Environmental And Economic Impacts Of Green Architecture

Environmental And Economic Impacts Of Green Architecture Green buildings, also known as sustainable buildings, are structures that have revolutionized the way we live. These assemblies are designed, built, renovated, operated, or re-used in an ecological and resource efficient manner. Its sustainable development is helping maintain a balance between the human need to improve its lifestyle and feeling of well-being, while preserving natural resources and ecosystems. Green Architecture has the objective of using energy, water and other resources more efficiently and reducing the overall impact to the environment. It protects an occupants health, improves an employees productivity, and offers an optimal environmental and economic performance. Among its many economic benefits, it reduces operating costs, has marketing advantages, increases building valuations, and optimizes life-cycle performance costs. Its health and safety benefits include the enhancement of an occupants comfort and health. Its community benefits help minimize the strain on local infrastructures and improve the quality of life. (Ken 1) Green Architecture can be defined as the restructuring and creation of buildings that are beneficial and have a minimal impact on the environment. They are several approaches to green construction that involve the responsibility of recycling existing resources, along with the efficient use of environmentally friendly systems that will provide power and water services to sustainable buildings. Throughout the past century, more people have become concerned and aware of the proper use of the planets resources. This is why the fundamental concepts and objectives of green architecture have gained both societys interest and acceptance. (Tatum 1) A green architects mission is to design buildings that will provide the necessary functions, without posing a threat to the surrounding environment. This implies the use of building materials that are composed of organic compounds instead of synthetics. Some of these materials include the use of wood, stones, bricks, or other elements that are harvested from older buildings scheduled for demolition. These materials are generally joined with newer technologies creating structures that fit into the surrounding landscape. Some of these newer technologies refer to the instalment of solar panels and modern rainwater collection systems. This will make best use of the available resources for heating, cooling, cooking, and supplying water to the building. (Tatum 1) The quality of air is a crucial factor in any living or working environment, which is why it is easy to exclude pollution as only an outdoor problem. Nevertheless, it can still be quite problematic indoors due to poor ventilation systems that can be potentially hazardous to human health. Conventional building materials and furnishings emit formaldehyde and other toxic chemicals. Paints, solvents and household cleaning products emit volatile organic compounds and other fumes. Stoves and fireplaces emit carbon monoxide and smoke particulates. Most buildings contain natural biological pollutants such as dust mites and moulds. Product manufacturers in the construction and building industry have been able to introduce products that reduce these emissions of formaldehyde, volatile organic compounds and other potentially harmful chemicals. (Grey 1) Fresh air is a critical factor for optimal health. Homes in the colder climates have a closer structure that heats up the air and constantly recirculates the only air that leaks through the envelope providing fresh air. Heat recovery ventilation is a good insurance policy against build-up of indoor air problems without paying an energy penalty for direct fresh air ventilation. It uses stale indoor air while providing fresh air with only a small energy cost. Green buildings reduce IAQ problems by providing good ventilation allowing the natural flow of fresh air through the house. They have exhaust systems for radon gas; avoid wood products that contain formaldehyde, use less or no volatile organic compounds (VOC) interior paints, solvent-free-finishes, and solvent-free construction adhesives. (GreenBuilding 1) Green buildings seek to reduce our dependency on energy sources that come from non-renewable sources. Instead, they pursue to turn that reliance to sourcing energy from renewable sources and change our lifestyle of dependence. Certain programmes such as the Low Carbon Buildings Programme, like to emphasize the importance of householders in meeting several criteria in the property. It states that the entire loft space of the property must be insulated, have cavity wall insulation if the property has cavity walls. There should be basic controls on the home heating system that include a timer and a thermostat; and the installment of low energy light bulbs in all the appropriate light fittings. (Murray- White 1). In countries such as Canada, it is reported that municipal water systems leak up to a quarter of demand during distribution. Even though the infrastructure weakens, the use has increased by 26.7% since the 1980s as reported by the Eco-research team at the University of Victoria. However, there is enough renewable fresh rainwater to satisfy the needs of families with low resources. Rainwater lessens the dependency on municipal services and saves money, making it more than just sustainable. Organizations such as Health Canada have shown concerns regarding the safety and purity of the water source. This is why they have met with the challenge of building a sustainable water use system. Rainwater harvesting consists on collecting, storing and treating rainwater for watering exterior plants, toilet and laundry use, with potential portable use. The degree of treatment varies depending on its final use. (Hugh 1) Gathering water can come from hard surfaces, such as metal roofs, which is simpler than the capturing of water on vegetable roofs. For example, Lawn water can be collected from the surface or below grade using drainage piping which utilizes the earth for filtering. Regarding the maintenance or cleaning of water, other than removing the solids likes leaves; no special cleaning is required when the water is used for landscaping, swimming pools, laundry and toilets. However, ultraviolet is a safety measure used for killing bacteria which relies on the use of electricity. When water is intended for direct contact with humans, such as showers and sinks, additional treatments will always be necessary. (Hugh 1) Green architecture produces less waste by using renewable plant materials such as bamboo due to its rapid growth, lumber from forests certified to be sustainably managed, recycled stones and metals. It also uses other products that are non-toxic, reusable, renewable, and/or recyclable; for example: sheep wool, adobe, baked earth, rammed earth, clay, cork, coconuts, wood fibre plates, flax linen, and others. The Canada Green Building Council suggests the use of recycled industrial goods, such as coal combustion products, foundry sand, and demolition debris in construction projects. For example, the use of polyurethane blocks reduces carbon emissions, provides more speed, cost less and is environmentally friendly. Building materials should be extracted and manufactured locally to the building site in order to minimize energy use through transportation. Building elements should be manufactured off-site and delivered to the building site, to maximise benefits of off-site manufacture incl uding minimizing waste, maximising recycling, high quality elements, better OHS (occupational health and safety) management, less noise and dust. (Environment 1) The most criticized issue about constructing green buildings is the price, claiming it to be too expensive to be considered economically possible. However, studies have shown that the costs of green buildings are not anymore higher than regular development projects. Higher construction costs can generally be avoided by the incorporation of green designs from the outset of the project. Green Value is the net additional value obtainable by a green building in the market. This study shows that green buildings can achieve greater value than their conventional equivalents. However, it was discovered that the green building industry and others may be failing to get the message across that the main beneficiaries are the occupants. For example, a lot of