The Fall of the Roman Empire to the Republic - 580 Words

From the early history of the Roman Empire, within the beginnings of the Republic, we will examine the period when the reign of kings comes to an end and social classes become established among the populace. From this point, will see how the oppression of one class against another leads up to a breaking-point with the revolt of one against another. Lucius Tarquinius Superbus was the seventh, and last Etruscan king (reigned from 534 to 510 BC) of Rome who was overthrown and exiled for his cruelty (wikipedia, 2013). This effort was accomplished through the united efforts of the Patrician and the Plebeian social classes that stratified Roman society. Despite his best efforts at reclaiming the rulership through the support of Lars Porsenna, the king of Clusium, he was thwarted when Porsenna made peace with the Romans and ended his aid to the Tarquins (forumromanum.org, 2009). Within Roman society, two distinct socio-economic classes known as Patrician and Plebeian existed. This stratification of the people was solely based upon one’s birth. Rome was being transforming into an aristocratic republic where power and rulership was dominated by the Patrician class, not the general population as in a democratic republic. The origins of separation of classes is often debated among historians, however it is commonly agreed that the Patrician families were those within the priesthoods and the Senate as religious advisors. As such, they would essentially give their blessings uponShow MoreRelatedFall of the Roman Empire758 Words   |  4 PagesTaylor Davino Professor Horsley HIS 126 3 March 2010 The fall of the Roman Empire Political, economic and social aspects were all involved in the fall of the Roman Empire. In 395 A.D., Rome was divided into two empires, with one capital in Rome and the other in Constantinople. During that time, the western Roman Empire was being invaded by barbarian tribes from the North. 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The Expected Pattern Of Development Of Children - 1387 Words

Unit 2 - Development and well-being 0-5 years Nargis Gafar D1: Describe the expected pattern of development of children aged 0-5 years for one of the areas of development: The expected pattern of children’s early years development from 0-5 years consists of Physical, Intellectual and Social and Emotional development. Children aged 0-5 years are expected to be able to walk, talk and interact with other children and adults by the time they are aged 5. Social Development is where a child learns to interact with other people and how to behave in different social situations and how to understand other people s feelings and their own feelings and how to manage them. Social and emotional development of babies and young children should be encouraged. This can be done through activities provided at any childcare settings or within the home. They should be given opportunities to interact with other children and adults. For example, they should play with their parents and have playdates with other children To give children the best opportunities in developing their social and emotional skills you need to give the child support and show them how to be with others, how to be kind to others and help them understand why people may behave in certain ways. They also need to be given positive interaction by the people around them. D2: Identify suitable methods for observing children’s holistic development: Some suitable methods of observing children’s holistic development areShow MoreRelatedDescribe the Expected Pattern of Children and Young Peoples Development from Birth to 19714 Words   |  3 PagesTDA 2.1 Child and Young Person Development 1.1 Describe the expected pattern of children and young people’s development from birth to 19 years, to include: physical, social, emotional, behavioural, intellectual and communicational development. 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Architecture Platform and Track Layout

Question: Discuss about theArchitecturefor Platform and Track Layout. Answer: Introduction The government saw the need to construct a new central passenger station that would replace ad-hoc construction that existed by then hence the construction of Flinders Street Station. Flinders Street Station, an icon of the culture of Melbourne is treated as a symbol of the capital of Victoria since time memorial. More often than not, the building is used as an imaginary representation of Melbourne city and the popular quotes used in Melbourne Ill meet you in the steps and Ill meet you under the clocks resulted from the clocks found at the main entrance. These clocks are used to show the departure times of the trains depending on the lines they are running1. Flinders Street Station was constructed between 1905 and 1910. It was designed by HPC Ashworth and James Fawcett who were employees of the railway, a contract which was awarded on a competitive basis and involved seventeen architects. The design of the location of the entrance, platform and track layout, platform roofing type, room layouts and even the concourses had already been decided hence the competition was just for an appropriate building2. The architects named the design Green Light and borrowed heavily from the French Renaissance style which was composed of a tall clock tower and a large dome. The tower and the large dome was one of the unique features of this building. A