Paul's life in the Acts vs the Letter Essay Example | Topics and Well Written Essays - 250 words

Paul's life in the Acts vs the Letter - Essay Example Therefore, just like Luke, all through his ministry, Paul never mentioned his pre-Christian life in his epistles and how he persecuted Christians. Moreover, Luke in the Acts portrays Paul as a staunch believer of Jesus Christ. In the book of Acts 27, Paul never controlled the storm or the future. However, amidst the impending disaster he appeared the most competent and sober human because he believed in God and had faith that God will deliver him and the others to Rome safely. Therefore, through his God given capability mastering the social environment while still on aboard of the ship makes him stand out as source of hope to the others. These attributes of Paul are depicted all through his letters and teachings. He was strong believer of Jesus Christ; preaching the word of God to the people by encouraging them to have hope and faith in Jesus Christ (Bruce, 1888). Ultimately, in the book of Acts the life of Paul was characterized by threats and arrests from the Romans. However, Luke portrays Paul in the Acts as the light who enjoyed certain benefits while under arrest. For instance, unlike his detention in Caesarea and Jerusalem, he stayed in personal lodgings as indicated in verses 16, 23 and 30 of Acts chapter 28 (Bruce, 1888). Moreover, this can be harmonized to his detention in Rome while writing the epistles to the Ephesians, Colossians, Philippians and Philemon. Therefore, from the aforementioned it is evident that it is possible to harmonize Luke’s Acts to Paul’s epistles in the New

Child Labour Essay Example for Free

Child Labour Essay What is child labour? According to wikipedia, Child labour refers to the employment of children at regular and sustained labour. In many countries child labour is a well known factor for employment, especially in the under developed places. Approximately 153 million children, aged between 5 and 14 are children that work in labour. Although, child labour is recognized as being children preforming work under the age of 18. There are approximately 218 million child labourers around the world. Making children do the work that adults should be doing is morally incorrect. There are many organizations that help broadcast (describe) the issue of child labour, but overall the issue is not overly recognized. The basic, easy definition of child labour is long hours of work on a full-time, regular basis, being treated abusively by the employer, either no acces or very poor access to any education. The jobs that would be considered child labour would be selling thins on the streets or working in someone elses house as a servant. Its not so much the work itself that’s bad, but how the child is treated, how many hours a day they work and whether the work prevents school attendance. Meaning that the work is not the only bad thing, it can do some good. It is the way that the child is treated that is the worse part, if the child is treated with respect and with part time hours, as well as having access to schooling, would be a great opportunity for the child. Although, that is not the case. The children are treated with poor respect, or none, which is the number one issue, they are not treated as equals. Development cooperation and poverty reduction are central aspects of Canada’s child labour strategy The number of child labourers fell by 16 percent between 2000 and 2004. Around one in three children in Sub-Saharan Africa are workers. While the percentage of child labourers is decreasing across Africa, there are actually more children in the workforce now than 10 years ago. Out of 10 working children, seven work in agriculture, two in services and one in industry. It is estimated to take $760 billion over 20 years to eliminate child labour completely. The estimated benefit in terms of better education and health is over $4 trillion, a six-to-one difference Child labour is defined as: Its not so much the work itself that’s bad, but how the child is treated, how many hours a day they work and whether the work prevents school attendance. In the worst cases, children are trapped in these situations by debts or outright slavery. Then there are extreme kinds of child labour. One type of what are called the â€Å"worst forms† of child labour is â€Å"hazardous work,† work that is very difficult and harmful to the child’s physical development. This includes anything from carrying heavy loads and using dangerous machinery to spraying pesticides and working in unclean environments. The other worst type of child labour is called â€Å"unconditional worst forms. † That means that no matter what the circumstances are, no matter how much is paid or how little the child does, it is illegal—even for adults. Every effort must be made to end this form of labour. This includes slavery, the buying and selling of a human being (called â€Å"human trafficking†), forced or bonded labour, using children in armed conflict, prostitution, pornography and involvement in drugs or any other illegal activity. there are some 250 million children between the ages of 5 and 14 years who are in economic activity in developing countries alone.? Child labour means that they toil in mines and quarries, are exposed to chemicals in agriculture, squat in crippling positions to weave rugs and carpets, and scavenge in rubbish piles. Too many are enslaved in bonded labour, isolated in domestic service, and traumatized and abused in the commercial sex trade. according to the World Bank over 70 per cent of child workers are unpaid family workers, especially in rural areas where working girls outnumber working boys. They are engaged in domestic service, agriculture, and small family enterprises, whether in rural or urban areas. This means that four in five children are not paid, or if they are paid it is much less than most legal minimum wages These children are forced to put at stake their education, their health, their normal development to adulthood, and even risk losing their lives. Child labour and the poverty cycle are intertwined. A family living in poverty cannot send their children to school. Therefore, in order to survive, children are forced to work and therefore receive little or no education. Children who grow up without an education are much more likely to remain in low-paying (and potentially dangerous) work. It also means that girls may marry young and have children young. The cycle begins again as the young family has children to support with very little income. However, child labour should not be automatically associated with children who engage in non-harmful work. Non-harmful work is part-time and does not stop children from having access to an education. It can be beneficial in the sense that is gives them an income and the ability to help to support their families. It is also important in many instances for children to gain useful social and work-related skills. Therefore, it is vitally important to not only eliminate harmful child labour, but to also support children who do have to work so that they are able to continue their studies and gain an education. Strict bans on child labour may cause more harm than good, forcing child to work in more underground and dangerous conditions than they would otherwise. These children are forced to put at stake their education, their health, their normal development to adulthood, and even risk losing their lives. Child labour and the poverty cycle are intertwined. A family living in poverty cannot send their children to school. Therefore, in order to survive, children are forced to work and therefore receive little or no education. Children who grow up without an education are much more likely to remain in low-paying (and potentially dangerous) work. It also means that girls may marry young and have children young. The cycle begins again as the young family has children to support with very little income. However, child labour should not be automatically associated with children who engage in non-harmful work. Non-harmful work is part-time and does not stop children from having access to an education. It can be beneficial in the sense that is gives them an income and the ability to help to support their families. It is also important in many instances for children to gain useful social and work-related skills. Therefore, it is vitally important to not only eliminate harmful child labour, but to also support children who do have to work so that they are able to continue their studies and gain an education. Strict bans on child labour may cause more harm than good, forcing child to work in more underground and dangerous conditions than they would otherwise.

