Management Essay Example

Management Essay THE ROLE OF PROJECT PORTFOLIO MANAGEMENT IN INCREASING THE EFFECTIVENESS OF A PROJECT PORTFOLIO Name Institution Date THE ROLE OF PROJECT PORTFOLIO MANAGEMENT IN INCREASING THE EFFECTIVENESS OF A PROJECT PORTFOLIO Introduction The issue of whether project managers should adopt project portfolio management in the management of multiple projects or not has raised a lot of debates in organizations. It is evident that project managers find it difficult to manage multiple projects on their own without the help of project portfolio management which provides the capacity needed to effectively handle multiple projects. Some company executives insist that portfolio managers are not necessary and yet this not the case. Companies initiate multiple projects each and every day with high performance standards. Project managers do not have the capacity to coordinate and control multiple projects in a project portfolio without the help of project portfolio management (Mahajan 2009, p. 78). Project portfolio management is a new concept in project management that is yet to fully explored and utilized by many organizations. The effectiveness of a project portfolio can not be achieved without the expertise of a portfolio manager. The effectiveness of a project portfolio is very vital when an organization wants to meet its organizational and financial goals (Mahajan 2009, p. 134). Some project managers feel that their job is threatened with the introduction of project portfolio management. This is not the case because project portfolio management is only meant to complement the work of a project manager. This position paper will discuss why it is necessary for an organization to adopt project portfolio management when handling multiple projects. Project portfolio management plays a critical role in increasing the efficiency of a project portfolio. We will write a custom essay sample on Management specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Background Information It is important to first of all have some background information about project portfolio management before discussing why it is necessary in increasing the effectiveness of a project portfolio (Levin 2010, p. 93). Project portfolio management introduces a new system in portfolio management where all the technologies, methods and processes used in the management of multiple projects are centralized in one place. Each project in a project portfolio has unique characteristics that are analyzed and collectively managed by the project portfolio management office. Effective allocation and tracking of resources meant for multiple projects is not an easy task but this can be done by a portfolio manager who has the capability and tools to come up with an effective framework for managing multiple resources (Brunel 2006, p. 28). Project portfolio management is very essential in project-driven organizations and this is attributed to the fact that inter-related tasks need to be managed in a centralized manner. Project execution and decision making are the segments of project management that require the capabilities provided by project portfolio management. Project portfolio management provides project managers with the required capabilities necessary to handle multiple projects. Project portfolio management offers simple and cheap strategies that are needed in the execution of multiple projects. Some of the most important capabilities brought about by project portfolio management include pipeline management, resource management, change control, financial management and finally risk management (Brunel 2006, p. 59). The capabilities brought by project portfolio management are very critical in increasing the efficiency of a project portfolio (Rad 2006, p. 9). The work of project managers becomes simple with the adoption of project portfolio management. Project portfolio management provides the best platform for project managers to carry out their duties with minimum risks (Rad 2006, p. 49). The importance of project portfolio management can only be understood in this discussion by looking at the efforts being put in place by organizations to ensure that the project portfolio management office does its best in the management of multiple projects. There is a concerted effort by organizations to increase awareness on the importance of project portfolio management because of the critical role that project portfolio management plays towards the success of an organization (Kevin 2006, p. 143). Many organizations are now focused on improving their project portfolio by putting in place the necessary structures to facilitate the learning process. In order for project portfolio management to serve its purpose, there are certain things that need to be improved. To begin with, any initial information about a project portfolio should be gathered and reported through the recommended procedure. Organizations can also improve their project portfolio management by coming up with clear goals and objectives to guide their projects (Kevin 2006, p. 143). It is important for portfolio managers to develop asset portfolios for optimum resource utilization. Asset portfolios are normally linked to the organizational and financial goals of a project to enhance consistency when it comes to project portfolio management. The resources to be used for multiple projects are identified as early as possible to enable portfolio managers to come up with effective strategies for maximum utilization of resources. An initial assessment of a project portfolio helps portfolio managers to correct some of the mistakes that can affect the overall performance of a project portfolio (Morris 2010, p. 45). Portfolio balance is another aspect that is given special attention in project portfolio management. Portfolio managers communicate their recommendations to the relevant departments within the organization on a regular basis. It is always a challenge to choose the right projects using the right methods and this requires a professional portfolio manager who can carry out the task satisfactorily (Morris 2010, p. 9). Portfolio managers come up with proactive measures that bring high returns at the lowest risk possible. Facts about the Role of Project Portfolio Management Project portfolio management brings out the business value of a project by putting in place results oriented strategies (Grobys 2009, p. 176). All projects within an organization are directed in the right way to guide an organization to wards executing the right projects. Each project has a significant impact on the portfolio and this makes it necessary for portfolio managers to monitor the performance of each project. The overall success of a project portfolio depends on the contribution of all the projects within the portfolio. Portfolio managers determine whether a particular project is likely to have a negative impact on current and future projects (Grobys 2009, p. 176). It is necessary for portfolio managers to identify projects that depend on each other in advance in order for them to come up with the right strategies. Information overload is one thing that project portfolio managers avoid at all costs (Ibrahim 2011, p. 85). Portfolio managers work with the most important data as a way of avoiding onfusion. It is not easy to work on all projects and at the same time achieve the desired results. Project portfolio management was introduced to help organizations in handling multiple projects in an efficient manner. Each project has team leaders who constantly report to portfolio managers on a regular basis about the progress of individual projects. The process of evaluating projects is made effi cient by the right portfolio management systems (Brentani 2006, p. 109). The role of project portfolio management is to ensure that project portfolios achieve the expected results in the right way. Many organizations have discovered the importance of project portfolio management and that is the reason why new systems are being put in place to simplify the work of a project manager (Brentani 2006, p. 109). Project portfolio management software systems are chosen according to the objectives of a given organization. Project portfolio management software has important features that facilitate process evaluation, measurement of benefits and costs, progress reporting, capacity planning and the tracking of benefits. This system enables the company executives to make the right decisions when it comes to finances and business. An organization that is ready to adopt project portfolio management should have the characteristics necessary for effective utilization of the capabilities brought by project portfolio management (Brentani 2006, p. 110). A portfolio manager strictly follows and implements all kinds of standardization without any kind of bias (Moore 2009, p. 156). Project portfolio management improves processes as a way of enhancing the outcome of projects. Organizations should have processes that are properly defined for portfolio managers to have an easy time when they are trying to make improvements. Project portfolio management provides the necessary framework that helps an organization in managing change (Moore 2009, p. 34). Project Portfolio Management Discussion The issue of whether companies should adopt project portfolio management can only be discussed comprehensively by looking at both sides (Levin 2010, p. 93). According to the argument in this paper, project portfolio management is very vital when it comes to increasing the effectiveness of a project portfolio. To begin with, the failure of a project-oriented organization to adopt project portfolio management disconnects information technology with business (Brunel 2006, p. 9). Project portfolio management facilitates a closer alignment of information technology with business. Companies are able to get value for their massive investment in information technology because project portfolio management enables executives to monitor the entire project portfolio and decide on the viability of each project (Rad 2006, p. 49). T hrough project portfolio management, project managers can monitor the progress of multiple projects and ensure compliance with all specifications and standard. Project managers often face challenges when handling multiple projects without the help of project portfolio management because they can not receive detailed data on current and future projects. Organizations that are yet to adopt project portfolio management incur a lot of costs and at the same time experience a decrease in production (Rad 2006, p. 51). On the other hand, project portfolio management reduces costs and increases productivity through appropriate allocation of resources and asset reuse. Project portfolio management enables project managers to make business-based decisions that improve returns and minimize risks (Rad 2006, p. 1). Project managers who work without the help of project portfolio management find it difficult to predict the outcome of current and future projects. Project portfolio