attention has been focused on energy savings making it easy to measure. However, these are usually less than 1% of business operating costs. By comparison, total annual real estate expenses are usually around 10% of such costs while staff cos ts can be high as 85%. This means that the biggest return on investments should arise when green buildings improve business productivity. (Green Value 2) Due to the high increase in fuel costs over recent years, more people are choosing to purchase green homes and business premises. Green homes have more effective insulation, take advantage of the suns solar power, minimise the effects of summer heat, and favour energy efficient appliances and water conservation features. Even though the costs of these items may take time to recoup, there are many available loans, grants and subsides that assist people in helping them go green. Certain known green building practices benefit its customers as well as the environment. They incorporate longer-lasting materials, careful construction assemblies and design features that can reduce maintenance and costs. Strict indoor air quality guidelines ensure a comfortable and healthy living and working environment. The overall result of green building and its economic impact is the enhanced value and better resale across the lifespan of a home and business. (Durham 1) Canada has been recognized as a global leader in the green building industry, with more than 770Â  certified green buildings in use across the entire country. Canadian companies have earned a worldwide reputation for their innovation and excellence in the construction, design and operation of green buildings. Helping the planet recover requires a firm commitment, and Green building will lessen the damage being caused to the environment making the world a healthier place for future generations. The essence and definition of green architecture is to build in a way that minimizes environmental impact and promote a healthier indoor environment for occupants. As energy prices continue to rise and more people become conscious of their personal impact on the environment, green building has become the mainstream of the construction industry. It has become a movement that will affect and influence builders, property owners, and insurers for many years to come. (Canada Mortgage HC. 1)

HOW TO USE CABLE NUT :: essays research papers

CABLENUT ADJUSTER v4.08 Copyright (C) 2000,2001 CableNut Software - www.cablenut.com ------------------------------------------------------ Frequently Asked Questions (FAQ): http://www.cablenut.com, has a frequently asked questions guide as well as other content about the CableNut Software. INSTALLATION: The CableNut Adjuster is compatible with Windows 95/98/98SE/ME/NT/2000/XP each CCS file is tagged with an Operating System specific tag to show what Operating System it is compatible for. Explanation of specific terms are found below. 2K = Windows NT/2000/XP supported 9X = Windows 95/98/98SE/ME supported Cable_normal = Cable connections that can support up to 250KB/sec Cable_fast = Cable connections that can support over 250KB/sec Adsl_normal = Adsl connections that do not have the 1.5Mbps speed package Adsl_fast = Adsl connections that can achieve 1.5Mbps speed, or more ------------------------------------------------------ ADJUSTER.EXE  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Main CableNut program CABLENUT.HLP CableNut help file UNINST-CABLENUT.EXE CableNut uninstaller OFFICIAL SITE.URL Official CableNut site README.TXT Software readme info ..CCS/ CableNut Custom Settings (CCS) sub-folder 56K/ 56K_9X.CCS Dialup 56K modem tweak file for Windows 95/98/98SE/ME 56K_2K.CCS Dialup 56K modem tweak file for Windows NT/2000/XP Cable/ CABLE_NORMAL_9X.CCS Cable broadband tweak file for Windows 95/98/98SE/ME CABLE_NORMAL_2K.CCS Cable broadband tweak file for Windows NT/2000/XP CABLE_FAST_9X.CCS Cable broadband tweak file for Windows 95/98/98SE/ME CABLE_FAST_2K.CCS Cable broadband tweak file for Windows NT/2000/XP Adsl/ ADSL_NORMAL_9X.CCS Adsl broadband tweak file for Windows 95/98/98SE/ME ADSL_NORMAL_2K.CCS Adsl broadband tweak file for Windows NT/2000/XP ADSL_FAST_9X.CCS Adsl broadband tweak file for Windows 95/98/98SE/ME ADSL_FAST_2K.CCS Adsl broadband tweak file for Windows NT/2000/XP Satellite/ SATELLITE_9X.CCS Satellite Internet tweak file for Windows 95/98/98SE/ME SATELLITE_2K.CCS Satellite Internet tweak file for Windows NT/2000/XP ------------------------------------------------------ GETTING STARTED: 1. Locate the CCS sub-folder in the CableNut folder. (This can either be done by the desktop shortcut, the start menu shortcut, or by locating the CableNut install folder.) ------------------------------------------------------ 2. Run the CableNut Adjuster program. (Adjuster.exe - shortcuts are on the desktop, and in the start menu.) ------------------------------------------------------ 3. Select 'Open Custom Settings File' from the file menu. (This will load a specific CCS file into the Adjuster.) ------------------------------------------------------ 4. Select the correct CCS file that corresponds to your Internet connection. (All of the CableNut CCS files are located in the CCS sub-folder.) ------------------------------------------------------ 5. Click open on your selected CCS file. ------------------------------------------------------ 6. The values for the specific CCS will show. ------------------------------------------------------ 7. Press the 'Save to Registry' button. ------------------------------------------------------ 8. This will install the selected CableNut tweak file. ------------------------------------------------------ 9. Restart your system. (A restart is needed after every change in the Adjuster.) ------------------------------------------------------ 10. Your system is now tweaked for optimal Internet speed.

A Close Reading of Euripides Medea :: Euripides Medea Essays

A Close Reading of Medea Medea's first public statement, a sort of "protest speech," is one of the best parts of the play and demonstrates a complex, at times even contradictory, representation of gender. Medea's calm and reasoning tone, especially after her following out bursts of despair and hatred, provides the first display of her ability to gather herself together in the middle of crisis and pursue her hidden agenda with a great determination. This split in her personality is to a certain degree gender bias. The lack of emotional restraint is "typical" of women, and the strong attention to moral action is a common trait of heroes. Medea actually uses both of these traits so that her wild emotions fuel her ideals, thus producing a character that fails to fit into a clear mold. The speech itself highlights women's subordinate status in ancient Greek society, especially in the public eye." When Medea points out that women, especially "foreign" women, "require some knowledge of magic and other covert arts to exert influence over their husbands in the bedroom," she argues for a kind of alternative power that women can enjoy. A power that remains invisible to men and unknown by society, yet sways each with unquestionable force. Medea also supplies a method for interpreting her own character towards the end of her speech (lines 251-257): we should read her history of exile as a metaphoric exaggeration of all women's alienation; in fact, her whole predicament, past and yet to come, can be read as an allegory of women's suffering and the heights of tragedy it may unleash if left unattended. Under this model of interpretation, Medea portrays the rebellion of women against their "wretchedness." Such a transparent social allegory may seem forced or clichéd in our own contemporary setting, but in Euripides' time it would have been revolutionary, as tragedy generally spoke to the sufferings of a generic (perhaps idealized) individual, rather than a group. It would be a mistake, however, to claim that Medea's speech elaborates a clearly progressive political message, as her concluding remarks appeal to women's natural talent for devious manipulation (line 414). While Euripides' play manifests many revolutionary political sentiments, its social criticisms remain sporadic, forming just a part of some of the many trains of thought he follows. Aside from providing a time frame that initiates a sense of urgency to the play (Medea only has a day to complete her plans), the exchange between Creon and Medea introduces the theme of her cleverness.

