The Year Education Act Defines A Child As Having Special...

The 1996 Education Act defines a child as having special educational needs (SEN) when they have â€Å"a learning difficulty which calls for special educational provision to be made for them† (section 312). This involves those who have greater difficulty learning and/or disabilities that prevent them from accessing educational facilities. This represents approximately 15.4% of pupils in schools in England (Department of Education, 2015). A key question that surrounds this area is whether it is better for these children to be included in mainstream schooling or whether they should be excluded (Warnock Norwich, 2010). However this is not a straightforward issue, there are wider needs, like social class, that the classification of ‘SEN’ often†¦show more content†¦Each field has its own ‘doxa’ – individual rules and conventions – that one can then adopt (often unknowingly). According to the doxa, each person can be ascribed their le gitimate position within the field (Bourdieu Eagleton, 1992). This can contribute to the â€Å"habitus†. At its simplest, habitus is ‘who we are’ – our internalised dispositions and practices which we act according to (Thomas Loxley, 2007). The habitus expresses itself in all situations of life, from bodily movements to conscious thoughts (Webb, Schirato, Danaher, 2002). These three concepts are mutually constituted and are what subsequently brings about inequalities. According to Bourdieu (1977), school’s act as a social selector, they favour particular cultural capitals. He called this â€Å"reproduction† – where a child’s habitus fits with the doxa of a school, they have an advantage and are able to engage with school easier (Bourdieu Passeron, 1977), whilst excluding others, like SEN pupils. According to Bernstein (1973), social inequalities are transmitted through schools. He noted a clear communication difference between working and middle class children, which is then echoed in schools. Schools (often implicitly) adopt an educational code which effects everything from teacher-student interactions to the teacher’s control over learning. Bernstein (1971) distinguished between two types of code usedShow MoreRelatedIndividuals With Disabilities Education Act1688 Words   |  7 PagesDISABILITIES EDUCATION ACT IDEA - - - - A law ensuring services to children with disabilities throughout the nation. 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With the increase of children on the autism spectrum and the severity of their diagnosis becoming more pungent, public schools have found themselves braced in finding methods to educate autistic children. A complex disorder needs complex help. The idea of creating an environment at which every student will be able to meet their highest potential in their education, including those with disabilities such as autism, is existent,Read MoreAnalysis Of FAPE And The Least Restric tive Environment1567 Words   |  7 Pages Placement decisions related to students with disabilities is an issue that arises from providing a free, appropriate public education (FAPE) and the least restrictive environment (LRE). While FAPE and LRE are not new requirements, the Individuals with Disabilities Educational Act (IDEA) continues to be open to interpretation and implementation of the mandates (McGovern, 2015). 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Working Conditions of the Meat Industry Free Essays

Recognition of the inherent dignity and of equal and inalienable rights of all members of the human family is the foundation of freedom, justice and peace in the world. Everyone has the right to life, liberty and the security of person. These few words pretty much sums up the mission of the Human Rights Watch (HRW), an international non-governmental organization whose main focus is to ensure the wellbeing and the inherent rights to life that all human beings are entitled to. We will write a custom essay sample on Working Conditions of the Meat Industry or any similar topic only for you Order Now By using means such as the media for example, Human Rights Watch sets out to not only insure that all human beings live their lives with dignity but to also bring to justice those who, through merciless dictatorships, suppress the happiness and basic human rights of their people. The purpose of this paper is to discuss my opinion on whether or not I agree with certain changes recommended by the HRW in regards to work safety when it comes to immigrant workers. I will provide my opinion and consider some of the utilitarian and deontological considerations. In 1906, Upton Sinclair’s novel â€Å"The Jungle† uncovered harrowing conditions inside America’s meat packing plants and initiated a period of transformation in the nation’s meat industry. The Pure Food and Drug Act and the Federal Meat Inspection Act were both passed later that year, and labor organizations slowly began to improve the conditions under which the country’s meat packers toiled. But some critics say America’s meat business has been in decline for decades and that the poor conditions found in slaughterhouses and packing facilities today are often little better than those described by Sinclair. The Human Rights Watch was founded in 1978 as â€Å"Helsinki Watch† to support and protect individual dissidents and independent citizen groups in Eastern Europe and