management helps project managers in the identification of inter-project dependencies and prediction of project outcomes (Morris 2010, p. 71). The status of multiple projects can b e assessed by project portfolio management assessment strategies (Morris 2010, p. 122). It is necessary to adopt project portfolio management if there is need for a company to improve the effectiveness of its project portfolio. Despite this assertion, there are some arguments that do not support the idea of having portfolio managers in managing multiple projects (Levin 2010, p. 93). The first counter-argument is based on the opinion that portfolio management is only critical in determining whether the expected efficiency will be achieved or not. Poor handling of project portfolio management can lead to a situation where the level of overhead exceeds the benefits. The other reason why some organizations are reluctant to adopt project portfolio management is because it brings a cultural shift. Project portfolio management comes with new roles, processes, and corporate relationships that may take a lot of time for members within the organization to adapt to the new culture (Brunel 2006, p. 28). Portfolio management introduces the aspect of change management for effective balancing of new personnel, technologies and processes. The introduction of project portfolio management in projects that are ongoing can kill the project momentum because a lot of training is needed to familiarize the workers with the new systems. The possibility of a cultural resistance is what scares many organizations from adopting project portfolio management. The other argument on why project portfolio management is not necessary is that the business value of a project can be delayed as a result of over-engineered projects (Brunel 2006, p. 59). It is also not a guarantee that project portfolio management can deliver the desired result when it is implemented for the first time. It takes a lot of effort for project portfolio managers to make things perfect during the initial stages. Trying to change everything at once is one of the reasons why project portfolio management can end up failing (Ibrahim 2011, p. 5). Gradual implementation of new tools, processes and roles for a group of projects under project portfolio management is necessary when an organization wants to increase the effectiveness of a project portfolio (Morris 2010, p. 71). The final argument on why project portfolio management is not necessary in increasing the effectiveness of a project portfolio is based on the fact that some very important projects can be excluded even af ter the organization has spent a lot of resources and time to work on them (Rad 2006, p. 9). Despite these numerous claims against project portfolio management, it is important for organizations to clearly understand the importance of project portfolio management when it comes to achieving both financial and organizational goals. Conclusion It is important to reiterate the fact that portfolio managers play a very significant role in increasing the efficiency of a project portfolio. Project portfolio managers have a responsibility of ensuring that an organization runs multiple projects in the best way possible. Project portfolio managers consolidate projects that have similar needs and characteristics for effective planning and reporting. Project portfolio management saves the leadership in organizations a lot of money and time because it provides the highest level of management when handling multiple projects. The project portfolio of an organization can be compromised easily when a project portfolio management system is not in place (Levin 2010, p. 119). Through project portfolio management, the executive is able to receive information about all the projects that are in progress without much struggle. Portfolio managers have special attributes that play a critical role in improving the processes and strategies when an organization is in the process of handling multiple projects. An organization that is yet to implement project portfolio management is bound to face financial and organizational challenges on a regular basis (Levin 2010, p. 119). Organizations that want to improve the performance of their projects and at the same time maintain operational and financial stability should consider project portfolio management. This is can done through setting up a project portfolio management office and hiring competent portfolio managers to assist project managers in handling multiple projects. References Brentani, C 2006, Portfolio management in practice, Butterworth-Heinemann, London. Brunel, J 2006, Integrated wealth management: The new direction for portfolio managers, Euromoney Books, London. Grobys, K 2009, Portfolio management, Books on Demand, New York. Ibrahim, N 2011, Project portfolio management in philanthropic organizations, GRIN Verlag, New York Kevin, S 2006, Portfolio management, PHI Learning Pvt. Ltd. , New York. Levin, G 2010, Interpersonal skills for portfolio, program, and project managers, Management Concepts Incorporated, London. Mahajan, A 2009, Portfolio Management: Theoretical and empirical studies, Global Indian Publications, New Delhi. Moore, S 2009, Strategic project portfolio management: Enabling a productive organization, John Wiley and Sons, New York. Morris, P 2010, The Wiley guide to project, program, and portfolio management, John Wiley and Sons, New York. Rad, P 2006, Project portfolio management: Tools and techniques, www. iil. com/Publishing, New York. Management Essay Example Management Essay THE ROLE OF PROJECT PORTFOLIO MANAGEMENT IN INCREASING THE EFFECTIVENESS OF A PROJECT PORTFOLIO Name Institution Date THE ROLE OF PROJECT PORTFOLIO MANAGEMENT IN INCREASING THE EFFECTIVENESS OF A PROJECT PORTFOLIO Introduction The issue of whether project managers should adopt project portfolio management in the management of multiple projects or not has raised a lot of debates in organizations. It is evident that project managers find it difficult to manage multiple projects on their own without the help of project portfolio management which provides the capacity needed to effectively handle multiple projects. Some company executives insist that portfolio managers are not necessary and yet this not the case. Companies initiate multiple projects each and every day with high performance standards. Project managers do not have the capacity to coordinate and control multiple projects in a project portfolio without the help of project portfolio management (Mahajan 2009, p. 78). Project portfolio management is a new concept in project management that is yet to fully explored and utilized by many organizations. The effectiveness of a project portfolio can not be achieved without the expertise of a portfolio manager. The effectiveness of a project portfolio is very vital when an organization wants to meet its organizational and financial goals (Mahajan 2009, p. 134). Some project managers feel that their job is threatened with the introduction of project portfolio management. This is not the case because project portfolio management is only meant to complement the work of a project manager. This position paper will discuss why it is necessary for an organization to adopt project portfolio management when handling multiple projects. Project portfolio management plays a critical role in increasing the efficiency of a project portfolio. We will write a custom essay sample on Management specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Background Information It is important to first of all have some background information about project portfolio management before discussing why it is necessary in increasing the effectiveness of a project portfolio (Levin 2010, p. 93). Project portfolio management introduces a new system in portfolio management where all the technologies, methods and processes used in the management of multiple projects are centralized in one place. Each project in a project portfolio has unique characteristics that are analyzed and collectively managed by the project portfolio management office. Effective allocation and tracking of resources meant for multiple projects is not an easy task but this can be done by a portfolio manager who has the capability and tools to come up with an effective framework for managing multiple resources (Brunel 2006, p. 28). Project portfolio management is very essential in project-driven organizations and this is attributed to the fact that inter-related tasks need to be managed in a centralized manner. Project execution and decision making are the segments of project management that require the capabilities provided by project portfolio management. Project portfolio management provides project managers with the required capabilities necessary to handle multiple projects. Project portfolio management offers simple and cheap strategies that are needed in the execution of multiple projects. Some of the most important capabilities brought about by project portfolio management include pipeline management, resource management, change control, financial management and finally risk management (Brunel 2006, p. 59). The capabilities brought by project portfolio management are very critical in increasing the efficiency of a project portfolio (Rad 2006, p. 9). The work of project managers becomes simple with the adoption of project portfolio management. Project portfolio management provides the best platform for project managers to carry out their duties with minimum risks (Rad 2006, p. 49). The importance of project portfolio management can only be understood in this discussion by looking at the efforts being put in place by organizations to ensure that the project portfolio management office does its best in the management of multiple projects. There is a concerted effort by organizations to increase awareness on the importance of project portfolio management because of the critical role that project portfolio management plays towards the success of an organization (Kevin 2006, p. 143). Many organizations are now focused on improving their project portfolio by putting in place the necessary structures to facilitate the learning process. In order for project portfolio management to serve its purpose, there are certain things that need to be improved. To begin with, any initial information about a project portfolio should be gathered and reported through the recommended procedure. Organizations can also improve their project portfolio management by coming up with clear goals and objectives to guide their projects (Kevin 2006, p. 143). It is important for portfolio managers to develop asset portfolios for optimum resource utilization. Asset portfolios are normally linked to the organizational and financial goals of a project to enhance consistency when it comes to project portfolio management. The resources to be used for multiple projects are identified as early as possible to enable portfolio managers to come up with effective strategies for maximum utilization of resources. An initial