Basics of collective bargaining and its effects within globalisation

Basics of collective bargaining and its effects within globalisation a. What may McDonalds have considered in order to establish their approaches to collective bargaining in both Germany and the UK? To answer the above question we first need to know about basics of collective bargaining where Collective Bargaining is defined as the process of turning disagreements into agreements in an orderly fashion. Collective bargaining is the process followed to establish a mutually agreed set of rules and decisions between unions and employers for matters relating to employment. This is a regulating process dealing with the regulation of management and conditions of employment. Collective bargaining is used as the negotiation process between employees and employers with unions acting as the representatives of employees. The entire process depends on the bargaining powers of the concerned parties. The process of collective bargaining is to settles down any conflicts regarding the conditions of employment such as wages, working hours and conditions, overtime payments, holidays, vacations, benefits, insurance benefits etc. and management regulations. Players involved in collective bargaining: Employees Management Corporate organization Unions In line with the above definition McDonalds may have considered the approach and settings of collective bargains as an important issue of employee relations. The German setting and approach McDonalds may have considered establishing their approaches to collective bargaining in Germany: The traditional collective approach to Employee Relations (ER) in German companies is deeply rooted in the particular configuration of the German Industrial Relations (IR) system. This is characterized by a high degree of regulation and a dense, encompassing institutional infrastructure that imposes a uniform set of institutional constraints on companies, but at the same time provides incentives for employers to accept institutional constraints (Lane, 1995; Soskice, 1994). McDonalds, to establish its approaches to collective bargaining this ER and IR framework may have been considered in first instance. In addition, the institutional structure is highly integrated with strong linkages, not only within the IR system, but also to the wider German businesses system. Key elements of the German model, to which the majority of German companies subscribe, are the centrally co-ordinated sector based collective bargaining system and employee representation at domestic level via the works coun cil system equipped with statutory participation and consultation rights. Food industry in Germany is not beyond this mechanism where McDonalds considerations regarding collective bargaining approach must have encompassed with statutory participation and employee consultation and codetermination rights. Indeed, German employers have to negotiate a densely structured institutional framework inside and outside the company level. The German approach to collective bargaining is also underwritten by strong labor market legislation and an elaborate welfare system. Despite growing interest in individual bargaining style direct employee involvement mechanisms, their uptake has so far been comparably modest in German companies (Sperling, 1997). Because of the wide ranging rights of information, consultation and co-determination in the German food industry, the use of individual voice mechanisms is relatively unimportant in the German setting where collective bargaining still has the paramount influence. Therefore, in the international context, McDonalds may have considered a propensity to support a collective approach to ER in their international operations by recognizing trade unions, engaging in collective bargaining and establishing strong workplace level employee representation systems. Nevertheless, the twin pressures arising for subsidiaries of McDonalds in Germany from heightened international competition and reunification, which have led to a tendency to erode some of the elements in the German system. As employers McDonalds may have considered demanding for a more flexible, deregulated and decentralized IR system, especially in relation to collective bargaining. It seems to have gradually weakened the consensus on the benefits of the traditional collective ER approach. Throughout the 1990s, a process of incremental internal reforms to the system has progressively broadened the scope for flexibility and strategic choice in companies. Yet, this has so far been accommodated within the parameters of the flexible adaptation potential of the current system in the form of regulated flexibility and centrally co-ordinated decentralisation, pointing to a path dependent trajectory of change. Emerging ER in German companies may perhaps be described as a flexible collective approach to ER. However, it seems not entirely clear at this particular juncture whether the growing pressures of international competition can be arrested in the future within the current system by the process of negotiated and consensual reforms, or whether these pressures will lead to the disintegration of the German model. In the latter case, the possible future ER approach in German companies could than no longer be described as flexible collectivism but may move towards the individualistic Anglo-Saxon approach. Indeed, trade unions and employers associations are already losing members, which starts to challenge the traditional structure of the organisational foundations of collective bargaining and hampers the achievement of unified strategies. Despite the recent reforms, there has also been a growing incidence of disorganised decentralisation, whereby employers tend to ignore the terms of collective agreements frequently in co-operation with works councils (often as a quid pro quo for safeguarding jobs). They establish pay provisions and