The Role of Critical Thinking in Business Essay Example

The Role of Critical Thinking in Business Essay The board could have utilized basic reasoning and change the work force to fill in the situation for the missing faculty to cover down on the occasions. The board disregarded the prerequisite for the occasions and told his partner that they should cover down on the occasion, despite the fact that he missed the mark in examining the up-coming circumstance that required in any event four work force. In spite of the fact that his activities indicated that, he couldn't have cared less and accused another person for the brevity of staff. In the event that administration had utilized thinking and basic reasoning, he could have secured down on the educational cost to evade the circumstance saw of his capacity to oversee work force. The utilization of basic reasoning and breaking down the circumstance will give the individual better outcomes to the result of any difficult that emerge. Definition Free will is the ability to settle on decisions openly with no imperatives or impulses. Unrestrained choice is a willful choice and an autonomous decision. It is the ability to react in manners that restrict even the most grounded impacts (Ruggeri, 2012). Individuals have through and through freedom. This is the motivation behind why people groups choices are capricious. Through and through freedom enables an individual to frame musings. Regardless of the weight or power set on an individual, the individual will follow up on their own choice when deciding. Truth is the truth of the issue, as recognized from what individuals wish in this way, accepts to be child, or attest to be so (Ruggeri, 2012). Truth is a reality. It doesn't change, just our insight change. Framing contemplations dependent on truth disposes of any uncertainty and spots the proof regarding the matter. Information is the thing that comprehended and known to be valid. We will compose a custom article test on The Role of Critical Thinking in Business explicitly for you for just $16.38 $13.9/page Request now We will compose a custom paper test on The Role of Critical Thinking in Business explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer We will compose a custom paper test on The Role of Critical Thinking in Business explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer Considerations shaped through information got through understanding, perception, and report from others. Conclusions are %intensely close to home (Ruggeri, 2012). It is an individual method to communicate ones judgment Thoughts framed through assessments are for the most part close to home view of how they decipher or accept the thought is (Ruggeri, 2012). Deterrents The three obstacles to the basic think process are the mine-is-better center protection from change, and congruity. Mine-is-better propensity is the propensity that ruins thoroughly considering leaning toward own thoughts for no different reasons that the are yours. The idea of taking care of circumstances that emerge will feature this label f attitude. This idea or thought hinders the point of view of the gathering from exceeding expectations. The board ordinarily takes the path of least resistance, however trusts that the circumstance will flop before he puts the ideal individual or change his mentality for the best outcomes. Obstruction Resistance to change is the propensity to dismiss new thoughts and new way: of seeing or managing without looking at them reasonably. The ordinary motivation behind why w dismiss change in my profession is the more established ways worked and delivered go results. A genuine model is utilizing PCs to record and track data UT we make an effort not to comprehend the procedure of how Microsoft applications Word to produce quicker outcomes. The refusal of progress hinders development and progress of innovation adjusting to society headways. The most ideal approach to defeat opposition is kick back and dissect the circumstance by utilizing the dynamic procedure to accomplish the best result. Similarity Conformity is thinking the path others from the gathering accept to abstain from being unique. This procedure devastates a people thought for an individual attempting to develop. You regularly will see circumstance like this when it includes a prevalent ND the dread of looking slow-witted around your pioneers and friends. The best balance this circumstance is available realities or proof that help: your remarks. Publicizing Messages Red bull drink commercials, both on radio and in TV, include selling something other than the beverage, however wings that empower an individual to fly. It takes advantage of TFH human mind and attempts to sell the beverage connecting it to a more powerful, manliness and vitality. Red bull notice normally attempts to speak to HTH different faculties.

Xander Harris The Guy Who Fixes the Windows Essays - Buffy Summers

Xander Harris: The Guy Who Fixes the Windows Xander Harris: The Guy Who Fixes the Windows At its heart, Buffy the Vampire Slayer is an anecdote about strengthening. It is a network show that flips around blood and gore film tropes and changes the cliché frightened, blonde team promoter into somebody to be dreaded. Joss Whedon has been cited as saying: The main thing I at any point thought of when I thought of Buffy, the film, was the little, blonde young lady who goes into a dim rear entryway and gets murdered, in each blood and gore flick. The possibility of Buffy was to sabotage that thought, that picture, and make somebody who was where she had consistently been a casualty (Whedon, Welcome to the Hellmouth, DVD Commentary). Whedon achieved that objective, and for seven seasons gave young ladies somebody they could gaze upward to and be propelled by. Despite the fact that not in Joss Whedons unique statement of purpose, he likewise gave youngsters a character to turn upward to and relate with in Alexander Lavelle Harris. Shockingly, in a show whose attention is for the most part on the solid female characters, Xander stands apart to remind men that being normal or ordinary doesn't mean they can't have any kind of effect. The prediction of the Slayer states: Into each age, there is a picked one. One young lady in all the world. Only she will use the quality and aptitude to remain against the vampires, the devils, and the powers of haziness; To stop the spread of their abhorrence and the swell of their numbers. She is the Slayer. Unlike all slayers who preceded her, Buffy breaks this prediction from multiple points of view. In particular: only she will employ the quality and ability. The facts confirm that Buffy Summers is the main young lady who has the quality of the slayer [until Kendra, Faith and possibilities show up], however as demonstrated by her companions, slayer power isn't the main quality required to remain against the powers of haziness. Willow, however not a slayer, ends up being as ground-breaking, if not more than Buffy, with her W iccan enchantment; and Xander, having no otherworldly powers or preparing at all, depends on the quality of his heart, and the confidence and trust of his companions. In spite of this reality, he adequately adds to the group and has spared his very fueled associates on numerous events. By analyzing Xanders job in the arrangement and taking a gander at ways he utilizes his everyman qualities, obviously Buffy the Vampire Slayer is really a show about strengthening, for ladies as well as for men too. From the principal second the crowd meets Xander, he is promptly observed as a character that is effectively relatable to numerous youngsters. He is ungainly and is effortlessly occupied by wonderful ladies, as indicated when he chances upon Buffy in the principal scene: Can I have you? ... uhh, Can I help you? (Welcome to the Hell Mouth, 1.1). This Freudian slip will be the first of numerous as Xanders subliminal wants neutralize him. The ponderousness proceeds as Xander and Buffy go separate ways: Xander: Well, uh, perhaps I'll see you around. Perhaps at school... since we...both... go there. Buffy: Great! It was ideal to meet you. [leaves] Xander: We both go to class. Extremely smooth. Exceptionally not despicable. (1.1) His initial ponderousness when he meets Buffy is an encounter every single male youngster have experienced sooner or later. Xander has not had a simple life, however Joss doesn't concentrate on it, just uncovering a couple of little subtleties one after another al l through the arrangement. The manner by which Joss shrouds a significant number of the subtleties of Xanders home life and childhood is suggestive of how a high school kid would conceal parts of his life of which he is humiliated. Like a customary person, Xander after some time turns out to be increasingly alright with Buffy, and in the long run Anya, opening up more and letting a couple of a greater amount of his privileged insights out. Xander has a definite backstory with which numerous men around his age can distinguish. Xander's dad was a discouraged heavy drinker while his mom was a battered chaos; the two guardians were careless and even harsh towards Xander, leaving him with different uncertainties. Xander dated his closest companion Willow

6 Management Styles and When Best to Use Them

6 Management Styles and When Best to Use Them Over the years, the word “management” has taken on various meanings, making it the broad area it has become today. One need only look up the definition of the word to realize how broad it is and its application.The Business Dictionary defines management as the “organization and coordination of the activities of a business in order to achieve defined objectives”.It includes the functions of planning, organizing, staffing, directing and controlling, in view of accomplishing a target, objective or goal. In carrying out these functions, it taps into the available resources of the organization, such as human resources, financial resources, technological resources, and even natural resources, if any. © Shutterstock | PandaVectorIn this article, we will 1) compare management with leadership and 2) the six most common management styles, so you know whats your current management style and what you need to change when switching to another style.MANAGEMENT VS. LEADERSHIPOften, management is used interchangeably with “leadership”, although there have been several differentiations made between managers and leaders.Management and leadership are two different things, but they should always go together. One way to make the distinction is to know what makes a leader different from a manager. Basically, a manager manages tasks, while a leader leads people. Leaders have people following their lead, while managers have people working for them.In leadership, one tries to get the people in a group or an organization to understand an overall vision, and inspire them to join forces and work together towards the accomplishment of the vision so as to meet the defined targets and goals. Manageme nt, on the other hand, refers to administering tasks and ensuring that day-to-day occurrences are going according to plan.Author Warren Bennis listed several more differences