Management Skills in Security

Management Skills in Security Security Management Introduction Although historically security has experienced a relatively low priority in the corporation’s management structure, post the incidents of 9/11 in the US and 7/7 in the UK this situation has changed dramatically. Therefore, the position and skills of security managers is being looked at in a new light. Within this study, the intention is to address the question of whether managerial skills are of more importance than specialist knowledge for security managers. It is the author’s opinion that the likely conclusion of the research undertaken is that, although managerial skills are of paramount importance to a security manager, because of the delicacy of their position a high level of specialist skills are also essential. Security issues Essentially, security is deemed as being a â€Å"protector of resources† (van der Bijl 2005, p.75). As such, its task is to defend a business against loss, theft and damage. This task includes all areas of the operation, including systems, equipment, property, employees and customers. In the commercial sense, this protection level also extends to the future profitability of sensitive data controlled by the business. The security threat to any organisation manifests itself in a number of ways. In the physical sense burglary, criminal damage and attacks against the employee or customer can be a major problem, particular with an organisation such as the NHS (van der Bijl 2005, p.75), where of necessity there is a high degree of open access. In the non-physical sense there is the potential, particularly with the growth of information technology, for a growth in thefts of personal records, business data, damage, and disruption to internal systems. Incidents in any of these areas will have a significant impact upon the organisation in terms of trust, confidence and cost. Addressing these issues, particularly in larger organisations, requires the business to design and implement a security strategy that is efficient and achieves the desired goals. For this strategy to be effective there is a need for a managerial structure that is able to discern the resources required, including personnel, their tasks, operational procedures and deployment. Managerial duties In general terms, the role of a manager is to ensure the achievement of the objectives that have been set, either by directive from higher management or those outlined within his or her job description. This will include strategic planning, organising and coordinating the tasks, then monitoring and controlling the outcome. Therefore, it is important that the manager possesses the relevant personal and knowledge abilities to complete these tasks (Cowling and Mailer 2004, p.50). Although in many ways the duties of a security manager is similar to that of any other managerial position within the business, their role is defined by the specific sector and culture they are working in (Easterby-Smith and Lyle 2003, p.235). Because of the uniqueness of their position, a security manager’s initial task will be concentrated upon assessing the risk. Before a strategy can be developed, he or she will need to ascertain the nature, location and degree of any potential breaches of security. For example, if it is a physical danger they will need to know where the likelihood of this occurring is; what preventative measures, such as CCTV are in place, and how effective they are. Similarly, in areas such as information technology, the manager will need to assess whether existing protective IT measures are sufficient or in need of improvement. Risk assessment in security requires a high level of expertise and, although this can be undertaken by the use of outside consu ltants, it is equally important that the security manager has a reasonable level of relevant skills, as without these there is an increased potential for strategy failure (can der Bijl 2005, p.77). Only if the manager has some understanding of the risk assessment can he or she ensure the implementation of an effective protection strategy. Having established a strategy, the security manager will need to ensure that he or she has sufficient resources to match and fulfil the objectives of that strategy. In a commercial organisation, as Yu-lee (2002) shows, this is not always a straightforward task as there will usually be a requirement to match the cost of additional resources against the benefits they produce. For example, if deploying security lights it must be proven that they will reduce the incidence of crime and therefore benefit the business in ways such as reducing insurance premiums and raising consumer confidence, thus leading to potential increased profitability. The coordination of tasks, namely ensuring that the information and resources is delivered to the right place at the right time (Mullins 2004, p.421), is an area that also requires an element of skill and knowledge particular within the security industry. If the manager does not have an understanding of the purpose of the task, it is likely that this will lead to errors resulting from incorrect deployment of information or resources. Managing human resources One resource that is crucial to operational security is the personnel. Successful management of human resources is therefore a key skill requirement for the security manager. The success of any business strategy is directly related to the people that operate it, and security is no exception. Managers need to ensure that they get the best out of their employees in terms of their understanding, ability and dedication to the job they are employed to do, and much of this will depend upon the relationship that is developed. In this respect, a successful manager will adopt a leadership role that is a combination of the various leadership models, such as some of those described in the works of Laurie Mullins (2004, p.312). Understanding the needs of the workforce, and creating a harmonious working environment where all employees are motivated to work towards a common goal is the art of good leadership and management. This is especially the case in the modern environment where there is more employee choice (Mullins 2004, p.282). It is equally important for the workforce to feel that they have an involvement and future with the business. The manager can achieve this in two ways. The security manager can improve employee involvement within the organisation by delegation of tasks and encouraging their contribution, by way of ideas and suggestions, to the strategy formation itself. Not only does this empower the employee, it also leads to an expansion of potential solutions available to the security manager, therefore providing an increase in the number of solutions available from which to successfully address potential security issues that arise. Employee development is an equally important area of management duties. Employees will only be competent at their work if their knowledge and training matches the needs of the task that are set for them. Part of the manager’s role is to encourage the development of these skills. An effective manager will be aware of the value of this process, both for the future of the organisation and the employee, and therefore introduce an employee learning and development process as part of their operational strategy. This usually involves the introduction of structured training programmes catering for individual and group employee needs. In most industries, these training programmes will be organised using a combination of internal training, which will include familiarising the employee with the organisation’s policy and specific needs, and external training to ensure they remain updated on industry developments, including the use of modern technology. In the case of certain indivi duals, the training may also include succession targeted learning, where such individuals are considered able to be promoted in the future to management or leadership roles. The level of interrelationship between manager and employee can define good leadership, which in the author’s opinion is an essential element of a manager’s tasks. It is increasingly becoming the consensus of opinion that the quality of leadership is a necessary skill requirement for managers (Mullins 2004, p.284). The employment of the leadership skills described previously demonstrates the manager’s commitment to their employees and, in the majority of cases will produce