Critically evaluate the role of physical activity in preventing Essay

Critically evaluate the role of physical activity in preventing lifestyle related diseases such as obesity, CVD and type 2 diabetes - Essay Example It has been observed that the prevalence of the heart diseases and strokes have declined overtime with an increase in the obesity related diseases. Excess weight gives rise to diseases like hypertension, diabetes and other cardio metabolic disease. Among the modern chronic disease, the cardiovascular disease, metabolic disease and Type 2 Diabetes are the most prevalent diseases in the world. All the mentioned diseases are related to health and physical fitness. â€Å"Physical inactivity has been related to the occurrence of coronary heart disease, hypertension, diabetes mellitus, and osteoporosis.† (Siscovick, Laporte, Newman March 1985, p. 180) Staying fit and adopting a healthy lifestyle can avoid all these diseases. Diet and physical activity is known to play a key role in the risk of being affected with the chronic diseases. High morbidity rates were mainly associated to the underdeveloped nations, prevalent due to the unhealthy living conditions and lack of availability of proper and nutritious diet. These diseases were caused due to unavailability of proper living conditions. With the development of the nations the living circumstances of the people have enhanced significantly. The diseases like the polio, diarrhea and starvation have given a way to the diseases like diabetes, metabolic diseases and cancer. This change in the health patterns has taken place due to the change in the diet and lifestyle patterns of the people in the westernized countries. These diseases are often referred to as the rich man’s diseases. With the advent of the modern technology in the life of the human beings the lifestyles have changed considerably. The popular use of machines has decreased the amount of physical labor a person did to complete the same tasks as now. Leisure activities have increased and so have the health related problems. Research based on the affect of the physical activities on the risk factors of the chronic diseases show â€Å"the joint association

Robotic Mission vs Manned Mission Essay Example for Free

Robotic Mission vs Manned Mission Essay It is my opinion that if given a choice between a robotic and a manned space based exploration, it is better to execute a robotic mission. It is not worth the cost and risk for humans to simply explore space, except when the goal is specifically colonization. First, a manned mission would be much more technically complicated than a robotic one outweighing any incremental benefit resulting from a human presence. Second, the financial cost of manned missions to overcome the complications is not worth the projected costs. Third, funding robotic missions are indirect investments in aiding the current human condition. That is, the cost saving from robot missions could help relieve current issues here on earth. Lastly, pushing the boundaries of the unknown will always be fascinating to humans, but we would be pushing current human boundaries to explore much further past the moon, with our current technology. Advancements in robot technology can allow us to take the next step in advanced space missions. Some would argue the opposite; some would say that manned missions are essential to quench our curiosity and thirst for uncovering the unknown, our desperate search for answers about the universe, and to find life beyond our planet. There are specific advantages to robotic exploration over human space missions. Space is a dangerous place for humans in many ways; there are many factors working against long term human space travel. There is harsh radiation, zero gravity and the element of time to consider. Radiation, in form of cosmic rays (high energy particles) and other high-energy radiation emitted from our sun, breaks down DNA in our bodies (0), leads to major complications, and poses the largest threat to human space travel. Extended zero gravity exposure leads to bone destiny loss and weakened organs because our physiology evolved having gravity. Time is also a factor against human space travel; we simply cannot go fast enough and live long enough to make it. If we went 123,000 mph with current plasma engines (1) to the closest star, Proxima Centauri – 4. 22 light years away (2), it would take 23 thousands years (2. 1). We cant live that long but robots could possibly go faster and need no protection from anything except sensitive equipment. Robots don’t need to come back, they have no families and we can build new ones. As questions are asked about the cosmos we develop new detectors, telescopes, and probes to answer those questions safely, quickly, and with accuracy. Human space missions are extremely expensive, unsafe, and inefficient(3) compared to robotic ones. A manned mission would most likely involve advanced life support systems, ample social interaction that means more people, food, oxygen, radiation protection, constant exercise, etc. with all systems being mostly self-sustaining or replenishing. This is all equals to weight, cost, time, and research. Also, the effects of zero-gravity and cosmic radiation have not been studied in depth and the long term exposure, could be detrimental(4). Also, the effects on the mind, in the long term, we know little about. (5) Constant isolation and confinement could drive any crew mad. (5. 1) We currently don’t even have spacesuits that protect against radiation. (6) Dennis Bushnell, NASA Langley’s chief scientist said, â€Å"What’s affordable is not safe; what’s safe is not affordable. †(7). A robotic mission would not encounter any of these problems and risks. The space shuttle had a price tag of about $450 million per mission and today unmanned payload cost about $12,000 per pound. (8) Most of this cost is associated with the fuel it takes to escape Earth’s orbit which is burned upon take off. The less weight expended the less fuel is required for takeoff, thus saving money to make it worth these endeavors. Assuming we do not colonize the location we plan on exploring, we would want our fellow space explorers to return home to their families safely. This would require a mission plan home, this is more than one mission, an increase in cost and preparation, making a returning virtually impossible. (8. 1) Robotic space missions could directly address and change human conditions on Earth. The possibilities of immediate results on Earth are enticing, new technologies found through the research of problems encountered could lead to advanced propulsion technologies that could give us more efficient methods of travel here on Earth and possibly end our use of fossil fuels. Reaching and exploring asteroids could lead the way to learning how to divert one here on Earth(9). Possible colonization of new worlds can first be explored by robots, giving us an understanding of our true environment and helps us expand, as the human race; not any specific nation or country but for humankind as a whole. Finding new resources from asteroids, moons, and worlds in our solar system could give us a new era of economic stimulus, growth, and hopefully peace. By 2030 we human on Earth will be consuming the resources of two planets annually (10), this is a scary thought and we must prepare for the possibility of expanding our horizons to the new frontier, united as one people for the common good. Some opposing cases have been argued that it is essential for manned missions to be funded. It is very possible for us to reach Mars in one month (11) with a proposed 123,000 MPH plasma engine. This makes it imperative to do so immediately. With less and less standing in our way to colonizing our solar system, we must see these new frontiers with our eyes. New technologies researched for the survival of colonies in space, could bring many positive effects on Earth, such as closed-loop sustainable habitats would give the poor around the world, enough food. 12) This would not be possible, if we sent robots, since they don’t eat. The necessity for manned missions could inadvertently allow us to discover new technologies that will, assuredly help us on Earth. There even is the possibility of a one-way journey for a single candidate to colonize Mars. (13) This would reduce risk, cost, and the lives of other potential settlers. Since, there is no longer the competition of nations to reach space, like the space-race between USA and Russia, but today we work together, â€Å"Like a club of developers. (14) In conclusion, I feel that a robotic mission is the way to explore space. The cost, risk, and benefits gained from a manned mission are just not worth it, when compared to a robotic one. Although, the possibility of many technologies arising from the research aimed toward at solving current hurdles of successful manned missions, we should not to bear the risks associated with them since, robots are extension of ourselves. Endnotes 0: http://schoolworkhelper. net/2011/02/nasa-mission-to-mars-probes-design-dangers/ 1,11,14.

