Sentence Variety in Alice Walkers Am I Blue

Alice Walkers essay Am I Blue? is a powerful meditation on the effects of slavery and the nature of freedom. In these opening paragraphs, Walker introduces the central emblem of the essay, a horse named Blue. Notice how Walker relies on a variety of sentence structures (including participial phrases, adjective clauses, appositives, and adverb clauses) to hold our attention as she develops her affectionate description. From Am I Blue?* by Alice Walker 1 It was a house of many windows, low, wide, nearly floor to ceiling in the living room, which faced the meadow, and it was from one of these that I first saw our closest neighbor, a large white horse, cropping grass, flipping its mane, and ambling about--not over the entire meadow, which stretched well out of sight of the house, but over the five or so fenced-in acres that were next to the twenty-odd that we had rented. I soon learned that the horse, whose name was Blue, belonged to a man who lived in another town, but was boarded by our neighbors next door. Occasionally, one of the children, usually a stocky teen-ager, but sometimes a much younger girl or boy, could be seen riding Blue. They would appear in the meadow, climb up on his back, ride furiously for ten or fifteen minutes, then get off, slap Blue on the flanks, and not be seen again for a month or more. 2 There were many apple trees in our yard, and one by the fence that Blue could almost reach. We were soon in the habit of feeding him apples, which he relished, especially because by the middle of summer the meadow grasses--so green and succulent since January--had dried out from lack of rain, and Blue stumbled about munching the dried stalks half-heartedly. Sometimes he would stand very still just by the apple tree, and when one of us came out he would whinny, snort loudly, or stamp the ground. This meant, of course: I want an apple. *The essay Am I Blue? appears in Living by the Word, by Alice Walker (Harcourt Brace Jovanovich, 1988). Selected Works by Alice Walker Meridian, novel (1976)The Color Purple, novel (1982)In Search of Our Mothers Gardens, nonfiction (1983)Living by the Word, essays (1988)Possessing the Secret of Joy, novel (1992)The Complete Stories (1994)Collected Poems (2005)

Why Business Leaders Fail At Using Ethics Essay - 1554 Words

Summary Ethical Fading uses a psychological lense to examine why business leaders fail at using ethics. Self-deception, along with its varied enablers, are the cause of this unethical trend. This allows one to act in self-interest while simultaneously believe that one’s ethical code was enacted, thus the ethical decision fades to a less morally risky business, personal, or religious decision. The aforementioned enablers comprise of language euphemisms, the processes to immoral decision making, misconceptions concerning moral responsibility, and the restricting representation of our self. Language euphemism is how we use language to edit ethics out of a situation; e.g collateral damage used for civilian casualties, or right sizing used for layoffs. Two process lead to immoral decision: psychological numbing and the â€Å"induction† mechanism. 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Victorian Registration and Qualifications Authority †Free Samples

Question: Discuss about the Victorian Registration and Qualifications Authority. Answer: Introduction The report is a discussion on the organizational recordkeeping analysis of Victorian Registration and Qualification Authority (VRQA) for identification of the challenges and problems. Thus, in order to do this, there is a discussion of the mission and core business of the organization, its structure and its core functions. The regulatory environment, the accountability framework and discussion on the organizations governing its recordkeeping, business and archival practice discussed. The report also gives an overview on the relationship that VRQA holds with its regulatory organizations. There is discussion on the main stakeholders and the accountability issues that arises due to the intervention of the stakeholder. The report also describes about the culture of the organization and the accountability issues related to it. The risk associated with the recordkeeping of the organization analyzed. Another part in the report deals with providing recommendations on the recordkeeping system requirements. Here, the primary recommendations are on providing a framework for organizational recordkeeping. There are also recommendations on the main features of the recordkeeping policy of an organization and the policies that relates to its access and appraisal. The report also provides recommendations on record preservation and archiving strategy. There is also as a selection of record keeping tools that includes encoding schemes, metadata schemes and disposal instruments. Technology options for supporting the recordkeeping also discussed. Further, the report also gives an overview of the ongoing evaluation and monitoring. The organization discussed here is the Victorian Registration and Qualification Authority (VRQA). This organization is a statutory authority that is responsible for providing quality information not only to the employers of trainee and apprentices but also providers of training and education including qualified course owners (Gurr, Drysdale Walkley, 2012). The organization came into play for monitoring and regulating not only school and higher education but also vocational training and education. Moreover, this organization also registers providers of education and thereby monitors them for ensuring compliance with the Education and Training Reform Act 2006. The main role of the organization lies in assuring the public that provider of education not only complies with minimum standards established under the state but also Commonwealth legislation. Moreover, they also make sure that