the former Soviet Union. The aim was to defend the rights of suppressed writers, scholars, and intellectuals, and to ensure that their governments complied with the 1975 Helsinki Accords, which, among other things, affirmed citizens’ rights to monitor the human rights practices of their own governments. The first expansion came in 1981 when Americas Watch was established to demonstrate that human rights standards are universal and should be applied equally to governments of all political stripes. The HRW group investigated the meat and poultry industry’s unfair, unethical and inhumane practices and found that things needed to be changed. HRW recommended an assortment of things to change to include â€Å"new laws and policies should ensure respect for the human rights of immigrant workers, whatever their legal status. Immigrants should have the same workplace protections as non-immigrants, including coverage under fair labor standards and other labor laws, and the same remedies when their rights are violated† and â€Å"New federal and state laws should reduce line speed in meat and poultry plants and establish new ergonomics standards to reduce repetitive stress injuries. Health and safety authorities should apply stronger enforcement measures. States should develop stronger worker compensation laws and enforcement mechanisms. These changes were recommended because there is a massive influx of immigrant workers in the meat and poultry plants around the country. Also a significant number of these workers are unaware of their workplace rights. Many of these workers and their family are also undocumented and don’t want to draw attention to themselves. Because of their undocumented status, this prevents workers from seeking protection for their rights as workers from government authorities. The meat and poultry industry takes advantage of these fears and use it to their advantage. They play on the fears of these undocumented workers to keep them in abusive conditions that violate basic human rights and labor rights. Regardless of someone legal status, no one deserves to work in unsafe filthy conditions. I do agree with the changes that the HRW put forth. I have to agree that the illegal and some legal immigrant population are unfairly taken advantage of. The meat and poultry industry has the duty to protect and provide a safe working environment for their workers and also provide for damages or injury in the event of it happening regardless of legal status. Most of the nation’s 17. 7 million immigrant workers toil, like those who preceded them, in jobs that native-born Americans refuse to do. They work as meatpackers, hotel maids, hamburger flippers, waiters, gardeners, seamstresses, fruit and vegetable pickers, and construction hands. John Gay, a lobbyist for the American Hotel Lodging Association, says there are places in this country where we wouldn’t survive without immigrants, which is pressing Congress to allow more â€Å"essential workers† into the United States. The trend is to push our own children into college to be rocket scientists or computer programmers. But who is going to do these hard jobs that we have? Who is going to change bedpans in a nursing home? Or change beds in hotels? † Jobs in poultry plants across the South, once held almost exclusively by American blacks, are now dominated by Mexican immigrants. Textile plants run largely on the labors of Hispanic workers. In the Kentucky coal fi elds, mining companies are considering recruiting miners from the Ukraine. From a Utilitarian perspective, requiring meat packing lines to slow down will increase man hours and reduce productivity. If chain speeds were legislatively mandated to be reduce by 25 %, the same plants which currently lack management commitment to safe foods would continue to produce the same amount of contaminated food as it did prior to the forced reduction. The management would not be inclined to make changes which would cost money if they are losing money because of decreased production due to the reduction of the speed lines. The meat and poultry industry does not promise rose-garden workplaces, nor should it be expected of them. OSHA offered special incentives to meat packers who entered into voluntary agreements with the agency to lessen their ergonomic hazards. While they would still be subject to OSHA inspections, they would not be cited or penalized on ergonomic grounds. From a deontological stance, food safety is compromised when production lines move too quickly for its line workers to properly assess risks. Working in the meat and poultry industry is a difficult job that I stated before most Americans would not do. It is the meat packing companies’ duty to ensure our foods and the workers who process them are as safe as they can be. If speed lines were reduced, health risks to employees will reduced and our meats can be properly assessed thus resulting in less contaminated meats making their way to out grocery stores. In conclusion it is obvious to see that rights and responsibilities were not carried out by the meatpacking industry. They were greed driven business who â€Å"poisoned for profit† as President Roosevelt said. The meatpackers had a right to make their product but did not take the responsibility to do it in a manner that was safe for the workers and the consumer. Thanks to the Human Rights Watch and people like Upton