working time arrangements which violate the collective accords, thereby contesting the adaptation potential of the system. Large German companies increasingly tend t o insert the strategic use of DFI and the threat of locational flexibility into their negotiations with works councils to secure such deals. As one of the major employers in German food industry McDonalds may have considered the above set of changing conditions. The UK Setting and the UK Approach to Employee Relations In contrast to Germany, the contemporary British system of collective bargaining is characterized by a weak regulatory framework and a thin, fragmented institutional infrastructure, which imposes relatively few barriers and constraints on labour relations practices. The fragmentation of the institutional structure goes hand in hand with weak linkages both within the IR system and in connection to the wider national business system which obviously includes food industry in the UK. Because of the relative permissiveness of the contemporary IR context, the UK seems to be a particularly suitable country for McDonalds, as subsidiary, to explore the country of origin effect in international operations, since home country approaches to ER can be transferred relatively unconstrained by host country institutional arrangements. However, to uncover the existence of possible ownership effects it is necessary to establish the differential space between the home and the host country ER approaches. Contrary to the German experience, no distinct stereotypical UK ER approach can be identified. Traditionally the cornerstone of labor relations was the pluralist workplace industrial rela tions system, which subsequently collapsed in the 1980s in the wake of the neo-liberal labor market policies under the Thatcher government. These reforms are most important issue to be considered in establishing collective bargaining approaches in the UK which have encouraged employers to dispense with collective labour relations and to individualise ER along the lines of US style HRM by end of the 1990s a collective approach to ER is no longer representative of the economy as a whole, but is increasingly confined to the public sector and a dwindling minority of private sector companies. In the private sector, trade union recognition collapsed throughout the 1980s and 1990s and with it the incidence of workplace level trade union representatives. The institution of collective bargaining dramatically declined. By 1998, two-thirds of private sector employees had their pay fixed by management decision without any union involvement. Non-union channels of interest representation, such as staff representatives of joint consultative committees (JCCs) (the weaker version of the German works councils), are relatively rare and also in decline. They have not filled the vacuum left by the dramatic decrease in union recognition and workplace level union representatives. There is large and growing representation gap in the UK and an absence of any kind of collective voice mechanism in the majority of firms. In those firms where a collective approach to ER still occurs, it takes place within a changed power balance between employers and collective labor actors and on a decentralized basis. With the retreat of the collective ER approach there has been much discussion and expectation that HRM style direct ER may become a major feature of British ER. Although direct employee involvement methods have become increasingly common among UK workplaces, various studies point to a rather ad hoc and sporadic adoption of such practices. Companies with comprehensive HRM involvement packag es are far from the norm. Furthermore, a large percentage of them tend to be firms with trade-union recognition (WERS 1998). The combination of the low incidence of a collective approach of ER and the high incidence of comprehensive HRM style employee involvement schemes found in firms with a collective ER approach, indicates that many companies have not developed a coherent alternative approach to collective labour relations, other than the unfettered reign of the management prerogative. Here, employees are neither represented by collective voice mechanisms, nor do they enjoy a comprehensive individual voice mechanism. In case of establishing McDonalds may have considered those conditions and changing mechanisms to establish their approaches to collective bargaining efficiently. National Legislation: National legislation must have been considered by the McDonalds in establishing their approached towards collective bargaining within the industry both in UK and Germany. In the UK legislation there is no specific preference regarding the mode of employee or industrial relationship for MNEs like McDonalds. So McDonalds is well known as anti-union giant in the UK and their approach towards collective bargaining is strictly negative. In Germany on the other hand, has a highly regulated industrial relations system which, in theory at least, provides considerable constraints on the employee relations practices of MNEs. As a result McDonald had to thing the statutory bindings and regulations constraints regarding approaches to collective bargaining. Codetermination and collective bargaining rights The McDonalds in case of both Germany and UK has considered these rights as a different approach. German workers enjoy a dual system of representation, collective bargaining rights and co-determination rights through the institution of the works council and the supervisory board. Together with codetermination and collective bargaining rights, these legally enforceable and constituted rights appear to provide German employees with significant power resources compared to UK employees. So McDonalds must have considered the issues of the both rights of the employees before establishing their bargaining approach. Size of Franchise: The McDonalds corporation established itself in the