How did september 11 change the life of socities Research Paper

How did september 11 change the life of socities - Research Paper Example There have been several changes within the American society ever since the attacks which has literally affected the lives of many people. Civil liberties have been subject to changes and in order to protect the country from further attacks several policies and security measures at airports and other important places have been stepped up which has posed serious restrictions to civil liberties. This has resulted in a changed psychology among the American people about their country, politics, world society and their security (Kelly; Schmidt; 9-11 Social Consequences). Considering the magnitude of the 9/11 attacks such restrictions and societal changes are not surprising as the country is in a dire need to safeguard both its people and resources. No country can afford to lose manpower and property to terrorism and given the potential strength of America, it has been able to overcome the destruction mainly owing to its people who remain unified in their fight against terrorism following t he attacks. The American society has indeed become vulnerable to attacks by terrorists mainly owing to its open frontiers, greater allowance to civil liberties, lack of any discrimination towards people, a free market and the rights enjoyed by the people to live a free life on their own terms. All of these were against the moral beliefs of the terrorists and which led them to attack the country and show the American people that their nation was indeed vulnerable and that its security could also be under constant threat. However, while the attacks were made with the intention of creating animosity among the diverse American population, it did, in fact create a more unified America. This has become a reality despite the series of civil restrictions and stricter policies that have been imposed on innocent Americans. This can be mainly attributed to the changes that occurred with the country during the 20th century which made the country more tolerable. This is the same country which ha d banned the teaching of German language after the First World War and the imprisonment of Germans, Japanese and Italians following the Second World War. Over the years the American people have developed the culture of â€Å"not judging the others†. This attitude has allowed people to rationalize the actions of others though there were some incidents targeting Muslims immediately after the attacks. However, these incidents were relatively small in number; even though they are deplorable. In addition the attacks also lead to a social cohesion among the people as those who survived the attacks showed a great willingness to help the wounded and the deceased (9-11 Social Consequences). This indeed has been a positive outcome of the attacks as aid from all around the world poured in and many thousands of people volunteered to secure people from the debris. However, this volunteering has been mainly from children belonging to the upper-middle class background as they have begun to show greater interest in public life, civic engagement, politics and society. However, the same has not been found with children belonging to the working class sector as they know that despite all their efforts they would ultimately land up in some firm working round the clock. Hence the post 9/11 attacks did witness a gap in the social class and many experts see this gap as that between the rich and the poor

Maroon Societies in Colonial Brazil Research Paper

Maroon Societies in Colonial Brazil - Research Paper Example This means that they wanted to have their own social, political, religious, and economic organization. It should be noted that once slaves had been recruited by their masters, there was no definite time they would be freed. This means that they were certain of staying in their slavery in their entire lives. However, from the beginning of 1500s, slaves started looking for ways of forming their own free society. It was during this time that the Maroon society came into existence. In this paper, an in-depth outlook on the Maroon society of Brazil will be considered. The considerations will involve a detailed outlook of literature review dealing with the foundation of the community while looking at the political, religious and military aspects of the community. The term Maroon, also Quilombo is used to denote a group of Runways slaves in American. As a result, the runway slaves later came to form a society that is referred to as Maroon. The formation of the Maroon society is an important feature in the history of the world because the society enables the contemporary world to grasp the history of slave trade that begun towards the end of 1400 and ended in 1888. The term Maroon is derived from Spanish word ‘cimarron’ meaning feral cattle. The term was later used on runaway slaves because they were slaves that could no longer be tamed. The societies of Maroon were common in Brazil and Caribbean. The North America and other parts of South America were occupied by the Maroon. The Maroon society posed a serous threat to the organization of slave trade and also to slave owners. Their presence and organization meant that it would not be easy to have slaves for their usual purposes or for trading functions. On the other hand, the maroon society was a relief to slaves. It marked a sign of relief, hope and emancipation from their slavery. Currently, the Maroon community is not known by the term Quilombo. Instead, the community is currently termed as Mocambos. Th e Maroon community had myriads of societies that settled in Brazil. One of the most dominant communities in Brazil was Palmares, also called the palm nation1. This community was formed in early 17th century. The Palmares was well-organized politicaly, socially, and economically. Just like other communities, it was ruled by a king called Zumbi. This community existed for over a decade until it was conquered by the Portuguese. History of the Formation Process of the Maroon Societies As early as 1552, Brazil was practicing slavery in its administration and legal institution. During this time, Brazil was had a large demand for labor for its sugar and tobacco plantations. As a result, the demand for slaves from Africa increased. More slaves were taken from Africa to Brazil. During the period between 1570 and 1670, slavery was at its peak in Brazil. At the same time, brutality was at its peak in the slavery industry. Slaves were beaten, given impossible quotas to meet, and subjected to po or and abusive working and living conditions2. Given these conditions, slaves were forced to look for an escape route from their conditions. Following the harsh slavery conditions, slaves started escaping from the firms in Brazil and forming their own settlements. Despite the escape, slave owners, such Freidrich Won Weech, saw their escape attempts as another process of initiating into a new form of slavery. This is because as soon as they escaped, they were pursued and caught and thereafter subjected to some worse kind of

