Pollution Prevention Case Study Example | Topics and Well Written Essays - 1000 words

Pollution Prevention - Case Study Example In this  assignment  we will look for the  stakeholder  of the chemical plants,  we will  identify  the  part  they play in making any  company  a success, we will also look at how a company can  function  such that it meets the needs of its stakeholder and at the same time maintain a quality standard.  We will also look at the factors that affect the quality of the product that the company produces and how it can be further improved upon.  Since, the only thing that is  constant  is change,  therefore  how to bring about a constant change that will keep the  stakeholder  happy  and will also  benefit  the accounts of the company (Chanlett, 1973). Stakeholders of any organization are those who, will  basically  benefit or  will be harmed  by the activities that  are carried  out by the firm.  For any organization  there are  broadly  two types of  stakeholder, internal  stakeholder  and external  stakeholder. ... They care about the profits  but  they are far more concerned about the success of any project they have initiated. Even those who  approve  the launch of the new product are all  stakeholder  of a project. The best possible way to meet the requirements and expectations of  stakeholder  is to produce results. The only things that the  stakeholder  wants are the results, the end product. The best way to  produce  the results is to have a business strategy designed in such a way that the end results  are met, and the most  appropriate  way  is to  design  the  strategy  in such a way that the goals are realistic, measurable and achievable, this will make it easy for the company to make the  stakeholder  happy. It is not  necessary  for the strategy to be a  huge  one  but  it should be an  effective  one. It is  important  that the roles and responsibilities are  pre assigned  and  the  relationship  of the peopl e involved  is clearly mentioned  and defined so that the work flow can  progress  effectively and smoothly.  Clear job descriptions should also be provided so that each and every person is aware of actually what they  are supposed  to do and what extent their contribution  is required.  There should also be an established performance  evaluation  system for the people involved in the implementation of the  policy  to make sure of its effectiveness.  Also, there should be a  proper  mechanism  which will work to make sure that the  policy  is being implemented  properly and as per the laid down rules (Chanlett, 1973). There should be  constant  checks on the  policy  that  has been implemented.  The environmental policy should be such that the objectives and the targets that  have been laid  down

Mexican Immigrants in the United States Essay Example for Free

Mexican Immigrants in the United States Essay Abstract Choosing to focus on the Mexican Immigrant in the United States workplace will help to develop an understanding of how organizational decisions insure the acceptance and inclusion of the group with those of the organization’s in-group creating a unified work environment. Chao and Willaby (2007) theorized that everyone had their own vision of how the world works and acting upon it based on what they have perceived as being true; sometimes the visions of others are difficult to understand or accept, which can cause strife and alienation in the workplace. According to Adu-Febiri (2006) the responsibility of transformational leadership is to raise employee awareness; thus, beginning the journey for an all-inclusive and unified work environment. Mei and Russ (2007) identified that management’s objective should be to help organizational employees to establish a foundation of developing the core and cultural competencies that are critical to developing effective methods for advocating change and cultural blending. The results of this essay and the completion of employee interviews will help to heighten areas of self-actualization and ethnic and linguistic competencies of the author and all cultural groups she will be accountable. Mexican Immigrants in the United States Workplace Introduction Chao and Willaby (2007) advised that everyone had their own vision of how the world works and that everyone performs according to their perception of the right way to live as a part of that world. Greenwood (2007) contends there are differing perceptions of how the world operates creates complex challenges when working to blend differing beliefs toward a unified environment. The following literature review focuses on raising the level of diversity consciousness as it relates to Mexican immigrants in the workplace. Deaux, Reid, Martin, and Bikmen (2006) identified that the Hispanic sociohistorical perspective provided significant information reflecting an independent group that is dedicated to their families and struggling to survive in an environment that often resents them being in the workplace. Parrado and Kandel (2010) contend the Hispanic group is one of the fastest growing minority groups that has magnified the supply of low-skilled workers. The author also identified the group’s struggle with linguistic challenges as being what prevented many from achieving educational needs, which exacerbates the group’s equality in the workplace. Trends in Workplace Diversity Globalization, technology, and increased mobile ability have created diverse ethnic and linguistic challenges felt around the globe. Greenwood (2008) contended that some of the Hispanic group chose to move to the United States in pursuit of a higher quality of life; others made their decisions based on a lower cost of living and others came only to make an income that could be sent back to their homeland to take care of family left behind. Whatever the reason for the influx challenges to achieving unity in the workplace begin at the onset and will become more complex in nature as the number of ethnic and linguistic minorities continue to grow. The qualitative study performed by deCastro, Fujishiro, Sweitzer, and Oliva, (2006) theorized the negative workplace experiences of minority groups were inclusive of linguistic barriers, poor and unsafe working conditions, illegal methods of pay, work related injuries, and, finally, a consistent loss of jobs. Adu-Febiri (2006) theorized that workplace environments require the creation of opportunities for inclusion of all associated with the organization that matriculates all toward a true multicultural identity. Impact of Global Economy deCastro, et al (2006) provided that the impacts of a global economy are far reaching and have served to change the very fabric of cultural beliefs and community structures. The authors explain that many of the in-migrants see the expanding economies as a new and promising dimension of prosperity; while many of the native group believes it to be the portent of doom. For better and worse, everyone will have to learn about and from one another. Rizvi (2009) theorized the impact of a global economy as being realized in everyday activities such as processes at work, cultural interrelationships, capital, information exchanges, food and goods, and ideas. The global economy changed the dynamics of doing business with the enhancement of technology, communication, politics, and immigration. Adu-Febiri’s (2006) contentions of the global environment included the potential for cultural erosion due to a lack of human factor competency. As employment globalization grows so do the challenges for maintaining ethnic cultural norms in a manner that creates workplace inclusion. Chao and Willaby (2007) echoed Adu-Febiri’s thoughts when they asserted the globalization has created the challenge of the hiring of immigrants around the world; the authors maintain, â€Å"†¦has no geographic, political, or cultural bounds† (Chao and Willaby, p. 32, 2007). The authors further identified challenges of minority ethnic and linguistic groups have been to hold onto their cultural and linguistic makeup: Globalization has encouraged many to dress the way the other dresses and eat what the other eats, the result being a cultural homogenization process and the subtle emotions of ethnic cultural shame within groups. Chao and Willaby (2007) explained that reducing and ultimately eliminating the impact of cultural homogenization, the overt and more subtle forms of discrimination, ethnic and linguistic bias requires the expansion of diversity consciousness in the form of implicit cognitive awareness of management and employees. Discrimination Practices Carr-Ruffino (2005) explained that challenges to ensuring discrimination does not exist in the workplace requires a thorough understanding of the context it occurs, which requires high levels of self-awareness and a significant understanding of all ethnic groups in the workplace. Findler, Wind, and Mor Barak (2007) asserted that the ever growing challenge of diversity has worked to create demands that organizations determine and implement methods for effectively coping with workforce diversity. A number of theoretical viewpoints and studies identify common threads that include perceptions of inclusion or exclusion, fairness, social and organizational commitment, job satisfaction, and the overall sense of well-being. Another study performed by Krings and Olivares (2007) questioned the impact of ethnicity, job type, bias, and the commitment to interview discrimination