by Herman Bailey | Mar 4, 2023 | Essays |
Never Again
Raging with anger I flung my book across the room. I swore to myself, this will never happen again. Yes! I definitely will not let it happen again. My last straw had been pulled. It has been seven years since my father strayed into the dark hole of alcoholism. I only recently turned seventeen a few weeks ago. I lost my mother to a fatal car accident at the age of ten.
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“GERALD!” The sound of his voice instantly made every hair on my body stand. I could no longer tolerate his voice. I decided to remain silent. After all, I was still recovering from the strangling I had just received barely half an hour ago. I was done with him and could no longer bare looking him in the eye or even seeing his face. My younger sister, Eleanor, I could see was worn out as well, as she lay right next to me sobbing and quietly crying herself to sleep.
Eleanor can barely remember our mother; she is only ten years old and barely got to know her. We lost our mother before Eleanor really got to understand and experience how much she really loved us. It had become a ritual to make a reminder to Eleanor not to speak a word as long as dad was in the house and awake. Although, he practically stays at home and awake for a maximum of three hours a day. There are days, however, when lady luck is on our side and he does not make it home.
By the age of thirteen I had already learnt the reality of my life and gotten myself a job so at to have the capability to take care of my sister and me; our little-broken family. When I did not get enough money for food, I was forced into stealing some money from my father’s wallet and pockets without his knowledge, mostly because he is literally always drunk and will barely even notice. I was determined to make sure I shared with my sister the love my mom had given me all the years back. I know as a matter of fact that I was far from any comparison to replacing what Eleanor would get from a real mother. My sister’s happiness and well being had become my source of strength and ambition. I was ready to do anything to make it a better life for her, a better life for me. I had no capacity to afford shopping for food and necessities at Wal-Mart; I, therefore, did my shopping at the local Family Dollar and the goodwill centre. Once in a while, I did my best to buy Eleanor some new clothes with a good bargain as a loyal customer at our local Family Dollar. I personally relied on goodwill to get some fitting decent clothes for myself, where I landed my favorite beige-brown coat with its matching hat that I wore practically everywhere I went.
Eleanor turned over to me and hugged me really tight, I could feel it literally eating me up, at her young age instead of creating happy memories and enjoying her childhood she was drowning herself in sorrows. I could only wish that I could change her life and given her a real family. Why did she have to go through all this? Eleanor is such as wonderful, sweet and kind-hearted little girl. Eleanor really did not deserve to live such a life. My determination to give her everything and much more only grew more and more with every dawn. The thought of her being bullied in school by the other kids because she did not keep up with trending fashion in new clothes, hurt me to the core.
Eleanor’s only friend is our next door neighbor, Mrs. McGraw, an old friendly lady who lived with her eight cats. Eleanor stays over at Mrs. McGraw every day after school and even on the days she is home and I am caught up at work. Mrs. McGraw has always helped taking care of Eleanor and could easily pass as our grandmother that we never really had. I could never leave Eleanor alone with dad in the house, and so I could not thank God enough for giving us, Mrs. McGraw. With time I had saved up enough and bought myself an old second-hand scooter which could help me with saving time on transportation time, just to be home on time.
“GERALD!” My father loudly bangs at the door. I could feel a volcano almost erupting in me; I almost screamed my lungs out, “WHAT IS IT?”OPEN THIS DOOR RIGHT NOW!” I was dripping in my own sweat completely nervous and afraid to be injured again, grabbed my baseball bat as I walked towards the door. I found him almost blacked out in his usual spot at the corner couch, barely holding on to his last bottle of beer. “Ran down to the shop and get me my beer,” is all he stammered. I went to my room to grab my coat and hat, and asked cautiously,” Dad, please give me the money.” Before I knew what happened, I felt a sharp pain at the right side of my head and found myself on the floor, with a warm liquid dripping down my face. “THAT IS THE REASON YOU GET PAID GERALD.” I was still in pain, and slightly dizzy before I found out what had actually just happened. Dad threw the bottle right straight at me and that the force knocked me out, the bottle cracked causing a deep cut to my head.
I was done. It was about time I made up my mind. I slowly stood up, went straight to the bathroom to try to clean off and reducing the bleeding before Eleanor saw me. I put some bandages on the wound and had my hat right up to cover it. Went to straight to my room quite sure I had made my decision. “Hey, Eleanor? Want to go out for a little trip?” I whispered to her. “Yes! Gerald that would be amazing!” She lit up and had her beautiful smile on her face that always lit the room; if only she knew how much she resembled mum at that moment. I locked the room and we quickly began to grab a few clothes and items and stuck them in the only travelling bag I had, one that I had received as a gift from Mrs. McGraw last Christmas. As we packed the little belongings and necessities together with Eleanor beaming with joy, I was certain that I was making the right choice I was determined to provide a better life for my sister and I, a life of peace and happiness. As I made sure Eleanor was warmly dressed because it would be sunset soon and the weather had been rainy for some days now; I knew that our future lay in my hands and that with the passion and ambition I had bubbling in me I would provide a better life for us. I helped Eleanor sneak out through the window with our bag and I took all the money I had been saving in the floor spaces for Eleanor’s college. I walked out through the front door just to let dad know I was on the way to the shop.
I tied our bag firmly at the back of the scooter chair and hopped on as I waited for Eleanor to climb up after me. Now as Eleanor was shuffling her feet getting ready to hop on up the scooter. I got ready to begin our journey, ahead of me, was an unending road, I did not know where we were going to go, all I know is that even with the sun setting I was sure I was heading for a future better than where we came from. Right behind us stood a house that was once a happy home was now just a building full of lost dreams and horrible sad memories. With my sister, my source of ambition and strength with me, I knew for sure that I would make it. I took one last glance of the house and I felt that affirmation that I was never going back. Never again!
With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.
by Herman Bailey | Mar 2, 2023 | Essays |
SCENARIO 1
Campbell decides to sack 14 full time workers from the Health Department without severance pay. They see you and want to take action.