The Problem of the One and Many Essay Example for Free

The Problem of the One and Many Essay Introduction In a quest to inquire into being, metaphysics is confronted by one fundamental question that; is reality constituted by one being or are there many beings? This question establishes the central problem of metaphysics that is known as the problem of the ‘one’ and ‘many’. Parmenides who first dealt with the nature of being and considered ‘being as being’ as the source of unification of all reality, held that â€Å"ultimately there exists a One Being†. It follows that this being is changeless, indivisible and is the source of sameness insofar as it is one; nothing differs from it. Hence, according to Parmenides, the senses deceive us in reporting reality as many. This doctrine of seeing reality as one is called ‘monism’. On the other hand, empirists also hold a pluralistic view of reality when they reject the notion of being and favour the reality of observable or concrete beings existing positively. Many philosophers endeavor to give a philosophical solution to the aforementioned problem that takes into account both doctrines, monism and pluralism. St. Thomas Aquinas is credited with providing such a solution to the problem of the one and many. It is precisely the objective of this paper to discuss the one and many as a metaphysical problem vis-a-vis the solution proposed by Aquinas. To do this, we shall firstly present the nature of the problem in relation to Parmenides’ earliest view of being. Further we shall expose the standpoint of Plato who earlier made strides in a bid to solve the problem. Lastly, we will discuss the solution suggested by Aquinas. Exposition of the problem and Parmenides’ view of being Common sense experience affirms that there are distinct beings existing in reality. Regardless of the differences subsisting among concrete beings, they are similar and related by one common denominator that is ‘actual existence’. Thus, beings are identical by the fact that they exist and distinct simply on grounds that each being ‘is’ insofar as it is not the other. From this observation we can derive two underlying elements that lie beneath the notion of being. These are distinction and similarity. When we analyze and assert the elements separately we are able to discover that each element constructs a concept of its own pertaining the nature of being. For instance, the affirmation of distinction within being implies multiplicity of being or being as ‘many’. Equally, when we approve of similarity in being, the resultant concept affirms being as ‘one’ insofar as nothing negates this sameness of being. Meanwhile, the simultaneous affirmation of the said elements demonstrates that, the sum total of being is both one and the many. The preceding observation poses a great challenge on how to reconcile the affirmation of distinction in being which imply plurality, on one hand, and similarity in the same being which signify oneness of being, on the other hand. The potential danger of affirming either one of the concepts results in a monistic or pluralistic conception of being. As noted earlier, Parmenides who negated diversity within being as this would imply that reality is a composition of distinct beings, fell prey to the former doctrine. Nonetheless, his contention that being cannot differ from being unless by non-being. And that, insofar as non-being is nothing, not real, it cannot differentiate being, thus reality cannot be many, exerts an enormous challenge on the task of philosophers to prove the reality of non-being so as to account for the multiplicity of being. Plato’s standpoint on the problem of the one and many Plato somehow agrees with Parmenides that in order to account for the multiplicity of being, being cannot differ from being by being because it is the same being in question. Rather only by non-being can it differ. In contrast with the aforesaid Parmenides’ argument, Plato argues that â€Å"what is not in some sense also is†. According to Plato non-being is real in the sense that it is an exclusion of other possible beings beyond a certain point. In other words, non-being is that which lacks in a given being, thus making it differ from the other. For instance, the exclusion or lack of rationality in a dog is something real as it differentiates it from a man. Thus, Plato identifies non-being with the principle of limitation in being. This principle of limitation denotes an exclusion of no-more being or a confinement of this being within its nature so that it is distinct from the other. Thus far, we can then infer that the principle of limitation in being according to Plato allows each being to participate in existence in a certain manner as determined by its limitation in it. Consequently, the participation of each being in reality as determined by its principle of limit entails distinction and thus, indicates the plurality of beings. Apparently, we may deduce that Plato has given a preliminary solution to the problem; however his solution remains basic and vague in relation to what really is meant by the principle of limit. ST. Thomas Aquinas solutions Aquinas begins by analysing the structural composition within the dimension of being. This inquiry into the inner nature of being is ignited by Aquinas’s contention that â€Å"every real being compared to every other is both like other being in that it actually ‘is’ [†¦] and unlike it in that it is this being and not that one†. The idea of likeness and unlikeness perceived in real beings correlates precisely with an assumption that within each being there exists a composition of two co- principles that accounts for the likeness and the unlikeness of beings. Aquinas identifies the co- principles as limitation and the act of to be or simply existence. According to Aquinas the principle of limitation is further linked to the principle of passive potentiality that receives a certain degree of the perfections of existence as it permits. In other words, the principle of passive potentiality limits the received act of to be or existence. Thus, each real being has the potency within it to be this kind of being as determined by the principle of passive potentiality in it. Aquinas names the principle of limitation or passive potentiality as essence. He further calls the combination of essence and existence in finite beings as ‘real metaphysical composition’. Accordingly, he argues that the two principles in finite beings, essence and existence have to be distinct so as to denote their potentiality to be and that existence is not proper and intrinsic to their nature. Contrary to this assertion however, the two principles in God are not distinct because God as Aquinas observes â€Å"[†¦] has no admixture of potency but is pure act†. From the forgoing observation we are able according to Aquinas, to deduce that there are many existing beings in reality because in each being, actual existence, which in itself implies no limitation, is received into a distinct principle, essence, which limits the received act of existence. Hence, essence in this sense, becomes that which makes a being what it is and without which, it would not be that being. In a similar vein, the act of existence is a positive principle with unlimited perfections through which real beings as permitted by the essences receive perfections. Furthermore, Aquinas develops a very important principle pertaining the act of essence or passive potency to receive the act to be, in a being. The principle is called participation. He contends that â€Å"each being participate in the perfections of existence, which in itself is unlimited; that is, each being has a share or degree of perfections of existence to the extent the limiting essence will permit. † For instance, the existence and activities of a man are confined within man’s nature or essence. Therefore, owing to the fact that there are inexhaustible number of potentialities for existence, the principle of passive potentiality as passive potency results in a multitude of beings; each distinct by the degree of no-more being as placed by its essence on the act of existing when each being participates in existence. Conclusion It is thus clear that Aquinas has given a true solution to the problem of the one and many. He has demonstrated and justified the harmony of the one and many as inseparably constituting being. However, in as much as the two principles are inseparable, they are