assessment of a project portfolio helps portfolio managers to correct some of the mistakes that can affect the overall performance of a project portfolio (Morris 2010, p. 45). Portfolio balance is another aspect that is given special attention in project portfolio management. Portfolio managers communicate their recommendations to the relevant departments within the organization on a regular basis. It is always a challenge to choose the right projects using the right methods and this requires a professional portfolio manager who can carry out the task satisfactorily (Morris 2010, p. 9). Portfolio managers come up with proactive measures that bring high returns at the lowest risk possible. Facts about the Role of Project Portfolio Management Project portfolio management brings out the business value of a project by putting in place results oriented strategies (Grobys 2009, p. 176). All projects within an organization are directed in the right way to guide an organization to wards executing the right projects. Each project has a significant impact on the portfolio and this makes it necessary for portfolio managers to monitor the performance of each project. The overall success of a project portfolio depends on the contribution of all the projects within the portfolio. Portfolio managers determine whether a particular project is likely to have a negative impact on current and future projects (Grobys 2009, p. 176). It is necessary for portfolio managers to identify projects that depend on each other in advance in order for them to come up with the right strategies. Information overload is one thing that project portfolio managers avoid at all costs (Ibrahim 2011, p. 85). Portfolio managers work with the most important data as a way of avoiding onfusion. It is not easy to work on all projects and at the same time achieve the desired results. Project portfolio management was introduced to help organizations in handling multiple projects in an efficient manner. Each project has team leaders who constantly report to portfolio managers on a regular basis about the progress of individual projects. The process of evaluating projects is made effi cient by the right portfolio management systems (Brentani 2006, p. 109). The role of project portfolio management is to ensure that project portfolios achieve the expected results in the right way. Many organizations have discovered the importance of project portfolio management and that is the reason why new systems are being put in place to simplify the work of a project manager (Brentani 2006, p. 109). Project portfolio management software systems are chosen according to the objectives of a given organization. Project portfolio management software has important features that facilitate process evaluation, measurement of benefits and costs, progress reporting, capacity planning and the tracking of benefits. This system enables the company executives to make the right decisions when it comes to finances and business. An organization that is ready to adopt project portfolio management should have the characteristics necessary for effective utilization of the capabilities brought by project portfolio management (Brentani 2006, p. 110). A portfolio manager strictly follows and implements all kinds of standardization without any kind of bias (Moore 2009, p. 156). Project portfolio management improves processes as a way of enhancing the outcome of projects. Organizations should have processes that are properly defined for portfolio managers to have an easy time when they are trying to make improvements. Project portfolio management provides the necessary framework that helps an organization in managing change (Moore 2009, p. 34). Project Portfolio Management Discussion The issue of whether companies should adopt project portfolio management can only be discussed comprehensively by looking at both sides (Levin 2010, p. 93). According to the argument in this paper, project portfolio management is very vital when it comes to increasing the effectiveness of a project portfolio. To begin with, the failure of a project-oriented organization to adopt project portfolio management disconnects information technology with business (Brunel 2006, p. 9). Project portfolio management facilitates a closer alignment of information technology with business. Companies are able to get value for their massive investment in information technology because project portfolio management enables executives to monitor the entire project portfolio and decide on the viability of each project (Rad 2006, p. 49). T hrough project portfolio management, project managers can monitor the progress of multiple projects and ensure compliance with all specifications and standard. Project managers often face challenges when handling multiple projects without the help of project portfolio management because they can not receive detailed data on current and future projects. Organizations that are yet to adopt project portfolio management incur a lot of costs and at the same time experience a decrease in production (Rad 2006, p. 51). On the other hand, project portfolio management reduces costs and increases productivity through appropriate allocation of resources and asset reuse. Project portfolio management enables project managers to make business-based decisions that improve returns and minimize risks (Rad 2006, p. 1). Project managers who work without the help of project portfolio management find it difficult to predict the outcome of current and future projects. Project portfolio management helps project managers in the identification of inter-project dependencies and prediction of project outcomes (Morris 2010, p. 71). The status of multiple projects can b e assessed by project portfolio management assessment strategies (Morris 2010, p. 122). It is necessary to adopt project portfolio management if there is need for a company to improve the effectiveness of its project portfolio. Despite this assertion, there are some arguments that do not support the idea of having portfolio managers in managing multiple projects (Levin 2010, p. 93). The first counter-argument is based on the opinion that portfolio management is only critical in determining whether the expected efficiency will be achieved or not. Poor handling of project portfolio management can lead to a situation where the level of overhead exceeds the benefits. The other reason why some organizations are reluctant to adopt project portfolio management is because it brings a cultural shift. Project portfolio management comes with new roles, processes, and corporate relationships that may take a lot of time for members within the organization to adapt to the new culture (Brunel 2006, p. 28). Portfolio management introduces the aspect of change management for effective balancing of new personnel, technologies and processes. The introduction of project portfolio management in projects that are ongoing can kill the project momentum because a lot of training is needed to familiarize the workers with the new systems. The possibility of a cultural resistance is what scares many organizations from adopting project portfolio management. The other argument on why project portfolio management is not necessary is that the business value of a project can be delayed as a result of over-engineered projects (Brunel 2006, p. 59). It is also not a guarantee that project portfolio management can deliver the desired result when it is implemented for the first time. It takes a lot of effort for project portfolio managers to make things perfect during the initial stages. Trying to change everything at once is one of the reasons why project portfolio management can end up failing (Ibrahim 2011, p. 5). Gradual implementation of new tools, processes and roles for a group of projects under project portfolio management is necessary when an organization wants to increase the effectiveness of a project portfolio (Morris 2010, p. 71). The final argument on why project portfolio management is not necessary in increasing the effectiveness of a project portfolio is based on the fact that some very important projects can be excluded even af ter the organization has spent a lot of resources and time to work on them (Rad 2006, p. 9). Despite these numerous claims against project portfolio management, it is important for organizations to clearly understand the importance of project portfolio management when it comes to achieving both financial and organizational goals. Conclusion It is important to reiterate the fact that portfolio managers play a very significant role in increasing the efficiency of a project portfolio. Project portfolio managers have a responsibility of ensuring that an organization runs multiple projects in the best way possible. Project portfolio managers consolidate projects that have similar needs and characteristics for effective planning and reporting. Project portfolio management saves the leadership in organizations a lot of money and time because it provides the highest level of management when handling multiple projects. The project portfolio of an organization can be compromised easily when a project portfolio management system is not in place (Levin 2010, p. 119). Through project portfolio management, the executive is able to receive information about all the projects that are in progress without much struggle. Portfolio managers have special attributes that play a critical role in improving the processes and strategies when an organization is in the process of handling multiple projects. An organization that is yet to implement project portfolio management is bound to face financial and organizational challenges on a regular basis (Levin 2010, p. 119). Organizations that want to improve the performance of their projects and at the same time maintain operational and financial stability should consider project portfolio management. This is can done through setting up a project portfolio management office and hiring competent portfolio managers to assist project managers in handling multiple projects. References Brentani, C 2006, Portfolio management in practice, Butterworth-Heinemann, London. Brunel, J 2006, Integrated wealth management: The new direction for portfolio managers, Euromoney Books, London. Grobys, K 2009, Portfolio management, Books on Demand, New York. Ibrahim, N 2011, Project portfolio management in philanthropic organizations, GRIN Verlag, New York Kevin, S 2006, Portfolio management, PHI Learning Pvt. Ltd. , New York. Levin, G 2010, Interpersonal skills for portfolio, program, and project managers, Management Concepts Incorporated, London. Mahajan, A 2009, Portfolio Management: Theoretical and empirical studies, Global Indian Publications, New Delhi. Moore, S 2009, Strategic project portfolio management: Enabling a productive organization, John Wiley and Sons, New York. Morris, P 2010, The Wiley guide to project, program, and portfolio management, John Wiley and Sons, New York. Rad, P 2006, Project portfolio management: Tools and techniques, www. iil. com/Publishing, New York.