a favourable result (Mullins 2004 p.316 and 422). In addition, it improves staff retention levels and provides for a level of strategy continuity that is essential in areas such as security. As with other management duties it is apparent that, in the case of managing human resources, there is a need for the manager to have specialist security knowledge. The evaluation of employee creativity and its benefits to the organisation is made more difficult if the manager does not have an understanding of the business special skills. A similarly difficulty would be experienced in the formation and conducting of internal training programmes. Without such knowledge, it is likely that the effectiveness and value of such training programmes will be reduced. Management and knowledge Knowledge, learning, and its management, is important in business. The better understanding brought about by knowledge will lead to a higher level of competency of managers as well as their employees and improve the performance of the business (Mullins 2004, p.393). Staff will react positively to a more competent and experienced manager than they will one who is lacking in the skills associated with their role. The other aspect of knowledge at management level is their increased ability to be able to monitor the strategy that they have implemented and evaluate the performance of their employees. A classic example of the disastrous effects that results from a lack of managerial knowledge can be found in the collapse of Barings bank in the early 2000’s. As Howard Davies explained at the time, this occurred because the bank’s management decided to diversify into an area of the business where they had little or no experience. This and the inability of their financial systems to deal with the new business left them in a position where they were unable to monitor the situation and staff activities until it was too late. In effect, the cause of this collapse could also be attributed to a breakdown in the operation of the internal security systems that these types of financial organisations normally operate. Just as important, as this case proves, is the need for continued learning. H ad the Barings management undergone a process of learning to achieve a competence in the new business skills, the opportunity for security breaches and danger of failure would have been identified earlier and significantly reduced. Conclusion From the research carried out for this study, it is the author’s conclusion that whilst it is essential for security managers to have management skills, their specialist skills are equally important in order for them to be able to effectively and safely manage their areas of responsibility. As van der Bijl (2005, p.77) observed in his paper on security in the NHS, a security manager without the requisite knowledge and skill is â€Å"as daft as employing a financial director without accounting skills.† Skill deficit in such an important aspect of any business, in my opinion would reduce the level and effectiveness of the security manager as much as the lack of management skills. References Bartol, Kathryn M., and Martin, David C (1998). Management. McGraw Hill College. UK. Bohlander, G. W., Snell, S. A., Sherman, A. (2004). Managing human resources (13th ed.). Florence, KY: Thomson Learning Higher Education. Cowling, A.G and Mailer, C.B (2004). Managing Human Resources. 3rd Rev. Ed. Butterworth-Heinemann Ltd. London, UK. Davies, Howard. (2001). Management skills and competencies in a rapidly changing financial environment. Egon Zehnder International Insurance Symposium. Munich, Germany. Retrieved 3 February 2007 from http://www.fsa.gov.uk/Pages/Library/Communication/Speeches/2001/sp78.shtml Easterby-Smith, Prof. Mark and Lyles, Marjorie (2003). The Blackwell Handbook of Organization Learning and Knowledge Management. Blackwell Publishers. US. Mullins, Laurie J (2004). Management and Organisational Behaviour. 7th Rev. ed. FT Prentice Hall. UK. Muncaster, Phil (2006). Challenges ahead for security managers. IT Week. London, UK Van der Bijl, Nick (2005). Security in modern healthcare. Hospital Engineering and Facilities Management, Issue 2. Yu-Lee, R.G. (2002) Essentials of Capacity Management. John Wiley Sons Inc. p. 150-153

Erik Erikson Theory of Development

Erik Erikson Theory of Development Human life is determined by so many factors which contribute to how they behave. Every human being has a personality which many claim that it might be caused by genes. There are circumstances that go unnoticed which contribute to how people behave. These events run from childhood to adulthood and that is what the theory of development/ model of early childhood development as created by Erik Erikson try to explain. This paper highlights on child development and factors that determines his/her behavior as explained by Erikson in his theory of development. This theory explains why people behave as they do which is contributed by environment, interaction and response. There are eight stages and in each, there are both positive influences as well as negative which give either result. The stages contribute to physical, emotion, intelligence and social features of an individual. Theory of Development/Model of Early Childhood Development The theory of development came up in 20th century when interest to change the perception of children being small adults and aim to discover the abnormal behaviors became a concern. There have been many theories on this ground like Freuds psychosexual stages which focused on mental disorders in childhood. The Piagets stages of cognitive development attributed to Jean Piaget who had a view that children and adults never thought the same. John B.Watson, B. F. Skinner and Ivan Pavlov developed the behavioral child development theories which test on the influence of the environment to behavior (Thomas, 2005). Lastly, Eriksons stages of psychosocial development by Erik Erikson was developed which encompassed the whole human life. Each stage in his theory is presented with conflict whose success or failure impacts on the personality (Muzi, 2000). Erik Erikson tries to explain the development of personality and behavior in people mostly attributable to stages in life. Most of his work is developed and related to Freuds; he has only made his complex and covers from childhood to adulthood (Baldwin, 2008). Development takes place in all years in human life according to him. Exposure, training, reciprocation and experience determine the effects of these stages on a persons behavior and personality either negative or positive. Each stage is presented with equal positive and negative effects and Erik warns against use of the word achievement and encourages on the word acquisition of personality. He built his work on Freuds to make it more meaningful and accessible. His work shows the tasks that need to be accomplished in different ages for smooth living (Santrock, 2010). In his model, he developed eight stages using age range which is not fixed hence there are overlaps. In any of the stages that is not well partaken, it may present problems in the future. The first stage according to his psychosocial development is trust vs. mistrust with a virtue of hope and experienced in infants between 0 to I year. In this stage, there is total reliance of the child from the mother. Parents act as a guide as child understands the world. If the child is exposed to the basic needs of the stage, he/she may have trust on the world. If the opposite happens, the child gains a sense of mistrust about the world. This is the stage in which the infant understands about the world and its people. The writer advocates for warmth, sleeping and feeding amongst others (Thomas, 2005). Stage two is autonomy vs. shame and doubt with a virtue of will and is experienced in toddlers between age 2 and 3 years. The child is on an exploration about the surroundings. At this stage, it depends with the parents encouragement as well as strictness. The infants depend on the caregivers reaction to their actions. They can move and the muscle coordination is increased. They can attend to some of their issues without bothering the caregivers and if encouraged, they gain a sense of autonomy but if discouraged, they may develop doubts and shame about their ability. It encompasses independence and confidence both of mind and oneself. The writer advocates for toilet training, aiding their walking and showing encouragement (Baldwin, 2008). In