First 3 page of the script for time travel story Essay

First 3 page of the script for time travel story - Essay Example He stops the car. He sees his daughter, SANDY (6). She has dark red wavy hair and blue eyes. He sees his wife approaching Sandy. AMANDA (36) is a beautiful redhead. She calls Sandy and goes to her to hug her. They look at Sam and then he sees them differently. They are not his wife and kid anymore. Sam drives to a house with a large front yard. He goes to the garage and parks his car. He opens the door. He drops his luggage at the sofa and goes to the back of the house. He looks at the empty backyard. He looks out to the nearest house. It is 40 meters away. He can see a FAMILY looking at him and waving. FATHER (30), MOTHER (25), and SIX YOUNG KIDS with the eldest probably only 10 years old. He waves back and goes inside his house. He sweeps around the house. He mops the floor. After he has cleaned the house, he decides to go to the bedroom. He takes his luggage. Once in his bedroom, he opens his luggage that has three sets of clothes. He closes it again. The closet has mirrors inside the doors. He looks at himself. He sees a 45-year-old man with gray hair and sad eyes. He has a crumpled white t-shirt, faded jeans, and old rubber shoes. Flashback to him in a perfectly tailored suit. Opening hook- Darkness. Sounds of an office. Laptops clicking softly, people talking to their phones about stocks and prices, good mornings. Opens like eyes. Someone is inside a large office looking out. Employees are busy. Business attire. Attractive people. No one is not doing anything. A few people greet someone consecutively. â€Å"Good morning boss!† â€Å"Good morning Sir!† â€Å"Sam†. Blinks again. Inside prison. Dirty. People in tattoos. Eating. Talking. Swearing. Pushing around. â€Å"What are you looking at motherfucker!† Sam goes back to a very early time in his childhood. He finds himself coming out of his bedroom closet, which was apparently the time machine itself. He is surprised to know that the closet is his all along. He hears his

Martin Luther King Essay Example | Topics and Well Written Essays - 1000 words

Martin Luther King - Essay Example The fundamental thing Luther addressed in his Theses was the sale of indulgences, something that posed a significant amount of theological problems. Indulgences were essentially a fundraising tool used by the Church in times of financial need, forgiving people for past (or in some cases future) minor sins in return for their coin. Religious leaders made it very clear that these only affected minor sins, and thus would shorten someone’s time in purgatory (a very painful realm between heaven and hell that people entered to purge them of their sins, according to Catholic thinking of the time) but not save them from serious sins that would put them in hell. Many people had a problem with the sale of indulgences, and they were widely unpopular in parts of Northern Europe among the laity. As Luther points out in his Theses, there are a wide array of theological problems with the sale of indulgences. One of the biggest problems that Luther had with indulgences is that they pervert th e worshiper’s relationship with god and with the church. ... use of money than giving money to the already overly rich Church, and that indulgences inhibited people from giving to those in need, which they saw as only possibly granting salvation, as opposed to giving money to the Church to buy indulgences, which would definitely grant them a reprieve from a particular sin. Essentially, Luther wants to address a wide array of problems caused by the sale of indulgences. The first thing he makes sure is that people know that they need to support those around them before spending money on indulgences, and that mercy towards those around them is more holy than helping the Church build a new basilica. This solves the problem of people neglecting charity in order to support the opulent church. Furthermore, Luther insists that people must financially care for themselves and their family before even thinking of buying indulgences. The fact that he includes this provision in his Theses seems to indicate that some people were neglecting their family and their wellbeing, possibly putting indulgences before essentials like food and housing in order to supposedly ensure a shorter time in purgatory. These two provisions are meant to address real-world, practical problems with the sale of indulgences that Luther seems to be facing on a day to day basis in his church. In addition to tackling these practical real world problems, Luther makes some significant challenges to classical Churchly authority in the field of theology. Probably his most inflammatory statement is that people are their own priests. In saying this, Luther, a priest himself, does not mean to underestimate the amazing benefit having a priest, with their specialized knowledge and training (and ability to perform sacraments), but rather to emphasize the personal relationship with

Analysis Of Four Different Generations In The Workforce Commerce Essay

