Organisational Issues at Lufthansa Airlines

Organisational Issues at Lufthansa Airlines Introduction and Background With increased oil prices, airlines all over the world have found themselves in a position where reducing their operation costs seem the only viable way of remaining profitable. The situation in the industry is so bad that British entrepreneur Richard Branson, in his characteristic jest, once said that becoming a millionaire is easy if one was to start as a billionaire and venture into the airline industry.Advertising We will write a custom research paper sample on Organisational Issues at Lufthansa Airlines specifically for you for only $16.05 $11/page Learn More Branson was referring to the loss-making potential that airlines are exposed to in current operating environment different factors are seemingly conspiring to reduce the profit-making potential of airlines. Such include rising oil prices and increased pressure from competitors (most especially low-cost airlines). Deutsche Lufthansa AG (Lufthansa Airlines), like other air lines across the world has opted to cut its costs in a bid to remain profitable. Unlike some of its competitors however, Lufthansa is also facing extra challenges brought about by its workers. Represented by their labour unions, Lufthansa workers have been on and off strike action since 2008. As recently as March 2013, the airline was insistent that it would continue with its austerity plans, which seeks to cut 3,500 employees and ‘force’ its employees to take longer work days (an extra hour per week), in addition to having no pay rise within a two-year period (Redl 2013). Lufthansa’s Chief Financial Officer (CFO) Simone Menne has been quoted saying that the company is â€Å"ready for new strikes, if necessary also by the pilots† as it pursues its long-term goals of cutting costs and enhancing its profit-making (Redl 2013, para. 6). Adamant that the cost-cutting measures were necessary to protect the company’s long-term growth, Menne stated that the management would not address employees because by so doing, the company would be compromising the airline’s future for the sake of short-term harmony. But what long-term growth was Menne referring to one may ask. Well, according to Redl (2013, para.4), â€Å"Lufthansa is trying to bolster its finances so it can avoid jeopardizing a planned multibillion-euro investment in new, more fuel efficient aircraft†. The main employees’ issues that Lufthansa is grappling with include a 5.2 percent wage increase demand, enhanced job security demands, and improved trainee conditions demands (The Hindu Business Line 2013). The employees are represented by two unions, namely Ver.di, and Unabhangige Flugbegleiter Organisation (UFO). The former is a large union representing a large number of employees at Lufthansa, while the latter is a niche union representing two-third of the flight attendants in the company (Lindsey 2012).Advertising Looking for research paper on bus iness economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Statement of the problem Considering that Lufthansa Airline employees may have an inkling of the financial status of their employer, this research paper seeks to find out some of the reasons why employees still demand wage increments. Additionally, the paper seeks to find out if the management at Lufthansa has behaved in a manner that has prompted employees to feels as if the organisation does not value their input into the company. Drawing from organisational behaviour theories, the paper will also find out if the behaviours exhibited by the employees should be interpreted as an indication of their dissatisfaction with the management. The paper will also investigate some of the viable solutions that Lufthansa can use to end the labour relations stalemate. Methodology This paper uses a review of literature as the main research method. Primarily, the researcher has used academ ic articles as the basis of theory, but has also used online newspapers articles and commentaries to understand the situation in Lufthansa. The researcher used keywords such as ‘managing labour disputes’, ‘managing strikes’, ‘labour disputes and organisational behaviour’ among others when searching various databases for academic articles for use in the literature review. The writer further obtained information about Lufthansa’s strike from online sources, but had to pay particular attention to the use of credible websites such as BBC, the Telegraph among others. The methodology was intentionally meant to help the researcher find, evaluate and synthesise information that would correspond with the task of statement of the problem as described above. Literature review According to Darlington (2012), employees do not always strike because their employers fail to grant them promotions, improved wages, or improved work environments. In some ca ses, the indifferent attitude displayed by the employer is enough to make workers down their tools. In an age where disagreements are bound to occur, Darlington (2012) observes it is how the organisation deals with employees who go on strike that really matters. For starters, Darlington (2012) argues that organisations must be willing to find out what caused the strike, take measures to resolve the strike, and control the consequences of the strike. Most notably, lean organisations are becoming an everyday occurrence in the workplace, and so are changing employee expectations and loyalties. Competition on the other hand, is forcing organisation to rethink and design strategies to improve productivity. According to Darlington (2012), the aforementioned factors present challenges and opportunities, which modern organisations must confront and/or gain meaningful insights from.Advertising We will write a custom research paper sample on Organisational Issues at Lufthansa Airlines specifically for you for only $16.05 $11/page Learn More Writing specifically about the airline industry, Hirsch and Macpherson (2000) observe that though unlikely, labour strikes in the airlines industry can occur, especially if negotiations between airlines and labour unions stall. The labour unions in the airlines industry have substantial bargaining powers (Hirsch Macpherson 2000). Since it is not in the interest of labour unions and the employees they represent to bankrupt their employers, Hirsch and Macpherson (2000) observe that the airline industry (especially in the United States) has developed a compensation plan that enable unionised workers to earn more as the profits increase, and moderate pay increases when airlines are experiencing tight profit margins. For the aforementioned to happen, unions must be able to appropriate company profits, but the company must also embrace innovation in order to develop products and services that generate profits. In novation often comes from the human resource, and this means that increased profits (and the consequent improvement in wages) are a product of good management that encourages good organisational behaviour. The appropriation of company profits by unions also requires good sharing of information between the two parties. Information sharing between union and employers on the other hand requires a good working relationship between the two. According to Bryson (2001), the nature of relationships that exist between unions and employers depends on the efforts and motivation that each side applies towards creating a good working arrangement. According to Bryson (2001) persistent work stoppages through strike actions are a manifestation of the collective distrust and resentment that labour unions (and the employees they represent) have towards the employers. The main prerogative of creating a good relationship between the two parties however appear to remain with the employer; Bryson (2001, p. 91) for example observes, management can â€Å"foster a high trust relationship with employees by ensuring that unions have sufficient power to make a positive contribution to the running of the workplace†. Bryson (2001) further observes that adversarial relationships are also an indicator of the bad faith motives and questionable endgames between employers and employees (represented by labour unions). In some cases for example, disrespect of unions by employers motivate strike actions.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Bryson (2001) however indicates that unions also (sometimes) play a part in creating bad relationships with employers. An example is when union’s bargaining is informed by politicised values, without paying particular attention to the employer’s ability to meet their demands. In a different study, Bryson (2005) observe that unions can also approach bargaining with doctrinaire views with the intention of establishing or enhancing their reputations among workers. In some cases, unions might even have the intention of solidifying their ranks as negotiators by assuming hard-line positions. Considering that strike actions (and the subsequent work stoppages) have greater negative consequences on the employer, Bryson (2005) argues that they (employers) should focus more on interest-based and integrative bargaining as a way of reducing the risks of work stoppages. Specifically, Bryson (2005) observes that negotiations should ideally emphasize commonalities between workers and their employers in order to attain goals and objectives that cater for the interests of both parties. By so doing, the parties would facilitate decision-making that is based on well thought-out assessments of the situation. The decision about work stoppages usually involves both parties making specific considerations. The employees for example judge the costs versus the benefits of such a strike by considering the anticipated price in lost wages, lost goodwill and a loss of concessions that the employer may have pledged against the predicted work stoppage outcome (Gunderson 2001). If the latter is more than the former, employees would no doubt opt to go on strike. The employers on the other hand contrast costs incurred during work stoppages against expected cost of increasing wages, and if the former is greater than the latter, Gunderson (2001) observes that employers usually agree to increase the wages. Through wage increment, the management of a company facing strike threats saves the company from absorbing work stoppage-related costs. Gunderson (2001, p. 444) further notes that unionised employees are â€Å"relatively protected from layoffs, and hence have little incentive to engage in concession bargaining unless a credible threat of a plant closing is imminent†. In some cases, employees may even want to extract high wages from firms that are near bankruptcy. Gunderson (2001) argues that while the intention of employees is to bankrupt a business, the management has a prerogative to protect the interests of the investors. Gunderson (2001) further observes that work stoppages/strikes