qualifications awarded by them meet a certain standard that is recognizable by other employers or prov iders. The Victorian Registration and Qualifications Authority (VRQA) ensure registration of certain training and education providers and awarding bodies. The organization also registers qualifications and ensures accreditation of courses (Bowman McKenna, 2016). Further, they also enable registration of children for home schooling in Victoria and ensure regulation of traineeship and apprenticeships in Victoria. The Core Functions The core functions of the Victorian Registration and Qualification Authority (VRQA) helps in (Heslop, Power Cranwell, 2014): Ensures registration of Vocational Education and Training (VET) that helps in delivering accredited training to the domestic students not only in Victoria but also Western Australia Helps in providing school education Enables providing senior secondary education both in schools and non-school Provides overseas secondary education in student exchange organizations Enables registration of VET qualifications and accreditation of VET courses The organization allows registration of courses of senior secondary delivered by school and non-school The organization also investigates complaints against the registered providers of VRQA. The organization also maintains a record of the registered VRQA training and education providers and the courses and qualifications delivered by them. They also ensure regular publication of information sheets on the training and education provision in Victoria. Regulatory Environment of Victorian Registration and Qualification Authority The Victorian Registration and Qualifications Authority (VRQA) hold the responsibility for accreditation and registration arrangements for of all kinds of training and education providers leaving aside the established universities (Acker, 2016). The regulatory environment of this statutory authority based on the contemporary approach of the light touch regulation. Moreover, the regulatory environment remains consistent with the approach of quality assurance of review and monitoring. In addition, the organization takes into account the diversity in ownership, values and provision of Victorian training and education. In the year, 2010, VRQA took the responsibility of regulating around 2300 schools, 1200 Vocational Education and Training (VET) providers that included technical and commercial colleges and more than 50 private institutions for higher education (Freeman, 2014). The VRQA is also responsible for the regulating around 300 commonwealth-accredited courses for the overseas students. The Minister of Skills and Workforce Participation introduced legislation in the parliament for strengthening the regulatory framework of VRQA for education providers post secondary schools. This regulation led to the collapsing of several privately operating VET providers (Vrqa.vic.gov.au, 2017). However, the VRQA ensured regulation of the VET providers in accordance with the framework for Australian quality testing of 2007 which are set of national standards designed for assuring consist quality service in the VET sector. The Victorian Registrations and Qualifications Authority (VRQA) must register the vocational education and training (VET) as per the Education and Training Reform Act of 2006, training and educational reform regulations and the ministerial directions (Vrqa.vic.gov.au, 2017). The Act also requires VRQA in registering the VET providers according to the national framework of Australia agreed by every territory and state. The framework however includes essential standards required for registration, standards for course accrediting bodies and state registration and excellent criteria. Further, under the act, VRQA subjected for publishing accurate and meaningful information on VET providers. This is required for enhancing the confidence of the students in the quality of education of the providers. Thus, the information put forward by VRQA must ensure sufficient transparency in generate the confidence of the students. There was an audit for reviewing VRQAs decision-making at the initial registration, the 12-month and the re-registration stages and decision of the VRQA in considering whether a VET provider is good enough for operation (Audit.vic.gov.au (2017). Moreover, it is also necessary for the organization to access the financial viability of the VET providers before they are registered. Organization Governing its Business, Recordkeeping and Archival Practices The business, recordkeeping and archiving practice of Victorian Registrations and Qualifications Authority (VRQA) is taken care by the Victorian Electronic Records Strategy (VERS) formed by the Public Record Office Victoria (PROV) for preserving the data of the government agencies of Victoria (Walter, 2016). This strategy helps in not only managing complete, documented and digital records but also preserve them. However, just by fulfilling the criteria for registration there is exist no guarantee for compliance. The national guidelines for the management of risk mentioned in the Australian Quality Training Framework 2007 puts forward an explanation in defining the risk based approach that should be adopted by VRQA in monitoring VET providers (Audit.vic.gov.au (2017). However, as per the guidelines, the higher the risk of the provider in not meeting the standards of the framework, the greater should be the regulators effort in monitoring the performance. Thus, as per the guidelines the regulator must assess the risk rating of provider based on history of the audit compliance, data derived from quality indicators and the complaint history. In this regard, VRQA ensured that the providers did not include quality indicators until the year 2010 and therefore there was discrepancy in data collection from VET providers for using them in rating their risk. The stakeholders of Victorian