practices from the employer perspective. The study resolved there was a higher potential for bias and discriminatory practices when there was a lack of diversity consciousness. Echautegui-de- Jesus, et al (2006) explained that working alongside an ethnic and gender group the native group perceives as being different from themselves creates challenges arising from imbalanced group powers. The Rubini, Moscatelli, Albarello, and Palmonari (2006) study compared the discriminatory effects of group power and social identification as it relates to linguistic discrimination. The study found higher levels of discriminatory practices were present when in-group participants responded in more positive way to other in-group members than they did with those considered the outside group. Another study completed by Echautegui-de-Jesus, Hughes, Johnston, and Hyun (2006) examined the effects of the employee’s psychological sense of well-being and job satisfaction as it relates to employee performance. Echautegui-de- Jesus, et al (2006) identified that minority groups often perceive themselves as being threatened with the loss of their interpretation of the world; the result being the loss of ability to achieve a sense of belonging, which brings into focus Robinson’s (2008) contention that identifying discriminatory practices often relies on perceptions of contentions of discrimination of the receiver. The need for higher levels of understanding diversity and the relationship between achieving a sense of well-being will be critical to the Hispanic group’s continued growth as a part of a global world. The studies and theoretical viewpoints reviewed provided a deeper insight to potential discriminatory practices arising from the diversification of the workplace. Ruane (2010) elucidated that as globalized employment continues to evolve and grow, talent pools will increase in a way that greatly enhances an organization’s ability to do business anywhere in the world. Taking advantage of the globalized potential requires management and employees raise the bar on diversity consciousness to create a sense of well-being for everyone in the workplace environment. Accommodating Diversity Ruane (2010) identified the need for accommodating diversity in the workplace and that it required training, strategies, and methods for managing diversity that created equality and a sense of well-being for everyone involved with working environment. A critical step toward identifying the level and expanding needs of diversity consciousness requires the identification of attitudes and implemented plans that will maintain and increase the common ground between all related to the workplace. The study performed by Greenwood (2008) stipulated the more a workplace environment diversifies the more difficult it would become for employees to maintain the sense of being a part of a unified work environment, which necessitates high levels of commitment to diversity practices on a consistent basis. Ruane (2010) theorized the importance of willingly and openly creating opportunities of inclusion begins with creating opportunity for shared diversity experiences that will increase diversity consciousness over time. The Nielsen and Fehmidah study (2009) identified the relationship between transformational leadership and the employees’ sense of well-being. Understanding that creating an effective diversity oriented work environment will help to ensure workers’ job satisfaction, inclusiveness, and sense of well-being continues to grow is not difficult; however, establishing strong leadership that is committed to ensuring prior underrepresented groups, such as the Mexican group requires strong diversity skill sets. Nielson and Munir’s (2009) article argued that the multifaceted workforce environment of the United States requires transformational management, laws ensuring equitable equality, and strong diversity training practices: Practices that encompass the perceived challenges of a Hispanic workforce. Most can agree the only way to manage diversity is to plan for it. Effects of Cultures in the Workplace Greenwood (2008) rationalized the world’s workplace environment is consistently changing and with each change comes different cultures, religions, sexual orientations, and ethnic groups; the objective is to welcome and support each group equally so as to create a new unified environment. Robinson (2008) provided that efforts to blend diverse cultures can have both negative and positive effects on operations, interrelationships, productivity, and the future growth of the company. Understanding differences between groups is a critical first step toward understanding how to make diverse cultures work together. The interviewing of three separate organizations helped to provide a better understanding of how both negative and positive effects of differing cultures can affect organizational outcomes. Greenwood (2008) explicated that cultural diversity affected each member of a work group; he also identified that challenges arising from linguistic barriers, differing work ethics, communication misunderstandings, and group power imbalances represented major trials to diversity. de Castro, Fujishiro, Sweitzer, and Oliva (2006) explained that diversity challenges require the commitment of management to ensure the positive effects outweigh the potential negative effects. Each of the three organizations interviewed believed strongly that it is only by creating flexible and inclusive work environments that organizations can reap the benefits of diversity in the workplace. Organizations that have planned for diversity understand that the right employee and management diversity planning and training will open the tap for contributions resulting from the perceptions of a multicultural workforce that is focused on one objective; the health and growth of the organization and the communities being served (Gabe Hooper, Personal Communication, January 20, 2011). Employer Attitudes The three organizations interviewed for the review work in the service delivery areas of healthcare. Each organization is focused on providing care and services to the communities under their care. The three interviewees chosen for the project presented diversity attitudes that were similar in their perceptions of cultural diversity. Each offered a definition of diversity that relates to being anything and everything associated with human life inclusive of the way an individual thinks, feels, dresses, communicates, and behaves. Each considered the value of diversity consciousness as being a critical component to the continued success of the organizations. However, each of the interviewees offered differing perspectives for overcoming culture challenges and the elimination of bias and discriminatory perceptions of all concerned. Some of the differences in perspectives are due to a noted lack of diversity within the organization; some of the differences are due to a lack of prior experience dealing with multicultural groups within the workplace. Appalachian Community Services (ACS) of western North Carolina offers strict protocols for agency professionals and support staff to ensure agency service delivery eliminates the potential for bias, prejudicial and any other discriminatory practices. Gabe Hooper the Program Manager for ACS was open to allowing a review and discussion of agency published agency policies as it relates to diversity initiatives of the organization. The agency policy offers stipulations inclusive of 1) a working environment that promotes dignity and respect, 2) the commitment to diversity and equality, good management practices that make sense, 3) the commitment to monitor and review on an annual basis, and 4) promises to address all forms of misconduct as defined in the organization’s code of ethics manual. After reviewing the agency standards for diversity management Mr. Hooper was asked why the agency did not seem to have a diverse base of employees within the agency. Mr. Hooper explained that ACS was largely a non-profit organization requiring high levels of professional credentialing to even be employed with the agency and that eliminated a number of the minority populace. Another reason provided was the fact the organization was based in rural environment, which does not lend well to the procuring and retaining of high quality and diverse professionals. Mr. Hooper stated, â€Å"The organization holds what comes their way and whether or not it balances diversity initiatives is secondary† (Gabe Hooper, Program Manager, Personal Communication, January 20, 2011). ACS professionals participate with one another and with their communities to create a strong sense of inclusion and well-being; the agency participates and supports community group histories and cultural celebrations. Hooper identified that everything experienced represents a new knowledge and it is brought into the work environment. ACS requires ongoing and consistent training for diversity related challenges that are becoming a part of the changing landscape; however, the organization has been unsuccessful with attracting minority groups to the organization. ACS has and enforces strong diversity protocols that are designed to ensure clients of the agency are not subjected to any forms of bias, prejudicial, or any other discriminatory practices and these same protocols are intended to serve the organization as the workplace culture evolves (Gabe Hooper, Program