Freedom Of The Press Conflicts Essays - Food Lion, Rowan County

Freedom Of The Press Conflicts Bibliography Bibliography Works Cited Associated Press. Federal appeals court reverses fraud verdict against ABC in Food Lion case. available [online] http://www.gocarolinas.com/news/carolinas/1999/10/20/food_lion.html, February 18, 2000. This article, and this case in general was extremely helpful, containing valueable information regarding a case that strongly supported the arguement that the press should not be regulated. Bowes, Kay. Journalism Ethics Columbus Publications. 1997. Encarta Online Delux. Andrew Hamilton on Free Speech and Press. available [online] www.Encarta.com. January 8, 2000. FindLaw Constitution. Invasion of Privacy. available [online] http://caselaw.nndraw.com/data/Constitution/amendment01/19.html, January 12, 2000. Gunther, Marc. The Lion's Share. American Journalism Review, March 1997. Hamill, Pete. News is a Verb. Ballantine Publishing Group. 1997. Holland, Keating. Poll: Strong majority do not want Clinton removed from office. available http://cnn.com/ALLPOLITICS/stori es/1999/01/11/poll/, January 26, 2000. 20 Infoplease.com. Kenneth Starr. available [online] http://www.infoplease.com/ipa/A0767291.html. February 16, 2000. Iggers, Jeremy. Good News, Bad News. Westview Press. 1998 This book played a vital part in my researc paper, supplying most of my basis for the codes of ethics journalists must follow. Isikof, Michael. and Thomas, Evan. The President and the intern. Newsweek 2 Feb.1998. Kennedy, Bruce. JFK Jr.: Reluctant Crown Prince or America's Royal Family. available [online] http://cnn.com/SPECIALS/1999/kennedy/stories/jfk.profile/index.html, Februrary 20, 2000. Levy, Beth. Bonilla, Denise M. The Power of the Press. H.W. Wilson Company. New York, 1999. McWilliams, Walter. Consensual Crimes Corrupt the Freedom of the Press. available [online] http://www.mcwilliams.com/books/amt/212.htm. Sabjan, Kathryn. Tabloid Journalism. [online] available http://www.an.psu.edu/cgk4/kls5.html, December 20, 1999. Schwartz, Bernard. Freedom of the Press. Facts on file Publishing. 1992. This book was also very important to my paper, as it had an incredible amount of facts regarding the history of the Freedom of the Press. 21 Wilson, Mike. Freedom of the Press: How far does it go? Cobblestone. January 1999. Proquest. January 20, 2000. Governmental Issues

