Citrus industry in Florida Research Paper Example | Topics and Well Written Essays - 1250 words

Citrus industry in Florida - Research Paper Example In 1834, citrus groves were being cultivated by farmers, which were interrupted by the occurrence of a freeze in February of 1835 (Florida’s Citrus Production 2013). The freeze, which happened on February of 1835, killed all the fruit trees in St. Augustine as temperature dropped to seven degrees above zero, thus, robbing people of their income (Dobson 2009). The farmers’ recovered production for the succeeding fifty-one years as the state only experienced warm winters; during this time, northeast Florida, as well as St. John’s County, became the hub of citrus supply (Dobson 2009). In the 1890’s, citrus production increased to five million boxes per year due to the demand for the said fruit in the northeast and the existence of rail lines, which promoted long distance shipping of the citrus fruits (About Citrus 2012). In fact, in the year 1894, the shipment of crates of citrus to the north amounted up to 5,000,000 (Dobson 2009). On December of 1894, anothe r freeze happened, killing all of Florida’s orange crops in its wake. On the eighth of February the following year, another freeze came about, bringing about the same disastrous effects; such was its impact that on 1896, Florida was only able to ship a little above 100,000 crates of oranges (Dobson 2009). The freeze caused the abandonment of citrus groves in the North of Florida and the production of melons and potatoes in its place (Dobson 2009). This was the most severe in the history of freezes that Florida had undergone (Timeline of Major Florida Freezes 2013). In 1901, there were little above 1,000,000 crates produced (Dobson 2009). In 1917 and 1934, still the state was plagued with the same natural calamity; the freeze of 1934 resulted in the formation of the Federal Frost Warning Service -- a replacement of the train whistles, which warned people of imminent frosts in the previous years (Dobson 2009). The occurrence of continuous freezes in December of 1934, as well as on February of 1935, yielded a negative impact as it reduce production from a million boxes to just below 150,000 boxes of citrus (About Citrus 2013). Again, the farmers planted their citrus crops, yet another freeze took its toll in

TAE40110 CERTificate IV in Training and Assesment Essay

TAE40110 CERTificate IV in Training and Assesment - Essay Example d – and place at the top of your portfolio CANDIDATE to complete this section Name: Slobodanka Vukcevic Address: Unit 218 /285-305 Centre rd Bentleigh Phone: Daytime: 0432541803 Evening:  Email address: sandramisticna@hotmail.com Company name:  Training date(s):  Training location:  Trainer name:  Assessment deadline:  Date submitted:  Candidate declaration—By signing below, I declare that: ? I have been advised of the assessment requirements, have been made aware of my rights and responsibilities as an assessment candidate, and choose to be assessed at this time ? this workplace project is my own and contains no material written by another person except where due reference is made. I am aware that a false declaration may lead to the withdrawal of a qualification or statement of attainment. Signed: ___Slobodanka Vukcevic_______________________________________ Date: 16 10 2011 ASSESSOR to complete this section Name of assessor:  Date portfolio received:  Date portfolio review completed:  Result summary (details over) First attempt (tick correct result): C  NYC  Second attempt (if needed): C  NYC  Assessment Results Candidate name: Slobodanka Vukcevic Assessor name:  1st SUBMISSION (if needed) 2nd SUBMISSION Result Result TAEASS301A Contribute to assessment  TAEASS401A Plan assessment activities and processes  TAEASS402A Assess competence  TAEASS403A Participate in assessment validation  Comments 1st submission . (if needed) 2nd submission  Assessor sign-off 1st submission Assessor Signature: Date: 14 10 11 2nd submission Assessor Signature: Date:  Feedback to candidate (assessors, tick appropriate box below)  This page copied and given to candidate as an assessment report.  A separate report was prepared and given to the candidate (attached)  Feedback was provided to the candidate in another form (explain): TAEASS301A Contribute to assessment 1. Clarify role and responsibilities in the assessment proce ss 2. Confirm organisational arrangements for evidence gathering 3. Collect evidence in accordance with assessment plan 4. Record and report findings. TAEASS401A Plan assessment activities and processes 1. Determine assessment approach 2. Prepare the assessment plan 3. Develop assessment instruments. TAEASS402A Assess competence 1. Prepare for assessment 2. Gather quality evidence 3. Support the candidate 4. Make the assessment decision 5. Record and report the assessment decision 6. Review the assessment process. TAEASS403A Participate in assessment validation 1. Prepare for validation 2. Contribute to validation process 3. Contribute to validation outcomes.  Introduction to the assessment tasks Overview The assessment tasks you are asked to complete are divided into three broad categories:  The tasks at a glance and competency gap Competency standards addressed Name and summary of task TAEASS-301A TAEASS-401A TAEASS-402A TAEASS-403B Assessment tasks Short answer questions ? ? ? ? Project 1: (formative

