Lean Learn Outcome Assignment Example | Topics and Well Written Essays - 250 words

Lean Learn Outcome - Assignment Example The case reports that the scrape rate for each operation stands at 10%. Hence, this is a crucial source of waste in the case study. Over processing involves the extra operations such as reprocessing or rework on products mainly due to the fact that there are defects. To the case study, this is also a potential source of waste as at any time the effects of defects can be experienced (Palevich, 2012). Transport waste refers to the unnecessary movement of production materials from one place to another. It is an existing source of waste in the case. This is because the employees at the company usually have to transfer raw materials from one point to another in the company (Palevich, 2012). This entails the inactivity periods that a company experiences in a downstream process. It usually occurs because of untimely delivery of output by an upstream activity. As seen in the case study, this is an existing source of waste particularly in delivering goods to customers (Palevich, 2012). This refers to the under utilization of employee capabilities. It also includes delegation of tasks while employees have undergone inadequate training. As indicated in the case study, the annual employee turnover stands at only 25%. Thus, skills is an existing source of waste in the case (Palevich, 2012). b) For one or more of the sources of waste identified in part a) write a one paragraph description of what you would do as Operations Manager to reduce or eliminate this waste. It consequently results into excessive production of products along with excess costs for inventory carrying. As the operations manager, I would apply a well-organized approach towards reduction and elimination of skills as a source of waste. As indicated earlier, waste in skills is experienced due to under utilization of employee capabilities. It is also caused by inadequate training of employees and yet delegating tasks to them. On this regard, I will begin by coming up with a clear outline of the tasks

Life today is better Essay Example for Free

Life today is better Essay Nowadays life is more comfortable, convenient and better than it was a century before. Modern facilities for health, education, communication and transport have added a lot in bringing betterment to the life of people. Advances in technology have provided people with many ways to spend their leisure time and they also have more opportunities to utilize their physical and mental abilities to achieve a better living standard. Technology and education have got much better as compared to the past as there are more schools, colleges and universities giving basic and modern education. Subsequently, it has revolutionized all the sectors of society. For instance, in the past 100 years, research surveys indicate that millions of people died due to disease outbreaks and absence of cures and appropriate health facilities. But now the mortality rate has significantly reduced because there are hospitals available almost in every town, equipped with basic emergency requirements. Medical research and inventions have eradicated many diseases from the world. Communication has become much easier and fast as internet, mobile phones, television are available nowadays. There is no need to write long descriptive letters and wait for the response for long time. One can talk and even watch his loved ones with only a single click. They provide a better source of recreation too, thus helping to get rid of boredom. Similarly, infrastructure has been improved hence it has upgraded the standard of travelling. One can travel long distances using airplane in few hours while it was not possible some years ago. People had to travel for days to cover long distances on animals, keeping heavy luggage and food with them. Development in industrial sectors has opened new areas for work to earn a living. It has introduced a wide range of career choices so that one can opt for what he likes to do instead of sticking with the occupation of ancestors. It can be inferred from the above arguments that standard of life is far better than it was in the past. People have more facilities and choices for spending and maintaining their lives. It has all happened due to the advent of education and technology that was absent in the past.

Some Esential Points in Reading The Critique of Pure Reason :: Modern Philosophy Research Papers