between a manager and a leader in his book “On Becoming a Leader”.A manager focuses on systems and structures, while a leader focuses on people.A manager administers, while a leader innovates.A manager relies on control, while a leader inspires trust.A manager administers, while a leader innovates.A manager generally looks at things in the short term, while a leader thinks long term.Of course, there are many cases â€" lots of them, actually â€" where the manager also takes on the role of a leader, and vice versa. Hence, the confusion between the two roles.MANAGEMENT STYLESNot all managers are the same. Some are good, some are found to be lacking. Some are well-liked, while others have a hard time getting the favor of the people above them, and the members of their team.Consulting firm Hay/McBer identified t hese six management styles:DirectiveAuthoritativeAffiliativeParticipativePacesettingCoachingIn the succeeding discussion, we will learn more about these management styles, and when they will be the best styles to use.Style #1  Directive Management StyleOther terms for this management style are Coercive and Autocratic. This is characterized by a top-down decision-making process, where the decision is made from the top, and all the others below are expected to fall in line and follow.Often, this management style is not recommended, although there are times when using this style may be needed. Thus, this style should be used with extreme caution, and only when absolutely necessary, or as a last resort.ObjectiveThe primary objective of this management style, which is no different to the concept of micromanagement, is to obtain immediate compliance of employees or subordinates.The Directive ManagerThe manager takes on the “do as I say” approach. It’s “my way or the highway” for this type of manager. He directs, or even dictates, what is to be done, and the employees are expected to follow along, with no questions.The manager keeps a close eye on the employees and their every move. Control is very important for this type of manager, which is why she has to know what each employee is doing at all times. This is where the definition of micromanagement applies. In essence, micromanagement is a style where the manager closely observes and controls every little detail in the work and actions of subordinates.The manager motivates by delivering threats. He gives ultimatums to employees. “Do it this way, or else…” Basically, the manager will tend to order the members of the team around.The manager places a high value on discipline, giving punishments to those who are not able to meet the standards that she has set previously.Often, the manager demands immediate compliance from the employees without asking questions.Advantages of Directive StyleThe manager is in full control of the direction that the work is taking. As such, conflicts and differences in opinion are avoided, since it is the manager that solely decides what to do, and how to go about performing the tasks.There is more focus and order in how things are doneThe manager is always kept in the loop, fully aware of the progress of the project and fully apprised of the status of the work of employees.Disadvantages of Directive StyleThis management style promotes very little learning, and even none at all. Remember that the employees are merely told what to do, and how to do it. This means that they are not given any room to exercise their judgment and, in the process, learn. It also gives very little room for mistakes, since all actions are dictated by the manager, and as a result employees are also deprived of the benefit of learning from mistakes.The possibility of employee morale being high is very low. Employees will easily feel stifled by the amount of control they are subj ected to, and frustrations are bound to boil to the surface. As a result, employee dissatisfaction is likely to be very high.Employee enthusiasm has a tendency to sink very low and they will lose initiative to perform their assigned tasks. This will ultimately result to low productivity and poor performance.Managers may find this to be exhausting, since they have to be everywhere at all times, keeping an eye on everyone.When is it best to use the Directive style?The directive style becomes an effective management style when the business or company is suddenly faced with a crisis. For example, if a company is suddenly faced with the threat of a hostile takeover, managers will simply come up with split-second decisions and tell the employees what to do in order to deal with the threat.Use the coercive style in cases of emergencies. Say there is a plan, and unforeseen circumstances demand that they deviate from what was laid out on the plan. Further risk assessment shows that these dev iations could have negative consequences if things go wrong. This is a time when a manager can take on a directive style of leadership.When should the Directive style be avoided?Managers should avoid being closely controlling the team members under the following circumstances:If the employees are still new or underdeveloped. As mentioned earlier, this style does not allow employees to learn, which means their professional and personal growth may be hindered. The automatic conclusion that most people would arrive at would be underdeveloped employees are the best fit for the directive style. After all, they are new, they do not know much, so they should be able to follow orders well, right? From the point of view of the manager, that may be an advantage, but in the greater scheme of things, when we are talking about the growth of the employees, and consequently of the company, it would actually be counterproductive.If the employees are already highly skilled and qualified. These are t he types of employees who become easily resentful when they are being micromanaged. They tend to feel easily suffocated by too much control, and the idea that their actions are dictated by someone else goes against their concept of self-worth and self-belief. Style #2  Authoritative Management StyleThis style, also known as the Visionary style of management, is often touted as the most effective out of all the six management styles, although it is not without its disadvantages.ObjectiveThe authoritative style has one goal: providing a long-term vision and direction for employees and subordinates.The Authoritative ManagerThe manager sets the vision of the company, makes it clear to the employees, and provides clear direction towards achieving that vision. The leader sets the vision, and takes a step back, allowing the employees to get to work. From time to time, she steps in to share some input and reiterate the vision, if and when necessary. She does not tell them how to do things. The manager takes on a firm but fair stance when dealing with employees and subordinates.The manager motivates subordinates by using persuasion and providing feedback on their performance on the job.The manager should have a high level of credibility in order to command the respect and cooperation of employees in following him and his vision.Advantages of Authoritative StyleThis leadership style gives employees a sense of freedom. They are free to perform in a way that is most comfortable to them, as long as they make sure that the vision is achieved. This allows them to strategize and even innovate.Since feedback is provided, the employees are aware at all times of their performance and the progress of work, hence the manager does not have to be with the employees every step of the way.Ensures focus and a clear direction, since standards must be adhered to, and the vision is there as a constant reminder of what they are working towards.Lifts employees’ pride and self-esteem, espe cially when they turn in good performance and get praises or recognitions for it.Disadvantages of Authoritative StyleSome employees may become complacent, going about their own way, even outside the bounds of what is legal and proper, as long as they arrive at the same result.This may give the impression of a manager that does not care about how the employees are working, since it is far from being hands on.When is it best to use the Authoritative Style?A business or company that does not have a clear direction has a need for a manager with an authoritative style, since he will be the one to set that vision and steer the business towards it.Authoritative management style works best in cases where we have a manager who has a lot of credibility and commands great respect from employees. After all, employees will only agree to the direction given by a manager who is credible and trustworthy.When should the Authoritative Style be avoided?This style will not be effective when the employe es are undertrained or underdeveloped. This means that they will need more guidance than usual. This will be a problem when they are dealing with time-bound undertakings, because the manager cannot waste time assisting and guiding the underdeveloped employees every step of the way.Do not use this style when the manager does not have enough credibility. A leader that lacks credibility will not be able to convince subordinates and employees to follow the organization’s vision, which means that it will be difficult to attain the set goals and objectives.Style #3  Affiliative Management StyleThis is the “people-come-first” style, meaning that people are seen as more important than their functions.ObjectiveThis management style is aimed at creating a harmonious relationship in the workplace, particularly between the manager and the employees, and also among the employees.The Affiliative ManagerThis type of manager puts the people first, and the task that needs to be accomplished se cond.The manager focuses on avoiding conflicts and works at encouraging a good personal and professional relationship among employees.The manager motivates by seeing to it that everyone is happy and satisfied.Advantages of Affiliative StyleEmployees will be happy, and their relationships strong, since that is the focus of the manager.This management style shows enough flexibility, allowing it to be used alongside other management styles.Since the emphasis of this management style is not on performance, the employees and the manager are not subjected to a lot of pressure.This style emphasizes conflict management, which ensures that conflicts are kept at a minimum, promoting harmony in the workplace.Employees’ self-worth and self-esteem will be high, with the knowledge that their manager values them personally and professionally.Disadvantages of Affiliative StyleThere is a great likelihood that performance of employees would be mediocre, at best. This is due to the fact that perform ance is not the primary focus. There is a risk that, as employees work on getting to know each other and growing closer, they may end up not accomplishing anything.Employees may have the tendency to be complacent about their performance and output, since these are not top in the management’s list of priorities.This management style requires more time, since the manager may have to spend some time with the employees in order to bond with them, and to create a bond among them.Employees who