initiative vs. guilt which is the third stage, its virtue is purpose and is in children between 3 to 5 years i.e. preschool. It is based on tasks for purposes and the children learn about nature like gravity. The guilt may be caused by failure to achieve or doing the wrong thing. They have a multiple of choices about the activities to do which may be fit for them or unfit hence affecting the juniors i.e. doing what is beyond their capability. The responses they receive from juniors have effects on their initiative. If they feel motivated, they can try new thing which give confidence and achievement and if they are demoralized, they can feel guilty. The activities undertaken in this stage may result to both negative and positive behaviors. If the child fails in most of his/her activities, frustration may develop hence may depict negative behaviors. Erik encourages on play and adventure as the management techniques (Slentz Krogh, 2008). The fourth stage is industry vs. inferiority with a virtue of competence and is between ages 6 to 11 years i.e. childhood. At this stage, children are now aware of themselves and apply more logic to practical things. They aim at doing right, being responsible and attending to their issues with no or minimal assistance. The children are recognized with groups either through culture or differences in personality. The activities undertaken here are complex, meaningful and purposeful. The spirit of cooperation is developed and every child discovers his/her unique capabilities. This stage takes place mostly when many people are in school and is considered as a vital transition in ones life because everything else is built on it. The main techniques are parents, teachers and friends encouragement as well as schooling (Newcombe, 2010). Identity vs. role confusion comes as the fifth stage. It has an ego quality of fidelity and it is between 12 to 19 years concentrated on adolescence. It is a transition from childhood to adulthood in which there is confusion in roles. It brings a sense of identity, what has transpired from stage one to stage four can be termed as mare childhood but now reality of who they are and what the society views and expects of them is vivid. There is what is expected in the future and it is at this stage that matching of the past and the expectations is done. This creates the personality of who you want to be. The sexuality is well developed and there are self ideologies which may or may not be affected by past stages (Slentz Krogh, 2008). Depending on the results from fourth stage, the fifth stage may take place at different ages, some as early as 17 and 18 while others as late as 20 and 21.There are more experiments before the real identity is established. Adolescents are in a position to differ with their parents and caregivers on some issues like politics and religion. Many parents may try to influence decisions made by their children at this stage like the career to pursue. This may block their self establishment hence have an influenced identity because this stage requires total independence. It can be established by identifying with peers and groups (Baldwin, 2008). The stage of intimacy vs. isolation has the value of love which is established between 20 to 40 years, among young adults. Some bit of identity vs. role confusion may be experienced at early years of this stage due to late identity establishment. Identification with friends is most here and since there is experience of pain, some may isolate themselves due to fear of break ups and rejection. They grow a defense mechanism that that can destroy what seems dangerous to them. With creation of intimacy, people graduate to commitments which call for compromises and sacrifices. This is where marriage is established forming a long-term commitment which brings both emotional and physical closeness. Failure to experience intimacy may cause isolation which may be due to rejection or personal reasons (Slentz Krogh, 2008). There is need for social life, friends and lovers to achieve satisfaction in this stage. The seventh stage is generativity vs. stagnation with a virtue of care and is experienced between 45 to 65 years, middle adulthood. It has more social works and responsibility focused on the siblings as they are the future generation. These adults act as caregivers of the young ones and it is a warning that their success or failure in any of the previous stages should not affect on the way they influence the siblings (Thomas, 2005). They have a lot of tasks to do to the young ones and also the children have set expectations about them. Responsibility extends to others and the ability to give it is generativity while inability is the stagnation. It is associated with works of giving back to the community and through care. Production is expected from these mid adults both in terms of work and participation to the community development. The final stage is ego integrity vs. despair which is experienced in senior adults of age 65 and above. Its virtue guide is wisdom and it is more of a review of how the life has been and what he/she has achieved and need for rest. These individuals feel either rejected or accepted depending on what they have done, the impact of their actions on the community and the world at large (Slentz Krogh, 2008) It is the stage at which they make peace with people, the creator and also need peace of mind. If their lives have been successful and full of accomplishments, the adult feels full of integrity. If the life has been a total failure, they feel despair. The review is focused on the achievements made which could be in one way or another, an improvement to the world, making it a better place. This stage also allows an adult to give back to the community what he/she had not yet given i.e. being responsible and making up for any mistakes or harms inflicted to both the people and world at lar ge (Thomas, 2005). In all these stages of life, there are two extremes one positive and the other negative and there is need for an individual to balance both of them to have a balanced living. Each stage acts as a transition to the next and it is important to accomplish the tasks in each stage, failure to which may result to problems in the future. The age gaps provided may not be fixed depending on different reviews as well as individuals. They used as a guiding way to place all the stages in a life of a human being. There are individuals that may be late to graduate to the next stage hence carrying the previous stage tasks (Slentz Krogh, 2008). Others graduate faster than presented in years in the Eriks theory. This creates the differences in ages when a given stage starts and when it ends. The most affected stage is identity vs. role confusion in which many girls start at age 9 which is below the provide age of 12 to 19 years. There is need for caregivers to ensure proper balancing of the conflict s especially in the stages that they have control of for good life development

The Internet Essay -- Computer Science

The Internet Basic Internet The internet is a system that allows you to play, listen, read, send, receive and download files. The internet is so easy to use and as I have broadband this encourages me to use the internet because I can always rely on it being fast and good quality. Many people use the internet as a means of keeping in touch; E-Mail is great because you can write to people who may be over the other side of the world. You don’t even have to leave the comfort of your own home to do this. One of the greatest things about the internet is the search engines. You type in what you are looking for it will come up with a list of websites which will help you with what you want to find. How the internet works The internet is made up of networks (big and small). Networks are a group of computers that are interconnected by telephone wires (or other means) allowing the computers to share info with each other. Every network has a backbones; backbones, better known as routers, What is incredible about this process is that a message can leave one computer and travel halfway across the world through several different networks and arrive at another computer in a fraction of a second! The routers determine where to send information from one computer to another. Routers are specialized computers that send your messages and those of every other Internet user speeding to their destinations along thousands of pathways. A router has two separate, but rel...