Sales planning, telemarketing and customer relationship management

Sales planning, telemarketing and customer relationship management Sales Planning A sale planning is the key component of any sales activities. Sales plan consists of two major components: the sales strategy and the sales tactics (Everett 47). The sales strategy refers to the acts of letting the community know about the company and its products. The sales tactics may refer to activities, such as putting adverts on local dailies, knocking door to door, setting up events at the work place and attending seminars and chamber of commerce meetings (Everett 49).Advertising We will write a custom essay sample on Sales planning, telemarketing and customer relationship management specifically for you for only $16.05 $11/page Learn More Prior to making sales plan, managers should consider the sales quota, the product line, the sales territory and the line of products and services. However, revising the sales from time to time is also very important. This applies to the best plans developed by sales group. Sales managers often make mis takes not preparing sales plan or developing sales plan, which are practically impossible to execute. They leave out important requirements during sales plan development. This includes sales rep development, where managers develop sales plan for the actual sales people without involving them. Secondly, sales plan should have provision for regular reporting, may be on weekly basis to provide flexibility in the planning cycle. Finally, sales metrics should focus on results and activities (Zahorsky 2011). Sale force motivation involves making the sales people feel accepted and their efforts recognized as a crucial part of the company’s development. There are three major determinants of motivation. This includes environmental conditions, the firm’s management policies, such as compensation, supervision and task and personal characteristics of the sales person (Zahorsky 2011). Positive motivators include recognition, acceptance, respect, trust, achievement, and pride while the negative motivators include intimidation, fear, revenge, obligation and social comparison (Everett 51). One of the biggest blunders made by sales manager is to confuse appreciation with training whereby the management congratulates on the sales force for a good job, and at the same time dilute this feeling by immediately shifting to areas of improvement (Zahorsky 2011).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Sales people can consider it as lack of appreciation from the management. Therefore, to avoid such confusion, performance improvement areas should be saved for coaching sessions, and success stories should be appropriately celebrated even in small parties as these little gestures portrays respect and recognition of efforts. A person who understands the overall goal and inspires others to make individual commitments towards achieving these goals is a good motivator . Several ways to provide motivating environment include participation, whereby decisions affecting a team is made collectively, recognition in form of giving credit rewards and praise. it is also necessary to be aware of the companys products and services and be able to communicate them well. The use of appropriate style for each situation, warm climate and creativity are crucial. A key asset for any company is a formidable sales force, which ensures that the services and products of the company reach the intended customer. To recruit the sales people, the manager should know the required number based on sales projections and goals. Special emphasis on experience is important as this would reduce training cost. Qualities such as hardworking, people with a positive outlook on life and good attitude as well as dedication to work are vital for sales people (Everett 51). People who are resilient to discouragement and challenges that arise along the way, make good sales persons (Zahorsk y 2011). To get such people, the recruiting team should engage existing sales persons and chose the best method of advertising, such as a use of local newspapers that covers a wide region. It is necessary to focus on the right attitude and personality during interviews. Telemarketing Telemarketing is defined as marketing operations which are done directly to sale some goods, gather marketing information, make meetings, and generate sales over the phone (Rank 2009). For any sale to take place by telemarketing, a first step is to identify potential customers.Advertising We will write a custom essay sample on Sales planning, telemarketing and customer relationship management specifically for you for only $16.05 $11/page Learn More This can be obtained from customer survey reports which explain various types of customers and their products and service needs. Past purchase records, telephone directories and customer databases from other companies are also good r eference points (Louis 52). There are two types of telemarketing: in-bound and out-bound. In-bound telemarketing includes handling of the customer responses generated by advertisements, direct mails and catalogs and taking orders for a variety of goods. Customers use toll free 800 numbers, and call a company’s telephone service to place orders for goods and services (Rank 2009). Out-bound telemarketing is hands-on with the telemarketing company calling the end customers. The sales representative required for this requires more training than those for in-bound telemarketing. Telemarketing has several advantages. It is cost effective and time saving when compared to personal selling. Small-scale businesses and big companies therefore prefer it. It only costs one fifth of the actual amount used through personal selling, when using telemarketing. Compared to direct mails, telemarketing is more expensive but it is more effective in closing deals than direct mails. Telemarketing al one is an effective method of selling, but it is most profitable as a part of a general market endeavor. For telemarketing to bring positive change in any marketing strategy, managers should consider qualifying the type of products and services to be effectively sold over the telephone; the means of generating new business using telemarketing; the possibility of expanding sales volume using telemarketing and how the practice can help qualify forecast, characterize the markets and service existing customers. Telemarketing applications includes selling, gathering information, creating new leads and improving customer services (McHatton 1988). Products readily identifiable in the market and those whose purchases are repetitive can effectively be marketed using telemarketing. (Louis 52). Maintaining the existing customer of the company is important, as it is from this base that most of the business generates. Use of telemarketing enhances customer follow-up.