Perception of the Elderly in Modern Society

Perception of the Elderly in Modern Society Aging is the normal process of time-related change which begins with birth and continues until death. These changes include how a person feels and functions with respect to physical or mental competences. It is important for individuals to increase their knowledge and understanding of aging so as to prevent ageist behaviours, discrimination and maltreatment of the elders in our societies today. The public’s perception of older adults is very unpleasant and can implant fear into individuals who are approaching the retirement age. This pessimistic view of being old not only makes younger peoples evolution into older age one of misery, but this despondency is mentally projected out towards the elders of our society (HubPages, 2012). This essay therefore, examines the factors that may perhaps be accountable for the perception of the elderly in societies today, theoretical perspective, effects of ageism on the elderly and suggestions that can change society’s negative perspe ctive toward aging and to promote positive images. Constantly babies are being born around the world, as well as persons moving into retirement. According to Michelle Barnhart, Researcher, Oregon State University, on a day to day basis approximately 10,000 individuals in the United States turns 65 years old and this is an indication that it is time for them to retire. Most developed countries have generally accepted the chronological age of 65 years as the definition of an ‘older person’ (WHO, 2009). Apart from chronological age, an individual’s age can be determined by examining biological, psychological and socio-cultural processes (Cohen, 2002). The elderly population seems to be increasing significantly, due to the fact that more and more people are attaining the retirement age (65 years) and are living longer. In societies today the elderly is seen as less valuable since their individualism, self-reliance, and independence would have been altered. This is due to the fact that with the aging process there is a possibility that one may experience some form of health complications or chronic disease, as a result of the physical changes taking place in the body. Elders are frequently faced with stereotyping where individuals repeatedly perpetuate bogus information and negative images and characteristics concerning them. Some elderly are perceived in a positive light from time to time because they are actively involved in the community, loyal, sociable, and warm. Nonetheless the negative perceptions are more dominant, for instance; older people are often stereotyped as being unhealthy or always sick, decreased psychological functioning, unappealing, sexless, negative personality traits, miserable, lonesome and excluded from society. Stereotypes may be as a result of an individual’s negat ive personal experience, myths shared throughout the ages, and a general lack of current information. Older adults are labeled with negative statements such as; wrinkled, cranky, crotchety, inattentive, forgetful, fragile, feeble, stuck in the past, past their prime, or a burden on society. There are a lot of factors that may be responsible for the modern day perception of the elderly. An individual’s age, gender, level of knowledge, interaction with old adults and how frequent, cultural influences, modernization and the media are all factors that may influence how the elderly is perceived by members of society. Additionally, there are a lot of misconceptions about older adults since most people are not knowledgeable about aging. These misconceptions include: most older adults cannot live independently, chronologic age determines oldness, most elderly persons have diminished intellectual capacity or are senile, all older people are content and serene, all older persons are resistant to change and older adults cannot be productive or active. The functionalist theory looked at how the different parts of society work together in order for it to function smoothly. With respect to the elderly, functionalists believe that the elders are one of society’s fundamental groups. However, the disengagement theory states that withdrawal from society is a normal behaviour portrayed by the aging individual. This is so because the elderly experiences a reduction in both their physical and mental level of functioning, hence they expects at some point in time they will die, resulting in withdrawal from individuals and society (Cummings and Henry 1961). Additionally, theactivity theory seeks to explain that activity levels and social involvement are key aspects in replacing what was lost and went on further to say it is the key to happiness (Havinghurst 1961; Neugarten 1964; Havinghurst, Neugarten, and Tobin 1968). To expound, it is said that the happiness of an elderly depends on how active and involved he or she is, the more activ e, the happier they will be. Lastly, thecontinuity theory explains that the elderly who remain active and involved during their elder years do so by making particular choices in order to preserve stability internally and externally. This is an attempt to maintain social equilibrium and stability by making future decisions on the basis of already developed social roles (Atchley 1971; Atchley 1989). Conflict theorists’ stated that society is essentially unstable in view of the fact that it shows favour to the more powerful and wealthy individuals while marginalizing everyone else. There is always a competition for power and limited resources among social groups; hence the elderly population struggles with other groups resulting in conflicts. Conflicts are evident in Trinidad and Tobago with respect to the senior citizens pension; at age 65 all individuals qualify for the $3,000.00 pension, while on the other hand those who are entitled to a National Insurance Pensions qualifies for a smaller percentage of the senior citizens pension. The Modernization theorydeveloped by Sociologists Donald Cowgill and Lowell Holmes proposes that industrialization and modernization are the main reason why the elderly looses power and influence in society (Cowgill and Holmes 1972). Sociologist Donald Cowgill’s states in his theory that there is a relationship between ageing and modernization; older men and women in less technologically advanced societies tend to yield more economic and social power than those in more industrialized countries (Cowgill 1986). Prior to industrialization, it was seen where the younger generation cared for the elderly in their society due to the strong social bound they had. Nowadays, it is evident that in various households the number of family members is under five (5); extended families are replaced by nuclear families. Individualism have become a characteristic of our civilization despite the traditionally collectivist nature of some cultures because of changes associated with all modern soci eties. In an individualistic industrial society, caring for an elderly relative is seen as a voluntary obligation that may be ignored without fear of social censure (Openstax College, 2012). However, research shows that even though modernization and industrialization lead to socio-cultural changes, the importance of family and respecting and valuing the elderly in certain cultures may be limited but still remains a priority. David Hackett Fischer (1977), an American historian, like modernization theorists he also believes that the status of older people has declined over time. However, he further stated that, before modernization and industrialization could take place in the United States the decline in the elderly being powerful had already began. According to the Encyclopedia of Aging (2002), Fischer further argued that between 1800’s and 1900’s the cultural transformation took place when citizens became interested in the principles of independence and egalitarianism. These behaviours were influenced