are performance-focused and task-oriented may feel dispirited, thinking they are wasting time focusing on things other than the job at hand.This also puts the manager at risk, when top management puts performance and results as priority in evaluating them.When is it best to use the Affiliative Style?A company that does not have the spirit of teamwork in place will definitely get a boost from an affiliative management style. In the same vein, a company that suffers from divisions and dissensions ma y have its problems fixed by a manager that exercises an affiliative management style.The affiliative style works best when used with other management styles, since it may be used as a balance against the coercive style or the authoritative style.If the tasks performed by employees are routine and do not require top-notch performance, an affiliative approach is preferable.When should the Affiliative Style be avoided?Avoid using this management style in organizations or businesses that are output-driven, where the future of the company solely depends on the performance of the employees. Otherwise, the business cannot grow as expected or hoped for.This management style will not work during times of crisis, where quick decisions must be made and immediate directions given to subordinates.Style #4  Participative Management StyleThis is also known as the Democratic style of management.ObjectiveMore than just promoting harmony among employees, the participative management style aims at es tablishing consensus and building commitment among employees.The Participative ManagerThe participative manager is inclined to have a willingness to listen to everyone, recognizing that everyone has ideas that should be considered in the company’s decisions. They ask the employees what they would like to do, and opens the floor for voting.The manager encourages employee participation in decision-making and other important aspects of management.This manager motivates by recognizing team effort and rewarding the employees â€" and the team â€" for it.Advantages of Participative StyleGenerally, it is difficult to build and maintain trust in relationships but, thanks to democratic style of management, this is possible.This style encourages cooperation among employees, so they are willing to work together. They will be better coordinated when it comes to their tasks.Employees will feel more important and morale will be high, especially when they are consulted or asked for their opinions , and made to take part in the decision-making processes.On the part of the manager, this takes a big burden from her shoulders, since she does not have to make the tough decisions by herself.Disadvantages of Participative StyleProgress is often slow, since the opinion or input of the employees is going to be asked at every turn.This will demand a lot from the manager, since close supervision will be required. The manager has to keep his pulse on everything â€" the employees, the tasks at hand, the vision of the organization, and its goals and objectives.When is it best to use the Participative Style?Use the participative management style in an environment that requires brainstorming or input of ideas to arrive at solutions to problems. This definitely comes in handy when managers are at a loss on how to go about a project, or how to solve a problem, since they can seek employee input.If the working environment is steady and not subject to upheavals or uncertainties, participative m anagement will be appropriate.This management style applies best if the employees or subordinates are experienced, qualified, and have credibility to carry out their tasks.When should the Participative Style be avoided?This management style will not work if the employees do not have enough training and experience, or if they are not competent enough in doing their jobs. These employees are likely to require a lot of close supervision, which will take a lot of time from the manager’s schedule.During times of business crisis, this style will not be applicable. Participative management style often entails conducting a lot of meetings among the managers and the employees to obtain their input, and these meetings will take time. Situations where decisions must be made quickly are not open for the participative style.Style #5  Pacesetting Management StyleAnother management style that can also be applied in different working environments is the Pacesetting style.ObjectiveOrganizations ha ve goals and objectives that they are working to achieve. With the pacesetting management style, the manager aims to accomplish these tasks to a high standard of excellence.The Pacesetting ManagerAs the term implies, the manager sets the pace in this management style. Often, it is at a fast and cracking pace.The manager often prefers to personally do many things himself, as a way to set an example for subordinates and employees to follow.The manager expects the employees to be able to pick up where they left off. He believes that, by showing how it’s done, self-direction will be possible.The manager motivates by setting high standards of excellence. If employees are not able to meet these standards, they assign the task to someone else.Advantages of Pacesetting StyleThis style gives employees more freedom to put their skills and competence to good use. It is also a good way for employees to hone their skills.Employees perform their tasks with high energy and engagement. They tend to be highly motivated in performing their assigned tasks because there is a target to beat.Employees will feel more inclined to face up to the challenge, for fear that their task may be transferred to others if they are unable to perform as expected.Disadvantages of Pacesetting StyleOften, the managers set impossibly high standards that some employees may give up before they have even started.If the employees do not possess the skills, competence and expertise required, they may be put under too much pressure to meet the high standards of excellence in the organization.This can be exhausting for some employees, especially if the pace is so fast and high-speed, they have trouble keeping up. The manager basically expects employees to be on the same wavelength, and operate with the same level of energy, which can put a lot of strain on the employees. The manager, too, may feel exhausted, having to set the pace and make sure that employees maintain it.Employees may feel like they are w orking for slavedrivers which, in a sense, the pacesetting manager is. The manager may even reach a point where she will obsess over the smallest of details and be too focused on the work, without caring for the personal welfare and well-being of the employees.When is it best to use the Pacesetting Style?Use the pacesetting style when the employees are experts who can easily follow the lead and keep up with the pace (and expectations) of the manager.The pacesetting style is most effective when the employees are highly motivated and have the competence to accomplish tasks according to the high standards of excellence set by management.If the manager is an expert in the specific area or field, she will have a lot of credibility, and the pacesetting style will definitely apply in this case because employees will generally want to become like her.This will work in organizations where the work force needs very little direction and coordination. The manager need only show the ropes, and t he employees will do the rest.When should the Pacesetting Style be avoided?Pacesetting style is not going to work if the nature of the work requires development and coaching.If the workload is too heavy as to require assistance from others, pacesetting might not work well, since it will call for a lot of coordination between managers and employees, and among employees.Style #6  Coaching Management StyleAs the term implies, this style involves a lot of coaching and mentoring.ObjectiveThe coaching style aims to contribute to the long-term professional development of employees.The Coaching ManagerThis type of manager is often known as the “developmental” manager, since her focus is on the professional development of the subordinates.The manager has great willingness to help employees and encourage them to further develop their strengths and improve on their weaknesses, and increase their performance levels.The manager motivates by providing employees and subordinates with opportuni ties for professional growth and development. For example, when an employee demonstrates great aptitude or ability for the task, he will encourage that employee to demonstrate to the others and teach them.The manager is expected to be an expert and highly experienced, in order to be credible in performing coaching. She should also have good interpersonal skills to be able to relate well with subordinates and encourage them to improve.Advantages of Coaching StyleThis is a great way to develop a strong bond, or a relationship of respect and cooperation between the manager and the subordinates. Subordinates will tend to look at managers as coaches or teachers, and respect them as such.The learning experience that comes with this management style further encourages a thirst for learning and development among employees. They will then actively seek personal and professional development while improving on their performance to the benefit of the company.Employees have a greater tendency to feel proud of their achievements, knowing that they learned it and will grow from it.Disadvantages of Coaching StyleThis creates a high demand for highly skilled and expert managers. Only a manager with a high level of expertise will have enough credibility to perform coaching.This may promote unhealthy competition among the employees, given that they are presented with opportunities for professional development.When is it best to use the Coaching Style?This management style is ideal in settings where the employees are in need of instruction and training.Apply this management style when the employees are motivated and are keen on developing and improving their skills and competence levels.When should the Coaching Style be avoided?Do not apply this management style if the manager himself lacks experience and expertise, specifically in the tasks to be performed.Avoid the coaching management style when the business is facing a crisis. There is no time to coach and train subordinates a nd employees when there is a problem that needs a quick resolution. During such times, all efforts should be towards solving the crisis.THE BEST MANAGEMENT STYLENow we come to the all-important question: which is the best management style?Sorry to disappoint, but there is no right or wrong management style. The best management style will depend on several factors, such as the nature of the business, the work involved, the personalities and capabilities of the persons involved, their levels of experience and values, and even various circumstances prevailing at that certain period of time.The best leaders and managers often use more than two or three of these management styles at any one time. There is no limit to how many styles can be employed by one manager, as long as they do it right.