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Telemarketing also acts a resourceful activity of obtaining future customers and sales leads, since the information of all prospective consumers gathered is store in a unique database. To determine the effectiveness of advertisement used by companies, telemarketing is a resourceful tool (McHatton 1988). However, telemarketing faces many challenges such as swindles and fraudulent practices. This has contributed to great loses among people, making this practice less popular. As a result, the government has proposed several laws that deal with the practices of telemarketing. Advancement in technology has also slowed the telemarketing industry (Briones 33). With the advent of a telephone screener, the privacy manager in 1998, telemarketers no longer have the freedom of calling all their prospective customers, since some of their calls do not go through because of screening by this system (Beatty 19). This has contributed negatively for the industry. However, newer methods of handling th ese challenges to sustain telemarketing as a leading sales strategy are available. Customer Relationship Management Customer relationship management (CRM) is a company-wide business strategy intended to reduce costs and increase profitability by solidifying customer loyalty (Chapman 2009). â€Å"It is the methodologies, software, and usually internet capabilities that help an enterprise manage customer relationships in an organized way† (Taylor 2009). CRM system has many benefits to any business. Using CRM the company can govern their client contact information, follow patterns in their buying, and present value added services (Chapman 2009). CRM has major effects in an organization such as shifting focus from product to customer and responding to customers’ needs rather than making what the company can produce, and also stress on competencies that valuable customer relationship management require. Customers will often buy products that meet their various needs than bu y inferior products regardless of the price. An effective CRM program takes a holistic method and emphasizes on delivering products and services of high quality, which creates pleasant experiences for the customers (Rank 2009). This enables the enterprise to get repeat businesses and increased referrals. The CRM system is important as it helps enterprises to identify and target its best customers as well as provide the best service to this group, manage marketing campaigns and create quality leads for the sales force (Jones 2007). It also helps in the improvement of telemarketing sales, accounts and sales organization by information distribution among the staff and streamlining on hand processes (Jones 2007). CRM also allows individualization of customer relationship and therefore a better understanding of the actual customer needs. CRM systems also equip the staff with the right information to know and understand their customers’ needs as well as build good relationship betw een the company, its client base and distribution associates (Jones 2007). Nevertheless the ultimate purpose for CRM is to increase the profit in an organization. CRM achieves this result by making sure that the company offers better services than its competitors, by improving customer service, reducing costs and wastage and possible complaints (Chapman 2009). Companies can use the CRM system to improve and build customer relationship. CRM is a strong market research tool which gives instant feedback, and also opens avenues of communication with the customers (Chapman 2009). This makes it possible to receive direct market reactions on products and services feat. Using this approach, the company is able to identify its customers and the obstacles that make it hard for the two to do business (Rank 2009). With this first hand information, the company should work to ensure that the products they deliver always solve the problems of the customer. This will help improve customer loyalty a nd builds the company brands. The products developed by the company should always speak to the customer’s needs (Chapman 2009). In conclusion, a good CRM approach should be the one that address the exact need of the customer and also one that explains how to produce and deliver the coveted products to the customers. Therefore, CRM entails all aspects of dealings a business has with its clientele, and is therefore the basis of liaison marketing. Beatty, Sally. Ameritechs New Phone Service Aims to Keep Telemarketers at Bay. Wall Street Journal 23 Sept. 1998. Print. Briones, Maricris. IT, Privacy Issues Will Challenge Direct Marketers. Marketing News 7 Dec. 1998: 32(8). Print. Chapman, Alan. Customer Relationship Management. New York: Wiley, 2009. Print. Everett, Martin. Its Jerry Hale on the Line. Sales Marketing Management. Dec. 1993: 75-79. Print. Jones, Sonya. The Real Purpose of CRM. Kansas: Jantsch Communications.2007. Print. McHatton, Robert. Total Telemarketing. New Yo rk: Wiley, 1988. Print. Rank, J. Reference for Business. Encyclopedia of Business. 2nd ed. 2011. Print. Taylor, Steven. The Importance of CRM. Ezine articles. Jan. 2007. 6 Oct. 2011 https://ezinearticles.com/?The-Importance-of-CRM-Customer-Relationship-Managementid=425303 Zahorsky, Darrell. The Five Biggest Sales Management Blunders. New York: Prentice Hall, 2011. Print.