Some Esential Points in Reading The Critique of Pure Reason ABSTRACT: (1) Things are not to be found in the Critique (real things also called physical objects-an epochà © 'avant la lettre' as in Husserl). The things as appearances are only Vorstellungen (representatio, B376). Confusion arrives because Kant calls these objects with the same names employed in the language of common sense for designating the things. (2) Due to the absence of these things, nothing is said concerning the relation between things and empirical objects (things as appearances, Erscheinungen). (3) Things in themselves, considered in the abstraction of sensible receptivity, are for this very abstraction, unknowable. Consequently, they cannot be considered as the origin of appearances. (4) I propose an explanation of the relation mentioned in (2). (5) What is the use of the Critique of so strange a conception as the thing in itself instead of simply mentioning real things and their representations in the subject? (6) Mind is not an adequate translation of the German gem à ¼t. I think subject is better. At this paper I shall limit myself to expose only two items as possible themes of an adequate reading of the Critique. (1a) According to the imposed extension of the paper a detailed treatment is not to be found here. These two themes are: the first one, things and things in themselves. The other one, the translation of the German word Gemà ¼t as subject and not as mind or spirit. Previous Definitions Two languages will be used: one of them it's Kant's exposition of his sistem, the transcendental idealism (TI) and the other one, designated as the common sense language (CSL), the colloquial language concerning Husserl's natural actitude. (1) In this later one, the things are the so called real things or physical objects, things we can see, touch and handle and modify them according to determinate purposes In this paper I shall refer only to this kind of things, simply calling them things. It is no necessary, I think to mention each time that Aristoteles defines these things as being in the mode of fusis and techne. (2) Heidegger also defines them as the natural things (3) When we are looking at something — a state of things — in this same action a representation appears in conscience of that we are looking at. We erroneously believe that we truly see things directly, but instead what we really do is to become conscious of the representation of the thing.