James A. Naismith: Creator of Basketball :: Biography

Millions of players of basketball which was created by one man by the name of Dr. James A. Naismith. James Naismith was born around the 1860s. James Naismith created the game of basketball in 1891. Dr. James A. Naismith was truly influential to the sports world through the creation of basketball, building Kansas University basketball tradition, and changing lives of millions of people through the game of basketball. Before the game of basketball James Naismith was truly influential to the sports world. According to James A. Naismith â€Å"as a young man, Naismith studied Theology and excelled in various sports. Naismith was always drawn to religion because he knew he wanted to help others, but his life's mission became clear to him one day during a football game: a football teammate began cursing after a blown play, but then stopped and apologized to Naismith, who was known for his morals. Naismith realized that "there might be other ways of doing well besides preaching" and got the idea that he could practice his ministry through sports† (1). James Naismith was always thought of as a man known for his morals. According to an article entitled James A. Naismith, â€Å"Naismith also is credited with inventing the helmet for football players. Which gives better safety to football players"(1). The football helmet is truly beneficial to football and sports world. The creation of basketball and before the creation of basketball was truly influential to the sports world. Basketball has a huge impact on the sports world. Naismith began to think about a new game that could be played indoors during the winter. In two weeks, he’d come up with the basic concepts that would define the game basket ball: to discourage tackling, players would not be able to run with the ball, but made the game of basketball would was made to pass it; the players would have to loft the ball instead of shoot it. In 1891, Naismith was appointed an instructor by Luther Halsey Gulick, Jr. Head of Physical Education at Springfield. Naismith put sports together such as soccer, American Football, Field Hockey and other sports. â€Å"Naismith created the game of basket ball for players to play during football and baseball. The game started with two peach baskets, a soccer ball and 13 rules.†(Original Rules of Basketball 1) Rains and Carpenter said â€Å"Naismith loved the idea that a minimum of a basketball, a basket, and a place to play (52). James A. Naismith: Creator of Basketball :: Biography Millions of players of basketball which was created by one man by the name of Dr. James A. Naismith. James Naismith was born around the 1860s. James Naismith created the game of basketball in 1891. Dr. James A. Naismith was truly influential to the sports world through the creation of basketball, building Kansas University basketball tradition, and changing lives of millions of people through the game of basketball. Before the game of basketball James Naismith was truly influential to the sports world. According to James A. Naismith â€Å"as a young man, Naismith studied Theology and excelled in various sports. Naismith was always drawn to religion because he knew he wanted to help others, but his life's mission became clear to him one day during a football game: a football teammate began cursing after a blown play, but then stopped and apologized to Naismith, who was known for his morals. Naismith realized that "there might be other ways of doing well besides preaching" and got the idea that he could practice his ministry through sports† (1). James Naismith was always thought of as a man known for his morals. According to an article entitled James A. Naismith, â€Å"Naismith also is credited with inventing the helmet for football players. Which gives better safety to football players"(1). The football helmet is truly beneficial to football and sports world. The creation of basketball and before the creation of basketball was truly influential to the sports world. Basketball has a huge impact on the sports world. Naismith began to think about a new game that could be played indoors during the winter. In two weeks, he’d come up with the basic concepts that would define the game basket ball: to discourage tackling, players would not be able to run with the ball, but made the game of basketball would was made to pass it; the players would have to loft the ball instead of shoot it. In 1891, Naismith was appointed an instructor by Luther Halsey Gulick, Jr. Head of Physical Education at Springfield. Naismith put sports together such as soccer, American Football, Field Hockey and other sports. â€Å"Naismith created the game of basket ball for players to play during football and baseball. The game started with two peach baskets, a soccer ball and 13 rules.†(Original Rules of Basketball 1) Rains and Carpenter said â€Å"Naismith loved the idea that a minimum of a basketball, a basket, and a place to play (52).