occur as a result of erroneous outcome assessments by either the employer or the employees and their representative unions. This line of thinking suggests that strikes are mistakes, which result from imperfect information about the economic flexibility of either the employer or the unions. Gunderson (2001) further argues that if union members are well informed about their employer’s ability to tolerate production losses, and if employers are well informed about the union members’ capacity to go without remuneration, strikes would not occur. Drawing information form asymmetric information theories, Tracy (1987) supports the foregoing argument by observing that strikes are sometimes motivated by the union member’s attempt to extract information about the economic condition of the organisation from the employer. In other words, the limited information leads employees to distrust their employers, making strikes the only viable way of extracting information from them. The probability of strikes increases if either parties base their perceptions, demands and/or offers on the opponent’s current position (Darlington 2012). Relying on prevailing indicators (e.g. increased short-term profits and higher costs of living), may lead employees to ask for wage increments. However, if they would consider other leading indicators such as s ecurity of contracts, the threat of business failures, and the competitive environment, perhaps employees would be more considerate when placing their wage increment and other demands. Again, Darlington (2012) indicates that conflicting expectations can be corrected through effective information sharing, which would ideally enable parties to assess the cost and benefits of strike actions from a knowledge-based angle. In a different approach from Darlington (2012), Godard (1992, p. 162) argues that â€Å"strikes should be viewed primarily as expressions of worker discontent rather than a result of imperfect or asymmetrical information†. In a different article (Godard 1998, p.3) observes that the conventional employment relation places workers at a subordinate position to their employers, because, it is generally accepted that â€Å"capital hires labour†. Authority in the workplaces is hence exercised in a manner that places the interests of the owners above those of wor kers. Consequently, workers encounter difficulties related with trust, legitimacy and fairness. Godard (1998, p.3) therefore argues that strikes are largely a manifestation of the aforementioned difficulties, and should therefore be perceived as a â€Å"primary means through which workers are able to collectively voice discontent and distrust, either with the exercise of managerial authority in general, or with management’s position on a particular issue†. Apart from the economic consequences, Godard (1998) observes that strikes can also remodel how parties perceive themselves and each other. The changes in perceptions have implications on employees’ orientations towards work, unions, and their employer. Godard (1998) however observes that strikes are a reflection of the interactions between employers and employees, and the choices they make. Both the interactions and choices are shaped by variables in convention industrial relations, which may include among oth er things, social variables (trust, job satisfaction and effective communication), economic variables (profitability vs. Employee wages), and law variables (the consistency or lack thereof of labour laws with economic models) (Godard 1998). The literature sources reviewed herein reveal that employees chose to go on strike for different reasons. Key among such reasons is distrust in their employers. Such distrust can be triggered by ineffective flow of information between the employees and their employers among other things. The emergent theme from the literature review segment is that strikes are a medium through which employees communicate their dissatisfaction and distrust towards the management. From an organisational behaviour perspective, factors such as fear, moral concerns, affective concerns, and distrust among employees, and the management’s/employer’s inability to array such factors appear to be the underlying causes of strikes. Findings The first major strik e in Lufthansa was in September 2012 involving flight attendants. The strike occasioned some estimated â‚ ¬5-10 million losses to the company (BBC News 2012). The strike did not come as a surprise to analysts, who argued that it (the strike) was the culmination of negotiations which had taken more than a year and eventually stalled. Additionally, the management had deployed temporary workers on some routes despite resistance from unions representing the permanent employees. The deployment of such workers was interpreted to mean that the organisation did not mind what the employees (and their unions) thought. More exasperation on the employee’s side was triggered by a threat by Lufthansa Chief Executive Officer (CEO) Carsten Spohr, who prior to the September 2012 flight attendants strike, had said that the company would hire temporary workers to replace anyone who went on strike. Lindsey (2012) observes that the threat by Spohr triggered even more resistance from workers wh o were daring him to make good his threat. Welt (cited by Lindsey 2012) observes that even if such a threat would have worked to discourage employees from going on strike, it would have compromised the service provision by the same employees to customers. Welt (cited by Lindsey 2012) noted that in addition to Lufthansa being a transportation provider, it is the in-flight services that attract customers (especially considering that ticket prices is no longer a point of competition); as such, grumbling workers would likely offer poor in-flight services to customers and this would have inevitably reduce the airline’s ability to attract customers. Problem Analysis From a sociological approach, there are four interrelated issues that the management at Lufthansa failed to address, and which can be said to have led to increased dissatisfaction by the employees represented by the labour union. The first was the question of hiring temporary workers. At the time, every indication from the management showed that they were being hired to take up the jobs of permanent employees who chose to go on strike. Smith et al. (1993) observes that fear is an emotional result of a perceived threat or danger. It occurs in sudden or unexpected situations where it is believed that rewards or punishment are present (Smith et al. 1993). Fear also occurs when one perceive their control or ability to cope with a situation as being low. Ideally, people respond to fear by seeking support, confronting the situation, avoiding the situation, or practising self-control. In Lufthansa’s case, it would appear that employees responded to fear by confronting the situation and seeking support from the unions. Yet, the continued disregard of conditions set up by the union (e.g. the condition requiring Lufthansa to stop further recruitment of temporarily staff) was not headed by the airline. This could thus mean that the distrust between the two parties worsened. The second issue that the m anagement at Lufthansa failed to address appears to be affective; specifically, it would appear that a significant number of employees represented by both the UFO and Ver.di unions were demoralised by the management’s decision not to increase wages within a two-year period, while increasing the work periods by an hour. While the aforementioned measures were meant to be the employees’ contribution to the airline during the hard economic times, it seems the decision to implement them was not discussed and agreed upon by a majority of the employees. As such, a significant percentage of them felt that the management decision was imposed on them. The strikes, which the Chief Personnel Officer (CPO) at Lufthansa Stefan Lauer says are occurring at a three-months frequency, can thus be interpreted to be an indication that the management have been unsuccessful in convincing employees why the austerity measures are beneficial for both the airline and its employees in the long-te rm. The third factor which Lufthansa failed to address is related the morality of the strikes. According to CPO Stefan Lauer (cited by the Associated Press 2013), the union (ver.di and UFO) that have been pushing for increased wages for their members are motivated by a desire to improve their positions in the fragmented union landscape. In other words, Lauer is arguing that the unions understand quite clearly the reasons why wage increments and other demands placed on the airline cannot be met in the short-term, but their desire to gain credence among the employees they represent is blinding them. While Lufthansa may argue about the morality or lack thereof of the strike organised by unions, it would appear that the management has been adamant in its non-recognition that employees may have genuine issues that need to be addressed. The fourth and perhaps the most important factor that Lufthansa failed to deal with is distrust. Media is awash with news about the tough times faced by a irlines. This means that Lufthansa workers had an understanding of the economic pressures that their employer was facing. The fact that some employees are still clamouring for wage increments is an indicator that perhaps they do not believe that their employer’s financial situation is dire. As indicated elsewhere in this paper, it is not the intention of the employee to bankrupt their employers; after all, most employees understand that their job security is related to continued profitability of the firm. Notably, Lufthansa has indicated that wage increments would jeopardise its future plans to invest more fuel efficient aircrafts (Redl 2013). The question therefore begs, do the employees understand that fuel efficient aircrafts would benefit them, or do they perceive the short-term austerity measures as strategies to benefit their employer in future at their short-term expense? Clearly, such is a question that would clear the air of distrust that exists between Lufthansa and its employees. Possible solutions/ discussion The first possible solution involves Lufthansa compromising its current position and agreeing to the wage increment and working conditions improvements as demanded by the unions. Such an action would correspond to Gunderson’s (2001) views that in some cases, employers cannot concede to wage concessions, and even prefer layoffs, because they have information regarding their ability to pay, that the unions and the employees may not have. Again, such an argument refers to the asymmetric information argument, which Gunderson (2001) observes is a product of the principle-agent framework. The second possible solution involves Lufthansa upholding its stance and using legal means (as it has already indicated) to resolve