Essay on Child Labor in Mexico - 3741 Words

Child Labor in Mexico Veronica Hernandez began her working career in a factory sweatshop. She was only 8 years old. After more than 12 years of intense and monotonous work in a number of different factories, Hernandez still, â€Å"felt as poor as the day she first climbed onto the lower rungs of the global assembly line† (Ferriss, source#2). Veronica works about 45 hours a week for only a base salary of $55, an occupation where she assembles RCA televisions by the Thomson Corporation. While some people you know complain of not having cable or enough channels for their big screen television, Veronica is blessed that she even owns one. She lives in a one room hut that includes no more than an out-house and an old refrigerator. She has†¦show more content†¦Many different variables play a part in finding a solution to help end child labor. Unfortunately, this form of labor plays a large role in Mexico’s economy. Although the country has anti-child labor laws, the children of Mexic o are forced to work for a variety of reasons. Most families force the children to work due to their struggle with poverty and lack of income. Although some organizations (like the North American Free Trade Agreement) look at solutions to help boost Mexico’s economy, large international corporations enter the country’s struggling economy capitalizing on it’s low cost manufacturing and wages, thus forcing children to work. Solutions must be looked at in order to stop kids from working their childhood away instead of getting an education to ultimately help Mexico’s economy. The link between Mexico and poverty is a large reason why children are forced to work in factories. Poverty began to be an issue for Mexico starting many years ago. In the 1940s, when industrialization began taking place, Mexico’s economy was growing at a rate of 6 per cent per year (Latapi and Gonzalez). This increase in the economy created two new social classes: the urban middle class and the new working class. By the late 70s, at least half of the working middle class held jobs related in manufacturing (Latapi and Gonzalez). This employment gave wages high enough to allow one worker theShow MoreRelatedEssay about Politics Culture of Mexico1022 Words   |  5 PagesPolitics and Culture of Mexico SOC315: Cross-Cultural Perspectives Instructor Theodore July 2, 2012 While politics in Mexico may one day be good for the people of Mexico, the current state of the country is not so good. The poverty level of Mexico has always been high, the country is known to be run by drugs and horrible, inhumane working conditions are common because of outside business coming in and taking advantage of what people will do for little money in the countryRead MorePowers Of The United States Constitution1552 Words   |  7 Pagesregulating wages and the distribution of goods in the workplace. 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Voice Command Free Essays

Voice Command Reference October 2, 1997 Voice Command Set Technical Reference 3Com – U. S. Robotics 1 Voice Command Reference October 2, 1997 V 1. We will write a custom essay sample on Voice Command or any similar topic only for you Order Now 0 V 2. 0 Revision information Initial Release for Sportster Vi modem Amended and updated version. Vi, Voice, Flash and MessagePlus Now covers following Sportster’s : 3Com – U. S. Robotics 2 Voice Command Reference October 2, 1997 1. Global Commands The AT commands in the following sections are global, meaning that they can be issued in any appropriate mode (i. e. , any #CLS setting). For consistency, the command set is divided into action commands and parameters (non-action commands). Those commands, which are action commands (i. e. , those that cause some change in the current operating behavior of the modem) are identified as such, and the remaining commands are parameters. 1. 1 ATA – Answering in Voice The answer action command works analogously to the way it works in Data and Fax Modes except for the following: 1. When configured for Voice Mode (#CLS=8), the modem enters Online Voice Command Mode immediately after going off-hook. When the#CLS=8 command is issued, the modem can be programmed to look for 1100 and 1300 Hz calling tones (see #VTD), thus eliminating the need to do so as part of A command processing. After the VCON message is issued, the modem re-enters Online Voice Command Mode while sending any incoming DTMF or Calling Tone indications to the DTE. After answering in Voice Mode (#CLS=8), the DTE, as part of its call discrimination processing, can decide to change the #CLS setting to attempt receiving a fax in Class 1, or to make a data connection. In such a case, the DTE commands the modem to proceed with the data or fax handshake via the A command even though the modem is already off-hook. 1. 1. 1 Parameters: Same as Data and Fax modes. . 1. 2 Result Codes: VCON Issued in Voice Mode (#CLS=8) immediately after going off-hook. 1. 2 ATD – Dial Command in Voice The dial action command works analogously to the way it works in Data or Fax modes. When in Voice Mode (#CLS=8): The modem attempts to determine when the remote has picked up the telephone line and once this determination has been made, the VCON message is sent to the DTE. This determination is initially made based up on ringback detection and disappearance. (See #VRA and #VRN commands. ). Once connected in Voice Mode, the modem immediately enters the command state and switches to Online Voice Command Mode that enables unsolicited reporting of DTMF and answer tones to the DTE. 1. 