Manager, Personal Communication, January 20, 2011). Harris Regional Hospital offered by far the most culturally diverse workforce reviewed and diversity was represented at all levels of the organization. Janet Millsaps, Vice President of Human Resources explained the hospital’s objective for being ‘the place to work’ in western North Carolina. To fulfill the hospital’s objective requires the valuing, utilizing, and recognizing the unique potential of everyone working for the hospital. Millsaps explained that every new employee, no matter the position or department, is required to attend diversity-training sessions prior to stepping into their assigned positions and to attend annual seminars as they are presented. Finally, all employees must read and sign an agreement to uphold the organization’s code of ethics, which includes a number of diversity professional conduct requirements. The objective of the hospital is to achieve a 90 percent consumer success rating from each employee that serves that consumer. Diversity consciousness represents the biggest challenge to the hospital and it is taken very seriously. All employees are encouraged to share in community celebrations whether from the perspective of the resident Cherokee, Mexican immigrants, or any other group; employees are expected to share and respect each other’s cultural beliefs as well. Harris Regional takes a great deal of pride in their commitment to all staff members and encourages each one to share and promote ideas and concepts that will serve to unite the hospital with the communities it serves (Janet Millsaps, VP, Personal Communication, February 01, 2011). The third and final interview performed was conducted with the Hospice House Foundation of WNC, Inc. Michele Alderson, President defines the objective of the Hospice House as being to provide the right care, at the right time, in the right place, for the right patient, and on their terms. Alderson explains the development of a diversity-sensitive organization as being a part of the groundwork that is critical to being an accepted help facility in any community. Mrs. Alderson believes overcoming diversity challenges in western North Carolina represents a tougher obstacle than in other areas of the country. The diversity of her workforce is currently limited to three or four multicultural subgroups inclusive of Cherokee, Mexican, African American, and Caucasian groups that outnumber the other organizational groups. Hospice House encourages all of their employees to learn from one another and the clients they serve. Alderson also explained there is no official diversity training program in place to raise the organization’s diversity consciousness; however, the organization does have formal written codes of ethics that include organizational directives for ensuring equal treatment and respect for all employees of Hospice. Contribution of Policies and Procedures Each of the three organizations interviewed offered formal written policies and procedures’ for guiding their respective organizations toward a balanced multicultural environment. ACS enforces their guidelines, encourages their employees to collaborate with the communities being served, and provides continuing diversity education; however, the organization’s management has been unsuccessful with creating opportunities for hiring multicultural staff and professionals due to the rural environment being served. The Hospice House Foundation of WNC has formal policies put into place but those policies do not seem to function as a part of the organization’s processes, nor was there a lot of organizational diversity noted at the time of the interview. The organization does not offer ongoing diversity training to their employees or professional staff members; however, the organization is supportive of community event attendance. Finally, Hospice House does not have any initiatives for creating a balanced multicultural workforce, which would make the environment more difficult for the smaller subgroups as the environment changes. Again, Harris Regional Hospital was the most thorough and impressive organization interviewed as it relates to diversity sensitivity. The hospital’s commitment to diversity and individual needs is readily evident. The hospital’s staff is encouraged to not only acknowledge and respect the needs of one another they are provided critical training to accomplish organizational objectives. All staff is encouraged to share knowledge and to create opportunities for inclusion that brings with it a strong sense of well-being; the employees spoken with confirmed they liked working with the hospital. Real-Life Practices and Recommended Practices Each of the organizations interviewed reflected a level of understanding for the needs of diverse employee populations and the needs of multicultural communities. Each of the professionals interviewed understood the relationship between work place environments and employee satisfaction. Each of the interviewees expressed their organizations had the commitment levels necessary to ensuring employee inclusion and the elimination of power group struggles. Adu-Febiri (2006) revealed that creating shared experiences and maintaining the balance of unity in the workplace as being a significant component to achieving a well-blended work environment. Not one of the organizations has a plan that will help workers overcome linguistic barriers. Rizvi (2009) identified one of the more critical needs of minority groups were programs and training modules designed to help with eliminating linguistic barriers in the work environment. Harris Regional was the only organization that believes they were up to the challenge of globalization and the evolving impacts of ethnicity. ACS and Hospice House of WNC have put the right policies and procedures in place but have not created the initiatives to attract minority groups to the workplace, which also infers the organizational leadership is not in a position to offer transformational skills that would unify all employees (Ruane, 2010). Harris Regional has already experienced challenges arising from perceptions of discrimination and worked to resolve struggles relating to power groups. ACS and Hospice House are relying on the formal policies that were put in place at the time they opened operations, which means the leadership has not had the opportunity to see if what was established works in real-life practice. Robinson (2008) contended that without having experienced diversity the potential for implied segregation will be high as the organizations expand and new groups come seeking employment; both organizations agreed this would be a potential event with their organizations. Harris Regional has been afforded the opportunity to actively recruit multicultural groups; the other two organizations claim they have not had applicants apply for available positions and both agreed they had not pursued any recruiting initiatives. Harris Regional Hospital reflects transformational leadership and they are committed to high levels of minority representation, subgroup retention, staff skill development, and the inclusion of everyone as a unified group, which is in line with the thoughts presented in an article published by Dreachslin (2007). ACS and Hospice Home of WNC have only begun the journey toward achieving objectives of diversity consciousness but both organizations are committed to learning and welcoming the new workplace trends. Myths and Stereotypes of the Mexican Group. Nielson and Munir (2009) recognized that the opening of dialogue in the workplace that addresses cultural myths and stereotyping challenges can be difficult and complex as many do not even realize their part in promulgating myths and stereotyping. Much research inclusive of Nielson and Munir (2009) identify that cultural myths and stereotyping have been a part of the world likely since the beginnings of the human race and that myth and stereotyping is alive and well in the United States. People believe and then attribute that belief by applying it generally. An individual that bites into a bad apple offers the potential for creating myths that all apples are bad rather than taking the time to sort through each one. The Mexican group has not been an exception to stereotyping and myths. Aaracho and Spodek (2007) identified that many have perceived the Mexican American father as being cold, distant and the authoritarian, which often translates into an unwillingness to be an active participant with a community or even with their own children. The stereotype of being a cold, distant, and unforgiving individual can give way to stereotyping that all the male portion of the group is interested in what they might gain in the workplace environment rather than what they can give. The authors, Aaracho and Spodek (2007) also identified that women of the Mexican group are portrayed as being quiet, submissive, and dedicated to their husbands, which creates even further myths and stereotyping as it relates to the potential of the Mexican women’s abilities in the workplace environment. Mulholland (2007) identified challenges arising from the myth that the entire Mexican group was uneducated and thereby, qualified for only the most rudimentary jobs, which represented the jobs no one else wanted. Krings and Olivares (2007) noted there were higher levels of stereotyping when Mexican applicants applied for positions that required linguistic skills. Language, accents, and