How Fairuz can increase productivity without neglecting service quality

Introduction Service quality is defined as the gap that exists between customer expectations and their perception of the service. Service productivity, on the other hand, is defined as the effectiveness with which resource inputs are transformed to produce value for customers (Barnes, 2003). In the hospitality industry, customer satisfaction is achievable through ensuring that they are provided with the best possible service quality. This will not only determine their satisfaction, but also their possibility to return or recommend the company to other potential customers. Just like quality is paramount, it is also vital to ensure that productivity is at its optimum so as to cater for all customers, especially during peak seasons (Grigoroudis & Siskos, 2009). In this regard, companies are expected to ensure that service quality does not compromise productivity, and vice versa. This report presents a proposal for Fairuz, a Lebanese restaurant that operates in London, on the approaches that can be used to increase their service quality without overlooking productivity. The restaurant serves Lebanese food, and has a seating capacity of 75 clients at any given time (Fairuz, 2014). By applying the strategies that are suggested in this proposal, the company will be able to increase customer satisfaction and reduce operation costs. Proposal There are several aspects of Fairuz that ought to be addressed in increasing service quality and the overall productivity of the restaurant. As this proposal aims to make these improvements at Fairuz, it will focus on improving the position of the restaurant in the market by making it more competitive than other restaurants of its level.Improving ProductivityThis section presents the approaches that Fairuz restaurant needs to use in order to increase its service productivity. Though there are many approaches that can be used to achieve this, this paper suggests three approaches that Fairuz can use. These include improving employee productivity, using key performance indicators to measure productivity and utilization of technology (Assaf et al., 2011).Employee productivityProductivity of employees in service companies is largely dependent on human resource practices or policies used. The collective efforts that are made by employees towards the attainment of organizational objectives vary with the effectiveness of the human resource department (Bratton & Gold, 2012). The most appropriate way in which their productivity can be increased is through applying different employee motivation strategies. These include offering reasonable remunerations, bonuses and rewards (Hartnett et al., 2011). Employees at Fairuz can also be made more productive by standardizing all processes, procedures and policies in the organization to create a sense of order. This saves time and maximizes efficiency (Medeiros et al., 2012). Even though these can be achieved at Fairuz, they may be hampered by high employee turnover because Fairuz’s budget may not allow it to compete with larger companies in terms of employee salaries. Small restaurants are always faced with the risk of losing employees to larger organizations.Measuring performance through key performance indicatorsPerformance indicators that can be used by Fairuz to measure its performance, to establish flaws and make impr ovements, vary with the different departments. In regard to staff, the restaurant has to ensure that it has a sustainable wage cost (Sainaghi et al., 2013). This can be done hiring small but sufficient number of employees to cater for the 75 guests that the restaurant targets to serve. This will reduce the wage burden in the company and also make it possible to remunerate them well. Labour or wage costs can also be minimized by ensuring that employee turnover is minimized, given that it is nearly impossible to completely eliminate it, especially in restaurants. Costs that could be used in training new staff members monthly or weekly can then be directed to more productive activities in the organization (Choi et al., 2012). Other key performance indicators that can be used by Fairuz to determine its performance include seating efficiency, stock value, costs of food and profitability (Sainaghi et al., 2013).Using Technology to increase ProductivityMost of the companies in the services sector, which include restaurants, are fast adapting to the technological changes taking place in the industry to increase productivity and efficiency in service delivery (Tzeng & Chang, 2011). Fairuz can use technology in all its departments to achieve an increase in productivity. For instance, it can acquire modern ovens or stoves for its kitchen that can be used to prepare more of food in a shorter time and on less energy. This not only makes it possible for the company to cater for many customers, but also increases its efficiency (Sloan et al., 2009). Technology can also be used to ease communication among employees within the restaurant. In this case, one of the technological equipment that Fairuz should acquire is the kitchen display system. This system provides real-time updates and information about food orders that have been made by clients and also monitors the speed of service (Katsigris & Thomas, 2008). This is quite effective and time-saving