Analysis Of Four Different Generations In The Workforce Commerce Essay For the first time in history, the workforce has become a melting pot of four diverse generations. Not only is the workforce now more multi-generational it is also more multi-national (Johnson Lopez, 2008, p. 31). While diversity is increasingly common in the workforce, usually it is only considered in differences of race, religion, sex, nationality, education, and skill level. While each of these traits can contribute to an employees perception of work and preferences in the workplace, generational differences will also have an effect. When organizations try to understand and cater to differences in generations, they will experience benefits both for the organization and the individual employees. By offering more of what employees want, an organization can begin to see the benefits of a multigenerational work force. Generations Currently, there are four prominent generations in the workforce. A generation is defined by demographics and key life-events that shape, at least to some degree, distinctive generational characteristics (Bell Narz, 2007, p. 56). Since the 1920s, key historical events have shaped society. It is argued that these same events have affected the people who lived through them by shaping their values, attitudes, behaviors, expectations, habits, motivational buttons, views of authority, and expectations of leadership (as cited in Crampton Hodge, 2007, p. 16). Generations are formed by grouping these people in similar time periods with similar personal attributes. Due to economic reasons, many employees are working past retirement age which is causing the median age of the current workforce to increase. The Bureau of Labor Statistics reported a median age was 41.2 in 2008 with an anticipated growth at 42.3 by 2018 (Toossi, 2009). According to 2009 Bureau of Labor Statistics projections, the baby-boom generation is expected to remain in the labor force longer than previous generations. As this group ages, the number of people in the labor force aged 55 to 64 is expected to grow by 33 percent between 2008 and 2018, and the number of people aged 65 and older is projected to grow by 78 percent. (Bureau, 2009, Â ¶ 2) According to Nelson and Quick (2009), the number of younger workers is declining, as is the number of older workers (over age sixty-five) (p. 47). Even with conflicting data about workforce projections for older workers, it is apparent that there are more people staying in the workforce for longer periods of time. Wilson (2009) states, Younger workers will continue to arrive, and, with the way the economy is going, a lot of the older workers are not going anywhere soon (p. 54) All of this has led to a multigenerational workforce. Matures The oldest generation currently in the workforce has many names, but for the purposes of this paper, they will be referred to as the Matures. This group also has been called the Veterans, Traditionalists, and the Silent Generation (Bell Narz, 2007; Crampton Hodge, 2007; Giancola, 2006). Just as there are differences in the name of this generation, there are differences in the exact dates of this generation. Depending on the source, the Matures were born anywhere between 1900 and 1945. Currently, these employees are retired or nearing retirement age, yet continue to be in the workforce due to the economic climate and personal choice. While the Matures only make up about 5% of the current workforce, they are still a valuable part of an organization (Giancola). According to Nelson and Quick (2009), this group usually encompasses most organizations top managers. Giancola (2006) claims the Matures tend to be thrifty and adaptive because of their experience during the hard economic times of the Great Depression. During that time, husbands typically worked in an office from 8am to 5pm while nonworking wives tended to the family (Bell Narz, 2007). The Matures are thought to be disciplined and have a strong work ethic. They prefer a chain of command and fairness and tend to be very loyal to their organizations. Most Matures have worked at one or two organizations throughout their careers (Bell Narz; Crampton Hodge, 2007; Wilson, 2009). This hard-working dedicated group gave birth the Baby Boomer generation. Baby Boomers The largest generation is known as the Baby Boomers. According to Robbins and Judge (2008), Boomers are a large cohort born after World War II when veterans returned to their families and times were good (p. 119). Giancola (2006) claims this generation makes up 43% of the workforce. Depending on the source, the Baby Boomers were born between 1943 and 1967 (Crampton Hodge, 2007; Giancola). Modeling after their parents, the Baby Boomers also have a strong work ethic and have some of the same values as the Matures. They are ambitious and hardworking with loyalty to their career (Robbins Judge). This generation made the dual career household commonplace. The time period between 1950 and 1970 saw many changes in society. While significant changes happened in society during the Matures time period, the Baby Boomers grew up with the ability to see the changes happen on television. These changes have forced the Baby Boomers to be very receptive to change and expansion. This group was influenced by events such as the civil rights movement, the Vietnam War, and the womens movement (Robbins Judge, 2008). They have a general distrust of authority and do not like rules that were made just for the sake of having rules. Crampton and Hodge (2007) compare the two groups by stating Veterans (Matures) work hard because they think it is the right thing to do while Baby Boomers work hard because they think they have to (p. 17). Their hippie ethic contributes to their need to challenge the status quo. Being so highly competitive, many view them as being self-centered or micro-managers (Robbi ns Judge; Wilson, 2009). Generation X As with any age group, Generation X workers inherited some of their characteristics from their parents. Generation X, also called the Baby Bust generation, encompasses a group born anywhere between 1961 and 1981, making up roughly 42% of the workforce (Giancola, 2006; Nelson Quick, 2009). As children of the Baby Boomers, Generation Xers saw the toll that having both parents trying to have it all took on the family, and they are working to change it (Bell Narz, 2007, p. 57). Generation X strives to achieve balance in their work and family lives. Like their parents, Generation Xers question authority and are highly competitive (Robbins Judge, 2008). They are