Coop

Cooperative ManagementSubmitted By: Cherlyn Ohoy Submitted To: Ms. Crispina Corpuz Date of Submission: October 15, 2012 AMPC: â€Å"FOCCUS COOP† Background of the Cooperative FOCCUS  (Finance Organization achieving Certified Credit Union Standard)  is a brand awarded to AMPC by the World Council of Credit Union based in the United States through CUES (Credit Union Empowerment and Strengthening) last 2003. Being branded a â€Å"FOCCUS† coop is a stamp of class and a seal of guarantee of the members’ financial investment security, as well as, its excellent, efficient and quality service. History of the cooperative Founded in  June 19, 1991  by  Ã‚  21  MARKET VENDORS  in Agdao Public Market Contribution per pioneer member was P3,000  for a total Share Capital of P63,000 Old name was  AGDAO MARKET VENDORS MULTI-PURPOSE COOPERATIVE  (AMVMPC) Core values A –  Action-oriented  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  C –  Competency G –  Generosity  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  O –  Organized  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   D –  Discipline  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  O –  Open-mindedness A –  Accountability  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  P –  Perseverance O –  Optimism The Mission and Vision * MISSION * To uplift the quality of life of its members through the provision of quality products and services; and continuous promotion of cooperativism. VISION * A dynamic, strong and sustainable cooperative in Mindanao, whose members are empowered and working together in a spirit of cooperation, social justice, equity and peace towards total human development. How to join * Attend one hour free Pre-membership Educational Seminar (PMES) at any AMPC Office. Scheduled daily (morning and afternoon). * Fill-up Application Form for Membership and attached most recent photo ID. (1 pc. 1X1 and 1 pc. 2X2). * Submit photocopy of Birth Certificate or Marriage Contract. * Pay the required amount of Membership Contribution. The Products and Services Offered * PRODUCTS * SAVINGS DEPOSIT  (Earns 4. 5% per annum) * YOUTH SAVINGS (1 month old to 17 years old) * REGULAR SAVINGS (18 years old and above) TIME DEPOSIT| Regular Time Deposit| RANGE OF AMOUNTS| Months| | 3| 6 | 9 | 12| 3 YEARS (net of tax)| 10,000 – 20,000| 5%| 6%| 7%| 8%| 8%| 20,001 – 50,000| 6%| 7%| 8%| 9%| 9%| 50,001 – 100,000| 7%| 8%| 9%| 10%| 10%| 100,001 – 400,000| 8%| 9%| 10%| 11%| 11%| 400,001 – 900,000| 9%| 10%| 11%| 12%| 12%| 900,001 & ABOVE| 10%| 11%| 12%| 13%| 13%| | | . | | | | | | | | * TERMS: Three to 12 months period are subject to tax. Three years period are withdrawable only upon maturity and tax free. Rates are subject to change without prior notice. * Special  Time Deposit TERM:  P1,000 – 9,999   has 6% interest per annum. SHARE CAPITAL Minimum share is P1,000 Minimum of 10% interest per annum (dividends) Not withdrawable. * LOAN PRODUCTS 1. Capacity-based(max of P500,000. 00) 2. Providential 3. Agricultural 4. Commercial 5. Real Estate Interest rate of 3% per month based on diminishing balance or 1. 623% per month effective rate. Affordable repayment terms: 12-24 months. Emergency Loan -Based on Share Capital (max of P5,000. 0). * MORTUARY AID TRUST FUND P15 contribution per Regular Member. P5 contribution per Associate Member. Pro-rated contribution for less than a year member. * SERVICES 1. BOTIKA NG KOOPERATIBA * Gamot na Mura, Epektibo Pa 2. LIFE INSURANCE * Group Life and Accident with Fire Insurance (GLAFI) Annual Premium P250. * GADDI-Annual Premium  Ã¢â‚¬â€œ P230: Benefit P20,000. * Coop AKSI Plan – Annual Premium – P100: Benefir P20,000. * Keyman Accident Protector Plan for as low as P1,800 per annum with P1,000,000 coverage. * AMPC Family Insurance – Annual Premium P150. 3. NON-LIFE INSURANCE * Fire Insurance Cash Assistance (FICA) * Home Protek500; Annual Premium of P500 pesos. * Home Assure for as low as P1,905 Annual Premium. * Standard Fire Insurance/Motor Car Insurance. 4. HEALTH CARE (Annual Premium P1,300) * Unlimited Consultation for Member and Members' immediate dependents. * Unlimited Basic Laboratory Services and Diagnostic Procedures for members only. Hospital confinement-in-patient. * Health Care coverage on top of PhilHealth: P1,500 per day or P20,000 aggregate per year and another surgical benefit of P10,000 aggregate per year. Social Responsibilities 1. 2. SCHOLARSHIP PROGRAM 3. Technical Education Assistance 4. FEEDING PROGRAM 5. BLOOD BANK 6. â€Å"Dugo Mo, Kinabuhi Ko† 7. HOG DISPERSAL PROGRAM 8. ADOPT-A-SITE 9. LIVELIHOOD SEMINARS Financial Highlights * Operation Highlights as of December 31, 2008 * MEMBERSHIP   * DEPOSITS * SHARE CAPITAL| * REVENUE   * ASSETS GROWTH * NET SURPLUS| TAGUM COOPERATIVE Background of the Cooperative Tagum Cooperative has also now ventured into funeral service known as â€Å"funecare. † According to Tagum Coop Chairperson Norma R. Pereyras, the funecare is intended to respond to its members’ clamor for a â€Å"womb-to-tomb† complete service to them. The funecare service has filled in the gap toward a total member service satisfaction. â€Å"Tagum Cooperative gives value to its industry name. It is sensitive to its public image as a top-ranked cooperative. It does not sit on its laurels. It continues to innovate to benefit its members. And despite its greatness in the sector, it has kept its humility as an institution. No wonder, it has evolved into a model and well-respected cooperative. I will not be surprised if Tagum Cooperative is declared the best managed coop in the entire Philippines or in this part of Asia. To our mind, it is a fact waiting to happen in just a matter of time,† the CDA regional director concluded. History of the cooperative Almost forty years  ago,  Tagum Cooperative  was just an obscure, self-surviving money lending institution. Now, it is a world-class Savings and Credit Cooperative recently adjudged  Ã¢â‚¬Å"Winner†Ã‚  both in  Regional and National Categories of the Business Excellence Award for Small and Medium enterprise (SMEs) organized by the Philippines Small and Medium Business Development Foundation, Inc. PHILSMED) The Business Excellence Award for SMEs was received by the Tagum Cooperative Chairperson, Ms. Norma R. Pereyras, herself a Regional and National Awardee for Outstanding Volunteer for Best Practices, 2002, along with the  Tagum Cooperative Vice-Chairperson, Ms. Monica L. Salido and Manager, Ms. Juris D. Perez, CPA, MBA. The said Awa rd was given by the representative of the The Secretary of Department of