British Prime Minister

From the year 1905 to the year 2008, there are already 24 prime ministers who have ruled over as the Prime Minister of the United Kingdom (United Kingdom Prime Ministers 2008). As of the present times, the position is occupied by Gordon Brown. The power that is being held by the prime minister has been passed on from one hand over the next for the past 103 years. The source of power is an important factor in analyzing the role of the prime minister and the way through which a deeper understanding of how it is maintained can be seen.The distinctiveness and the constant replacement of the prime minister over the course of their existence in the British government have to be related to the dynamics of power together with its source in order to explain why and how it is held by the people in position. This paper aims to draw a concept of power and identify whether there is an informal and formal side of power. This is done through a research using different literatures and also draws upo n personal opinion in order to provide a critical position on the general topic of power.This is followed by a discussion of the power that is exercised by the prime minister, more specifically that of the United Kingdom. The sources of power, according to the conventions, arrangements, and constitutional devices are also researched in order to relate this to how the power is earned and maintained. In order to do this, the experiences of the past prime ministers are studied and collected to form a historical overview of how the power to govern as a prime minister is taken and maintained. What is Power?In understanding the concept of power, it is important to take note of its definition and the characteristics that are associated with it. Morgan (2006) defines it to be â€Å"the medium through which conflicts of interest are ultimately resolved [and] influences who gets what, when, and how† (p. 166). In relation to this, it is seen that power occurs with the picture of social reality drawn by the members of a particular group and the need for the allocation of the scarce resources (Pfeffer & Salancik 2003).There is a relation that can be seen from the two definitions wherein it could be derived that the person or the group which has the power defines the resources that are considered to be of limited amount. Along with the possession of power is the ability and influence for particular resources together with its allocation. In addition to this, the seat of power is defined by the individuals making up a group. Politically speaking, power is seen to be a means through which sharing occurs in the process of making decisions (Fahlbusch, Bromily, & Barrett 1999).In the context of the government, the decision-making process meanaaas the formulation of the policies, which include government action or inaction. Further disparity is seen with the use of power as there are two faces seen for it. It is seen as an instrument through which peace and status quo can be achieved (Fahlbusch, Bromily, & Barrett 1999). On the other hand, it remains to be very susceptible to abuse that includes â€Å"misuse, excess, and tyranny† (Fahlbusch, Bromily, & Barrett 1999: 311)Two additional and related definitions of power is provided by Shortell and Kaluzny (1997) where it is seen that power is: 1) something that is used in order to change the course of action or behavior of another group or individual and 2) the influence that is exerted in order to force another person or group to do something that is in opposite to the original decision. There are certain elements that can be clearly seen from these definitions of power. First, it is seen that it may or it may not transcend through a hierarchical structure and is not dependent on the way through which positions in the organization is patterned.This is because the direction from which the power stems can be anywhere who can actually accomplish the two conditions mentioned above. However, it can b e seen that there is, actually, a greater chance for those who occupy higher positions to have power and use it because of the capabilities and responsibilities that is attached to the position. Second, it is a means of initiating change. To a certain extent, it can be seen that change is often associated with leadership as the latter is associated with two characteristics which include being â€Å"masters of change† and â€Å"visionaries† (Fisher 1999: 138).It can be related that since there is a sense of change in every leader, it can be seen that power is something that is used for the purpose of leading people into making several changes for a particular goal that is intended. It should be noted, still, that leadership is not the same as management and may or may not lie within the formal organizational structure. Third, power is sometimes associated with coercion and the use of force in order to achieve something.Though this is oftentimes seen and accepted in nega tive terms, it should be considered that this is not the sole aspect of power. In fact, there are different types of power that is classified according to their sources and coercion is only one of the elements that can be seen from one or a few of these types. A discussion with regard to this is placed in the following section. Sources of Power There are five general sources of power as presented by Cronkhite (2008). The classification includes reward power, coercive power, legitimate power, referent power, and expert power (Cronkhite 2008).First, reward power exists where loyalty and cooperation is earned in exchange for something that is needed (Cronkhite 2008). Second, coercive power involves the ability to take away something that is considered to be of value when the behavior or action desired is not achieved (R. Denhardt, J. Denhardt, & Aristigueta 2001). Third, legitimate power, placed in simple terms, is considered to be the type of power which stems from the position that i s being held wherein people are made to follow and act in consideration of the organizational structure, which indicates the position (Bob, I.Asherman, S. Asherman, & Randall 2001). Fourth, referent power is the type wherein power is gained through association with a powerful group or persons (Timby & Smith 2007). It could be of the inherent power of the organization to which a particular person belongs that makes other people behave in a particular manner Lastly, expert power is that which is derived from the â€Å"special knowledge, skill, or ability† that a particular individual possesses (Cottam, Uhler, Mastors, & Preston 2004).The Role of the Prime Minister There are several roles that need to be fulfilled by the British Prime Minister being the national leader. The breadth of responsibilities include â€Å"constitutional and procedural, appointments to ministerial and other senior posts, conduct of Cabinet and parliamentary business, the organization and efficiency of government, the Budget and other economic decisions, and special foreign and defense functions† (Mayne 1999: 26).As can be discerned from the list of general roles taken by the Prime Minister, there are functions which are legislative and executive in nature. The Prime Minister’s presence and control is felt when it comes to policy formulation, which is in the decision-making process, and in policy implementation, which is the executive functions of the prime minister. For example, he or she has affairs to deal with in the decisions made but also has defense functions, which is under the executive branch of the government.Another set of classification is also provided by Borthwick, Shell, and Williams (1995) wherein the Prime Minister is vested with responsibilities as the primary individual responsible for the operations of the government, the head of the party to which he or she belongs, and the leader of the whole nation. There are different specific tasks that need to be accomplished in consideration of the different interests of the people to whom the prime minister is accountable to.It is also defined by Hayward and Menon (2003) that a seemingly prime ministerial government exists in Britain wherein the â€Å"prime minister co-ordinates policy, resolves conflicts, and controls the main resources† (67). In the definition previously provided in an attempt to clarify the concept of power, it has been shown that the elements of power include possession of control in resources, an influence in the