Strategic HRM and how it is identified Case Study

Strategic HRM and how it is identified - Case Study Example External drivers have a direct impact on the internal needs of the company. It should be mentioned that the external and internal factors such as structure, people, technology and task are all interdependent. In Lafarge, planned organizational change is triggered by the need to respond to new challenges and opportunities of the external environment, and in anticipation of the need to cope with potential future problems. The external drivers for organizational changes involved international expansion and globalization of the industry. To some extent, external change drivers are caused by innovation rapid technological changes and innovations proposed by competitors within the industry. "The industry is also investing in alternative activities in order to protect itself from the economic impacts of business cycles" (Case Study). For Lafarge, the planned change represents an intentional attempt to improve, in some important way, the operational effectiveness of the company. The basic underlying objectives can be seen in general terms as: modifying the behavioral patterns of members of Lafarge; and improving the ability of Lafarge to cope with continuous changes in its environment. External drivers include new industry and customers demands including "greater safety, comfort, and quality" (Case Study), internalization of business, consolidation of industries, a global supply chain and the Internet solutions. One of the major changes deals with the specification of goods which may be considered in terms of their design features and performance characteristics. Increased competition and market demands create a new business environment and force Lafarge to accommodate to changing economic and business conditions. Internal change drivers are caused by company's mission and strategic objectives, new policies and new vision of the company. The internal forces involve the policy of acquisition and development and need to improve labor skills, attitudes of employees and need to improve organizational performance. Workforce diversity creates a great challenge for Lafarge to accommodate its structure to new business environment. "The work environment was driven by a demand for operational excellence. The organization was restructured and streamlined, and over 100% more employees were added to the group through new acquisitions" (Case study). For Lafarge, it is important to have technically competent staff able to cope with complex tasks and work under pressure. External drivers cause a continual need for the process of staff development, and training. The usual methods of boosting performance - process rationalization and automation - haven't yielded the dramatic improvements for Lafarge need. In pa rticular, heavy investments in information technology have delivered disappointing results - largely because companies tend to use technology to mechanize old ways of doing business. The acquisition strategy forces the company to introduce a shared culture and values based on unique cultural traditions and international HR practices (Reed, 2001). Competitive Strategies The competitive positioning school of thought, based primarily on the work of Michael Porter (1980, 1985), stresses the importance of how the organization is positioned with respect to its competitive environment or

How Intervention Strategies Contribute to Change Essay Example for Free

How Intervention Strategies Contribute to Change Essay Anne-Marie van Oost, Master of commercial sciences and Innovation Management, InduTec asbl/vzw, avenue Nellie Melbalaan 73, 1070 Brussels, [emailprotected] Jacques Tichon, Dr. Ing., Haute Ecole Paul-Henri Spaak, rue Royale 150, 1000 Brussels, [emailprotected] Summary Change involves moving from one condition to another. Change is not necessarily innovation. But an organisation that finds a fundamentally new way to reach and serve its customers has achieved an innovation. Organisations are changing at a record pace to keep up with an environment that demands more performance. Some organisations are doing a good job of changing to meet new performance requirements. These organisations know that change is the rule and that they will need to master change to continue to thrive. Every manager who has tried to guide an organisational change has experienced the reality of having to run the business while changing the business.Running an organisation and changing an organisation are two different kind of jobs each requiring different mindsets and skill sets. That wouldn’t be a problem if changes didn’t come along often and an organisation could just keep doing what it had been doing and still satisfy customers and stakeholders. But today’s environment is very different than it was a few years ago, and change is now the rule and not the exception. Employees must be able to perform as well during the change as they perform when the organisation is not changing. Unfortunately most managers and employees have been overtrained to perform in a no change, and undertrained to perform during change. This article will give you some theoretical concepts you will need to better understand the need of mastering change. 1. How to make organisational change happen? What is the importance ‘to  intervene’ 2. Are all organisations having trouble changing? Lots of organisations are not changing well enough to avoid negative consequences. Change implies inevitably resistance. 