also distinct so much so that neither of them can exist without the other. Thus, the union of the act of existing and the principle of passive potentiality or essence forms a composition in which the two principles are mutually the determination of each other and of the whole being. Further, the solution of Aquinas highlighted the principle of participation of each being in the perfections of existence as determined by their essences. Existence possesses unlimited perfections that are received into distinct essences so that the same existence which implies no limitation in itself becomes a limited act upon being accommodated in a particular potentiality to be. We therefore conclude by acknowledging the comprehensive and substantial solution of St. Thomas Aquinas to the problem of the one and many as discussed in this paper. Bibliography CLARKE, N. W. , The One and Many: a Contemporary Thomistic Metaphysics, University of Notre Dame Press, Notre Dame, Indiana 2001. CONFORD, F. M. , trans. Plato and Parmenides: Parmenides’ Way of Truth and Plato’s Parmenides, Bobbs- Merrill Company Inc. Indianapolis, N. Y. 1957. HART, C. A. , Thomistic Metaphysics: An Inquiry into the Act of Existing, Prentice- Hall, Inc. Englewood Cliffs, N. J. 1959. ST. THOMAS AQUINAS, Summa Contra Gentiles, trans. A. C. PEGIS, Doubleday and Company. Inc. , Garden City, N. Y. 1955. Electronic Source PLATO, The Sophist, trans. L. B. VANGHAN, Available at: http://www. schillerinstitute. org/transl/trans_pl_sophist. html Accessed: 18th October 2011. [ 2 ]. F. M. CONFORD, trans. Plato and Parmenides: Parmenides’ Way of Truth and Plato’s Parmenides, Bobbs- Merrill Company Inc. , Indianapolis, N. Y. 1957, 29. [ 3 ]. A. C. HART, Thomistic Metaphysics: An Inquiry into the Act of Existing, Prentice- Hall, Inc. , Englewood Cliffs, N. J. 1959, 80. [ 4 ]. W. N. CLARKE, The One and Many: a Contemporary Thomistic Metaphysics, University of Notre Dame Press, Notre Dame, Indiana 2001, 72. [ 5 ]. PLATO, The Sophist, trans. L. B. VANGHAN, Available at: http://www. schillerinstitute. org/transl/trans pl_sophist. html Accessed: 18th October 2011. [ 6 ]. A. C. HART, Thomistic Metaphysics, 80. [ 7 ]. A. C. HART, Thomistic Metaphysics, 81. [ 8 ]. W. N. CLARKE, The One and Many, 80. [ 9 ]. A. C. HART, Thomistic Metaphysics, 85- 86. [ 10 ]. A. C. HART, Thomistic Metaphysics, 86. [ 11 ]. W. N. CLARKE, The One and Many, 82. [ 12 ]. A. C. HART, Thomistic Metaphysics, 87. [ 13 ]. ST. THOMAS AQUINAS, Summa Contra Gentiles, trans. , A. C. PEGIS, Doubleday and Company. Inc. , Garden City, N. Y. 1955, Bk. 1, 1. [ 14 ]. A. C. HART, Thomistic Metaphysics, 86-87. [ 15 ]. A. C. HART, Thomistic Metaphysics, 86.

Models of Crime Prevention: Their application

Models of Crime Prevention: Their application Due to the increasing complexity brought about by modernisation, overpopulation, urbanisation, and globalisation, crime prevention has required a more urgent stance not only from government but also from communities, schools, citizens, families, and non-government institutions. While the prevention of crime has been unanimously agreed upon, the best way to go about it is still under debate. There have been several models of crime prevention which criminologists and law enforcement experts have introduced but until now, there remains no clear best model yet. Some of the major crime prevention programmes are situational or social in nature but so-called hybrid approaches or whole of government approaches have also gained popularity, especially in Australia. In order to develop a clear appreciation for the many-faceted nature of crime prevention as practiced today, it is necessary to define it clearly and analyse the different models used locally and overseas and examine how each model has fared when applied to actual crime prevention programmes. This essay discusses crime prevention, its models, and its application in the real-world setting. Defining Crime Prevention Crime prevention in its simplest definition is the process of deterring crime, criminals, and reducing levels of victimisation. White and Perrone (2005) view crime prevention as the creation and implementation of proactive programmes and strategies which are designed to prevent crime and address the fear of crime (p. 15). A more comprehensive definition is advanced by Van Dijk and De Ward (1991) to treat crime prevention as the total of all private initiatives and state policies, aimed at the reduction of damage caused by acts defined as criminal by the State (p. 415). The common thread of these definitions is the suggestion that crime prevention is not the sole responsibility of law enforcement and police, but rather a collective obligation of different sectors in society in government and in communities. Otherwise stated, crime prevention is a joint effort of various levels of society to work toward strategies that prevent crime occurrence. Rationale Behind Crime Prevention While concepts of crime and justice date back to antiquity, the enormity of concern attributed toward crime prevention emerged circa late 1980s and early 1990s. White and Perrone (2005) enumerated three major reasons why crime prevention has taken an unprecedented turn during this period: economic, operational, and community initiative. Economic. Crime prevention became an important economic concern because crime definitely pays, to use the popular catchphrase in huge amounts of fiscal resources. The cost of crime is increasing, and according to 2008 figures from the Australian Institute of Criminology (AIC), crime consumes almost 4 percent of the countrys GDP which is equivalent to $36 billion (Rollings, 2008). Crime-related expenditures include policing, corrections, the security industry, and the criminal justice system as well as hidden costs such as medical costs, compensation, and loss of productivity of victims. To curb this gargantuan cost, crime reduction is considered a feasible alternative. Operational imperatives of policing. Considering the massive cost of crime, it became incumbent upon police and law enforcement agencies to recruit and enlist the assistance of citizens in an effort to arrest the escalating costs of crime. Policing required the collaboration of the law enforcement structure with citizens in the so-called fight against crime (Martin Perrone, 2005). Demands of the community. As crime rates increased with demographic changes attributed to the sprawl of urbanisation and migration, citizens have learned to recognise that a singular campaign by law enforcement to prevent crime would not do; hence, citizens have assembled themselves into crime prevention groups based in their respective communities to assist in crime prevention. As citizens became more vulnerable to crime, so did their resolve to empower themselves to stop victimisation. While one or a combination of all factors may have contributed to the emergence of crime prevention theory and application in the modern world, another theory is the growing concern for human rights and individual freedoms have led to an influence leaning toward non-punishment forms of crime prevention. Sutton and Cherney (2002) emphasised that crime prevention is reflective of societys desire to handle crime by using processes other than those that are eliminative; instead of punitive action, restorative means are advanced in the campaign for crime deterrence. Models of Crime Prevention Throughout its history, differing models of crime prevention have been used by law enforcement and criminologists around the world to curb crime and reduce victimisation. The major conceptual models of crime prevention include: situation, social, and developmental. Crime prevention has also been classified into primary, secondary, and tertiary forms. Situational crime prevention. The situational theory of crime prevention suggests that the best way to stop criminals is to design physical space and environment in a manner that will make the commission of crime harder and increase the likelihood of apprehending criminals. The idea is to change criminals perceptions of the rewards of crime by making the situation harder and much riskier for them. The situational concept of crime prevention was developed initially in the 1980s by criminologist Ronald Clarke. Clarke (1992) suggested that the most effective way to prevent crime is to implement strategies that create conditions which make it harder for criminals to commit crime. Thus, as an