Assessment and Tests Evaluation Research Paper Example | Topics and Well Written Essays - 500 words

Assessment and Tests Evaluation - Research Paper Example I chose this test since it plays a lot of significance in determining the qualities and capabilities of an individual. It reflects on the level of personification one has over the looming issues in life (Anderson & Morgan, 2008). This is a test administered in order to determine the activeness and relation of ones interests with those of a certain career. For instance, if one is interested in what goes on and is done by teachers, then that particular individual can make to be a good teacher. I chose this test since it reflects in individual capabilities and interest as rested in their talents. Anderson, P. & Morgan, G. (2008).Developing Tests and Questionnaires for a National Assessment of Educational Achievement, Issue 277, Vol. 2 of National Assessments of Educational Achievement. Chicago, CA: World Bank Publications Soled, S. W. (1995). Assessment, testing, and evaluation in teacher education, Social and Policy Issues in Education: Contemporary Studies in Social and Policy Issues in education, Kerry Carlyle Series. New York, NY: Greenwood Publishing

The employment relationship Essay Example for Free

The employment relationship Essay This essay explores and discusses the employment relationship while considering the value of a systems approach to industrial relations and the fact that individuals view issues from a particular frame of reference. The employment relationship is developed on an inter-related basis involving economic, social and legal dimensions of wider society (Fells, 1989). Organisations are subject to the economic conditions in which they operate. Employers rely on the availability of suitable labour to perform the work of the organisation and although viewed as a commodity by the employer, significant investment in the development of the employee can be lost or unused should the employee decide to leave or remain unmotivated. The unavailability of suitable labour can lead to segmentation of the labour market and a division of labour at the workplace. The division of labour is the breaking down of work into its smallest components in order to achieve effective specialisation, minimal worker discretion and the most efficient output (Sutcliffe and Callus, 1994). This division of labour can have far reaching implications for the management and the organisation, including the control and motivation of the workforce. The legal dimension is concerned with the law of contract between an employer and employee which enables the parties to enter into and enforce agreements (Fells, 1989). By its very nature the employment contract implies a subordination relationship where the employer commands and the employee obeys. The introduction of the Workplace Relations Act 1996 also implies legal boundaries in which the employment relationship must operate (for example the rules relating to unfair dismissal and enterprise bargaining). The social dimension, unlike the economic and legal dimension, is one that chiefly impacts on employees. There are two aspects to this dimension according to Fells (1989), the first being the impact of society on the workplace and secondly employees experiencing management pressures at the workplace as well as pressures from other individual employees who work within a team environment. It is clear that most of us want more out of a working relationship than just a monetary return for our labour. An employer must also provide a job that can stimulate and challenge the worker. Many jobs however are mundane and boring which is a consequence of the increasing division of labour in our industrial society. Industrial relations in a broad sense, is about the behaviour and interaction of people at work. It is concerned with how individuals, groups, organisations and institutions make decisions that shape the employment relationship between management and labour (Deery and Plowman, 1991). It is also closely entwined with political, economic and social forces (Salamon, 1992). As a consequence, people differ in their approaches and views on industrial relations which as a result can lead to industrial conflict. Fox in 1966 attempted to explain the reasons for the differing views of industrial conflict by management and the public, by proposing a frames of reference concept in his paper to the UK Royal Commission on Trade Unions and Employer Associations (Berrell, 1999). Fox believed that some people view industrial relations as a class conflict, others in terms of mutual co-operation and others still in terms of competing interests of various groups. Three approaches were identified: unitary, pluralist and marxist. The unitarian approach believes that industrial relations is based on mutual co-operation, individual treatment, team work and the sharing of common objectives (Stone, 1996). Conflict in the workplace is seen as an anomaly which has occurred because of either union activity, poor management decisions or practice or employees who dont fit the organisations culture. Conflict resulting in strikes for example, is not only considered as