Trade and Industry (DTI), Hon. Peter B. Favila, together with Ms. Mina T. Gabor, Ph. D. , President of Philippine Small and Medium Business Development Foundation, Inc. PHILSMED), Usec. Hon. Lecira V. Juarez, Chairperson, Cooperative Development Authority (CDA), Mr. Cresencio Selipara, 1st  Vice-President- Landbank of the Philippines, Mr. Donald Patrick Lim, Vice-President for Marketing- Philippine Daily Inquirer and Ms. Agnes Celeste D. Fernando, Head SME – Channel Distribution, Globe Telecom on October 6, 2005 at the Philippine International Convention Center (PICC), Reception Hall, which was attended by more or less 1,300 cooperators all over the country. Other Awardees/ Recipients for the National Category were: R. A. Gapuz Review Center- Manila, Lighthouse Cooperative, Inc. – Cagayan, Mabini Limers and Farmers Multi-purpose Cooperative,Inc. – Guimaras and New Central Woodcraft- Iligan City, of which Tagum Cooperative garnered the highest points. Tagum Cooperator’s belief in the value of work in service has brought the great twist. From its humble beginning as  Ã¢â‚¬Å"Holy Name Society (HNS) of Tagum Parish† in May, 1967  with only a handful Members and an available Share Capital of only P80. 00,Tagum Cooperative  had slowly stepped up to the limelight, now, conveniently servingits more than 26,000 members, of which 61. 0% composed of Woman-Members, coming from Tagum City and its nearby provinces and cities, with  a laudable P475. 1 Million in Assets,  Ã¢â‚¬Å"No External Borrowings†Ã‚  for the last five years. Now, Tagum Cooperative has a computed  Loan Portfolio of P317. 1 Million  that served over 160,000 households in coordination and tie up with L ocal Government Unit (LGU) that had helped and support in addressing the economic problem. Alleviating them from poverty line and upgrading their social, educational and health status. It was branded a  Finance Organization achieving Certified Credit Union Standards (FOCCUS)  in the year 2000 by the  World Council of Credit Unions (WOCCU),  based in the United States of America (USA), through its outreaching- cooperative program office in the Philippines, popularly known as the  Credit Union Empowerment and Strengthening (CUES)- Philippines, which have become the tenets of the Cooperative in its operations, programs, and policies, thus Tagum Cooperative as World Class savings and credit cooperative provides the necessary environment for the safe and security of the member’s money, giving the highest interest rates on their deposits and savings through the adoption of a sound, effective and rigid financial management. Today,  Tagum Cooperative  is among the prime movers of the Country’s Cooperative Movement, being one of the leading and most active affiliates of the  National Confederation of Cooperatives (NATCCO), Mindanao Alliance of Self-help Societies- Southern Philippines Educational Cooperative Center (MASS-SPECC) and Model Credit Network (MCN). Moreover, Tagum Cooperative is a leading advocate in the province in empowering or providing opportunities and protection to women through its  Gender and Development and Family Enrichment Program, Savings and Credit with Education (SCWE) Program, wherein 1,707 Woman-Members have availed of P4. 2 Million worth of loans for their livelihood or income-generating projects,  Tagum Cooperative Women’s Livelihood Association, Inc. (TCWLAI)  wherein 70 members have availed the technology of meat and food processing and candle making, thus, it  Ã‚  aimed at augmenting their respective family’s income. All of these achievements are made possible because Tagum Cooperative stand firm to its commitment to extend the best service to its members and that each member will be proud of being a part of Tagum Cooperative. Thru good governance by its able Officials, empowered Management Staff and well informed membership, Tagum Cooperative is posed continue its active participation as a Cooperative and as a partner of the government in progress and economic development of the Province of Davao del Norte, the neighboring provinces and the Philippine Cooperative sector in general. Core values T – Trustworthness A – Accountability G – Good Centered U- Unity M – Member Friendly C – Competence O – Optimism O – Openness P – Passion The Mission and Vision * MISSION * To promptly delivered innovative and responsive products and services to a member in a secured financial environment * VISION * Tagum Cooperative is the best â€Å"One-Stop-Shop† Cooperative for total member care. How to join * STEP 1. Attend one (1) hour Pre-Membership Orientation from Monday to [email  protected] 9:00-10:00 A. M. or 4:00-5:00 P. M. * STEP 2. Fill-up Membership Application Form and submit it with 2 pcs 2Ãâ€"2 recent colored picture with your name and date. * STEP 3. Pay the required amount, as follows: Membership Fee| 200. 00| Mortuary Fee| 480. 00| Initial Share Capital Deposit| 500. 00| Initial Regular Savings Deposit| 500. 00| Registration Fee (Savings ; Loan Seminar| 100. 00| Member’s ID Card| 20. 00| TOTAL| 1,800. 00| The Products and Services Offered * PRODUCTS * Regular Savings| A compulsory savings to all TC Members. It is a liquid savings account with no contractual maturity and can be withdrawn anytime with a minimum maintaining balance of Php 500 and will earn 4% interest per annum based on the Average Daily Balance (ADB). It has a specially designed passbook issued upon opening of the account. Depositors who religiously observe regular savings will have the chance to be awarded â€Å"Savings Depositor of the Year† during the Annual General Assembly. Diligent Savers of Regular Savings will get specially designed promo items. | * Share Capital| A compulsory deposit to all members. It has a minimum share required to be completed within 2 years from date of membership. The share capital deposit cannot be withdrawn unless Member will terminate his/her membership. Interest Rate: 8,000 and up = 7% per annumInitial Deposit: Php500. 00Minimum requirement: Php8,000. 00Characteristics:A cumpulsory deposit to all members. Php8,000 minimum share required to be completed within 2 years from date of membership. Share Capital Deposit cannot be withdrawn unless Member will terminate his/her membership. Earns divided aside from the guaranteed interest. A specially designated passbook is issued upon opening an account. Depositors who religiously observe continuous share capital build-up will have the chance to be awarded â€Å"Share Capital Depositor of the Year† during the Annual General Assembly. Through point system, depositors will get specially designed  promo  items. | * Youth Savers Club| A savings product for  kids 0-12 years old with a specially designed  passbook  issued upon opening an account. It has a minimum of  P50. 