mainly by the standards of the French Revolution. These new cultural values are accountable for the lower statuses of elders in the US and by extension Western societies today. For this reason, our elderly are no longer treated with the respect compared to log ago and this is where ageism is seen and ageist behaviours being demonstrated towards the older individuals in society. Ageism generates unnecessary fear, waste, illness, and misery (Palmore, 2004); hence it has an impact on both society and culture, even though most individuals are not aware of it. Ageism and ageist attitudes is one of the factors that can contribute to elder abuse by creating a fertile environment in which the abuse can develop, leading to age discrimination, and devaluing and disempowering older people. The elderly themselves feels less valuable to society because of society’s perception of them. The youth centric culture in which we live describes us as lacking compassion for the elderly, the affinity to â€Å"shoot† our weak and wounded, us versus them mentally and the impression that ones value is based on what one can add to society (Holman, 2010). In Western culture, more so the United States, they are obsessed with the youths of their country. On the other hand, other cultures will respect and even worship older individuals for their wisdom. Tan et al. (2004) ar gued that a sample of younger people in China held more positive attitudes towards all categories of older people when compared with findings from studies in the US, Singapore and Trinidad. In general, society considers the children to be the future generation and they are worth fighting for. However, they will think twice when it comes to fighting for the elderly because in their view they have already lived their lives and are no longer as valuable to society. The role of the media in supporting ageism is that it mostly celebrates and encourages the younger individuals, which perpetuates ageist images and stereotypes. Children are more susceptible to the penalty of negative media images and introduction to stereotypical portrayals of the elderly can alter their views of the actuality of aging and the elders in our society. This would definitely affect the way the youth intermingle with the elders. Television, print media (books, newspapers, magazines, and advertisements) are all considered a major and insidious cause of influence on the public’s perceptions of older people and ageing. In the media the elderly often represents and portray the roles of older characters, which reflect ageing stereotypes. Television especially, plays a momentous role in influential public outlook on the elderly, and it is often held responsible for bringing about negative stereotypes of ageing. Television characters can both deliberately and automatically create standards of social comparison and role models for viewers (Kessler et al. 2004). Aging is often associated with balding, graying or thinning hair, and wrinkling of the skin. The media in trying to sell their product or service often reflect ageism by depicting the physical changes and unattractiveness of the elderly resulting in older people being stereotyped as ugly. Physical appearance, mainly facial features do play an important role when it comes to defining a person as old. However, the youths tend to find it hard in accepting that these changes must take place with the aging process. The television is viewed by almost everyone in society and it is a fact that older people are often underrepresented. It is concluded that the media is a relevant approach for showcasing stereotypes of how older people and how ageing is portrayed. In Trinidad and Tobago the Government have tried implementing support systems for its elderly population such as senior citizens pension ($3,000.00 monthly), which increases with the change in Government. Additionally, public assistance and disability grants are available to not only the elderly but all those in need. The elderly who have not yet reached the age of 65 to qualify for the pension and is at a disadvantage due to illness or complications caused by the aging process can benefit from these grants. Also, bus passes are available to all senior citizens (age 65 and above) where the elderly can travel for free on board any Public Transportation Service Corporation (PTSC) Buses throughout Trinidad and Tobago. Added to this, they are entitled to travel for free on the Port Authority Inter Island Ferry Service. From my observation, most of the elderly population do welcome the initiative and take advantage of these services offered to them. However, a few of them refuse to accept the bus pass and free boat ride as they see it as a form stereotyping. I do understand their point of view as to why they prefer to have their age kept a secret; this is due to the society in which we live where the elderly often faces ageism and ageist behaviours from the younger citizens. In light this; it is my opinion that not enough is being done to ensure that the senior citizen population has a bright and enjoyable future. The perceptions the public hold of older people can impact on the elderly in employment, education, health services, and the overall treatment of older adults. These perceptions are determined and influenced by many different factors such as: modernization and industrialization of society; age; gender; lack of knowledge and misconceptions, as well as the media. It is seen that perceptions of the elderly can impact their lives positively but mostly negatively. On the positive side, the access to social and employment opportunities, as well as access to health services is evident. On the other hand, negatively it resulted in stereotypical behaviours and ageism, which further lead to social exclusion and isolation of the elderly, as well as elder abuse. It is also evident that ageism can definitely lead to marginalization and degradation of the elderly in our societies today. The World Health Organization states that with the growth of the elderly population there is an increase in many new social, political, and economic challenges (WHO 2002). I believe that the government must intervene and develop strategies and implement policies or laws to ensure that older people are treated fairly and with respect. For example, there is a family obligation towards the care of older people enshrined in law in China with punishments for adult children who fail to support a dependent parent, Tan et al. (2004). This will guarantee that the elders can and do live a better quality of life because at the end of the day they would have contributed to the society in which we now live. I recommend that groups or campaigns be set up so as to ensure the elders in our societies are valued and respected by providing, caring and protecting them from ageism and elder abuse. This will further promote how the elderly have contributed to society and developed new initiatives in which they can add more valuable contributions to society. In these groups ageing educational programmes should be implemented and geared towards all age groups of society, more so to those groups that portray negative attitudes towards older people, for example; the youths and men. These programmes should also branch over to schools in our society, both primary and secondary so as to target children and adolescents with respect to ageism seeing that it is not innate but is developed over time. Additionally, education programmes could also be implemented in the community; for example health centers, community centers, and youth groups to specifically target those areas where the general public’s attitudes towards ageing and older people are most negative including attitudes towards older people’s health, body image, sexuality, mental ability, personality and social involvement. The first step is education to address their lack of knowledge and then to bring about awareness of the elders contribution to society so as to ensure they are well respected and accepted by members of society. These community educational programmes should consist of some older people so as to ensure elders feels valued and acknowledged rather than isolated or socially excluded. Involvement in these community activities will also allow for enhancement of their quality of life. Contact with these elderly people would definitely address all the misconceptions and stereotypes and establish successful to improve the perceptions of older people and ageing. REFERENCES Atchley, R.C. (1971). Retirement and Leisure Participation: Continuity or Crisis?The Gerontologist11:13–17. Atchley, R.C. (1989). A Continuity Theory of Normal Aging.The Gerontologist29:183–190. Cohen, H.L. (2002). Developing media literacy skills to challenge television’s portrayal of older women. Educational Gerontology, 28, 599-620. Cowgill, D.O. and L.D. Holmes, eds. (1972).Aging and Modernization. New York: Appleton-Century-Crofts. Cumming, E. and Henry, E. (1961).Growing Old.New York: Basic. Havinghurst, R., Neugarten, B., and Tobin, S. (1968). â€Å"Patterns of Aging.