3. It is leadership that focuses the organisation on its new direction, whether that direction comes first from the leader hi/herself or from the mind of others. It is leadership that must coordinate the processes of change so that the organisation does not lose its way. It is leadership that supplies the courage for continued change in the face of the inevitable resistance and disappointment along the way. 1. INTRODUCTION Change has to do with ‘learning oganisations’. The concept has found favour in organisational development and management studies through the work of Senge, Nonaka Takeuchi, and others. , who have highlighted the importance of building ‘learning organisations’. The thinking is that only organisations that can learn fast will be equipped for the period of rapid change. Heifetz and Lauria state firmly that: â€Å"Solutions to adaptive challenges reside not in the executive suite but in the collective intelligence of employees at all levels†1. In order to improve organisational performance, there must be recognition that change and the turbulence it generates will undoubtedely affects all parts of the system.That is why it is one of the fundamental tasks of leadership to balance attention to the management of performance with attention to the management of change and uncertainty Academic Education focuses on technical and mental competences and stresses the need to train skills required for executive functions and leadership. Public and private enterprise would very much welcome purposeful and efficient training for leadership skills, but very often cannot find properly trained applicants for managerial positions.2 Leading people means asking people to change. One has to learn how to change,  one has to really want change and go for it. If people don’t really want to learn and change, it will not happen. That is why changing is so difficult. With this paper some concepts and models are introduced from literature that offer some insight into the management of change. But keep in mind that models may offer some insight, but at the same time they show and conceal reality, because they are one-sided by definition. â€Å"If change really is of the essence, if you really wish to see change occur at the behaviour level, for example to see managers manage changes differently or to see a greater amount of teamwork, then you have to think of something that compels such behaviour† (Eric Van de Reed, P., Extraordinary leadership, creating strategies for change, Kogan Page, UK, 2001. Pfeiffer, J.W., voorwoord in , Situationeel leiding geven, Uitgeverij Business Contact, Amsterdam, 2006 2 1 Loo).3 This article deals with behaviour interventions, topics like resistance and power as important derivatives, as well as leadership in relation to change. 1.1 Intervening as a technique and phenomenon To intervene means that someone forces their way into an existing system of relationships, people, groups or objects with the aim of improving it. In processes of change intervening as a technique and phenomenon is an important topic. But keep in mind that models may offer some insight, but at the same time they show and conceal reality, because they are one-sided by definition. Aryris defines ‘to intervene’ as follows.4 â€Å"Organisations do not perform the actions that produce the learning. It is individuals acting as agents of organisations who produce the behaviour that leads to learning. Organisations can create conditions that may significantly influence what  individuals frame as the problem, design as a solution, and produce as action to solve a problem. Whenever an error is detected and corrected without questioning or altering the underlying values of the system (be it individual, group, intergroup, organisational or interorganisational), the learning is single-loop. The term is borrowed from electrical engineering: a thermostat is defined as a single-loop learner. The thermostat is ‘programmes’ to detect states of â€Å"too cold† or â€Å"too hot†, and to correct the situation by turning the heat on or off. If the thermostat asked itself such questions as why it was set at 68 degrees, ot why it was programmed as it was, then it would be a double-loop learner.† Single-loop learning occurs when matches are created, or when mismatches are corrected by changing actions. Double-loop learning occurs when mismatches are corrected by first examining and altering the governing variables and then the actions. Governing ariables are the preferred states that individuans strive to â€Å"satisfice† when they are acting. These governing variabes are not the underlying beliefs or values people espouse. They are the ten have, Steven en Wouter, Verandering,over het doordacht werken aan de organisatie, Uitgeverij Nieuwezijds, 2004 4 Argyris, C. ,On organisational learning, Blackwell Publishing, 2004 3 variables that can be inferred, by observing the actions of individuals acting as agents for the organisation, to drive and guide their actions. This is where intervention shows up. In case you don’t handle the double –loop thinking, you become a servant of the status quo!! In his â€Å"Intervention theory and method: a behavioral science view, Argyris presents 3 methods of intervention: 1. To rely on knowledge and know-how already present in an intervener. Success is pretty much guaranteed as the proven methods put a client at ease. 2. To use in a creative manner a combination of different sources of existing knowledge of an intervener from previous situations. This requires more time than the first approach. 3. A third approach builds on the first two methods: to combine sources of knowledge of an intervener with those of a client. In this way, an  intervention helps a client to understand a problem and the intervention contributes to the theoretical knowledge base of an intervener. This approach is less common, but should be preferred over the first 2 methods. The joint development of conceptual models not only helps the client, but is also useful for future cases an intervener has to deal with. In this way, an intervener tries to translate specific issues of a client to generally applicable rules and views the various interventions and strategies of change as complementary. Harrison, R.5 sees the different methods and strategies for change as complementary . He does not consider the methods as different ways of doing the same thing, but rather as different ways of doing different things. Harrison contends there is a need for a conceptual model that indicates which strategy is suitable for which problem. A distinction in this regard might be the depth of the intervention at an individual, emotional level. Harrison explains depth according to 5 strategies: 1. Operations analysis: this approach (very little depth) addresses the use of roles and functions within an organisation. The strategy is aimed at bringing about change in the relationship between the different roles. The assumption is that people are exchangeable to a significant degree. Thus, relevant skills, needs and values of people within an organisation should be discernable. Harrison, R. Choosing the depth of Organisational Intervention , Journal of applied Behavioral Science, 181-200 5 2. Management by objectives: (an approach with a little more depth) This approach addresses the individual results. The individual and the manager agree on the services to be provided. The process (how to achieve those results) remains latent. 3. Instrumental process analysis: This strategy does address the process: what is someone’s work style and what is its influence on others within an organisation? A particular person is the focus of attention: what stimulates and curbs someone’s performance and how can negotiations be conducted between groups and individuals in order to achieve better results through work behaviour and work relationships? 