UK in 1974, in Germany in 1971. The corporation currently has well over 800 stores in Germany amongst approximately 65% outlets are franchisee where in there are a similar number of stores in the UK with some 20% franchisee with approximately 45,000 employees in each country. In this case being a fast-food market leader in both countries McDonalds have considered the size of franchise. The franchise aspect influence collective bargaining issues through local entity and regulations involvement. So size of franchise is also a factor that may have been considered. Unioin Membership: McDonald also may have considered Union membership. German unions are arguably better organized and have retained a position of relative strength compared to those in the UK. Union membership at McDonalds in Germany and in the German fast-food industry is very small at around 5 per cent. However, these low percentages are still higher than the percentage of union membership at McDonalds and the fast-food industry in the UK. So this issue is an important consideration in establishing Macdonalds collective bargaining approach. The increasingly anti-union climate: The increasingly anti-union climate in the 80s and early 90s has encouraged Macdonalds in the UK to withhold or withdraw union recognition, and discouraged employees from joining unions and posed difficulties for recruitment. In Germany, union membership remains at around 5 per cent at McDonalds. The findings suggest that it is only where a works council has been established where still there is better union practice than the UK. So this consideration may have been involved in planning McDonalds approach towards collective bargaining. Characteristics of Workforce and Nature of the industry: McDonalds have considered both the factors in case of both countries to design its approach towards collective bargaining. Redundancy and employee apathy: Redundancy and employee apathy amongst part-time, temporary, foreign or young workers undoubtedly play an important role in the low or non-existent levels of union membership. So this factor may have been considered in both UK and Germany. Strong corporate culture: Strong corporate cultures are seen as instilling appropriate behaviors and. This is essentially what is argued here with regard to the non-union approach of McDonalds in both the countries. McDonalds Anti-union belief: McDonalds is basically a non-union company and intends to stay that way. About unionization in the UK once McDonalds stated thatà ¢Ã¢â€š ¬Ã‚ ¦.. unionization has risen its ugly head over the years, but you know, we feel that we offer a good deal to people, all kinds of ways in which we can communicate, so that if there was a problem they can bring it to management, we feel that we dont need unions. But in Germany McDonalds never been outspoken like in UK about union. Public image Macdonalds has a big public image and brand reputation which may have been considered both in the UK and Germany to establish collective bargaining approaches. Employer Associations Employer associations in Germany are stronger than UK. So the MsDonaldS approach in the UK is different from that of Germany. b. How may McDonalds have considered individual bargaining as an alternative or additional approach in both Germany and the UK? What benefits and/or problems may this have brought in both countries? Individual bargaining: Individual bargaining is the process by which an employer and an employee negotiate an ndividual contract of employment, regulating the terms and conditions of employment. Differing Approaches to Employee Relations at the Collective and Individual Level: Managing the relationships between employees and employers grows more complex and more critical every year. You need a strong relationship between employers and employees to navigate the human resource minefields of sexual harassment, employee threats of violence, equal employment opportunity, executive compensation, plant closing and relocations, and downsizing and workforce restructuring. Basically, employees have a relationship with their employer/s, and the success of this relationship influences the success of the company. Collective and Individual relations refers to two of the main types of relationship between the two parties. Individual Bargaining: Advantages The main advantage of individual bargaining is it is a single voice and thus there is no conflict in matters Another advantage of individual bargaining is that it expresses the views and opinions of one person and thus there is no compromising Individual Bargaining: Disadvantages The main disadvantage of individual bargaining is that the manager will not take a lot of notice of just one persons views or opinions and therefore nothing will happen Thus there is not a lot of chance that individual bargaining will have an influence on company decisions and policies. Collective Bargaining: Advantages The main advantage of collective bargaining is that the manager will not take a great deal of time in deciding on what action to take on an individual level. The employees have greater influence in the final decision the manager will take. There is also a chance of the employees getting what they demand. Collective Bargaining: Disadvantages The main disadvantage of collective bargaining is that it is seen as depriving the individual worker of their individual liberty and voice. The major changes in the industrial relations in UK i.e. a shift away from collective bargaining towards individual argaining were in the favour of McDonalds own strategy. The turn down in the union membership in both UK and Germany also helps McDonalds to practice the individual bargaining in their organization. Benefits: Improvement in the relationship of management and workers within the organization as it is evident from the statement of John cooke McDonalds US Labour relations chief as: We feel that we offer a good deal to people, all