than the traditional appro ach where servers had to take orders from clients then go to inform chefs in the kitchen. This consumes more time and is prone to human error. Whilst it is expected that technology will contribute towards an increase in efficiency and productivity, Fairuz has to consider that the initial costs to be incurred in setting up these technologies and training employees on how to use them is quite high. Therefore, an analysis needs to be done to establish the most ideal technologies to implement, which will assure it of a good return on investment (Allen, 2011).Improving qualityEven as Fairuz strategizes to improve its productivity, it is also vital for it to ensure that the quality of service is not compromised. Thus, this section explains approaches that the restaurant can use to increase the quality of provided to its clients.Ensuring employee competenceRestaurants have different departments that require different skills and competencies in executing their respective responsibilities. T hey can be classified into managers, chefs, servers and miscellaneous employees (O’Fallon & Rutherford, 2011). To ensure quality, Fairuz has to ensure that it hires employees that have the required qualifications and experience needed in delivering their required duties. In addition to this regular training sessions have to be organized to improve their competencies. If employees are competent, the chances of substandard service quality are greatly reduced (O’Fallon & Rutherford, 2011). The fact that the restaurant serves Lebanese food means that the majority of clients are Lebanese. Thus, the company needs to ensure that a section of its employees are familiar with the Lebanese culture, foods and other dimensions that may affect their service perception. Being a small restaurant that mainly targets the Lebanese population, it may be challenging to hire the best talent since people with skills in this industry often target to work for larger organizations (Jang & George, 2012). Therefore, Fairuz may be limited to selecting low-income people who may not be quite competent and provide them with on-job training to improve their competence. This approach can mainly be applicable for selecting employees in positions that do not require special skills, like waiters.Utilizing quality measurement toolsIt is quite vital for organizations to ensure that they have an ideal framework that they can use to gauge their quality of service. This involves benchmarking the companyâ₠¬â„¢s current progress, identifying the problems that might exist, predicting future outcomes and using key quality indicators that are applicable in the restaurant business to establish their position in terms service quality (Barnes, 2003 ). For Fairuz restaurant, measuring service quality should be done by comparing customer expectations and their perception of service. Whereas all restaurants work to meet or exceed customer expectations, there are several factors that may limit their capabilities to attain this objective. It is thus vital for Fairuz to collect regular client feedback to enable it establish any flaws that may exist in its service delivery and make the necessary changes (Grigoroudis & Siskos, 2009). One of the most convenient ways that Fairuz can do this is through requesting waiters and receptionists to ask guests whether the meals met their expectations. The company also needs to link its website to a third-party review website like Tripadvisor, which will be vital in monitoring any customer feedback any time a review about the restaurant is made. Other approaches that can be used to do this include sending follow-up emails to clients and engaging more with clients over social media avenues. Positive feedback is an indicator of good service, while negative feedback indicates that the service offered is substandard and appropriate measures need to be taken to improve. One challenge that can be associated with this approach is that some clients’ views may be biased or in some cases, clients may provide conflicting feedback.Making comparisons with competitors in the marketPerception of services at Fairuz is relative to clients’ perceptions of services in other neigh bouring restaurants. In this regard, Fairuz will only be the preferred choice if its service quality is considered to be netter than that of its competitors (Grigoroudis & Siskos, 2009). To obtain a competitive edge over other restaurants, Fairuz has to ensure that it utilizes customer feedback so as to align its services with the customer preferences. Due to the fact that customer tastes and preferences are prone to regular change, Fairuz also needs to carry out regular customer research by collection of customer feedback to decide on what changes it should consider making (Barnes, 2003). Through tertiary monitoring websites or by visiting its competitors’ social media sites, Fairuz can be able to identify the core strengths and weaknesses of its competitors. These will be instrumental in ensuring that makes its services better than those of its competitors (Kalluri & Kodali, 2013). However, whereas it is assumed that Fairuz is only in competition with restaurants of its lev el, there could be other bigger restaurants with unmatched capabilities that may be targeting the same clients. This poses a great threat to Fairuz.Using