† Pp. 161–172 inMiddle Age and Aging, edited by B. Neugarten. Chicago, IL: University of Chicago Press Holman, K. (2010). 5 reasons why people devalue the elderly . Retrieved from http://alexschadenberg.blogspot.com/2010/05/5-reasons-why-people-devalue-elderly.html HubPages. (2012). We are the elderly of the future. Retrieved from http://seeker7.hubpages.com/hub/Caring-For-and-Supporting-Elderly-Parents Kessler, E.M., Rakoczy, K. Staudinger, U.M. (2004). The portrayal of older people in prime time television series: The match with gerontological evidence. Ageing Society, 24, 531-552. Openstax College. (2013). Theoretical perspectives on aging. Retrieved from http://cnx.org/content/m42973/latest/ Palmore, E. (2004). Research note: Ageism in Canada and the United States. Journal of Cross-Cultural Gerontology, 19, 41-46. Street, Debra; Parham, Lori. Status of Older People: Modernization.Encyclopedia of Aging. 2002. Retrieved March 30, 2014 from Encyclopedia.com: http://www.encyclopedia.com/doc/1G2-3402200387.html Tan, P.P., Zhang, N.H. Fan, L. (2004) Students attitudes toward the elderly in the Peoples Republic of China. Educational Gerontology, 30(4), 305-314. World Health Organisation (WHO) (2009) Definition of an older or elderly person. Retrieved from: http://www.who.int/healthinfo/survey/ageingdefnolder/en/index.html World Health Organization (WHO) (2002) Active ageing A policy framework. A contribution of the World Health Organization to the Second United Nations World Assembly on Ageing, Madrid, Spain, pp. 1–59. Retrieved from: http://whqlibdoc.who.int/hq/2002/WHO_NMH_NPH_02.8.pdf 1

Ella Baker :: essays research papers

Ella Baker Ella Josephine Baker was born in Virginia, and at the age of seven Ella Baker moved with her family to Littleton, South Carolina, where they settled on her grandparent's farmland her grandparents had worked as slaves. Ella Baker's early life was steeped in Southern black culture. Her most vivid childhood memories were of the strong traditions of self-help, mutual cooperation, and sharing of economic resources that encompassed her entire community. Because there was no local secondary school, in 1918, when Ella was fifteen years old, her parents sent her to Shaw boarding school in Raleigh, the high school academy of Shaw University. Ella excelled academically at Shaw, graduating as valedictorian of her college class from Shaw University in Raleigh in 1927. After her graduation from Shaw University, Baker migrated to New York City on the eve of the Great Depression, determined to find an outlet for her intellectual curiosity and growing compassion for social justice. She was deeply moved by the terrible conditions she witnessed on the streets of Harlem during the 1930s; scenes of poverty, hunger, and desperation. The first political organization she joined after moving to Harlem was the Young Negroes Cooperative League (YNCL), founded by writer George Schuyler in December 1930. The expressed purpose of the group was to gain economic power through consumer cooperation. The YNCL was headquartered in New York City. In 1931 Baker was elected to serve as the group's first national director. Another important experience that helped to shape Baker's evolving political consciousness during the Depression was her employment with the Workers Education Project (WEP) of the Works Progress Administration (WPA), a program designed to equip workers with basic literacy skills and to educate them about topics of concern to members of the work force. During the 1930s, Baker also began to grapple with the issue of women's equality and her own identity as an African-American woman. She supported and worked with various women's groups, such as the Women's Day Workers and Industrial League, a union for domestic wo rkers; the Harlem Housewives Cooperative; and the Harlem YWCA. Baker refused to be relegated to a separate "woman's sphere," either personally or politically. She often participated, without reservation, in meetings where she was the only woman present, and many of her closest political allies over the years were men. Similarly, in her personal life Baker refused to comply with prevailing social norms about women's place or women's behavior. Ella Baker :: essays research papers Ella Baker Ella Josephine Baker was born in Virginia, and at the age of seven Ella Baker moved with her family to Littleton, South Carolina, where they settled on her grandparent's farmland her grandparents had worked as slaves. Ella Baker's early life was steeped in Southern black culture. Her most vivid childhood memories were of the strong traditions of self-help, mutual cooperation, and sharing of economic resources that encompassed her entire community. Because there was no local secondary school, in 1918, when Ella was fifteen years old, her parents sent her to Shaw boarding school in Raleigh, the high school academy of Shaw University. Ella excelled academically at Shaw, graduating as valedictorian of her college class from Shaw University in Raleigh in 1927. After her graduation from Shaw University, Baker migrated to New York City on the eve of the Great Depression, determined to find an outlet for her intellectual curiosity and growing compassion for social justice. She was deeply moved by the terrible conditions she witnessed on the streets of Harlem during the 1930s; scenes of poverty, hunger, and desperation. The first political organization she joined after moving to Harlem was the Young Negroes Cooperative League (YNCL), founded by writer George Schuyler in December 1930. The expressed purpose of the group was to gain economic power through consumer cooperation. The YNCL was headquartered in New York City. In 1931 Baker was elected to serve as the group's first national director. Another important experience that helped to shape Baker's evolving political consciousness during the Depression was her employment with the Workers Education Project (WEP) of the Works Progress Administration (WPA), a program designed to equip workers with basic literacy skills and to educate them about topics of concern to members of the work force. During the 1930s, Baker also began to grapple with the issue of women's equality and her own identity as an African-American woman. She supported and worked with various women's groups, such as the Women's Day Workers and Industrial League, a union for domestic wo rkers; the Harlem Housewives Cooperative; and the Harlem YWCA. Baker refused to be relegated to a separate "woman's sphere," either personally or politically. She often participated, without reservation, in meetings where she was the only woman present, and many of her closest political allies over the years were men. Similarly, in her personal life Baker refused to comply with prevailing social norms about women's place or women's behavior.