kinds of ways in which we can communicate, so that if there was a problem they can bring it to management. As employees are generally unaware of their rights they can take advantage of the situation to save their costs. As example is given cleaning of uniforms. And also regarding pay, performance related pay, probation and notice for redundancy, paid leave. Individual workers can never be a threat for McDonalds where there may have a chance in the existence of trade union. Disadvantages: Loss of public image in Germany that subsequently decrease their sale growth in German market. Large compensation need to provide for violating employees rights in different work place. How may the approach to collective bargaining in Germany and the UK influence employee relations for McDonalds internationally? McDonalds opposition to trade unions is now well-documented; however, the extent to which it can operate without unions or can avoid or undermine collective bargaining with unions and/or statutory works councils varies considerably in different countries and over time. Consequently the ability of national unions and their GUFs to improve pay levels and conditions of work has been limited, variable and by no means static. This is nicely illustrated by McDonalds operations in New Zealand where the corporation responded pragmatically to changes in government and labour legislation, excluding unions from and then returning to collective bargaining ahead of law reforms aimed at strengthening unions in 2000, but continued to keep unions out of its restaurants wherever possible. Attempts to regulate McDonalds employment conditions are therefore an ongoing struggle in which without pro-union labour law, unions have little chance of organising workers and even less chance of establishing collective agreements. This may come as no surprise in countries such as the and Ireland where unions have had either no success or short-lived successes in gaining union recognition only to be denied before collective agreements can be established or enforced. However, even unions located in countries with more stringent labour legislation (e.g. Denmark, the Netherlands, France, Italy, Germany, Sweden and Norway) have had varying success in achieving some improvements in employee representation, pay and conditions of work and even where improvements have been achieved they are often under threat. Union attempts to increase the number of union-backed works councils and establish a company-level works council (Gesamtbetriebsrat) have completely failed, resulting from a number of sophisticated union-busting practices. Furthermore, despite some success in persuading McDonalds to accept collective bargaining in Germany in the late 1980s, McDonalds withdrew from collective bargaining in 2002 and has threatened to deal exclusively with a yellow union. In Denmark, where average union membership is much higher than Germany and labour law is equally stringent, McDonalds only agreed to bargain collectively after a year of conflict and boycotts involving other Danish unions and support from Finnish and Swedish unions in the late 1980s. McDonalds has tried to roll-back the basic terms of such agreements ever since. Nevertheless, in Sweden, Norway and Denmark, McDonalds workers do enjoy better conditions of work and higher pay than in other European countries and the USA itself. However, even in those countries it is very difficult to establish union representatives in the outlets, something which experience shows is essential if such collective agreements are to be properly enforced in. Despite these difficulties European unions have undoubtedly had some success in bringing McDonalds to the bargaining table, especially where sector-level bargaining is in effect compulsory and where labour law is more stringent and supportive of union rights and collective bargaining. What additional or alternative methods could support good employee relations for McDonalds? Consider the role an HR function could take? The HRM approach to employee relations can be described in terms of several prescriptions. An HRM model for employee relations focuses on a drive for commitment meaning that the focus of the organisation should be to win the trust, motivation and commitment to the organisation, participating in its development opportunities. Emphasis is on mutuality, meaning that employees share common goals, the vision and mission of the organisation. Communication within the organisation follows an established set of procedures that are agreed formally or informally and may include briefings, meetings with representatives, etc. HRM emphasises the shift from collective bargaining to individual contracts. Employee involvement is fostered and a number of techniques and approaches are followed to support their involvement. Total quality management aims at continuous improvement of quality. Another initiative is flexible working arrangements and focus on the life-work balance through harmonisation of conditions for all employees. Finally the support of employee communities of practice and team spirit are of high priority. Employee relations describe as in terms employee communication, employee involvement, employee rights and employee discipline. Armstrong has identified the elements of employee relations as follows: Formal and informal policies and practices of the organisation. The development, negotiation and application of formal systems, rules and procedures for collective bargaining, handling disputes and regulating employment. Policies and practices for employee communications. Informal and formal process regulating the interactions between managers and employees. Policies of the government, management and trade unions. A number of parties including state, management, organisations, trade unions, employees, etc. The legal framework. Institutions (e.g. ACAS) and the employment tribunals. The bargaining structures, recognition