the dispute. In the meantime, the airline would have to brace itself for occasional disruption to operations and consequent losses whenever the unions call for a strike. As indicated by Gunderson (2001), pleading inabilit y to pay is one way that employers can refuse to meet the high wage demands, and justify layoffs. Considering how costly strikes are, it would be generally understandable that employers would meet the pay demands (and other conditions) if its finances were in good shape; However, the fact that the organisation is absorbing costs occasioned by frequently strikes could arguably mean that the firm is honest in its inability to pay. The third solution would be negotiating for a new deal, which meets the employees in the middle (i.e. agree to some wage increments (ideally the amount should be less than the 5.2% demand by the unions). Already, Lufthansa has offered a 1.2 % wage increase offer with no job guarantees, but it would appear that the Ver.di union is not content with the offer’s contents. If negotiations fail, Lufthansa can table its final offer or state its final conditions, in which case the unions would either have to take or refuse the same. The fourth solution would probably follow British Airways (BA) response to the cabin crew strike led by the Unite Union. BA had responded by removing travel concessions from its cabin crew members who had participated in the strike, and subjecting some of them to disciplinary action. Additionally, the airline used volunteer crew, borrowed some from other airlines and chartered jets (BBC News 2011). During the 7-day strike in 2011, BA reportedly operated 58 percent of its short-haul flights and 79% of its long-haul flights (BBC News 2011). Although it operated below capacity during the seven days, it managed to send a clear message that no one is indispensable. As a result, some workers chose to work during the strike and by so doing, BA succeeded (albeit to a minor degree) in weakening the support that the union enjoyed from employees. Solution and implementation Considering the tough stance taken by both Lufthansa and Ver.di, it would appear that the third solution above (i.e. negotiating) a new deal is the most viable way of resolving the dispute. Before commencing the negotiations however, it would be advisable for Lufthansa to verify whether the strike by workers is as a result of information asymmetry or just a frantic measure by the employees to communicate their discontent and distrust towards the management. Lufthansa must also look into the possibility that Ver.di (and other unions) is using the strikes to remain relevant in a fragmented labour union environment. Whatever the case, Lufthansa must be willing to improve its communication with employees in order to make them willing to support the firm in its long-term strategies. For example, the firm must be willing to explain why the freezes on wage increments were necessary during the two-year period, and must also engage employees the decision to either scrap or uphold the one-hour-per-week work extension. Additionally, the management must specifically pay attention to work councils, because as Europa (2011, p. 8) indicates, they â€Å"are the main form of employee representation at the establishment level†. Engagement with the councils would thus provide a platform from where Lufthansa can address employee concerns in a manner that improves information sharing and trust levels. Through the councils, the management can attempt to appeal to personalities, while reiterating the need to develop citizenship behaviours. According to Ilies et al. (2009), employees who feel valued by the employer are more likely to exhibit good citizenship behaviours, and are even more likely to be satisfied in their jobs even when wages increments are not forthcoming. Ilies et al. (2009) observe that agreeableness and conscientiousness is more evident in organisations with high rates of job satisfaction. Notably, however, job satisfaction is the result of careful development of a deliberate organisational culture, which in addition to enhancing satisfaction, improves other employee dimensions such as performance, comm itment, strategy implementation and cohesion (Lund 2003). Justification It is widely agreeable among scholars that there are no final or definitive solution to the challenges and problems that organisations face. However, Lund (2003) indicates that the dynamics of organisational behaviour requires managers to recognise and separate the bad ideas from the good. Additionally, Lund (2003) observes that managers need to know when to be artful and when to be scientific. In Lufthansa, it would appear that the scientific approach to handling and appealing to employees to support the firm during the tough economic times is not working. Threats do not seem to be working. As such, perhaps it is time that Lufthansa tried to be artful. Effective communication and convincing employees that their future in the company depends on the short-term austerity measures is an ideal way to start. Adopting a cooperative approach towards resolving disputes would also be a wise idea for adoption by the Lufth ansa management. Notably, Lufthansa is not lacking lessons from its past, which it can learn from. In 1999 for example, the airline signed a pay agreement with its employees, which indicated the commencement of wage increments after years of stagnation following its 1991/1992 operational crisis. The years between 1992 and 1999 were termed as â€Å"years of sacrifice† since the firm had to restructure for purposes of enhancing its profit-making potential (EuroFound 2002, p. 13). The eight-year period portrayed that successful labour relations are possible if both parties (employees and employers) understand each other, and share similar goals (at least in helping the organisation to regain its footing in the market). Of special interest to the current management at Lufthansa would probably be the combined use of labour relations, personnel policy and management strategy in the restructuring years as indicated by EuroFound (2002). The smooth relations between the management and the employees (despite heavy union presence at the time) was according to EuroFound (2002, p. 13), a product of the â€Å"traditionally co-operative, consensual and relatively peaceful labour relations at Lufthansa†. The use of the word ‘traditionally’ in the foregoing quote creates the impression that labour relations at Lufthansa have not always been confrontational as witnessed since 2008. Ideally, such information should provide the current management with thought-provoking lesson. Ideally, the management should find out when and why labour relations changed from being â€Å"cooperative, consensual and relatively peaceful† as indicated by EuroFound (2002, p.13), to the current approach where work stoppages have become a regular occurrence. Conclusion From the literature review, and the findings of this research, it is clear that both Lufthansa and employees have valid reasons to their divergent views and positions. On one hand, the management at Lufth ansa has the right to protect the investors’ interests by upholding a wage bill that is within its ability to pay. Employees on the other hand have a right to petition their employer for wage increments and improved working conditions. Both parties are aware of the tough operating environment that airlines face, but it would appear that the employees do not believe their employer’s claim about inability to pay. As indicated herein, it could also be that employees are out to bankrupt the employer, or the unions are just using the strikes to remain relevant. Whatever the case, it would appear that the relationship between Lufthansa and its employees is fraught with distrust. Notably and as indicated in the discussion section, Lufthansa has several approaches with which it can resolve the labour relations problems it is currently facing. The approach Lufthansa takes must be based on the recognition of the important role that its human resource function plays. However, it must also balance the needs and wants of its human resource with the business objectives of the company. In other words, the company needs to embrace a solution that will guarantee its sustainability. One such approach is negotiating a new deal, whose main premise will be founded on trust and transparent sharing of information. References Associated Press 2013, ‘Lufthansa cancels about 1,700 flights amid strike’, The Montana Standard. Web. BBC News 2011, ‘QA: What’s the BA dispute about?’ BBC News Business. Web. BBC News 2012, ‘Lufthansa cancels flights as crew stage second strike’, BBC News Business. Web. Bryson, A. 2001, ‘The foundation of ‘partnership’? Union effects on employee trust in management’, National Institute Economic Review, vol.176, no.1, pp. 91-104. Bryson, A. 2005, ‘Union effects on employee relations in Britain’, Human Relations, vol.58, no.9, pp. 1111-1139. Darlington, R. 2012, à ¢â‚¬ËœThe interplay of structure and agency dynamics in strike activity’, Employee Relations, vol.34, no.5, pp. 518-533. EuroFound 2002, ‘Pacts for employment and competitiveness: case studies Lufthansa AG’, European Foundation for the Improvement of Living and Working Conditions. Web. Europa 2011, Germany: industrial relations profile- facts and figures. Web. Godard, J. 1992, ‘Strikes as collective voice: a behavioural analysis of strike activity’, Industrial and labour relations review, vol.46, no. 1, pp. 161-175. Godard, J. 1998, ‘strikes and the law: a critical analysis’, Industrial Relations, vol. 53, no.2, pp. 258-277. Gunderson, M. 2001, ‘Economics of personnel and human resource management’, Human Resource Management Review, vol. 11, pp. 431-452. Hirsch, B. T. Macpherson, D. A. 2000, ‘Earnings, rents and competition in the airline labour market’, Journal of Labor economics, vol.18, no.1, pp. 125-155. Il ies, R., Spitzmuller, M., Fulmer, I. Johnson, M. 2009, ‘Personality and citizenship behaviour: the mediating role of job satisfaction’, Journal of Applied Psychology, vol. 94, no.4, pp. 945-959. Lindsey, D. 2012, ‘The world from Berlin: ‘A question of Lufthansa’s very future’’, Spiegel Online. Web. Lund, D. B. 2003, ‘Organisational culture and job satisfaction’, Journal of Business Industrial Marketing, vol. 18, no.3, pp. 219-236. Redl, N. 2013, ‘Lufthansa cancels 690 flights as workers strike’, The Wall Street Journal (US Edition). Web. Smith, C., Haynes, K., Lazarus, R. Pope, L. 1993, ‘In search of the â€Å"hot† cognitions: attributions, appraisal and their relation to emotion’, Journal of Personality and Social Psychology, vol. 65, no. 5, pp. 916-929. The Hindu Business Line 2013, We will not risk long-term growth for short-term harmony: Lufthansa finance chief. Web. Tracy, J. S. 1987 , ‘An empirical test of an asymmetric information model of strikes’, Journal of Labour Economic, vol. 2, no. 2, pp. 149-173.