Rhetoric Of Malcolm X - 865 Words

In section 373 through 376 of The Autobiography of Malcolm X: As Told to Alex Haley, Malcolm X describes his recent return from his pilgrimage to the Holy City, Mecca. Throughout this passage, Malcolm X discusses claims made against him by the white press over violence and revolution during the long, hot summer of 1964. X is blamed for causing many of the riots and uprisings that occur during this summer because of his outspoken nature and views on the principle of â€Å"justice at all costs.† Malcolm X refutes these false claims from the media through the use of repetition, quotations marks, allusions, and rhetorical questions to present a more rational argument regarding his beliefs and perspective. In the beginning of the section,†¦show more content†¦Malcolm X responds to this claim and shifts the narrative to explain his views, by stating â€Å"I am for violence if non-violence means we continue postponing a solution... If it must take violence to get a black man his human rights in this country, I’m for violence.† Malcolm X states that he isn’t promoting senseless acts of violence. He only advocates for violence if it is absolutely necessary. By suggesting that the media’s claims about him are false, the audience can infer that X’s views on violence are actually more reasonable. Another strategy Malcolm X uses to shut down claims about his violent nature is through allusions. He notes that he has been called a â€Å"revolutionist† by many people in America. He responds by alluding to the Egyptian Revolution and the Algerian Revolution. Both occur within the same decade as the American Civil Rights Movement. This appeals to Malcolm X’s audience because when the book was published in 1965, individuals could compare America’s movement to â€Å"real† revolutions occurring at the time, and see this is not what Malcolm X is calling for. A â€Å"real† revolution calls for the overthrowing of a government or system. The author instead establishes that â€Å"the Negroes so called ‘revolt’ is merely an asking to be accepted into the existing system.† Malcolm X indicates black America isn’t asking for anything abnormal. They aren’t tryingShow MoreRelatedMalcolm X And Martin Luther King Essay1 131 Words   |  5 PagesWhen it comes to the American Civil Rights Movement, Martin Luther King Jr. has often been portrayed prominence. Though this is true, the Civil Rights Movement involved other activists like Malcolm X, Rosa Parks, Andrew Goodman, etc. Who all contributed to its success. Racism has always been a problem right from the United States’ creation. It involved discrimination and segregation of non-white races, and refusal to recognize and protect non-white citizenship rights enumerated in the constitutionRead MoreMalcolm X : An Influential Leader Of The Civil Rights Era1556 Words   |  7 PagesMalcolm X was one of the most influential leaders of the civil rights era, along with Martin Luther King Jr. I have chosen this speech because I think it shows prime examples of rhetoric. This speech was very important to the people of the civil rights movement as it motivated and empowered them not to back down and to fight back with force. He was adamant in his resistance to white oppression and very militant in his actions. He both invigorated and separated the African Americans throughRead MoreMalcolm X Assassination Essay808 Words   |  4 Pages Mr.Cheney 9th Grade Literature December 7th 2017 The Unjust Assassination of Malcolm X At the young age of 39, Malcolm X was assassinated by Thomas Hagan in cold blood. 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The Characteristics of List of Toefl Essay Topics

The Characteristics of List of Toefl Essay Topics To understand the most significant qualities of a society, one has to study its major cities. The majority of the questions are on current topics, therefore staying current with what's going on in the world will truly help you think of ideas. An individual will request that you compose your opinion on a wide topic, including whether it is much better to dwell in the nation or the city. As a conclusion, our group of skilled experts also provides a last verdict which will help you make a well-informed choice. For the Independent Writing task, you are going to get a question on a specific topic or issue. You're going to be expected to complete answers as you listen. Picking a topic is an essential issue that partly estimates final success of the job. In the end, make sure that the topic you select can be supported by some factual evidence. Some questions come before the text and might not need careful reading to reply. In the second part, you will be provided a card with a topic and a couple specific questions to tackle. You will find that a number of the topics can be adapted to suit almost any sort of writing assignment. In our website the topics are categorized based on their type. You may be requested to compose an essay about technology, education, media, family members, or another subject. There's a saying that books aren't the source of all learning. By writing each day, students will likewise be able to boost their accuracy of writing. Others believe that it is always preferable to have a teacher. Although the span of the topic will mostly depend on the duration of an essay you're going to write, it is is still sensible to choose one specific question and adhere to it in your work. In other sorts of essays, the content can fluctuate. On our site you will discover a lot more useful exceptional information that is certain to be handy for junior and higher school kids from, like common home task essay about Hamlet, in addition to, for instance, application essays for college for future students. Students that need over a list of good topics may hire professional academic writers online to acquire the maximum grade with no distinctive efforts. Opt for a prompt at random from above, or select a topic that you believe will be hard that you detach from (because you're going to want to write about this issue, instead of the argument) set timer to 50 minutes and compose the essay. Now, a lot of people don't know the best ways of tackling gre essay topics. It isn't very easy to compose a how-to essay. Put simply, the essay should say how you intend to get ready for class. The essays are broken up into two. At this time you must understand that writing a superior gre essay is dependent on the kind of topic you select, so you've got to consider certain things before you opt for a topic. What You Must Know About List of Toefl Essay Topics All necessary fields have to be filled out for us in order to process your form. Both tasks are extremely similar. Each section should have a minumum of one separate paragraph. The illustration of an outline is supplied below. Things You Won't Like About List of Toefl Essay Topics and Things You Will You could possibly be asked to finish an overview of the passage using words from the text. These topics may show up on your actual TOEFL. This list consists of 30 phrasal verbs that may be put to use as either neutral or formal words, and that means you can confidently utilize them in academic con texts like the TOEFL exam. This list of questions appears right on the TOEFL practice website and could show up on your true TOEFL writing test. Choosing List of Toefl Essay Topics Is Simple You might have to identify important info, compare and contrast distinctive figures or maybe describe a procedure. Critical judgment of work in any certain field has little value unless it comes from somebody who is a specialist in that area. The structure doesn't have to be somewhat different, though. To do so, you probably have to know the structure of each exam.

