countless plans for the Philippines. Cory and Noynoy achieved major accomplishments during their administration. First, on Cory’s term, she restored Philippine democracy and provided freedom for the citizens.Second, she improved agrarian and land reform; And after stepping down from the presidency, Cory Aquino remained active in helping nurture the fragile Philippine democracy. Largely through the Benigno S. Aquino, Jr. Foundation (BSAF), she supported programs that promoted people empowerment, peace and human rights. In the final years of her life, she devoted much time and energy to harnessing private sector support for the microfinance sector. Her vision was to strengthen the infrastructure that would transform micro-enterprise development into a potent vehicle for raising â€Å"people power† to the next level, slowly creating a broad middle class that would fortify the foundations of P hilippine democracy. Meanwhile, on Noynoy’s period of influence, the country had gains in tourism and agriculture.He also continuously works on his pursuance for a corruption-free country and other numerous concerns that our nation faces. President Cory did not pursue for more time in power after her term. She strongly declined the requests for her to seek reelection for she wanted to set an example to both citizens and politicians that the presidency is not a lifetime position. Cory and Noynoy are both effective leaders; They may have different advocacies but their goal centers on change and a brighter future for our country. They both started on politics, had visions and pursues for change as well as success and had carried out major accomplishments for the Filipinos.

Management position within hospitality industry

The most complex work in the hotel in terms of communication and of coordinating and completing working documents is done by Floor Managers. These employees often supervise others who perform service tasks directly for the guests. Floor Managers are responsible for liaising between Room Attendants on the guest floors and managers in the housekeeping office.Qualifications required are a Bachelor’s or Master’s degree in hotel management, and work experience in hospitality industry. At the basement-level housekeeping office, Floor Managers report and monitor room status and special room requests received from other parts of the hotel. They check the computer-generated status reports for discrepancies from their visual checks of the actual rooms. If a room coded for check-out appeared occupied on the floor, they would check the Expected Departure report on the computer to see if the guest had actually checked out (Bardi 2002).Usually, the main requires are:SupervisionInvent ory managementQuality ControlCoordination of other managers and staffShipping and receivingDocumentary control (Floor Manager Position 2007).The responsibilities are:Each one supervises 15 Room Attendants and two Housemen, covering three to four floors, or 240–320 rooms.On the floors, they check the status and progress of room cleaning, inspected rooms and augmented the Room Attendants' work.One of their duties, for example, is putting triple bed sheets and extra amenities in VIP rooms.They have to get the extra sheet, then take some of the bedding off and remake the bed. The number of VIPs they had to do beds for is never predictable, and they have to squeeze them into their regularly scheduled activities.The number of floors and rooms Floor Managers are responsible for varied, too, because of airline employee guests, who rarely checked out until after the day shift finished, and because of movement in the predicted house counts (overall room occupancies) (Powers and Barrows 2002).The Floor Managers are all in the office together at three times during the day: the beginning and end of the shift, and during the midmorning clearing and briefing meeting. These are busy, but not clearly structured times, with managers picking up special supplies, double-checking irregularities in the room status reports, answering phones. In Hilton Hotels, for instance, Floor Managers work is organized as follows:workday starts, between 7 and 8; the Floor Managers come in and prepared their own worksheets for the day; they check the 6:30 a.m. room status reports and special requests, along with the log book confirming their floor assignments;  then they go up on the floors to check the room status and supply needs with each Room Attendant, who has verified their status as soon as she/he arrives on the floor;Floor Managers then return downstairs to check and adjust room assignments against the Coordinator's log book (Powers and Barrows 2002). For example, some rooms in th e early-morning computer status report noted as vacant and clean may have become occupied in the interim. Or vacant and clean rooms may have become VIP or rush rooms, which Floor Managers would hear about in the office and have to inform the Room Attendant about. In many cases, Floor Manager’s position is called a â€Å"supervisor†.Floor Managers themselves have to identify VIP rooms and they have to spend extra time to set up the rooms, and collect and deliver the extras. The VIP rooms could not be neglected, and they are seldom blocked (assigned by Front Desk) in advance. So throughout the day, Floor Managers have to monitor upcoming VIP rooms and prepare them in time for the guests' arrival (Powers and Barrows 2002).Work stress and pressure is a remarkable feature of this position. Very often, checking room reports against their lists, for example, is interrupted by a ringing telephone or a co-worker's query. Most often the interruption involves a guest's urgent req uest, which demanded an immediate response. People write down notes, speak on the phone to guests, page others to fill requests and relay orders to the Centralized Action Room. Several talks at once; seldom are the exchange restricted to two people (Stutts 2001).Floor Managers work primarily from photocopied forms attached to clipboards that they fill out each day as they completed their work. The worksheets serve as organizational tools, memory aids and long-term records, to be boxed and stored for a prescribed number of years. From my observations throughout the hotel, the computers stored information on sales, purchases, personnel and payroll, and guests and occupancy rather than any detailed records of daily work.And unless each Floor Manager is equipped with a hand-held computer, inputting such information would have been impractical when there is already a paper record. In the basement office, Floor Managers also check for recent special requests like rush rooms or VIPs, or th ey receive them as phone messages, occasionally via pager (Stutts 2001).ReferencesBardi J.A. (2002). Hotel Front Office Management Wiley; 3 edition. Floor Manager Position (2007). Retrieved 01 July 2007, Powers T., Barrows C.W. (2002). Introduction to the Hospitality Industry. Wiley, 5 edition. Stutts A. (2001). Hotel and Lodging Management. An Introduction. Wiley.