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Dialogues concerning Natural Religion - Essay Example Finally, I will provide a discussion on the various beliefs that Plantinga thinks are properly basic. These discussions will provide a vista to bring forth arguments on Plantinga and Clark’s arguments against classical foundationalism. The main aspect under discussion, which forms the thesis problem, is the Hume’s evidentialist objection to belief in God being a function of the truths within classical foundations and such truths may not be very valid and logical especially in the contemporary philosophy. Classical foundationalism is a theory and structure of knowledge that adheres to specific forms of internalism especially in reference to providing justifications to some basic beliefs. Classical foundationalism stems from the concept of modern foundationalism developed by Rene Descartes. Rene proposed the principle of modern foundationalism on the basis of sense (Descartes 80-81). The forms of internalism are not only limited to justification of basic beliefs but also the strong access to specific requirements such as infallibility, indubitability, and incorrigibility revolving around the basic beliefs. There have been increased debates on classical foundationalism within the world of philosophy. Most of the debates revolve around the aspects that make classical foundationalism a more convincing philosophical concept and aspects that discredit the philosophical concepts. Contemporary philosophers continued to argue for and against the propositions of the classical foundationalism a s a philosophical perspective. In such debates, various propositions have been identified to support the concepts and existence of classical foundationalism. Plantinga confirms that classical foundationalism exists in the proposition that, A belief is acceptable for a person if and only if it is either (i) basic (i.e. self-evident or incorrigible), or (ii) believed on the evidential basis of propositions that are acceptable and that support it

Financial Accounting and Reporting Essay Example | Topics and Well Written Essays - 1750 words

Financial Accounting and Reporting - Essay Example The formation of the bank was done in cooperation by Unit Trust of India, General Insurance Corporation of India, Life Insurance Corporation of India and also four other Public Sector Undertaking (PSU) companies of insurance namely The New India Assurance Company Ltd., United India Insurance Company Ltd., National Insurance Company Ltd. and The Oriental Insurance Company Ltd. (Axis Bank, 2007).Presently, the bank occupies the third position among the banks in private sector to have a Pan network in India which includes over 1281 branches and Automated Teller Machine (ATMs) numbering 6270 making the bank to have the biggest system of ATMs in the country (Pandit, 2008; Axis Bank, 2007). In the year 2007, a decision regarding having its own individuality different from UTI-I as its parent was taken by the bank authority. And this is how the brand name ‘Axis’ was born. The bank was successfully accomplished to rebrand itself with its new name as ‘Axis Bank’. Thi s had assisted the bank to get rid of the dim perception as an entity that was government owned (Pandit, 2008).According to Axis Bank’s Annual Report for the fiscal year 2011, Rs. 3,388.49 crores was reported as its net profit. The earnings as well as the business of the Bank grew sturdily over the previous years. The net profit of the bank also rose by a considerable amount of 34.76 percent compared to the previous year. The substantial expansion in the business in all the segments was revealed in the form of vigorous financial indicators. The total income of the bank increased by 26.97 percent and reached to Rs. 19,786.94 crores in the financial year 2010-11 in comparison to Rs.15,583.80 crores in the last year. The return from operations in this period augmented by 25.08 percent to an amount of Rs.11, 195.12 crores whereas the profit in relation to operations rose by 22.42 percent and amounted to Rs. 6,415.69 crores (Moneycontrol, 2011). The progress in terms of revenue ca n possibly be credited to the performance of the central income streams of the bank such as the income from net interest (NII) as well as other incomes and fees. NII augmented by a percent of 31.14 to an amount of Rs. 6,562.99 crores which was more in numbers compared to last year i.e. 2009-10, whereas other income as well as fee rose to Rs. 4,632.13 by 17.39 percent in comparison to the previous year i.e. 2009-2010. The increase in NII by such a considerable percent of 31.14 was an outcome of the vigorous progress in the low-cost deposits of Current Account and Savings Bank (CASA) and also in assets on a regular average basis. All through the period, the entire earning assets amplified by 34.70 percent to an amount of Rs. 179,573 crores on a regular average basis and which had augmented in comparison to last year i.e. 2009-10. A progress of 32.81 percent was also observed in relation to the low-cost deposits in CASA which had increased from the previous year i.e. 2009-10 on a regul ar standard basis and which even assisted the bank to hold on to the funding prices (Moneycontrol, 2011). Additional income including fees, miscellaneous income and trading profit even augmented to 4,632.13 crores by a percent of 17.39 compared to the previous y

Picornavirus Life Cycle and Processing of Proteins

Picornavirus Life Cycle and Processing of Proteins Introduction Picornaviruses are small positive strand RNA viruses with single stranded genomic RNA capable of causing various diseases in humans (Porter, 1993). The picornavirus RNA genome has 3 poly(A) tail and a virus encoded particle Vpg at the 5 end. Unlike other RNA genome viruses, picornavirus doesnt contain a 7- methyl guanosine cap at the 5end intead they contain VPg a viral protein linked at the 5 end of the genome (Bedard and Semler, 2004). IRES (Internal ribosome entry site) is a clover leaf secondary structure at the 5 non-coding region and in the polypeptide there is a 3 noncoding region which contains the poly(A) tract required for the synthesis of minus RNA strand for RNA replication and translation. The minus strand RNa increases the efficiency of RNA replication and translation. The structural and non structural proteins are found at the polyprotein and the polyprotein is divided into three regions such as P1, P2, P3 where P1 contains the structural proteins (VP1, VP2, VP3 and VP 4) required for capsid formation and the non structural proteins P2 and P3 are required for replication and membrane rearrangement. The P2 and P3 region contains proteinase 3C and viral RNA dependent polymerase 3D (Stanway, 1990). There are 11 mature polypeptides with three main cleavage intermediates. UTR- Untranslated region; IRES- Internal ribosome entry site; VPg- Viral protein genome-linked (Lin et al, 2009). Processing of proteins The processing of proteins starts from the primary cleavage occurring between P1 and P2, mediated by viral protease 2A containing the cysteine nucleophile and it cleaves P1 and P2 leaving the viral polyprotein at cis. The P2 and the P3 precursors are separated from P1 region. For aphthovirus self cleavage takes place at the P1 domain region of the polyprotein by L proteinase at the cis whereas the L proteins in cardiovirus possess no proteolytic activity and hence in aphthovirus the cleavage of P1 is initiated by proteinase 3C. 2A proteinase also cleaves the cellular factors in entero and rhinovirus where eIF4G, a cap binding complex is cleaved and due to this even the there is a shut off in host translation. The L proteinase also cleaves eIF4G in aphtho virus during primary cleavage (Ryan and Flint,1997). There are four structural proteins in Picornavirus capsids such as VP1, VP2, VP3 and VP4 where the VP4 protein is inside of the capsid. The VP4 proteins are formed by the cleavage of VP0 precursor, late during the assembly and are modified after translation by the covalent attachment of myristic acid at the amino terminus (Cann, 1997). Picornaviruses consist of three types of proteinase L, 2A and 3C. the aphtho or F M D V polyproteins are processed by more than one proteinase. The L proteinase are available in two forms Lb pro and Lab pro. L pro possess the same function as 2A proteinase of entero and rhinovirus which cleave the host cell protein eIF4G but the major difference between L pro and 2A is that the L pro cleave in between Gly479 and Arg470 residues whereas 2A cleave in between Arg486 and Gly487. Lb pro plays a major role in substrate binding and also in shut off host cell translation like that of 2A proteinase (Ryan and Flint,1997). 