4. Interpersonal relationships: . (this approach exhibits a great deal of depth). The intervention focuses on feelings co-workers have vis-à  -vis each  other and is aimed at improving teamwork. 5. Intra-personal analysis: (deepest level of intervention). A person is hit in their core with the aim of gaining more insight into the inner self as well as into relationships with ‘significant others’. The level of depth has different effects on an organisation: The more depth a method has, the more difficult the intervention is. The more depth there is, the more personal the result is, the less transferable it is. As an intervention becomes more personal, the amount of available information shrinks. The predictability of the outcome of an intervention decreases as the depth of an intervention increases. Conclusion: there should not be more depth than necessary to obtain a long-lasting solution to the current problems. 1.2 Resistance Whenever there is talk of change or change is in the air, resistance is just around the corner. It is important to ascertain where exactly processes of change are bogged down and what the underlying dynamics are. Boonstra frequently attributes resistance to blocked relationship patterns. Van de Loo makes a slight differentiation and describes resistance as non-rational reactions and specifically relationships suffering from a non-open, safe and insular environment. Kotter Schlesinger6, Readings in Managerial Psychology, 1989, 664-678, lay out a strategic approach to organisation change. Major changes and a low tolerance level in coworkers cause resistance. Managers are aware of the role played by resistance but few take that into account in defining the approach. The 4 most common reasons for resistance are: 1. Parochial self-interest: employees believe they are losing something valuable. Self-interest is placed above the company’s interest. This type of resistance often is reflected in subtle, political behaviour that is  exhibited before and during a change if the interests of a co-worker or of a group of co-workers do not match the organisation’s interest. 2. Misunderstanding and lack of trust: If co-workers do not understand the consequences and believe there will be more downsides than upsides to a change, they may also fee resistance. It is therefore key to clarify ambiguities as quickly as possible and to inspire as much trust as possible. 3; Different assessments: This situation often is created when different groups have different information available. Employees may get the impression that a change will have more drawbacks than benefits, both for themselves and for the entire organisation. 4. Low tolerance for change: This type of resistance stems from uncertainty and fear over not meeting the demands in terms of new skills and behaviour, even as co-workers realise change will be beneficial. There is also the fear over loss of face if change is perceived as doubt over previous activities. Major changes and low tolerance for change on the part of co-workers breed resistance. Kotter Schlesinger identify roughly 6 ways of dealing with resistance (strategy): 1. education and communication: especially in cases where resistance is caused by wrong or insufficient information, education and communication in advance can help reduce the level of resistance as well as the amount of time and effort put in. 2. participation and involvement: involving potential opponents in change can help prevent resistance. Participation leads to commitment. 3. support (training, time off after a heavy period, listening and providing emotional support,..: if it is fear and concern that cause resistance, support is the best medicine. 4. negotiation and agreement: offering incentives to active or political opponents can also reduce resistance. This method is effective if co-workers are losing position. The drawbacks are the high costs and the fact that a manager weakens his position once it becomes apparent that he is open to negotiation. Kotter,J.P. Schlesinger L.A. , Choosing strategies for change, Readings in Managerial Psychology, 1989, 664-678 6 5. manipulation and co-optation: manipulation boils down to selective use of information; cooptation is to appoint a co-worker to an important post at the time of design or implementation. However, if co-workers feel like they  have been misled, this will give rise to even more resistance than had no action been taken. 6. explicit and implicit coercion: to coerce co-workers into accepting change, for instance by threatening dismissal or transfer. The selection of the method for implementing change depends on the desired speed, the level of planning in advance, the involvement of co-workers as well as the alternatives. To increase the level of success, a manager may do the following: 1. perform an organisation analysis representing the current situation, the problems and their causes. Also, such an analysis provides insight into the speed at which problems should be solved as well as the type of change needed. 2. draw up a list of factors that are important for the change needed. This will increase the insight into who may put up resistance, why and how much, who has the necessary information, whose cooperation is crucial for the implementation and what the relationship between initiators and co-workers is like. 3. select a strategy of change, based on the analyses set out above. This strategy determines the speed of change and the level of planning and participation. 4. monitor the process of change in order to anticipate unexpected events during the process of change in a timely and adequate manner. 1.3 Leadership It is becoming more and more evident that the way the human potential is made use of, is the standard to judge the success of an organisation. The outcome of our striving for excellency depends upon the way we manage to offer leadership. Our own staff and employees will decide if our organisation will prosper. It was Paul Hersey’s challenge to develop a model of leadership that is both practical and based on clear, universal and logical concepts. The model he has developed is called ‘Situational Leadership’7. 7 Hersey, P., The situational leader, Uitgeverij Business Contact Amsterdam, 2006 In this model first the dimensions ‘Guiding’ and ‘Supporting’ as instruments to influence people have been entered on the two-dimensional chart. By ‘Guiding’ Hersey means actions that instruct people what to do, how and when to do it, and who specifically has to do it. ‘Supporting’ contains listening, encouraging, creating conditions, showing appreciation and empathy. Then the 4 quadrants are entered into the model to show the 4 different styles or manners of leadership.