Technology to Improve Service QualityService quality in restaurants can be improved through incorporating several technological solutions. Whereas food is a major part or determinant of customer satisfaction, the whole experience of customers in the restaurant is also dependent on several factors (Tzeng & Chang, 2011). For instance, Fairoz can ease the process of making reservations by providing an option for it on its website. In addition, free Wi-Fi can be provided in the restaurant for clients who are interested in surfing the internet when having a meal at the restaurant. Technology can also be used in the collection of customer feedback, which is vital in improving the service quality at Fairuz. The most appropriate cost-effective approach that is relevant to the present-day customer is social media sites like Facebook and Twi tter (Tuten & Solomon, 2012). Fairuz has to consider subscribing and increasing its activity on social media to monitor customer feedback. Point of Sale (POS) systems are also ideal feedback collection systems for restaurants. Though the mentioned technologies improve the service experience of customers and can also be used by the company to improve its service production, there are certain disadvantages that may arise. For instance free Wi-Fi might expose some clients to internet threats, especially those who may be unaware of how to secure their information when online (Cheema & Papatla, 2010). Conclusion Service quality and service productivity are both vital for service based companies, which include restaurants. Therefore, as companies strive to increase their productivity, it is also necessary for them to ensure that service quality is also improved, and vice versa. This proposal has provided suggestions of approaches that can be used to improve service production and service quality at Fauruz, a small scale Lebanese restaurant that is based in London. The suggestions that have been presented include effective human resource management approaches, utilization of quality and production measurement approaches, and incorporating technology in the restaurant’s operations. Though these recommendations have a high potential of increasing service quality and productivity, some of the limitations associated with them have also been provided. Whereas this proposal has provided suggestions for Fairuz, they can also be applicable to other companies in the industry. References Allen, K.R., 2011. Launching New Ventures: An Entrepreneurial Approach. Mason: Cengage Learining. Assaf, A.G., Deery, M. & Jago, L., 2011. Evaluating the performance and scale characteristics of the Australian restaurant industry. Journal of Hospitality & Tourism Research, 35(4), pp.419-36. Barnes, J.G., 2003. Establishing Meaningful Customer relationships: Why some Companies and Brands Mean More to the Customers. Managing Service Quality, 13(3), pp.178-86. Bratton, J. & Gold, J., 2012. Human Resource Management: Theory and Practice (5th edition). London: Palgrave. Cheema, A. & Papatla, P., 2010. Relative importance of online versus offline information for Internet purchases: Product category and Internet experience effects. Journal of Business Research, 63(9), pp.979-85. Choi, S., Cheong, K.K. & Feinberg, R.A., 2012. Moderating effects of supervisor support, monetary rewards, and career paths on the relationship between job burnout and turnover intentions in the context of call centers. Managing Service Quality, 22(5), pp.492-516. Fairuz, 2014. About Us. [Online] Available at: http://www.fairuz.uk.com/pages/about_us.htm [Accessed 29 April 2014]. Grigoroudis, E. & Siskos, Y., 2009. Customer Satisfaction Evaluation: Methods for Measuring and Implementing Service Quality. London: Springer. Hartnett, H.P. et al., 2011. Employers’ perceptions of the benefits of workplace accommodations: Reasons to hire, retain and promote people with disabilities. Journal of Vocational Rehabilitation, 34(1), pp.17-23. Jang, J. & George, R.T., 2012. Understanding the influence of polychronicity on job satisfaction and turnover intention: A study of non-supervisory hotel employees. International Journal of Hospitality Management, 31(2), pp.588-95. Kalluri, V. & Kodali, R., 2013. Benchmarking the Quality Function Deployment Models. Benchmarking: An International Journal, 20(6), pp.6-13. Katsigris, C. & Thomas, ?., 2008. Design and Equipment for Restaurants and Foodservice. New Jersy: John Wiley & Sons. Medeiros, C.O., Cavalli, S.B. & da Costa Proenca, R.P., 2012. Human resources administration processes in commercial restaurants and food safety: The actions of administrators. International Journal of Hospitality Management, 31(3), pp.667-74. O’Fallon, M.J. & Rutherford, ?.G., 2011. Hotel Management and Operations. New Jersey: John Wiley & Sons. Sainaghi, R., Phillips, P. & Corti, V., 2013. Measuring hotel performance: Using a balanced scorecard perspectives’ approach. International Journal of Hospitality Management, 34, pp.150-59. Sloan, P., Legrand, ?. & Chen, ?.S., 2009. Sustainability in the Hospitality Industry. New Jersey: Routledge. Tuten, T.L. & Solomon, M.R., 2012. Social Media Marketing. New York: Prentice Hall. Tzeng, G.H. & Chang, H.F., 2011. Applying importance-performance analysis as a service quality measure in food service industry. Journal of technology management & innovation, 6(3), pp.106-15.