In the light of this scenario, it is vital to conduct a thorough investigation as to why Campbell dismissed the 14 workers. Whether the sacked workers were made redundant as a result of operational changes must be determine in accordance with the provisions of the Fair Work Act 2009 (Cth) (Creighton & Forsyth 2012). The FWA 2009 provisions provide criterions where employee or employees can be sacked without severance pay. In order to deny the workers entitlements to severance pay, the sacking or dismissal must have been a result of their gross misconduct, or must have breached or terminated their employment contract (Creighton & Forsyth 2012). However, if termination of employment was made by the Health Department, it could either amount to unfair dismissal or redundancy. Under the FWA, if sacking of 14 workers constitutes unfair dismissal, then they can take action against their employer to seek either reinstatement or compensation, whatever is suitable.
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The facts revealed that the workers were fulltime and it is assumed that they might have been employed at least for the minimum period required under Fair Work Australia or relevant industrial awards to make a claim for unfair or constructive dismissal or redundancy. Based on the information, my initial approach to resolve this case would be to implement the process of mediation. Mediation is voluntary, impartial and confidential (Moore 2014,). It is generally free and can be arrange quickly. An independent person can point the way to agreement with flexible possibilities. Improvements in communication and understanding are made, as well as mutual agreement. However, Moore (2014) asserted that mediation has no formal process and may not conclude in agreement. It lacks the routine and legitimate protections guaranteed by litigation, with no legal precedent being set. If the processes of mediation fail to deliver fair outcome, the next step for the parties would be to participate in negotiation. The benefits of negotiation is that its time and cost effective. Negotiation can take place with or without assistance from a third party who would be impartial (Astor & Chinkin 1992). Through this process of resolution, the 14 sacked workers, Health Department must agree to participate, and will have control over the process and outcome. Many commercial disputes are resolved by negotiation by parties’ involved3. Over all the result of the negotiation will depend on the workers and their recent employer (Astor & Chinkin 1992).
SCENARIO 2
Brands Pty Ltd designs innovative marketing strategies and Brand concepts for their clients. One of their designers leaves the firm taking some digital data for several of their clients. In order to successfully recover the material Brands Pty Ltd need extremely complicated technical evidence from IT experts in the area. They want to know how to go about resolving the dispute with their former employee.
In this scenario, it is not easy to establish whether the digital data taken was the property of the departed employee before employment or it was a property created in the course of employment. Either way, the first step in resolving dispute is that on the general position, intellectual property if created by the departed worker while under his/her employers then the property should be owned by the Brands Pty Ltd. However, there are express statutory provisions such as section 39 of the Patents Act 1977 (Brett 1977) as well as 11 (2) of the Copyright, Designs, and Patents Act (CDPA) 1988 (Handig 2010), which makes the employee to have the ownership of the property in dispute thus calling for amicable dispute resolution with their former employer.
Having established this, both parties will be obliged to ascertain whether the content or the property was created before or after the employment and beginning with the institution, blueprint of the property, exchange of emails, and or engagement of the former employee will have to be ascertained as evidence that indeed the former employee is not entitled to the property and it is for this reason that I will opt for Independent Expert Appraisal and Determination. To contextualise this dispute, engagement of an Independent Expert Appraisal and Determination (IEAD) office should be involved owing to the fact that both parties might have legal rights to the ownership of the said digital data (Bryce 2008). The advantage with this is that it gives both parties the true owner of intellectual property thus a good start for negotiating remunerations. Another advantage is that provided that the expert acts within the confines of the law and that there are terms of contract that existed between the parties (pursuant to which he was appointed as the expert), then the parties are bound by his judgement (Astor & Chinkin 1992). The disadvantage with option is that either party may be unwilling to be enjoined in the Expert Appraisal and Determination process that is, it depends on whether both parties are willing to abide by the terms as will be set by the expert.
Owing to the sensitivity of the matter, Commercial Arbitration is another approach. One advantage of this option is that the case is sensitive and private and especially with regard to clients who trust the Company with their marketing strategies therefore it should be protected rather than taking the case to court (Astor & Chinkin 1992). However, one challenge with Commercial Arbitration as pointed out by Astor & Chinkin (1992) is that with the departed employee, he may not be willing to pay services of the arbitration nor unsure whether solution will be found here because apparently he has nothing to lose owing to the fact that he has gone with everything he needs.
LIST OF REFERENCES
Astor, H., & Chinkin, C. M 1992, Dispute resolution in Australia. Lexis Nexis Butterworths, Australia, 76–96.
Brett, H. (1977). The Patents Act 1977: an introductory guide. Uppingham [England], ESC Pub.
Bryce, J. (2008) Bridging the Expert Appraisal and Determination divide: Executive summary. London: Orange and Cyberspace Research Unit.
Creighton, W. B., & Forsyth, A 2012, Rediscovering collective bargaining: Australia’s Fair Work Act in international perspective. New York, NY, Routledge.
Handig, C 2010, Is the term “work” of the CDPA [Copyright, Designs and Patents Act] 1988 in line with the European directives? European Intellectual Property Review. 32, 53-57.
Moore, C 2014, The Mediation Process Practical Strategies for Resolving Conflict. Hoboken, Wiley. Accessed from http://public.eblib.com/choice/publicfullrecord.aspx?p=1666519.
With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.
by Herman Bailey | Mar 1, 2023 | Essays |
Education is one of the compulsory requirements of the UN. Each nation has their own education system and curriculum. Japanese education system differs slightly with that of most countries. Japan stresses the necessity for education by making it compulsory for nine years. Their system satisfies the demand to diversify human resources generated by industrial economic development. This paper discusses Japanese schooling system in terms of school categories and governance.
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Japan has a centralized education structure that follows a six-three-three grade structure and their academic year begins in April and terminates in March as stated by Katangawa & Oba (2010). The schools are divided into different levels which include, elementary school that students attend for six years from age six-twelve years and students are categorized according to their year from year one to six. Elementary school graduates move to junior year for three years and senior high school, if they are interested and qualify since it is optional, for three years. In addition, it allows students interested in pursuing professional degree to apply for the program while in high school. Primary and secondary education are based on the School Education Law and their curriculum is governed by national curriculum that comprises of various subjects, extra-curriculum activities and moral education (Katangawa & Oba, 2010).
Categorization of schools is based on academic level and abilities. For instance, there are special need schools for students with disabilities and regular schools established on the ground of equal education opportunities for all children as depicted by Katangawa & Oba (2010). At high school level, the classification is determined based on academic levels such as high academic, regular, night school for those who did not get the chance to attend regular school due to various reasons and specialized technical schools.