Registrations and Qualifications Authority (VRQA) are as follows (Vrqa.vic.gov.au, 2017) Training and education providers that included schools Students as well as their parents Trainees, employees and their apprentices Owners of the school system Employers of group training Industry associations, peak bodies and unions The VRQA also included those as stakeholders who work with them in trying to achieve their regulatory outcome. This includes: Review bodies of Schools Audit Panels The traineeship and apprenticeships of the regulatory field service provider Agencies of the government and other regulators Accountability Issues of Stakeholders The effective engagement of the stakeholders helps in improving the regulation of Victorian Registrations and Qualifications Authority (VRQA) and helping in achieving the regulatory objectives (Vrqa.vic.gov.au, 2017).The engagement of the stakeholders helps in providing deeper insight about the organization, environment and industry. There are also instances when the stakeholders help in providing valuable information about not only the consumers of education and training but also the organization and the extent to which they are faring in the industry that helps VRQA to act on the information provided. Moreover, the stakeholders can also overview the performance of VRQA and provide necessary ideas in case of requirement of any improvement. The Victorian Registrations and Qualifications Authority (VRQA) believes in a culture and tries to incorporate it in dealing with everything, right from interaction to dealing with stakeholders and community(Wiewiora et al., 2013). The culture provides an operational focus for the principles set out by the Board in strategic plan of VRQA. They also help in complimenting the Department of Education and Training and reflection of VRQA role as a regulator. Victorian Registrations and Qualifications Authority (VRQA) believe in respecting others and value the diversity brought to the organization by the individuals. The organization also believes in creating reliability and trust for its entire staff and thereby acting with honesty in dealing with the stakeholders. Moreover, the organization also makes sure that stakeholders have access to information of higher quality regarding the training and education providers and the regulatory process and role of VRQA (Cummings Worley, 2014). Further, the organization is also committed in developing the staff and enabling them in reaching their potential thereby providing highest quality of information and service to the stakeholders. Student Welfare Risk: In such risk, the welfare of the student comprised since the provider lacks the awareness of the responsibilities of student welfare. Moreover, most of the student welfare policy is not proper, lack details and does have effective implementation (Author, Trainor Beharrell, 2013). Further, the provider also delivers courses in high-risk industries or overlooks accommodation of home stay. Risk Related to Student Interest: In such a risk, there is no existence of formal process in determining the suitability of the student for the course prior to enrolment. The materials and facilities are not appropriate or sufficient for ensuring effective learning. Sometime the achievement of the student remains below the required benchmarks. There may be times when the progression rate does not fulfill the standard requirement of the provider. Moreover, there may be complaints related to the same topic on a continuous basis. Risk of Governance: The governance structure fails in underpinning the operations of the provider because of limited work experience. There may be lack of business planning documents or existence of documents with weak accountability and ownership. Moreover, there are times when the process of recruitment is not rigorous and the staff development and training lacks focus. Risk of Compliance: There is lack of processes for the providers for recognizing compliance. Moreover, there have been previous audits that lead to identification of areas relating to non-compliance. Further, there has been a significant concern raised by the regulatory bodies related to the providers. In addition, there conditions attached to previous approvals. Risk of Financial Viability: There may be times when the providers financial failure can lead to inability in delivery of training and education (Renz, 2016). The risk may be due weak financial ratios and performance. Moreover, there may be fluctuating figures of student enrolment and enrolment figures at a minimum threshold level. Further, there may be high reliance on government funding. Recommendations on Recordkeeping System Requirements: However, effective record keeping of an organization refers to identification of information governance that helps in providing standard information source. This helps the organization in assuring the society and public at large that they are undertaking their responsibilities with care (Penn Pennix, 2017). Organizations must therefore adopt certain principles for identification of the hallmarks of the information governance that ensures standard conduction of information governance and metrics for judging the conduct of the organization. The fundamental attributes of the principles of information governance applies to every type of industry including both private and public sector. Moreover, these principles are independent of rigid custom and local law so organizations can use them for establishing practice across geographic boundaries. However, the adoption of such principles for an organization is essential for the following: Executive and Administrator Management in the determination of protecting the organization in using the information assets Professional for Information Management in the design of effective and comprehensive information governance program Helping the Legislators in Crafting legislation