Black Holes :: essays research papers

Black Holes A black hole is the velocity necessary to take one away from one’s own gravitational force. For example, the escape velocity of earth is equal to 11 km/s. anything that wants to escape earth's gravitational force or pull must go at least 11 km/s, no matter what the thing is . The escape velocity of an object depends on how compact it is; that is, the ratio of its mass to radius. A black hole is an object so compact that, close to it, even the speed of light is not fast enough to escape. A common type of black hole is the type produced by some dying stars. A star with a mass greater than 20 times the mass of our Sun may produce a black hole at the end of its life. In the normal life of a star there is a constant tug of war between gravity pulling in and pressure pushing out. Nuclear reactions in the core of the star produce enough energy to push out. For most of a star's life, gravity and pressure balance each other exactly, and so the star is stable. However, when a star runs out of nuclear fuel, gravity gets the upper hand and the material in the core is compressed even further. The more massive the core of the star, the greater the force of gravity that compresses the material, collapsing it under its own weight. For small stars, when the nuclear fuel is exhausted and there are no more nuclear reactions to fight gravity, the repulsive forces among electrons within the star eventually create enough pressure to halt further gravitational collapse. The star then cool s and dies peacefully. This type of star is called the "white dwarf." When a very massive star exhausts its nuclear fuel it explodes as a supernova. The outer parts of the star are sent into space and the core falls under its own weight. To create a massive core a progenitor (ancestral) star would need to be at least 20 times more massive than our Sun. If the core is very massive (approximately 2.5 times more massive than the Sun), no known repulsive force inside a star can push back hard enough to prevent gravity from completely collapsing the core into a black hole. Then the core compacts into a mathematical point with zero volume, where it is has infinite density.

Euthanasia :: Mercy Killing Death

A considerable size of society is in favor of Euthanasia mostly because they feel that as a democratic country, we as free individuals, have the right to decide for ourselves whether or not it is our right to determine when to terminate someone's life. The stronger and more widely held opinion is against Euthanasia primarily because society feels that it is god's task to determine when one of his creations time has come, and we as human beings are in no position to behave as god and end someone's life. When humans take it upon themselves to shorten their lives or to have others to do it for them by withdrawing life-sustaining apparatus, they play god. They usurp the divine function, and interfere with the divine plan. Euthanasia is the practice of painlessly putting to death persons who have incurable, painful, or distressing diseases or handicaps. It come from the Greek words for 'good' and 'death', and is commonly called mercy killing. Voluntary euthanasia may occur when incurably ill persons ask their physician, friend or relative, to put them to death. The patients or their relatives may ask a doctor to withhold treatment and let them die. Many critics of the medical profession contend that too often doctors play god on operating tables and in recovery rooms. They argue that no doctor should be allowed to decide who lives and who dies. The issue of euthanasia is having a tremendous impact on medicine in the United States today. It was only in the nineteenth century that the word came to be used in the sense of speeding up the process of dying and the destruction of so-called useless lives. Today it is defined as the deliberate ending of life of a person suffering from an incurable disease. A distinction is made between positive, or active, and negative, or passive, euthanasia. Positive euthanasia is the deliberate ending of life; an action taken to cause death in a person. Negative euthanasia is defined as the withholding of life preserving procedures and treatments that would prolong the life of one who is incurably and terminally ill and couldn't survive without them. The word euthanasia becomes a respectable part of our vocabulary in a subtle way, via the phrase ' death with dignity'. Tolerance of euthanasia is not limited to our own country. A court case in South Africa, s. v. Hatmann (1975), illustrates this quite well.

Models of Communication Essay

According to the authors of â€Å"Human Communication in Society†, communication occurs simultaneously between senders and receivers, with meaning co-created by all participants. The authors are saying that in communication the individual’s character affect the process of communication. Linear Model views communication as a one-way process in which the speaker speaks and the listener listens. The earliest model primarily involved the transfer of information from one person to another. An encoded message sent from the sender or the speaker to the person receiving the encoded message. Interactive Model of communication is a simultaneous or real-time exchange of information over a transmission medium, such as during a video conference. The linear model depicts communication as a one-way process. The speaker of sender of the message in the interactive model also listens to the feedback given by the receiver or listener. Both the speaker and listener take turns to speak and listen to each other. This method works better if the speaker and listener have common fields of experience. Transactional Model of communication shows that the elements in communication are interdependent. Each person in the communication act is both a speaker and a listener, and can be simultaneously send and receiving message. The interactive model does not indicate that communicators can both send and receive messages simultaneously. Transactional Model of communication shows that the elements in communication are interdependent. Each person in the communication act is both a speaker and a listener, and can be simultaneously send and receiving message. The interactive model does not indicate that communicators can both send and receive messages simultaneously. Transactional Model of communication shows that the elements in communication are interdependent. Each person in the communication act is both a speaker and a listener, and can be simultaneously send and receiving message. The interactive model does not indicate that communicators can both send and receive messages simultaneously.