decision making process, and a voice in the resolution of conflict.These are the three elements that could also be discerned from the functions and roles of the prime minister that are presented by Hayward and Menon (2003) and Mayne (1999). It can be concluded that the set of functions given here characterize the existence of power within the hands of the Prime Minister and the sources can be both formal and informal, as is followed in the defini tion of power in general. Where it all Comes From There are different sources of power that can be seen from the history of prime ministerial incumbency in Britain.Through the intricate network of relations formed from the organizational hierarchy of the government, it can be seen that there are three general sources of power that includes the conventions, the constitutional devices, and the arrangements that are present in the British government. From personal characteristics also comes a consideration of whether or not a particular individual is given the power to serve as the Prime Minister.There are four characteristics, which include: 1) the name and status in the society or an organization together with what an individual can do; 2) perceived affiliation with success in terms of politics; 3) acceptance of the public; and 4) a relatively high position in the â€Å"party, parliamentary party, and government† (Poguntke & Webb 2005: 37). While these can not be considered as the direct sources of power, it serves as among the characteristics that are seen as bases whether power is given to an individual or not.This is important because these are requirements or prerequisites that are seen to be the main characteristics of the people that are vested with the powers of the Prime Minister. Likewise, it can be seen that these bases for the acquisition of power is not framed in the Constitution nor is it determined through the formal lines of government but are the shadow elements being considered in the selection process. However, it should also be noted that not everyone who fits these conditions become Prime Ministers.This is because there are other forms of standards are present that limits only one individual to be considered rightful as the Prime Minister. To a certain extent, it can be said that the Prime Minister is considered to be an â€Å"elected monarch† and draws certain powers from the Royal Crown of the land (Borthwick, Shell, & Willia ms 1995). The approval and acceptance of the monarch has been an important factor in maintaining the power that is within the reach of the Prime Minister.Over the years, the manner through which the monarch is selected has evolved in such a way that in the beginning, it is the personal affiliation of the person to the monarch that mattered but in the twentieth century, it became the credentials and appropriateness of the person that is considered by the monarch (Borthwick, Shell, & Williams 1995). While today’s monarch do not hold as much power and influence as those that existed in the past, they are still given the chance to voice out their concerns over the affairs of the government especially with the selection of the key leaders of the country.It has been through traditional considerations and the influence that the monarch has that renders them to still be powerful for certain decisions made in the country. In addition to this, the Prime Minister is tasked to report to the monarch every week in consideration of the monarch’s possession of â€Å"the right to be consulted, the right to encourage and the right to warn† (Williams 1998: 165). There are still powers and rights that are given to the monarch that the Prime Minister could not ignore and should continuously take into account for the former could easily use its power against the Prime Minister.In addition to this, it is argued by Harrison and Boyd (2006) â€Å"that the major development strengthening PM power over the last century have been mainly political rather than constitutional (34-5). Politically speaking, the power of the Prime Minister is related to the party that wins in the House of Common, which is considered to be a source of power for the Prime Minister (Borthwick, Shell, & Williams 1995). The largest party wins in the House of Common and the person who serves as the leader of the said party is appointed as the Prime Minister with the approval of respective autho rities in the land.Just the same as the Prime Minister reports to the monarch, he or she is likewise responsible to the House in lieu of the need to maintain the power that is vested upon him or her. There are several expectations that need to be fulfilled as a Prime Minister that would continuously be within the shoulders of the incumbent. Moreover, another source of power for the Prime Minister is the assignment of being the First Lord of the Treasury where the two positions are often associated with one another (Goodnow 2005). The responsibilities of the said office give the Prime Minister another area from where his or her power could stem from.Conclusion Power is considered to be the influence in the decision-making process, the control over the resources, and the force exerted over the behavior and actions of other people. In general, there are five sources of power that is categorized according to how power is attained and maintained. Placed in the context of the British gove rnment, power is considered in the roles of the Prime Minister. There are general roles that are fulfilled by the individual who is incumbent to the said position, which is being the head of the state, government, and the parliament.The powers of the Prime Minister are also earned through the monarch and the positions assigned of him or her. There are different limitations to the extent of control exhibited by the monarchy today but it remains to be ingrained in the British society and it can still place several pressures on the Prime Minister and the power of the same. In addition to this, there are also personal characteristics that are held as important for the position. Indeed, the powers of the Prime Minister stem from different sources, which are both formal and informal.The broad range from which power is sourced out is considered to be an implication of the need for a clear delineation of the powers and functions of the British Prime Minister. List of References Bob, P. , As herman, I. , Aherman, S. , and Randall, J. (2001) The Negotiation Sourcebook. Amherst, MA: HRD Press. Borthwick, R. L. , Shell, D. , and Williams, R. (1995) Churchill to Major: The British Prime Ministership Since 1945. NY: M. E. Sharpe, Inc. Cottam, M. , Uhler, B. , Mastors, E. and Preston, T. (2004) Introduction to Political Psychology.Mahwah, NJ: Lawrence Erlbaum Associates, Inc. Cronkhite, C. (2008) Criminal Justice Administration: Strategies for the 21st Century. Sudbury, MA: Jones and Bartlett Publishers. Denhardt, R. , Denhardt, J. and Aristigueta, M. (2001) Managing Human Behavior in Public and Nonprofit Organizations. London: SAGE. Fahlbusch, E. , Bromiley, G. , and Barrett, D. (1999) The Encyclopedia of Christianity: (A-D). Michigan: Wm. B. Eerdmans Publishing Company. Fisher, K. (1999) Leading Self-Directed Work Teams: A Guide to Developing New Team Leadership Skills. NY: McGraw-Hill. Goodnow, F.(2005) Comparative Administrative Law: An Analysis of The Administrative Syst ems, National And Local, Of The United States, England, France, And Germany. NY: G. P. Putnam’s Sons. Harrison, K. and Boyd, T. (2006) The Changing Constitution. Edinburgh: Edinburgh University Press. Hayward, J. and Menon, A. (2003) Governing Europe. Oxford: Oxford University Press. Mayne, A. (1999) From Politics Past to Politics Future: An Integrated Analysis of Current and Emergent Paradigms. Westport, CT: Greenwood Publishing Group, Inc. Morgan, G. (2006) Images of Organization. London: SAGE. Pfeffer, J.and Salancik, G. (2003) The External Control of Organizations: A Resource Dependence Perspective. Stanford, CA: Stanford University Press. Poguntke, T. and Webb, P. (2005) The Presidentialization of Politics: A Comparative Study of Modern Democracies. Oxford: Oxford University Press. Shortell, S. and Kaluzny, A. (1997) Essentials of Health Care Management. NY: Thomson Delmar. Timby, B. & Smith, N. (2007) Introductory Medical-Surgical Nursing. Philadelphia PA: Lippincott Wi lliams & Wilkins. Williams, A. (1998) UK Government and Politics. Oxford: Heinemann Educational Publishers.