Managing Capability Essay Example | Topics and Well Written Essays - 3000 words - 1

Managing Capability - Essay Example The main purpose of their employees is to meet the needs of customers and their expectations as well. In the literature of marketing, one of the most important issues is competitive advantage that had gained significant attention. Authors and scholars have focused on the identification of the most successful competitive strategies that any organization prefers to pursue so that they can produce and facilitate supernormal advantages and benefits. The structure conduct performance of any industrial organization has great influence on this area of research, which significantly described and explained that competitive advantage derives from fortunate market positions (Helfat & Lieberman, 2002). The resource Based View (RBV) was another explanation of the source of competitive advantage, which was developed in the early 90s. This view identifies the sources of advantage inside the firm, which is viewed as a bundle of resources (Kay, 1999). A major difference was indicated between competitive strategy framework and the resource based theory. Porter, a well-known author, viewed a firm as a bundle of unique resources and by resource based scholars as a bundle of activities. The competitive strategy framework, given by Porter makes the analysis of environment- performance relationship more prior. Strategic capabilities can simply be defined as: Complicated set and bundles of skills as well as accumulated knowledge that makes a firm able to coordinate activities and make use of their possessions to promote economic value and maintain economic advantage. In order to identify strategic capabilities and its types, it is classified so that these can be applied in the required field for the purpose of an organization (Kay, 1999). These capabilities allow a firm to keep costs at lower level as well as enable a business to respond to the changing needs of the customers rapidly. The role of strategy formulation quality and its

Paraphrase Essay Example | Topics and Well Written Essays - 1000 words - 1

Paraphrase - Essay Example According to Gorbett and Pharr, flash point is defined as the â€Å"minimum temperature of a liquid at which sufficient vapor is given off to form an ignitable mixture with the air, near the surface of the liquid or within the visual used, as determined by the appropriate test procedure and apparatus† (2011, p.g., 310). In addition to this definition, NFPA classifications state that lamp oil, which is used for this experiment, is combustible and flash point will occur at temperature higher than 100 degrees F. To reach this point, the temperature of the flame needs to increase at a minimum of 5 degrees every minute. With these objectives in mind, the experiment was completed to determine the exact temperature when flash point would occur with lamp oil. Within this experiment, there were particular factors that were essential variables to completing this process. These pieces include the actual experiment ingredients as well as personal protective equipment or PPE. The necessary components of this experiment include the following: With the purpose and components of the closed cup flash point experiment established, this analysis can now provide the steps followed to garner the determined results in this process. The experiment was completed in the listed steps: This closed cup flash point experiment with lamp oil was completed by testing temperatures of flame beginning at 82 degrees F and ending at 167 degrees, which was the temperature when the oil finally did reach flash point. Before analyzing the results of the experiment, it is important to highlight that, as with nearly any scientific experiment, there was a potential for human error. In the context of this experiment, the human error could have occurred in the step which required the flame to increase by 5 degrees F each minute the lamp oil was being tested to determine flash point. Aside from this potential degree of human error, the

It is about culture(Anthropology) Essay Example | Topics and Well Written Essays - 500 words

It is about culture(Anthropology) - Essay Example The end of First World War did not get any relief to the peasants. First the Socialists took over, and then the Fascists took over from the socialists. But it seemed that the condition of the peasants remained the same. They were first oppressed by the landlords, then by the Socialists, then by the Fascists and the Landlords. The food was always in short supply, meat was a rarity. Ironically during times of war the peasants in the villages fared a lot better than those living in the cities, as they could live of the wild. And many people in the cities use to go to the rural area to get some food of there. The Barter system was also very prevalent. People worked for food and traded various items to sustain themselves. The degradation of Women is also covered very thoroughly in this chapter. They were encouraged not to work. They were also not encouraged to educate themselves. They were generally encouraged to stay at home. The Fascists further painted women who did not marry or bear c hildren or selfish or unattractive. While Women were expected to be virgin till marriage, men were expected to show of their virility before that. This created a situation where prostitution thrived. This had a psychological impact on women in Italy long after the war was over. There is a brief coverage of the family structure as well. While the male was the titular head of the household, his wife generally ran the family. Sharing of food with less fortunate neighbors even though the quantity was low was common. The fascists and the socialists are also given their due coverage and it is not a flattering picture. While the socialist’s looted shops and farms, apparently to redistribute the wealth, but in reality it was to benefit a few. While the fascists did not make an attempt to cover up their intentions and joined hands with landlords and other wealthy people to wreak havoc on the peasants.