three-arched roof that ran from east to west over the survives of the concourse was yet another attractive feature in this design. The construction was done in phases and by two different contractors. Peter Rodger who was a Ballarat builder was the one awarded the initial tender but was terminated in 1908 after the company recorded very slow progress in the construction process which was blamed in the contractor. Royal Commission took over the construction in May 1910 to completion. [1]Construction of the domes commenced in 1906 and it involved massive and strong foundation in its structure since it was extended over the railway tracks2. Initially, it was intended that the facades of the building be done in stone but this changed during the construction as stone was thought to be too expensive and instead red brick rendered with cement was adopted for use in the main building. On the Flinders Street side on the ground level, grey granite was used for numerous details so as to display the significance of this great public work. The southern faade of the principal building as well had a unique material finish. Lightweight timber frame with zinc sheets cladding painted in red was adopted. This aimed at turning the balconies which were inside in the train shed into corridors as opposed to open access areas that they would otherwise have been. The gate at the southern front was constructed using lightweight timber clad. To make the bricks used on this facade look big, zinc sheets which were painted in red color were scored into the blocks3. The first three floors of the principal building contain the largest number of rooms with most of them being located at the frontage of Flinders Street. These rooms are mainly to serve the purposes of the railway even though there are provisions for emergency as well. Ticket windows are constructed at each entry points of the station. The interiors of the building are very spacious allowing both visual and spatial continuity. The building encompasses numerous elements among them curves, lines, planes (both vertical and horizontal) as well as masses. These different elements are well organized by the architect to bring out a building that stands out as one element and not an antagonizing structure. The differences in the surface finishes of all the elevation created a different feeling as one moves around the building thereby eliminating dominance of a specific element or feature4. The strategies of design and architectural language of this building have their origin from the immediate context of the site and its place within Melbourne city. The reorganization of the station is in such a way that the historic fabric has been restored and revered. The final design concisely responded to the diversity in the site conditions including the city, the surrounding riverbank and the Federation Square. This can be illustrated from the patterns of the underpasses, bridges, vaults and the way in which the park has been oriented toward an organic movement between the river and the city5. The manner in which these features are stitched together in the design as well display the contextual relevance of the design. The architect managed to successfully harmonize the diverse site by ensuring each of the facades of the building responded appropriately and excellently to the nature of the site for which it was in contact with. The building thus turned out to be in harmony both within itself and with the contextual setting on which it sat. The design also facilitated a civic precinct which was friendly to pedestrians by creating important linkages that were referenced to the key nodes of the Federation Square and the concourse thereby giving the square a new outlook6. This ensured a preserve of the cultural heritage of the dwellers of the city of Melbourne. [2] The decision to relocate the concourse opened the stations eastern edge generating a classic covered public space opposite the Federation Square. The orientation of the building contributed greatly to the revitalization of the important components of heritage thus enhancing a view of the historic built fabric. The interior spaces provided at the major transition nodes between Flinders Street and the concourse give strategic mechanisms that allow for new activities on the site. These transition nodes also give opportunities for fresh public functions to this part of the city7. A new riverscape is created by the expansion of the riverbank that contains double height vaults of brick, entry points and retail tenancies. The patterns of the openings of the building create and increase high degrees of porosity of the building, a feature exhibited by the town as well8. References Boyd, Robin. The Puzzle of Architecture. Melbourne: Cambridge Uni. Press, 2015. Brown-May, Andrew. Federation Square. Washington: Hardie Grant Publishing, 2013. Davies, Jenny. Beyond the Facade: Flinders Street, More Than Just a Railway Station. London: Jenny Davies, 2009. Fairfax, Vicki. A Place Across the River: They Aspired to Create the Victorian Arts Centre. Panama: Macmillan Education AU, 2012. Goad, Philip. Melbourne Architecture. Manchester: Watermark Press, 2007. Holdings, Allia. Flinders Street Station: Melbourne's Festival Marketplace. Kansas: Allia Holdings, 2011. Maitland, Barry. The new architecture of the retail mall. London: Van Nostrand Reinhold, 2010. Perren, Claudia. Expanded Architecture At The Rocks. New York: Lulu.com, 2013.