Drama and Handsome Captain Essay

Coursework Essay: Examine at least THREE dramatic devices used by any TWO playwrights studied in the course and discuss their effectiveness in terms of audience response and/or plot development. According to the Merriam-Webster Dictionary (n. pag. ), drama can be defined as, â€Å"a composition in verse or prose intended to portray life or character or to tell a story usually involving conflicts and emotions through action and dialogue and typically designed for theatrical performance. † In the two plays that I have selected, drama is definitely a depiction of life. The Ritual by Zeno Obi Constance and Your Handsome Captain by Simone Schwarz-Bart are two of the most phenomenal Caribbean performances that have been composed. They both incorporate evidence of Caribbean background and hold a certain level of credibility for situations that occur in present day society. While perusing these plays, I recognized that they both shared a number of commonalities. Some of the most evident similarities included the dramatic techniques; language, stage directions and recurring imagery. In the play, The Ritual, Constance utilizes language to make a connection with the Caribbean readers and allow them to fully comprehend the message that he is attempting to address, in their own society. It is the claim that Constance remains true to the old speech values of the Caribbean which is in relation to the last bastion of linguistic innovation known as the Calypso. Trinidad English Creole is utilized by the playwright to relate to the themes of anguish and struggle which creates an emotional unity between the audience and the actors. A quote that stood out throughout the play as a form of â€Å"branding† or labeling was, â€Å"all them little women in them school is whore† (Constance, 8). This was lamented by Omega’s mother who was very small-minded and was partially responsible for Omega’s downfall. The language employed by Constance allowed not only Caribbean dwellers to relate to the situations mentioned but also attracted persons from other regions of the world. This production was ranked one of the most performed plays in the forty year history of the Secondary School Drama Festival. Audiences from New York, Europe and the Caribbean exclaim, â€Å"There is a real need for this type of theatre†¦. I saw myself in all the characters- Great theme, great message, innovative and passionate. It made me think and feel. Bravo! † (New perspectives Theatre Company, n. pag. ). Constance believes that the language used to compose ‘The Ritual’ was symbolic as it related to â€Å"black† individuals in schools that were predominantly filled with white students during the 1970’s. He stated that it was a play that â€Å"forced the puritans to look at the pervasiveness of Omega’s situation which was a metaphor for all kinds of dysfunctional parenting and home-making† (Noel, 51). Critics believe that Constance use of language to communicate an abrasive reality and to stimulate rather than reveal on another level, the issues occurring covertly then, ‘The Ritual’ must be perceived as a triumph. Hence, language plays a pivotal role to the success of this production. Similarly, in the play, Your Handsome Captain, Schwarz-Bart utilizes the dramatic device known as language to relate her message in relation to her themes of identity, masculinity, separation and isolation, and labour and inequality. According to the New York Times (n.pag. ), the play, â€Å"relies primarily on its incantatory language and repetitious imagery to create a dream-like portrait of a couple struggling to maintain a long-distance relationship. † As we are well aware of, the script was originally written in French since the playwright is a native of Guadeloupe, however, it was later translated to English by Jessica Harris and Catherine Temerson. In â€Å"Ton Beau Capitaine†, the playwright attempts to illustrate the constrictions of poverty and the measures one must endure for love. Most of the dialogues that occur in the piece are in the form of Standard English. Traditional Haitian dances are choreographed which serves a dramatic function since they express the different moments of an individual drama rather than a collective state of mind. This is believed to be regarded as an additional language since the music and dance are expressive measures taken up by the actors to reveal their emotions. We observe that Wilnor is a very loving and faithful character who is willing to sacrifice in order to provide for his wife. Evidence of this is his migration from Haiti to Guadeloupe, in search of a job to better his state of living for himself and his wife who remained in Haiti. Language is not heavily concentrated upon in this piece, however, the dances, music and repetition of words and phrases like, â€Å"Shriveled-up†, â€Å"Wilnor, how are you? † and â€Å"Handsome Captain†. This illustrated that unlike Constance, Schwarz- Bart explored other mechanics involved with language to show Wilnor’s plight and the importance of the audio-cassette.

Organizational Design Behavior

If the organizational structure is meant to reflect it's situation, the Limora Hospital and the Community Health Centre's (LCHC) structures do not do this. The current structure does not reflect the complexity, dynamics, or the environment. There appears to be little consideration given to parameters of design. Organizational design is used to maneuver a series of criterion that determine the division of labor and coordination. The Limora Hospital and the LCHC have weaknesses in their design concerning the decision making system, the lateral connections between the superstructure, the format of the subunits and the individual job positions. These are integral parts of the structure and seem to be a weakness at both facilities. I would describe the structure of the LCHC as almost non-existent. Although the case study doesn't provide a lot of information about the actual parts of the for Limora Hospital or the LCHC, it does appear to be somewhat better at the Hospital then at the LCHC. As an initial step, it would help to combine some areas of the two facilities and better utilize its technostructure, support staff and operating core. The strategic apex is weak with no consistent, committed leadership or administration. There is confusion about the Bishop's power of authority. He appears to have given his power away, yet some employees indicate otherwise. In fact, there doesn't appear to be any real management to apply managerial leadership and direction. This kind of confusion and conflict demoralizes the apex and the middle line entirely. A common vision, mission, and active interest in the future must be demonstrated by the Executives if they are to flow down into the core of the organization. This is lacking and is sorely felt by Dr. Macdonald who cannot pass down anything more than he is capable of, or more, than he is receiving from his superiors. There is a small technostructure in high demand, a large support staff, and an operating core that is clearly not well managed. Most evident is the lack of linkages between management and the operating core. Although not as evident are the weak linkages between the core and the supporting staff. A limited horizontal decentralization might work where the strategic apex shares some power with the technostruture that standardizes everyone's work and some of these linkages. A well organized management team and employee links to them are necessary. A strong theoretical point is made in The Classical School of organizational theory by Henry Fayol, a French industrialist. He, and other theorists like Urwick, Gulick, Mooney and Reiley, emphasized the universality of the management function in all kinds of different organizations. Fayol's theory worked from the board of directors and chief executives down through the organization. He stressed the importance of planning, organizing, coordinating and controlling the administration of an organization from the top down. The weakness in Limora Hospital and the LCHC can be found in the management of the Apex and he middle line, and the operating core. No serious attention has been given to these areas so they can achieve the leadership and administrative control they need. The parts of the organization do not support the coordinating mechanisms required, and neglect to meet the needs of either facility. They should reflect the configuration for a professional organization that relies on the trained professionals who have a high level of control over their work. It is safe to assume that the Doctors and nurses have all been trained and have standardized their professional skills before working at the either facility. Coordination is achieved by the virtue of doctors and nurses having learned what to expect from one another. So they do have this basic mechanism of coordination. What is lacking, is the necessary organizational glue to hold it together. Perhaps the standardization of norms as another coordinating mechanism. The nurses don't seem to be able to coordinate their activities based on their common goal of caring for the sick and standardizing norms would be helpful. There has been an attempt at coordination by Dr. Macdonald, but the organization has been without strong consistent control for too long. Although there doesn't appear to be a middle line, Dr. Macdonald has been left to promote coordination and proper design on his own. His leadership attempt is valiant but he needs the help of qualified middle line managers. The missing parameters of design are Behaviour formalization, Training, and Unit grouping. Behaviour formalization would provide work processes