unnecessary but destructive. As result, unions are regarded as competitors for employees loyalty and commitment. In essence the unitarian approach is seen as a management ideology which legitimises their authority and control. It blames conflict on employees and threatens unions existence. It is manipulative and exploitative (Horwitz, 1990). In contrast, the pluralist approach accepts the inevitability of conflict (Deery and Plowman, 1991). It sees organisations as coalitions of competing interests where managements role is to mediate amongst the different interests groups. It sees unions as a legitimate representative of employee interests. Management authority under this approach is not automatically accepted. Employees join unions to promote their interests and influence management decision making. As unions are considered to be important in their role of balancing the power between employers and employees, they are considered not only desirable, but necessary. Societies interests at large are protected by state intervention through legislation and industrial tribunals which provide orderly processes for the regulation and resolution of conflict. The marxist approach like pluralists regard conflict between management and employees as inevitable. However, where pluralists see conflict as inherent within all organisations, marxists see it as a product of capitalist society. Adversarial relations in the workplace are seen as simply one aspect of class conflict. Unions under this approach, are seen as instruments for challenging the capitalist system of class domination. By assimilating a persons behaviour to one of the three frames of references, it determines how we would react and shapes the method for altering such behaviour. As a tool for understanding a parties behaviour when conflict occurs we need to undertake a social action perspective, that is to suspend our own judgment when analysing the cause of conflict and accept the persons frame of reference. Individually, our frames of references are molded and influenced by a multiplicity of variables including, values and behaviour, education, political views, work experiences and religious beliefs to name a few. Our position in the class structure and status hierarchy almost certainly has a significant influence as well (Keenoy and Kelly, 1995). It is important to understand these concepts as employers and employees bring to the employment relationship different strategies to gain as much as they can from the relationship. This in turn makes the relationship inherently competitive. Fells (1989) observes that this points to the duality of the employment relationship. Both the employer and employee put their resources, motives, expectations and own interests into the relationshipthese being influenced by the social and economic structure of society (Fells 1989, P 476). In essence therefore, conflict can arise because of the parties differing social and economic interests and strategies. Keenoy and Kelly (1996) take this further by describing the three great struggles which results from the distribution of authority (inherent in an organisational hierarchy) and the division of labour which are sources of potential conflict and competition within the employment relationship. These are identified as the struggle over interests, control and motivation. Abraham Maslow in his hierarchy of needs theory argued that individuals sought to satisfy basic needs required to live; that is food, warmth and shelter (Bartol et al 1995). An employee therefore, seeks is in his/her strategy to satisfy their basic needs for survival. Once satisfied, the employee seeks to improve their social standing by earning more money and purchasing material symbols to demonstrate their success. In contrast however, is the organisations strategy to run an efficient and cost effective business. The nature of the employment relationship is such that the employees interest in maximising income is in direct conflict with the employers interest in minimising costs (Keenoy and Kelly 1996). However, both parties in the relationship are equally dependent upon each other for without labour there is no profit and without capital this is no jobs. This is simply termed structured antagonism as the relationship produces both mutual and conflicting interests. Fells (1989) argues that a frontier of control exists between an employer and employee which is born out of the legal, social and economic pressures effecting the distribution of power within the employment relationship. It represents the point of confrontation and interaction between the structure of management control and the challenge from organised labour (Storey, 1980 p 12). The struggle for control arises out of the vagueness of the employment contract, as it rarely specifies the parameters and preciseness of the work to be performed by the employee in exchange for payment (for example, level of effort and range of duties). Both parties tend therefore to have their own expectations as to what has been initially agreed upon and as such, this vagueness can often lead to conflict. In response, the employers strategy is to set up an array of control mechanisms, one