body language represents the foundation of all cultures and it represents self-identification. Bernstein’s (2007) thoughts provided that Mexican Americans have been made to feel their communication style is incorrect and somehow lacking; the group has been stereotyped by others believing the differences in language integrity means the group is less intelligent. Schwartz, Domenech, Field, Santiago-Rivera, and Arredondo (2010) identified the challenges of minority professionals entering the workforce without sufficient linguistic competency as having attributed to stereotyping and myths of cultural groups. Bernstein (2007) revealed that many of the in-groups were quick to point out the Mexican groups were in the United States to earn monies, send them home to be put toward economic security needs in Mexico, and returning themselves when enough had been earned. Introducing these types of myths and stereotypes creates challenges to the group in the workplace because it gives momentum to even more harmful forms of stereotyping; a minority group entering the workplace environment where myth and stereotyping is present and unchecked will be all but forced to suffer the consequences of belief systems they had nothing to do with creating. Effects of Stereotyping and Cultural Myths The effects of stereotyping and cultural myths can cripple the working environment. McDonald (2010) described the stereotyping and cultural myth challenges to minority groups as being representative of a cycle. First, the stereotypes and myths begin with the unknown and this is often followed by competition between groups; most often, the competition is in the perspective of an in-group rather than the minority group. The next step occurs as conflicts between groups arise and this is followed even deeper rooted and malignant stereotyping and myths. McDonald (2010) contended people learn and apply attributes to what they perceive and this represents only one of less dangerous effects of stereotyping and myth. The Mexican American populace struggles with becoming a part of the mainstream environment, whether in the workplace or at home. Aberson and Gaffney (2009) revealed that the struggles of minority groups can find its root in the forced isolation caused by stereotyping and cultural myths they feel has been made their self-image. The articles presented by Mulholland (2007) and Wolfe, Cohen, Kirchner, Montoya, and Insko (2009) agree that the effects of stereotyping do not stop with the Mexican American adults it is funneled down through children via their parents, which infers the damaging effects continue through the generations of Mexican American group. Bernstein (2007) pronounced that failing to address and education all cultural groups within the workplace will result in deeply seeded divisions between the workforce; between group competition that will cause anger and frustration for all involved, and it will continue growing and expanding until the minority group has been squeezed out of the environment entirely. Exposing and Discrediting Myths and Stereotypes. Carr-Ruffino (2005) provided that exposing and discrediting cultural myths and stereotyping require that everyone be listening and hearing one another. MacDonald (2010) identified that people achieved their understanding by believing their perceptions and that it influenced the way they think and behave thereafter. Individuals helped to realize how important it is to recognize the beginnings and nuances of cultural myths and stereotyping are more likely to change attitudes and behaviors in a way that compliments the whole rather than individual groups. Wolf, et al (2009) provided that a critical step to creating a unified workplace environment required tools and methods that will help everyone to learn to critically interpret different cultures, uncover embedded ideologies, and learn to become socially responsible employees and citizens. Schwartz, et al (2010) articulated the critical need for getting everyone to question the deeper meanings of all cultural groups within the workplace will enhance knowledge that will provide the potential for critical thought; thus, bringing awareness of individual beliefs and value systems that can be blended with others. Sarach and Spodek (2007) revealed the need for organizations to create shared experiences between groups supports acculturation and assimilation processes that are critical to creating a unified environment dedicated not only to the good of the organization but to the good of one another. Transformational leadership is also critical to safeguarding initiatives to expose and discrediting myths and stereotyping. Schwartz, et al (2010) identified that leadership that is positioned to help overcome cultural linguistic challenges such as the Mexican American that can speak English but cannot write it is able to overcome it without being subjected to the stereotyping that hinders self-esteem will help level the playing field between groups. Creating multicultural teams in a workshop that is designated as support groups is another method of bringing differing groups together to achieve a truer and more just understanding of one another. The objective of bringing everyone together in a workshop should be to make certain no one is alienated; it is also not about identifying the one committing a wrong he or she does not even realize as being done or said. The workshop is a great environment for working together to grow cultural awareness, agree on methods and strategies for overcoming the challenges, and unify to eliminate the harmful effects of cultural myths and stereotyping. A workshop is for getting to know one another, learning about differences, and asking questions about perceptions received. Debunking cultural myths and stereotyping requires a long-term commitment from the leadership and all employees of the organization to one another and it begins with implemented learning strategies. Conclusion As previously identified globalization and new technologies have created opportunities for connecting differing cultural groups from all over the world; the Mexican immigrant is no exception. Aberson and Gaffney (2009) identified the Mexican cultural group as being one of the fastest growing cultural groups in the United States. The authors also identified the group is being consistently challenged by some that wish the group to maintain a social stratification level that is far below that of an in-group in the workplace. Chao and Willaby (2007) provided that bringing unknown cultural groups into the work environment can serve to alienate those of the minority groups from those of the in-group; some of the exhibited behaviors have included everything from forced segregation to critically malignant forms of discrimination that can contribute to group elimination. Mei and Russ (2007) identified that the establishment and upholding of organizational policies that have been designed to protect immigran

Waste Management Of A Fast Food Restaurant Environmental Sciences Essay

Waste Management Of A Fast Food Restaurant Environmental Sciences Essay Schroeder (2007) explains operations management is a part of business that is concerned with the production of goods and services, and employs the task of ensuring that business operations are efficient and effective. It is also concerned with the management of resources and the distribution of goods and services to customers. Naylor (2002) says that operations management is the study that focuses on the effective planning, scheduling, employing, and controlling of a manufacturing or service organisation with the help of concepts from quality management, production management, inventory management, accounting, and other functional areas as they affect the organisation. The organization is basically a fast food restaurant and it is not possible to completely eradicate the waste, but lot of waste is a problem. Minimisation is the best and most cost-effective solution by changing operational activities in the organization. The organization is basically a fast food restaurant and it is n ot possible to completely eradicate the waste, but lot of waste is a problem. Minimisation is the best and most cost-effective solution by changing operational activities in the organization. According to Dr Jones, an anthropologist at the University of Arizonas Bureau for Applied Research in Anthropology: Huge amounts of food are being wasted throughout the industry. A proportion of this waste is inevitable, but a large part of it can be eliminated and lead to increased profit, not only through cutting losses but also through increasing efficiency. The organization has adapted the principals of HACCP, hazard analysis critical control point, which the European Union has issued for food hygiene and to help adopt a risk based safety management system. This Regulation with no option has to be implemented in the fast food industries (EU, 2004). This prohibits the organization to use the expired food to be used because this is illegal in the eyes of law. The research looks at the decision of forecasting the overestimation of the food by the operation managers at times. This expired food can no longer be used and it turns into waste without providing any profit but just the loss to the organization. Thus, managers seek to balance the cost of carrying high stocks with the risk of waste or non-service after a stock out and should understand the importance of inventory management (Silver et al, 1998). Control can be expensive and invasive for those engaged in the tasks. The manager, therefore, must understand how control can be exercised as well as how much is needed (ibid). Operational activities need to be monitored and controlled so that they can achieve their targets in terms of efficiency, effectiveness and, where appropriate, equity (Wild, 1991). According to Johnston et al (2006), operations management is concerned with the production of good and services and it involves the responsibility of ensuring that business operations are effective and efficient. The seven principles of HACCP: 1. List of all potential hazards Few potential hazards are associated with each step, conduct a hazard analysis, and also consider any measures to control the identified hazards. The HACCP team should conduct a hazard analysis to identify the hazards and also to know which hazards are of such a nature that their elimination or reduction is essential to acceptable levels for the production of safe food. The following principles should be included in conducting the hazard analysis wherever possible: The likely occurrence of significant hazards The qualitative and quantitative evaluation of the presence of hazards Multiplication of microorganisms is needed to be closely observed Production or continuous in foods of toxins, chemicals or physical agents. 