Does Urban Crime Increase When or Where Racial Residential Segregation Research Paper

Does Urban Crime Increase When or Where Racial Residential Segregation Exist - Research Paper Example Racial residential segregation has been a cause of grave concern for policymakers and researchers alike, primarily because of its association with racial inequality and disparity. After undertaking a comparative analysis and assessment of data from 1980, 1990 and 2000, the research paper validates the findings of prior literature by stating that there exists a strong correlation between racial residential segregation and urban crime, additionally, the paper also assesses trends in racial residential segregation and crime for the period of 1980 to 2000. Types of crime such as homicide, assault, theft and robbery are also assessed with regards to their relation with racial segregation. In conclusion the literature cited in the paper is evaluated and the causes behind the positive correlation between racial segregation and urban crime such as poverty, unemployment, illiteracy, the role of dominant subcultures and unavailability of welfare services to black communities and neighborhoods are also discussed. 1. Introduction An assessment of the crime rates in America from the latter half of the 1980s to the early years of the 1990s is reflective of a decline in crime in the United States (Blumstein and Wallman 1) that is also observable from the statistics that have been collected in the past decade (Bjerk 2). Regardless of these considerations however, violence and crime in America has been a topic of extensive public debate and a highly significant issue because of the critical role that it plays in shaping the face of crime in America. According to the data provided in the Handbook of Crime the existence of factors related to race and racial determinants are eminent in the statistics that have been collected by official agencies across the United States, these statistics have been able to uncover two important observations with regards to crime and race which state that the crime rates for the African American population are reportedly higher in comparison with me mbers of the population that are white, while, victimization reports have also stated a greater percentage of African Americans victims of crime (Ellis, Beaver and Wright 224). Several scholars and researchers have presented a range of theoretical postulations and explanations behind the consistent observations which point towards a substantial divide in the experience of crime shared by members of various racial groups. The scope of this paper however, is directed towards examining the role of racial residential segregation on the topic of race and crime. According to Beaulieu and Continelli, the adverse impact of racial residential segregation on black communities has been widely documented in several researches and literature, however, a hypothesis that has not been tested thus far suggests whether the effects of racial residential segregation are reversed with regards to white communities (488). This paper aims to address the question of urban crime and racial residential segreg ation by undertaking necessary research and evaluations of empirical data to determine whether urban crime increases when or where racial segregation exists. For the purposes of attending to the topic under research in an objective, effective and extensive manner, the paper utilizes the literature presented by Ellis, Beaver and

Sophocles Antigone - Sophocles and Antigone :: Antigone essays

Sophocles and Antigone    Sophocles is an ancient Greek writer and philosopher, who wrote one of the greatest stories of all time Antigone.   Sophocles is also said to be one of the greatest minds in the ancient world. This paper talks about Antigone, achievements and times of Sophocles.      Ã‚  Ã‚   Sophocles was born about 496 BC at Colonus in Attica, near Athens and died 406 BC.   He lived in the most brilliant intellectual period of Athens.   Sophillus, his father, was a wealth Athenian citizen and gave him a sound education in music, gymnastics, and dancing.   He was well known as having a reputation for learning and esthetic taste.   He was well versed in Homer and the Greek lyric poets, and because of his industriousness he was known as the â€Å"Attic Bee† (Rexine 132).   â€Å"Do to his youthful beauty, he was chosen to lead the chorus in the Paen of Thanksgiving for the naval victory at Salamis in 480 BC.† (Rexine 132)      Ã‚  Ã‚   In Sophocles’ long life he several times held public office, partly do to his fame as a dramatist and his gentle qualities as a man.   â€Å"In 440 BC he was appointed one of the generals in the war which Pericles led against Samos, and in 413 BC.† (Magill, Kohler p# 1023)   He was also one of the ten commissioners appointed after the failure of the expedition to Sicily, to govern Athens.   Pericles once said to him â€Å"you know how to write poetry, but you certainly don’t know how to command an army† (Internet)      Ã‚  Ã‚   Sophocles first won first prize, in a competition with Aeschylus, on 468 BC at the age of twenty-eight.   During his career he never won less than second prize and gained first prize twenty times, more than any other Greek tragedian.   Sophocles wrote more than 120 tragedies, only a mear seven have survived.   â€Å"Plutarch tells us that there were three periods in Sophocles’s literary development: imitation of the grand style of Aeschylus, use of artificial and incisive style, and use of the best style and that which is most expressive of character.   It is only from the third period we have examples of.†Ã‚   (Rexine p#134)      Ã‚  Ã‚   The seven tragedies that survive are Ajax 447 BC, Antigone 442/441 BC, Oedipus at Colonus 401 BC, Tracheniae 437-432 BC, Oedipus Rex 429 BC, Electra 418-414 BC.