Incident command system

Incident command system Incident Command The incident command system (ICS) has become a routine word in fire service circles. It is rare to read an article or watch a fire service video about a major fire or emergency incident without ICS being mentioned(Buck, 2006; 1-27). It has reached the point that when fire chiefs are asked what tactics they employed to extinguish a fire, some answer that they used ICS. Some of the management principles built into the ICS are: The Scalar Principle. The actual fire ground organization with the chain of command from the firefighter to the incident commander. Unity of Command. Each person reports to and receives orders from only one boss. Parity of Authority and Responsibility. Each person receives the necessary authority to fulfill given responsibilities to accomplish the goals. Span of Control. The number of people or units that one person can effectively supervise. Division of Work. Sectoring to achieve efficiency, effectiveness, and safety in using labor. Logical Assignment. Assigning the most qualified people to handle each assignment. One of the primary features of the ICS is that it is designed to expand as the incident expands. It is not designed to be put in place during the initial stage and remain static. (Buck, 2006; 1-27) Fire and emergency incidents are fluid and constantly changing, many times for the worse and not the better. During the early stages of a complex incident, it is impossible to know or predict the amount of resources that are going to be needed and what positions or order the fire ground organizational chart will have to be filled. If you take the time to set up a worst-case scenario ICS at every incident, before dispatching the obviously needed resources, every incident will become a worst-case scenario. Levels of Command to Deal Effectively With Large Scale Incidents There are many schools of thought concerning the placement of command posts on the fire ground. The initial incident commander, particularly a location officer, has to make a decision: Should he set the command post inside on theâ€Å"fast attack† mode or outside where the entire scene can be surveyed and where the command post is much more visible to incoming companies? The fire situation, the makeup of the location (number of personnel), safety of operating forces, the departments SOPs, and the initial commanders own knowledge and experience all contribute to this important decision (Hildebrand, 1997). For example, in a one-room fire, the first-in location officer, as the initial commander, may decide to stay with the attack crew and command from that position. In contrast, the first-in battalion chief may choose to set the command post in front of the dwelling and receive radio reports from the interior. For fires that are large-scale on arrival, the command post is set at a safe position that affords the largest view, often on the corner of a building. If the fire progresses to several alarms, the command post may be moved to a command/communications vehicle, where command boards, phones, maps, and vital information can be laid out and surveyed. (Hildebrand, 1997) All of these positions are valid, depending on the factors noted above. In short, the command post should be set where it is most advantageous and safest for that particular operation. In conjunction with establishing a command post, the incident commander now has several other considerations. He holds a figurativeâ€Å"deck of cards† that represents various functions that must be addressed in order to build an effective command network. Among theseâ€Å"cards† are planning, communications, logistics, operations, and staging. At the start of the fire or incident, the incident commander holds all the cards. If the incident is entirely manageable by the initial commander, the cards are kept by that commander. For a one-room fire, it would be rare for the initial commander toâ€Å"deal out† any command functions. The only exception may be communications, which would be handled by the first-in chiefs aide or engine location. As the incident progresses and the command function expands to the point at which the incident commander no longer can effectively manage it, then the card is dealt to another commander. For example, if multiple alarms have been called, the staging of apparatus may become a large and difficult task (Shelley, 2007). The incident commander would deal the staging card to another chief or officer. Thus the incident command system expands proportionally to the size of the incident. The initial commander also must ensure that the fire ground is organized. Usually this is accomplished by sectoring the fire ground. It creates a fire ground structure that is understandable and facilitates assignments and division of work and, therefore, span of control. Once the fire ground has been sectored and this information communicated to officers and companies, the commander can rapidly deploy companies to specific locations on the foreground. In a rapidly progressing fire in an apartment building with several critical exposures, the commander may assign an entire alarm to Bravo Sector. There are several different systems used to identify sectors (numbers or letters). The important thing is that everyoneincoming companies, mutual-aid companies, and othersuse the same designations. The final responsibility of the initial incident commander is to pass command when relieved. The most effective form of passing command is in a face-to-face meeting with the relieving officer. One way to conduct this briefing is to start with the fire building and work around it, using the exposures as sectors (Shelley, 2007). The who, what, and where of each sector should be given to the relieving commander. Also, any problems and special considerations should be covered. Charts or incident command boards are very helpful in this process. The initial incident commander has a critical job. He must analyze the situation, develop an effective overall strategy, call for required resources, establish a command post, sector the fire ground, and give a thorough briefing to the relieving incident commander. If these steps are followed and performed effectively, fire ground command will be established correctly, which is always much easier than trying to play catch-up after hoses are laid, ladders thrown, and companies deployed. Dynamic Risk Assessment That Would Have Been Implemented At the Scene Goals were not successfully assigned. Incorporated command would have been a greater way to tackle leadership duties. No joint action plan was apparent. The Incident Commander was countering to progress instead of planning forward. The Incident Commander had lots of elements for a right duration of control. The Incident Commander was also actually behaving as security officer. He was possible suffering from an information overload, which put him in a reactive, instead of a proactive, mode. The record does not reveal any designated incident facilities. Management of resources was uneven and superficial. The IC apparently did not appreciate the danger of the position to which he had directed Unit 620 for refilling, and the importance of the Red Flag Warning and its existence were not communicated (Shelley, 2007). Further, evidently no safety officer was appointed, and no safety briefing was given to the firefighters. Responsibilities of Various Public Agencies That Would Have Been Involved At Buncefield The policy should state which area mental health professionals would have been designated to provide critical incident assistance to Buncefield Incident and explained both their pre- and post-incident responsibilities. The mental health professionals role is important and should have been set forth clearly in the policy. For example, mental health professionals could be called upon to provide pre-incident education for upper- and mid-level management or the entire staff. They could be available for consultation on an incident-by-incident basis(Kirsch. 