2. 1 Parameters: Same as Data and Fax modes. 1. 2. 2 Result Codes: VCON Issued in Voice Mode (#CLS=8) when the modem determines that the remote modem or handset has gone off-hook, or when returning to the Online Voice Command Mode. (See #VRA and #VRN. ) 3Com – U. S. Robotics 3 Voice Command Reference October 2, 1997 NO ANSWER Issued in Voice Mode (#CLS=8) when the modem determines that the remote has not picked up the line before the S7 timer expires. . 3 ATH – Hang Up in Voice This command works the same as in Data and Fax modes by hanging up (disconnecting) the telephone line. There are, however, some specific considerations when in Voice Mode: 1. The H command forces #CLS=0, but does not destroy any of the voice parameter settings such as #VBS, #VSP, etc. Therefore, if the DTE wishes to issue an H command and then pursue another voice call, it must issue a subsequent #CLS=8 command, but it needn’t reestablish the voice parameter settings again unless a change in the settings is desired. 2. The #BDR setting is forced back to 0, re-enabling autobaud. . If the #VLS setting is set to select a device which is not, or does not include the telephone line (such as a local handset or microphone), the H command deselects this device and reselects the normal default setting (#VLS =0). Normally, the DTE should not issue the H command while connected to a local device such as a handset, because merely selecting this device results in VCON. The normal sequence of terminating a session with such a device is to use the #VLS command to select the telephone line, which by definition makes sure it is on-hook. . 3. 1 Parameters: Same as Data and Fax modes. 1. 3. 2 Result Codes: Same as Data and Fax modes. 1. 4 ATZ – Reset from Voice Mode This command works the same as in Data and Fax modes. In addition, the Z command resets all voice related parameters to default states, forces the #BDR=0 condition (autobaud enabled), and forces the telephone line to be selected with the handset on-hook. No voice parameters are stored in NVRAM so the profile loaded does not affect the voice aspects of this command. 1. 4. 1 Parameters: Same as Data and Fax modes. 1. 4. 2 Result Codes: Same as Data and Fax modes. 1. 5 #BDR – Select Baud Rate (Turn off Autobaud) This command forces the modem to select a specific DTE/modem baud rate without further speed sensing on the interface. When a valid #BDR=n command is entered, the OK result code is sent at the current assumed speed. After the OK has been sent, the modem switches to the speed indicated by the #BDR=n command it has just received. When in Online Voice Command Mode and the #BDR setting is nonzero (no autobaud selected), the modem supports a full duplex DTE interface. This means that the DTE can enter commands at any time, even if the modem is in the process of sending a shielded code indicating DTMF detection to the DTE. When in Online Voice Command Mode and the #BDR setting is zero (autobaud selected), shielded code reporting to the DTE is disabled. [Note that when #BDR has been set nonzero, the modem employs the S30 Deadman Timer, and this timer starts at the point where #BDR is set nonzero. If this period 3Com – U. S. Robotics 4 Voice Command Reference October 2, 1997 xpires (nominally 60 seconds) with no activity on the DTE interface, the modem reverts to #BDR=0 and #CLS=0. ] 1. 5. 1 Parameters: n = 0 – 48 (New baud rate is n*2400 bps) Default: 0 1. 5. 2 Result Codes: OK ERROR 1. 5. 3 If n = 0 – 48. Otherwise. Command options: #BDR? Returns the current setting of the #BDR command as an ASCII decimal value in result code format. #BDR=? Returns a message indicating the speeds that are supported. #BDR=0 Enables autobaud dete ction on the DTE interface. #BDR=n Where 1 How to cite Voice Command, Papers

Reflection on Change Management Process

Question: Discuss about the case study for Reflection on Change Management Process. Answer: Introduction: Change management process is very complicated and it needs commitment from all the stakeholders of the organization from top to bottom of the organizational vertical. The process from inception to the execution and subsequent continuous improvement needs a strategic approach and the current discussion is about this approach and the possible typical considerations to be considered in devising a change management process. Also discussion is made in reference to IT company change management process. The process and factors of significance: Factors to be considered for critical evaluation during the change management implementation process: Change management is a critical task, and the outcome of that will depend on the collective action of different stakeholders of the organization and their commitment towards the change. Hence during the implementation, the sentiments of the stakeholders involved in the change process need to be considered. Firstly, a right motivation is to be provided to all the stakeholders involved in the process, their sentiments and the concerns towards the change to be considered. Incase, if there are any differences they need to be mitigated at the