intervention model, situational crime prevention requires the proper identification of routines, factors, and patterns associated with criminal activity. Clarke Cornish (2003) presented five types of techniques which criminology practitioners should consider when using the situational model: 1) incr easing effort required to commit crimes; 2) increasing risks of committing crimes; 3) reducing rewards out of crimes; 4) reducing conditions that provoke crime; and 5) removing excuses for committing crimes (as cited in Homel, 2005, p. 132). Social crime prevention. The theory of social crime prevention aims to prevent offending by changing not the physical environment but the social environment. Social prevention intends to create social conditions that will deter potential or actual offenders from doing crimes. Hence, strategies associated with social crime prevention include empowering communities with resources and programmes that create a diversion from criminal behaviour. As an intervention model, social prevention focuses on youth and children, and programmes liked to this model including employment programmes, skills building activities, leisure programmes, youth drop-in centres, and other activities that increase productive behaviour. Developmental crime prevention. Developmental crime prevention as a theory strives to link childhood development with later delinquency. Researchers that have conducted prevention experiments were able to establish that factors surrounding early childhood are significant precursors to delinquent behaviour. These risks to delinquency include poor parenting, socially disruptive behaviour, and cognitive deficits (Sutton Cherney, 2002). Poor parenting could involve factors such as neglect, conflict in the home, deviant behaviour of parents, and early experience of family disruption (Homel, 2005). Among the developmental intervention strategies used courses related to proper parenting and other school-based measures. Crime Prevention Programmes The theoretical concepts of crime prevention discussed earlier have generated various intervention strategies all aimed to preventing crime. Situational prevention. Situational prevention strategies aim at designing the physical environment in order to make it less desirable and riskier for individuals to commit crime. Advocates of situational prevention strategies are more likely than advocates of other models to claim empirical effectiveness in preventing crime. Situational prevention involves among others, identifying cities that are crime hotspots, the use of surveillance cameras or CCTV cameras, screens, reducing cash-handling among banks to curb robbery, the use of boom gates to reduce car theft, and the use of undergrounds inroads to prevent vandalism and graffiti (OMalley, 1997). One of the strongest critiques against situational prevention is that the approach is inherently biases in favour of the rich and against the poor. Moreover, opponents claim that the opportunity reduction strategy gives only cosmetic remedies and that crime involves economic and cultural aspects associated with capitalism and mass consume rist ideology (OMalley, 1997). Social prevention. In lieu of situational prevention techniques, some criminologists have advocated social prevention instead because of the view that crime as a social problem is deeply ingrained within the economic and cultural structures in society. One of the most prominent social prevention strategies implemented was the Bonnemaison programme of Epinay, France, named after the towns mayor, Monsieur Gilbert Bonnemaison, MP (Cornish, 1995). This programme was implemented in France during a period of turmoil characterised by high levels of unemployment, ethnic rioting, and violence. The French central government collaborated with the local governments to develop diversionary programmes for the youth and made it a national priority. Some of these crime prevention programmes inspired by the Bonnemaison strategy include (Cornish, 1995): education of young people; re-training of those who failed to cope in the education system; better housing; employment; adequate health service; aid to victims of crime; better conditions for immigrants and ethnic minority groups; drug abuse treatment; after school activities for the young; provision of youth, cultural, training and recreation centres in each council area. (p. 188) Another overseas example of successful social prevention strategies include the so-called head start projects pioneered in the United States since the 1960s. These programmes focused on social justice as a crime deterrent by empowering poor and disadvantaged families with educational and other family enrichment programmes (Cornish, 1995). To date, several community-based and community development strategies of crime prevention have been modelled after the social prevention concept. Hybrid or whole of government approaches. Instead of focusing solely on just one crime prevention strategy, several programmes have combined several strategies and developed so-called hybrid programmes or whole of government approaches as it is known in Australia (Homel, 2005). An example of this customised approach toward crime prevention is the Safety Action Projects implemented in Surfers Paradise and Queensland during the middle of the 90s. Other projects that were national in scale include Safer Australia and subsequently, the National Campaign Against Violence and Crime (NCAVAC) geared at the promotion of community-based crime prevention through coordination and operational partnerships with local and central government (Homel, 2005). Conclusion Crime impacts overall quality of life because it influences ones actions, where one lives, how one travels, people one associates with, and others. The major conceptual models of crime prevention are the situational, social, and developmental crime prevention strategies. However, there has been increasing acceptance that crime is more complex in nature so that not one single strategy is effective in deterring crime. The emergence of hybrid approaches toward crime addresses both situational and social factors, and is considered to be more appropriate for the complexity of the 21st century. Supply management: A complex function Supply management: A complex function 1. INTRODUCTION Supply management is a complex function thats critical to business success, responsible for delivering efficient costs, high quality, fast delivery and continuous innovation throughout companies entire supply chains. The strategic contribution of supply management is measured not only in savings made, but also in increased shareholder value (Niezen, Weller Deringer, 2007). Nike and Adidas are two global companies try to improve their competitive advantage through strategically managing and utilizing their supply chain. The purpose of this report is to compare and evaluate the supply chain management practices of Nike Adidas. 2. CORPORATE PROFILE 2.1 Nike Corporate Profile Based in Beaverton, Oregon, and employing approximately 29,000 people worldwide, Nike Inc. is the worlds leading designer and marketer of authentic athletic footwear, apparel, equipment and accessories for a wide variety of sports and fitness activities (Comtex, 2002; Nikebiz, 2007a). Nike holds a 32 percent worldwide market share, a $20 billion market cap (Koch, 2004), has 40,000 stock-keeping units of goods (Mongelluzzo, 2002) and sells over 120,000 products in four cycles per year (Koch, 2004). 2.2. Adidas Corporate Profile Adidas is a leading producer of sportswear and sports equipment, offering its products primarily through four brands: Adidas, TaylorMade-Adidas Golf, Maxfli and Reebok (Datamonitor, 2007) The Adidas group and its 150+ subsidiaries are directed from the headquarters in Herzogenaurach, Germany, and employ 26,376 people (Adidas, 2007) The Adidas product line includes more than 20,000 items, with thousands of product variations. To keep up with market demand, the company changes its product range twice a year; more often if new technologies are available and in demand (Webex, 2004). 3. REPORT SCOPE Nike and Adidas are global players across a number of product categories. Supply chain management practices vary as the different products across the portfolios work towards different objectives. Due to the wide scope of product categories, the following report limits itself to analyzing the supply chain management practices of Nike and Adidas within the context of the global footwear market. Key supply chain processes under analysis include; manufacturing flow management supplier relationship management, demand management, order fulfillment customer services and relationship management (Lambert, 2007). 