Fire And Rescue Leadership Essay

The rapid and dynamic environment in which fire safety and rescue services operate require transformational leadership which can manage subsequent pressures in organizations. Leadership is important in directing workers in any organization towards achieving organizational objectives. The rapid changes that take place during a fire emergency can only be properly managed through flexible working patterns and communication tools (Crosby, 2007 P. 10). Organizational leadership is generally responsible for designing vision and communicating values that are consistent with the mission of the organization. Followers are therefore coached on best practices and procedures for giving and receiving feedback on sensitive matters to the organization. Exchange of ideas within the organization is a product of harmonious relations between the leader and workers. It is this exchange of ideas and interaction between leadership and followers that inspires teamwork and quality performance at workplace. Changes must be appropriately factored in the planning of an organization. Fire rescue demands effective and timely communication of information in order to avoid fire disasters getting out of hand. Fire and rescue leadership is the pivot around which operations and tasks are managed for safety and goals to be achieved. Literature review Group and team managers working in fire stations are the principle leaders who strategize vision and explain it to employees. Lifelong learning, emotional intelligence and self awareness are very important leadership at all levels (Cote, 2003 P. 14). Fire outbreaks are an emergency which if not managed properly could lead to devastating effects. Prior preparation and strategic planning is therefore necessary in benchmarking precise decisions and innovations which can thwart a crisis. Training is therefore part and parcel of the organizational culture of transformational leadership in fire safety and rescue services. An effective leader should possess a character of humility and courage in order to direct fellow workers in preventing and arresting fire emergencies. Such a leader should also be charismatic enough to influence focus in employees towards achieving organizational objectives. Fire and rescue training is an important component of managing fire risks and associated damages. The training program is fragmented in several sections that correspond to variety in expertise. The daunting task of training falls in the hands of the fire engineers and management which look into technical details of the training and financial allocation respectively. The fire engineer outlines the curriculum for the training taking into account engineering and architectural details that apply to fire safety. It is the duty of management to support training programs financially. Fire fighting requires enormous investment in monetary terms towards purchasing facilities and equipment for quenching fires. Rescue operations also require the support of machinery and equipment that guarantee the safety of the rescuing personnel and survivors during a fire outbreak. Joint trainings are carried out by experienced managers and engineers who ensure that fine details are adhered to while minimizing financial spending. Too much fragmentation of the training program could lead to duplication of tasks in teams which could result in wastage of resources (Muckett & Furness, 2007 P. 16). Joint trainings foster lucrative professional relationships across disciplines that facilitate exchange of ideas between experts on matters of fire safety and rescue services. It is therefore the duty of fire and rescue leadership to organize the different trainings into a formidable program that ensures that roles are properly assigned, resources economically allocated and time saved in the process. Meaning training should be carried out in an integrated approach instead of stand alone activities in various teams. The quantity and quality of the training should serve the main purpose and goal of the organization towards reducing the devastating effects of fires while enhancing rescue services successfully. Effective education and training should ensure skills are acquired within the time frames allocated. Qualified instructors provide integrated training which can ensure mutual operations in fire and rescue services. Allocation of relevant resources for training should be consistent with the training program and the topics to be covered. It is the task of the leadership to ensure that courses are covered effectively and information recorded regarding attendance and compliance of employees to the program. Competency targets need to be clearly stated and explained to employees undergoing the training for purposes of evaluating their work performance (Hoff & Kolomay, 2003 P. 19). Documentation of the training in terms of attendance and compliance by trainees is a key performance indicator of success. Information management is equally an important aspect of the training program which ensures that relevant data is taught with respect to the current trends and practices in fire safety and recue services. Current trends include emerging technologies and techniques that provide solutions to the problems at hand. Fire and rescue leadership should evaluate technologies and alternative techniques with the aim of weighing their cost and applicability in their organizations. The current system and structure of preventing and arresting fires should be investigated against the modern approaches after which decisions can be appropriately made. In case the current system does not support a comprehensive and precise fire