being the hierarchy of authority where people are employed to supervise the work of others. This act in itself can lead to tensions within the employment relationship as industrial conflict often occurs when employees challenge the limits of managerial authority. Variations in the degree of control is also apparent within many jobs. For example production line workers experience tight control mechanisms whereas politicians, doctors and lawyers experience little or no control over their particular functions. This last group especially enjoy an elevated position in the hierarchy of authority and a high level of control and autonomy over their work (Kennoy and Kelly, 1996). As a result, conflict may occur over the inability of an organisation to provide a suitable career path which allows an employee access to a higher level of authority within the hierarchy. Securing employee commitment can be a difficult task for an employer as not all employees are motivated to work by monetary rewards alone. Although theorists have argued that motivation is the key to employee behaviour and productivity, work undertaken by the likes of Frederick Herzberg and his two-factor theory have largely been ignored due to the advantages of increasing the division of labour over the benefits of increasing employee satisfaction (Keenoy and Kelly, 1996). Management are faced therefore with a dilemma over ensuring employees remain sufficiently motivated to ensure job effectiveness whilst maintaining the cost effectiveness and efficiency of the organisation. Increasing market competition and a greater emphasis on quality and service provided to customers, may force employers to redefine their strategies towards motivation of their employees. Up to this point the employment relationship has been discussed in terms of its dual nature. However, it is clear that a more holistic approach is required. A systems approach provides a useful look at the employment relationship because it expands on the dual focus to include a third group of actors and the environment within which the relationship operates. John Dunlop proposed an industrial relations system comprised of actors operating within an environment influenced by technology, economics and power distribution. The system is bound together by both ideology and rules to govern behaviour. Three main groups of actors have been defined as managers, workers and their representatives and other bodies concerned with the relationship between workers and employers. The major output of the system is a set of rules and regulations that apply both in the individual workplace and in the wider work community. (Deery and Plowman, 1991). Dunlops industrial relations system has been criticised from a number of quarters (Margerison, 1969; Bain and Clegg, 1974; Hyman) for paying insufficient attention to conflict focusing more on conflict resolution than the root of the conflict, and for suggesting that the industrial relations system is naturally stable. Despite these negative views the system perspective of industrial relations remains valid if only as an analytical tool (Deery and Plowman, 1991). The employment relationship is a unique but fundamental feature of modern society. It commences when an employer engages an employee to perform work in exchange for money. Although this concept of the relationship appears simplistic in nature, it is subject to many stresses and strains brought about by political, social and economic interference. Bibliography Bain, G.S Clegg, H.A, 1974, A Strategy for Industrial Relations Research in Great Britain, British Journal of Industrial Relations, Vol 12, no. 1, p92. Bartol, K.M., Martin, D.C., Tein, M Matthews, G. 1995, Management a Pacific Rim Focus, McGraw-Hill, Sydney. Berrell, M. 1999, Subject Book: Industrial Relations, Monash Distrance Education Centre, Monash University, Churchill, Vic. Deery, S.J. Plowman, D.H. 1991, Australian Industrial Relations, 3rd ed., McGraw-Hill, Sydney Fells, R.E., 1989, The Employment Relationship Control and Strategic Choice in the Study of Industrial Relations in Labour and Industry, Vol 2(3), October pp470-492 Fox, A. 1980, Industrial Relations: A Social Critique of Pluralist Ideology in Barrett, B., Rhodes, E and Beishon, J. (eds), Industrial Relations in the Wider Society; Aspects of Interaction, Collier MacMillan, London. Horwitz, F.M., 1990, HRM: an ideological perspective, Personnel Review, Vol 19, No.2 pp 10-15. Hyman, R., 1975, Industrial Relations: A Marxist Introduction. MacMillan, London. Keenoy, T. Kelley, D. 1998, The Employment Relationship in Australia, 2nd Ed. Harcourt Brace and Co, Sydney. Margerison, C.J., 1969, What do we mean by Industrial Relations? A Behavioural Science Approach. British Journal of Industrial Relations, vol 7, no.2, , p273 Salamon, M. 1992, Industrial relations Theory and Practice, 2nd Ed, Prentice-Hall, London. Stone, R. 1995. Human Resource Management, 2nd Ed, John Wiley and sons, Brisbane. Storey, J. 1980, The Challenge to Management Control, Kogan Page, London. Suttcliffe, P. Callus, R. 1994, Glossary of Industrial Relations Terms, ACIRRT and ACSM, Sydney, Brisbane. Industrial Relations Assn 1 pg 11