2A proteinase cleaves at its own N terminus and the primary cleavage is carried at the P1 capsid protein precursor. The nature of 2A proteinase is unclear and the sequence similarities led to the understanding that 2A pro catalytic triad composed of His20, Asp38 and also an active site nucleophile of cysteine. 2A pro can be inhibited by active thiol proteinases such as iodoacetamide and N-ethylmaleimide. 2A proteinase also inhibits the host cell protein synthesis which mediated the cleavage of eIF-4G, a 220K Da polypeptide but it was later understood that the 2A pro just initiated as an activating factor for another proteolytic activity to cleave eIF-4G. Generally 2A pro shuts off the host cell translation because eIF-4G deals with cap dependent mode of translation in host cell. In poliovirus, 2A acts a trans activator of translation at IRES when host cell is not imhibited. When 2A pro was mutated it led to loss of cleavage activity in trans but not in cis, and no replication of vira l RNA was seen hence this confirms that 2A pro is required for viral RNA replication. The aphtho and cardiovirus 2A proteinase show no sequence similarity to entero/rhino virus although 2A protease are similar in size. The primary cleavage of hepatovirus and echovirus does not take place by the cleavage of 2A proteinase and the 2A protein in hepatovirus and echovirus showed no proteolytic activity (Ryan and Flint,1997). 2B and its precursor 2BC is a viral protein consisting of two hydrophobic regions with ÃŽ ± amphipathic a-helix domains leading to the alteration of membranes in the infected cells. The virus induced vesicles are formed when 2B and its precursor 2BC enter into the host membrane of Golgi and ER complex by altering the permeability of plasma membrane to form virporin complex. Once the 2B and the precursor 2BC enters the host there is an imbalance in Ca2+ homeostatis mechanism and blocks protein transport from ER to Golgi and also initiates anti-apoptosis property. The 2B protein also blocks the activation of IRF-3 in Hepatitis A virus through which the cellular IFN-ÃŽ ² gene transcription is inhibited so that there is no harm to Hepatitis A virus in the host. (Lin et al, 2009). The vi ral RNA was anchored for the spatial arrangement required for replication by the 2C protein. The mutagenesis experiments confirmed that the 2C proteins are involved in strand separation of viral RNA while replication (Porter, 1993) Secondary cleavage: The secondary cleavage is carried out within the viral proteins and hence it is mediated by 3C proteinase which plays a very important role in protein processing and RNA replication. The replication proteins are generated within the P2 and P3 precursor proteins when 3C self cleaves at the P3 region of the polyprotein. 3C proteinase or the 3CD precursors cleaves the poly(A) binding protein to inhibit viral translation during late poliovirus infection. 3C also cleaves the host cell protein required for transcription. The key processing step for the viral protein processing cascade is initiated by 3C proteinase. The 3CD proteins also play a major role in carring out important functions during RNA replication (Bedard and Semler, 2004). The major function of 3C proteinase in secondary cleavages is that it process the capsid and the replicative protein precursors. The processing of capsid in poliovirus is done by 3CD proteinase and not 3C proteinase. The 3C proteins are also used to cleave various number of host cell proteins such as histone H3, transcription factor IIIC, TATA binding protein and microtubule-associated protein 4. The 3CD proteinase depends on the host cell protein EF-1 ÃŽ ± and the host cell factor is replaced by 3CD forming 3AB:3CD proteinase complex to bind at the 3 end of the poliovirus genome (Ryan and Flint, 1997). The 3A protein inhibits the cellular protein function and also presents the membrane proteins during viral infection. When the poliovirus 3A protein was mutated, the uridlylation of VPg was affected and also inhibited the viral RNAs plus strand initiation (Porter, 1993). 2B is a viral protein which is required for virion release by altering the cell membrane increasing permeability which is required for poliovirus RNA replication. 2C proteins and its precursor 2BC is necessary for the re-arrangement of intracellular membranes and also for the viral induced cytoplasmic vesicles. 2C binds with the minus strand of poliovirus RNA at the 3 non coding region and hence it plays a role in positive RNA viral strand synthesis and also in minus strand RNA synthesis. 3C and 3D protein helps in immune response interference and also in viral RNA replication. 3A protein is very much important because these proteins help the picornaviruses to escape from MHC-I ( Major histo compatability) expression and intracellular membrane transport by inhibiting both the MHC-I and intracellular membrane transport of the host cell. 3B protein also called as VPg is linked to the 5 end of both the positive and negative strand RNAs. 3AB, 3C, 3CD and 3D are required during the proces s of assembly in replication and also initiates viral RNA polymerase 3D and self cleavage of 3CD. 3C and 3D are involved in binding viral RNA, protein processing and RNA replication. The cloverleaf structure of poliovirus virus and coxsackievirus consist of stem loops in which the viral polymerase precursor, 3CD binds to the stem loop I. 3CD also binds with the host cell protein poly r(C) binding protein 2 (PCBP2) to help only in RNA replication. 3D is responsible for VPg uridylylation and RNA chain elongation while synthesising viral RNA because it contains RNA dependent polymerases and even tends for error prone and mis-incorporation of 1-2 nucleotides per replication (Bedard and Semler, 2004). VP1, VP2 and VP3 are the three larger capsid proteins folded into eight stranded antiparallel ÃŽ ² barrels and a small fourth protein called VP4 is located inside the capsid. The 3C protease cleaves VP3, VP1 and VP0 at the P1 region. The amino termini of VP0, VP3, VP1 initiates the assembly of the virion particle. VP0 peptides are cleaved into VP2 and VP4 at the final stage of processing and assembly. VP4 and VP2 are adjacent to each other at their ends when cleaved. The infection of the host is initiated when the capsid proteins bind to the receptor on the host membrane. ICAM-1 (intercellular adhesion molecule 1) is the receptor molecule for the major rhinovirus which binds the cell to adjacent substrates. Poliovirus receptor molecule is an integral membrane protein consisting of one variable and two constant domains and this receptor molecule attaches to the host cell to initiate replication process. The general receptors used by the various picornaviruses are poliovirus receptor f or poliovirus attachment, ICAM-1 receptor for major rhinovirus, LDL-R for minor group rhinovirus, CD55 or DAF receptor for some echoviruses and group B coxsackie B1-B6 receptors. A deep cleft known as canyon is formed by flanking the monomers, VP1, VP2 and VP3 which helps the virus to escape the immune response by the host cell. The interaction of capsid proteins with the intracellular host factors affects the induction of apoptosis (Lin et al, 2009). Host cell shut off mechanism The mRNA of picornavirus is uncapped and hence the translation takes place by directly introducing ribosomes at internal ribosome entry sites (IRES). The cleavage of eukaryotic translation initiation factor, eIF4G by 2A protease inhibits the cap dependent mRNA translation of the host cell. When poliovirus is introduced into the host it inhibits the host cell translation leading to apoptotic cell death. The eIFGII is more resistant to the infection of poliovirus than eIFGI. The death inducing proteins encoded by cellular mRNA were translated by cap independent translation leading to apoptotic death. The cleavage of eIF4GI by caspase 3 also induces apoptotic cell death but differs from poliovirus 2A protease process. Severe inhibition of translation leading to apoptosis is seen by both the caspase 3 activity and 2A protease. IRES elements in mRNAs encode proteins which regulate apoptotis. Even poly (A) protein and dystropin protein are also cleaved by 2A protease.. Hence, the cleavage of poly(A) binding protein