and procedural agreements enabling the formal system to operate. Employee relations processes Figure Reconciliation of interests between employers and employees According to the Industrial Relations Services there are four approaches to employee relations, namely: Adversarial meaning that employees are expected to follow the targets identified by the organisation. Traditional meaning that employees react on management proposals and directives. Partnership meaning that employees are involved in assisting the organisation and consensus is reached in decision making related to policies. Power sharing employees are involved also in daily management apart from policy making. Employee relations policies act to disseminate its preferred approach with respect to the relationship it wants to have with its employees and the empowerment of employees for certain activities. Employee relation policies cover several areas, including: Trade union recognition meaning decisions with respect to the recognition or derecognition of certain unions and preferences of the unions the organisation prefers to deal with. Collective bargaining meaning the identification of those areas that should be covered from such a negotiation. Employee relations procedures meaning procedures such as redundancy, grievance handling and disciplinary actions. Participation and involvement meaning the extent to which the organisation shares power and control with its employees. Partnership meaning the extent to which a partnership with employees is desirable. The employment relationship meaning the extent to which employment terms and conditions are controlled by collective agreements or individual contracts. Harmonisation meaning the harmonisation of terms and conditions of employment arrangements. Working arrangements meaning the extent to which unions are involved in the determination of working arrangements. Employee involvement is central to employee relations as Bratton and Gold discuss. Employee involvement can be described in terms of the form of involvement (whether it is formal or informal), the level of involvement in the organisational hierarchy and the degree of involvement. Across these three employee involvement dimensions several types of involvement can be rated from the lower ones in terms of empowerment, involvement and organisational level to the higher ones. The following situations are ranked in an ascending order in terms of all three dimensions of employee involvement: Communication -> Financial Involvement -> Problem solving groups -> Quality circles -> Cross functional teams -> Self directed teams -> Collective bargaining -> Worker directors -> Works councils. Employee involvement can be described as an involvement-commitment cycle, a communication cycle that builds an internal culture encouraging initiative, learning and creativity. The cycle consists of the following stages: Managers perceive the need for involving employees in decision making Introduce new forms, employee involvement and open communication mechanisms Greater autonomy and input into decision making Increased employee job satisfaction, motivation and commitment Improved individual and organisational performance. As a group of HR practitioners discuss different approaches to industrial relations and identify which one would be most suitable for an organisation that must resort to significant redundancies in order to survive an economic crisis and new entrants in its industry sector.

Define personality & motivation

Personalities are usually described as how introverted or extroverted someone is. And introvert is someone who is usually more quiet and thoughtful whereas as an extrovert is someone who is more loud and excitable. If you are either introvert or extrovert it often affects the types of sport you like e. G. And introvert character would usually play something Like tennis as it's a sport they can play as one and not In a team, an extrovert person would usually Like team sports more such as football and rugby. Introverts enjoy sports with more concentration, precision with intricate skills.Introvert characters are usually more self-motivated. Extroverts tend to enjoy sports which are faster paced, exciting and where you need a lower concentration. These are usually team sports and they tend to be motivated by others around them. Extroverted people are often Involved in sports which require a degree of aggression. There are 2 types of aggression: Indirect aggression – this means ta king out your aggression on an object. Direct aggression – The aggression is in the direction of another player. It involves physical contact such as a rugby tackle or in wrestling or boxing.Essence's theory – The Essence's theory was thought of by a German man who Identified two dimensions f personality which act as continuous, with an individual's personality falling anywhere along the two lines, as shown below These two dimensions are stable/unstable and introverted/extroverted. For example, if an Individual Is introverted (shy of social contact) but stable, they are likely to be reliable, calm and controlled. An extroverted (enjoys social affiliation) unstable individual is likely to be tough, aggressive and excitable. Rationality, there are 3 different types of body types; Stepmother – these are people with a tall slim figure, Sheldon thought these people tended to be more Self- unconscious, tense, private (keeps to themselves), and introverted. Endomorphis m – these people are shorter and are a bit fatter, Sheldon thought these people were more tolerant, sociable and relaxed. Monochromes – these are people who have broad shoulders and are more muscular, Sheldon thought these people were more extrovert, assertive, and are risk takers.The Giordano theory (trait theory) – this theory is split into to 2, there are 2 types of people Type A and Type B. Type A – these are more introvert people which enjoy their own