and job descriptions to reduce confusion about what work people should be doing and how they should be doing it. On the surface, one may question whether a group of professionals need stringent rules and regulations.Although these professionals know the essence of their roles, and have a lot of control over what they do, they lack a framework within which to work and make decisions. Behaviour formalization could outline the framework within which they can take control and, identify the boundary where they need the assistance and cooperation of others. Also very important, is to identify the communication linkages to others inside and outside this framework. This would eliminate much confusion, instill confidence into the operating core, and bring cooperation among managers and workers. It seems to me that when you are dealing with the life, death, and the health of others, the last thing you want is dissension and confusion among those who are caring for you. Aside from the professional skills applied by the doctors and nurses, the simplest procedures in administration of core workers could be a disastrous for the patient. As an example, how is a specific report completed, when is it completed, who are the critical receivers of the report, when must they receive it, and what must be included in it, all involve linkages and cooperation among professionals, staff and management. If these are broken in some way or done incorrectly, outside of the prescribed framework, they can impact a life. Chester Bernard's book, The Functions of Executives, from the human relations school of thought, emphasized the need for clarity and cooperation among managers and workers to further the interests of everyone. Bernard said that organizations by their very nature are cooperative systems and cannot survive otherwise. He listed three forces to achieve this cooperation; executive leadership, subordinate acceptance of organizational goals, and the power of informal work groups. Clearly in a hospital there is room for strict rules and processes outlined by the leaders, but because there are also large areas of independent decision making, you must have a cooperation and a balance of both. Training, another parameter of design, can teach the professionals what the standards, processes, and procedures are, and clearly define the level of performance for each. The Limora Hospital must had some training on the hospitals procedures but when the nurses came over to work at the LCHC, they complained that they were not oriented to these properly. Training at LCHC is lacking in this area. The essence of the work done by the professionals is no different in either the Limora Hospital or the LCHC. What is different is the purpose for each facility and the level of output. One is a hospital that cares for the people who are already ill, and the LCHC is a community program that focuses on preventative health to try to keep people from ending up in the hospital. The hospital doctors and nurses would likely be prescriptive in their care for very ill patients over a shorter period. The LCHC would also prescribe but would likely be more descriptive in their care over longer periods of time in the community. Teaching these fundamentally different objectives to everyone, and what work is wrapped around them, would facilitate a clear direction for exactly what the jobs are in each facility. The Scientific Management theory advocates a systematic approach to job design, performance, and training. Not necessarily all of the theory components are applicable the systematic approach to training does apply to a health organization. There is a systematic way of applying medical tests to ensure there are no mistakes. Speed and efficiency are critical. There may be a departure from this theory as it relates to division of work and task specialization, but the scientific selection of training remains useful to our health care situation. Adam Winslow Taylor and Henry Gantt emphasized the need for systematic training of workers. Taylor particularly advocated that the role of management was to know their employees and to train them to do well. If this was done, it would produce maximum efficiency. Finally, both the LCHC and the hospital are dependent on the same resources. They both need analysts such as accounting and personnel, they both use the same nurses and doctors in their operating core, and both need the use of land rovers in their work. Conflicts have surfaced because the organizational structure does not leverage these like needs well. For example: Clear and accurate financial accounting for both areas They both need highly qualified doctors and nurses Their primary and supporting staff need similar training They are dependent on each other but the structure does not promote interdependency They both require processes and procedures to perform their jobs well Unit grouping would be the design parameter most required to help facilitate the mutual needs of each unit. Grouping these under the same supervision would encourage cooperation and help to promote a more efficient and cooperative working environment. Once the needs of each area are clear, you need to establish liaison positions, or roles that can coordinate the work of two units. These liaison positions are missing in the hospital and LCHC structure. Task forces are also missing. Task forces can plan meetings, bring the members of each unit together, and integrate mangers to coordinate what is important to the units. These initiatives would eliminate competition for the best nurses and doctors, and provide a fair an accurate financial accounting for both facilities. It is difficult to tell how much impact the support staff for either the Limora hospital, or the LCHC have on the operating core and the quality of care. I'm sure the support staff could also be optimized by unit groupings. Unlike the scientific management theory that did not provide a theory of general organizational design, the classical school of organizational theory did. Henry Fayol, from this theory, suggested that all jobs should be regrouped on some common basis to achieve coordination or unity of direction. Henry Fayol also saw the importance of working from the board of directors down into the organization, different from the scientific management school of thought which worked from the bottom up. Both are useful for our purposes. This regrouping theory and focus on the top levels of the organization are very applicable to the Limora Hospital and the LCHC. There are also some situational factors such as age, size, technical systems, power, and environment that need consideration. Understanding the impact of situational factors can help identify the weaknesses in the structure and how to improve them. For example, the hospital and the LCHC are only 10 years old and there are only 280 beds. This means they are relatively young and small and that their behaviours aren't yet formalized. The fact is there is a lack of organizational maturity. As the organization ages and grows in size, the behaviours will become formalized and the more homogeneous. Because the environment in a hospital is complex and decisions cannot be made by one person, one might decentralize the structure and push the decision making down. However, with the problems at the Limora Hospital and the LCHC, it would be wise to centralize some of its structure temporarily. Taking this action in the right areas would eliminate the current hostile environment. As the organization matures, selective vertical and horizontal decentralization can be applied where the power over different decisions is spread over different parts of the organization more readily. Finally we have the operating core, the key part of the organization that is composed of professionals. Although the basic coordinating mechanism of standardization of skills exists, standardization of processes, and outputs are weak. These together with the lack of leadership, have politicized the organization and the people are in conflict. Consequently, the structure of Limora Hospital and LCHC has become a professional bureaucracy, not uncommon in Hospitals. A view of Professionals is that they are attached to the organization, but still have extensive autonomy and freedom. This gives them the best of both worlds. From an organizational perspective, however, this environment is very difficult to control and measure. The hospital and the LCHC need to discover then prescribe, when and how the attachment to the organization is essential, and when autonomy is necessary. As stated earlier, as the organization matures, professionals will perfect their own skills and repeat what works for the overall success of their jobs. For right now, framework and guidance are required. Guidance, communication and leadership would maximize the professional's output, efficiency and morale. Another item that may be an issue for the hospital and the LCHC is professional incompetence in its core operations. Although incompetence is not indicated in the case study, it may be an undiscovered issue because it is difficult to identify it in a professional organization that has lots of autonomy. Hence one measure of control is to ensure you hire competent professionals, and you continue to upgrade and train them. The standardization of skills and norms will help, but does not address incompetence. In summary, the weakness in the organizational structure of the Limora Hospital and the LCHC are challenging, but fixable. It is important to step back and look at what parameters of control or freedom a health care organization requires. It seems a portion of a hospital operations needs a