4. MANUFACTURING FLOW MANAGEMENT 4.1 Outsourcing as procurement strategy The international sports shoe industry is typified by the large scale vertical disintegration of functions and high levels of subcontracting activity. Multinationals such as Nike and Adidas no longer manufacture products, relying strongly on outsourcing all production in low-cost overseas labor markets, invariably resulting in the majority being manufactured in Asia. Outsourcing practices allow Nike and Adidas to focus on their core competencies; marketing, design and product innovation, areas in which they can best achieve a competitive advantage (Anderson, 2005). The trade-off to outsourcing to offshore manufacturers is that companies face substantially longer lead-times for delivery typically taking six to eleven weeks to receive products from Asia (Sahling, 2007). Efficiencies gained in terms of reduced wages are countered by the increased difficulty of monitoring the product and the actual working conditions in the factories (Van Dusen, 1998). Also, Nike Adidas production capa bilities are governed by the economic state of emerging markets; as countries prosper, there is a need to find new, low cost opportunities. Conversely, production could also be affected by external factors such as natural disasters or political instability. 4.1.1 Nike Approach Asia provides the majority of Nikes manufacturing and distribution, delivering to more than 80 destinations throughout the world, which now accounts for 65% of U.S. imports (Mongelluzzo, 2002). China now supplies 40% of Nikes U.S. consumption, increasing its reliance on southern Chinese ports (such as the Yantian port) instead of the port of Hong Kong (Field, 2003a). Yantian currently handles about 20% of Nikes volume from China, and approximately 10% is shipped from the port of Qingdao (Field, 2003a). The Yantian port has increased efficiency due to the close proximity to the Nike factory base, and quicker transits to the States (Field, 2003a). Nike places more importance on choosing the right local partners, not just the right ports. Nike doesnt own any of its facilities, and local partners make important logistics decisions (Field, 2003a). To manage relationships, Nike has both a global and regional vendor management team as output volume increases, Nike dont expand the number of suppliers, but increase the volume of business they do with each supplier (Field, 2003a). The Nike production system can be stratified into three classes; developed partners, volume producers and developing sources (Donaghu Barff, 1990). Although Nike has developed different levels of supplier relationships with each class the production network is commonly classified as a virtual enterprise where independent firms work together based on shared values and a common way of doing business to exploit a business opportunity through joint manufacturing (Pfohl Buse, 2000). 4.1.2 Adidas Approach Adidas has also been referred to as a virtual enterprise however, it may be better characterized as a strategic network because its supply chain utilizes three different types of suppliers; The first group have a direct contractual business relationship with Adidas, whilst the second group, subcontractors, are companies that have been subcontracted by their suppliers and do not have a direct business relationship with Adidas; and thee third group includes local sourcing companies, which source and manufacture products for local markets, rather than group-wide distribution (Adidas, 2002). Further, Adidas provides all of their suppliers with detailed technical and design specifications for the production and delivery of products, with strict quality control enforcement and inspections (Pfohl Buse, 2000), rather than adopting co-operation techniques and joint manufacturing ideals. 4.2 Lean Manufacturing Principles Lead Time Reduction According to Gernaat (2006), the fashion (footwear) market characterized by short product life cycle, high variety, high demand volatility, low demand predictability, low volumes and high level of impulse purchase. Therefore short lead times are highly important functions of responsive, reactive and flexible supply chains (Gernaat, 2006). Global sourcing creates longer lead times, and more complex supply chains. Nike and Adidas have instituted lean manufacturing principles to rationalize the supply chain processes and decrease costs. However, lean manufacturing approaches leave the companies more vulnerable to potential stock outs and there is increased reliance upon other supply chain elements running in sync and without interruption. 4.2.1 Nike Approach Nike utilizes several subcontracting arrangements that allow the company: a high degree of flexibility in dynamic and fluid markets a flexible demand-driven production system to shift production between factories and countries; opening plants and signing contracts that potentially only last a year and it to utilize capacity subcontracting methods to meet variable market demands (Donaghu Barff, 1990). Nike is upgrading its supply chain to try to drive the manufacturing cycle for a sneaker down from nine months to six to match its lead time to retailers ordering schedule. Nike aims to manufacture its sneakers to order rather than three months in advance (Donaghu Barff, 1990). Nikes new supply chain, using just-in-time management already active in the US and Europe enables shipment of products to customers faster. Select retailers receive delivery within days rather than months; cutting costs and improving profits by freeing up inventory and increasing sales (Herzog, 2003) 4.2.2 Adidas Approach Prior to 2002, Adidas operations were traditional batch and queue, and stored in warehouses until the order was processed. As part of its overhaul of its supply chain, Adidas sought to significantly reduce footwear lead times by introducing lean manufacturing principles across its supplier network. The time-to-market initiative involved a coordinated, global effort on behalf of Adidas and its consultants which included training suppliers, technology improvements in supply chain planning and a focus on internal design processes (Productivity Press, 2006). Efficient implementation of lean manufacturing principles also removed non-value-adding procedures, improved labeling and special handling to reduce lead time (Datamonitor, 2007). The reduction in lead time also lead to a 33% increase in correct product choice, increased accuracy in ordering and in some cases, resulted in larger orders as customers were less risk averse and displayed increased commitment (Productivity Press, 2006). 4.3 Centralisation 3rd Party Logistics Specialisation 4.3.1 Nike Approach The theme of Nikes sneaker supply chain is centralisation. All product design, factory contracting and delivery is planned and co-coordinated from Beaverton, Oregon (Koch, 2004). Nike runs a single instance of SAP R/3 (a single planning engine), and centralised demand management to work with outsourced suppliers (MSI, 2004). Nike is currently pursuing a total information integration strategy integrating ERP (enterprise resource planning), supply chain planning and CRM software onto a single platform shared by Nike operations in North America, as well as Europe, the Middle East and Africa. Initial results are promising; improved financial visibility, cash flow management, revenue forecasting, and taking advantage of shifting exchange rates through the re-allocation of Nikes cash resources (Koch, 2004). Nikes key supply chain strategy is through achieving up-to-date shipment data that can be used to make the supply chain more efficient, with transit time being the deciding factor over other considerations (Mongelluzzo, 2002). Nike has pared its number of logistics providers from five to two. Nikes two third-party logistics providers specialise in data management APL Logistics handles eastbound shipments to the U.S., Canada and Latin America and Maersk Logistics manages U.S. outbound shipments (Mongelluzzo, 2002). Nike requires transportation vendors to provide: Geographic coverage of U.S., Canada and Latin America Carrier specialisation Multiple ports of entry Multiple consortia Expedited air and courier services Cargo security EDI interface Data and documentation management (Mongeluzzo, 2002). For 60 percent of cargo from Asia, Nike controls the transportation move from Asian factories directly to the distribution centres of its U.S. retailer customers. The company moves the rest through its own U.S. distribution centres, where they are stored until a retailer needs them (Field, 2003b). Although the shipper and its logistics partners manage the supply chain, decisions on how much to ship and when to ship it are made in response to customer needs Demand drives the logistics strategy (Mongelluzzo, 2002). 