by 2A protease cause apoptotis and the cleavage of dystrophin protein can induce apoptotic process due to cytoskeleton disruption (Goldstaub et al, 1999). The enterovirus 2B protein suppresses apoptotic pathway of the host cell by controlling intracellular Ca2+ homeostatis. The apoptotic responses are initiated by the 3C and 2A proteinase to inhibit cellular transcription and cap dependent translation. When the 2B proteins are suppressed by caspase-3 activation it leads to apoptotis (Campanella et al, 2004). The cellular mRNAs encode for the death inducing proteins which are translated by cap independent translation. When eIF4GI and eIF4GII are cleaved by 2A protease it leads to apoptotic death because it inhibits cap dependent translation. The 2A proteins also cleave the poly(A) binding protein and the dystropin protein which leads to apoptotis through a translational mechanism (Goldstaub et al, 2000). The eIFE is the component of cap binding complex of cap structure at 5 end of mRNA. The 40 S ribosomal subunit checks at the 5 non coding region until it finds the initiating codon or the the authentic start codon AUG and then sends a signal to the 60S to form a complex. For translation to occur in mRNA the 5 non coding region with the cap end should bind with the eIFE and once it binds to the cap the 40 S ribosomal subunit scans for the authentic initiation or start codon AUG and once it finds the AUG codon it gives a signal to 60 S ribosomal subunit to form a complex with 40 S and initiate the translation along with initiation factors (Bedard and Semler, 2004). In picornavirus the 5 end of mRNA in the non coding region is not capped and hence to initiate translation, the cap independent mechanism is required. Hence in picornavirus, the 40 S ribosomal subunit scans for ribonucleo protein complex at 5 non coding region and initiation take place to recognise authentic start codon. The eIF4G is cleaved by viral proteinase 3C and 2A which shuts off the host cell translation (cap dependent) and also cleaves poly(A) binding protein (PABP)and hence it inhibits the host cell translation. When the host cell is infected by Foot and mouth disease virus (FMDV), the eIF4G subunit which is responsible for the cap dependent translation of the host is cleaved by the L protein and for the Encephalomyocarditis virus (EMCV), the cap dependent translation of host is blocked by a repressor protein 4E-BP1 which binds at the 5 cap region and hence the repressor protein 4E-BP1 blocks the binding of eIF-4E which is the cap binding subunit and hence the host translation is shut off. The Hepatitis A virus (HAV) does not shut off the host translation because it requires eIF4G for its translation (Bedard and Semler, 2004). All picornavirus consist of internal ribosome entry site (IRES) and are mapped to the 5 non coding region. There are four types of IRES seen in picornaviruses based on the RNA secondary structures. The enterovirus and rhinovirus comes under the Type I IRES. Aphthovirus and cardiovirus comes under the Type II IRES and the Hepatitis virus comes under the Type III IRES. The porcine reschovirus comes under the Type IV elements. The IRES mediated translation is initiated by two factors Canonical initiation factors and IRES trans-activating factors. Canonical initiation factors to initiate IRES mediated translation: The IRES elements of poliovirus and EMCV are similar and require the initiation factors to be primed at the 40S ribosomal subunit. The IRES mediated translation is initiated by certain canonical factors such as eIF4G and eIF4B to bind to the viral RNA and also certain other subunits such as eIf3 and eIF2 to pre-bind to the 40 S ribosomal subunits. The IRES translation of poliovirus and EMCV is promoted by the poly(A) binding protein (Lin et al, 2009). Noncanonical initiation factors to initiate IRES mediated translation: The polypyrimidine tract-binding protein (PTB) is a 57 KDa mRNA splicing factor which increases and promotes the activity of IRES in poliovirus. The molecular switching from translation to the replication of poliovirus is done by the proteolytic cleavage of PTB. The PTB also functions as RNA chaperon by stabilizing the type II IRES of FMDV and EMCV. Lupus autoantigen (La) is a 52 KDa of nuclear protein which binds to certain distinct parts of HAV IRES and with small interfering RNA and hence the HAV IRES translation and replication is suppressed. Poly(rC) binding protein (PCBP2)bind to the type I IRES of picornavirus and hence it leads to internal initiation of translation in type I IREs elements. The heterogenous nuclear ribonucleoprotein A1 (hnRNP A1) is an RNA binding protein which binds to the 5 UTR of HRV2 and regulates transcription (Lin et al, 2009). The picornavirus infection has lowered the level of host cell transcription and hence there is a increase in the number of viral RNA molecules. The nuclear localization signal (NLS) present in the poliovirus 3D protein targets the 3CD precursor to the nucleus for autocatalytic final maturation and allow the release of 3C protease (Bedard and Semler, 2004).) Picornavirus RNA replication: The new positive and negative strand viral RNA are synthesised by using the viral encoded RNA dependent RNA polymerase 3D. The RNA dependent RNA polymerase 3D acts as a protein primer and forms VPg-pU-pU which initiates the viral RNA replication and the process is known as VPg uridylylation. When VPg uridylylation is done, the poly(A) tract at the 3 end acts as an initiation site for the synthesis of negative strand RNA synthesis. The negative strand developed act as a template for the synthesis of new viral positive RNA strand by cap independent translation. Many or numerous copies of positive viral RNA strand can be synthesised from a single negative strand. In picornaviruses, there are numerous RNA sequences and secondary structures within the 5 non coding region which are essential for the RNA replication. The viral protein 3CD and the host protein, PCBP binds at the 5 cloverleaf structure of the non coding region. The cellular host protein PCBP binds to loop b and the 3CD binds to loop d of the 5 cloverleaf structure. A ternary complex is formed when 3CD and PCBP2 binds with the cloverleaf structure along with the viral RNA to form RNA replication. When PCBP2 was depleted, there was poor RNA synthesis in poliovirus and hence it was recognised that PCBP2 play a vital role in RNA replication. PABP is a cellular protein which binds to the poly(A) tract at the 3 end of viral RNA interact with 5 cloverleaf structure of PCBP2 and the viral protein 3CD. When the PABP at the 3 end interact with PCBP2 at the 5 end, the viral RNA may interact and hence there is an initiation of replication process. Even the 3AB and 3CD proteins interact at the 5 cloverleaf structure to each other there by initiating viral RNA replication. The cis-acting replication element (cre) was found within the coding region of picornavirus genomic RNA which is required for viral replication and viability. In aphthovirus the cre structure is at the non coding region of the 5 end. The cre sequence AAACA was found in the conserved hairpin structure at the coding region of picornaviruses required for RNA replication. The cre elements act as a binding site for viral replication proteins and also as a template for VPg uridylylation. At cre element, VPg is more efficient than at the poly(A) tract and uridylylation on cre structure leads to only positive strand RNA synthesis and for uridylylation and replication initiation of the minus strand uses the poly(A) tract. The interaction between 3CD with cre and cloverleaf RNA may arrange the viral RNA structurally for efficient RNA replication. The 3 NCR and the 3 poly(A) tract forms the site of replication for minus strand RNA synthesis. The poly(A) tract at the 3 end functions for virus viability, impart stability and also for the efficient RNA replication by interacting with viral RNA at the 5 end (Bedard and Semler, 2004). The negative strand is first formed by using the VPg protein primer and the VPg plays an important role in replication. The enzymatic activity of 3D polymerase has lead to VPg uridylylation which covalently couples with the tyrosine residue in the VPg protein. The 3 poly (A) tract template may also involve other host proteins for replication. The 2C bind at the 3 end the negative strand showing ATPase activity. The RNA polymerase 3D unwinds to develop viral RNA synthesis (Bedard and Semler, 2004).