company, they have a strong desire to succeed, they like control, often suffers tress and are never happy with what they have (they always want more). Being a type A person will benefit their performance if they are doing a sport which involves only themselves. Type B – these tend to be more extrovert people who are more laid back and happy with what they have, they're less competitive and often work at a slower pace.They do not enjoy control and they're able to relax easily. Being a type B perso n will often benefit them if they're playing a team sports and where they can have the help of others. Motivation – a reason or reasons for acting or behaving in a particular way. There are several theories to do with motivation, these include; The attribution theory – a belief required overtime that one has no control over events and that failure is inevitable / out of their hands. It's a feeling of hopelessness.There are 3 attribution categories these are stability, locus of casualty, locus of control. These 3 categories all go two ways. Stability – you can either be stable or unstable. Locus of casualty – you can either be internal or external. Locus of control – the person can either be in control of themselves or out of control of themselves. Athlete's that attribute their performance outcome to stable internal factors such as effort and ability and to factors under their control are more likely to achieve in sport.Athlete's that attribute the ir performance outcome to unstable-external factors such as luck and difficulty and to factors out of their control are more likely to fail in sport and as they have no goals set out for themselves. Intrinsic motivation comes from within the body, therefore it will be the performer driving themselves to be better. Intrinsic people tend to be able to overcome tasks eave goals set out for themselves to keep progress and maintain motivation. They will have a feeling of pride and enjoyment in their performing the skill.I believe it's better for a performer to be intrinsic because its they are driving themselves to better, they want to be better, therefore they will get better. Extrinsic motivation comes from outside of the performer. These are things which can encourage the athlete to perform and fall into two groups: Tangible rewards: These are physical rewards like medals, trophies and money. These should not be used as much with young athletes o avoid a situation where winning a priz e is more important than competing.

Apush Midterm Review Essay

A. All classes will have the Causes and Effects of the Mexican War, which has been discussed in class. B. All classes will have 2 choices for their second essay. 1. One possibility for Essay #2 is Causes and Effects of the French and Indian War. This essay should be structured in 4 paragraphs. The first paragraph includes background info leading up to the conflict and your thesis statement. Paragraphs 2 and 3 discuss the causes and effects and paragraph 4 is your conclusion- what happens next (Revolutionary War). It is a good idea to reiterate your thesis statement as well. 2. Another possibility is the Causes and Effects of the Revolutionary War. This essay should be structured in four paragraphs as well. The first paragraph should include background info (such as French and Indian War, end of Salutary Neglect) and your thesis statement. One paragraph should discuss causes and one effects. Your fourth paragraph is your conclusion – what happens next. 3. Another possibility is the Strengths and Weaknesses of the Articles of Confederation. Paragraph one should discuss what happened briefly before the A of C and your thesis statement. Paragraph two, the strengths (3 that we discussed: brought the country together for the first time, negotiated the end of the Revolutionary War, and the Land Ordinances) and Paragraph 3 the weaknesses (among many- the lack of power to tax, only one branch etc.). Paragraph 4, your conclusion and what happens next (Constitutional Convention). 4. Another possibility is Causes and Effects of the War of 1812. First paragraph is background info and thesis statement. Paragraph 2 is the Causes (impressment, arming Native Americans in the Old Northwest etc.) and Paragraph 3, the Effects (huge surge of nationalism, National anthem written etc.). Paragraph 4 is your conclusion and what happens next. 5. Another possibility is to discuss the reforms that came out of the Second Great Awakening. This essay can be 4 or 5 paragraphs depending upon how you discuss the reforms. Your first paragraph will discuss background info and thesis statement. The next 2 or 3 paragraphs should discuss the 5 major reforms: abolition of slavery, educational reforms, mental health reform, temperance, and woman’s rights. These paragraphs should include reforms made and the people involved (for instance- Dorothea Dix with mental health). Also discuss whether the reforms actually were realized or just set up change for the future. Last paragraph should be your conclusion and what happens next. 6. The last possibility is to discuss the Marshall Court and the Taney Court. The first paragraph should have background information; such as John Jay was first Chief Justice, and your thesis statement. Paragraphs 2 and 3 should discuss the Marshall Court and the Taney Court: how they ruled (strong central government for Marshall, state’s rights for Taney etc.), examples of court cases (Marbury v. Madison, Dred Scott decision- give a minimum of 3 cases for Marshall and 2 for Taney). Paragraph 4 should be your conclusion and what happens next. Your essays need to give specific factual information and be well structured to get full credit. Stay on topic- show your knowledge of the time period right before the question at hand and what happens as a result of the events discussed. You will not be penalized for spelling errors since this is an in -class writing, but essays should make sense and flow.