very stringent scientific approach to its organization, yet another portion demands that the professional skilled people to have the authority and power to assert their knowledge independently. Theoretically, I would apply Max Weber's Bureaucracy theory as an approach. This structure would ensure that there are clear lines of power, orderly procedures and rules that would remove any randomness and unpredictability from the hospital system. The interactions are based on standards Vs the personal feelings of peers and managers. It would add fairness and equity of evaluation. It is a rational and formal-structural response to organizational problems. The immaturity must be aided by making some structural changes. The superstructure appears to need the least amount of work. There is an existing Apex (which needs some focus), a middle line (which needs to grow), a small technostructure (which should be combined for both facilities to use), and an ill managed operating core. I hesitate to say too much about the support staff. Unfortunately, the case does not provide enough information about this unit for comment.. I must assume there is a support staff functioning at the hospital since they could not possibly continue without the support of a support staff. Most of the organizational changes need to be done in the essential design parameters of the subunits. Standardization of skills has already been achieved and the remaining would include: Behaviour formalization to help standardize work processes and procedures Training to teach the standards and procedures and achieve standardization Unit groupings to group jobs under one supervision for maximum efficiency and cooperation The structural changes will also facilitate more effective communications, enhance the ability of the leaders to lead, and increase intrinsic and extrinsic motivation. The complexities of organizational structure and organizational behaviour are huge. Because of these complexities, generally one theory, one behavioural model, or one method of structure does not always meet all the needs of the organization. There is no doubt, however, that guiding principles and basic fundamental models work and would work for Limora Hospital and the LCHC. What are the effects on motivation, leadership and communication because of the weaknesses identified in your answer to Question #1 at the Limora Communication Health Centre? The weakness in the organizational structure at LCHC hampers leadership, communication, and motivation. In reverse, the lack of leadership, communication and motivation have impacted the organizational structure. The definition of each of these explains the importance of their interrelationship to one another. Leadership is based on the ability to influence others to achieve organizational goals. Formal leaders hold a high rank in the hierarchy and informal leaders are recognized for outstanding skills and abilities. Managing is sometimes mistaken for leadership. The difference is that a manager brings order to the employees, and a leader makes useful changes in the organization. Communication is the process of two or more people exchanging information. The sender is the initiator of the message and the receiver is the one that the message is direct to. Effective communication is achieved when the message from the sender is received as it was intended. Motivation can be understood as a force within us that is triggered by various needs. This force then drives us to satisfy an unsatisfied need. There are basically two different categories of motivation. One is intrinsic and the other extrinsic motivation. Intrinsic motivation comes from inside ourselves and extrinsic from outside ourselves. All three of these are lacking at the LCHC. Some of them are highly impacted by the weaknesses in the organizational structure, and some are lacking in the individuals' as skills. Motivation, leadership and communication are dependent on one another and cannot function very well in an organization on their own. Leadership generally deals with the complexities of humans and human behaviour. There are many approaches to leadership, each with theories and models. The Traits theories would look at leaders and explore their traits or characteristics. Behavioural leadership theories centre around the behaviours demonstrated by effective leaders. Lastly, the contingency approach puts forward the notion that â€Å"it depends† on both behaviour and traits. Situations can effect what traits and behviours are most useful.. The most suitable leadership approach for the LCHC would be the contingency approach since it offers ways to look at behaviour and traits. It also lends itself to approaches for leading tasks and people. There are task issues and relationship issues at LCHC that need leadership. Paul Hersey and Ken Blanchard's situation leadership model offers different behaviours suited to either a task situation or a relationship situation. Some of the leadership weakness at LCHC are: The lines of authority for the division of labor between the apex and the middle line are not clear. This makes leadership difficult. The Bishop is not motivated to take on this leadership, or he does not have the leadership expertise to lead. It is the Bishop that should set forth the proper leadership characteristics, and develop the triggers that will motivate his organization. There seems to be no communication from him about the mission, strategy, or goals of either facility. If this is missing at the top, it cascades down throughout the organization very quickly. It is evident that the professionals in the operating core are confused, and don't have clear goals to follow. These goals would help pull all of them in the same direction. The middle line, where Dr. Macdonald is managing, needs qualified managers. When there are no qualified managers, and management systems are in chaos, leadership is compromised for the strongest of leaders. The above points in the structural weaknesses involve task and volatile relationships issues. The application of the Hersey Blanchard model of leadership will help both the task and relationship concerns. . Regarding communications, the LCHC does not adequately provide the network for good communications among all its employees. Unit groupings are weak and management does not seem to have a lot of integrity in their communications. Its important to have a place that can determine what communications vehicle should be used to gain the highest impact for any given message. Rich communication demands face to face interaction, next is the telephone, and the poorest is via memo or letter. There are no liaison positions in place at the LCHC. These positions could determine communication vehicles, disseminate information and improve upward, downward and horizontal communications. A very large part of good communications is also about listening and knowing how to communicate. Communication involves giving and receiving feedback. These skills are generally part of a good training program. The LCHC does not have a good training program in place that could help them increase harmony, efficiency and mutual understanding. When good communications are in place, feedback is at an optimum, therefore, managers and employees could actively participate in formal and informal evaluations processes. If the managers and employees are involved in the evaluation process, they are most apt to be fair and equitable in their assessment of each other. The employees at LCHC are not motivated. The lack of motivation is a direct result of the lack of leadership and effective communications. It can also be linked to the organization of the subunits. Grouping different jobs under common supervision can pull them together to achieve similar goals thus triggering motivation.. Employees also need, and are more likely driven by intrinsic motivators. These can come from reaching personal career goals, making enough money to buy a new house, or simply feeling good when a patient gets well as a direct result of their care. Putting a Human Resources management in place could provide rewards programs in the form of money, recognition, and promotion. These are all triggers for employees to set themselves goals to reach these rewards. Locke's goal setting theory says setting clear, challenging, realistic and acceptable goals raises performance. Goals invoke motivations since our thoughts and actions are directed by our goals. It is much easier for the LCHC employees to set their personal work related goals if they have been given short term departmental goals or milestones and long term organizational goals. Each department would work in a cooperative setting to reach these goals. When employees don't see or feel a sense of purpose, there is often conflict, competition, and behaviour is based on the fear of not knowing where they are headed. Consequently, this leads to low morale and demotivated employees. The LCHC should consistently communicate the rewards and results of effort and hard work. This will encourage employees to expect a reward for their work. Vroom's expectancy theory supports this idea. He says that if you put effort in, you will get a positive outcome. Individuals will look at a given situation in this way†¦.increased effort will lead to good performance, good performance will lead to certain outcomes, and then†¦ are the outcomes worthwhile. If they are, the effort will be put forth. In summary, leadership, communication, and motivation are a must for an organization's success. If the structure is aligned to support all three, there is increased productivity, high level of efficiency and high morale among the employees.