Employee Handbook

Martino Landscape Contractors, Inc. Employee Handbook for Field Personnel TABLE OF CONTENTS INTRODUCTORY STATEMENT 3 MISSION STATEMENT 3 LETTER FROM THE OWNERS 4 PURPOSE OF THIS HANDBOOK NOTICE 5 SUPPLEMENTS/CHANGES 6 DEFINITIONS 6 EXCEPTIONS 6 Section I: EMPLOYMENT Organization Chart 7 Employment-at-Will 7 Equal Employment Opportunity 8 Affirmative Action Plan 8 Immigration Reform & Control Act of 1986 9 Americans With Disabilities Act (ADA) 9 Section II: PERSONNEL STATUS Employment Classifications 10 Tardiness and Absence 11 Personnel Records 12Work Rules and Performance Standards 13 Section V: GENERAL INFORMATION Open Door Policy 26 Injuries/Accidents 26 Sexual Harassment 27 Alcohol, Drugs, and Controlled Substances 29 Prohibited Items 29 Drug Testing 30 Moonlighting (Outside Activities) or Conflict of Interest 32 Personal Credit References 32 Driving Records 33 Personal Loans and Pay Advances 33 Media Relations 34 Use of Company Vehicles, Property, Equipment, Etc. 34 ATTACHMENTS Employee Statement of Acknowledgment Substance Abuse Testing Consent and Release Overtime 24 Disciplinary Form 24Performance Evaluations 25 Job Descriptions 25 INTRODUCTORY STATEMENT Welcome to Martino Landscape Contractors, Inc. This Employee Handbook – Field applies to all employees of Martino Landscape Contractors, Inc. It is intended to provide guidelines and summary information about the company’s personnel policies, procedures, benefits, and rules of conduct. It is important that you read, understand, and become familiar with this Employee Handbook and comply with the standards that have been established. Please talk with your immediate supervisor if you have any questions or need dditional information. The rules set out in this Employee Handbook are as complete as we can reasonably make them. However, they are not necessarily all inclusive because circumstances that we had not anticipated may arise. Some currently unanticipated circumstances may warrant the appl ication of discipline, including termination. In addition, Martino Landscape Contractors, Inc. reserves the right to modify, supplement, rescind, or revise any policy, benefit, or provision from time to time, with or without notice, as it deems necessary or appropriate. MISSION STATEMENTThe following is our mission statement at Martino Landscape Contractors, Inc. Martino Landscape Contractors, Inc. is committed to achieving the highest possible level of total customer satisfaction. Our goal is to make the environment safer and more attractive. All of our associates are dedicated, hard working people that have been equipped and trained to perform work in a correct and safe manner. We are committed to growth, stability, and providing meaningful employment. At Martino Landscape Contractors, Inc, we do the job ‘RIGHT. † LETTER FROM THE OWNERSWelcome to the Martino Landscape Contractors family! This Employee Manual answers some of the important and fundamental questions you m ay have about your employment with Martino Landscape Contractors, Inc. In it, you will find descriptions of Company policies and guidelines related to your employment. Should you have questions about your work here, please do not hesitate to discuss them with your immediate supervisor. We look forward to a long and mutually beneficial relationship. ______________________________ _____________________________ Roberto MartinoPURPOSE OF THIS HANDBOOK This Employee Handbook is intended to be a communications tool to inform employees about the policies, guidelines, benefits, and work practices that affect their employment with Martino Landscape Contractors, Inc. It will help you to understand your responsibilities to Martino Landscape Contractors, Inc. and the Company’s responsibilities to you. This Employee Handbook is not intended to, and should not be interpreted as, creating a contract of employment. While Martino Landscape Contractors, Inc. elieves that one of the best ways t o develop an employee’s trust and confidence in the Company is to perform in a consistent manner, it is important to realize that changes to our daily practices may occasionally be necessary. Therefore, Martino Landscape Contractors, Inc. reserves the right to change, modify, delete, or add to any of the policies and practices listed herein, in accordance with management’s best judgment. We require that you read all of this Employee Handbook carefully. You are also encouraged to take it home to your family so that they can also become familiar with it.You should refer to this manual first when you have any questions. If you still are not certain, please contact your immediate supervisor. NOTICE The policies in this Employee Handbook are to be considered as guidelines. Martino Landscape Contractors, Inc, at its sole option, may change, delete, suspend, and discontinue any part of its policies in this Handbook with or without any prior notice. Any such action shall apply to existing, as well as future, employees, with continued employment being the consideration between the employer and the employee.No one other than the President of Martino Landscape Contractors, Inc. may alter or modify any of the policies in this Employee Handbook. No statement or promise by a supervisor, manager, or department head may be interpreted as a change in policy, nor will it constitute an agreement with an employee. Should any provision in this Employee Handbook be found to be unenforceable and/or invalid, such finding does not invalidate the entire Employee Handbook, but only the subject provision. DEFINITIONS This Employee Handbook deals only with Field personnel.Field personnel include those employees whose work is performed principally in the Field. This includes the following: †¢ County Supervisors †¢ Tractor Operators or Crew Members †¢ Lawn Care Crew Members †¢ Weed Whacker Crew Members This Employee Handbook also covers Field personnel who are brought to the Main Office or the Shop on an as needed or temporary basis . EXCEPTIONS In some cases exceptions can be made to policies listed in this Employee Manual. In most cases exceptions will not be allowed. Only the President can make exceptions to stated Company policies.Exceptions are NOT automatically granted, and very few will be granted. If you request an exception, it is your responsibility to provide justification for the President to grant an exception. SECTION I: EMPLOYMENT ORGANIZATION CHART Martino Landscape Contractors has a formal, functional organization chart. This organization chart demonstrates the â€Å"chain of command† at Martino Landscape Contractors. It is your obligation to know and follow this â€Å"chain of command. † According to this chart, you have only one boss. Your boss is the individual who provides you with all work-related instructions.You should ask this individual, and this individual only, about all work related questions . If, after the conclusion of this discussion, you are not satisfied, let your immediate supervisor know that you would like to discuss this matter with their immediate supervisor. That individual will set the time for such a meeting after discussion with their immediate supervisor (See the Section on â€Å"Open Door Policy. †). You may discuss personal matters with the President, or any member of management, at your mutual convenience without first discussing these types of issues with your immediate supervisor.EMPLOYMENT-AT-WILL Employment is with the mutual consent of you and Martino Landscape Contractors. Consequently, Martino Landscape Contractors have the right to terminate the employment relationship at any time, with or without cause or advance notice. This employment-at-will