outset. Once these basic tasks performed, the actual change implementation process needed to be initiated. Other important aspects to be considered are the strategic plan and the phases in which the change management need to be performed. A well designed operational plan is to be kept ready before the actual implementation of the change management process. Feasibility of the change, stakeholders empathy towards the change, possible outcomes of the ch ange are some of the several factors to be considered for critical evaluation before the actual change implementation process. Other factors of importance are the time span of the implementation process, resources required for change actual strategic plan of a change process. All of them need to be critically evaluated during the change management implementation process (UOW, 1988). Inferences to an IT company: In a real IT company scenario typical approval by the top managerial committees, employees consideration and analysis of the outcomes, etc. need to be considered in the change implementation process. Critical success factors: There are several factors to be considered for the complete success and effectiveness of a change process at any organization(Hall,2006). Any way the typical success factors needed for a change management in an IT organization are as follows 1. Visibility: There should be complete transparency in the way the change management is proceeding, there should be a clear and visible plan for the change management and all stakeholders should able to perceive what actually is going in the organization in this setup. 2. Accountability: There should be responsibility towards the changes planned and being incorporated in the system, the stakeholders should able to know what is going on and they are responsible for the changes and the outcomes of the changes. 3. Measurability: A well-established system of metrics of the consequences of the changes in the organization is very much important and the system should be followed in complete agreement with the change expectations. 4. Continous improvement: Identification of the gaps in the systems and the rectification of the gaps from time to time are very much essential for keeping the system on track and to achieve the ultimate envisioned success (Margulies, 1973). Typical inferences can be acceptance by the employees, co-operation for change implementation, readiness for taking in the accountability for the change management process etc. Other factors can be implementation of the changed system performance in terms of reduction in the operational delays, increased customer satisfaction index towards new change process, sustenance of the change in terms of employees and customer feedback and of course the system performance as per the expectations. Resistance to change Description of factors of change: Visibility of the change management/Transparency may be resisted or may be hindered, by means of poor communication and poor collaboration of the stakeholders involved in the change process. Confusion and ambiguity and subsequent apathy towards the change initiatives are the likely symptoms of the resistance (Dent,1999). Accountability lacking can materialize due to the poor commitment on part of top management. Lack of commitment and the lack of planning or poor planning can be symptoms of resistance to accountability Metrics can be implemented only with the acceptance of the system under control, employees and the system should be evaluated for the change in the psychology or temperament or any particular change behavior with only the particular stakeholder agreement. Resistance towards the metrics or poor outcomes of the metrics can be result of the resistance in this domain. Continuous improvement is possible only with a well-established system of proactive change. Every aspect of the system should support the change and should contribute for positive change. Pro-activity and positivity are the need of the hour and failure of feedback and control is the symptom that can be directly attributed to the resistance of the contributors (Lewis, 2010). Graphical model of change management frame work: Figure 1 Graphical representation - Change management: Phase-1: Defining the objectives Visibility/Transparency Phase-2: Strategy operational plan - Accountability Phase-3: Implementation Metrics Phase-4: Sustenance Continuous improvement Conclusion: Change management process is very critical for the success of an organizational change implementation. Apart from commitment a systematic strategic operational plan is required. With due consideration to all the possible resistances and other organizational problems that may surface during the process, organizational change can be implemented. References: University of Warwick. Centre for Corporate Strategy and Change. (1988).The management of strategic change. A. M. Pettigrew (Ed.). B. Blackwell. Hall, G. E., Hord, S. M. (2006). Implementing change: Patterns, principles, and potholes. Dent, E. B., Goldberg, S. G. (1999). Challenging resistance to change.The Journal of Applied Behavioral Science,35(1), 25-41. Margulies, N., Wallace, J. (1973).Organizational change: techniques applications. Good Year Books. Lewis, E., Romanaggi, D., Chapple, A. (2010). Successfully managing change during uncertain times.Strategic HR Review,9(2), 12-18.