2. Determine critical control points This step is used for the determination of critical control points in the production points in the production process. If this subsequent step further used in the production Process can eliminate the hazard or to reduce it to an acceptable level, if the answer is yes than we can say that it is not a CCP, if the answer is no then it is named as CCP. 3. Establish critical limits for each CCP Critical points are to be established for each product for the safety of the product. Critical limits are derived from scientific data, regulatory standards and guidelines. 4. Establish a monitoring system for each CCP Someone from the HACCP team needs to monitor the critical limit of the significant hazard. Monitoring can be done by measurement or observation; sample planning can be done by taking the samples. According Mortimore the most common measurements taken are Time access Temperature measurement PH measurement Moisture content 5. Establish corrective actions Corrective actions are established when the CCP is not within the established limits. The control of hazards is recovered by applying corrective actions. 6. Establish verification procedures Verification procedures should be established to know whether the system is working or not. This step determines the confirmation of all the above steps. According to Mortimore CCPs should be kept under control whenever possible to confirm the capacity of all elements of HACCP plan. 7. Establish documentation and record keeping According to Edelstein to demonstrate whether the HACCP system is working properly or not established record keeping and documentation procedures are necessary. Examples for records are corrective actions taken, CCP monitoring records and records of deviation. The management has to look towards the possible risks that might hinder the growth of the organisation which may be because of the operational inefficiencies. Managing risk is one of the primary objectives of the firms and mainly managers lack in anticipating variation or negative variation in business outcome variables such as revenues, costs, profit, market share, and so on (Miller, 1992). The concept of risk as performance variable is mainly used in operations, finance and strategic management terms which refers to variation in corporate outcomes or performance that can not be predicted (March and Shapira, 1987). Therefore, the researcher believes that the operational managers of KFC should review risks towards the brand image, market share and follow the ongoing activities and review and alter them, if required, to achieve the service outputs as determined by the organization for its future growth and survival and to get a competitive advantage over its rivals. DEFINITION OF WASTE It is hard to define waste because one person who thinks the object is waste may be the same object be valuable to some other person. According to EC waste framework directive of 1975 waste can be defined as Any substance or object which the holder discards or intends or is required to discard (in the categories set out in Annex 1 of the directive). According to the German Act of August 27 1993 waste can be defined as, wastes are portable objects that have been abandoned by the owner. Waste was defined as any substance or object in the categories set out in the original Waste Framework Directive (waste framework directive 1975) Production or consumption residues not otherwise specified below Off- specification products Products whose date for appropriate use has expired Materials spilled, lost or having undergone other mishap, including any materials, equipment, etc., contaminated as a result of the mishap. Materials contaminated or soiled as a result of planned actions for example residues from cleaning operations, packing, materials, containers, etc. Unusable parts for example reject batteries, exhausted catalysts, etc Substances which no longer perform satisfactorily Residues of industrial processes Residues from pollution abatement processes for example spent filters, scrubber sludges. Machining or finishing residues Residues from raw material extraction processing for example oil field slops. Adulterated materials i.e. oils contaminated with PCBs, etc Any materials, substances or products resulting from remedial action with respect to land. Products for which the holder has no further use these include agricultural, household, office, commercial and shop discards etc. Contaminated materials, substances or products resulting from remedial action with respect to land. Any materials, substances or product which are not contained in the above categories. CLASSIFICATION OF WASTE Wastes are classified as solid, liquid and gaseous waste by taking their physical state into consideration. According White solid waste can further be classified by its original use like food waste and packaging waste, by materials we use like paper and glass, by physical properties as combustible, compostable, recyclable: by origin like household, commercial, agricultural and industrial waste and is also classified by safety levels like hazardous and non hazardous waste. Commercial waste: the solid waste generated by offices, restaurants, warehouses, institutions and non manufacturing activities at industrial facilities. Food waste: putrescible solid material including animal and vegetable waste resulting from handling, storage, sale, preparation, cooking, or serving of foods. Primarily food waste originates in home kitchens, stores, restaurants, and other places where normally food is stored, prepared, or served. Industrial waste: solid waste generated by manufacturing or industrial processes, excluding waste resulting from oil or gas drilling, production and treatment operations; overburden, spoil, or tailings result from mining; or solution mining brine and insoluble component wastes. WASTE POLICIES AND STRATEGIES The system of waste management needs to be sustainable and likely to be integrated environmentally, economically and socially. The strategies include: Reducing the amount of waste generated Developing integrated waste management systems to handle the inevitable waste produced. Integrated waste management system combines waste streams, waste collection, treatment and disposal methods, with the objective achieving environmental benefits, economic optimisation and societal acceptability. This will lead to a practical waste management system for any specific reason. Five principles are recommended by EU for waste management Waste management hierarchy is the main intention of the European waste management policy. The first strategy is to prevent the generation of waste and also to reduce harm caused by it. Waste can be reused, recovered and to optimise the disposal finally. Producer responsibility: product manufactures also have an increased share in the responsibility of dealing with the waste that arises from their product. Self sufficiency in waste disposal facilities at regional, sub- regional and national levels. Proximity: waste should be disposed at a close point where it is being generated. Best available technique not entailing excessive costs: pollution should be prevented as much as possible, be reasonable to implement in financial terms. RESTAURANT AND WASTE Wastes from restaurants can be classified as solid waste by its physical state. It consists of different materials such as food waste, paper, plastic bottles, packaging waste etc. By origin waste generated from restaurant is included as commercial waste. Paper Paper was first produced by the Chinese minister of agriculture Tsai Luin in AD 105 And we can say that still it is the standard of communication between most offices ( waste watch 2004) Waste paper across Europe is marked into different categories based on the quality. Some of them are cardboard, newspapers, white office paper, brown paper bags, wraping papers. According to Williams, 2005 waste paper of low quality can be mainly used for packaging material and also this constitutes the main route for recycling