The Concept Of Haccp And Risk Analysis Biology Essay

The Concept Of Haccp And Risk Analysis Biology Essay Food safety is an important issue. The trust of consumers, food safety and quality, and this will be they expected to. Consumers also expect to be able to provide the information; you can help them make informed decisions about the composition of the food, this information, whether it is on the product label or by advertising, not false or misleading. Food safety is a discipline to be describing the handling, preparation and storage food to prevent food borne illnesses. The statistics on food borne illness speak for themselves. Regulatory officials and their management of retail and food service industry must cooperate the other side, if we want to prevent or reduce food borne illness. This Manual was prepared by the United States Food and Drug Administration (FDA), in partnership with federal, state and local regulatory agencies, industry, academia and consumers, to help you operators of the retail and food service establishments, your efforts to produce safe food. This includes man y routines of that should be followed to prevent potentially severe of the health hazards. In this line of thought is the safety of the track between the industry and the market, between the market and consumers. Considerations in food safety, including consideration of industry market practices, the origin of the food, including on food label, food hygiene and food of the additives, as well as biotechnology and food policies and government import and export management guidelines for food inspection and certification system. Consider the market of consumer behavior, it is usually thought that the food should be on the market should be safe, concern consumer food safe delivery and preparation. 2.0 Answer of Question 1 As a food safety expert, what considerations that needs to advocate to ensure a food safe facility is the steps of receive until serving are the most important part. When you have followed the steps nicely then it can avoid from being affect by bacteria. And if you already follow the steps then it will sure your food will be cleanness and healthier. The steps for the food safe facility are very important. Below retail on common steps, in order to assist in your decision-making, and steps you through the procedures in this document. All of the steps are receiving, storage, preparation, cooking, cooling, reheating, holding and serving. 2.1 Receiving The receiving food safety is an important step. In the receiver, the main concern is the contamination of pathogens, and the formation of harmful toxins. The importance of the proposed control measures in steps are rapidly into cold storage at the proper temperature and food spoilage of food and access to food, food additives and packaging materials from legitimate sources. Ready to eat, potentially hazardous food received special attention. This will not be cooked before the food service, the growth of pathogenic bacteria, refrigerated in this step, the food can be eaten at any time can be considered to be an important risk. Prerequisite programs, in order to control the temperature of the product is generally of the hazard, these products are mostly in the receiving sufficient control. At a suitable temperature, and when it arrives, if there is a potential danger if it is at a temperature of 5Â °C or below freezing, if it is at a temperature of 60Â °C or above heat and it is the frozen hard, rather than partially thawed. When this problem happens, then reject potentially dangerous food to pass internal temperature between 5Â °C and 60Â °C. Unless the supplier can prove a time segment, in which the food has been at 5Â °C and 60Â °C not impair food security. In addition to checking the temperature of the product, you should check the appearance, smell, color and condition of the packaging. 2.2 Storage When the food in refrigerated storage, food safety management system should focus on maintain temperature control to limit the growth of pathogenic bacteria that may be present, in the preparation of food products and store food, such as ready to eat foods, cross-contamination of raw animal foods to prevent. When determining the storage temperature and the frequency of monitoring in refrigeration products, you may decide to set the temperature lower than what is required by local regulations. Set temperature is lower than what your regulatory requirements, the bacteria begin to grow small upward bias temperature detected by frequent monitoring, can be quickly corrected. For example, if you are storing potentially dangerous, ready to eat food under refrigeration, you may decide to set critical limits of the refrigeration unit to run in 38Â °F. This provides a safety cushion, you have the opportunity to see the trend of more than 41Â °F and the appropriate corrective measures to inte rvene before the bacteria begin to grow to dangerous levels. Ready to eat food, it is best to check the temperature inside the control procedures. You should assess whether it is realistic and feasible for you to do this depends on your food storage volumes. You can choose your monitoring system based on air temperature refrigeration equipment as a prerequisite for the program. How often you should monitor the air temperature depends on your capacity and the use of refrigeration equipment and the number and type of food stored in the cold storage units. 2.3 Preparation Of all the operational steps, preparation has the greatest variety of activities that should be controlled, monitored, and in some cases, documented. This is impossible, including a summary of the manual covers a variety of menus, the skills of the staff and facilities design, influence the preparation of food. The preparation step may involve a plurality of procedures, including thawing, mixing together ingredients cutting, chopping, slicing, or breading. Preparatory steps, the premise of the program can be developed, to control some of the hazards, and assist in the implementation of food safety management system, to minimize the growth of bacteria and from the staff and equipment contamination. Prepared in small quantities for controlling bacteria growth it because the restriction of the amount of food prepared is an important tool that allows the growth temperature, maintained at the time of food minimized. The pre-planning of the volume of the food and minimize the time for prep aring the desired time the food is in the dangerous temperature region, the steps in this operation. The thawing of the frozen food products to maintain the proper temperature and time management is the primary control, to minimize bacterial growth. Procedures should be in place to reduce the potential for microbial, chemical and physical contamination during thawing. 