Workplace Discrimination and Autism Spectrum Disorders Free Essays

string(94) " in conjunction with harmful substances ingested during pregnancy, such as thalidomide \[9\]\." 299 Work 31 (2008) 299–308 IOS Press Workplace discrimination and autism spectrum disorders: The National EEOC Americans with Disabilities Act Research project Todd A. Van Wierena , Christine A. Reidb and Brian T. We will write a custom essay sample on Workplace Discrimination and Autism Spectrum Disorders or any similar topic only for you Order Now McMahon b,? a b Disability Support Services, Indiana University of Pennsylvania, Indiana, PA, USA Department of Rehabilitation Counseling, Virginia Commonwealth University, Richmond, VA, USA Abstract. Using the Integrated Mission System of the Equal Employment Opportunity Commission (EEOC), the employment discrimination experience of Americans with autism spectrum disorders (ASDs) is documented for Title I of the Americans with Disabilities Act. The researchers examine demographic characteristics of the charging parties; the industry designation, location, and size of employers against whom complaints are ? led; the nature of discrimination (i. e. , type of complaint) alleged to occur; and the legal outcome or resolution of these complaints. Researchers compare and contrast these key dimensions of workplace discrimination involving individuals with ASDs and persons with other physical, sensory, and neurological impairments. Researchers also attempt to discern whether or not the resolutions of the ASD charges can be predicted using the variables available for analysis. The comparative ? ndings of this study indicate that individuals with ASDs were more likely to make charges of discrimination against Retail industry employers. Persons with ASDs were also more likely to make charges of discrimination when they were younger, male, and/or of Native American/Alaskan Native ethnicity. The predictive ? ndings of this study indicate that the odds of ASD charges resulting in meritorious resolution (i. e. , discrimination determined by the EEOC to have occurred) increase when the discrimination was encountered in Service industries and by larger employers. Implications for policy, advocacy and further research efforts are addressed. 1. Introduction: Autism Spectrum Disorders The term Autism Spectrum Disorder (ASD) is used to refer collectively to the group of disorders that comprise the ? ve speci? c, but related, conditions within the Diagnostic and Statistical Manual of Mental Disorders, Fourth Edition, Text Revision [3]. These disorders fall under the formal diagnostic umbrella known as Pervasive Developmental Disorders (PDDs): (1) Autistic Disorder, (2) Asperger Syndrome, (3) Rett’s Disorder, (4) Childhood Disintegrative Disorder, and (5) PDD, ? Address for correspondence: Brian T. McMahon, Department of Rehabilitation Counseling, Virginia Commonwealth Universit, POB 980330, Richmond, VA 23298-0330, USA. Tel. : +1 804 827 0917; Fax: +1 804 828 1321; E-mail: btmcmaho@vcu. edu. Not Otherwise Speci? ed (NOS). Collectively, they are commonly described as autism. The common, or core, characteristics shared by each of the ? ve PDDs generally include varying degrees of impairment in the triad of: (1) verbal and non-verbal communication, (2) social interaction, and (3) restricted, repetitive and stereotyped patterns of behavior or interests [2,9,33,37,38]. Aside from this common triad, additional functional limitations that can often be associated with ASDs include: hypersensitivity to sensory stimuli, hyperactivity, aggressiveness, self-injurious behavior, motor dysfunctions, arousal/activation issues, cognitive de? iencies (including impairments in abstract thought), and physical/medical features [13, 15,41,51]. Frequently, individuals with ASDs can also have â€Å". . . (1) problems understanding social cues and 1051-9815/08/$17. 00 ? 2008 – IOS Press and the authors. All rights reserved 300 T. A. Van Wieren / Workplace discrimination and autism spectrum disorders: EEOC ADA facial expressions, (2) dif? culty expressing emotions in co nventionally recognizable ways, (3) in? exibility and discomfort with change, and (4) dif? culty adapting to new tasks and routines† [35, p. 163]. It is important to realize that people with ASDs vary cross a wide continuum of intelligence, clinical characteristics and abilities [15,16,38,41]. On one extreme, some individuals with ASDs deal with severe impairments and require intensive life-long support. On the other end of the continuum reside individuals who are sometimes referred to as having â€Å"high-functioning autism,† with relatively slight limitations in daily activities. Predicting life outcomes for the population of individuals with ASDs as a whole (merely based on their carrying an ASD diagnosis) is dif? cult because of the very wide spectrum of cognitive, linguistic, social nd behavioral functioning from person to person [21]. The Equal Employment Opportunity Commission (EEOC) simply uses the term autism to refer collectively to the ? ve PDDs included in A utism Spectrum Disorder. It de? nes autism as â€Å"neurological disorder[s] affecting the functioning of the brain; characterized by such symptoms as speech and language disorders and profound differences in the manner of relating to people, objects, and events. † The U. S. Department of Health and Human Services’ Centers for Disease Control and Prevention (CDC) is presently unable to report exactly how many people in the U. S. re diagnosed with ASDs. At the moment, more is known about the number of children with ASDs than adults. However, the CDC estimates that the current prevalence rates for ASDs are between two and six per 1,000 individuals [9]. It is known that the diagnosis of ASDs has increased steadily in recent years [9]. Estimating the change in prevalence over the years is dif? cult to do, as the definitions of and techniques for diagnosing ASDs have broadened. However, the conclusion derived from available evidence is that the current prevalence of ASDs is roughly three to four times higher than it was approximately 30 years ago [14]. For instance, in 1994, ASDs were the 10th most common disability among individuals age 6–21 years served by public special education programs. By 2003, ASDs had risen to be the 6th most common disability [9]. The reasons for the apparent increase in ASDs are not exactly clear. It may be that the actual occurrence of ASDs is on the rise. However, a more likely explanation for at least part of the increase is the manner in which professionals have been classifying ASDs in recent years [14]. For example, in 1991 ASDs were added as a special education exceptionality within the US public school system [9]. ASDs are known to be more prevalent in males than females, but do not seem to be systematically or conclusively linked to ethnicity, race, socioeconomic status, lifestyle, educational level or geographic region [16, 53]. ASDs do tend to occur statistically more often than expected for individuals with certain medical conditions, such as Fragile X syndrome, tuberous sclerosis, congenital rubella syndrome, and untreated phenylketonuria [9]. Also, ASDs are thought to occur sometimes in conjunction with harmful substances ingested during pregnancy, such as thalidomide [9]. You read "Workplace Discrimination and Autism Spectrum Disorders" in category "Papers" 2. Background . 1. Employment challenges It is well known that many individuals diagnosed with ASDs face considerable dif? culty in obtaining and maintaining employment [1,5,8,22,35]. A 1998 study estimated that only 18% of adults with ASDs in the U. S. were employed in some type of work [20]. Furthermore, people with ASDs who do obt ain work tend to struggle with maintaining employment. Perhaps because of the social, communicative and behavioral de? cits associated with ASDs, issues can frequently arise in the workplace with coworkers, supervisors, customers, or in the performance of duties [26]. . 