Free Essays on My Philosophy Of Education

My teaching philosophy is based on a personal belief that the most important thing anyone can accomplish in life is to help others learn how to succeed. The main goal of education is to prepare students for the life ahead of them. I believe social studies in particular is an essential part of the curriculum. It serves as a function to help students understand human relations that occurred in the past, are in many ways occurring now, and will likely take place again. This discernment may help students foster and expand beliefs that will make it more likely that they will be able to determine in any situation what is the best thing to do. In the classroom, I like to think that my methods will combine the best of long-established practices with the best of the new. Some topics must be taught through textbook and lecture. There are also some topics that can be taught more effectively through hands-on or even technological approaches. My students and their interests are my focus when deciding which method to deliver. I want to focus on the learning styles of my students when designing a lesson plan, recognizing that learning styles vary from student to student. Change is a large factor when making lesson plans; what worked last year or for a different class may not necessarily work now. I feel that teachers should constantly continue their own education and stay well-informed with current trends in order to always be adaptable to ever changing classroom settings. My responsibility as a social studies teacher is to imagine and create places of learning. My classroom shall be structured as if it were a community. The structured environment will help students to feel safe and secure. I will mediate as students are able to communicate with each other as well as respect each other?s opinions. An environment with strict rules about behavior, rights, and respect for individual diversity will provide a place where studen... Free Essays on My Philosophy Of Education Free Essays on My Philosophy Of Education My teaching philosophy is based on a personal belief that the most important thing anyone can accomplish in life is to help others learn how to succeed. The main goal of education is to prepare students for the life ahead of them. I believe social studies in particular is an essential part of the curriculum. It serves as a function to help students understand human relations that occurred in the past, are in many ways occurring now, and will likely take place again. This discernment may help students foster and expand beliefs that will make it more likely that they will be able to determine in any situation what is the best thing to do. In the classroom, I like to think that my methods will combine the best of long-established practices with the best of the new. Some topics must be taught through textbook and lecture. There are also some topics that can be taught more effectively through hands-on or even technological approaches. My students and their interests are my focus when deciding which method to deliver. I want to focus on the learning styles of my students when designing a lesson plan, recognizing that learning styles vary from student to student. Change is a large factor when making lesson plans; what worked last year or for a different class may not necessarily work now. I feel that teachers should constantly continue their own education and stay well-informed with current trends in order to always be adaptable to ever changing classroom settings. My responsibility as a social studies teacher is to imagine and create places of learning. My classroom shall be structured as if it were a community. The structured environment will help students to feel safe and secure. I will mediate as students are able to communicate with each other as well as respect each other?s opinions. An environment with strict rules about behavior, rights, and respect for individual diversity will provide a place where studen...

Biography of Fashion Designer Sandy Powell Essay

Biography of Fashion Designer Sandy Powell - Essay Example The essay "Biography of Fashion Designer Sandy Powell" analyzes the life of Sandy Powell. Having won three Oscars and two British Academy of Film and Television Arts (BAFTA) awards and several nominations, Sandy Powell has already mastered the said craft. Apart from the ‘laurels’ that were garnered in her honor, it is her creations, which provided energy and color to the various characters that she dressed, that can be held as testaments to her love to costume designing and her excellence in such a relatively underrated field of the arts. Ever since her childhood, Miss Powell already has a strong adoration for clothes and dressing up that motivated her to learn how to sew at a very early age. Upon this infant skill, she used to create clothes for her dolls and dresses for herself. At the age of 14, her love for the craft was much reinforced when she witnessed a theater performance that showcased avante-garde costumes and flamboyant props. Since then, Miss Powell knew wha t she wanted to do professionally in the future. To achieve this dream, she acknowledged that she needed formal training; so she attended London’s Central School of Design, concentrating on Theatre Design. Halfway through the completion of the course, she left school to focus on an ‘actual training’ that entailed her own designs and creations in a fringe theater production side-by-side with a commitment with The Cholmondeleys, a London-based dance troupe. Consequently, when she met respected director, designer and author Derek Jarman., she did not realize that she was already entering the grand threshold of the cinema industry (Thompson 169). During their days back in school, choreographer Lea Anderson describes Powell as ‘fascinating and unique in her outfits.’ She further disclosed how Powell would frequently employed themes in her wardrobes, while shocking them the next day for another elaborate and distinct set of garments (Harries). Meanwhile, c elebrated theater designer and instructress Pamela Howard was once quoted to have said that there was completely nothing that she could teach Powell (Horn 11). Professional Costume Designer Miss Powell’s collaboration with Jarman, which continued for years, encompassed projects that brought the best of her creative juices: meticulously reviving period clothing and at the same time creating contemporary fashions, all on relatively low budgets. It is with this reason why critics appreciated her works that were truly exquisite yet believable. In 1986, she earned critical acclamation for her screen designs in Caravaggio, which were anchored on the painter’s life and works. The Last of England (1987), Edward II (1991) and Wittgenstein (1993) were legacies of their extended close working relationship. Her work, according to her, is always grounded on research. Before any design would proceed, she still first goes to the Internet or to library to study not only the specific c haracter that she needs to dress and the trend of clothing during the time but also the entire history of the period (Thompson 171). For her Elizabethan, Victorian and modern creations in Orlando, Powell earned her first nomination at the Academy Awards in 1993. A year after, she was at the helm of developing the costumes in the anthology film Being Human that featured different periods in history (Bronze Age to modern day) where her designs were of much significance. Since the early 90’s, Powell has been the designer of choice for director Neil Jordan’

Writing Assignment # 1 Essay Example | Topics and Well Written Essays - 1000 words

Writing Assignment # 1 - Essay Example One of the factors that reduce diabetes type 2 is physical activity; however, the researchers had also made observations that coffee consumption further reduced the incidences of high blood glucose levels. This was the major reason for this study. The researchers formulated a hypothesis to give a tentative explanation of what they had observed. The researcher hypothesized that regular consumption of coffee lowers the risk of developing diabetes type 2 conditions. This came in the mind of the researcher after observing that there were few or no cases of this condition among those people who consume coffee regularly. The experiments were necessary to prove right or wrong the researcher’s hypothesis. The hypothesis that the researcher made was testable and also addressed a specific point. The next scientific method that was used in this study was testing the hypothesis that the researcher formulated earlier. The researcher arranged an experiment to test the hypothesis. In the experiment, black canned coffee was used after being diluted with water. Concentrations of various components of coffee were determined for example caffeine was 290 mg/l, chlorogenic acid was 190 mg/l, and trigonelline was 230 mg/l. The animals that were used in this experiment were male KK-A each four weeks old. All animals were maintained in the same controlled conditions of temperature and humidity to ensure that different environmental conditions do not affect the results of the experiment. The animals were left to access water and standard laboratory food three days prior to the experiment. The composition of the foods that the mice accessed in the laboratory was proteins, non-nitrogenous foods, crude ash, crude fiber, energy, and sufficient minerals and vitamins to ensure that the health o f the mice was maintained (Yamauchi, 2010). To test the hypothesis two experiments were performed. In the first experiment, mice were separated into two categories. The first group