Specialized technical schools established by the Japanese systems takes into account the desire of individuals interested in joining the job market. They concentrate on specialized technical skills and practical vocational education (Katangawa & Oba, 2010). The three types of these schools are based on the admission requirement. They are comprised of profession training colleges that provide training for postsecondary graduates for a duration of one to four years, upper secondary specialized training school that offers practical vocational education based on senior secondary school for more than two years and the applicant must have a diploma in lower secondary school and specialized training college, general course that offers a variety of courses like dressmaking for anyone with no requirement according to Katangawa & Oba (2010).
Japan has both public schools, managed by the government through the Ministry of Education, Culture, Sports, Science and Technology, and private schools administered by individuals established in accordance with the requirements of the Ministry in charge of education. The ministry makes all the decisions concerning education including establishment of new education institutions, resource allocations to schools and publishes guidelines for the national curriculum of primary, lower as well as upper secondary school education that applies to preschool up to upper grades of secondary school and special education programs. Primary and secondary schools are established by the education committee or governor of each prefecture as explicated by Katangawa & Oba (2010).
The Japanese education system is unique since they have classified their schools according to abilities and academic level giving everyone a chance to learn hence favors various sectors of the economy since it takes into account every person’s interest. However, it disadvantage universities since it makes the coordination of exchange programs with other countries difficult due to their academic calendar that goes from April through March unlike other countries that have their academic calendar running from January through December.
Reference
Kitangawa, F., & Oba, J. (2010). Managing differentiation of higher education system in Japan: connecting excellence and diversity. Higher Education. doi: 10.1007/s10734-009-9262-5
With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.
by Herman Bailey | Feb 27, 2023 | Essays |
The WELL Building Standard
The WELL is the world’s first Building Standard architectural benchmark which has its focus solely on consideration of both human health as well as wellness in the aim of improving sustainability (Buydens, 2016). As human beings we spend a significant amount of our time indoors, an estimated ninety per cent, therefore the environment built is deemed to present a great impact upon our productivity, happiness as well as health. According to Buydens (2016), the WELL Building Standards thus makes an introduction to a strategic model which aimed towards improving human-centered construction and design. The WELL Standards brings forth a system that is performance-based for the certification of features of a built environment which impacts health as well as well-being (Buydens, 2016). The WELL codifies its best practices, showing the great possibilities that exist in the integration of human sustainability in regards to architectural design through the creation of buildings and even spaces which enable you to be healthier.
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An organization, Delos Living LLC, which is American-based, declares that its key mission and objective is ‘to build a better world’ (In Bishop, 2017). Thus suggesting that the organization focuses on transforming the indoors environment through by placing of health and wellness as the platform and key centre of both construction and design decisions this is through consulting, research, real estate development as well as through offering substantially innovative solutions to be implemented into the built environment. In Bishop (2017) points out that, the Delos Living LLC consists of an advisory board which included Former US Congressman, Dick Gephardt, as well as the Majority Leader of the House of Representatives and even Leonardo Di Caprio.
Delos as the well known WELL Building Standard founder, which presented the first building standard world wise was solely focused on the priority of human wellness and health (Keeler & Burke, 2016). Delos thus advocated for marrying the best-leveled practices in both design and construction which was evidence-based in scientific as well as medical research; therefore harnessing and embracing the built environment as the drive to efficiently support human wellbeing and health.
The WELL standard has been based on an entire seven years of thorough research collaborating with doctors, scientists, as well as architects who substantially explored the connections and links that may exists between the construction and designs of buildings where individuals could spend their time, as well as the impacts of health and wellbeing these buildings’ construction and designs presented to their occupants (Wood Et.al, 2011).
Moreover, the WELL Building Standard is further defined as an in-depth evidence-based system utilized for measurements, certifications as well as monitoring the wholesome performance of the set building features which that affect both health and well-being. The WELL Standard spaces are set to be certified after the achievement of seven conceptual performance requirements which are relevant in regards to the residence health within the built environment. The WELL integrates seven conceptual categories these are water, air, light, nourishment, comfort, fitness, and mind. WELL standards have all the seven categories on the foundational basis of medical research which regarded the environmental effects on human health.
A substantial increase in the rate of economic development has led to a significant ascend in the rate of both environmental and human impact globally. Moreover, the total number of deaths which are attributed to the existing poor quality in the air has risen drastically in the large Cities. In addition, the number of cases of type II diabetes particularly in adults has also been rising; this rise has been substantially attributed to both a sedentary lifestyle and health. Therefore, it is a common belief that buildings have been developed to effectively deliver a substantially healthy environment for individuals.
The WELL Certified buildings and spaces enhance the creation of a built environment which highly enhances the improvement of fitness, nutrition, and mood as well as sleep patterns. The WELL can be utilized for various types of building such as V1- Commercial as well as Institutional buildings. Furthermore, the WELL standards are utilized for pilot programmes considered for building in a particular scope such as education retail, multi-family residential, healthcare retail as well as community public assembly facilities.
The WELL Standards does utilize an integration of seven concepts; however, these concepts consist of a wide range of feature that adds up to about 102 features. For the WELL Standard, each and every feature is then further divided into various parts, parts that are then designed and in-depth tailored into a particular building type. WELL entails of features classified into two groups as per their type; these are pre-conditions and optimizations. The pre-conditions refer to the core basis of the entire WELL Building Standard. A vital mention is that in order to be awarded and to achieve any certification it is compulsory that all the identified pre-conditions that are applicable must be met. Secondly, the optimizations are the features that enable the creation of a substantially flexible pathway objected towards achieving Gold and even Platinum level of certification. The optimization features may include strategies, optional technologies, designs, as well as protocols. All in all the pre-conditions are compulsorily achieved all reliant on the building type and design; whereas adapting a certain number of optimizations enables the building to achieve a minimum certification which is the Silver level.
The WELL certification ensures a substantially healthier environment brings forth a direct effect on the buildings’ occupants overall wellbeing. According to recent research with an adaptation of the WELL Standards productivity levels increase, the concentration level substantially improves and the rate of absenteeism reduces greatly. Despite these positive outcomes being difficult to establish measurement, achieving clear benefits from WELL Certification stands as a demonstrable badge that can appropriately differentiate by bringing a clear comparison from one workspace and building to another. Thus attracting staff to the employer as well as substantially makes an improvement in staff retention.