2. Need for the study Even though it is well understood that individuals with ASDs experience considerable dif? culties in general with obtaining and maintaining employment, very little evidence-based knowledge has been available for understanding the more speci? c issue of workplace discrimination and how it may contribute to the group’s overall employment challenges. To date, a contextualized understanding of the workplace discrimination towards workers and applicants with ASDs has been lacking. Such practical insights into workplace issues re important for the community of working adults with ASDs, their advocates, and providers of vocational rehabilitaiton services. The preponderance of today’s ASD research efforts focus on either childhood issues, or on potential medical cures or prevention of ASDs. There is a substantial need for more research to focus on practical adaptation issues for adults with ASDs [6, 36,44,52]. T. A. Van Wieren / Workplace discrimination and autism spectrum disorders: EEOC ADA 3. The National EEOC ADA research project Until quite recently, the majority of disability-related orkplace discrimination studies have tended to focus simply on the hiring preferences or attitudes of employers (or hypothetical employers) toward individuals with disabilities [17,19,46]. Such studies generally could not examine actual occurrences of discrimination, which are behavioral manifestations of negative attitudes. By and large, they could only offer a perceived notion of workplace discrimination, and not an actual description. Furthermore, studies that attempted to examine Americans with Disabilities Act (ADA) Title I cases of private-sector disability-related work disc rimination ere limited to assessing Equal Employment Opportunity Commission (EEOC) summary statistics at the allegation-level. Because data were limited, such studies did not provide deeper, more contextual, analyses of the EEOC cases [29]. Past studies did not have access to the cases’ ultimate resolutions, as well as other detailed information related to each case. Focusing on frequency of allegations alone may lead to skewed research conclusions. This is because only an approximate one? fth of all allegations made to the EEOC are ever found to involve suf? cient evidence that disability-related discrimination conclusively occurred [28]. Conversely, in approximately four-? fths of all allegations there is insuf? cient evidence for the EEOC to solidly conclude that discrimination took place. However, through an Interagency Personnel Agreement and a Con? dentiality Agreement involving the EEOC, Virginia Commonwealth University obtained the entire ADA segment of the EEOC’s Integrated Mission System (IMS) database. The IMS contains more than two million allegation records involving allegations of employment discrimination. The VCU subset includes all resolved allegations of discrimination made to the EEOC under Title I of the ADA, from July 7, 1992 (the ? rst date the ADA went into effect) to September 30, 2003. The National EEOC ADA Research Project was then developed to better understand the nature, scope and dynamics of employment discrimination against individuals with disabilities in the U. S. private-sector workplace. A number of studies have already been completed by members of the National EEOC ADA Researc h Project. Most of the ADA Title I studies completed to date have focused on speci? c disability groups, including: asthma [25], cancer [27], cerebral palsy [23], cumulative trauma disorders [4], deafness and hear- 301 ng impairment [7], diabetes [31], dis? gurement [45], HIV/AIDS [10,11], mental retardation [47], missing limbs [50], multiple sclerosis [42,43,49], speech impairment [34], spinal cord injury [30], traumatic brain injury [32], and visual impairment [48]. 4. The IMS data set Because of the unique level of access now made available to the EEOC’s IMS database, it is possible to examine the following contextual information for each case within the study database: (1) demographic characteristics of the Charging Party (i. e. , individual with the disability); (2) the industry and size of the Responding Party (i. e. employer); (3) the U. S. region from which the allegation originated, (4) the speci? c type of alleged ADA Title I discriminatory allegation; and (5) the s peci? c resolution of the case as determined by the EEOC, or by settlement or mediation between the Charging Party (CP) and Responding Party (RP). In this particular study, the research questions are answered by comparing and contrasting the employment discrimination experience of Americans with ASDs to that of Americans with other known physical, sensory, and neurological impairments. From these data, a â€Å"study dataset† was extracted to include only those ariables related to the research questions and to maximize consistency, parsimony, and con? dentiality (i. e. , to protect the identity of speci? c CPs and RPs). The extraction process was guided by the following considerations. The unit of study is an allegation; it is not an individual CP, nor an individual RP. A single CP may bring more than one allegation. Only unique allegations that do not involve recording errors or duplications are included in the study dataset. All identifying information regarding CPs and RPs was purged except variables important for this research. Study data were strictly limited to allegations brought under Title I of the ADA. Allegations brought under other federal employment statutes were not considered. Further, state allegations were also excluded to maintain a consistent de? nition of both disability and discrimination. To maintain consistency in de? nitions and procedures among the study variables, only allegations received, investigated, and closed by the EEOC were included. This required the exclusion of allegations referred by the EEOC to litigation for disposition in civil court, federal or state. Allegations of retaliation were excluded because complaints of this nature do not pertain directly to the existence or consequence of disability. 302 T. A. Van Wieren / Workplace discrimination and autism spectrum disorders: EEOC ADA Only allegations that were closed by the EEOC during the study period, de? ned as July 26, 1992 through September 30, 2003 were included in the study dataset. Finally, open allegations (i. e. , still under investigation) were excluded from the study. This exclusion exists to insure that all allegations in the study dataset are â€Å"closed,† and as such are known to be either with Merit (i. . , decided by the EEOC to have reasonable cause for discrimination) or Without Merit (i. e. , decided by the EEOC to have no reasonable cause for discrimination). The resulting study dataset includes 328,738 allegations of employment discrimination under ADA Title I that were received, investigated and closed by the EEOC during the study period. These were di vided into groups on the basis of disability status including the following two: 1. Autism Spectrum Disorders (ASDs). The primary group of interest for this particular study entails the allegations of discrimination made by individuals who reported having an ASD. The ASD allegations number just 98 (i. e. , 0. 03% of the total number of cases in the study dataset). However, this is the entire population of EEOC-resolved ASD allegations for the study time period. 2. General Disability (GENDIS). The comparison group for this study is a compilation of all allegations made by individuals who reported impairments within the other physical, sensory, or neurological EEOC disability categories (i. e. , allergies, Alzheimer’s disease, asthma, back impairment, cancer, cardiovascular impairment, cerebral palsy, chemical sensitivity, cumulative trauma disorder, cystic ? brosis, diabetes, dis? urement, dwar? sm, epilepsy, gastrointestinal impairment, hearing impairment, HIV, kidney impairment, learning disability, mental retardation, missing digits or limbs, multiple sclerosis, nonparalytic orthopedic impairments, â€Å"other† blood disorder, â€Å"other† neurological impairment, â€Å"other† respiratory impairment, paralysis, s peech impairment, tuberculosis, and vision impairment). For this particular study, GENDIS excludes ASD cases. The GENDIS allegations for this study number 174,512 (i. e. , 53. 09% of the total number of cases in the study dataset), and are the entire population of such cases resolved by the EEOC uring the study time period. GENDIS was also used as the primary comparison group for a majority of the other National EEOC ADA Research Project studies completed to date that examined various other EEOC disability categories [4,7,10, 23,25,27,30–32,42]. It is important to consider that the individuals who have actually made allegations of discrimination to the EEOC are likely a smaller number than the sum of individuals who have experienced discrimination. It is likely that many instances of disability-related discrimination go unreported to the EEOC. Individuals may not always realize that they have experienced discrimination. Or, they may perhaps be aware of discrimination but do not understand their rights, know how to initiate a complaint, or they are fearful of retaliation. The small number of allegations made by individuals with ASDs (98) could lead one to conclude that workplace discrimination is not a signi? cant problem for these individuals. The under-representation of people with ASDs in the workforce has been previously reported, and it is well known that most discrimination involves currently employed persons. However, many individuals with ASDs may not understand their civil rights or how to exercise them. The underreporting of discrimination would then make this particular study all the more important for individuals with ASDs and their advocates. The small number of ASD allegations also raises a technical concern. For most statistical tests, small Ns increase the risk of type II errors [12,40], or failure to detect actual differences when they exist. Because of the large number of comparisons that were conducted and in order to minimize this risk, the ? level was established at a more stringent level; p 0. 