Israeli-Palestinian problems Essay Example for Free

Israeli-Palestinian problems Essay The Israeli-Palestinian problems arise out of an ongoing conflict between Israel and Palestine and contributes to the Arab-Israeli conflicts. (David, 1996, 363) Historians generally take the position that resolving the ongoing problems between the two nations is the key to eradicating at least in part, the threat of Islamic terrorism around the world. (Schoenbaum, 2006, 281) There have been many attempts by the United Nations and world powers, particularly the US to resolve the tensions between Israel and Palestine, but to no avail. (Slater, 2001, 171) The most that can be gleaned from these peace-making efforts is the identification of the barriers to building peace between Israel and Palestine. This research paper will critically evaluate the problems between Israel and Palestine, the barriers to peace building and the possible solutions for removing these barriers and building peace between the two nations. This paper will also examine the consequences for world peace should the conflicts and tensions between Palestine and Israel continue to brew. Overview Historically, the Israeli-Palestinian conflict is characterized by six distinct periods of tensions. The first period and the origins of the conflict can be traced back to the late 19th century with the rise of Zionism and Arab Nationalism. (Gelvin, 2005, 93) The Zionist movement was a Jewish national movement formed in 1897, primarily in response to sentiments of anti-Semitism throughout much of Europe and Russia. The Arab nationalism movement was in turn a reaction to Zionism. (Gelvin, 2005, 93) Zionism advocated for the formation of a Jewish nation-state in Palestine. (Rolef and Sela, 2002, 928-932) Furthering the cause of the Zionist movement, the World Zionist Organization together with the Jewish National Fund purchased land in the Palestine area under both the British and the Ottoman rule and advocated for immigration to the area. (Tessler, 1994, 53) During the rise of the Zionist movement during the late 19th century much of Palestine had been occupied by Arab Muslims and Bedouin with a relatively small number of Christians, Druze, Circassians and Jews. (Medding and Harman, 2008, 3-7) Palestinian Arab rulers began to regard these Zionist aspirations as a threat. (Fortna, 2004, 97) The Arab unrest with the Jewish immigration to Palestine was more about their national identity since they originated from Europe and Russia. The prevailing feeling among the Arabs in Palestine was that the migration of Europeans and Russians to the area disturbed Palestine’s national identity. (Kramer and Harman, 2008, 121) A number of Arab protests arose as a result of Zionist purchases of property in Palestine. The result of these land purchases and immigration policies was a significant increase in the Jewish population in the area. By 1917, the British defeated the Ottoman Turkish military and subsequently occupied Palestine where they remained until the First World War ended. (Kramer and Harman, 2008, 121) The second period of conflict followed the end of the First World War with the British occupation of Palestine. The League of Nations transferred the Palestine problem to the British, indorsing the Balfour Declaration and calling upon the British to create the Jewish Agency, designed to organize and manage Jewish matters in Palestine. (Yapp, 1987, 290) The Balfour Declaration was formulated by the British government in 1917 and stated as follows: â€Å"His Majestys government view with favour the establishment in Palestine of a national home for the Jewish people, and will use their best endeavors to facilitate the achievement of this object, it being clearly understood that nothing shall be done which may prejudice the civil and religious rights of existing non-Jewish communities in Palestine, or the rights and political status enjoyed by Jews in any other country. (Yapp, 1987, 290) The Palestinian Arab population grew increasingly hostile toward British pro-Zionist policies. Making matters worse, Jewish immigration continued to grow, with significant numbers of Jew migrating to Palestine as a result of increasing anti-Semitism in Europe. In the Ukraine, 10,000 Jews had been killed. (Berry and Philo, 2006, 4) The Nazi’s rise to power in Germany only served to increase Jewish immigration to Palestine. A number of riots erupted in Palestine, spearheaded by the Arab population in protest against the growing Jewish population. (Nicosia, 2008, 130) The British attempt at resolving these conflicts was the Haycraft Commission of Inquiry, 1921, the Shaw Report 1930 and the Peel Commission of 1936-1937 which was followed by the White Paper of 1939. (United Nations, 1947) These reports reflect the character of the efforts for resolution of the Israeli-Palestinian conflict. The Peel Commission recommended a partition of the area and the White Paper suggested a single state resolution with quotas for the both Jewish and Arab immigrants to Palestine. (United Nations, 1947) The cut off period for these immigration restrictions extended over the Second World War at a time when the Holocaust displaced a number of Jews in Europe. This resulted in a number of illegal immigration by Jews to the region and this only served to increase tensions. (Nicosia, 2008, 130) After the Second World War, the Jewish Resistance Movement was established and in protest against British policies in Palestine, engaged in a number of attacks against the British military. One such attack saw the bombing of the King David Hotel in Jerusalem, the headquarters for the British troops. (Tessler, 1994, 256) Be that as it may, news of the Holocaust brought with it international sympathy for the Zionist movement. (Tesler, 1994, 210) Coinciding with these developments, the United Nations encouraged the division of Palestine into three sections under a Mandatory Palestine policy. (Tessler, 1994, 185) These divisions included an Arab State, a Jewish State and an International Zone which would include Jerusalem and the area around it. In the meantime, Bethlehem and Jerusalem would be controlled by the United Nations. Tessler, 1994, 185-268) The Unitied Nations’ solution was unpalatable to both the Jews and Aabs in Palestine. (Laquer and Rubin, 2001, 69-80) Despite these early signs of the futility of a divided state in Palestine, the UN indorsed the plan on Novermber 29, 1947. The date for partition was earmarked at May 15, 1948, the date by which the British were scheduled to withdraw its troops from the region. (Laquer and Rubin, 2001, 69-80) With a strategic plan for division in place, violence between the Jews and the Arabs, typically instigated by the Arabs, picked up momentum with open warfare over routes in Palestine taking centre stage. (Greenville, 2005, Chapter 39) Zionist leader, David Ben-Gurion, declared the implementation of the State of Israel on May 14, 1948, following a decisive victory in fighting against the Arabs and became Israel’s first Prime Minister. (Hazony, 2001, 267) The declaration of the State of Israel received wide approval with both the US and the USSR supporting the new State at the United Nations. Hazony (2001) doubts however, if this declaration would have garnered such wide spread support if emotions hadn’t been â€Å"stirred by the Holocaut. †(xx) In the years that followed, the turmoil and threat to world peace that followed, compromises whatever satisfaction the Zionists and their supporters derived from the creation of the Jewish state. (Hazony, 2001, xx) The consequences for world peace began almost immediately following the declaration of the State of Israel, setting forth the third period of Israeli-Palestinian problems. An Arab-Israeli War erupted on May 15-16, 1948 when armies from Jordan, Syria, Egypt and Iraq and later Lebanon, invaded Israel. (Nazzal, 1978, 18) The new State of Israel emerged victorious and subsequently annexed territory that would encroach upon the partitioning borders of the Jewish State and reaching over