The WELL certification vital core is based on relatively simple measurement and requirements such providing the space with UV treatment to the cooling coils, protection of the ventilation ductwork against the dust-ingress, ban smoking within the space together with the space adjacent to particular building, utilization of entrance lobbies as well as revolving doors in the building’s main entrances, installment of the MERV 13 filter into all the air intake systems, provision of signage with aim of encouraging the utilization of the internal stair use, consideration of the water filters for future location; and lastly provision of the low VOC finishes as well as materials. However, the IWBI fee has been linked to buildings floor area therefore formal accreditation is potentially expensive. The other alternative to adapt is the integration of WELL requirements which are relevant to the basis of the building design. Thus, this will enhance the ability of the tenants and occupants to efficiently achieve the set WELL standards in order to gain fit-out if necessary. Thus, individuals who enjoy the benefits of WELL standards eventually do pay to achieve the certification.
LEED versus WELL Standards
Only in the recent decade, the Green building has become a hot topic all over the world. This may have more likely than not emerged due to the growing concerns that have risen around the construction’s role in regards to global warming (Espejo, 2013). According to Kubba (2010), the topic has also emerged as a consequential response to the fears arising around the efforts taken towards protection of individuals from the heavy pollution levels outdoors. Therefore, embracing the green building has been adapting and is driving a path into the Chinese Government, more particularly in the recent five-year plan; as well as into both the provincial as well as national standards (Singh, 2009). The green building is embraced through the adaptation of the current and highly popular certification standards, namely LEED and WELL.
According to Kubba (2016), LEED is an abbreviation that comes from the phrase ‘Leadership in Energy and Environment Design’. It is the most popular building rating that is regarded as traditional among the other standardized ratings that are certified. LEED is formed by the USGBC which is the United States Building Council to assess the impact that environment has on a building (Singh, 2009). Besides the traditional ratings, there are four other categories namely: Certified, Platinum, Silver as well as gold, in addition to the ratings every building are awarded points in line with the categories and the parameters used include sustainable sites, the efficiency of water, the usage of energy as well as the quality of the internal environment or in other words the indoor.
The most recent version of LEED is referred to as LEED v4, which is an upgraded version that is performance-based and its flexibility is more in comparison to the previous version. Keeler and Burke (2016) stated that LEED v4 has resulted into a more measurable outcome in the course of the life cycle of the building and it has put more emphasis on the health of the human together with the environment in comparison to the previous certification processes.
The certification of LEED puts more emphasis on the physical building together with its services contrary to other certification whose emphasis was more on the health of the individual occupying the building to (Kubba, 2016). Under the LEED certification, the award of points is for simple things like, the measures taken for the saving of energy, recycling of waste, exploiting the available local resources rather than importing and lastly, the usage of material that has low-emission.
The standards of the WELL building are a sequence of certifications that widely evaluate the contribution of the environment in which the building is built in, to the well being of the occupants (Chudley & Greeno, 2013). Its ratings are similar to LEED as they are rated, GOLD, Platinum as well as silver. According to International Code Council (2002), the standard measures the correlation between the building as well as the people and it includes the quality of the water in the building, the air circulation, the qualities of the sound as well as the amount of natural light in the building. In addition to this, it also looks into the policies on how the occupants use and interact with the provided space in a broader perspective this include things like exercise as well as space for resting (Khazaii & SpringerLink, 2014).
After being launched in 2013, WELL became the first standard of the building that put emphasis on the health of humans together with the happiness and this was made possible through a well diverse and wide partnership between the leading scientist, the architects, the doctors as well as the leaders who had wellness of humans at heart.
WELL is very different from LEED in the sense that rather than laying down the solutions, it gives way for the certification applicant to explore whatever solutions or technology that they like and the focus is on the attainment of the final results (Wood et.al, 2011). The audit of the done after the building is occupied and it’s done by the third party who must use the standards that are health-based as well as rigorous. Based on this, it can confidently be stated that LEED emphasizes on the environmental effect of the building on the outside while WELL, on the other hand, focuses on the people.
WELL, building standard has proven to be of great influence as it was proven to play a bigger role in enhancing the employee’s productivity. This is based on the study conducted by Harvard students who recorded an increase in the productivity by an equivalent of $6500 a year when the employees in the construction company work in an environment that is well ventilated (Tobias & Vavaroutsos, 2012). To the owner of the building this is an advantage, to the greater extend WELL building standard also reduces the medical cost, as most preventable cases would be avoided due the favorable work condition that puts the health of the humans as a priority hence it also contribute greatly in reducing chronic illness (Wood et.al, 2011).
The job satisfaction rate of WELL is also high, as many employees will be committed to work knowing their health is a priority to the company as compared to LEED where the employee satisfaction rate is lower
In conclusion, it’s important to note that the main difference between LEED and WELL is that LEED generally is all about the efficiency in regards to energy, building material as well as the environment, while WELL is more of the sustainability of the human. The certification of WELL Building appears to be an extension of LEED in the sense that while the basic concern of LEED is in line with the responsible sourcing materials as well as enhancing the building practice that is sustainable, WELL fundamental concern is about the effect that the building has on environment as well as the occupant physiological and psychological welfare.
WELL Projects
Hong Kong has been home to the first WELL certification building named Citi tower which is located as one bay east. The same building also achieved LEED platinum certification and the RESET Certification which was the first one to be issued in Hong Kong. Citi tower building has been categorized as the largest WELL approved project for the existing as well as the new Interiors, the building has thirty-eight different units of the business and it as well homes over three thousand staff that were previously left in five different buildings and now they have been converted into the multistory headquarters. Hong Kong’s commitment and dedication to offering a factual wellness environment for its workers as well as the space for aspiration for its occupants this is according to WELL chairman who acts in the capacity of the CEO Mr. Fedrizzi. Fedrizzi highlighted the fact that Citi tower will show the world how WELL certification is achievable and it is the best approach that generally offers a healthier and well builds environment (Bishop, 2017).
The program of Citi works which was implemented by Citi proved a platform for creating the workspaces that are functional and at the same time put emphasis on flexibility, combined with technology and putting into consideration the future generation while integrating its needs to the building. According to Ching and Shapiro, I. M. (2014), WELL goes hand in hand with the principles listed in the Citi works program and it goes further and provides metrics as well as the guidelines for applying the practices of wellness in the workplace.