Motivation Plan Operating Room (Surgery Department)

Interview Synopsis and Findings I interviewed the supervisor in the department of surgery within St. Mary Hospital. The hospital is one of the largest healthcare centers in Atlanta that is sponsored by the Catholic Church. According to the supervisor, the surgery departmentis a very dynamic section of the health center.Advertising We will write a custom coursework sample on Motivation Plan: Operating Room (Surgery Department) specifically for you for only $16.05 $11/page Learn More The department has ten workers. The department handles all surgery requests from different clients and cases of referrals. The supervisor indicated that the department, especially the operating room, needs the personnel to integrate their competencies in handling different tasks to enhance the wellness of the patients. The personnel in the operating room are charged with direct care of the patient. An operating room supervisor must hold a degree in management and must be a reg istered nurse. Management skills are required because the supervisor and other personnel in the department have administrative duties besides offering health care services. As indicated by the supervisor, the personnel in this department must understand the competencies and attitudes of the team members in the operating room. The management is required to ensure the entire team is motivated and satisfied with their work. Motivation and satisfaction influence the development of quality services. However, the supervisor noted that there is a need to improve on the current structures of organizational learning within the surgery department as a remedy for improving efficiency in service delivery. This paper will offer an explicit proposal on the best practices of increasing motivation, satisfaction, and performance of the personnel in the surgery department at the hospital. Motivation Plan The success of a firm’s human resource productivity depends on the organization of its hum an resource management. Reflectively, labor as a factor of production, determines the gross output, performance, and goal achievement at optimal resource use.Advertising Looking for coursework on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The St. Mary Hospital has been struggling with human resource management problem as a result of weaknesses in employee motivation, satisfaction, and performance. The next section of the paper presents a comprehensive employee compensation plan targeting the ten employees of the surgery department. Besides, the treatise offers a work breakdown structure in addition to a communication plan for the project. The employee motivation, satisfaction, and performance plan Reflecting on Lewin’s three-step theory, the unfreezing, transformation, and refreezing determine the level of performance in an organization. According to this theory, the first step involves the realization that a challenge exists in the organization. The second step involves transformation of this challenge into a development goal after which implementation step concludes by developing a solution for the challenge (Ellemers, Gilder, Haslam, 2004). The best way to motivate the department’semployees is by giving them responsibilities for achieving something and the authority to do it in their own way. Through this approach, employees will be empowered and they will feel trusted and valued by the management personnel and the hospital. Naturally, human beings would wish for motivation through mutual consent and internalized empowerment and appreciation. Empowerment unleashes plenty of energy and motivation. Reflectively, the motivation and energy aspects of appreciation function simultaneously at micro and macro levels to facilitate optimal functionality or productivity.Advertising We will write a custom coursework sample on Motivation Plan: Operating Room (Surgery Department) speci fically for you for only $16.05 $11/page Learn More Empowering the employees will ensure a stable and sustainable win-win situation as employees will be motivated to work without much supervision from the management or their supervisors (Espevik, Johnsen, Eid, 2011). As opined by Maslow, in the hierarchy of needs theory, â€Å"primary needs are basic before tertiary needs and must be addressed in that order† (Ellemers, Gilder, Haslam, 2004, p. 36). The needs include safety, physical needs, love, self esteem, and room for actualization. Job satisfaction is as a result of a systematic and continuous environmental and personality interaction that fosters the right attitude as indicated in the objectives of this hospital. In the case of the surgery department, social and highly skilled employees should be allocated the right duties than keeping them in a secluded environment. When assigning duties, personality checks are necessary to promote self satisf action while the same time improves performance. In addition, periodic self evaluation and interdepartmental rotation ensure a change of environment (Zhou, Wang, Chen, Shi, 2012). Over time, the results will reliable, effective, and profitable to the department. Goals of the proposed motivation plan Improve the efficiency and effectiveness of the current mode of communication between the employees and the organization through incorporation of multicultural training. Ensure that the various available methods appeal to the employees. Objectives of the motivation plan To ensure that the organization improves the standard