Kathleen Parker’s Article, First Three Years Aren’t That Critical Essay

Kathleen Parker’s Article, â€Å"First Three Years Aren’t That Critical†   Ã‚  Ã‚  Ã‚  Ã‚  Did your mother read to you when you were six weeks old? Did she teach you how to do math problems when you were two? Recently, I read an issue of Parenting Magazine and found an article on child development. Kathleen Parker’s article, â€Å"First Three Years Aren’t That Critical† tells us that parents today are putting to much emphasis on what the media and medical journals are saying, instead of using common sense. The article emphasizes that parents are going overboard on these new studies using good argumentative techniques. Although I found not all of what she said was accurate, I still felt she got her point across. Parker uses evidence from scientists and medical books, to further persuade the reader to side with her opinion. Parker uses good persuasive techniques by showing that not everything you read in the media about child development is true or factual. Parker also shows that she is not one-sided on the issue and gives a personal comment about the opposing viewpoint. I feel the author proved her point that parents are being ridiculous in how they are raising their child these days.   Ã‚  Ã‚  Ã‚  Ã‚  In the first few paragraphs, author attracts the attention of the reader and explains the main point of the article. The author begins the article saying that she â€Å"Pity[s] today’s parents who want to do the right thing.† The sentence attracts the audience to continue reading the article because the sentence sparks curiosity in why the author pities today’s parents. The article continues, â€Å"They [parents] buy child-rearing books, explore over psychology articles, play Mozart in nurseries festooned with alphabet cards and the periodic table.† Parker shows good persuasive technique by describing an exaggerated scenario of what parents are doing these days to try to develop their child’s mind. Although the scenario is not believable, the exaggeration helps to prove that parents are being excessive in the way they develop their children. Parker states her position clearly when she comments that parenting should not be that challenging nor as ridiculous as parents are making it. She states that by buying books and playing Mozart to children would be going overboard. This argument could offend people who believe that reading and teaching kids early is a better way to develop their minds or peo... ...ly years is ridiculous. Parker effectively gave evidence to her argument by quoting from scientists and medical literature. Using evidence to support Parker’s overall point made the article more persuasive and convincing. Although she gave some information without evidence, such as in the Jefferson story, she still makes a point in the argument. I felt that Kathleen Parker was persuasive in showing that parents are believing too much what the media and what new medical findings are saying and not using common sense during the first few years of a child’s life. As a parent you should be concentrating on loving and nourishing your child rather than trying to teach it algebra. Parents have been raising their children for thousands of years and I do not believe that these news articles should change the way people are raising their children now. How did your mother raise you? I am sure she did not have a periodic table on hand when she was rocking you to sleep. Parents have other things to worry about rather than trying to change their parental habits because what some controversial news article said. Let parents use what their mother and father used when raising them: common sense.

Free Native Son Essays: Actions Define Character :: Native Son Essays

Actions Define Character in Native Son Richard Wright's novel, Native Son, consisted of various main and supporting characters to deliver an effective array of personalities and expression. Each character's actions defines their individual personalities and belief systems. The main character of Native Son, Bigger Thomas has a variety of personality traits motivated by his fear, quick temper, and tremendous intellect. Bigger, whom the novel revolves around, portrays various personality elements through his actions. Many of his actions suggest an overriding response to fear, which stems from his exposure to a harsh social climate in which a clear line between acceptable behavior for white's and black's exists. His swift anger and his destructive impulses stem from that fear and becomes apparent in the opening scene when he fiercely attacks a huge rat. The same murderous impulse appears when his secret dread of the delicatessen robbery impels him to commit a vicious assault on his friend Gus. Bigger commits both of the brutal murders not in rage or anger, but as a reaction to fear. His typical fear stems from being caught in the act of doing something socially unacceptable and being the subject of punishment. Although he later admits to Max that Mary Dalton's behavior toward him made him hate her, it is not that hate which causes him to smother her to death, but a feeble attempt to evade the detection of her mother. The fear of being caught with a white woman overwhelmed his common sense an d dictated his actions. When he attempted to murder Bessie, his motivation came from intense fear of the consequences of "letting" her live. Bigger realized that he could not take Bessie with him or leave her behind and concluded that killing her could provide her only "merciful" end. The emotional forces that drive Bigger are conveyed by means other than his words. Besides reactions to fear, his actions demonstrate an extremely quick temper and destructive impulse as an integral part of his nature. Rage plays a key part in his basic nature, but does not directly motivate the murders he commits. Rage does not affect Bigger's intelligence and quick thinking and it becomes evident during the interview with Briton. The detective makes Bigger so angry that the interrogation becomes a game to Bigger, a game of logic and wills, of playing the stupid negro, and telling the man exactly what he wants to hear.