2.4 Cooking Animal derived food cooking is the most effective steps to reduce or eliminate biological contamination. Cooking time specified to the proper temperature will kill most harmful bacteria and parasites. Therefore, frequent cooking temperature monitoring, it is strongly recommended. You should be determined to ensure that the proper cooking temperature and time to achieve the best system to use. Cooking raw animal foods, special consideration should be given to the time and temperature. In the development of the HACCP plan or prerequisite, it is important to understand the critical limit is a particular product in the cooking steps. For example, security cooking temperature or time for the poultry is 165Â °F is 15 seconds; 15 seconds with 155Â °F minced beef is safe cooking temperature. 2.5 Cooling If you want to cook, you intend after cooling and the use of potentially hazardous food, and then you need food cooled to 5Â °C or lower temperature as quickly as possible. Possible, even if it has been cooked foods cause food poisoning bacteria. These bacteria are able to grow faster cooling time limit or the formation of toxins. Cooling cooked potentially hazardous food, within a period of cooling food are from 60Â °C 21Â °C within in two hours and from 21Â °C to 5Â °C within a further four hours. This means that you have a cold food for up to six hours, from 60Â °C to 5Â °C or below. If you do not know how your food fast cooling, using a probe thermometer to measure the most warm food usually in the center section. Rapid cold food, break it down into smaller parts in shallow containers. Be careful not to contaminate the food when you do so. 2.6 Reheating If the food does not correct the temperature is maintained at a sufficiently long time, the pathogens have the opportunity to breeding dangerous figures. Appropriate reheating provides an important control to eliminate these organisms. Remember although proper reheating will kill most organisms of concern, it does not eliminate the toxins in the body, such as Bacillus cereus food borne viruses produce. Immediate use of any potentially hazardous food has been held between 5Â °C and 60Â °C, and more than two hours, but discarded food, has been held more than 5Â °C and 60Â °C for 4 hours. 2.7 Holding When cooking process to eliminate the bacteria, the spore-forming bacteria should be destroyed. If not at the proper temperature, without temperature control, held at the appropriate time in the cooked food, the rapid growth of this spore-forming bacterium is a big problem. Keeping food products at 135Â °F or above during hot holding and keeping food products at or below 41Â °F is effective in preventing microbial growth. As an alternative, the temperature control details of Food Code action, when used alone as a control, including a comprehensive monitoring and food labeling system to ensure food safety. 2.8 Serving Food before it reaches the customer, which is the last step of the operation. When employees work with food and food contact surfaces, they can easily spread bacteria parasites and viruses. Manage personal hygiene is important to control these hazards. Recommend employees personal health management program, implemented to solve the following proper hand washing procedures, appropriate use of gloves and dispensing utensils and the control bare hand contact with ready to eat food. Specific program recommends that customers self-service displays, such as to protect food from contamination of salad bars and buffets. Special consideration should be given to prevent cross-contamination, contaminated equipment and equipment to minimize pollution customers. 3.0 Conclusion of Question 1 In conclusion, when you cook or have a food then you should follow the steps that mention above. You take positive measures to improve the security you establish food sales. As we know, food is very important for us and it may cause us healthier or death. So that we should follow the steps nicely and make sure that the food is clean and make sure it safe to eat. Bacteria is the most difficult thing to prevent when you want to cook, bacteria will around any place and we cannot feel it or touch it but it can easily make the food become unhealthy. If you follow the steps that mention at above then it sure will help prevent those bacteria and also can easier cook out a healthy food. 1.0 Introduction of Question 2 In order to strengthen food security, food production per stage is from are receiving, storage, preparation, cooking, cooling, reheating, holding and serving strict monitoring should be carried out. Food security has already become important and most of the proprietor or customer will be attach importance to this food security. The HACCP system is a scientific, systematic approach to identify assess and control hazards in the food production process. HACCP system, food safety control integrated design process, rather than relying on the testing of the last product. Therefore, the HACCP system in food safety, it can prevention and cost-effective way. 2.0 Answer of Question 2 The Codex Alimentarius Commission sets out seven principles for the basis of HACCP systems. Applies only to the seven principles of HACCP has completed a preliminary step in the development of the HACCP plan. 2.1 The seven principles of HACCP 2.1.1 Principles 1-Conduct a Hazard Analysis The application of this principle relates to the steps in the listing process and identify significant harm is likely to occur. HACCP team will focus on hazards is to prevent, eliminate or control the HACCP plan. Reported reasons include or exclude the danger, and to determine the possible control measures. 2.1.2 Principles 2-Identify Critical Control Points (CCP) Critical Control Point (CCP) is a point, and it is step or procedure can be applied to control the food safety hazard can be prevented, can be eliminated or can be reduced to an acceptable of a level. HACCP team will use the CCP decision tree to help determine the critical control points in the process. The critical control points can control more than one food safety hazards, or in some cases, it is necessary to control a single dangerous more than one of CCP. CPC needed depends on the number to ensure that the required processing steps and control of food safety. 