2006; 61-72). They could assess the need for professional follow-up for employees after a critical incident. In developing the policy, people should consider adopting the Critical Incident Stress Management (CISM) process endorsed by the International Critical Incident Stress Foundation, which promotes using mental health professionals specially trained in the crisis intervention field(Kirsch. 2006; 61-72). This training is not part of the general mental health curriculum. Therefore, in seeking a mental health professional in your community to provide services in the event of a critical incident, do not hesitate to ask questions about the persons critical incident training and experience. A comprehensive incident response plan strategically supports the execution of emergency response plans and procedures (Kirsch. 2006; 61-72). It is not intended to subjugate those existing response plans or procedures that provide tactical guidance and are facility or asset specific. The focus ofthe incident response plan should be on defining what constitutes a incident for the organization and what is the correlating notification process and response to the incident. Functional roles, as opposed to personal names or titles, should be clearly defined in the plan. The use of checklists and sample documents should be used liberally to ease tasks and provide guidance during the response. Firefighters are presented with a simulated incident (preferably with a graphic representation) involving a agencies asset and respond using the organization established in incident response plan. Such drills are designed toâ€Å"stay in the room† and promote a common understanding of the elements and teamwork necessary for a coordinated response. At the other end ofthe spectrum is the full mock emergency exercise. Like the table top drill, firefighters use their crisis response plan during a simulated emergency. (Buck, 2006; 1-27) However, mock exercises should ideally evaluate both the strategic and tactical perspectives. They should be designed to help agencies test communications among functional areas, to evaluate the effectiveness of coordination between the incident response plan and tactical response procedures, to lest the ability of the agencies to response to simulated inquires from the media and public, as well as the interaction with local emergency responders. Pu blic agencies that develop comprehensive crisis response plans and exercise them are in the best position to anticipate a successful outcome. Need For Effective Liaison with Media and Other Agencies during Major Incidents For remote sites not accessible to normal fire apparatus and ambulances, ensure the availability of bulldozers, four-wheel-drive vehicles, and other all-terrain units to transport personnel, equipment, and patients. The availability of hoist-equipped rescue helicopters is extremely desirable for remote incidents. Agencies without their own helicopters can generally make arrangements with neighboring agencies, the military or other providers. If the incident site is determined to be inaccessible to ground units, consider staging units in a place where personnel and equipment may be transported to the actual rescue site by helicopters, four-wheel-drive units, or bulldozers. Be prepared to send teams of firefighters from the staging area for the following assignments: Rope rescue teams to extract victims from situations where helicopter hoisting is deemed unfeasible. If the construction sled had not been available at this incident, high-angle rope systems or vehicle-mounted rescue winch operations would have been required. Litter teams to carry victims (in litter baskets) to locations where they may be picked up by an air squad or a ground vehicle. Extrication teams to free victims trapped in vehicles or debris. Medical teams to treat multiple patients on the site as necessary, especially during extended extrications. Shoring teams if heavy equipment must be stabilized or lifted. Determine before incidents occur the manner in which communications will be established with on-site supervisors and workers, including the use of radios, cellular phones, or evenâ€Å"runners† if necessary. Determine radio frequencies if possible. Meet with project supervisors to determine what equipment will be available on the site. This is the time to find out about resources like construction sleds, bulldozers, water trucks, and any on-site medical or extrication gear. Discuss methods of transporting rescuers and equipment to potential accident sites. For major projects, and especially those with special hazards, consider joint training exercises to simulate likely scenarios. Consider including other public safety agencies that may be required to assist. Develop a written plan, and maintain it in prominent places so thatâ€Å"overtimes,† move-up companies, and otherâ€Å"newcomers† will be able to find and use them when an incident occurs. Above all, be prepared to consider unusual solutions for unusual problems. Some of the best solutions for unique fire and rescue problems may not be found in any book. Share information about lessons learned with others who may be confronted with similar problems. No one can predict when a critical incident might happen or how people will respond to it. A crisis amplifies your role as manager and trains all eyes on you. The expectations are that you will lead. Will you be prepared to do so? The answer to this question, in large part, may be determined by actions you take now, before a crisis hits. If your office does not have a critical incident response policy in place, make it happen. Identify resources in your area willing to assist you and your staff. Talk with other managers who have formulated policies and who have weathered critical incidents in their organizations. Learn from their experiences. Gets a pre-incident education program going. Involve staff members at all levels. And, finally, do a personal inventory of your coping skills and how well they have served you. Identify other resources you think might help you personally in the event of a crisis. Taking the steps discussed here will help you and your staff is prepared. Perhaps no one truly can be prepared for the devastation of a Hurricane Andrew or an Oklahoma City bombing. By taking certain proactive measures, however, you can be better equipped for managing the aftermath of a critical incident and thus increase the chances that your organizationand youwill recover quickly and successfully.