paper and board. According to Murray, 1999 the best example for waste of waste is office paper in London. Packaging We can say the major component of the commercial waste stream is packaging waste. It normally includes paper and cardboard, plastics,glass, metals, food and drink cans or bottles. According to Department of the Environment and Welsh Office, 1995 the best environmental option which can be practised for packaging waste is to minimize the usage and reuse wherever possible, which may be followed by recovery by recycling or energy recovery. Plastics Plastics are the most hazardous problem in the world. A high proportion of waste is made by plastic polymers, the range and volume used is increasing day by day. According to Williams, 2005 bottles, plastic bags, foil wraps are the main cause for waste arising in the commercial waste stream. Plastic type Typical application 1.Thermoplastics High density polyethylene (HDPE) Low density poly ethylene (LDPE) Polyvinyl chloride (PVC) Polystyrene (PS) Polyethylene terephthalate (PET) Polypropylene (PP) Bottles for household chemicals, bottle caps, toys, house wares Bags, sacks, bin liners, squeezy bottles, cling film, containers Blister packs, food trays, bottles, toys, cable insulation, wallpaper, flooring, cling film Egg cartons yoghurt pots, drinking cups, tape cassettes Carbonated drink bottles, food packaging Margarine tubs, crisp packets, packaging film Office equipment Equipments used for offices generally includes printers, photocopiers, scanners, computers, printer cartridges, cables, fasteners such as pens, staples, drawing pins, paper, diskettes etc. The need for raw materials such as oil which is used in the making of plastics can be reduced by recycling. By reformatting the diskettes they can be reused. If one staple is saved by everyone in the offices of UK it is estimated that 72 tonnes of metal material can be saved every year( waste watch 2004). Food According to EC regulation No 178/2002 food can be defined as any substance or product, whether processed, partially processed or unprocessed, intended to be, or reasonably expected to be ingested by humans. Waste minimization Waste minimization can be defined as the reduction of waste at source, by understanding and changing processes to reduce and prevent waste. This is also known as process or resource efficiency. Waste minimization includes the substitution of less environmentally harmful materials in the production process. Waste minimization programme of an organisation or industry should be an organized, comprehensive and continual effort. The technique adopted for this can be broadly categorized as Source reduction and Recycling ( on-site and off-site) The final unavoidable waste can be treated and disposed. Minimizing the amount of things that are meant to be disposed by the owner mentions third least option of waste minimization. Source reduction Source reduction can be defined as any practice which reduces the amount of any hazardous substance, pollutant, or contaminant entering any waste stream or otherwise released into the environment prior to recycling, treatment, or disposal and reduces hazards to public health and the environment associated with their release. The National Recycling Coalition (NRC) defines source reduction as any action that avoids the creation of waste by reducing waste at the source, including redesigning of products or packaging so that less material is used, making voluntary or imposed behavioural changes in the use of materials or increasing durability or reusability of materials. This definition implies actions intended to encourage conservation of materials. Source Reduction Programme According to Sasikumar promoting source reduction is important because it conserves the resources, reduces disposal costs and pollution, and teaches conservation and prevention. It is a practical approach consisting of the following basic elements; Reduced material use in product manufacture Increased useful life of product through durability and reparability Decreased toxicity Material reuse Reduced/ more efficient consumer use of materials Increased production efficiency resulting in less production waste. It should be noted that focusing only on recycling might give the impression that recycling will take care of all our waste problems. Source reduction and recycling can be promoted simultaneously and can be recognized as the key component of integrated waste management. A special advantage of source reduction is that it offers several opportunities for cost savings such as: Direct savings Avoided waste collection, transportation, disposal costs Decreased pollution control, liability and regulatory compliance cost Reduced product and material use and disposal costs Why waste minimization is important Few reasons for importance of waste minimization Businesses are facing stricter regulatory requirements in the management transportation, and disposal of hazardous waste. The number of hazardous waste disposal facilities has decreased. There are greater restrictions in the use of landfills. Transportation and disposal costs are rising The long- term liability associated with handling and disposal of hazardous waste is substantial. Causes of waste generation The principal causes of waste generation are categorised in the following way Manufacturing / production Production planning Employee behaviour Economic factors Others Manufacturing / production Rejection for cosmetic reasons for example colour Machinery failures especially freezers Overfilling / short filling Packaging design can encourage over-purchase Requirement to show dates on product packaging, when the product could be sold unpackaged Process by-product Production planning Errors in demand forecasting and matching production to demand Impact of weather and extraordinary events Impact of price competition Retailers changing their mind at short notice Deliveries arrive too early Employee behaviour Operator error Lack of awareness of cost of waste disposal and value of the wasted food resource Sub- optimal segregation of reject between reuse and waste Deliberate damage by disaffected employees Theft Economic factors Cost of repackaging Commercial viability of redistribution Geographical constraints on redistribution Others Cancelled promotions Product packaging trials Corporate liquidations Waste management methods The methods used for managing food waste Land disposal: includes all landfill activities plus lagoon disposal and deep injection to borehole when these are used as disposal methods. Land recovery: includes spreading waste on land and surface injection( of organic waste for beneficial treatment of agricultural land), and disposal of waste to land under provisions of waste licensing exemption. Re-use: covers only wastes that go off-site re-use excludes materials which are re-used on-site(i.e. fed back into manufacturing process). Recycling: like re-use, includes only waste that go off-site including materials such as oils and solvents which may be regenerated or re-defined. Thermal: covers incineration with and without energy recovery and the production of waste derived fuel also includes more specialised forms of recovery such as pyrolysis and gasification. Treatment: covers all physico-chemical and biological treatment including anaerobic digestion and composting. Transfer: used for wastes which do not go directly to final disposal, treatment or recovery, these wastes go through a transfer process and may be bulked -up prior to recycling, treatment or disposal in order to reduce transport costs. BENEFITS OF WASTE MINIMIZATION Long- term benefits can be provided by waste minimization. It can assist the attainment of, and improvement on, regulatory requirements firstly. Secondly, it can also provide a company with opportunities to improve profitability by: Realizing specific economic benefits; Reducing liabilities; Promoting a positive public image; Improving the health and safety of employees; Increasing operating efficiency and hence reducing production costs. The implementation of a waste minimization project is likely to incur additional capital investment, which may be rewarded by benefits such as: Reduced on-site waste monitoring, control and treatment costs; Reduced handling, pre-treatment, transport and off-site disposal costs; Reduced waste storage space, thereby creating more space for productive operations; Reduced administrative and paperwork costs associated with waste disposal; Reduced analytical costs for the identification and characterization of specific waste streams; Reduced production costs, including reduced raw material, energy and utility requirements; Reduced risks from handling hazardous materials and hence improved health and safety for employees; Reduced risks for the environment, manifested by the reduction or elimination of liability charges; Reduced risk of breaching authorization, consent or licence conditions and hence reduced risk of prosecution; Improved operating efficiency and process reliability; Improved company image in the eyes of shareholders, employees and the community. Waste minimization projects do not inevitably bring about benefits for occupational health and safety. If the initial generation of waste is reduced then clearly the risks arising from it will certainly be reduced. According to the British marine federation the waste minimization include Cost savings- production costs can be reduced