into the Arab borders in Palestine. Jordan occupied the West Bank ad East Jerusalem, Israel occupied West Jerusalem and Egypt, the Gaza Strip. (Sela, 2002, 491-498) In 1950 however, would take possession of the West Bank. (Sela, 2002, 491-498) The Israeli-Arab War of 1948 would only serve to complicate matters for world peace and particularly Jews. Approximately 856,000 Jews either fled voluntarily or were forced to flea from Arab nations, many leaving their property and personal possessions behind. (Shulewits, 2001, 139-155) Likewise, Palestinian Arabs suffered a vastly similar fate in area then forming the new Israeli state, becoming known as Palestinian refugees. These refugees were simultaneously denied re-entry into Israel and entry or citizenship in the adjourning Arab States, save and except for the Transjordan West Bank, the Egyptian occupied Gaza Strip, the East Bank of Jordan Riverm Syria and Lebanon. (Brynen and El-Rifai, 2007, 1) In 1949, Israel proposed repatriating 100,000 refugees and to re-open previously frozen bank accounts. (Sela, 2002, 58-121) Arab leaders, however, fortified in their position against the recognition of an Israeli state primarily refused to accept the Israeli olive branch. (Sela, 2002, 58-121) The result is, the Palestinian refugees continued to remain a source of conflict and tension between Israel and Palestine as many of these refuges remain in refugee camps. (Brynen and El-Rifai, 2007, 132) Conflicts between Arabs and Jews accelerated along the border of Israel and Jordan, starting with minor Israeli raids and Palestinian responses which only escalated in time and intensity. After the Israel attack on an Egyptian military base in the Gaza strip in February 1955, the Egyptian officials began to engage in sponsoring, arming and training Palestinian Fedayeen from along the Gaza Strip who would conduct raids on Israel. (Shlaim, 2000, 128) According to Avi Shlaim (2000) it was not until the Israeli raid on the Gaza strip that Egypt took such a militant approach to Israel. (129) Previously: â€Å" the Egyptian military authorities had a consistent and firm policy of curbing infiltration by Palestinians from the Gaza Strip into Israel. † (Shlaim, 2000, 129) Be that as it may, several years later, in 1964, the Palestinian Fedayeen resulted in the formaiton of the Palestine Liberation Organization (PLO). The PLO had as its goal the liberation of Palestine via the auspices of armed combat whose duty it was to â€Å"puge the Zionest presence from Palestine. † (Rubinstein, 1982, 209) In 1967 Egypt conducted a number of scare tactics by mobolising troops in the Sinai Peninsula which was followed by several other vastly similar moves by Arab nations neighbouring Israel. As a pre-emptive strike, Israel attacked Egypt and the Six-Day War followed. At the end of this latest foray, Egypt annexed the Gaza Strip and the West Bank which also included East Jerusalem. This would only increase hostilities between Israel and the Arabs. (Oded, 2002, 127) The fourth period of Israeli-Palestinian tensions commenced following the Six-Day War. In February 1969 Yasser Arafat was selected to chair the PLO and almost immediately, the PLO set about commiting armed attacks on Israel in an attempt to seize control of the West Bank. However, Israel got the better of these armed conflicts and PLO forces were exiled to Jordan where the Palestinian population was overwhelming and attacks on Israel continued by virtue of terrorist attacks. The inevitable followed with Israeli responding with counter attacks. (Shlaim, 2000, xxiii) The tensions increased and by 1970, the PLO seized control of southern Lebanon and conducted rocket attacks against the Galilee towns and other terror attacks on the north border of Lebanon and Israel. Palestinian terrorist groups spearheaded by the PLO together with the Popular Front for the Liberation of Palestine commenced an intense campaign against the Israelis abroad, particularly in Europe. (Streissguth, 1993, 43-58) In an effort to fortify the campaign, Palestinian guerrillas waged several attacks on Israeli civilians at schools, on busses and in apartment complexes. Attacks overseas targeted embassies, airports and the hijacking of aircraft. At the 1972 Munich Summer Olympics, Israeli athletes were taken hostage by the Black September â€Å"faction of the PLO†. (Judaken, 2006, 201) The Israeli authorities responded by virtue of a raid on the PLO headquarters in Lebanon. Other infamous terror attacks would follow including the Savoy Hotel attack, the Zion Square refrigerator explosion and the Ma’alot massacre in 1974 which claimed the lives of 22 children. (Streissguth, 1993, 43-58) In 1974, the Yom Kippur War commenced under the instigation of Egypt and Syria which was a surprise attack on Israel. A cease fire ended the war and gave way to the onset of the Camp David Accords, 1978 setting guidelines for peace negotiations in the future. Still the terror attacks continued. (Jureidini and McLaurin 1981, 1-26) Israel launched the Operation Litani which was designed to regain control of Southern Lebanon to the border with the Litani River. (Ron, 2003, 175) The operation was successful and the PLO took up residence in Beirut. Even after Israel’s withdrawal, Palestinian terrorist and guerrillas continued to fire rockets at Galilee, Israel. Finally, in 1981, US president Regan negotiated a cease fire that endured for a year. (Ron, 2003, 175) An assassination attempt on Shlomo Argov, Israeli’s Ambassador to the UK ended the cease fire on June 3, 1982. (Bar-On, 2004, 200) This gave way to the 1982 Lebanon war in which Israel invaded Lebanon on June 6, 1982 claiming the move necessary for the protection of northern Israel. (Bar-On, 2004, 200-201) In order to bring an end to this latest military conflict in the region, US and European diplomats negotiated for the safe transport of key PLO leaders such as Arafat to Tunis, an exile destination. (Bregman, 2002, 145) By June 1985, the Israelis withdrew in large part from Lebanon, leaving behind a minimal faction in South Lebanon in an area designated a security zone. In Tunis, the PLO lead campaigns against Israel with a number of terrorist attacks which resulted in the Israelis bombing the PLO’s camp in Tunis during the conduct of Operation Wooden Leg. (Bregman, 2002, 152) Continuous uprisings in the West Bank and the Gaza Strips continued and by January 1988, directed by the PLO in Tunis these uprisings became more organized, characterized as Intifadas. The first Intifada resulted in the death of 1, 551 Palestinians and 422 Israelis. (Israeli-Palestinina Deaths, 1987-2007) During the Gulf War of 1990-1991, Arafat appeared to support Iraq’s invasion of Kuwait following which the PLO was financially cut off by many Arab states. (Aburish, 1998, 201-228) The US and the USSR seized the opportunity following the Gulf War to start a peace conference between the Palestinian Arabs from countries such as Syria, Lebanon and Syria and Israel. It began with the Madrid Conference in October 1991, commandeered by Russia and the US. (Bush, 1991 2-23) Even so, the end of the Gulf War saw more international efforts with respect to resolving the issues in the Israeli-Palestinian tensions. This would mark the fifth stage of this ongoing sage and commenced from 1993-2000. In January 1993 there appeared to be some progress toward peace when Arafat sent an official letter to Israel’s then prime minister Yitzhak Rabin, claiming to renounce terrorism and to recognize Israel as an independent state. (Exchange of Letters between Rabin and Arafat, Sept. 9, 1993) What followed was the Olso Accords in which the parties tried to set up a two-state solution. The agreement called for a Palestinian Authority, headed by Arafat which would practice and encourage Israeli tolerance. (BBC News, November 2003) However, there is evidence that the Palestinian Authority not only supported but also funded terrorist strikes and organizations. (BBC News, November 2003). The violence in the Palestinian areas continued and in February 1994 the Kach movement killed 29 Palestinian Arabs in the Cave of the Patriarchs massacre. (Scharfstein and Gelabert, 1997, 306) The Palestinian Hamas retaliated by conducting suicide bomb attacks against Israeli civilians throughout Israel. Scharfstein and Gelabert, 1997, 306) In September 1995 Arafat and Rabin signed an Israeli-Palestinian Interim Agreement with respect to the West Bank and the Gaza Strip. The agreement called for Palestinian Arabs to return to occupied areas of Palestine and for Palestinian recognition and acceptance of Israel’s right to a peaceful existence. The agreement however was not accepted by Hamas and other PLO affiliates who were continuing to commit terror attacks in Israel. (Rheinhart, 2005) These bursts of violence would characterize the sixth stage of peace