Electric Vehicles: :: Essays Papers

Electric Vehicles: Policy Concerns: Electric vehicles need the help of policy and regulations if they are to be successful. Currently, both state and the federal governments have implemented some policies to help drive electric car technology. An example of this is the tax breaks some receive for owning an alternate fuel vehicle. However, the United States government is also very involved in the petroleum industry. As a result the price of oil remains artificially low and the prospect for clean air-alternate fuel vehicles even further down the road. Due to the fact that the oil industry can provide the politicians with more monetary influence, the government is still being slow on making the necessary policy adjustments that will allow this new technology to start. One of the most major regulations is in California and is a mandate that ten percent of all new car sales in 2003 must be alternate fueled-zero emissions vehicles. However, as good as this seems it has been tried before to no result. The big car manufacturers got together and used their power to overcome this law and not create alternate fueled vehicles in the numbers that were asked by the board. Because of this the year the mandate would take effect has been pushed back over and over again. 2003 was the latest procrastination, and we will see how much happens now. There are in fact other policies that might have an effect. The Clear Air Acts Amendment (CAAA) has setup a list of requirements for certain types of vehicles. These are guidelines initially setup in the 1970s by the Environmental Protection Agency. They have since been updated in 1990. They have said that a certain number of municipal fleets must be low-emission vehicles. However, these can still be run usually gas, they just must not pollute too much. The EPA has been working very hard to push vehicles that do not pollute. However, they are mostly interested in vehicles with low emissions instead of zero. Because of this the internal combustion engine has been able to keep up and reduce their emissions enough to remain legal. If the EPA wanted to really make ground they would need to pass policy that will create radical change due to a zero emission policy. Another set of policy that was passed by the federal government is known as the Alternative Motor Fuels Act of 1988 (AMFA). This is a mandate that the Department of Energy create certain guidelines that consumers can use to accurately compare alternate fueled vehicles to gas powered vehicles.