Approaching the WELL Certification Process in the project
Before the process began the project team made an investigative study to assess the type of the needs that their design needed to address. The project team evaluated the composition of the units meant for business and assessed the operational technological and spatial needs of the project (Wood et.al, 2011). The studies also looked into the strategic goals of the Hong Kong as a city and the outcome illustrated the fact that flexible workspaces with a work settings that is more varied, with good configuration that provides the diverse feel with the inclusion of a wireless internet network which is more reliable and AV infrastructure, as well as not forgetting the spacious meeting rooms and finally elevated expression of the Citi brand become top priorities for the Citi brand (Chudley & Greeno, 2013).
According to Wood et.al (2011), on the implementation of the findings while at the same time chasing the WELL certification, the team in charge of the project put emphasis on the integration of various types of spaces in the entire Citi tower. Bishop (2017) stated that the floors in the Citi towers have got different designation which portrays the different environments, providing the space that satisfies the demand of the vast variety of work that the employees at Citi towers need to do in the space.
The lobby space has an extension of a meet and greets floor which acts as a meeting space between the staff and the visitors. This floor also acts as a representation of the Citi brand as it has the colors and the symbols that portray the brand to both the staff and the visitors (Wood et.al, 2011).
The building has also a community floor which is just a flexible space created with the intention of bringing staff together. The floor has several amenities including common areas which are café-inspired, private spaces meant for the type of work which requires more attention, food and beverage facilities as well as enough spaces for conducting recruitment and job training. By having the design which is flexible, the community floor offers a means where town hall meeting or rather large gatherings can be accommodated (Espejo, 2013).
The tower has also a gym, which is intended to encourage employees to lead a lifestyle which is more healthy and active and one which has a balance between work and life. According to Espejo (2013), the materials in the gym are made of healthy products and it’s placed strategically for ease of access for the employees at their own convenient time.
The remaining floors in the Citi tower are designed to be work floors. The floor brings out the ambience of a meet and greets as well a community floor like for instance work cafes, the workspaces that are collaborative, the quiet rooms as well as the huge wide workstation that are always open-plan. The integration of the workplaces with one another offers a conducive platform where a huge amount of task can be comfortably be done in various ways and styles after which employees are able to find space that satisfies their demands and needs at any given time (Keeler & Burke, 2016).
The areas designated as the breakout areas are on the entire floor and they have storage and lounge integrated into them which offers a relaxing and comfortable environment for co-working. The breakout areas have spread across the entire floors and they break the work areas and make it be like a neighborhood-like environment and it offers a perfect way for employees to divide themselves into a smaller group instead of being overly excited by the wide open space throughout the building. Each floor has nine flexible different work set up on every floor this simply means that throughout the day the employees are given freedom to work at a place they feel suits their working environment the best (Wood et.al, 2011).
These different types of spaces are the backbone of the project team’s application of the WELL and Citi works in Citi tower building. By putting highlights on the spaces intended to fill the identified gaps that were in the previous early studies, the design puts the occupant in a better position that would ensure they enjoy the office and at the same time remain healthy (Bishop, 2017).
References
Buydens, S. (2016). DIY: How to build your own energy efficient green home: Construction alternatives and sample passive solar straw bale house design.
Ching, F., & Shapiro, I. M. (2014). Green building illustrated.
Chudley, R., & Greeno, R. (2013). Building construction handbook. London: Routledge.
In Bishop, J. (2017). Building Sustainable Cities of the future.
In Espejo, R. (2013). Eco-architecture.
International Code Council. (2002). International building code 2003. Country Club Hills, IL: International Code Council
Keeler, M., & Burke, B. (2016). Fundamentals of integrated design for the sustainable building.
Khazaii, J., & SpringerLink (Online service). (2014). Energy-Efficient HVAC Design: An Essential Guide for Sustainable Building. (Springer eBooks.) Cham: Springer International Publishing.
Kubba, S. (2016). LEED v4 practices, certification, and accreditation handbook.
Kubba, S. A. A. (2010). LEED practices, certification, and accreditation handbook. Oxford: Butterworth-Heinemann.
National Academy of Sciences (U.S.), National Academy of Engineering, Institute of Medicine (U.S.), & National Research Council (U.S.),. (2013). Energy-efficiency standards and green building certification systems used by the Department of Defense for military construction and major renovations.
Singh, A. (2009). Life Cycle Cost Analysis of occupant well-being and productivity impacts in LEED offices.
Tobias, L., & Vavaroutsos, G. (2012). Retrofitting buildings to be green and energy-efficient: Optimizing building performance, tenant satisfaction, and financial return. Chicago: Urban Land Institute.
Wood, A., Council on Tall Buildings and Urban Habitat. & Illinois Institute of Technology. (2011). Best tall buildings 2010: CTBUH international award-winning projects. New York: Routledge.
With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.
by Herman Bailey | Feb 27, 2023 | Essays |
Malnutrition prevalence in Pakistan is high considerably and leads to susceptibility of the children to infectious diseases that are preventable, and has an association indirectly with the leading death causes of children (Perveen et al, 2006). Malnutrition can be prevented through complimentary feeding practices that are effective. Bhat et al (1992) pointed out that many strategies have been adopted to improve the complimentary practices of feeding and they include education to mothers about nutrition. These are designed to promote feeding practices that are healthy. Another strategy according to Dewey et al (1998) is complementary food provision to the children to offer extra energy. Lastly is increasing the complimentary foods energy density through simple technology. This systematic review has reviewed available studies that have content about effectiveness of complementary feeding and education in fighting malnutrition in Pakistan.
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Liaqat et al (2007) conducted a study on the “Association between Complimentary Feeding Practice and Mothers Education Status in Islamabad.” The objective of the research was to examine the relation between education of mothers, malnutrition and complimentary feeding practices amongst Islamabad mothers that attend outpatients’ clinics. 500 participant mothers who were attending Federal Government Services Hospital Pediatric Outpatient Hospital filled the questionnaires. The results indicated positive relationship between mothers’ educational status and the infants’ nutritional status. This study revealed that most of the malnourished infants belonged to the no school education mothers. In summary, education of mothers play significant role in increase knowledge receptivity and awareness related to their infants nutritional requirements (Fleisher et al, 2000).