flexible and embrace change. This is was especially important with the development of the personal computer (Crampton Hodge, 2007). The use of computers was an important change for the workplace and Generation X was the first to use them. Acquiring technological skills is important for this generation. Generation Xers lack loyalty to an organization so they must possess a variety of skills to make them marketable. They value education, independence, and parenting above work (Sutton Bell, 2007, p. 57). This attitude is especially prevalent in Generation Xers children. Generation Y The fourth generation currently in the workforce is Generation Y, also known as Gen Yers, Nexters, Millennials, the Internet Generation, and Echo Boomers, who were born anywhere from 1980 to 1999 (Crampton Hodge, 2007; Bell Narz 2007). For the purpose of this paper, they will be called Gen Yers. According to Robbins and Judge (2008), this generation is very self-centered and concerned with becoming rich and famous more than any other generation. While other generations lived to work, Gen Yers work to live (2007). Much like their parents, Gen Yers are concerned with having a work/life balance. They question everything and put other things above work (Nelson Quick, 2009). While they are very high-maintenance for an employer (Robbins Judge), they are also predicted to be the highest performing in the workforce (Nelson Quick). Crampton and Hodge (2007) claim that Gen Yers are the most educated, well-traveled, and technologically sophisticated generation (p. 18). They are more comfortable with diversity than any other generation simply because they were taught at an early age to respect other races, sexual orientations, and ethnic groups (Bell Narz, 2007). Gen Yers like to have a challenging work environment and take ownership of their assignments. Perhaps the Gen Y trait most different than any other generation is their technological knowledge. While Generation X was the first to use technology in the workplace, Gen Yers grew up with it surrounding them. Theyve lived much of their lives with ATMs, DVD, cell phones, laptops, and the internet (Robbins Judge, 2008, p. 120). Technology, as well as their ability to multi-task, has given Gen Yers an advantage in the workplace. They are consistently high performers (Wilson, 2009). Technology has also exposed them to more at an earlier age than any other generation. They tend to have a strong sense of morality, to be patriotic, willing to fight for freedom, are sociable, and value home and family (Lowe, Levitt Wilson, 2008, p. 46). Opposing Views Some research suggests that the generation gap is more of a myth than an actual problem in the workplace. Giancola (2006) suggests that the focus on generational gaps may be more popular culture than social science (p. 33). Several factors have led him to this conclusion. The foremost factor is the inconsistencies of defining a generation. Some define a generation by the US Census Bureaus definition of that time period while others define a generation by shared formative experiences. Experts generally have identified four generations on this basis, but others believe there are five and cite an anomalous subgroup in the Silent Generation, The Swing Generation, which is comprised of activists and free thinkers who were born in the latter years of the Silent birth period (Giancola, 2006, p. 33). Giancola also mentions another generation called Generation Jones which overlaps two other generations. The reality is that many people identify with at least two generations (p. 34). Another problem with the generational way of thinking is the broad range of ages in each generation. Age is a factor that influences how individuals perceive events. In a time period of 20 years, the oldest will be entering adulthood while the youngest will be babies. An event will not affect the two ages in the same way. The Baby Boomers in particular are an example of how there are many differences in the same generation. Giancola (2006) suggests that the Baby Boom generation must be segmented into smaller groups to understand and predict the behavior of its members with precision (p. 34). Another argument against a generational gap causing conflict is each generations core values. Giancola (2006) quotes a report by the American Association of Retired Persons (AARP) that indicates that core values are not very different among generations. The differences are so slight that AARP refers to a vanishing generation gap (p. 34). Perhaps the most overlooked argument against the generational way of thinking is all of the other causes of differences in people. Numerous factors in addition to birth era also shape how others think and behave, such as race, gender, ethnicity, geographical considerations, and socioeconomic background (McDonald, 2008, p. 63). Each of these characteristics can play a role in how a person is affected by something. With the US now being so diverse, many organizations are employers to many different types of people. While there is much research stating the differences in generations cause problems in the workplace, other research shows that generations in the workplace are not all that different and are not an issue that needs special consideration. Regardless of the reasoning behind the differences, organizations need to embrace these differences in their employees and learn how best to nurture their needs. Baldonado and Spangenburg (2009) claim understanding generational diversity will improve the competitive edge of an organization, increase recruitment, and retention, and ultimately create a stronger organization (pp. 99-100). Bridging the Gap Whether the differences are generational or just individual, it is apparent there are differences in people in the workplace. This is not altogether a bad thing. By examining