4.3.2 Adidas Approach Traditionally Adidas has operated in a decentralized manner, with separate operating units independently choosing software that suited their internal preferences and geography (Tibco, 2007). Since 2002, Adidas has begun implementing common processes to help establish a global direction and help regain its competitive advantage. Tibco software was implemented to streamline and automate its business operations, improving flexibility, scalability and visibility across the enterprise helping to reduce product delivery times (Tibco, 2007). Similarly, Adidas inadequate paper-based warehouse and distribution systems were replaced with unique WMS and RF software to halve distribution costs, reduce labour costs and improve accuracy and efficiency through automated cross-checking of all orders (CIPA, 2004). John Hamilton, the Development Manager for Supply Chain Applications noted that We use third-party manufacturing so we are involved with a lot of different partners, from people who manufacture our product, to people who manufacture our raw materials, to the distributors that sell our product throughout the world We had a bit of a lag in our ability to see downstream demand Its hard to see the end customers demand because we are working through a lot of different subsidiaries. (i2, 2004) i2 solutions replaced the home-grown planning system, to ensure that Adidas continued to meet the needs of customers, suppliers, and consumers enabling the company to reduce order confirmation times and to get products to market faster through its ability to improve asset utilization, factory fill rates, and to plan at multiple lead times (ibid). Adidas moved further toward a centralization strategy as it implemented logistics software SAP AFS to facilitate process and system standardization worldwide, providing a solution that supported a consolidated global focus. Adidas chose the software because AFS is specific to the apparel and footwear industry with its emphasis on seasonal fluctuation, proliferation of design variations and product characteristics, multiple distribution channels and customer-service requirements, and outsourced manufacturing (SAP, 2002). Adidas consolidated the distribution system into UPS, a single streamlined network, with automated inventory and fulfillment systems that rapidly scaled its services and add enhancements as required (UPS, 2005) 4.4 Supplier Relationship Management 4.4.1 Nike Approach Athletic footwear producers use similar techniques to promote stability and trust in their relationships with subcontractors; Nike develops and produces all high-end products with exclusive partners, while its volume producers manufacture more standardized footwear that experience larger fluctuations in demand (Donaghu Barff, 1990). Nikes strategies for alliance involve: Seeding Nike expatriate technicians into factories producing Nike footwear to function as a liaison between head office and RD to ensure smooth product development processes and maintain product control. Encouraging partners to participate in joint product development activities, sharing responsibility for the development of new footwear Stabilize production and reducing demand variance with key factories partners by placing monthly orders with partners that exclusively produce Nike products (Donaghu Barff, 1990) Nike are establishing longer-term contracts with key suppliers, operating more as partners (ibid), fostering strategic alliances and creating value-add capabilities within the supply chain. 4.4.2 Adidas Approach Adidas current approach to supplier relationship management is consolidation; in 2001 it reduced the manufacturing base by over 25% with a medium term goal of reducing the suppler base by 40% (Adidas, 2002). The aim is to deepen relationships and therefore reliability, also to increase Adidas influence and bargaining power with suppliers. Adidas focus is on building their suppliers own capacity and internal management systems in health and safety and human resource management, seeking to develop sustainable compliance processes and to drive self-enforcement (Anderson, 2005) 5. DEMAND MANAGEMENT 5.1 Forecasting Order Fulfillment Gernaat (2006) argues that accurate forecasting is highly difficult in the fashion industry, as it is characterized by short PLCs, volatile demand and high variety. Wide product lines are challenged by an increasing individualization of demand, which Nike and Adidas combat by creating an increasing number of variants (Berger Piller, 2003). This makes forecasting and planning for the companies increasingly difficult which has the potential to result in high overstocks, increased supply chain complexity and the need to provide significant markdowns to get rid of surplus stock (ibid). Forecast accuracy can be increased through flexible supply chains with shorter lead times. However Gernaat (2006) also points to the use of Point Of Sale data to adjust forecasts and quick response programs to respond accordingly as a way of combating inaccuracies. Nikes forecasting is largely based on its Futures program, where retailers must order up to 80% of their merchandise inventory 6 months in advance in order to get substantial discounts and guaranteed delivery times (Porter, Harris Yeung, 2002). The futures ordering program allows Nike to minimize the amount of inventory held, purchasing costs, the time necessary to fill customer orders, and the risk of non-delivery (Nikebiz, 2007b). Nike gained a significant competitive advantage in the 90s as retailers were eager to secure discounts and guaranteed delivery times. Nike now faces pressure from customers and rivals because retailers are more reluctant to commit to ordering 6 months in advance as consumers tastes are increasingly fickle and smaller, more agile rivals are willing and able to work within shorter order cycles. Nike also is behind its rivals in direct point-of-sale (POS) integration with retailers; supply chain experts believe that actual store data, rather than software algorithms, are the best predictors of demand, but Nikes SAP system cannot yet accept POS data (Koch, 2004). Adidas recently launched World Class Supply Chain initiative appears to be moving away from a forecast-based supply chain to a demand-driven supply chain. The company has re-engineered its supply chain to customize its business to five differentiated and dynamic business models which target consumer needs (Adidas, 2006). The initiative covers the whole concept-to-shelf process and incorporates marketing, sales and operations functions; Brand Model delivers Adidas brand statement products, supported by comprehensive customer service, marketing, retail and supply chain capabilities (launched 2006) Evergreen Model short lead times and never-out-of-stock capabilities for Adidas most commercial and long life cycle product lines (launched 2006). Quick Response model seizes additional market opportunities with a 3-6 month concept-to-shelf process (launched 2007) Global/Regional model creates regional adaptations of global concepts to reflect consumer needs in regional markets (launched 2007) 2008 model aims to reduce the percentage of products turned around with 18 months lead time to only 25%. (Adidas, 2006) 5.2 Customer Service Relationship Management The success of global supply chains is the value they add to their ultimate customers in terms of the cost/price and the related services they provide (Coyle, Bardi Langley, 2003). IT can play a significant role in facilitating customer service that provides the opportunity to remain competitive, improve differential advantage and finally, gain market share (ibid). Advances in IT allow sharing real-time information between supply chain partners, which facilitates better inventory management which increases customer service and value. Sharing data also strengthens relationships between supplier and customer, as there is a development on trust and reliability. However, it is important to note that increased reliance on IT and software can potentially negatively affect positive customer service outcomes. Nike and Adidas have both been exposed to the negative consequences; Nike lost $100million in revenue due to software bugs in its supply planning software in 2001 (Interestingly this is the i2 solutions supply chain planning software that Adidas has taken on board), and Adidas first attempt at implementing WMS software resulted in massive market share losses in 1996 when the system failed to work and could not process orders (Supply Chain Digest, 2006). 