through improved resource efficiency Compliance- a proactive approach ensures that the company minimizes the possibility of litigation and can anticipate requirements of new legislation. Risk reduction- control and reduction of risks and liabilities not only reduce the likelihood of fines and bad publicity but can also boost investor confidence. Market positioning- eco-friendly products can give supply chain confidence and improve customer relations. ABOUT KFC AND POSSIBLE WASTES AT RESTAURANT We can say that KFC is one of the leading organisations in the fast food sector. The annual budget of the restaurant will be nearly 30 millions. Waste generated by the restaurant A lot of food is wasted in the restaurant daily, which may be sometimes due to overproduction. And also food is wasted when the customer returns back with the food saying they didnt like or its not fresh. The food wastage also occurs when the member of staff could not handle it properly during the time of packing. The wastage which can be given second place after the food waste in restaurant is dipping sauces wastage. A lot of paper in the office is also wasted in the form of packing bags and food wrappers. HIERARCHIES OF WASTE MANAGEMENT The various waste management options can be placed in an order known as the waste management hierarchy, which reflects the relative sustainability of each. One of the key principles underlying waste management policy in the UK is to ensure that waste is dealt with as high up the waste management hierarchy as possible. Since all waste disposal options have some impact on the environment, the only way to avoid impact is not to produce waste in the first place, and waste reduction is therefore at the top of the hierarchy. Reuse, followed by recycling and composting follow, while disposal to landfill or by incineration, the worst options, are at the bottom of the hierarchy. The waste management hierarchy can be defined as a set of five options in general dealing with waste. We can say that waste hierarchy is an interpretation of Reduce- Reuse- Recycle. According to sashikumar waste is an inevitable by-product of society. Society must take necessary steps that waste is disposed or recovered without any risk. East European developed waste legislation outlines hierarchy of waste management and principles. Waste management of hierarchy which identifies management options based on their desirability. sashikumar says that one of the most desirable option is waste minimization and prevention of waste generation. The directive requires governments to apply five principles in waste management. The principle of best available technology not involving excessive cost The principle of proximity of treatment and disposal to the source of waste. The principle of self sufficiency in waste disposal Application of polluter pays principle to the disposal of waste to ensure that the cost of waste disposal is borne by the producer-holder Duty of care for producers of waste Waste prevention Reducing the amount or pollution potential of municipal solid waste and the other waste produced in a given area is a preventive action, which means that it is fundamentally different function to waste management proper. It is to be noted that reducing the amount of waste offers many potential benefits such as: Fewer environmental problems with waste management Lower waste management costs Increased conservation More efficient use of resources Increased public confidence in industry and government. Waste reduction One of the most important objectives of the waste management plan has to be prevention and minimization of waste going to the treatment and landfill. The minimization of quantities of waste being treated and disposed to landfills is a challenge that may be addressed through the implementation of an integrated waste management system, which is based on following principles: Prevention and minimization of waste generation Provision of a recycling infrastructure Separate source collection of recyclable components of municipal solid waste Centralized separation of recyclables for mixed waste. Prevention Reuse Recycling Other recovery Disposal Prevention- measures taken before a substance, material or product has become waste, that reduce (a) the quantity of waste, including through the re-use of products or the extension of the life span of products; (b) the adverse impacts of the generated waste on the environment and human health; or (c) the content of harmful substances in materials and products. Re- use- checking, cleaning or repairing recovery operations, by which products or components of such products that have become waste are prepared so that they can be re-used without any other pre-processing Recycling Any recovery operation by which waste materials are reprocessed into products, materials or substances whether for the original or other purposes includes the reprocessing of organic material, but not energy recovery or the reprocessing into materials that are to be used as fuels or backfilling operations Other recovery it normally includes energy recovery

A Look at National Missile Defense :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  In the late 1950s, due to the former Soviet Union successfully launching a satellite into space with the help of a multi-stage missile, the United States then began to address the idea of missile defenses. Soon, both offensive and defensive long-range ballistic missile development would be placed on our government’s agenda. The objective was simple, to develop a system that could track down any missiles launched at the United States, and eliminate them before they reached their designated targets. Nike-Zeus was one of the first U.S. efforts to mount a defense against ballistic missiles. Its concept called for a 400-kiloton nuclear warhead to be detonated when in range with incoming missiles. This design had numerous flaws, and after several decades of improvements, it was updated during Lyndon B. Johnson’s presidency. By this time in 1967, the United States realized it could never stop an all-out attach by the Soviets, and therefore shifted its effor ts to protecting major cities from attack. Following the 1969 election of Richard Nixon, the missile defense focus shifted once again, this time to guarding cities with vital military stations. The United States and Soviet Union we now in full-fledged competition to see whose systems would be completed fastest, and with the most efficiency. In 1972, to help curb excessive production of long-range defense systems, the U.S. and Soviet Union signed the Anti-Ballistic Missile Treaty. This treaty limited both powers to having only two anti-ballistic missile sites. In a 1983 televised nationwide address, President Reagan relayed his thoughts on how the U.S. could take the lead in the missile systems race. He announced the initiation of the Strategic Defense Initiative, also known as Star Wars. This initiative remained intact well into the early 1990s, when after the collapse of the Soviet Union, President George Bush called a review where he changed the focus of the SDI to defending deplo yed American forces from missile threats. When the Clinton Administration came into power in 1993, the SDI became the Ballistic Missile Defense Organization. The new organization projected that a defense system would be deployed by 2003, but due to technological defects, a foolproof system has not yet been constructed.   Ã‚  Ã‚  Ã‚  Ã‚  The attitudes of competing countries towards our development of a defense system seem to follow a specific pattern of opposition. China, for instance, who has highlighted their national interests as economic development, reunification with Taiwan, and strengthening their power globally, say they would feel compelled to counter any developments the U.

Media on Gender Essay

Media is a reflection of the attitudes on gender that the society exhibits and at the same time it plays a role in â€Å"determining and teaching gender behavior†. It is the role of the media to gather information and articulate it to society; this is the media’s job (Hubpages Inc. n. p. ). If he/she sees that the society from a certain geographic location accepts gays and lesbians then this is what it will report (Hubpages Inc. n. p. ). He or she may articulate what he or she witnessed through technologies including â€Å"radio, newspaper, television, and internet† and if he or she shares such information utilizing the last three aforementioned wherein in photos and videos may be attached as well then all the more that it clearly illustrates how the society reacts about gender issues (Hubpages Inc. n. p. ). Meanwhile, it also plays a role in â€Å"determining and teaching gender behavior† because the people who get to watch what he or she articulated through several technologies will interpret it (Hubpages Inc. n. p. ). This interpretation now will depend upon how the media presented the information (Hubpages Inc. n. p. ). Was there bias on the presentation of facts? Were the two sides shown to the people? Is there a conflict of interest? All the answers to these questions will contribute largely since the society now will conclude based on that alone (Hubpages Inc. n. p. ). Very clearly, the media is a reflection of the attitudes on gender that the society exhibits and at the same time it plays a great role in â€Å"determining and teaching gender behavior† because it’s their primary job to gather and share information and because they also have weaknesses in presenting the facts they gathered (Hubpages Inc. n. p. ). Work Cited Hubpages Inc. Mass Media Influence on Society. 2008. n. a. 23 November 2008. http://hubpages. com/hub/Mass-Media-Influence-on-Society