relationship will remain in effect throughout your employment with Martino Landscape Contractors, unless it is specifically modified by an express written agreement signed by the President of Mar tino Landscape Contractors. All Field employees will have an Introductory Period of a minimum of 60 days.After the successful completion of this period, they may become considered as permanent employees. This employment-at-will relationship may not be modified by any oral or implied agreement. This Employee Handbook does not constitute an employee contract. TARDINESS AND ABSENCE You are part of a team. In most circumstances, the progress and productivity of the job depends on each of its team members acting together. Therefore, it is important that employees work their assigned schedules as consistently as possible.However, Martino Landscape Contractors understands that because of illness or emergency situations you may be unable to come to work. If you are unable to report to work for any reason, you must call in to your immediate supervisor before your scheduled time of arrival with the following information: †¢ If you will be late, you must state why and when you expect to b e in. †¢ If you will be absent, you must state why and how long you expect to be out. If your immediate supervisor has a cell phone, you must call that individual directly.It is your responsibility to keep the Company informed on a daily basis during a short-term absence. Except in the case of an emergency, employees must have their supervisor's permission to leave work before they are regularly scheduled to do so. Being late (tardy) or absent is considered â€Å"excused† only when you call promptly and the tardy or absence is for a compelling reason. The Company reserves the right, at its sole discretion, to determine what constitutes a compelling reason. A tardy or absence for a non-compelling reason, and failing to call in according to company policy, will be considered â€Å"unexcused. Furthermore, the Company recognizes that certain emergency situations would prevent you from giving advance notice. The Company will apply â€Å"the rule of reason† to all such situations Martino Landscape Contractors considers â€Å"unexcused† tardiness and absence to be a serious problem. Consequently, employees who are tardy or absent excessively or show a consistent pattern of absence, whether â€Å"excused† or â€Å"unexcused,† may be subject to disciplinary action, up to and including, possible termination.If you are late for work, or you are absent without an acceptable excuse, more than three (3) times within a year’s period (based on the date of the first occurrence), you will be subject to disciplinary action, up to and including, possible termination. If you do not call in and do not report to work for three (3) consecutive workdays, the Company will consider this to be a voluntarily resignation. WORK RULES AND PERFORMANCE STANDARDS It is not possible to provide a complete listing of every work rule or performance standard.As a result, the following are presented only as examples. You are responsible for understandin g and following these standards and work rules. Employees who do not comply may be subject to disciplinary action, up to and including, possible termination. Job Performance – employees may be disciplined, up to and including, possible termination, for poor job performance, as determined by Martino Landscape Contractors. Some examples of poor job performance are as follows: †¢ Below average or what the Company defines as acceptable level of work quality or quantity; Failure to follow safety requirements and regulations, including the utilization of required safety equipment, clothing, gear, etc. ; †¢ Failure to attain established goals; †¢ Poor attitude, including rudeness, or lack of cooperation – this includes dealings with representatives of customers, vendors, co-workers, representatives of local, State or federal governments, etc. ; †¢ Excessive absenteeism, tardiness, or abuse of meal or break time privileges; †¢ Failure to properly use a nd care for all Company owned or rented equipment and vehicles; Failure to follow instructions or Company policies and procedures; †¢ Failure to perform all job duties, tasks ands responsibilities. Misconduct – employees may also be disciplined, up to and including, possible termination, for misconduct. Some examples of misconduct are as follows: †¢ Insubordination; †¢ â€Å"Badmouthing,† the spreading of rumors, half truths, untruths, etc. of customers, co-workers, vendors, outside professionals, governmental representatives, Martino Landscape Contractors personnel, etc. ; Abuse, misuse, theft, or the unauthorized possession or removal of Company property or the personal property of others; †¢ Falsifying or making a material omission on Company records, reports, or other documents, including payroll, personnel, expense reports, and employment records; †¢ Being rude, disrespectful, using abusive and/or foul language with any client/customer â⠂¬â€œ actual or potential – vendor, co-worker, outside professionals, governmental representatives, competitor of the Company, etc. ; †¢ Divulging confidential Company information to unauthorized persons; Disorderly conduct on Company property – including fighting or attempted bodily injury, or the use of profane, abusive, or threatening language toward others, or possession of a weapon; †¢ Misconduct in company furnished motel rooms; †¢ Violation of any law adversely affecting Martino Landscape Contractors, or conviction in court of any crime which may cause the employee to be regarded as unsuitable for continued employment; †¢ Violation of Martino Landscape Contractors alcohol, drugs, and controlled substances policies; †¢ Violation of Martino Landscape Contractors harassment policies; Violation of safety rules, as may be established by Martino Landscape Contractors †¢ Continuous misuse and/or unauthorized use of any company equipment or property. Attitude – Martino Landscape Contractors strives to be a positive company and to create a positive working environment for its employees and clients. We expect that you will at all times and with all employees, customers, co-workers, vendors, representatives of governmental agencies, outside professionals, etc. only make positive remarks about Martino Landscape Contractors.If you have any complaints they should be handled discreetly with your immediate supervisor. USE of COMPANY VEHICLES, PROPERTY, EQUIPMENT, ETC. Some Martino Landscape Contractors Field personnel are assigned Company vehicles. These are intended for conducting official business ONLY. You should NEVER allow anyone other than a current Company employee, with a valid Driver’s License, to operate a Company vehicle. Also, you should not allow anyone to ride in the vehicle that is not a current Company employee. Violation of this policy may result in disciplinary action, up to and ncluding, termi nation. SECTION II: PERSONNEL STATUS EMPLOYMENT CLASSIFICATIONS Introductory Period: All personnel hired by Martino Landscape Contractors will start off in a minimum 60-day Introductory Period. While classified in this status you are not eligible for any company benefits, unless required by law. The Introductory Period is a time for the Company to get to know its employees and their capabilities. It is also a time for you to get to know the Company and your job tasks and /or duties. Throughout this period we will be evaluating each other.At any point in time during this Introductory Period, the Company or you may decide to terminate the relationship. At the end of the period, your immediate supervisor will conduct a performance