Juvenile Detention Makes Teens Worse Essay - 1742 Words

There are numerous critics of the juvenile justice system, and while most of their denunciations remain the same as those of the justice system at large, an ample portion of their criticisms revolve around the claim that incarcerating young people not only doesn’t work in deterring or rehabilitating them, but makes them worse and leads to adult misconduct. A report noted that youth sent to juvenile prison were 37 times more likely to be arrested as adults (Szalavitz, 2009). Another major problem some cite with the juvenile justice system is that most delinquent offends have some form of mental illness, and that while studies have shown that mental health treatment would be a better alternative, they are simply ignored or incarcerated†¦show more content†¦Louis neighborhood. Not surprisingly, St. Louis is a hotbed of criminality, being constantly ranked in the top 5 most dangerous cities in the country as well as holding a higher average of gun related homicides than m ost urban cities. On top of the environment he grew up in, Quantel’s mother also used and sold crack-cocaine from their home (Initiative, 2007). Although little data is present to substantiate such claims, it can be inferred that during this time Quantel’s educational progress was probably stunted. As stated before, there is no evidence to support such data, but even if he was going to school, the fact that no one noticed his condition (which will be discussed) is amazing and is a failure not only of the school he went to, but of adult figures in his life. Nonetheless, Quantel was removed from his home at the age of eight for undisclosed reasons, but was documented to have been heavily neglected at the time of his withdrawal, with authorities reporting that he was heavily scared from obvious beatings, had rotten teeth, and smelled heavily of urine. After her was taken from his mother he was shuffled in and out of the foster care system, living with three separate families before moving in with his father and step-mother in St. Francois County, a mostly white, rural middle-class neighborhood in Missouri. Living with his father, Quantel made contact with his mother once again, and when he was only eleven-years-old witnessed his uncle getShow MoreRelatedJuvenile Offenders And Juvenile Delinquency1610 Words   |  7 PagesJuvenile delinquency, also known as juvenile offending, is participation in illegal behavior by minors8. A juvenile delinquent in the United States is a person who is typically under the age of 17 and commits an act that otherwise would have been charged as a crime if they were an adult. Depending on the type and severity of the offense committed, it is possible for persons under 18 to be charged and tried as adults. 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The time soon after school gets out is the most perilous for high schoolers, particularly if that time is spent far from the supervision of mindful grown-ups (School Violence in America, 2015). Teens who experience difficulty adapting to issuesRead MoreIneffective Parents in Todays Society Essay795 Words   |  4 Pagesto how they raise their children. Though there are parents who do a wonderful job raising their children, many parents neglect their responsibility in child development. In this paper, the following will be discussed: the diversion th e government makes in the operation of parental duties when it steps in to discipline a young person, and the parents teaching discipline in values and morals. There are times when government action prevents parents from developing the child themselves. According toRead MoreJuveniles Should Not Be Prison1914 Words   |  8 PagesJuveniles in Jail Into days society there is a lot of debate and discussion on whether or not Juveniles should be sentenced to life in prison. Take in consideration that were talking about kids as young as like 6 years old. People talk about whether it’s right or not in other country’s they even banned the death penalty. Different people believe in different things. For example a group of people believe that juveniles should be sentenced to life in jail if they commit a heinous crime. Then thereRead MoreJuveniles Should Not Be Prison1903 Words   |  8 Pagesdiscussion on whether or not Juveniles should be sentenced to life in prison. Take in consideration that were talking about kids as young as like 6 years old. People talk about whether it’s right or not in other country’s they even banned the death penalty. Different people believe in different things. For example a group of people believe that juveniles should be sentenced to life in jail if they commit a heinous crim e. Then there are people that believe that the juveniles should not be sentenced toRead MoreRace, Class, And Gender Contribute For Youth Delinquency1205 Words   |  5 Pagesworld and how they mesh with the norms in the United States. Racism has deep roots in American culture and as a result has been a means to punish people more harshly in the judicial system. In the film Juvies (2005), teens were interviewed about their experiences in formal detention and what factors led to their incarceration. African Americans and Hispanics were at a disadvantage when they faced sentencing and as a result were more likely to be transferred to adult prisons or have increased sentences