The Cholula Massacre by Cortes

The Cholula Massacre by Cortes The Cholula massacre was one of the most ruthless actions of conquistador Hernan Cortes in his drive to conquer Mexico. Learn about this historic event. In October of 1519, Spanish conquistadors led by Hernan Cortes assembled the nobles of the Aztec city of Cholula in one of the city courtyards, where Cortes accused them of treachery. Moments later, Cortes ordered his men to attack the mostly unarmed crowd. Outside of town, Cortes Tlaxcalan allies also attacked, as the Cholulans were their traditional enemies. Within hours, thousands of inhabitants of Cholula, including most of the local nobility, were dead in the streets. The Cholula massacre sent a powerful statement to the rest of Mexico, especially the mighty Aztec state and their indecisive leader, Montezuma II. The City of Cholula In 1519, Cholula was one of the most important cities in the Aztec Empire. Located not far from the Aztec capital of Tenochtitlan, it was clearly within the sphere of Aztec influence. Cholula was home to an estimated 100,000 people and was known for a bustling market and for producing excellent trade goods, including pottery. It was best known as a religious center, however. It was home to the magnificent Temple of Tlaloc, which was the largest pyramid ever built by ancient cultures, bigger even than the ones in Egypt. It was best known, however, as the center of the Cult of Quetzalcoatl. This god had been around in some form since the ancient Olmec civilization, and worship of Quetzalcoatl had peaked during the mighty Toltec civilization, which dominated central Mexico from 900–1150 or so. The Temple of Quetzalcoatl at Cholula was the center of worship for this deity. The Spanish and Tlaxcala The Spanish conquistadors, under ruthless leader Hernan Cortes, had landed near present-day Veracruz in April of 1519. They had proceeded to make their way inland, making alliances with local tribes or defeating them as the situation warranted. As the brutal adventurers made their way inland, Aztec Emperor Montezuma II tried to threaten them or buy them off, but any gifts of gold only increased the Spaniards insatiable thirst for wealth. In September of 1519, the Spanish arrived in the free state of Tlaxcala. The Tlaxcalans had resisted the Aztec Empire for decades and were one of only a handful of places in central Mexico not under Aztec rule. The Tlaxcalans attacked the Spanish but were repeatedly defeated. They then welcomed the Spanish, establishing an alliance they hoped would overthrow their hated adversaries, the Mexica (Aztecs). The Road to Cholula The Spanish rested at Tlaxcala with their new allies and Cortes pondered his next move. The most direct road to Tenochtitlan went through Cholula and emissaries sent by Montezuma urged the Spanish to go through there, but Cortes new Tlaxcalan allies repeatedly warned the Spanish leader that the Cholulans were treacherous and that Montezuma would ambush them somewhere near the city. While still in Tlaxcala, Cortes exchanged messages with the leadership of Cholula, who at first sent some low-level negotiators who were rebuffed by Cortes. They later sent some more important noblemen to confer with the conquistador. After consulting with the Cholulans and his captains, Cortes decided to go through Cholula. Reception in Cholula The Spanish left Tlaxcala on October 12 and arrived in Cholula two days later. The intruders were awed by the magnificent city, with its towering temples, well laid-out streets and bustling market. The Spanish got a lukewarm reception. They were allowed to enter the city (although their escort of fierce Tlaxcalan warriors was forced to remain outside), but after the first two or three days, the locals stopped bringing them any food. Meanwhile, city leaders were reluctant to meet with Cortes. Before long, Cortes began to hear of rumors of treachery. Although the Tlaxcalans were not allowed in the city, he was accompanied by s ome Totonacs from the coast, who were allowed to roam freely. They told him of preparations for war in Cholula: pits dug in the streets and camouflaged, women and children fleeing the area, and more. In addition, two local minor noblemen informed Cortes of a plot to ambush the Spanish once they left the city. Malinche's Report The most damning report of treachery came through Cortes mistress and interpreter, Malinche. Malinche had struck up a friendship with a local woman, the wife of a high-ranking Cholulan soldier. One night, the woman came to see Malinche and told her that she should flee immediately because of the impending attack. The woman suggested that Malinche could marry her son after the Spanish were gone. Malinche agreed to go with her in order to buy time and then turned the old woman over to Cortes. After interrogating her, Cortes was certain of a plot. Cortes' Speech On the morning that the Spanish were supposed to leave (the date is uncertain, but was in late October 1519), Cortes summoned the local leadership to the courtyard in front of the Temple of Quetzalcoatl, using the pretext that he wished to say goodbye to them before he left. With the Cholula leadership assembled, Cortes began to speak, his words translated by Malinche. Bernal Diaz del Castillo, one of Cortes foot soldiers, was in the crowd and recalled the speech many years later: He (Cortes) said: How anxious these traitors are to see us among the ravines so that they can gorge themselves on our flesh. But our lord will prevent it....Cortes then asked the Caciques why they had turned traitors and decided the night before that they would kill us, seeing that we had done them nor harm but had merely warned them against...wickedness and human sacrifice, and the worship of idols...Their hostility was plain to see, and their treachery also, which they could not conceal...He was well aware, he said, that they had many companies of warriors lying in wait for us in some ravines nearby ready to carry out the treacherous attack they had planned... (Diaz del Castillo, 198-199) The Cholula Massacre According the Diaz, the assembled nobles did not deny the accusations  but claimed that they were merely following the wishes of Emperor Montezuma. Cortes responded that the King of Spains laws decreed that treachery must not go unpunished. With that, a musket shot fired: this was the signal the Spanish were waiting for. The heavily armed and armored conquistadors attacked the assembled crowd, mostly unarmed noblemen, priests and other city leaders, firing arquebuses and crossbows and hacking with steel swords. The shocked populace of Cholula trampled one another in their vain efforts to escape. Meanwhile, the Tlaxcalans, traditional enemies of Cholula, rushed into the city from their camp outside of town to attack and pillage. Within a couple of hours, thousands of Cholulans lay dead in the streets. Aftermath of the Cholula Massacre Still incensed, Cortes allowed his savage Tlaxcalan allies to sack the city and haul victims back to Tlaxcala as slaves and sacrifices. The city was in ruins and the temple burned for two days. After a few days, a few surviving Cholulan noblemen returned, and Cortes bade them tell the people that it was safe to come back. Cortes had two messengers from Montezuma with him, and they witnessed the massacre. He sent them back to Montezuma with the message that the lords of Cholula had implicated Montezuma in the attack and that he would be marching on Tenochtitlan as a conqueror. The messengers soon returned with word from Montezuma disavowing any involvement in the attack, which he blamed solely on the Cholulans and some local Aztec leaders. Cholula itself was sacked, providing much gold for the greedy Spanish. They also found some stout wooden cages with prisoners inside who were being fattened up for sacrifice: Cortes ordered them freed. Cholulan leaders who had told Cortes about the plot were rewarded. The Cholula Massacre sent a clear message to Central Mexico: the Spanish were not to be trifled with. It also proved to Aztec vassal states- of which many were unhappy with the arrangement- that the Aztecs could not necessarily protect them. Cortes hand-picked successors to rule Cholula while he was there, thus ensuring that his supply line to the port of Veracruz, which now ran through Cholula and Tlaxcala, would not be endangered. When Cortes finally did leave Cholula in November of 1519, he reached Tenochtitlan without being ambushed. This raises the question of whether or not there had been a treacherous plan in the first place. Some historians question whether Malinche, who translated everything the Cholulans said and who conveniently provided the most damning evidence of a plot, orchestrated it herself. The historical sources seem to agree, however, that there was an abundance of evidence to support the likelihood of a plot. References Castillo, Bernal DiÃŒ az del, Cohen J. M., and Radice B.  The Conquest of New Spain. London: Clays Ltd./Penguin; 1963. Levy, Buddy.  Conquistador: Hernan Cortes, King  Montezuma, and the Last Stand of the Aztecs.  New York: Bantam, 2008. Thomas, Hugh.  The Real Discovery of America: Mexico November 8, 1519. New York: Touchstone, 1993.