Culture in a Global Economy

Culture in a global economy is a critical factor in international business. While many business transactions make economic sense, the ability to successfully fulfill profitable relationships often depends on being able to reconcile international differences arising from separate cultures. Understanding cultural differences is an initial step, but managers also need to engage in learning processes to develop international cultural competence. Cross-cultural training enables managers to acquire both knowledge and skills to fulfill the role of cultural agents. Advancing cultural intelligence and international cultural competence is critical to the future success of managers and leaders working in a global context. Culture, as defined in Kroeber and Kluckhohn's classic, Culture: A Critical Review of Concepts and Definitions, is the â€Å"patterned ways of thinking, feeling, and reacting, acquired and transmitted mainly by symbols, constituting the distinctive achievements of human groups, including their embodiments in artifacts; the essential core of culture consists of traditional (i. e. , historically derived and selected) ideas and especially their attached values† (1952). In international management research, Hofstede defined culture as â€Å"†¦the collective programming of the mind which distinguishes the members of one group or category of people from those of another† (1991). Many other definitions of culture are available. Common elements in the definitions are the shared and dynamic nature revolving around norms, values, and beliefs that are expressed in different behaviors, artifacts, and interactions. Within the context of international business, culture involves multiple levels that span from broad to narrow and different dimensions. On a broad level, supranational culture differences span multiple countries and include regional, ethnic, religious, and linguistic dimensions. On a national level, governments create sovereign boundaries to distinguish different nations with political and legal regulatory systems. In the business literature, most research on culture uses the nation-state as a proxy for culture. Other levels of analysis for culture include subcultures, as well as professional and organizational groups. In addition to various levels, culture also involves different dimensions. Four major classifications schemes provide frame-works for identifying international differences in culture. First, anthropologist Edward T. Hall (b. 1914) classified cultural differences along five different dimensions: time, space, things, friendships, and agreements. Second, Kluckhohn and Strodtbeck developed a cultural orientations framework that identified six issues, with variations in each one: relation to nature, relationships among people, mode of human activity, belief about basic human nature, orientation to time, and use of space. Third, Hofstede's framework is one of the most prominent one in international management. He identified four major dimensions of cultural values—individualism-collectivism, power distance, uncertainty avoidance, and masculinity-femininity—along with a fifth dimension subsequently identified as Confucian Dynamism, or long-term orientation. Finally, Trompenaars and Hampden-Turner extended Hofstede's classification with seven dimensions that include universalism versus particularism, collectivism versus individualism, affective versus neutral relationships, specificity versus diffuseness, achievement versus ascription, orientation toward time, and internal versus external control. The four different classifications provide different and overlapping approaches to organize the many complex dimensions that make up culture. A major premise underlying the need for organizing different cultural dimensions is a means to avoid costly mistakes in conducting international business. The different classifications provide a map to make sense of the complex nature of culture. Important caveats to keep in mind are that each classification is not exhaustive and each one originates from a particular cultural perspective. Managers have to engage in learning processes with cross-cultural training to develop both cultural intelligence and international cultural competence. Cross-cultural training for international assignments encompasses a broad range of methods that may include area briefings, readings, lecture/discussions, language lessons, films, self-assessment exercises, role plays, field trips, sensitivity training, and cross-cultural simulations. Cross-cultural training also needs to be coordinated in multiple phases to maximize the learning effectiveness for individual managers and organizational performance. The three phases are predeparture orientation, in-country socialization, and country exit debriefing. The exit debriefing is important for organizational learning, and a knowledge management system can support the capture of the cultural lessons that are learned. Kim and Ofori-Dankwa described four major delivery methods for cross-cultural training: the intellectual model, the area simulation model, the self-awareness model, and the cultural awareness model. The intellectual model involves the traditional classroom approach of general readings and lecture. The area simulation model incorporates culture-specific activities (e. . , working in Japan or Mexico) with games and exercises. The self-awareness training method focuses on having participants identify their strengths and weaknesses in dealing with different cultures, especially taken-for-granted assumptions about intercultural situations. The cultural awareness model focuses on the theoretical foundation for behavioral differenc es across cultures. The key to effective cross-cultural training is the integration of multiple methods that allow a participant to move from simple to complex levels of learning with increasing levels of training rigor. The purpose of using multiple methods in cross-cultural training is to advance the learning process through the learning stages to develop cultural intelligence and international cultural competence. Cultural intelligence integrates the three interrelated elements of knowledge, mindfulness, and behavioral skills. International cultural competence goes a step further with a more complex skill set that integrates cognitive, affective, and behavioral learning to effectively engage in successful cross-cultural relationships. International cultural competence is very similar to intercultural communication competence, which integrates three components: culture-specific understanding of the other, culture-general understanding, and positive regard of the other. Increasing one's ability to work effectively across cultures also provides positive support to address a range of adjustment issues for expatriates who often face culture shock in the acculturation process. Overall, the most important key of cultural intelligence and intercultural competence is the integration of multiple spheres of cross-cultural learning to effectively engage in international business situations. Effectiveness in reconciling cross-cultural differences often leads to creativity, innovation, and synergy for productive workplace performances. Although cross-cultural training supports global managers' ability to be effective, the learning process often moves through different stages of development. The different development stages of cultural intelligence are: (1) reactivity to external stimuli, (2) recognition of other cultural norms and motivation to learn more about them, (3) accommodation of other cultural norms and rules, (4) assimilation of diverse cultural norms into alternative behaviors, and (5) proactiveness in cultural behavior based on recognition of change cues that others do not perceive. Global managers with high levels of cultural intelligence and competence play important strategic roles as cultural agents (c-agents), helping their organizations to span international boundaries. C-agents require both the ability to navigate different cultures and the legitimacy from different cultural perspectives, including organizational and within the local community. Organizations have increasing needs for global managers to fill the role of c-agents because demands of globalization increasingly depend on successful relationships with strategic alliance partners, international vendors, and global customers. Within the global arena, national borders often form the defining entity for a culture. However, analysis of cultural differences needs to account for a range of diversity within a national culture. On a continuum of cultural diversity that ranges from homogenous to heterogeneous, Japan, Norway, and Poland are relatively more homogeneous when compared to India, Papua New Guinea, Australia, Britain, and Canada. The more heterogeneous societies encompass more distinctions between subcultures within the national borders. However, it is important to account for the fact that â€Å"almost no country is entirely homogeneous. The world's nearly 200 countries contain some 5000 ethnic groups. Two-thirds have at least one substantial minority—an ethnic or religious group that makes up at least 10 percent of the population. † In many ways, how a society addresses issues of multiculturalism creates an orientation that enables its citizens to live and work together in a global community. Cultural norms shaped by national government policies will need to avoid and dismantle policies for separation (keeping different cultural identities but not integrated) or assimilation (forced rejection of traditional cultural identity to integrate into dominant identity) in order to adopt new approaches of multiculturalism. Important principles for multicultural policies center on promoting tolerance and cultural understanding to respect diversity, recognize multiple identities, and build common bonds of membership to the local community. In the future globalization will continue to increase the flow and interactions of people across cultures, which surfaces even more international differences. Understanding the different dimensions of culture provides an initial knowledge base to develop cultural intelligence and competence for effective international business relationships. However, global managers require cross-cultural training to advance their learning and growth in cultural intelligence and competence as they take on international assignments. More importantly, organizations will have an increasing need for global managers to become c-agents to develop effective international relationships. In addition, government leaders have opportunities to shape their national culture and support international competitiveness with new multiculturalism policies that promote both the inclusion of multiple cultural identities and the development of local communities in an era of globalization.