5.2.1 Mass Customisation Pillar et al (2004) see information technology, along with flexible manufacturing practices as facilitators of mass customization and its promise to deliver goods and services that meet individual customer needs with near mass production efficiency. Adidas and Nikes approach to mass customization provides a good example of the trade off between the increased complexity of mass customization and supply chain economies of scale. The mi Adidas concept offers a full range of shoe customization options in regard to fit, functionality and aesthetic design. In contrast, Nikes NikeId program, in line with its highly centralized approach, limits customer integration and feedback by only offering the different colour choices of a shoes components (Piller, Moeslein Stotko, 2004). Relative to Nike, the degree of product, process and information complexity is much higher for Adidas thus incurring increased supply chain costs. However the costs are offset by higher premiums charged up to 50% co mpared to the customized shoes of Nike (between 5% and 10%) (ibid). Adidas develops a learning relationship with consumers through the brand interaction, increasing the revenue from each transaction because as well as the actual product benefits, the simplified purchasing decision process entices repeat purchase, thus creating loyalty (Piller, Moeslein Stotko, 2004) and deepening customer relationships. The mass consumption concept can also help generate better customer service and relationship management, as Adidas gains sticky knowledge about its consumers; valuable market research which could help inform more efficient planning for new products for the mass market segment (ibid). 6. KEY FACTOR ANALYSIS Coyle, Bardi Langley (2003) argue that the key factors of successful supply chain management include inventory, cost, information, and customer service and collaboration relationships. Based on the above inventory management, financial measurement and performance measures, Nikes tightly controlled, centralized supply chain management practices appear to have the advantage over Adidas; in fact, Nike was recognized as being one of the top 25 companies that exhibit superior supply chain capabilities and performance (AMR, 2007). Such performance indicators strongly suggest that Adidas has a continued need to improve operating efficiency, inventory management and also seek to deploy assets in more profitable avenues (Datamonitor, 2007). Adidas relatively poor financial performance (compared to industry leader Nike) was recorded across the 2002-2006 period, during which the company began to implement substantial changes across its supply chain management processes. Adidas has significantly centralized and automated elements of its supply chain, boosting efficiency and effectiveness of the processes by reducing errors and increasing productivity. At the same time it seems better equipped to accommodate consumers individualized demands through the more sophisticated mass customization practices, and increased collaborative relationships. Although Nike has strong collaborative relationships across its supply chain, its highly centralized processes seems less flexible in terms of demand management and customization which could affect its future competitive advantage. References Adidas, What We Do (2007) (http://www.adidas-group.com/en/overview/general_information/default.asp) [Accessed 05/09/07] Adidas, 2002 Annual Report (2002) (http://www.adidas-group.com/en/investor/reports/annually/downloads/as_ar_2002.pdf) [Accessed 05/09/07] Anderson, W (2005) Speech http://autoweb.ccpit.org/edit/UploadFile/20051017112649215.doc. [Accessed 05/09/07] Berger, C. Piller, F. (2003) Customers As Co-Designers, IEE Manufacturing Engineer, Aug/Sept 2003, pp.42-45 CIPA (2004) adidas-Salomon Canada Increasing Efficiency Through Wireless Technology (http://www.cipa.com/award_winners/winners_04/adidas-Salomon.html) [Accessed 05/09/07] Comtex. (2002), SAP AG Nike Achieves Project Milestone with Deployment of SAP, Market News Publishing, 5 June 2002. Datamonitor (2007) Adidas AG Company Profile, Datamonitor Plc, 19 Mar 2007. Donaghu, M. Barff, R. (1990) Nike just did it: International Subcontracting and Flexibility in Athletic Footwear Production, Regional Studies, 24:6, pp. 537-552. Field, A. (2003a), Calling its own shots, Journal of Commerce, Vol. 4, Issue 44. pp. 20-22. Field, A. (2003b), Nike Just Does It, Journal of Commerce, Vol. 4, Issue 44. pp. 20-22. Hansen, F. (2007), A permanent strategy for temporary hires, Workforce Management, Vol. 86, Issue 4. pp. 25-30. Gernaat, M (2006). The Impact of Lead Time On The Fashion Apparel Supply Chain, Msc Thesis, Cranfield University Herzog, B. (2003), Rising With A Swoosh, The Oregonian, 21 September 2003 Holmes, S. (2003), Nike, Business Week, Issue 3859. p. 98. i2, (2004) Case Study Keeping adidas-Salomon One Step Ahead of the Competition, (http://www.i2.com/assets/pdf/CSS_CPG_adidassalomon_css7185.pdf) [Accessed 05/09/07] Koch, C. Nike Rebounds: How (and Why) Nike Recovered from Its Supply Chain Disaster (http://www.cio.com/article/32334/), 2004 [Accessed 05/09/07]. Lambert, D. Supply Chain Management (2007) (http://64.233.179.104/scholar?hl=enlr=q=cache:cCqvumWaqAsJ:fisher.osu.edu/supplements/10/1186/SCM%2520Updated%2520on%252006_08_04.pdf+Lambert+Global+Supply+Chain+Forum+Conceptual+framework+of+SCM+Ohio+State+University) [Accessed 05/09/07]. Mongelluzzo, B. (2002), Nikes logistics hierarchy, JoC Week, Vol. 3, Issue 12. p. 24. Niezen, C., Weller, W. Deringer, H. (2007) Demanding Better Supply Chain Management, Business Strategy Review, Spring 2007, pp.47-49. Nikebiz, Company Overview, (2007a) (http://www.nike.com/nikebiz/nikebiz.jhtml?page=3item=facts), [Accessed 05/09/07]. Nikebiz, 10k Form (2007b) (http://www.nike.com/nikebiz/investors/reporting_sec/ar_07/pdfs/Nike_AR_2007_10K.PDF) [Accessed 05/09/07]. MSI. (2004), MSIs Executive Series Highlights Nike Supply Chain Innovation, PR Newswire (U.S.), 10 March 2004. Pfohl, H. Buse, H. (2000) Inter-organizational logistics systems in flexible production networks, International Journal of Physical Distribution Logistics Management, Vol. 30 No. 5, pp. 388-408. Piller, F., Moeslein, K. Stotko, C. (2004) Does mass customization pay? An economic approach to evaluate customer integration, Production Planning Control, Vol. 15, No. 4, June 2004, pp. 435-444 Porter, J., Harris, M. Yueng G. (2002) Nike (http://www.cs.ucla.edu/~gavin/pub/IntlBusMgmtNike.pdf) [Accessed 05/09/07]. Productivity Press (2006) Lean Supply Chain: Collected Practices And Cases, Productivity Press. Sahling, L. (ed) (2007) Navigating Todays Supply Chain Challenges, Prologis Supply Chain Review, Winter 2007 SAP (2004) SAP Customer Success Story: Adidas-Solomon (http://www.sap.com/solutions/index.epx) [Accessed 05/09/07]. Supply Chain Digest (2006) The 11 Greatest Supply Chain Disasters, Jan 2006. Tibco (2007) Case Study Business integration gets adidas-Salomon in top shape (http://www.tibco.com/resources/customers/successstory_adidas.pdf), [Accessed 05/09/07]. UPS (2005) Case Study adidas Goes for the Gold in Customer Service (www.ups-scs.com/solutions/case_studies/cs_adidas.pdf) [Accessed 05/09/07]. Van Dusen S. (1998) The Manufacturing Practices of the Footwear Industry: Nike vs. the Competition, (http://www.unc.edu/~andrewsr/ints092/vandu.html) [Accessed 05/09/07]. Webex (2004) adidas-Salomon Improves Product Time to Market With WebEx Online Meetings Case Study (http://www.webex.co.uk/uk/overview/webex-customers.html) [Accessed 05/09/07]. Worthen, B. in Ross, A. (2004), Why bad forecasts can be good for business, Manufacturing Engineer, Vol. 83. Issue 3, pp.26-29.