“Malnutrition in Young Pakistani Children,” was a study done by Hirani (2012) with the main objective of reviewing the literature to analyze the politico-economical, environmental, socio-cultural, maternal and biological malnutrition determinants among young Pakistani children for recommendation of need based interventions for curbing and prevention. The study applied systematic search of all international, regional and national literature from data bases that are peer reviewed. The conclusion of the study was that malnutrition among children of Pakistan are prevalent and multiple at the community, family and even individual level. Furthermore, analysis of the politico-economical, environmental, socio-cultural, maternal and biological factors indicated that most of them are interrelated and therefore need composite interventions to tackle the issue at the level of Pakistani community, families and the malnourished children (Guldan et al, 1993).
Dewey & Adu-Afarwuah (2008) conducted a study on “Systematic Review of the Efficacy and Effectiveness of Complimentary Feeding Interventions in Developing Countries.” The study used electronic methods in the search with an objective determining effectiveness and efficacy of the developing countries complementary feeding interventions. 25 developing countries and 42 papers were used with 29 reports of efficacy trials and 13 reports on programs effectiveness. Results were varied from different countries but for the group of only education were intermediate between control groups and the food plus education. Therefore, inclusion of a food supplement in all the settings was more effective compared to education alone. Other major areas of interest of the study include morbidity, growth and child development (Malik et al, 1991).
A study, “Training In Complimentary Feeding Counseling Of Healthcare Workers And Its Influence On Maternal Behaviors And Child Growth: A Cluster-Randomized Controlled Trial In Lahore, Pakistan” by Zaman et al (2008) with an aim of reducing faltering growth in young children through proper techniques of nutrition promotion. The objective was to determine training health workers efficacy in nutritional counseling to enhance performance and communication skills, improving practices of feeding, and to reduce faltering of growth among the children aged between 6 to 24 months. The study used 40 paired health centers, where one of each paired centers was allocated intervention group randomly, and the other a control group, with 375 mothers of children aged 6 to 24 months recruited as participants. The module of Integrated Management of Childhood Illness (IMCI) was used in health workers training at the intervention centers. Results indicated that consultation and communication skills of health workers were better significantly in intervention group than control group. The recall of mothers of the health workers recommendations, and infant feeding practices reported was also better in the intervention group. Faltering of growth was also less in the intervention group. This is an indication that IMCI feeding counseling training enhances performance and communication skills of health workers. Feeding practices of the mothers counseled consequently can reduce faltering of children’s growth (Bhutta et al, 2004).
Hanif (2011) conducted a study “Trends in Breastfeeding and Complimentary Feeding Practices in Pakistan, 1990-2007” with an objective of evaluating these programs effectiveness. Estimates on the different proposed WHO indicators for young child and infant feeding were analyzed in light to Health Survey and Pakistani Demographic (2006-2007 and 1990 to 1991). The results indicated that almost half the optimal and core indicators over the years have modestly improved. Out of the five required indicators in the assessment tool of WHO of child feeding, duration and exclusive breastfeeding fall in fair category (Morisky et al, 2002). However, bottle feeding, introduction of complementary food and early breastfeeding initiation was in poor category (David, 1995).
References
Bhat, I.A., Shah, G.N., Dhar, G.M. & Mehnaz, S.A. (1992) Study on the impact of maternal knowledge and practice on the nutritional status of infants. Indian J. Matern. Child Health 3, 12–15
Bhutta ZA, Thaver D, Akram DS, Khan M. (2004)Situation and Program analysis of malnutrition among women and children in Pakistan. In: Bhutta ZA, editor. Maternal and Child Health in Pakistan Challenges and Opportunities. Pakistan: Oxford University Press
David S, ML.(1995). Childhood Diarrhea and Malnutrition in Pakistan, Part I: Incidence and Prevalence. J Pediatr Nurs;10(2):131–7.
Dewey, K. G., & Adu-Afarwuah, S. (April 01, 2008). Systematic review of the efficacy and effectiveness of complementary feeding interventions in developing countries. Maternal & Child Nutrition, 4, 24-85.
Dewey, K.G., Cohen, R.J., Rivera, L.L. & Brown, K.H. (1998) Age of introduction of complementary foods and growth of term, low- birth-weight, breast-fed infants: a randomised intervention study in Honduras. Am. J. Clin. Nutr. 67, 878–884.
Fleisher Michaelson, K., Weaver, L. & Branca, F. (2000) Feeding and Nutrition of Infants and Young Children Copenhagon: WHO Regional Publications, European Series, 87.
Guldan, G.S., Zeitlin, M.F., Beiser, A.S., Super, C.M.,Gershoff, S.N. & Datta, S. (1993) Maternal education child feeding practices in rural Bangladesh. Soc. Sci. Med. 36, 925–935.
Hanif, H. M. (January 01, 2011). Trends in breastfeeding and complementary feeding practices in Pakistan, 1990-2007. International Breastfeeding Journal, 6.
Hirani, S. A. (January 01, 2012). Malnutrition in young Pakistani children. Journal of Ayub Medical College, Abbottabad : Jamc, 24, 2.)
Liaqat, P., Rizvi, M. A., Qayyum, A., & Ahmed, H. (August 01, 2007). Association between complementary feeding practice and mothers education status in Islamabad. Journal of Human Nutrition and Dietetics, 20, 4, 340-344.
Malik, I. A., Azim, S., Good, M. J., Iqbal, M., Nawaz, M., Ashraf, L., & Bukhtiari, N. (January 01, 1991). Feeding practices for young Pakistani children: usual diet and diet during diarrhoea. Journal of Diarrhoeal Diseases Research, 9, 3, 213-8.
Morisky DE, Kar SB, Chaudry AA, Chen KR, Shaheen M, Chickering K. (2002).Breastfeeding practices in Pakistan. Pak J Nutr;1:137–42
Perveen Liaqat, Mazhar Abbas Rizvi, Abdul Qayyum, Hajra Ahmed, & Nadia Ishtiaq. (2006). Maternal Education and Complementary Feeding. Asian Network for Scientific Information.