for providing assurance in public affairs and business and hold the accountability of the organization in appropriation of standards code of conduct Information workers for performing the activities on an everyday basis The adoption of the principles helps in creation of a high level of framework for good practice and principles does not enforce the implementation details that include procedures, job descriptions, specific policies and technologies (Scott Davis 2015). Main Features of General Record Keeping Policy The organization must adopt a general record keeping policy based on the Information Governance Maturity Model designed based on not only principles and established standards but also best practices and legal and regulatory requirements (William, 2015). Moreover, the adoption of information governance model helps in painting a complete picture of effective information. This model ensures completely restating the principles, defining characteristics of the programs of information governance at different maturity level and at the same time ensures effectiveness and completeness. The model however defines five levels of maturity. The First Level: This level helps in describing an environment where the information governance and concerns for recordkeeping addressed on a minimal or ad hoc basis. Thus, organizations with these problems will not only have to meet regulatory or legal scrutiny and must know that they are not serving the business needs of an organization. The Second Level: This level provides with a description of an environment where information governance plays a prudent role in the recordkeeping thereby benefiting the organization. However, at this level too an organization subjected to scrutiny since its practices might still be incomplete, ill defined, nascent and marginally effective. The Third Level: This is the level that provides a description of the essential or the minimum requirements by the organization in meeting the business, legal and regulatory requirement if the business. Moreover, this level characterized by the defined policies, procedures, and process implementations for improving the recordkeeping and information governance The fourth level: The level describes the organization as having a proactive program for information governance in all its operations where there is scope for constant improvement. Moreover, the issues of information governance have integration into the business decisions. This implies that such an organization has compliance with the good practice and is able to meet the regulatory and legal requirements. The fifth level: This level helps in describing an organization that integrates information governance into its corporate infrastructure and business processes to an extent that there is routine compliance with not only program requirements but also regulatory, legal and other responsibilities. Thus, at this level the organization recognized information governance to play a vital role in cost containment, client service and competitive advantage and has successfully helped in successful implementation of strategies Recommendations on Organizational Records Preservation and Archiving Strategy An Organization can adopt digital preservation of records that involves employing the following strategies (Svrd, 2013): Ensuring documentation of standards and procedures: To ensure this, an organization can use standard based open formats or voluntary community based standards for facilitating future preservation and access. Ensuring Prioritization: An organization can ensure regular access to identify prioritization of technically complex data ensures its preservation. Ensuring Management of File: This will help in minimizing the efforts for normalizing files in the selected formats and retaining the significant characteristics of the original format while the file remains in the low access storage. Ensuring Authenticity: An organization must maintain authenticity in record keeping that refers to the accuracy of the record as a representation of the original. Ensuring Preservation of Metadata: The preservation of the metadata helps the organization in ensuring the required contextual, administrative, descriptive and technical information. Ensuring Maintenance of Organizational Relationships: The organization can engage with the national, international as well as local communities for digital preservation and share experiences and information for seeking guidance and collaboration for addressing the challenges of digital preservation. The organization can make use of various record keeping tools for ensuring authentic record keeping activities. Primarily the organization can make use of metadata schemes that helps in protecting the fragile data (Packaln Henttonen, 2016). This scheme provides a basis for understanding and describing the context of the records. The adoption of these schemes can also make records accessible, findable and meaningful. This scheme can however be complex but helps in describing the full range of record processes that includes capture indexing, classification, access, security, archiving and disposal. However, the organization can also adopt encoding schemes and disposal of instruments for ensuring effective recordkeeping of data (Becot et al., 2014). The organization can also adopt certain software for supporting their Recordkeeping activities (Elhai Frueh, 2016): Intuit QuickBooks Online considered one of the best recordkeeping software available Wave Accounting makes use of cloud computing and is quite effective in data recording The organization can also use software named Bookkeeper that will help it easily managing the records. An organization can also seek the help of other business information system that includes (Sousa Oz, 2014): Business systems that help in the creation, restoring and management of information related to business that includes personnel system, finance system and workflow system. 