of services that employees receive. To increase the number of employee motivation strategies that the organization handles on a daily basis in a bid to accomplish the organization’s objectives. To ensure smooth flow of information within and without the organization. To increase the number of staff available to attend to clients without creating undue pressu re on the finances. To improve accountability towards the involved stakeholders. Differences in attitudes, emotions, personalities and values Emotions Since all the personnel in the department are professional adults, the issue of negative emotions is rarely sighted. However, there is the need to develop policies for informingthe positive outlook in this intensive work environment. Attitudes Majority of employees in the department have positive attitudes in their duties. However, there are few individuals with relatively negative attitudes.Advertising Looking for coursework on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Personalities There are several employees who portray different personalities. There are some personnel who are introverts and extroverts. Some of the employees are social while others are not very social. Values Since all the employees share the value of professionalism, communication is relatively stable. However, there is a need to revise the values in intra and interpersonal communications to ensure that personal beliefs do not interfere with service delivery. Transforming each difference into positive behavior Emotions Emotional intelligence has significant contribution towards general wellness and good health since it facilitates the development of personal and social competence. Developing personal and social competence through emotional intelligence will improve an individual’s self esteem and self efficacy (O’Neil, Drillings, O’Neil, 2012). The emotional intelligence orientation module has remained active in developing dependence of interest attached t o an activity, creating proactive relationships, and monitoring their interaction with physical and psychological health. Attitudes Properly balanced attitude pays off since the personnel will learn to appreciate the essence of tolerance and need to stay active. By encouraging a hyperactive tolerance level, the personnel will be able to internalize the need for optimizing output level through pre-planning of activities and accommodating extras (Ellemers, Gilder, Haslam, 2004). Values There is a need to establish universal values at the department. Therefore, it is critical to balance the feedback with the efficiency goals as a remedy towards inclusiveness and active participation which translates into desirable performance. Through focus performance management, the surgery department will be in a position to create clear goals on performance appraisal, manage a positive feedback channel, and offer a continuous and systematic coaching to ensure that employees perform at optimal prod uctivity level (Espevik, Johnsen, Eid, 2011). Personalities The Ajzen’s theory of planned behavior encompasses the elements of subjective norm, perceived behavioral control, intension, and the behavior. It is important to promote positive personalities among the employees in the surgery department. Thus, management may promote productive behavior in the organization. The intension of the productive behavior is to micromanage any challenges that might interfere with employees’ productivity. As a result, the employees will perceive such organization as supportive of their welfare (O’Neil, Drillings, O’Neil, 2012). Implementation The strategies in this plan require the surgery department to take a collaborative perspective in dealing with the subject matter. In essence, this aspect means that the plan requires the management of the department and the staff to work together at various levels. The main requirement for the creation of such a set-up is an exch ange of information and knowledge relevant to the project. Actualization of the tactics that this plan proposes require the management of the department to work closely with the staff and allow the staff freedom as they accomplish their duties. It also enables the staff at the department to seek advice and any other forms of aid. Lastly, the organization will apply the use of service-for-service method. The method is an innovative way through which the department can greatly reduce operations costs, improve employee performance, improve organizational efficiency, and job satisfaction. It would also eliminate the need to outsource for extra employees during busy days. References Ellemers, N., Gilder, D., Haslam, S. A. (2004). Motivating individuals and groups at work: A social identity perspective on leadership and group performance. Academy of Management Review, 29(3), 459-478. Espevik, R., Johnsen, B. H., Eid, J. (2011). Outcomes of shared mental models of team members in cross t raining and high-intensity simulations. Journal of Cognitive Engineering and Decision Making, 5(4), 352-377. O’Neil, H., Drillings, M., O’Neil, F. (2012). Motivation: Theory and Research. London: Routledge. Zhou, L., Wang, M., Chen, G., Shi, J. (2012). Supervisors’ upward exchange relationships and subordinate outcomes: Testing the multilevel mediation role of empowerment. Journal of Applied Psychology, 97(3), 668. This coursework on Motivation Plan: Operating Room (Surgery Department) was written and submitted by user Will H. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.