negotiations during the Camp David Accords 2000 with the result that nothing has been resolved between the Palestines and the Israelis today. (Rheinhart, 2005) The difficulties with resolving the issues that give rise to the problems between the Jews and the Arabs arise out of the fact that they are being mediated from a purely subjective and entirely selfish perspective. Having examined the nature of the conflict and the failed attempts at peace, the remainder of the paper will evaluate why these problems persist despite attempts to eradicate them. The Peace Process As previously, noted, the approach taken to the support of the establishment of the Jewish State is primarily dictated by emotions in the aftermath of the Holocaust. However, there were other matters that influenced the approach. The United States on the other hand, had and very likely still has its own agenda. Willaim Viorst maintains that the US’ role with respect to the peace building process in the Middle East was influenced by a two-tier agenda built around the following ideology: â€Å"†¦pressing for concessions from all sides to establish some permanent negotiated settlement, and ensuring Israel came out of the agreement strong enough to act as the U. S. proxy in the area against Soviet threats. †(Viorst, 1987) In addition, the US’s attitude toward a number of Middle Eastern countries, such as Syria, who is very much involved in the Israeli-Palestinian conflicts, is characterised by mistrust. Sepearte and apart from disapproving of nations such as Syria’s autocratic governence, the US has always taken a stand against that nation’s link to terrorists and its anti-Israel position. (Zunes, 1993, 62) This stance against terrorism is particularly strong following the September 11 attacks on the US. In the final analysis, the only thing that was accomplished in the days following the Six-Day War and the present was a string of dishonored concessions on the parts of both Palestinian and Israeli officials. One example is found in the ongoing struggles with Syria. (Zunes, 1993, 62) Syria agreed to demilitarize the Golan Heights area, permit international supervision together with other security comittments in return for Israel’s withdrawal neither side have been able to live up to their side of the bargain. (Zunes, 1993, 62) Viorst raises yet another point. The Ma’a lot Massacre which only threatened the peace building process and provided Isreal with grounds for making renewed demands of neighbouring Arab nations to close its borders to terrorist. (Viorst, 1987) Syria’s Hafez Assad, exemplifies the degree of Arabic pride that was virtually ignored in these peace-builing processses. This pride commands loyalty to Arabic culture to such an extent that it compromises the ability to objectively agree to such a demand for fear of the perception that the leader is regarded as having been weakened to the will of the Israelis. (Viorst, 1987) A stalemate was therefore inevitable. US Secretary of State, Henry Kissinger responded by sending a letter to the Israeli government indorsing whatever means of redress it desired in reponse to the terrorist attacks on its terrirory. Viorst points out that Kissenger effectively pledged that: â€Å"†¦no future president would withhold American economic or military assistance as punishment for antiterrorist reprisals. It committed Washington to support such attacks before the world, most notably at the United Nations. In effect, it imposed a serious new limitation on Americas ability to compel restraint within the cycle of violence that so often ran amok in the Arab-Israeli struggle. † (Viorst, 1987) When this letter is read together with reference to the fact that the Americans provided military aid to Israel during the Yom Kippor War, it is hardly surprisig that peace building between Israel and Palestine failed time and time again. Particularly compromising was the fact that the US in its role as mediator, President Nixon was caught up in the midst of the Watergate scandal by1974. (Viorst, 1987) It would appear, that Nixon’s focus on the Palestine-Israel conflict was quite possibly more of an attempt to distract attention away from the Watergate scandal and was determined to convince the public that he was an â€Å"indispensable to peacekeeping† in this hostile region. (Viorst, 1987) Nixon’s first tour of the Middle East did not turn out as well as planned. Newly elected Israeli Prme Minister Yitzhak Rabin made it clear that he wanted Israel to remain the US stronghold in the Middle East but at the same time he was not interested in the current peace-keeping negotiations. (Viorst, 1987) Russia’s role in the peacebuilding process in the earlier years also gave off the impression that, like the US, the Soviets were intent on maintaining a stronghold in the Middle East, by providing support for the Palestines. To this end, the Palestinian-Israeli conflict came to be a provy war, between the world’s super powers, in their respective struggles for world dominance and power. Stephen Zunes provides a rational basis for placing the blame for the continuous failure of the peace building process between Palestine and Isreal on the US. To start with, it probably goes without saying that Israel’s neighbours, particularly Palestinian Arabs, have both political and economic motives for wanting peace with Isreal. The disintegration of the Soviet Union gave way to â€Å"dramatic political and economic shits† in the Middle East as a whole. (Zunes, 2000, 1-4) Moreover, US dominance in the region in the aftermath of the Gulf War, together with â€Å"the establishment of the Palestinian Authority† the circumstances are such that those caught in the middle of the Palestinian-Syrian conflict on the Arab side, â€Å" can no longer reap politial capital from provoking conflict with Israel. † (Zunes, 2000, 1-4) On the other side of the spectrum , Israel is not motivated nor is it inclined â€Å"to take the necessary steps† to facilitate a viable settlement and similarly, the United States â€Å"appears unwilling to push its ally to compromise. † (Zunes, 2000, 1-4) Despite the ongoing peace talks final Israel-Palestinina peace accord may not be possible any time soon. (Zunes, 2000, 1-4) It becomes increasingly clearer with time that while the United Sates is holding itself out as an impartial mediator, when one looks beneath the surface the United States is slanted in its support of Israel and its approach to the Israeli-Palestinian problems. Zunes explains how this is so by directing attention to the US approach to the annexed land following the UN Security Council Resolutions 242 and 338 in respect of wars between Arab States and Israel. Resolution 242 called for peace in the Middle East by requiring Israel to withdraw from the territories it annexed following the 1967 War and for the Termination of all claims or states of belligerency. (UN Security Council Resolutions 242) Resolution 338 followed the Yom Kippur War and basically called for a cease fire. (UN Security Council Resolutions 338) When Syria rejected the resolution the United States claimed that Syria was â€Å"hard-lined† for its rejection of these Resolutions. When Syria â€Å"dramatically moderated its policies† and accepted the resolutions the United States complained that Syria was â€Å"hard-lined for their insistence on the resolutions’ strict implementation. † (Zunes, 2000, 1-14) The obvious consequence is â€Å"an impasse that can be broken only by a shift in U. S. policy. † (Zunes, 2000, 1-14) The Madrid Conference was co-sponsored by the United States and the Soviet Union. The conference involved peace talks themed after UN Resolution 242, â€Å"land for peace talks† between Israel and the Arab States caught up in the Palestinian-Israeli conflict. (Rabinovich 1999, 39-43) These peace talks represented a tie in to additional peace talks at various other forums up to the year 2000. Yet no accord was struck. Conclusion Clearly, the sollution to the Israeli-Palestinian problems involves a quid pro quo approach. The Middle Eastern countries directly bordering Palestine want their land returned to them and Israel wants security against terrorist attacks. In order to resolve these issues in a manner that is fair to both sides, the US, as primary mediator should propose that Israel withdraw from the regions in exchange for clearly defined security gaurantees from its neighbouring Arab nations. The US can achieve this goal by threatening to withdraw its current economic and military support to Israel. The underlying impediment to the long history of negotiations between Israel and Palestinian neighbours has been the imbalance of pressure. While the surrounding Arab nations, particularly Syria, have been pressured by a lack of military and economic aid to make concessions Israel has had no incentives or pressure to at least meet its hostile