Behavior Management of Exceptional Children

BEHAVIOR MANAGEMENT OF EXCEPTIONAL CHILDREN: TRANSITION SERVICES Transition Services is defined by the 1997 Amendments to the Individuals with Disabilities Act (IDEA) as a coordinated set of activities for a student, designated within an outcome-oriented process, which promotes movement from school to post-school activities including: post-secondary education, career training, adult services, independent living, community participation, and integrated employment (including supported employment. The coordinated set of activities shall be based upon the individual needs of each student, taking into consideration his/her preferences and interests. IEP goals and objectives are required for the following areas: * Instruction * Related Services * Community Experiences * Development of employment and other post-school adult living objectives * Daily living skills and functional vocational evaluation are required. â€Å"The importance of the transition specialist, or career education specia list, in the types of projects cannot be underestimated. The relationships these staff members maintain with the participants are crucial to the structure and success of these services†(Bullis and Cheney, 1999). Vocational Assessments Vocational Evaluation is a comprehensive process that systematically uses work activities, (either real or simulated), as the focal point for assessment of capabilities, vocational exploration and guidance. The purpose of vocational evaluation is to assist individuals in vocational development. Vocational evaluation incorporates medical, psychological, social, vocational, cultural, and economic data into the assessment process to determine realistic vocational areas. Transition Planning Transition planning begins at a very early age. It continues through each educational phase of the student's life, culminating with adult living. A continuum of services focuses upon a student's preparation for transition through participation in career awareness activities, career exploration, vocational training and employment. A continuum of Transition Services has been developed to serve as a guideline for transition planning. The continuum begins at preschool and ends at age 22. Transition planning is documented in the Individualized Education Program (IEP) beginning at age 14. â€Å"There is a lack of student and parent output, little documentation of transition plan specifics for each student, and IEP that were almost exclusively academically focused with no obvious links between goal/objectives and transition outcomes. Indeed, these weaknesses in the use of the IEP process and document planning for transition directly affect the implementation of transition services†(Collet-Klingenberg, L. L. , 1998). It is the responsibility of the IEP chairperson – usually the special education teacher – to arrange IEP / transition planning meetings for students at age 14 and older. The IEP notice to parents must include the following information: * The purpose of the IEP meeting is to develop / review the IEP and to consider Transition Services for inclusion into the IEP. * The student is invited to attend the IEP meeting. * Appropriate agency representatives have been identified and invited to the IEP / transition planning meeting. The IEP transition meeting must include all required IEP participants, plus two other representatives, as follows: * Parents or Legal Guardians * Special Education Teacher * Regular Education Teacher * Public Agency Representative (if appropriate) * Student * Other Individuals at the discretion of the parent or agency * Interpreter, when the parent or legal guardian is deaf or not proficient in the English language. * Career Education Teacher / Coordinator If the student does not attend the meeting, steps should be taken to ensure that his/her preferences and interests are considered. If an invited agency representative is unable to attend the meeting, other steps shall be taken to obtain participation. The IEP /Transition Planning meeting participants will provide input for expected outcomes. The following questions may be discussed. * What are the interest, preferences, and goals of the student after graduating or exiting school? * What support would be required to reach post-secondary goals? * Will the student be referred to an adult agency? * What type of adult agency service(s) is needed after graduation, if any? Who will be responsible for the referral(s) (i. e. special education teacher, the school based staff, parent, student, others? * Who will follow-up to ensure that the linkage between the school and adult agency(ies) was established? The IEP Team will develop transition goals and objectives that focus on the desired adult outcomes (long range transition goals). Students' preferences, strengths and limitations, career / vocational skills development, n eeded support services, job availability, medical and transportation requirements are also considered. Parents' expectations of desired student outcomes should be obtained and considered. What exactly is the Transition Plan? The Transition Plan is a part of the IEP. It includes long-range transition goals, indicating the students' preferences and interests after exiting school, are identified. â€Å"The skills needed to be successful in post secondary educational and vocational; settings, such as self-awareness, awareness of appropriate career options, and the ability to engage in self-advocacy when necessary, takes many years to develop† (Janiga,s. , J. ; Costenbader, V. 2002). Transition Services needed to achieve the long-range goals are determined. Agencies involved in transition planning while the student is still in school should be identified. That involvement is considered â€Å"agency linkages†. Transition goals and objectives are written. Agency responsibilities should be recorded in the IEP on the Transition Plan. Transition activities (objectives), persons re sponsible for the activities, and timelines are recorded. If an agency fails to fulfill its responsibilities, the IEP Team must reconvene to identify alternative strategies. Transition plans are reviewed, discussed and developed annually. The special education teacher, who completes the Transition Checklist, maintains a summary of transition planning. The Transition Checklist is reviewed and updated annually at the IEP meeting. A copy of the Transition Checklist is provided to the parent / guardian for further reference and planning. To assist in the development of transition plans at the IEP meeting Guidelines for transition services agenda is used. The guidelines outline what should be done before, during and after the IEP meeting. Records Keeping The special education teacher maintains a portfolio for each student, beginning at age 14, or grade 9. The portfolio documents a collection of evidence of the student's skills, abilities, and employment competencies (see your school's Special Education Coordinator or your school-based Transition Coordinator to obtain the portfolio). The student is responsible for participation in the development and maintenance of his / her transition portfolio. Portfolios are maintained as documentation of transition services activities. Adult Agencies An adult agency representative can attend IEP / Transition meetings for students who are 16 years of age, or in the 11th grade, and thereafter, if considered necessary by the IEP Team. An agency representative may attend IEP / Transition meetings for student's age 14 or younger, if considered necessary by the IEP Team. Some students will move from school to adult life requiring little or no more involvement with adult agencies than their non-disabled peers. Examples of such agencies or services are community colleges, vocational technological schools, other post-secondary educational institutions and the military. Other students may require time-limited adult services, such as the Rehabilitation Services Administration (RSA). There are also students who will need ongoing support from adult agencies such as the Mental Retardation and Developmental Disabilities Administration (MRDDA). The IEP Team will determine which services may be appropriate for such students. Adult agencies may include, but are not limited to, the following: * Rehabilitation Service Administration Mental Retardation and Developmental Disabilities Administration * Commission on Mental Health Services * Others Private agencies representation may be invited by parent / guardian or student of appropriate: * College / Community College * Vocational Technical Schools * Adult Education Services/ Training * Armed Forces * Others Transportation for Special Education Transport ation is a related service for special education students when it is necessary in order for a student with a disability to participate in an appropriate educational program. The Multi-Disciplinary Team (MDT) makes individual decisions about transportation during the development of the Individualized Education Program (IEP) and placement. The MDT must consider the following: * Determine a need for specialized transportation and reflect the need in the student's IEP * Review the student's need for transportation at any IEP review * Qualifications for transportation include the following: * Limited sensory or physical endurance Significantly reduced intellectual development; and/or reduced problem solving skills Parents must do the following in order for transportation to be provided for their children: * Provide accurate address information to the Division of Special Education and ensure that it is updated if necessary during the school year * Call your child's principal of any address changes during the school year. It can take 3 to 10 school days to make transportation changes during the school year * Have your child ready when the bus arrives in the mor ning * Meet the school bus in the afternoon. BIBLIOGRAPHY Bullis, M. , ; Cheney, D. (1999). Vocational and Transition Interventions for Adolescents and Young Adults with Emotional or Behavioral Disorders. Focus on Exceptional Children, 7, 1-24. Collet-Klingenberg, L. L. , (1998). The Reality of Best Practices in Transition: A Case Study. Exceptional Children, 1, 67-78. Janiga, S. , J. ; Costenbader, V. , (2002). The transition from High School to Postsecondary Education for students with Learning disabilities: A Survey of College Service Coordinators. Journal of Learning Disabilities, 5, 462-8, 479.