01. 5. Project design and methods 5. 1. Variables The IMS data was transferred to the research team rom the EEOC via zip disk. Data needed to answer the research questions were extracted, coded, re? ned, and formatted in Microsoft Access using the aforementioned criteria. The result was a study-speci? c dataset in which the underlying unit of measurement is the frequency of allegations, a ratio level of measurement. The other variables for this study are detailed in Table 1. 5. 2. Research objectives The ? rst research objective for this study was descriptive in nature and focused on the most prevalent characteristics associated with the ADA Title I discrimination allegations made by individuals with ASD. The second objective was comparative in nature and T. A. Van Wieren / Workplace discrimination and autism spectrum disorders: EEOC ADA 303 Table 1 Parameters of Variables CP AGE (ratio measurement) – Years CP GENDER (nominal measurement) – Male – Female CP RACE (nominal measurement) – White – African American – Hispanic/Mexican – Asian – Native American/Alaskan Native – Mixed Ethnicity – Other Ethnicity RP INDUSTRY (nominal measurement) – Agriculture – Construction – Finance, Insurance Real Estate – Manufacturing – Mining – Public Administration – Retail – Services – Transportation Utilities – Wholesale – Not Classi? ed RP SIZE (interval measurement) – 15–100 employees – 101–200 employees – 201–500 employees – 501 + employees US REGION (nominal measurement) – Northeast – Midwest – South – West – U. S. Territory – Foreign (U. S. businesses operating abroad) ALLEGATIONS (nominal measurement) – Job Obtainment or Membership Issues: * Advertising, Apprenticeship, Exclusion/Segregated Union, Hiring, Prohibited Medical Inquiry, Quali? cations Standards, Referral, Testing, Training – Job Conditions or Circumstances Issues: * Assignment, Bene? ts, Bene? ts (Insurance), Bene? ts (Pension), Demotion, Discipline, Harassment, Intimidation, Job Classi? ation, Maternity, Promotion, Reasonable Accommodation, Segregated Facilities, Seniority, Tenure, Terms/Conditions, Union Representation, Wages – Job Maintenance or Preservation: * Constructive Discharge, Discharge, Early Retirement Incentive, Involuntar y Retirement, Layoff, Recall, Reinstatement, Severance Pay, Suspension – Other/Miscellaneous Issues: * Other, Posting Notices, References Unfavorable, Waiver of ADEA Suit Rights RESOLUTIONS (nominal measurement) – Merit: * Settled with CP Bene? ts, Withdrawn with CP Bene? ts, Successful Conciliation, Conciliation Failure – Non-Merit: No Cause Finding, Administrative Closure (RP Bankruptcy), Administrative Closure (CP Missing), Administrative Closure (CP NonResponsive), Administrative Closure (CP Uncooperative), Administrative Closure (Related Litigation), Administrative Closure (Failed Relief), Administrative Closure (Lacks Jurisdiction), Administrative Closure (CP Withdraws) explored whether or not the characteristics associated with the ASD allegations differ signi? cantly from those of the characteristics associated with GENDIS. The third research objective of this study, predictive in nature, was to explore whether or not the ? al EEOC case resolutions f or the ASD allegations could be predicted based upon a function of some of the contextual variables of interest associated with the ASD group. 5. 3. Analysis Data was analyzed to answer the stated research objectives in three primary ways, using SPSS (Statistical Package for the Social Sciences). First, descriptive statistics were used to detail the ASD and GENDIS allegations and various attributes thereof. Second, comparisons of the various characteristics of the ASD al- 304 T. A. Van Wieren / Workplace discrimination and autism spectrum disorders: EEOC ADA egations vs. the GENDIS allegations were conducted utilizing Fisher’s exact tests, odds ratios, and t-Tests for independent groups. Third, in an effort to discern whether or not the ? nal resolutions for the ASD allegations could be predicted based upon a function of some of the contextual variables of interest associated with the ASD group, multiple logistic regression analysis was used. 6. Findings 6. 1. Descriptive an alysis Based upon the descriptive analysis portion of this study (i. e. , Objective One), it could be said that the pro? le for a typical ASD case entails: (a) a CP who s 36 years old, male and White; (b) a RP in the Retail industry that is either on the large end of the size spectrum (i. e. , 501+ employees) or the smaller end of the spectrum (i. e. , 15–100 employees); (c) origination of the allegation in the Southern region of the U. S. ; (d) an allegation that involves an issue of job conditions/circumstances or job maintenance/preservation; and (d) a case resolution that is ruled by the EEOC as non-meritorious. See Table 2 for a more detailed account of the descriptive analysis portion of this study. 6. 2. Comparative analysis Relative to GENDIS, the median age for the ASD roup is younger (36 years vs. 44 years), and is statistically signi? cant (t-Test for independent groups, t = ? 8. 385, df = 86. 134, p = 0. 000). Allegations in the ASD group are over two times more l ikely to be made by males than were allegations in the GENDIS group (Fisher’s exact test, p = 0. 000, O. R. = 2. 30). ASD allegations are over seven and half times more likely than GENDIS to involve CPs who are Native American/Alaskan Native (Fisher’s exact test, p = 0. 001, O. R. = 7. 82). And, relative to GENDIS, allegations from the ASD group are two and a half times more likely to be made against RPs in the Retail industries Fisher’s exact test, p = 0. 000, O. R. , 2. 52). Statistical analyses revealed no signi? cant differences between the ASD group vs. GENDIS in regards to the regions where allegations originate from, the types of ADA Title I allegations ? led with the EEOC, or ultimate case resolutions decided upon by the EEOC. 6. 3. Predictive analysis Forward, stepwise multiple logistic regression analysis was utilized to establish the best set of variables predictive of merit vs. non-merit ASD case resolutions. The selection of the predictor variables in the ? nal model progressed via steps while the different ndependent predictor variables were inserted into or excluded from the model, in an attempt to realize the largest increase in R 2 . This course of action revealed that RP size, CP race (Native American/Alaskan Native), and RP industry (Service) contributed the most to the explanatory power of the model (? 2 = 33. 176, p = 0. 000, df = 3), explaining approximately 35. 4% to 48. 9% of the variance in the merit vs. non-merit resolution status of ASD cases (i. e. , Cox Snell R 2 = 0. 354, Nagelkerke R 2 = 0. 489). However, the ? nal number of cases (N ) included in this model decreased from 98 to 76, because of missing data in a couple of he model’s independent variables. Therefore, desiring to include as many of the ASD group’s relatively small number of cases as possible in the ? nal model, another logistic regression analysis was completed. This new analysis made use of simultaneous entry of only the two stat istically signi? cant predictor variables that had been found in the forward stepwise analysis (i. e. , RP size and CP industry [Service]). Thus, the new model (N = 86, ? 2 = 18. 553, p = 0. 000, df = 2) consists of only RP size and RP industry (Service), which serve as the independent predictor variables and explain approximately 19. % to 27. 5% of the variance in the merit vs. non-merit resolution status of the ASD cases (i. e. , Cox Snell R 2 = 0. 194, Nagelkerke R 2 = 0. 275). This same process for determining the best predictor variables for a multiple logistic regression model, while attempting to avoid as many missing data cases as possible, was recently utilized within the ? eld of Rehabilitation research [39]. The results of the ? nal model are detailed in Table 3. It could be said that the odds of an ASD allegation resulting in a meritorious case resolution increase when: (1) the allegation is made against a Service industry RP, and (2) as the size of the RP increases (i. e. , number of employees). It was found that ASD allegations that were made against RPs in the Service industry are approximately seven times more likely than all other industries (considered together) to experience merit resolutions (i. e. , Exp[? ]= 7. 013). In conjunction with this, it was also found that for each one-unit increase in a RP’s size (e. g. , moving from the 15–100 employee category, to the 101-200 employee category, to the 201– T. A. Van Wieren / Workplace discrimination and autism spectrum disorders: EEOC ADA 305 Table 2 Descriptive Analysis of ASD and GENDIS allegations ASD (F) CP AGE: Age (mean years of age) (72) (26) GENDIS (F) 36 years CP GENDER: – Male – Female % % 44 years 73. 5% 26. 5% (95,282) (79,048) 54. 7% 45. 3% CP RACE: – White (60) 61. 9% (108,803) 63. 