evaluation interview with you and will determine your status with Martino Landscape Contractors. This period may be extended beyond the initial 60-day period discussed above. However, throughout this period you are encouraged to discuss your performance and a sk questions of your immediate supervisor regarding all tasks and duties assigned to you. Part-Time Employees:Employees scheduled to work less than 40 hours per week. If the position or job function is to be part-time, you will be notified at the time of your hiring. Seasonal Employees: Employees in non-supervisory, field positions. The length of time that any individual will be needed is dependent on the work volume and specific projects that are performed. Temporary Employees: Employees hired on a temporary basis. This may include the hiring of some individuals during the summer months. It may also include using temporary employment agencies to obtain this additional, short term, help that the Company requires.Hourly: These positions have an hourly wage rate. The individuals in these positions are paid for the actual hours they worked during the pay period. However, under federal law these individuals are paid time-and-a-half for all hours worked above 40 hours in a given pay peri od. Employment of Minors: The Company will not knowingly hire any individual who is considered to be under age for employment in any job classification as defined by State and federal laws. Generally speaking, this is 18 years of age to operate equipment and/or vehicles and 16 years of age for other positions. MEAL PERIODSAll hourly employees who work more than six (6) hours in a given workday will receive an unpaid meal period of 30 minutes. In the field, it is up to you to determine the exact time of this break. You should consider your current location and the time it would take to get to a convenient spot for taking your meal break. Consequently, there is no exact time for taking your meal break on a daily basis. 30 minutes per day will be subtracted from your time sheet. Employees who do not work more than six (6) hours in a workday may not take a meal break without the expressed approval of their immediate supervisor.You are expected to be back at work within 30 minutes after you left for the start of your meal period. Leaving early and/or returning late is considered a serious offense and will lead to disciplinary action, up to and including, possible termination. SECTION IV: COMPENSATION WAGE and SALARY REVIEWS Wage and Salary increases are based upon performance only. Your length of service with the company has nothing to do with being granted a wage or salary increase. Martino Landscape Contractors considers your pay rate, salary, and/or your total compensation package to be highly confidential information.Under no circumstances should any part of your compensation package be discussed with anyone but your immediate supervisor, the Payroll Clerk, the Office Manager, the Controller, and the President. Violation of this policy is considered to be a very serious matter and may subject you to disciplinary action, up to and including, possible termination. WAGE ASSIGNMENTS or GARNISHMENTS On occasion, employees may have Wage Assignments or Garnishments fi led against them. These are legal documents and require that Martino Landscape Contractors deduct a certain amount from your weekly paychecks.The Company will inform you regarding any such Garnishments against your wages as soon as possible after they have been received and processed in the Accounting Department. You will be provided with copies of any documentation that is given to the Company. If you disagree with the Garnishment, then it is your responsibility to handle this matter with the appropriate court and/or institution. The Company has no say whatsoever on these issues. They are strictly legal requirements with which the Company must comply by law. For each assignment or garnishment, the employee will be assessed an Administrative Fee of $3. 0 per transaction. PERFORMANCE EVALUATIONS All Field employees will receive a written performance evaluation annually, based on their anniversary dates. They may be provided more frequently. New employees will receive a written perfor mance evaluation at the conclusion of their 60-day Introductory Period. The purpose of the performance evaluation is to let you know how well you are doing. Written performance evaluations may include commendation for good work, as well as specific recommendations for improvement. You will have the opportunity to discuss your performance evaluation with your immediate supervisor.This is a good time to ask questions and to clarify important points. Performance evaluations help Martino Landscape Contractors make important decisions about job placement, training and development, and pay increases. A satisfactory performance evaluation does not guarantee a salary increase nor does it alter, modify, or amend the at-will employment relationship between you and Martino Landscape Contractors JOB DESCRIPTIONS SECTION III: GENERAL INFORMATION INJURIES/ACCIDENTS All injuries while on company time must be reported as soon as possible to your immediate supervisor.PLEASE, ensure that medical atte ntion is sought first in an emergency. Your supervisor will have a listing of emergency telephone numbers. If you witness or are present when an injury occurs, and the situation so calls, please call for help IMMEDIATELY. Your and your co-workers’ health and well-being are of prime importance. In addition, you are expected to immediately report any and all unsafe situations to your immediate supervisor. SEXUAL HARASSMENT Martino Landscape Contractors are committed to providing a work environment that is free of discrimination and harassment.In keeping with this commitment, Martino Landscape Contractors maintains a strict policy prohibiting harassment, including sexual harassment. Sexual harassment of employees by supervisors, co-workers, customers, representatives of governmental agencies, outside professionals, vendors, etc. is prohibited. Individuals who have been determined to have violated this policy will be disciplined, up to and including, possible termination. Martino Landscape Contractors makes the following commitments to all employees: Examples of sexual harassment include, but are not limited to, the following: Un-welcome sexual flirtations, advances, or propositions; †¢Verbal abuse of a sexual nature; †¢Using explicit or derogatory sexual terms in reference to any employee; †¢Subtle pressure or requests for sexual activities; †¢Unnecessary touching of an individual; †¢Graphic comments about an individual's body; †¢A display in the workplace of sexually suggestive objects or pictures, including, but not limited to, magazines, posters, calendars, photographs, and drawings; †¢Sexually explicit or offensive jokes; †¢Physical assault; Retaliating in ANY way against an employee who has complained of, or reported, sexual harassment or who has participated in the investigation of such conduct. If you believe that you are being, or have been, harassed in any way, you MUST report the facts of the incident or in cidents to your supervisor immediately, without fear of reprisal. If for ANY reason you are uncomfortable talking with this person, or this person is the one whom you believe is guilty of sexual harassment, you should immediately talk with the President. Do not wait to see if the behavior stops.To properly protect all of our employees, customers, vendors, business associates, Martino Landscape Contractors must be notified at the first opportunity. Any accusation brought to the attention of supervision and/or management