the differences in employees, an organization can utilize these differences to their advantage. McDonald (2008) states there are indications that workers from each generation respond to different sets of motivators and rewards and seek to derive varying experiences and benefits from their jobs (p. 62). The following table (Table 1) shows the differences core values and expectations of members of each generation. Matures Generation Y Table 1 (Adapted from Patota, Schwartz, Schwartz, 2007) These differences can be a huge benefit to an organization. When most organizations think about knowledge transfer, they think in terms of veterans of the organization mentoring the new hires, younger people with little experience (Wagner, 2009, p. 6). A manager will be successful in realizing that knowledge transfer can be reciprocated. The differences not only affect how management interacts with employees, but also how employees interact with each other. For example, an employee who has been at an organization for 15-20 years may not be very receptive to a younger counterpart (Cocheo, 2008). These younger employees bring along a wealth of knowledge and a new perspective to an organization. Negative Perceptions As with any stereotype, there are negative perceptions about a particular group. Each generation describes the next as having an easier time of it all, with less work ethic, less respect for its elders, and wearing ugly clothes and listening to awful music (Wilson, 2009, p. 50). Each generation feels like they had to work harder to achieve what appears to be given to the next. Jones (2009) points out that some feel Gen Yers havent earned their opportunities as Gen Xers and the Boomers did (p.1). To demonstrate how people can work together effectively in a multigenerational environment, Patota et al. (2007) distinguish two types of people: the Super Manager and the Super Employee. Super Manager Patota et al. (2007) list four characteristics of the Super Manager: Identifies competencies necessary to be successful in each task/job/project; Recognizes what makes each generation tick in the workplace; Blends competencies and the generational qualities in a way that inspires, motivates, and leads employees to achieve the universal company goals (strategic imperatives); Provides rewards to employees that are consistent with each generations motivations, expectations and values. (pp. 3-4) If managers possess the qualities of a Super Manager, they will effectively lead their employees to success. By knowing what motivates their employees, Super Managers can help them achieve greatness in their individual positions. Another important part of individual success is becoming a Super Employee. Super Employee Patota et al. (2007) identifies the following as characteristics of the Super Employee: Recognizes generational differences; Respects differences in generational outlooks; Becomes a more valuable employee as a result of being able to work with multiple generations. This is similar to a bilingual person who can easily shift from one language (paradigm) to another. (p. 4) Acceptance is the key to becoming a Super Employee. By abandoning preconceived ideas of their coworkers, employees can have effective knowledge transfer and become indispensable to their organization. Having Super Managers and Super Employees is important for any organization. In order to have both, the organization must become attractive to prospective employees. There are a variety of ways an organization can do this. Most organizations attempt to offer competitive pay and benefits, but specialty benefits really differentiate one from the other. Employee Retention through Specialty Benefits As seen in Table 1, each generations priorities vary, as well as their views regarding work. As time has progressed, it seems more recent generations want to see what an organization can do for them. With such a highly educated workforce, the job market has become more competitive. It is increasingly important as time moves forward that organizations offer more of what future generations want. EAP Employee Assistance Programs (EAPs) appeal to all generations. Initially, in the 1970s, EAPs were enacted as an alcohol intervention for employees. Now EAPs include family members and offer counseling within a broader scope, including topics such as finance and marital problems (Clark, 2007). As the employees personal problems are dealt with, the result is not only a healthier employee, but also a healthier workplace (p.50). Though underutilized, this is an attractive benefit for an employee and beneficial to the organization. Work/Life Balance An extension of the EAP, work/life balance programs have become a staple requirement for younger generations. As seen in Table 1, Gen Xers require a work/life balance. Employees are making their personal lives more of a priority and work less of one. Households in which both parents work full-time have less time to care for family members, take care of personal family business, or deal with any other lifestyle issues. Some benefits of a work/life balance program include child care, continuing education, pet care, bereavement services, and additional time off for personal holidays (Clark, 2007). As employees are able to worry less about taking care of personal business, the more productive they will be at work. While this may be more attractive to younger generations than older ones, there are benefits for all generations within a work/life balance program. Wellness Programs Wellness programs concentrate on personal health and preventative services. As health insurance premiums have increased, wellness programs have increasingly become important to all generations (Clark, 2007). Some services included in wellness programs are personal trainers, exercise coaches, attention to disease prevention