1% – African American (14) 14. 4% (35,325) 20. 5% – Hispanic/Mexican (11) 11. 3% (12,535) 7. 3% – Other? (12) 12. 4% (15,718) 9. 1% ? Comprised of EEOC categories: Asian, Native American/Alaskan Native, Mixed Ethnicity Other Ethnicity RP INDUSTRY: – Agriculture – Construction – Fin. , Ins. , Real Est. – Manufacturing (16) 16. 8% – Mining Public Admin. (8) 8. 2% – Retail (22) 23. 2% – Services (18) 18. 9% – Trans. Util. (10) 10. 5% – Wholesale – Not Classi? ed (18) 18. 9% Industries with less than 5 ASD charges are not reported (32,539) 19. 2% (16,051) (18,129) (49,525) (15,741) 9. 5% 10. 7% 29. 2% 9. 3% (21,472) 12. 7% RP SIZ E: – 15–100 employees – 101–200 employees – 201–500 employees – 501 + employees U. S. REGION: – Northeast – Midwest – South – West – U. S. Territory – Foreign (33) (13) (9) (34) 37. 1% 14. 6% 10. 1% 38. 2% (56,161) (20,708) (18,507) (72,297) 33. 5% 12. 4% 11. 0% 43. 1% (7) (24) (47) (20) (0) (0) 7. % 24. 5% 48. 0% 20. 4% 0% 0% (18,667) (52,014) (70,404) (32,782) (641) (4) 10. 7% 29. 8% 40. 3% 18. 8% 0. 4% 0% ALLEGATIONS: – Job Obtainment or Membership – Job Conditions or Circumstances – Job Maintenance or Preservation – Other/Miscellaneous (6) (47) (41) (4) 6. 1% 48. 0% 41. 8% 4. 1% (12,047) (90,162) (68,569) (3,734) 6. 9% 51. 7% 39. 3% 2. 1% RESOLUTIONS: – Merit – Non-Merit (29) (69) 29. 6% 70. 4% (38,385) (136,127) 22% 78. 0% 500 employee category, to the 501+ employee category, etc. ) the odds of an ASD allegation being resolved with merit increase by over one and a half times (Exp[? = 1. 836). 7. Discussion 7. 1. Education efforts by the EEOC The EEOC distributes training materials to employees and individuals with disabilities concerning ADA Title I issues. Efforts should be focused on educating Retail and Service industry and larger employers in particular concerning the characteristics of and the unique work-related issues of individuals with ASDs. Furthermore, in attempting to educate individuals with disabilities concerning their rights and options to ? le discrimination allegations, the EEOC should consider including focus on individuals with ASDs in a special ense, given that many of these individuals may not be aware of how to recognize discrimination and/or how to take advantage of the EEOC’s resolution services 306 T. A. Van Wieren / Workplace discrimination and autism spectrum disorders: EEOC ADA Table 3 Final model for logistic regression analysis of ASD Merit vs. Non-Merit resolutions Predictor ? SE df Wa ld – RP Industry 1. 948 0. 627 9. 665 (Service vs. all others) – Responding Party Size 0. 608 0. 218 7. 802 (i. e. , # of employees) Constant ?2. 942 0. 731 16. 195 Model Summary: N = 86 df = 2 ?2 = 18. 553 p = 0. 000 R2 = 0. 94 (Cox Snell), 0. 275 (Nagelkerke) ? Signi? cant p Exp(? ) 1 0. 002? 7. 013 95% C. I. for Exp(? ) 1. 397–35. 219 1 0. 005? 1. 836 1. 048–3. 216 1 0. 000 0. 053 at . 01 level (as possibly evidenced in the extremely low number of ASD allegations received by the EEOC to date). 7. 2. Training of ASD support personnel It would be important for personnel who support the vocational efforts of individuals with ASDs (e. g. , rehabilitation counselors, supported employment specialists, etc. ) to understand the unique trends of ASD allegations of ADA Title I discrimination. Compared o many other disability groups, ASD allegations are more likely to be made by younger individuals and by males. Employers that perhaps require a special degree of attention when considering ASD vocational issues would include Retail and Service industry employers and larger employers. Rehabilitation professionals also need to know that relatively few ADA Title I allegations are made to the EEOC by people with ASDs, compared to other disability groups, which may possibly mean that individuals with ASDs are especially at risk for not advocating for themselves against employment discrimination. Supportive personnel need to understand that a systems/ecological approach is especially needed in assisting individuals with ASDs to obtain and maintain integrated employment in the competitive, private-sector workplace. The supported employment and positive behavioral support models may be particularly valuable here in assisting individuals with ASDs and their work environments to successfully adapt to each other. After all, it is known that individuals with ASDs can achieve employment success and can be highly regarded by their employers if they receive the appropriate vocational supports [18,22,24]. Such vocational supports should include sophisticated and independentlytailored assessment (of both the individual and potential work environments), placement, training, and ongoing support. Based upon the extremely low number of ASD allegations made to the EEOC, it might also appear that a major focus in working with individuals with ASDs would be to assist in increasing their self-advocacy skills. Employers engaged with individuals with ASDs (especially those in the Retail and Service industries and larger employers) also require sophisticated and independently-tailored assistance. Efforts directed towards employers should focus, in particular, on attempting to understand and articulate the workplace’s normative behavioral and communicative standards; educating the employer to understand how individuals with ASDs may have a dif? cult time meeting these normative standards; helping employers to develop positive frames of reference concerning their employees with ASDs, and assisting employers to develop effective, appropriate, and non-discriminatory responses towards their employees with ASDs. 7. 3. Transition planning to adult working age Individuals with ASDs who ? le allegations of ADA Title I discrimination are more likely to be younger, compared to members of many other disability groups. As discussed previously, this may have something to do with ASDs being lifelong developmental disabilities. Thus, individuals with ASDs enter (and/or attempt to enter) into the adult workforce from day-one with their disability. This is different from some other disabilities that may not be acquired by an individual until later in life or after they have been engaged in the workplace for a length of time. Therefore, long-term transition planning for children and/or young adults with ASDs hould include the consideration of avenues by which such individuals can obtain introductory work experience (such as part-time jobs, internship/practicum-style experiences, etc. ) prior to the point that they will be expected to move permanently into the adult workforce. T. A. Van Wieren / Workplace discrimination and autism spectrum disorders: EEOC ADA Because individuals with ASDs struggle w ith social perception/interaction and behavior in particular, they may bene? t especially from guided practice and experiences in learning how to appropriately and effectively perceive and respond within work environments. [10] [11] [12] . 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South Atlantic Eddies Essays - Ocean Currents, Oceanography, Oceans

South Atlantic Eddies The article I chose to do my assignment on was Giant Eddies of South Atlantic Water Invade the North. The eddies that the article discusses are thought to originated from sharp changes of the direction of the currents, which are called North Brazil Current retroflection eddies. These are observed to the largest eddies in the Atlantic. Scientists and Oceanographers are still uncertain about the causes and effects of these eddies, and about the history and numbers of the eddies, and are still continuing their research today. Between the time period of 1989 to 1992 six retroflection eddies were tracked for the first time, using subsurface floats and surface drifters. As a result of the tracking of these eddies, researchers were able to describe the number, movement, and characteristics of the eddies. Research has found that the deepest loops of an eddie can have diameter up to 250 kilometers, with a depth of 1200 meters, and swirl speeds up to 80 centimeters per second. Research implies that between July to March at least three eddies form, but appear to go away when they approach a 1,0 00 meter ridge between Barbados and Tobago. Retroflection eddies seem to bring a great deal of volume of water from the South Atlantic northward into the North Atlantic. These eddies move approximately one million cubic meters of water per second, and with three eddies annually this accounts for up to a quarter of the total northward movement of the upper limb of the thermohaline circulation cell. The newly discovered eddies clear up reasons as to why there was a difference between recent data from drifting buoys and the history of ship drifts that showed continuous flow up the coast to the Caribbean. Oceanographers and scientists have only begun to investigating more deeply into these eddies. Even the information discussed in this article is undeveloped; therefore researchers are still searching for a more clear explanation of the occurrences of these eddies. Science