neighbours halfway. The United States role appears to be disingenuous since it has repeatedly failed to put pressure on Israel to be fair and objective. Works Cited Aburish, S. (1998) From Defender to Dictator. New York: Boomsbury Publishing. Bar-On, M. (2004) A Never-Ending Conflict: A Guide to Israeli Military History. Greenwood Publishig Group. BBC News. (November 7, 2003) â€Å"Palestinian Authority Funds Go to Militants. † http://news. bbc. co. uk/2/hi/middle_east/3243071. stm Retrieved 2 May, 2009. Berry, M. and Philo, G. (2006) Israel and Palestine: Conflicting Histories. Pluto Press. Bregman, A. (2002) Israel’s Wars: A History Since 1947. Routledge. Bryen, R. and El-Rfai, R. (2007) Palestinian Refugees: Challenges of Rapatriation and Development. I. B. Tauris. Bush, P. (1991) â€Å"The Madrid Middle East Peace Conference October 30-November 1, 1991. † Foreign Policy Bulletin 2, 2-23. David, Newman. (1996) â€Å"Shared Spaces – Separate Spaces: The Israel-Palestine Peace Process. † GeoJournal 39(4) 363-375. Exchange of Letters between Rabin and Arafat. (Sept. 9, 1993) http://www. mideastweb. org/olsoletters. htm Retrieved May 3, 2009. Fortna, V. (2004) Peace Time: Cease-Fire Agreements and the Durability of Peace. Princeton University Press. Gelvin, J. (2005) The Israel-Palestine Conflict: One Hundred Years of War. Cambridge University Press. Greenville, J. (2005) A History of the World From the 20th to the 21st Century. Routledge. Hazony, Y. (2001) The Jewish State: The Struggle for Israel’s Soul. Basic Books. Israeli-Palestinian Deaths, 1987-2007. (n. d. ) http://israelipalestinian. procon. org/viewersousce. asp? resourceID=639 Retrieved 2 May 2009. Judaken, J. (2006) Jean-Paul Sartre and the Jewish Question: AntipAmtisemitism and the Politics of the French Intellectual. University of Nebraska. Jureidini, P. and McLaurin, R. (1981) Beyond Camp David: Emerging Alignments and Leaders in the Middle East. Syracuse University Press. Kramer, G. and Harman, G. (2008) A History of Palestine: From the Ottoman Conquest to the Founding of the State of Israel. Princeton University Press. Laquer, W. and Rubin, B. (2001) The Israel-Arab Reader: A Documentatry History of the Middle East Conflict. Penguin. Medding, P. and Harman, M. (2008) Sephardic Jewry and Mizrahi Jews. Oxford University Press. Nazzal, N. (1978) The Palestinian Exodus From Gallilee. 1948 Institute for Palestine Studies. Nicosia, F. (2008) Zionism and Anti-Semitism in Nazi Germany. Cambridge University Press. Oded, E. (2002) â€Å"Arab-Isreal Peacemaking† cited in Sela, A. (ed) The Continuum Political Encyclopedia of the Middle East. New York: Continuum. Reinhart, Tanya. (2005) Israel/Palestine: How to End the War of 1948. New York: Seven Stories Press Roelf, H. and Sela, A. (2002) â€Å"Zionism. † Cited in Sela, A. (ed) The Continuum Political Encyclopedia of the Middle East, New York: Continuum. Ron, J. (2003) Frontiers and Ghettos: State Violence in Serbia and Israel. University of California Press. Rubinstein, W. (1982) The Left, The Right and The Jews. Croom Helm. Scharfstein, S. and Gelabert, D. (1997) Chronicle of Jewish History: From the Patriarchs to the 21st Century. KTAV Publishing House Inc. Schoenbaum, T. (2006) International Relations: The Path Not Taken: Using International Law to Promote World Peace and Security. Cambridge University Press. Shlam, A. (2000) The Iron Wall: Israel and the Arabl World. W. W. Norton and Company. Shulewitz, M. (2001) The Forgotten Millions: the Modern Jewish Exodus from Arab Lands. Continuum. Slater, J. (2001) â€Å"What Went Wrong? The Collapse of the Israeli-Palestinian Peace Process. † Political Science, 116(2), 171-199. Streissguth, T. (1993) International Terrorists. The Oliver Press, Inc. Tessler, M. (1994) A History of the Arab-Israeli Conflict. Indianapolis: Indicana University Press. United Nations. (October 2, 1947) â€Å"Ad Hoc Committee on the Palestinian Question: Communication From the United Kingdom Delegation to the United Nations. † A/AC. 14/8. UN Security Council Resolutions 242 UN Security Council Resolution 338 Viorst, William. (June 1987) â€Å"The Kissinger covenant and other reasons Israel is in trouble Henry Kissinger, excerpt from Sands of Sorrow: Israels Journey From Independence. † Washington Monthly, Available online at† http://www. findarticles. com/p/articles/mi_m1316/is_v19/ai_5010446/pg_5 Retrieved 3 May, 2009 Yapp, M. (1987) The Making of the Modern Near East 1792-1923. Longman. Zunes, Stephen. (1993) â€Å"Israeli-Syrian Peace: The Long Road Ahead. † Middle East Policy, Vol. 2, p. 62 Zunes, Stephen. ( February 2000)†The US and the Israeli-Syrian Peace Process. † Foreign Policy in Focus, Vol. 5 No. 3 pp 1-4

Tennis Made Easy :: essays research papers

When surfing the Internet, eventually winding up at tennis4you.com, I found something called the â€Å"Lesson Lounge† which has instructional articles on the game of tennis. My particular article discusses a very crucial part of the game, and also a difficult one, the first serve. The reason this drew my attention is because this is a major weakness in my already pathetic tennis repertoire. By reading the article, I hoped to find strategy to learn from, and eventually, with practice, to improve from. In the article, they explain how the first serve can become â€Å"†¦someone’s biggest weapon making someone else’s worst nightmare!† That, not only can one use a power serve or a placement serve to attack their opponents, but that working out is not even necessary to do so. The tennis serve can have significantly more power by using â€Å"†¦legs, shoulder rotation, and stomach muscles†¦Ã¢â‚¬  during one’s motion. They stress that since you have two serves, it is crucial to take a chance and make sure your first serve is NOT â€Å"†¦easily attackable†. From here, they lead into more complicated serving techniques that involve the type of hit- such as the flat, slice, kick, and topspin serves. Although I am not good enough to test them out, through time, they could certainly help someone with an interest in tennis who is willing to practice. After establishing the four types, the writer goes more in depth to differences between power and non-power serves. With power serves, they emphasize the importance of rhythm, significance of keeping your opponent guessing and lastly, the need to hit it in bounds. They continue to say that, obviously, no matter how hard your serve is, it is useless if it cannot land in bounds. As far as non-power serves, they speak of smaller players and how technique and mechanisms such as spin. Another main point here is that one must serve deep into the service box.

ANG KONSEPTONG PAPEL Essay

Awareness of the Parents about the K to 12 Education in its general sense is a form of learning in which the knowledge, skills, and habits of a group of people are transferred from one generation to the next through teaching, training, or research. Education frequently takes place under the guidance of others, but may also be autodidactic.[1] Any experience that has a formative effect on the way one thinks, feels, or acts may be considered educational. 12-Year Basic Education Cycle Universal Kindergarten Madaris Education Technical-Vocational Education Every Child a Reader by Grade One Science and Math Proficiency GASTPE (Gov. Assistance to Student and Teachers to Private Education) Medium of Instruction Quality Textbooks Covenant with LGUs The Philippines is the only remaining country in Asia with a 10-year pre-university program. The majority who do not go to college are too young to enter the labor force. Thus, they would either be unemployed or be vulnerable to exploitative labor practices. Those who may be interested to set up businesses cannot legally enter into contracts. The few, (only 23%) who would proceed to tertiary education, usually have to undergo remedial and high school level classes in colleges and universities. Those who graduate (17%) may not be recognized as professionals abroad. The Washington Accord prescribes 12 years of basic education as an entry to recognition of engineering professionals. The Bologna Accord requires 12  years of education for university admission and practice of profession in European countries. We need to add two years to our basic education. Those who can afford pay up to fourteen years of schooling before university. Thus, their children are getting into the best universities and the best jobs after graduation. I want at least 12 years for our public school children to give them an even chance at succeeding.† -Pres. Benigno Simeon C. Aquino III Enhancement of the basic education curriculum is the central focus of K to 12. The enhanced curriculum will offer areas of specialization or electives such as science and technology, arts, sports, journalism, tech-voc, foreign language, entrepreneurship, and subjects for advanced placement.