and management, and help for quitting anything that is unhealthy (2007, p. 51). Like EAPs, wellness programs help to reduce absenteeism and promote a healthier workforce. Stock Ownership Some organizations have formed an Employee Stock Ownership Program (ESOP) to help retain employees. Cocheo (2008) claims an ESOP gives employees more pride in what they do. Their work directly affects their organizations return on equity, which ends up being more pay for them. They understand that they can make decisions that affect the customer, that affect the company (p. 24). Having an ESOP spans across all generations, from satisfying the Matures loyalty to an organization to Gen Yers need for immediate gratification. Future of the Workplace Recruitment In order to attract future employees, organizations need to focus on younger generations as they enter the workforce. In order to become an employer of choice, organizations must create a compelling vision of the future for both the organization and the employee; behave in a way that makes employees proud; ensure employees are in jobs that match well their skills and abilities; and provide the human resources needed to get the work done. (Streeter, 2007, p. 14) Whitacre (2007) explains that there are certain common standards that most people look for in an employer: challenging work, stability, nonthreatening environment, and fair compensation. These are especially important to Gen X and Gen Y, which are the future of the workplace. Because both generations are technologically savvy, keeping up with the latest technology will help increase productivity (Auby, 2008). In order to get the most benefit from current and future employees, organizations should pair up younger workers with veterans in the company. Gen X and Gen Y like to collaborate and work in teams as seen in Table 1. This will ensure knowledge transfer and will make older generations feel respected and valued. Work schedules are an important change in the workplace. Older generations are accustomed to the usual five day workweek but younger generations want more time away from work. Organizations will need to turn the focus on productivity and away from hours at work (Auby, 2008). By showing younger generations that productivity is more important, they will be more loyal to the organization. Another attraction to organizations for younger generations is their interest in public service (Trahant, 2008). Philanthropy is an important trait of an attractive organization. Younger generations want opportunities to volunteer, especially on company time (Lowe et al., 2008). Appealing to peoples sense of public service is clearly important in attracting a new generation of young people (Trahant, p. 37). While large salaries, stock options, and appealing to special interests like the ones mentioned above are important in hiring younger generations, speed is the most critical factor in recruitment and hiring the best talent (Trahant, 2008). These younger generations do not want to wait for a long time to be hired. Job fairs and other recruiting events are helpful by giving organizations the opportunity to hire people on the spot. While this is helpful now, history shows that future generations will likely change priorities and organizations will need to adjust their offerings to cater to the interests of the next generation. The Next Generation While there is not much research on the next generation, natural progression would indicate that the next generation would possess characteristics like their parents and characteristics based on perceived mistakes that their parents made. Also, historic events that they have lived through and experienced will give them similarities to recent generations. It is apparent that dependence on technology only continues to increase. The next generation will be more technologically savvy than those before them. Organizations will need to keep up with current times and constantly get feedback as to what prospective employees are looking for if they want to attract the best employees. Conclusion No two people are exactly the same, nor do they have the same expectations or priorities. The only way to satisfy the needs of a group of people is to try to find some commonalities between them. Diversity is inevitable, but if an organization can determine what its employees want the most, it can begin to understand what direction it needs to go to attract quality employees. It seems that members of the four main generations do have many similarities when it comes to how they behave in a work environment and what they expect from an organization. Whether they are separated out into groups or not, people who live through the same events are going to have similar experiences and views. By separating them into groups, such as generations, organizations can narrow their focus on a particular type of employee. Rather than trying to please each individual, an organization can make changes based on the majority of each group. This will result in making fewer changes and recruiting and retaining happier employees. While looking at generational differences can give an organization a better idea of what to offer, the best way is to just ask the employees themselves. Moving forward, organizations should try to elicit feedback from the employees to determine what is important to them. By giving them the opportunity to speak up, an organization is more likely to offer what good employees are looking for. It is counterproductive when an organizations focus is primarily on productivity. Instead, the focus should be on motivating the employees. This theory spans across all generations and is mutually beneficial to the employee and the organization. More motivated employees will be more productive and more loyal regardless of what generation they were born into.