Zaman, Shakila, Ashraf, Rifat N., & Martines, José. (2008). Training in Complementary Feeding Counselling of Healthcare Workers and Its Influence on Maternal Behaviours and Child Growth: A Clusterrandomized Controlled Trial in Lahore, Pakistan. (The Journal of Health, Population and Nutrition (ISSN: 1606-0997) Vo
With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.
by Herman Bailey | Feb 26, 2023 | Essays |
Introduction
The process of transition is one which is vital for the growth and development of the organization. As an organization grows, there is high likelihood of transition from one manager to another. Loorbach and Rotmans (2006) highlights that there are two main reasons for management transition. On the one hand, it is possible that the managers have not left the organization but rather moved to another department, or been promoted thus forcing only a few employees especially those under him to face the challenges and possibilities of management transition. On the other hand, managers like any other employee can be forced for either under-performance or mismanagement. This forces employees into a situation of transition and managing change that is imminent.
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Transition management calls for a change of the mind set, for both the incoming manager and the employees to be managed. Much of the time, focus has been put on the employees who are experiencing change, with little being directed towards the incoming manager who is also experiencing some form of change. The move to a new manager calls for wholesome change, there is change in responsibilities, relationships and even different world views. Brindges (2009) concludes by considering the concepts of transition management. Transition management is the strategic planning, implementation and process of monitoring change within an organization. Strategic planning requires a step by step organization of the process of change, implementation calls for the undertaking of various tasks and actions for purposes of managing change. Transition management, identifies areas of risk and manages the process of change so that there is an assurance of the business continuity during the process of change. Changes effected in the organization are designed to ensure a more profitable future which can only be achieved if the process of change is managed properly and effectively.
Challenges experienced during transition
Resistance to change: Stickland (2002) indicates that it is human nature to resist any form of change, especially where such change is uncomfortable. It is important to note that transition introduces various aspects of change to the individuals and employees. Without proper preparation, employees will resist the possibility of behavior change, and the effect that such will have on the relationship of employees. Often during the process of transition, there is an increase of employee disengagement due to changes in relationships. Employees are likely to see the transition or change as a reflection on their won wellbeing and especially security in the workplace. This is especially the case, where management and the manager in question have been fired. Employees may feel that their commitment and performance in the organization is coming under question, which in turn increases the possibility of insecurity in the workplace. When employees are disengaged and insecure, there is little motivation to adapt to the changes, which in turn decrease the productivity of the employees. Resistance to change, according to Raven et al.(2010) is born out of the lack of understanding of the process of change. Change brings with it a lot of unknown aspects, which are not comfortable for the human beings. Employees like to work and are secure with what they know, however transition brings a wider scope of that which is unknown. Employees therefore need to be made aware of why the change is necessary and what specific effects they can expect from the change.
Introduction of new behaviors and ideas: each manager has new leadership styles and new ideas. Majority of the new managers are under pressure to implement and perform much better than their predecessors. In the process of making their presence known and recognized, there is a high likelihood that they will introduce many new ideas during a short time, this will in turn mean many changes within the department or company. Employs are already wary of the manager’s change and therefore the very many new ideas are less likely to be taken up with little resistance. In large and small teams alike, there is a high likelihood that the relationships that have developed over time have centered on the ways that the team works together. Each member of the team has specific functions and roles, which have developed not just from their own description but also over time. The team therefore has structured what they consider to be the most ideal way for them to work together. With a new management, and the new ideas there are high chances that the system which has been developed over time will be threatened. A anew fit will have to be developed, and such changes can only lead to conflict s each team member tried to structure new relationships, fight to maintain old relationships and identify new roles. In order for the new ideas to be successful, it is not just about defining roles and tasks, but rather requires cognitive efforts to direct behavioral change and alter mind patterns so that the success of the new structure can be guaranteed. However, a proper strategy is required and planning is crucial to allow for easy transition.
Poor communication: transition management often faces a challenge in terms of lack of consensus from all who are affected and involved. Each individual within the organization, there are many stakeholders who are affected differently by the changes. Unfortunately, when it comes to management , there are too many stakeholders and if the consensus of each individual was to be considered there is likelihood that there a decision will be hard to come by. Managers are therefore forced to simply to make the decision and then employees and other stakeholders are expected to adapt and alter their behavior to support the imminent changes. Shove and Walker (2007) suggest that the one way in which consensus can be increased on the impending transition and change is by increasing and applying proper communication channels. Poor communication gives birth to immediate resistance. When people are more aware of what is happening, they are more likely to prepare themselves in advance and adapt to the possible change. Unfortunately where management transition is involved, it is often shrouded in much mystery. Open communication is limited, and employees are only made aware of the change when it has already taken place and root. It is vital to keep employees constantly updated and progress of the change implementation. Poor communication makes employees feel as if they are not part of the final decision leading to higher resistance. Employees need to understand why there is need for change, and how such change is for their benefit. Managers often assume that employees do not want to know everything, especially if such information is negative. However, employees clearly want to have both negative and positive information.
Steps to take in transition planning
Needs assessment: transferring management is equitable to transferring and changing the sue of various resources in the business. Previous managers fit a specific role in the company, and it is therefore important to determine not just the current but also future needs of the organization. This ensures that the new manager chosen fits the bill with regard to enhancing the objectives of the business in the future. Like any other employee, and even more so the new manager should be able to address the needs of the organization. Needs assessment is vital in determining the exact fit of the new manager to the organization itself. Gaps exist in the company either in terms of knowledge, resources and practices all of which can be filled through a specific management style. Understanding what is actually working best for the organization and what needs to be changed in itself, identifies and describes the best individual for the role of manager.
Weaknesses and strengths: often transition management is born out of the weakness of a specific manager. However, it is important to note that each manager ahs their own strengths which in themselves work best with regard to performance of the organization. It is important to identify the weakness and strengths of both the predecessor and successor which allows and gives a platform to identify the risks that each manager could expose the organization to and at the same time, the opportunities and positive cultures that the manager has introduced to the organization. Understanding both threats and opportunities allows the organization to mitigate the same and thus transition more positively and smoothly.
Open communication: once the importance of transition has been identified and need for the same established, the next step involved communicating to the employees and other stakeholders of the findings.. The organization needs it set up an one channel of communication which supports the individuals who may have questions and need clarification with regard to the transition process. Kamal Hassan (2005) indicates that more than 80% of all conflicts and resistance to change are due to simple miscommunication. Lack of communication almost always translates to resistance to the change being implemented. A proper system of communication must be identified, structured and put in place for each process of transition. Open communication shows a level of transparency that then allows the employees and stakeholders to continually trust the organization as having their best interests at heart.