Sinclair and Theodore Roosevelt who was sickened after reading an advance copy of Sinclair’s book called upon congress to pass a law that established the Food and Drug Administration. The meat industry today takes the responsibility in making working conditions safer and producing meat safer for the consumer. References Blackwell, Jon. 1906: Rumble over ‘The Jungle’, retrieved 15 Jun 2011 from: http://www.capitalcentury.com/1906.html Meatpacking in the U.S.: Still a â€Å"Jungle† Out There? (2006), retrieved 15 Jun 2007, from: http://www.pbs.org/now/shows/250/meat-packing.html Parker, Laura, USA just wouldn’t work without immigrant labor, (July 2001), retrieved 15 Jun 2011, from: http://www.usatoday.com/news/washington/july01/2001-07-23-immigrant.htm How to cite Working Conditions of the Meat Industry, Papers

Business and All free essay sample

Using published reports, select two CEOs who have recently made public statements regarding a major change in their firm’s strategy. Discuss how the successful implementation of such strategies requires changes in the firm’s primary and support activities. 2. Select a firm that competes in an industry in which you are interested. Drawing upon published financial reports, complete a financial ratio analysis. Based on changes over time and a comparison with industry norms, evaluate the firm’s strengths and weaknesses in terms of its financial position. . How might exemplary human resource practices enhance and strengthen a firm’s value-chain activities? Using the Internet, look up your university or college. What are some of its key value-creating activities that provide competitive advantages? Why? 1. It was Mark Thompson, the former B. B. C. boss who has alreadyweathered an international media scandal  and a  closely-watched round of newsroom downsizing  since becoming the Times Companys new chief executive in November. I took this job not just because Ive been a devoted user of  The New York Times  for many years, but because I believe its one of a handful of global news brands that can not just survive, but thrive in this digital era, he said in the first public comments about his new gig. But if  Times  watchers were expecting any big newsmaking revelations about the future of the company and its venerable flagship, they probably hung up the phone feeling a bit disappointed. Thompson, who in his role as successor to Janet Robinson will be expected to steer the  Times ongoing digital expansion in the face of sinking print revenues, said hes already at work on a new strategy for the company. The specifics however are scarce. He mentioned building up the  Times portfolio of paid digital products and developing its nascent conference business, as well as ramping up mobile and video efforts while growing internationally. (Nothing we havent already heard. ) But thats about it. Ill have much more to say to you on our next earnings call in April, he said. In the meantime, we can assume Thompson is staying the course that chairman Arthur Sulzberger Jr. , in his temporary role as interim C. E. O. ,  spent most of 2012 laying out for him: A consolidation of resources around the  Times core editorial brand as the mothership becomes smaller and more focused. Financially, the Times Company is already beginning to taste the fruits of those efforts. It reported improved fourth-quarter results today, with net income up 200 percent to $176. 9 million from the same period a year earlier. Executives attributed the improvement largely to the sale of About. om, the online resource unloaded by the Times Company in September. Previously, the company had sold off its group of more than a dozen regional newspapers. (It still owns  The Boston Globe  and  The International Herald Tribune. ) But there was another bit of sunshine in todays earnings report: 640,000 paid digital subscribers to theTimes  and the  IHT, an increase of 13 percent since the end of the previous quarter. Its an absolute key focus, said Thompson of the digital strategy, which is so far seen as a thriving experiment in getting readers to pay for content that used to be free. In 2012, money derived from circulation surpassed that of advertising for the first time thanks to the addition of those paying to read the  Times  and its affiliated publications on web browsers and mobile devices like smart-phones and tablets. Fourth-quarter circulation revenues were up 16. 1 percent. Asked on the call whether the  Times  might start charging more for digital subcriptions, Denise Warren, general manager of nytimes. com, said the company was evaluating the price structure but weve made no decisions at this time. She also said theyre exploring both a premium digital product and an entry-level one. (Perhaps the  college-friendly  NYT Junior that  Nat Ives of  Ad Age  caught wind of? ) If successful, such initatives will help mitigate the reality that print advertising revenues, long the key to a newspapers balance sheet, are declining at a steady clip—5. 6 percent year-over-year in the case of theTimes fourth quarter. The  Times  fiscal year for 2012, though, had 53 weeks compared to 2011, and that extra week fell in the fourth quarter. Excluding the additional week, according to the earnings release, estimated print and digital advertising revenues decreased 10. 2 percent and 1. 