rescue operation during emergencies, then it could be improved based on the modern technologies or otherwise replaced where the current system fails to provide expected results. Maintaining the current system with new innovative technologies saves time and resources as compared to an entire overhaul (Smeby, 2005 P. 15). Methodologies Leadership should guarantee safety of people and securing of property during fire outbreaks. Managers, supervisors and managers should ensure that resources are appropriately allocated to the important activities and programs. Different departments can be trained through a rotational program that recognizes the needs of each of them. Such a rotational program is cost-effective and proficient in terms of training the entire staff comprehensively. It is also the duty of the management to ensure that legal compliance to fire protection is observed. Standards related to the physical design of the building and escape routes during fire emergencies should be factored in fire management policies (Crosby, 2007 P. 17). This enables organizations to avoid unnecessary confrontations with the law and architectural specifications in case of fire. Apart from the support provided to continuous education and training of personnel on matters of fire safety, the smooth running of organizations is a factor of how compliant they are to the established code of conduct and professional ethics. The use of appropriate technologies and techniques in fire fighting and prevention of physical damage is only effective if physical security conforms to architectural specifications. Leadership is therefore tasked to educate employees on fire safety protocols such as the use of fire extinguishers and first aid. The fire service and rescue operations should therefore be designed in respect of the industry standards and technological advancements. A culture of fire prevention should be developed instead of the regular approaches where efforts are directed on fire suppression after an outbreak. Fatalities and damages can be effectively reduced if fire prevention is prioritized (Cote, 2003 P. 20). Firefighting however persists as an important strategy in managing fire outbreaks. Leadership should therefore ensure that fatalities during firefighting are radically reduced. Normally, fire outbreaks are sudden. Detection of fires and smoke is thus crucial at its onset in firefighting. Communication systems which include alarm and smoke detection systems should be operational and properly maintained. This is because fire spreads at an unpredictable rate and may cause unfathomable fatalities and damage to property. It is therefore the responsibility of those in organizational leadership to ensure that the relative occupancies of different buildings are factored in fire safety protocols. Occupants should also be properly trained on how to respond to a fire emergency in order to avoid unnecessary panic and confusion that usually develops during such disasters. Behavioral leadership is therefore part and parcel of fire safety management (Muckett & Furness, 2007 P. 24). Rescue operations normally take time to reach the site of a fire outbreak. Fire safety should therefore seek to empower different occupants with skills for escape. Apart from robust infrastructure made up of proper communication tools, spacious physical design and escape routes, occupants should be properly trained on perishable skills that would ensure composure and communication is sustained throughout the period. For instance, people with disability require additional support in terms of alternative safe havens within the building which are insulated from fires in order to secure their lives before rescue operations are launched. It is equally important that these alternative safe havens are accessible to occupants with disabilities away from the congestion of other normal people during a fire incident. Conclusion Saving lives is the ultimate responsibility of fire safety and rescue operations. Different stakeholders are involved in planning, organizing and implementing activities which prevent and arrest fires. Fire and safety leadership ensures that fire prevention strategies are feasible in a dynamic environment where technologies keep changing and techniques in firefighting vary (Hoff & Kolomay, 2003 P. 28). It is the responsibility of organizational leadership to apply wisdom and innovation when designing the best procedures and policies in fire safety. It is important that the current systems are evaluated and appropriately upgraded in order to align organizational infrastructure in fire safety with relevant modern technologies. These are particularly important in designing communication and detection systems which can promptly alert occupants on the danger of fire. Since rescue operations take time to be launched, minimizing the degree of fatalities during a fire incident remains on top of the agenda in fire safety. Fire and rescue leadership should therefore apply collaborative and transformational approaches in organizing trainings and fire fighting strategies. Reference list Cote, A E 2003, Organizing for Fire and Rescue Services, NFPA (Series), Jones & Bartlett Learning, Sudbury, MA. Crosby, F C & Windisch, F C 2007, A Leadership Guide for Combination Fire Departments, Jones & Bartlett Learning, Sudbury, MA. Hoff, R & Kolomay, R 2003, Firefighter Rescue & Survival, Penn Well Books, Oklahoma. Muckett, M & Furness, A 2007, Introduction to fire safety management, Butterworth- Heinemann, Amsterdam. Smeby, L C 2005, Fire and emergency service administration: management and leadership practices, Jones & Bartlett Learning, Sudbury, MA.