2.1.3 Principles 3-Establish Critical Limits Critical limits (CL) is a CCP, in order to avoid, eliminate or reduce become an acceptable of a level, biological, chemical or physical parameters of food safety hazards must be controlled at the maximum and or minimum value. Usually a key restriction measures, such as time, temperature, water activity (Aw), pH value, weight, or some other measure is based on the scientific literature and or regulatory standards. 2.1.4 Principles 4-Establish Monitoring Procedures Once you have determined the critical control points and critical limits, need someone to track the critical control point, food flows through operation. Monitoring, including direct observation or measurement of critical control point is under control, insist on the establishment of critical limits. 2.1.5 Principles 5-Establish Corrective Actions Occasional processes or procedures in monitoring critical control points will not be able to comply with the established critical limit. It happens when this step is to establish a plan has not been met in the critical limit to the critical control points. The operator can determine the action of these actions is to convey to the employees, and train them to make the right of the decisions. This preventive are approach to this heart of the HACCP. Problems, but you need to find them, correct them before they lead to illness or injury. 2.1.6 Principles 6-Establish Verification Procedures This principle is to ensure that the system is the science of sound, effective control of hazards. In addition, this step ensures that specified when the system is running according to plan. Specified personal favorite manager regularly observe the activities of staff supervision, calibration equipment and temperature measuring devices, review of records or actions with employees to discuss the program. The purpose of all these activities is to deal with the issue of food security to ensure that the HACCP plan, if not, check to see is it needs to be make it better or modified. 2.1.7 Principles 7-Establish Record Keeping Procedures There are written records or documents needed to verify that systems are still working. This record is usually involved in the HACCP planning and monitoring, corrective action is taken, or calibration records of the operation of the HACCP system in the production. You can also include verification records. Maintenance records, records in the HACCP system is a sustained and effective system is in the place. Record of keeping it should be as simple as possible, so that more staff will have enough time to keep the records. 2.2 Risk Analysis Food safety risk analysis is essential, not only to the production or manufacture of goods and products of the highest quality, to ensure the safety and protection of public health, also in line with international standards and national standards, market regulations. 2.2.1 Risk Assessment The Centre for Food Safety (CFS) of the Food and Environmental Hygiene Department adopts the risk analysis framework promulgated by international food safety authorities in controlling food safety. The risk analysis consists of three functions, namely, risk assessment, risk management, and risk communication. The risk assessment can control the scientific basis for action. Risk assessment should incorporate the four steps of risk assessment example is hazard identification, hazard characterization, exposure assessment and risk characterization. Experienced in the risk assessment process, with the food or food ingredient hazard assessment and the potential risks of the population to be evaluated in order to develop appropriate risk management measures and risk communication information to protect public health. 2.2.2 Risk Management The risk assessment and risk communication, risk management is an important part of the risk analysis. This introduces a factor of the process of the successful implementation of the risk management needs. It describes the steps to identify and assess food safety risks, evaluate all available options to manage these risks, implementation of risk management decisions, and to ensure that the decision was the most appropriate. Risk management should take a comprehensive view of possible human health risk management. The process of risk management and decision-making should be transparent and appropriate records for different audiences. The risk management needs of a wide range of communication, coordination and collaboration, risk management and risk assessment, and with external stakeholders. 2.2.3 Risk Communication Therefore, if this is very important, in the end what is a food safety risk communication? While risk communication is a very complex subject, it is very simple in nature. Food safety risk communication is a three-step process, began to conduct a risk assessment, food safety scientists and statisticians part of the assessment of the likelihood of public health risk. The second step is risk management, health officials, scientific experts, food manufacturers and retailers work together to determine exactly what steps you need to ensure public safety. The third step is to risk communication, sharing of information and advice, with the consumption of the general public, and with the other parties in the production and preparation of food, food distribution and sales. From their experience in risk communication, International Food Information Council has developed a set of guidelines to help ensure that the right information reaches stakeholders and consumers, enabling them to make infor med decisions about the food they eat, their security. It is Understand and addresses the public concern and communicates with clarity and sympathy. 3.0 Conclusion of Question 2 Nowadays, food safety has become very important. Most of the proprietor and customer are attach importance to the food safety. Because when restaurant make out the food with not safety and the customer having the stale food then it may cause food poison or more serious it also can cause death. So to avoid this thing happen then HACCP is the better way to help you prevent the bacteria. Those seven principles are very important; all of restaurant, supplier should follow the principles to prevent bacteria and provide a healthy food. And then about risk analysis also one of the important thing for us. So, if you want make food safety then you should follow the steps of HACCP with nicely.