The Blood Lust :: Personal Narrative Vegetarians Papers

The Blood Lust My parents met at a party in September, 1975. A month later they left Rhode Island and drove cross-country together in the Volkswagen bus that my mom had bought for the trip. They brought along my mom's dog Sagebrush and two of her friends. Actually, the two friends, the dog, and my mom brought my dad. He wanted a ride out to his friend's place in Ohio, but ended up staying with them all the way to California. My mom's two friends left in California, and my mom and dad ended up driving home together. They didn't have much money. By the time they got to Santa Barbara, they were so poor that they stood wearing sandwich boards advertising a soup and sandwich special at the Bluebird Cafà © in exchange for a free lunch, which they split. They also worked as telemarketers and house cleaners. They ate very cheaply. Lots of cheese, my dad says, and crackers. For two weeks, my mom didn't eat; she drank only apple juice -not because they were starving poor, but because she wanted to cleanse her body. Mostly they slept in the bus, but they had friends to visit across the country, and for a while, they stayed in Virginia with my mom's father's cousin, whom they barely knew. The only times they ever ate meat were when it was served to them at people's houses, for it was far too expensive for them to buy on their own. They began to find, as they made their way across the country, that it felt heavy and unhealthy, especially red meat and pork. When they got back east three months later, they moved into a small house in Narragansett, Rhode Island, with rotting kitchen walls so soft that you could stick a finger through. One day, my mom thought back and realized, slightly revolted, that the last piece of meat she had eaten was a hotdog with sauerkraut and mustard at the Oak Hill Tavern, months ago. Right then and there, she decided that if she couldn't kill something herself, she wouldn't eat it. I was born five years later, and my mom and dad began their parental journey with the inten tion of raising a family of vegetarians. I was five years old, and pale. My parents were concerned. At about the same time they noticed I was paler than my fellow kindergarteners, my dad came down with pneumonia, from working with the insulation in our unfinished attic.

Welfare Reform Act Hcr 230

The Welfare Reform Act Today I will be discussing the Welfare Reform Act and if it has caused existing Medicaid beneficiaries to lose needed coverage and if the welfare act has kept eligible Medicaid candidates from enrolling. Also I will discuss whether or not the welfare reform act has been effective in reducing welfare fraud, increasing personal goals, and basically if it has been able to successfully meet its goals that it had been intended to meet. Welfare Reform Act was established in 1996 with the intentions of changing the social welfare policy of the country.The idea was to reduce the number of people or families that were dependent on government assistance while at the same time helping these people become more independent. They have the welfare to work program which required work in exchange for time limited financial assistance, which is part of the reform act. Also they Job Search which are classes that give people the basic skills that they never had before. For example the taught people how to dress for job interviews, fill out an application correctly, make a resume and how to speak when at a job interview. Teaching them what kinds of questions are asked and how to answer them.There debates about how well the welfare programs work but at least people have more education on the steps needed to get a job. However the initial welfare programs are out dated and needed to be reformed since no programs ever will seem to be able to meet every need of every low income or underprivileged individual or family, more reforms are needed even still. However, â€Å"within 3 years of the reforms enactment, millions of Americans had moved from being dependent on welfare to being self-sufficient. In addition, agencies reported a reduction in the number of social welfare cases. In 2004, the Welfare-to-Work program ended, but during the time this program was active millions of Americans lives were changed for the better (US Welfare System-Help for US Citizens, 201 2). The Welfare Act does affect individuals who receive Medicaid benefits because rules and guidelines can often be changed for participants who participate in this insurance plan. Individuals who gain insurance through Medicaid usually can get it through the TANF program and if there is not a TANF program in place then individuals will not be able to apply for Medicaid benefits.There are many questions that are unanswered such as, â€Å"Should the Medicaid program be considered a health financing program or a welfare program? Should states be given the same flexibility to design and redesign Medicaid programs as was being considered for cash welfare programs? † (Moore,. 