00 to open  an account and maintaining balance is P 50. 00 and will earn 4% interest per annum based on the Average Daily Balance (ADB). Member will receive gift items upon signing the application form as Tagum Coop| * Power Teen Savers Club| A savings products for teens 13-17 years old with especially designed passbook issued upon opening an account. Minimum of 50. 00 pesos to open an account. Maintaining balance is 50. 00Member will receive gift items upon signing the application from as Tagum Coop's way of welcoming new members. Diligent savers will receive specially-designed items that can be used at home or at school. The more the teens save the more rewards they get. Depositors who religiously observe Power Teen Savers Program will have the chance to be awarded â€Å"Power Teen Savers of the Year† during the Annual General Assembly. This is the perfect gift that the parents, grandparents, uncles/aunts, godparents, brothers/sisters can give to their children, nephews, nieces, grand children on graduation, Christmas, birthdays, etc. | * Time Deposit| A special time deposit certificate is issued to the member for every account opened. Interest on deposits varies depending on the amount, the longer the term and amount, the higher the interest rate. Upon maturity date, the member may renew the said time  deposit account , however if the member  Ã‚  misses to renew his/her time deposit on maturity date, Tagum Cooperative is  Ã‚  authorized to automatically roll over the said time deposit with the same term and rate. In case a member decides to terminate the time deposit account prior to maturity date, Tagum Cooperative will subject the  Ã‚  member’s Time Deposit to 4% interest p. a. Diligent Savers of Time Deposits will have the chance to be awarded â€Å" Time  Ã‚  Depositor of the Year† during the Annual  Ã‚  General Assembly. | * Pabilisang Savings para sa mga Drivers Advocacy (PaSaDA)| Aims to encourage drivers to start a daily habit of saving and realize their desire to build up a contingency fund. Interest Rate: 4% per annumInitial Deposit: Php30. 00Initial Share Capital(for non members): Php250. 00| * Golden HEARTS| | TERM| P 1,000. 00 to 100,00. 00| P 100,001. 00 to 250,000. 00| P 250,001. 00 to  Ã‚  500,000. 00| P 500,001. 00 to 1,000,000. 00| 1,000,001. 00 and above|   30-89 days|   5. 00%  |   5. 50%|   5. 0%  |   5. 50%|   5. 50%  |   90 – 179 days|   6. 00%|   6. 50%|   7. 00%|   7. 50%  |   7. 50%|   180 – 359 da ys|   6. 50%  |   7. 00%  |   7. 50%  |   8. 00%  |   8. 50%  |   360 – 719 days|   7. 50%|   8. 00%|   8. 50%|   9. 00%|   9. 50%|   720 days|   8. 50%|   9. 00%|   9. 50%|   10. 00%|   10. 50%  | * LOAN PRODUCTS 1. Major Loan: * Regular Loan (RL) * Government Employees Special Loan (GESL ) * Private Employees Special Loan (PESL ) * Convenient Loan (CL) * TC Income-Generating Service Loan (TC-IGSL) * Special Credit Line Service Loan (SCLS) 2. Minor Loan: * Cash Advance (CA) * Emergency Loan (EL) 3. Special Loan: * Instant Loan Bonanza * Micro-Finance Loan * Benefit Loan Appliance and Furniture Loan * Travel loan * SERVICES 1. Special Programs * Savings and Credit with Education (SCWE)| * AFLATOUN| * TC Youth Laboratory Cooperative Article| * TC Women's Livelihood Cooperative(TCWLC)| 2. Members Benefits and Assitance (MBA) * Himsug Pamilya Program (HPP) 3. Coop Funecare 4. Ancillary Financial Sercvice * Inquiry Machine| * Pinoy Co op ATM| * TC Collection Service Center (Bayad Center)| Financial Highlights PANABO MULTI-PURPOSE COOPERATIVE Background of the Cooperative Panabo Multi-Purpose Cooperative (PMPC) operates and advocates the values of self-help, self responsibility, democracy, equality, equity and solidarity. In the tradition of its founders, cooperative Members, Officials and Staff believe in the ethical values of honesty, openness, social responsibility and caring for others and the community. PMPC is a financial service, member-owned Cooperative dedicated to provide the financial needs of its members since 1965. PMPC is a Finance Organizations achieving Certified Credit Union Standard (FOCCUS) ; branded cooperative. It has achieved International Prudential Standards on Financial Ratios designed to protect members ; assets which will ensure operational sustainability and quality of member service. PMPC is implementing the MCUB methodology. MCUB (Model Credit Union Building) is a technology designed to transform a COOPERATIVE into a Model Credit Union (MCU) which adheres to Financial Disciplines where ; Members ; money is safe and protected. PMPC is a leading affiliate of the largest and strongest confederation of cooperatives in the Philippines which is the National Confederation of Cooperatives or NATCCO, with National Headquarters located at 227, J. P. Rizal Street, Project 4, Quezon City, Metro Manila; the Mindanao Alliance of Self-Help Societies-Southern Philippines Educational Cooperative Center (MASS-SPECC) based in Cagayan de Oro City; and, the Model Cooperative Network (MCN), situated at Rm. 324 GB Cam Bldg. , Monteverde St. Davao City, the official network of the FOCCUS branded cooperatives in Mindanao. PMPC is a bonafide member and staunch supporter of COOP-NATCCO PARTY-LIST, the only Party-List in Philippine Congress that represents the true voice of the Philippine Cooperative Sector and the underprivileged workers and small business entrepreneurs. History of the cooperative Through the zealous effort of Panabo Parish Priest Fr. Eugene Simon, PMPC was organized with 15 founding cooperators with a combined initial share capital of seven thousand five hundred pesos (P 7,500. 00) in 1965. Today, through prudent management ; adherence to financial disciplines, PMPC has magnified its growth by over 25,000 member-user strength and P312 million in assets (as of July 2008). Core values The Mission and Vision * MISSION * * VISION * The Products and Services Offered * PRODUCTS * * SERVICES 1. Financial Highlights Background of the Cooperative History of the cooperative Core values The Mission and Vision * MISSION * To promptly delivered innovative and responsive products and services to a member in a secured financial environment * VISION The Products and Services Offered * PRODUCTS * SERVICES Financial Highlights Sources: * http://agdaompc. webs. com/ * http://www. tagumcoop. org/index. php/aboutus * http://WWW. panabocoop. org