New Zealand dollar

Prime TV launched 1999:Alcohol purchase age for off-licenses reduced from 20 to 18 years of age 2001 :lintiest accrual is removed from student loans while studying. Students who accrued Interest prior to 2001 are still required to pay. 2002:30 June: The population of Canterbury reaches half a million. 7 July: 2002 general election, Labor-led government returned for a second term. 003:Population of New Zealand exceeds 4 million. 2004:Foreshore and Seabed Act passed. Call union Act passed MÂ ¤ROR Party formed. Maori TV begins broadcasting 2006:Labor enacts its election promise to remove interest on loans to students living In New Zealand. Five cent coins are dropped from circulation and existing 10 cent, 20 cent and 50 cent coins are replaced with smaller coins. The government announces a NAZIS 1. 5 billion surplus, the largest In the country's history and second only to Denmark in the Western World.South Island population reaches 1 million 2007:2 May: Fairview is launched, providing free-to-air digital television. July. Savvier retirement savings scheme introduced. 18 December:Cacciatore Finance Act enacted. 2008:11 January: mountaineer Sir Edmund Hillary dies. 2009:28 April: First confirmed New Zealand case in the 2009 swine flu outbreak. 2010:4 September: A magnitude 7. 1 earthquake strikes the Canterbury Region causing widespread damage to Christopher and surrounding areas. 2011 :22 February: A magnitude 6. 3 earthquake strikes Christopher causing widespread damage and 184 deaths. 3 October: All Blacks win Rugby World Cup against France, 8-7 in Eden Park, New Zealand. Holiday park guest night figures show pronounced events in March and April 2013. March figures were boosted by great weather and an early Easter, while April figures were adversely affected by the timing of holiday parks shows little movements in recent months. This may change when data for future months is added to the series. The weather was generally warm, dry, and sunny in March, but quite wet in April. Also, while the school holidays fell entirely in April in 2012, this year they fell partly in May.Although there was a drop in domestic guest nights, there was an increase in visitor arrivals and international guest nights. There were 2. 28 million visitor arrivals to New Zealand in the May 2013 year. This is up less than 1 percent from the May 2012 year, but that year was boosted by visitor arrivals for the Rugby World Cup. The increase in net migration over the last five months was mainly due to fewer New Zealand citizen departures to Australia. Immigration from and to NZ has changed dramatically over the years and this may be one of the major factors leading to the amount of people staying at hotels or holiday parks.More people will be coming into the country from the rugby world cup and also people not going anywhere from NZ from the earthquakes in NZ. /11 – The September 11 attacks were a series of four coordinated terrorist attacks launched by the Islamic terrorist group al-Qaeda upon the United States in New York City and the Washington, D. C. Area on Tuesday, September 11, 2001 In the year ended May 2013, there were 2. 628 million visitors, up less than 1 percent from the previous year. This year's increase was despite visitor numbers in the May 2012 year being boosted by the Rugby World Cup.New Zealand residents departed on 182,400 overseas trips in May 2013. This was up 2 percent from May 2012, and was also a record for a May month. In the May 2013 year, New Zealand residents departed on 2. 163 million overseas trips, up 2 percent from the previous year. The biggest increase was in trips to the United States (up 15,200), helped by a more favorable currency exchange rate. New Zealand had a seasonally adjusted net gain (more arrivals than departures) of 1,700 migrants in May 2013. This is the highest net gain since January 2010 (1 ,800).The increased net gain of migrants over the past five months was mainly due to fewer New Zealand citizens departing to Australia. There was also an increase in arrivals during this period. The seasonally adjusted net loss f 1,900 migrants to Australia in May 2013 was the smallest net loss since July 2010 (1 ,600). The latest net loss to Australia was well down on the recent high of 3,600 recorded in September 2011. In the May 2013 year, New Zealand had a net gain of 6,200 migrants. This compares with a net loss of 3,700 in the May 2012 year. Auckland, Canterbury, and Togo were the only regions that had net gains of international migrants.The Canterbury region's net gain of 2,600 migrants in the May 2013 year compared with a net loss of 2,500 in the May 2012 year, following the Christopher earthquake in February 2011. Temperature Since instrumental measurements began in the late 19th century, New Sealant's average air temperatures have fluctuated substantially year to year, and a number of studies indicate that New Sealant's average temperature has increased. A significant upwa rd trend in national average air temperature was detected of 0. 11 co per decade (for the period from 1896 to 1994) with a 95% confidence interval Ð’Â ± 0. ICC. This is roughly twice the trend reported for global data, which may be due to the relative absence of sulfate aerosols in the South Pacific. The Royal Society of New Sealant's Lear upward linear trend in the country-wide average air temperature of 0. Celsius. Financial crisis -Economic growth, which had slowed in 1997 and 1998 due to the negative effects of the Asian financial crisis and two successive years of drought, rebounded in 1999. A low New Zealand dollar, favorable weather, and high commodity prices boosted exports, and the economy is estimated to have grown by 2. 5% in 2000.Growth resumed at a higher level from 2001 onwards due primarily to the lower value of the New Zealand dollar, which made exports more competitive. The return of substantial economic growth led the unemployment rate to drop from . 8% in 1999 to 3. 4% in late 2005, the lowest rate in nearly 20 years. Although New Zealand enjoyed low unemployment rates in the years immediately prior to the financial crisis beginning in 2007, subsequent unemployment rose. New Sealant's large current account deficit, which stood at more than 6. 5% of GAP in 2000, has been a constant source of concern for New Zealand policymakers and hit 9% as of March 2006.The rebound in the export sector is expected to help narrow the deficit to lower levels, especially due to decreases in the exchange rate of the New Zealand dollar during 2008. Between 1985 and 2012, New Sealant's unemployment rate averaged 6. 29%. After the stock market crash of 1989, unemployment began to rise reaching an all-time high of 1 1. 20% in September 1991. By 2007, it had dropped again and the rate stood at 3. 5% (December 2007), its lowest level since the current method of surveying began in 1986. This gave the country the 5th-best ranking in the COED (with an COED average a t the time of 5. %). The low numbers correlated with a robust economy and a large backlog of Job positions at all levels. Unemployment numbers are not always directly comparable between COED nations, as they do not al keep labor market statistics in the same way. The percentage of the population employed also increased in recent years, to 68. 8% of all inhabitants, with full-time jobs increasing slightly, and part-time occupations decreasing in turn. The increase in the working population percentage is attributed to increasing wages and higher costs of living moving more people into employment.Smaller complex? Could be a build up of hotel or holiday park complexes that could determine an increase in the amount of people going to the holiday parks or hotels. The weather around these times? Income, employment, new age – parent's and kids not willing to do this anymore because new things such as technology is available and makes children grow up faster Families may have been clo ser back then than they are today economic conditions Minimum and maximum of trend line and talk about the difference = nature of the trend line Why it is increasing/decreasing at certain times on the graph? Changes in the world or new Zealand that may have made this extreme happen eye = scuffs how many Co's to put on the end to convert it to a real number 9/1 1 could eave has an impact on the traveling of the world population as they may be scared to travel as they don't want to be in risk of being killed. Also people over the world may have come over to NZ because of the events from 9/1 1 as they wanted to get away from all of the troubles in America.The introduction to television may also be a big factor as this would have made the population less likely to want to go outside as they are able to stay in and watch the world from the comforts of their home. New technology would have had a huge impact on tourism as people are getting lazier from these factors.