1999) Medicaid participants sometimes remain un-enrolled even though they are needy as a result of the Welfare Reform Act, because each state can define their own criteria for eligibility and services and expand or deny services entirely to certain groups that the Department of Human Service staff would belie ve to be a good cause (Moore,. 999). HCFA (Health Care Financing Administration (now the Centers for Medicare and Medicaid Services), issued a regulation that extends the time allowed to process Medicaid eligibility redeterminations from up to 45 days to up to 120 days. This extension recognizes the extra work states will have to perform to process redeterminations of Medicaid eligibility for individuals who lose SSI as a result of welfare reform provisions and assures that Federal Medicaid matching funds will continue while the redeterminations are made.States generally are not permitted to terminate an individual's Medicaid benefits until it is determined that the individual does not qualify for Medicaid as part of any other eligibility group (Gundling, R. 1997). The Welfare Reform Act is effective in reducing welfare fraud to a certain degree. In other words they have not gotten rid of fraudulent acts but they have reduced them.Here in San Bernardino County they not only check yo ur state identification and your social security card making sure they match up correctly but also run both name and number to be sure there is not a case open anywhere else but they also have you bring in prove of residency and then take your picture and finger prints and run them the system. All of that has helped along with getting rid of paper food stamps and giving out like a debit card that both cash aid and food stamps are out onto once a month. Before people would trade their food stamps like money almost and now you can’t do that.They can only be used for what they were intended for and only at stores that accept EBT otherwise known as Electronic Benefits Transfer which is one’s food stamps and cash aid. So while they have reduced fraud at the same time they increased personal responsibility because since you cannot trade as before people are more likely to do the right thing with their EBT and that goes for stores to because with the EBT cards there is a bett er record of what is being paid for with the EBT so store owners cannot get away with selling items not allowed to be purchased with the food stamps portion on the EBT card.This holds them responsible for their part in committing a fraudulent act. I remember when it was the paper food stamps and in recent years had to receive the new EBT for a short time and was happy to learn about the changes. These rules protect more than just the government but the honest people as well. The Welfare Reform Act has been successful in meeting its intended goals such as placing families on job searches, or providing education needs and training. Also the Welfare Act had other goals such as having families not rely on government benefits and gain employment which has happened for the most part.References US Welfare System-Help for US Citizens. (2012). Welfare Reform-Social Welfare Change. Retrieved from http://www. welfareinfo. org/reform/ Valerius, J. (2008). Medical Insurance. An Integrated Claims Process Approach (3rd Ed. ). Moore, J. D. (1999). Welfare Reform and Its Impact on Medicaid. Retrieved from http://www. nhpf. org/library/issue-briefs/IB732_WelfRef;Mcaid_2-26-99. pdf Gundling, R. (1997). Welfare reform's effect on Medicaid eligibility. Hfm (Healthcare Financial Management), 51(5), 88.

Advertising Makes You Buy Things You Do Not Need!

Aim of this paper is to discuss the question whether advertising manipulates us to buy things we don't actually need. In other words, we would like to debate the issue of the impact of marketing and advertisement on our rational thinking and decision making process. Based on various examples, we would like to show that the statement can be proven to be true. We believe the statement can be denied only by either using different definition (understanding of advertising) or by argument that advertising manipulates only several groups of people that are vulnerable to be manipulated.Nevertheless, the previous statement only supports the validity of the statement. Man can argue that the behavior of the people depends on the individual personality, economic condition and the way a company advertises their product Ana ten Locknut offers given to ten product. Our point Is, Tanat tenure are various advertising techniques with various targets. Another big question is how can we Judge what kind of goods and services are necessary, and which good is bought only to show-off among their friends and relatives?What is a need, and what is Just a will? This paper will argue the manipulation via marketing exists and the advertisement is making us to buy things we do not actually need. We want to support the statement by using real examples, that are divided based on the common psychological effect or methods used to manipulate people's mind. We would like to stress the importance of psychology which is seen as a main tool used by advertising companies. Only via careful use of psychology are marketers able to create touching advertisements.