A History of Flag-Burning and Flag Desecration Laws in the U.S.

Flag-burning is a potent symbol of protest in the United States, conveying sharp criticism of the state and stirring a deeply emotional, nearly religious fury in many of its citizens. It treads one of the most difficult lines in U.S. politics, between the love of the countrys most cherished symbol and the freedom of speech protected under its Constitution. But flag-burning or desecration isnt unique to the 21st century. It first became an issue in the U.S. during the Civil War. After the war, many felt that the trademark value of the American flag was threatened on at least two fronts: once by the preference of white Southerners for the Confederate flag, and again by the tendency of businesses to use the American flag as a standard advertising logo. Forty-eight states passed laws banning flag desecration to respond to this perceived threat.  Heres a timeline of events. History of Flag Burning Chronology Most early flag desecration statutes prohibited marking or otherwise defacing a flag design, as well as using the flag in commercial advertising or showing contempt for the flag in any way. Contempt was taken to mean publicly burning it, trampling on it, spitting on it, or otherwise showing a lack of respect for it. 1862: During the Civil War-era Union occupation of New Orleans, resident William B. Mumford (1819–1862) is hanged for tearing down a U.S. flag, dragging it through the mud, and tearing it to shreds. 1907: Two Nebraska businesses are fined $50 apiece for selling bottles of Stars and Stripes brand beer, a violation of Nebraska state flag desecration law. In  Halter v. Nebraska, the U.S. Supreme Court finds that even though the flag is a federal symbol, states have the right to create and enforce local laws. 1918: Montanan Ernest V. Starr (born 1870) is arrested, tried, convicted, and sentenced to 10–20 years of hard labor for failing to kiss the flag, calling it a piece of cotton with a little bit of paint. 1942: The Federal Flag Code, which provided uniform guidelines for the proper display and respect shown to the flag, is approved by Franklin Roosevelt. The Vietnam War Many antiwar protests occurred in the last years of the Vietnam War (1956–1975), and many of them included incidents of the flag being burned, decorated with peace symbols, and worn as clothing. The Supreme Court only agreed to hear three of the numerous cases. 1966: Civil rights activist and World War II veteran Sidney Street burns a flag at a New York intersection in protest against the shooting of civil rights activist James Meredith. Street is prosecuted under New Yorks desecration law for defy(ing) the flag. In 1969, the Supreme Court overturned Streets conviction (Street vs. New York) by ruling that verbal disparagement of the flag—one of the reasons for Streets arrest—is protected by the First Amendment, but it didnt directly address the issue of flag-burning. 1968: Congress passes the Federal Flag Desecration Law in  1968 in response to a Central Park event in which peace activists burned American flags in protest of the Vietnam War. The law bans any display of contempt  directed against the flag but doesnt address the other issues dealt with by the state flag desecration laws. 1972: Valerie Goguen, a teenager from Massachusetts, is arrested for wearing a small flag on the seat of his pants and is sentenced to six months in jail for contempt of the flag. In Goguen v. Smith, the Supreme Court ruled that laws that ban contempt of the flag are unconstitutionally vague and that they violate the First Amendments free speech protections. 1974: Seattle college student Harold Spence is arrested for hanging a flag upside down and decorated with peace symbols outside his apartment.  The Supreme Court ruled in  Spence v. Washington  that affixing peace sign stickers to a flag is a form of constitutionally-protected speech. Court Reversals in the 1980s Most states revised their flag desecration laws in the late 1970s and early 1980s to meet the standards set in Street, Smith, and Spence. The Supreme Court decision in Texas v. Johnson would ramp up citizen outrage. 1984: Activist Gregory Lee Johnson burns a flag in protest against President Ronald Reagans policies outside the Republican National Convention in Dallas in 1984. He is arrested under Texas flag desecration statute. The Supreme Court struck down flag desecration laws in 48 states in its 5-4 Texas v. Johnson  ruling, stating that flag desecration is a constitutionally protected form of free speech. 1989–1990: The U.S. Congress protests the Johnson decision by passing the Flag Protection Act in 1989, a federal version of the already-struck state flag desecration statutes. Thousands of citizens burn flags in protest of the new law, and the Supreme Court affirmed its previous ruling and struck down the federal statute when two protesters were arrested. A Constitutional Amendment Between 1990 and 1999, dozens of flag desecration events were subject to formal actions by criminal justice systems, but the Johnson decision prevailed. 1990–2006: Congress makes seven attempts to overrule the U.S. Supreme Court by passing a constitutional amendment  that would make an exception to the First Amendment. Had it passed, it would have allowed the government to ban flag desecration.  When the amendment was first brought up in 1990, it failed to achieve the necessary two-thirds majority in the House. In 1991, the amendment passed in the House overwhelmingly but was defeated in the Senate. The last attempt was in 2006, in which the Senate failed to confirm the amendment by one vote. Flag Desecration and Laws Quotations Justice Robert Jackson  from his  majority opinion  in  West Virginia v. Barnette  (1943), which struck down a law requiring schoolchildren to salute the flag:   The case is made difficult not because the principles of its decision are obscure but because the flag involved is our own...But freedom to differ is not limited to things that do not matter much. That would be a mere shadow of freedom. The test of its substance is the right to differ as to things that touch the heart of the existing order.If there is any fixed star in our constitutional constellation, it is that no official, high or petty, can prescribe what shall be orthodox in politics, nationalism, religion, or other matters of opinion or force citizens to confess by word or act their faith therein. Justice William J. Brennan  from his 1989  majority opinion in  Texas v. Johnson: We can imagine no more appropriate response to burning a flag than waving ones own, no better way to counter a flag burners message than by saluting the flag that burns, no surer means of preserving the dignity even of the flag that burned than by—as one witness here did—according its remains a respectful burial.We do not consecrate the flag by punishing its desecration, for in doing so we dilute the freedom that this cherished emblem represents. Justice John Paul Stevens from his dissent in  Texas v. Johnson  (1989):   The ideas of liberty and equality have been an irresistible force in motivating leaders like Patrick Henry,  Susan B. Anthony, and  Abraham Lincoln, schoolteachers like Nathan Hale and Booker T. Washington, the Philippine Scouts who fought at Bataan, and the soldiers who scaled the bluff at Omaha Beach. If those ideas are worth fighting for—and our history demonstrates that they are—it cannot be true that the flag that uniquely symbolizes their power is not itself worthy of protection from unnecessary desecration. In 2015, Justice Antonin Scalia explained why he cast the deciding vote in Johnson: If it were up to me, I would put in jail every sandal-wearing, scruffy-bearded weirdo who burns the American flag. But I am not king. Sources and Further Reading Goldstein, Robert Justin. Saving Old Glory: The History Of The American Flag Desecration Controversy. New York: Westview Press, 1995.  Rosen, Jeff. Was the Flag Burning Amendment Unconstitutional? Yale Law Journal 100 (1991): 1073–92.Testi, Arnaldo. Capture the Flag: The Stars and Stripes in American History. New York: New York University Press, 2010.Welch, Michael. Flag Burning: Moral Panic and the Criminalization of Protest. New York: Aldine de Gruyter, 2000.