The Changes Of Jerome Renault Essay examples -- essays research papers

Jerry Renault in The Chocolate War appears to be â€Å"going with the flow†Ã¢â‚¬â€trying out for football, checking out girls—but his inner character drives him to differ. He fights to grasp his feelings and lacks self-confidence when he needs it most. As Jerry begins to unearth his inner-self, other obstacles and ideas dealing with certain emotions arise. As he progresses and reaches a level of comprehension, he grows closer to his goal—a sense of self-rule. Jerry seems to be a typical freshman, in a period of experimentation—trying out for the team, dreaming about girls, reading â€Å"girlie magazines,† but he also appears to be a dazed and confused one. He is â€Å"stunned by his mother’s recent death and by the way his father sleepwalks through life.† Jerry is experiencing an identity crisis and needs some self loyalty which can only be gained by reaching a level of understanding of himself and his feelings. Later, preparing for bed and sleep, Jerry looked at himself in the mirror, saw himself as that guy on the Common must have seen him the other day: Square Boy. Just as he had superimposed his mother’s image on his father’s face, now he could see his father’s face reflected in his own features. He turned away. He didn’t want to be a mirror image of his father. The thought made him cringe. I want to do something, be somebody. But what? But what? (p.53) As Jerry continues to search for himself, he is faced with a â€Å"Vigil assignment†Ã¢â‚¬â€refusal to participate in the school fund raiser, ...

Killer :: essays research papers fc

Chris Wilder Chris Wilder was born March 13, 1945. At two years old he nearly drowned in a swimming pool, at three he suffered convulsions and had to be resuscitated. His criminal history began in his teen years. At 17, Wilder and a group of friends were charged with gang-raping a girl on the beach in Australia. He was sentenced two years probation and mandatory counseling after pleading guilty. The program included group therapy and electroshock treatments. In November 1969, he used nude photographs to extort sex from an Australian student nurse. In March 1971, at Pompano Beach, Wilder was picked up on a charge of soliciting women to pose for nude photos; he entered a plea of guilty to disturbing the peace and escaped with a small fine. Six years later, in October 1977, he coerced a female high school student into oral sex, threatening to beat her if she refused, and he was jailed a second time. Wilder admitted the crime to his therapist, but confidential interviews are inadmissible in court, and he was later acquitted. On June 21, 1980, he lured a teenaged girl into his car with promises of a modeling job, then drove her to a rural area where she was raped. A guilty plea to charges of attempted sexual battery earned him five years probation, with further therapy ordered by the court. Wilder was accused of kidnapping two 15-year-old girls from a beach in New South Wales on December 28, 1982, forcing them to pose for pornographic s napshots. Traced through the license number of his rented car, Wilder was arrested on December 29, charged with kidnapping and indecent assault. Wilder was scheduled to appear in court for a hearing on April 3, 1984. He never made it. On February 6, Rosario Gonzalez, 20, disappeared from her job at the Miami Grand Prix. Chris Wilder was driving as a contestant that day, and witnesses recall her leaving with a man who fit Wilder's description. Her body has never been found. On March 4, 23-year-old Elizabeth Kenyon vanished after work from the school where she taught in Coral Gables. She was seen that afternoon, with Wilder, at a local gas station, and his name was found in her address book. Kenyon's parents remembered her speaking of Wilder as "a real gentleman," unlike the various photographers who asked if she would model in the nude. .

Service Learning Essay -- Education Educating College University Essay

The Society for Experiential Education defines service learning as, â€Å"any carefully monitored service experience in which a student has intentional learning goals and reflects actively on what he or she is learning throughout the experience† (Staton 1). Service learning is a great opportunity to get extra learning experiences while also experiencing the community around the universities campus. â€Å"Service learning allows students to apply what they are learning from their instructors, peers, and readings to genuine tasks that occur outside the four walls of the classroom while simultaneously helping others† (Staton 1). Universities are using service learning to expand beyond the classroom and provide students with experiences that will benefit them in the future. Service learning provides students with some fundamental aspects of life that can simply not be taught in the classroom. Service learning is a very beneficial tool in expanding on class room topics in the real world. There are numerous reasons why universities should incorporate service learning into their curriculum. One way that service learning is so beneficial to college curriculums is that it will cheapen the price of credit hours. Many universities have made the service learning free credits, which will appeal to students when they are making the decision to attend school. And trust me, as a college student, the cheaper the credit hour the more appealing the school is. Another very beneficial aspect of service learning in curriculums is that it gives students a taste of the â€Å"real world†. â€Å"Service learning allows students to apply what they are learning to real-world problems, become more involved in the community surrounding the campus, and develop career g... ...nication† (Staton 3). The students in these classrooms really benefit from the extra communication skills that are taught by the college students. Service learning is a program that many universities around the country have turned to in order to improve their curriculum. It provides students with many excellent opportunities to go out in the community and get more then just a typical â€Å"college education.† The students who have been involved in service learning feel that they have become well-rounded human beings and have a taste of what it is like to function in the real world. Another great part of service learning is that not only the students benefit from it. The university, as well as the surrounding community are both rewarded by the program. Service learning is a great program that can be incorporated into any subject matter that a university offers.