MUST be brought up the chain of command of the organization or directly to President for investigation. It is a condition of employment at Martino Landscape Contractors that if it is deemed necessary to use an outside arbitrator to resolve any sexual harassment disputes, you hereby accept this condition and agree to abide by the judgment and determinations of this arbitrator.ALCOHOL, DRUGS, AND CONTROLLED SUBSTANCES Martino Landscape Contractors has adopted a policy o n drugs, alcohol, and other prohibited items in order to help insure a safe, healthy, and productive drug-free environment for our employees and others on Company property, to protect Company property and assets, to maintain a favorable public image, and to assure efficient operations.It is the policy of Martino Landscape Contractors to maintain its property and to provide a drug-free working environment that is both safe for our employees, including others having business with the Company, or on Company property, or at work sites where Martino Landscape Contractors is performing work, and conducive to efficient and productive work standards.This policy restricts certain items and substances from being brought to work, being used while working or being present on Company property and/or Company work sites, and prohibits Company employees and all others from, reporting to work, working or being present on Company property and/or Company job sites, whether or not on duty, from having detectable levels or identifiable trace quantities of certain drugs and other substances, and prohibits the unauthorized possession, by employees or others, of property, equipment, materials, supplies, or proprietary information belonging to Martino Landscape Contractors or others. OUTSIDE ACTIVITIES) or CONFLICT of INTEREST Because of the possibility of a conflict of interest, employees are prohibited from holding a position with any competitor, governmental agency, and customer, outside professional entity, or vendor or any business entity working with Martino Landscape Contractors. Therefore, you are required to inform your immediate supervisor if you have any outside employment – with any company or any self-employment venture.Martino Landscape Contractors will be the sole judge as to whether that company or business venture falls into any of these categories. While you are free to have outside employment (a second job), it must not interfere with your ability to perform your duties and responsibilities for Martino Landscape Contractors. in a productive and safe manner. In addition, it must not limit your ability – on a regular basis – to be available for required overtime and/or weekendIn addition, all employees are prohibited from engaging in outside employment, private business, or other activity, which might have an adverse effect on, or create a conflict of interest with, Martino Landscape Contractors and the type of work that the Company performs. DRIVING RECORDS Employees, whose job/position requires the ability to operate a motor vehicle, must present and maintain a valid driver's license and a driving record acceptable to our insurer. You will be asked to submit a copy of your driving record to Martino Landscape Contractors from time to time.Any changes in your driving record must be reported immediately. Failure to do so may result in disciplinary action, up to and including, possible termination. If you are authorized to ope rate a Company vehicle in the course of your assigned work, or if you operate your own vehicle in performing your job, you will be considered completely responsible for any accidents, fines, or traffic violations incurred – other than those imposed on a Company vehicle for being overweight, unsafe, etc.Your immediate supervisor will advise you on what to say and do (and what not to say and do) in the event of a vehicular accident All drivers will be subject to investigation annually by the insurance carrier to verify the status of their driving record and to determine their insurability. Martino Landscape Contractors is not liable for any employee that is turned down for coverage. However, if our insurance carrier will not insure you, then you cannot hold a position that has a requirement for driving a vehicle.ONLY Martino Landscape Contractors employees may operate any vehicle or piece of equipment owned or rented by the Company. PERSONAL LOANS and PAY ADVANCES It is the pol icy of Martino Landscape Contractors, Inc. NOT to enter into any type of loans for any employee. Generally, it is the policy of Martino Landscape Contractors, Inc. NOT to provide a pay advance to any employee. However, under emergency conditions, an exception can be made to this policy. If such an exception is granted, the following conditions apply: 1.For salaried personnel, no pay advance can be made for a sum greater than 50% of salaried employee’s regular or base weekly salary. 2. For hourly employees, no advance can be made for sum greater than 20 hours pay (20 hours times the employee’s hourly wage rate. ). 3. There is a $3. 00 processing fee, per transaction, per week to cover the administrative time and effort involved in this process. 4. All advances granted must be paid back to the Company by the end of the last business paycheck of the year. 5. Employees are eligible for a pay advance only once within each calendar ear. 6. ONLY the Vice President, the Contro ller, or the President may grant exceptions. EMPLOYEE STATEMENT OF ACKNOWLEDGEMENT This is to acknowledge that I have been given information on accessing the website to read and review the Dixie Lawn Service, Inc. â€Å"Employee Handbook† and the â€Å"Safety Manual†. It is the employee's responsibility to read and be aware of Dixie Lawn Service, Inc. policy and procedures that are kept up to date on this website. Printed copies may be available upon request. Employee Signature Date

Africans in America Growth of Slavery in the 1600s and 1700s

CHAPTER 13 Trait Theories (p. 447) 1. b. 2. (a)ii, (b)iii, (c)iv, (d)v, (e)i. 3. e. Psychoanalytic/Psychodynamic Theories (p. 455) 1. The conscious is the tip of the iceberg and the highest level of awareness; the preconscious is just below the surface but can readily be brought to awareness; the unconscious is the large base of the iceberg and operates below the level of awareness. 2. b. 3. Freud believed an individual’s adult personality refl ected his or her resolution of the specifi c crisis presented in each psychosexual stage (oral, anal, phallic, latency, and genital). 4. a) Adler, (b) Horney, (c) Jung, (d) Horney. Humanistic Theories (p. 458) 1. a. 2. c. 3. self-actualization. 4. Humanistic theories are criticized for their naive assumptions, poor testability and inadequate evidence, and narrowness in merely describing, not explaining, behavior. Social-Cognitive Theories (p. 460) 1. how each individual thinks about the world and interprets experiences. 2. a. 3. c. 4. e xternal locus of control, internal locus of control. Biological Theories (p. 462) 1. d. 2. Some researchers emphasize the importance of the unshared environment, while others fear that genetic eterminism could be misused to â€Å"prove† certain ethnic groups are inferior, male dominance is natural, or that social progress is impossible. 3. b. 4. c. Personality Assessment (p. 469) 1. (a)ii, (b)i, (c)iii. 2. projective; 3. b. 4. People accept pseudo-personality tests because they offer generalized statements that apply to almost everyone (Barnum effect), they notice and remember events that confi rm predictions and ignore the misses (fallacy of positive instances), and they prefer information that maintains a positive self-image (self-serving bias).