2. Adoption of records management systems and electronic document and records Adopting network drives Adoption of physical management systems Adoption of common shared systems among the government agencies Recommendation on Ongoing Monitoring and Evaluation The ongoing monitoring of the organization can be based on: Clarification of the program objectives Linking activities and the resources to the objectives Helping in translation of the objectives into set targets and performance indicators Routine collection of the data based on the indicators and comparison of the results with the target Reporting the progress to the managers and alerting them about the problems The evaluation of the organization should be based on: Analyzing on the fact that the intended results were not achieved Ensure access to specific casual contribution of the activities to the results Examining the process of implementation Exploring the unintended results Conclusion The report ends by giving an overview of the ongoing evaluation and monitoring of Victorian Registration and Qualification Authority (VRQA). The report also has a discussion on the technological options available for supporting recordkeeping activities. There is also recommendation on the report keeping tools like metadata scheme, disposal instruments and encoding scheme adopted by a company. The report also gives an overview of recommendations on record preservation and archiving strategy. There are also recommendations on the main features of the record keeping policy adopted by an organization and discussion of the policy that relates to its appraisal and access. Recommendations about the framework for organizational recordkeeping are also part of the report. The report also discusses about the organizational recordkeeping analysis of Victorian Registration and Qualification Authority (VRQA) and identifies the challenges and problems faced by it. In order to explain this, there is discussion on about the mission, core business, the structure, culture, core functions and stakeholder of the organization. The report also discusses about the accountability framework, regulatory environment and the organizations that governs the recordkeeping of Victorian Registration and Qualification Authority. References Acker, J. J. (2016). Informing our Future: The development of a regulatory framework for registered paramedics in Australia.Australasian Journal of Paramedicine,13(2). Audit.vic.gov.au (2017) Victorian Registration and Qualifications Authority retrieved from https://www.audit.vic.gov.au/sites/default/files/20100710-VRQA-report.pdf [accessed on 2 November 2017] Author, P., Trainor, M., Beharrell, T. (2013). South HunsleyPolicy Document.Policy. Becot, F. A., Conner, D. S., Kolodinsky, J. M., Mndez, V. E. (2014). Measuring the costs of production and pricing on diversified farms: Juggling decisions amidst uncertainties.Journal of the American Society of Farm Managers Rural Appraisers, 174-191. Bowman, K., McKenna, S. (2016). The Development of Australia's National Training System: A Dynamic Tension between Consistency and Flexibility. Occasional Paper.National Centre for Vocational Education Research (NCVER). Cummings, T. G., Worley, C. G. (2014).Organization development and change. Cengage learning. Davies, A., Bergami, R., Miah, S. J. (2016). Implications of managing health related records and relevant information systems within intergovernmental agencies.arXiv preprint arXiv:1606.00882. Elhai, J. D., Frueh, B. C. (2016). Security of electronic mental health communication and record-keeping in the digital age.J. Clin. Psychiatry,77(2), 262-268. Freeman, B. (2014). Benchmarking Australian and New Zealand university meta-policy in an increasingly regulated tertiary environment.Journal of Higher Education Policy and Management,36(1), 74-87. Gurr, D. A. V. I. D., Drysdale, L., Walkley, D. (2012). School-parent relations in Victorian schools.Journal of School Public Relations,33(3), 172-198. Heslop, L., Power, R., Cranwell, K. (2014). Building workforce capacity for complex care coordination: a function analysis of workflow activity.Human resources for health,12(1), 52. Packaln, S., Henttonen, P. (2016). Recordkeeping professionals understanding of and justification for functional classification: Finnish public sector organizational context.Archival Science,16(4), 403-419. Penn, I. A., Pennix, G. B. (2017).Records management handbook. Routledge. Renz, D. O. (2016).The Jossey-Bass handbook of nonprofit leadership and management. John Wiley Sons. Scott, W. R., Davis, G. F. (2015).Organizations and organizing: Rational, natural and open systems perspectives. Routledge. Sousa, K., Oz, E. (2014).Management information systems. Nelson Education. Svrd, P. (2013). Enterprise content management and the records continuum model as strategies for long-term preservation of digital information.Records Management Journal,23(3), 159-176. Vrqa.vic.gov.au (2017). Victorian Registration and Qualifications Authority. Retrieved from https://www.vrqa.vic.gov.au/Pages/default.aspx (accessed on 2 November 2017) Vrqa.vic.gov.au.(2017) Our Organisation. Retrieved from https://www.vrqa.vic.gov.au/about/Pages/whoweare.aspx (accessed on 2 November 2017) Walter, S. (2016). Quarry and stone research methods.Provenance, (15), 44. Wiewiora, A., Trigunarsyah, B., Murphy, G., Coffey, V. (2013). Organizational culture and willingness to share knowledge: A competing values perspective in Australian context.International Journal of Project Management,31(8), 1163-1174. William Saffady PhD, F. A. I. (2015). Records management or information governance?.Information Management,49(4), 38. Zivanai, O., Onias, M., Lloyd, C., Felix, C., Chalton, N. (2014). An assessment of Record-Keeping as an Aid to Risk Management of SMEs in Bindura (2009-2013).The International Journal of Business Management,2(9), 191.