A Observation On Preschool Observation - 1907 Words

PRESCHOOL OBSERVATION 1. THE SETTING: I got an appointment for observation on July 13 at De-Anza Child Development Center. I chose room No. 26 for observation. I observed one child from 3:26 P.M. to 4:00 P.M. There are total 10 children present in room no.26 at the time of my observation. Out of 10 there are 4 girls and 6 boys. They range from 3 to 5 years of age. There are three adults in the room, all are female. One adult for every 3 children- 1:3. When I entered kids are doing free play. I settled myself and started to observe a kid named Aaron. He is around 3 and half years of age. The classroom is large, colorful, bright and well lit. It is divided in six parts. The room has two windows and one exit door. When entering the room 26,†¦show more content†¦He walks to the stairs and he lies on green pillow and tells to another kid, â€Å"Let’s play, drama play.† He touches his right leg shoe with right hand. He removes same shoe with right hand by pulling Velcro with the same hand. He throws some dust out of his right shoe with his left hand. He puts on right leg shoe, with right hand. He closes Velcro with right hand. Aaron’s adult tells everyone â€Å"cleanup†. He picks up red car from the floor, which is front of him and puts the red car in the basket on the table. He picks up green monster truck from the floor and puts the monster truck in the same basket. He picks up plastic camel from the floor and put in the basket on one shelf, which is right in front of him. He picks up rubric cube from the floor and puts it in one pla stic box, which is open on the third table. He closes the lid of that plastic box and puts the box away in the shelf. He picks up one green car from the floor and puts it in the basket. He picks up one peace of puzzle and sets it in the puzzle frame, which is lying on the floor. He picks up another peace from the floor and joins in the puzzle. He picks up another peace from the floor and attaches it into the puzzle. He tells, â€Å"I am done, with the clean up.† He walks towards the dining area of his classroom. He looks at the adult, (wasn’t able to identify whether she was a volunteer) who calls everyone, â€Å"snack time.† The adult smiles and says, â€Å"Aaron, would you like to eat yogurt and peaches? WashShow MoreRelatedObservation Paper On Preschool Observation1829 Words   |  8 Pages Preschool Observation Paper Jacqueline Larsen Brooklyn College Abstract This paper contains observations of a preschool classroom in Bay Ridge, Brooklyn. The observation was conducted in a Pre-K classroom with approximately ten students present. Observations are presented with regard to dramatic play, the presence of gender roles, and themes that emerge during preschool play. 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There are many different classes that serve students ranging from general education to special education. During my observation time, I was assigned to two general education classrooms: Margret Joiner’s cla ssroom (with assistant Ginger Adams) and Diane Alexander’s classroom (withRead MoreMy Observation At Oakwood Methodist Preschool1693 Words   |  7 PagesI conducted my observation at Oakwood Methodist Preschool on May 9, 2016 at 9:30 in the morning and 3:00 in the afternoon. The child I observed was a 16-month old female that I did have previously relations too. I use to work at Oakwood Methodist as an Extended Care Teacher. I use to care for Baby M in the infant room. During the observation there were two teachers, and 7 infants. The room that the observation took place in had many toys such as: balls, bouncers, walkers, rattles, and soft plush