pangaea essays

pangaea essays Since its early beginnings some 4.6 billion years ago, the earth has been constantly changing its face. Oceans have become deserts and what was once mountainous terrain has found itself submerged in salt water oceans. Underwater volcanoes create new surfaces daily which one day may host a new species of life. It is this metamorphic nature of the earth that interests geologists and paleontologists the world over. What was the appearance of the primitive earth? What changes must have taken place that resulted in the earth we know today? These are some of the questions that scientists have been addressing for years. There has been much speculation about the structural origins of the earth. The most thought-provoking being the idea that at one stage in the earths history all the continents were joined together to form a single mass of land. Francis Bacon first hypothesized the idea in the 1620s, focusing on the parallel shores of South America and Africa. But it wasnt until 1910 when Alfred Wegener scientifically considered the matter of a supercontinent which he called Pangea (Stokes, 1973). Since this time, scientists have argued for and against Wegeners explanation of Pangea. Today skeptics still argue the idea even in the face of overwhelming scientific data. Fossil, geologic and paleomagnetic data clearly validate Wegeners hypothesis- proving the existence of the super continent. Wegener first envisioned that the landmass of Pangea split apart and assumed the current continental positions. The driving force behind this magnificent change was what Wegener called continental drift. As geological evidence to support the idea of continental drift he used the good fit of South America and Africa (Stokes, 1973), which suggests that the two continents used to be joined or were in close proximity to one another. Opponents to continental drift believed that there was no m...

Woodro Wilson a Good President essays

Woodro Wilson a Good President essays During Woodrow Wilson's two terms in office he showed to be a great democratic leader in many areas. He managed to accomplish a lot. Wilson always looked for changes and improvements. As president he was never afraid to show a bit of a radical side when it came to making changes. He was constantly pushing for world peace and the avoidance of World War I. Even though he was unsuccessful in avoiding the war he showed to be a great leader during it. He never gave up on anything he was trying to do. When he first became president he pushed for equality of opportunity for all men, no matter if they were rich or poor. He presented many new proposals to congress and often he presented these new proposals in person. Wilson also created new agencies such as the Federal Reserve Board and the Federal Trade Commission. He was also responsible for the ratification of the 18th Amendment. In 1920 during his second term, he passed the 19th Amendment which allowed women to vote. During this time he was also pressured by the southerners to allow segregation in Washington D.C. He said that this would be in the best interests of the blacks. Woodrow Wilson did how ever show weaknesses during his presidency. During World War I he often took his time in making decisions. He wanted to make sure that there wasn't any other way to avoid the war. This was good that he was looking out after the interest of the country, but it could also have made the war worse. Wilson did show a strong side in one area, world peace. All through his first term he aimed to prevent World War I. This was the war that was known as "the ware that would end all wars". He kept the U.S. neutral and often visited other countries trying to get them to agree on peace. Keeping the U.S. out of war was a great accomplishment and helped him win the 1916 election. But during his second term he found that he could not avoid the war any longer. The German's had said ...