7 percent, respectively, largely due to the uneven economic environment, ongoing secular trends and an increasingly complex and fragmented digital advertising marketplace. Analysts dont expect print fortunes to improve this year as buyers, particularly the types of tony national brands that contribute the lions share of  Times  advertising dollars, continue moving to other platforms. The big picture for me is how well they can be a national and a global ad player, said Ken Doctor, a media analyst with Outsell, in an interview with Capital earlier this week. Thats the question for Mark Thompson. On the bright side, even as the  Times  trims its newroom and other areas in an effort to save money (it recently  negotiated more than 20 buyouts and a handful of layoffs), it has a long way to go before its journalistic muscles atrophy to the extent of papers like  The Los Angeles Times  and  The Baltimore Sun. In short, their newsroom is still the gold standard, said Doctor. They still have more than 900 people. Even at 700, not that we want to think of them losing a couple hundred more people, they would still be far and away a major news source. (Doctors  reaction  to todays results, by the way: Unsteady as she goes. The Times, at the beginning of 2013, isn’t being pushed backward; it’s just not making much forward progress. ) Ed Atorino, an analyst with Benchmark, thinks theres still more fat to trim. They have no choice, he told Capital. I understand they have a wonderful staff and Arthur Sulzberger Jr. s trying to ease the pain, but sooner or later theyre gonna have to fess up. Atorinos advice for Thompson: Hes gotta get tough and cut costs. Thompson, for his part, seems open to that. We believe some cost-cutting is inevitable and necessary, he said in his prepared remarks, adding a caveat that may lend some comfort to the reporters and editors at 620 Eighth Avenue: We will work hard to maintain a sizeable and robust newsgathering operation. sks customers to come back to the department store, alluding to heavy losses suffered from sweeping changes made by ousted CEO and former Apple executive Ron Johnson. The 30-second spot, posted to the companys Facebook and YouTube pages, atones for the recent changes believed to be the reason for a steep decline in sales, which resulted in a $12. 99 billion year-over-year decline in revenue for fiscal 2012. During his tenure at JCPenney, Johnson, who was the driving force behind Apples hugely successful brick-and-mortar Apple Store retail chain, made a number of substantial tweaks to the department stores business model. The initiatives, such as bans on sale pricing aut of cash needed to fund its overhaul. One of the big mistakes was perhaps too much change too quickly without adequate testing on what the impact would be,†Ã‚  said Bill Ackman, the principal shareholder of JCPenney’s and the driving force behind Johnson’s recruitment. After staunchly backing Johnson through the early setbacks, he now conceded that the turnaround effort had been â€Å"very close to a disaster. † Ackman regularly said that they were willing to wait for the turnaround to start getting traction. But the bleeding was too much and now Johnson is gone. Back to business as usual? What now? JCPenney’s board has reinstated the previous CEO, Myron Ullman. Hedge-fund manager David Tawil likened the change to â€Å"Elon Musk announcing that Tesla (the maker of electric cars) is changing gears and will now focus on gas-powered vehicles†. And hiring the previ The company’s aggressive discount practices had not only cut into pricing power, they had also diminished the brand in consumers’ eyes. Tired old stores didn’t help. Then, as now, rivals like  Macy’s  were taking away Penney’s business. The previous strategy was a losing proposition in 2011 and it’s still a losing proposition today. The immediate priority for JCPenney is survival. It has to stop the bleeding and have enough financial room to make some choices. Going back to what it was doing before, as some analysts suggest, is not a viable option. What other strategic options are available? Shopping as cheap fun? One possible strategic option would be to transform JCPenney into an organization where shopping is cheap and fun: For instance,  Carol B. Phillips, marketing instructor at the University of Notre Dame’s Mendoza College of Business, says: â€Å"JCP’s CEO Ron Johnson was †¦ clueless about what makes shopping fun for women. It’s the thrill of the hunt, not the buying. If it was just about buying, we’d all go to Amazon and take what was offered†¦ women love to shop and deals are what make the game worth playing. Customer insights don’t have to be deep and mysterious to be powerful. Sometimes they are as obvious as ‘shopping is fun. ’ It took billions of dollars of lost sales, lost market cap   and over a year of embarrassing ams have joined Yahoos mobile organizations in the Sunnyvale and New York offices, the latter of which is run by Robbie Stein, who headed up Stamped. While the startups have a range of expertise and backgrounds, the broader goal is to help improve Yahoos products. Meyer wants to move toward  her ultimate goal  of making Yahoo part of our everyday routines again by building mobile-friendly services that are more personalized to users. We have all of the content that people want on their phone, we have these daily habits, Mayer said in an interview with  Bloomberg Television  earlier this year.