Creation of a management plan: a management plan is used to define the boundaries of what the organization and company desire to have and draw from the new management coming into place. According to Francis et al. (2003) it includes a step by step description of the performance measures and the requirements of the new manager. A management plan sets out the objectives of the organization and business and gives an opportunity to set out the tasks that are necessary to ensure successful management. This is a complete blue print of the department and/ or organization is going to run on daily basis, what is expected to be achieved as results of the same daily activities and finally what is the expected outcome of the new management system that has been set up. This gives each employee and the stakeholders a general idea of what to expect.
The transition: this is the most vital component of the transition phase. Callan (2003) defines this stage as the step providing the opportunity for both the staff and the team to prepare for and change both their values and roles redefining them so that they are more suitable to the transition of management. During the process of transition employees see themselves in different stages: first as survivors, who are lucky to have remained in their job even as the mangers and other employees were transited. Secondly they may also view themselves as victims that is, individuals who are targeted by the company and whose chances of survival are limited within the same company. Finally, employees may also see themselves as activities who have to do all they can to fight for the return or the previous manager or at least show and exemplify the loss the company should be feeling following the loss of the manager. During the stage of transition, it is important to consider all the needs and categories of individuals involved. The focus during the transition stage is therefore directed towards enhancing security and fairness to all employees especially those directly affected by the transition of management. Work standards must be maintained and the organization should be seen as stable not only to the employees but also the customers and other stakeholders who may be affected by the transition. Career goals and development muse be seen as secure to the individuals, so that employees understand they are not only valued but also critical for the success of the organization.
Support available during transition
Sponsors: executive and initiating sponsors
Sponsors are the individuals who are responsible and the only ones capable of initiating change within the company. They support and implement the process of transition for the company. Often in many companies these are the executive and board of directors. If a manager is to be fired or promoted, the board must be involved not just in the process of letting go, but also in the process of hiring a new manager. The sponsors provide support by analyzing the required resources for adjustment and ensuring that such resources are available for the employees and stakeholders during the process of transition. Resources such as training, courses and counseling are made available to the employees throughout the process of transition. Sponsors determine when the resources will be made available, for how long as well as the nature of resources that will be provided by the company after assessing the needs of the employees.
Anstey (2006) indicates that the sponsors of transition lay out the foundation upon which the process of the transition is laid down. The sponsors create the vision and objectives that will be used to measure the outcomes of the transition. It is therefore not just about the resources that are necessary for the transition but also the path that is to be followed in the process of transition. Because of the authority of the sponsors, they can implement the actions that are necessary to ensure successful transition from one manager or CEO to another. The newly hired manager or CEO then plays the role of sustaining sponsor, working towards and applying resources of the company to ensure that the transition that has been implemented remains in line with the originally defined goals.
Change agents: couch and consultants
Although majority of the companies ignore the need for change agents, it has been found that those that take the role of the change agent seriously, often find that they have the advantage of smoother transition. Change agents rely on the vision of the implementers to bring about the most ideal form of transition. Once the executives have made the decision to bring about transition, they can hire consultants. Consultants help to provide and build a framework that would produce the most smooth path for transition. Having been involved in more than one transition, they have the experience and ability to determine the most ideal path which can be applied by the company. According to Goffe and Scarse (2015) consultants as a resource can be used in several ways. The first is that they can be used as data gatherers, collecting the right amount of data on needs assessment and ways in which the transition will affect and bring about changes in the business structure.. Secondly, consultants also provide resource in the form of advisors for the various teams to be involved in the transition. The advisory role on the one hand provides information for the sponsors on the best alternative route as well as advise to the employees and stakeholders who have to adjust to the process of transition. Finally, consultants couch, train and facilitate the process of transition for the employees and the company as a whole. They couch employees on the new roles that they will be undertaking, the new tasks that will be assigned to them and the new relationships that they will have to forge in the process of transition.
Advocates
These are the proponents of the change. External advisors who in themselves support the process of change and understand the viability of the transition. When transition is expected, there are those who are immediately put in the pathway of change. Such individuals e.g. line managers are given the first priority. Over time, they are made to understand the value that the same transition. Once such transition has been understood and value for the same has been established, they come to the forefront and help the company sell the need for change to the others. During the process of transition, they play the role of advocate, championing the need for change to those who might be resistant, also holding and guiding those who may feel lost in the process of transition. Kern and Howlett (2009) conclude change and transition is much easier to adjust to when it is promoted and encouraged by others who are familiar with the employees and who are also seen to be adjusting o the process of change.
Conclusion
During the process of transition, there is often a misconstrued belief that the individuals affected will eventually adjust. However, it is clear that the process of change must be strategically analyzed and properly structured to ensure smooth transition. It is important to ensure that not only is the process properly structured, that there is a proper monitoring and evaluation strategy. Evaluation allows the company to be aware of the challenges that employees are facing in the process of transition, identify possible solutions and address the problems immediately they arise before they begin festering.
References
Anstey, M. (2006). Managing change: Negotiating conflict. Juta.
Bridges, W. (2009). Managing transitions: Making the most of change. Da Capo Press.
Callan, V. J. (2003). Individual and organizational strategies for coping with organizational change. Work & Stress, 7(1), 63-75.
Francis, D., Bessant, J., & Hobday, M. (2003). Managing radical organisational transformation. Management Decision, 41(1), 18-31.
Goffee, R., & Scase, R. (2015). Corporate Realities (Routledge Revivals): The Dynamics of Large and Small Organisations. Routledge.
Kern, F., & Howlett, M. (2009). Implementing transition management as policy reforms: a case study of the Dutch energy sector. Policy Sciences, 42(4), 391.
Stickland, F. (2002). The dynamics of change: Insights into organisational transition from the natural world. Routledge.
Kamal Hassan*, M. (2005). Management accounting and organisational change: an institutional perspective. Journal of Accounting & Organizational Change, 1(2), 125-140.
Loorbach, D., & Rotmans, J. (2006). Managing transitions for sustainable development. In Understanding industrial transformation (pp. 187-206). Springer, Dordrecht.
Raven, R., Van den Bosch, S., & Weterings, R. (2010). Transitions and strategic niche management: towards a competence kit for practitioners. International Journal of Technology Management, 51(1), 57-74.
Shove, E., & Walker, G. (2007). CAUTION! Transitions ahead: politics, practice, and sustainable transition management. Environment and planning A, 39(4), 763-770.
With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.