Abraham Lincoln and the Emancipation Proclamation Essay -- ending slave

On January 1, 1863, the Emancipation Proclamation was delivered by Abraham Lincoln. This bold and progressive move by the President declared that "all persons held as slaves within any State or designated part of a State, the people whereof shall then be in rebellion against the United States, shall be then, thenceforward, and forever free" (The Library of Congress, 2014). While Lincoln now harbors the fame for ending slavery, his proclamation initially only ended slavery in those states that attempted to separate from the union. The proclamation authorized the recruitment of former slaves into the Union Armies and promoted the eventual creation of a Union without slavery. It was this strategic use of the legal system that allowed Lincoln to manipulate the Border States between the North and South while molding the characteristics of the Civil War. Still, after the war was ended the now freed slaves did not flourish with their new found and hard fought freedoms. The ideal that former slaves were successful after the war is very far from realistic. Many freed slaves faced the new world without necessities such as shoes or clothing to protect them from the environment. During the winters, many freed slaves were out of work and homeless causing them to freeze and starve to death. Being ‘kept’ by slave masters their entire lives, they did not possess any skills outside crop farming to aide them in survival. This lack of experience and materials only served to increase the hardships endured; yet nothing could prepare them for the inequalities they would continue to face. The first inequality they would have to endure was in the form of education. As slaves, it was illegal for them to read or write thus propelling them into ... ...nearly eliminated blacks from the American landscape. Luckily, over the last 151years America has continued to grow and heal from the ugliness that was slavery. In doing so, Americans cherish Lincoln who cemented our ideals that all citizens remain â€Å"†¦forever free" (The Library of Congress, 2014). References Oshinsky, D. M. (n.d.). The Washington Post. Retrieved from Worse Than Slavery: http://www.washingtonpost.com/wp-srv/style/longterm/books/chap1/worsethanslavery.htm Schuessler, J. (2012, June 10). Books: Liberation as Death Sentence. Retrieved from New York Times: http://www.nytimes.com/2012/06/11/books/sick-from-freedom-by-jim-downs-about-freed-slaves.html?pagewanted=all&_r=0 The Library of Congress. (2014, April 10). Retrieved from Primary Documents in AMerican History: Emancipation Proclamation: http://www.loc.gov/rr/program/bib/ourdocs/EmanProc.html

Whos Afraid of Virginia Woolf :: Whos Afraid Virginia Woolf Essays

Who's Afraid of Virginia Woolf For this book talk, I read an Edward Albee's play, "Who's Afraid of Virginia Woolf." I saw the movie version of this book, which I found excellent, so it inspired me to read the book. The book begins when George, who is an associate professor of a New England college, and Martha, who is the daughter of the college professor comes home after a faculty party. Although it is well after midnight and they are heavily drunk, Martha invites another couple, Nick who is a new and young professor in the college, and his wife Honey. The two couples continue drinking at the living room of George and Martha's house, and Martha starts complaining about George. She reveals George's failure to advance in the college even if he has an advantage as the son-in-law of the president. George tries to revenge by telling Martha's weaknesses to the guests, and the fight becomes impossible to stop making the new couple who tries to stay detached also become caught up in it. As the fight goes on and they become more drunk, Martha comes to mention about George and she's imaginary son, who has been a secret between them and a forbidden topic to tell others. Nick also tells their painful secret that he married Honey because she thought she was pregnant but that it turned out to be false. When everyone is tired and humiliated as a result, George, who was very angry about Martha's mentioning his son to the guests, he decides to tell something that will change their lives forever as a final revenge, and then the party comes to an end. The main theme of the book is the sadness and difficulties of the adult life. In the story, George and Martha cannot have a child because either of them is impotent, so they had to make up an imaginary son. Here's a quotation about their son form Martha. QUOTATION(p219) Martha's this description about him shows how much they cared for him and wanted the real one. Furthermore, they constantly fight with each other for trivial subjects even though they really want to communicate more seriously and understand deeper. The difference between their view of life also worsens their marriage because Martha always expects George to be more ambitious while George does not