Models of Organized Crimeexecutive Summary

Models of Organized Crime Executive Summary Jennifer Peel CJA/384 November 26, 2012 Marco Faggione Models of Organized Crime Executive Summary Within the criminal justice field there are two different types of organizations and those organizations are bureaucratic and patron-client organizations. This paper will discuss the several assorted reasons why and how the bureaucratic and patron-client organizations are different. The patron-client organization chooses to break the law. On the other hand, the bureaucratic organizations are those that are there to enforce it.Although there are many differences between these two organizations, they also have commonalities. This paper will address so many more ways that make these two unique types of organizations different. The Patron-client Organization A patron-client organization is an assembly of criminal individuals who swapped data and assembled a successful system between the main bosses and important political figures. The patron-clien t organization is typically organized using a hierarchy system which consists of one boss, an underboss, an advisor, captains, and members.The main boss hands down commands to the underboss. The underboss relates the information to captains, who also has lackeys to do the dirty work. All members of a patron-client organization must go through prior initiation. Moreover, patron-client organizations are similar to a very close family in the top tier. The patron-client appears to recruit solely within their group. They tend to identify members with a common factor for recruitment. All members may be of the same ethnic group, family or other common factor.When it comes to the lower level, with the members, that tightness spreads out some. With this allowance of a somewhat spider web manner, there is a better chance of elusiveness when it come to the head figures. This way, the main bosses are able to evade apprehension as well as initial detection form the justice system. The organizati on is then able to continue daily operations with no issues (Lyman, 2007). When it comes to the patron-client organization control is a special problem ecause of the amount of people in the organization and the length of communication of commands have to travel. So the inability to establish command oversight with the leaders in management with the members in the lower tiers is a large problem (â€Å"Florida International University†, 2007). Something that this group provides is economic aid and protection from outside influences that their clients may be facing. While the group is providing this service, the client will repay the organization with such things like intangible items like loyalty to the organization in the future and esteem.The patrons of the organization will act as power brokers for their clients and the rest of society. The Bureaucratic Organization Bureaucratic organizations are more official consisting of hard guidelines, protocols, practices, and procedur es. This is unlike the patron-client organization because without administrative approval, the low ranked members may not make any decisions. Called the red tape rule, administration must process the formal documentation before processing all major decisions.Unlike the patron-client organization, which the lower level members can make small decisions without any approval as long as it benefits the organization. If there are no benefits to the organization, the member will receive some sort of punishment. A bureaucratic organization, blames financial troubles solely on the administrations whereas in a patron-client organization, holding everyone financially responsible and involving all members in the success or failure of the organization (WeeKoh, 2009). The SimilaritiesAll criminal organization models consist of comparisons and contrasts but the main purpose is to benefit law enforcement, researchers, society, and professionals with a better understanding of how criminal organizati ons develop domestically and internationally. Professional psychologists, sociologists, and criminologist’s base models on corroborating studies, data, facts, and creditable arguments collected. The information that presented focuses on organizational structure, function and reason, participants, and clients.In addition, each model incorporates detail specific unique features. The models presented are tools that provide answers to questions, offer an explanation to why individuals engage in illegal activity, how criminal organizations develop, and why most criminal organizations are successful. These are just a few of the similarities that exist (Lyman, 2007). Although it appears there are more similarities in both the bureaucratic and patron-client organizations such as their involvement in both legitimate and illegitimate means of business.Both parties hide behind legitimate businesses to cover alternative means of business opportunities, and both parties follow a structure d and strictly regulated organization with various levels of power. The Differences The main difference between the two organizations is the shared opportunities and contributions to the organization. The patron-client appears to welcome the input and contributions of each member which gives each member the sense of pride and empowerment as a group that is lacking with the bureaucratic organization.Failure in the bureaucratic organization is blamed on the negligence of those in charge, not in the failure as a group which would be the perception of the patron-client organization. The differences between bureaucratic and patron-client organizations are visible as bureaucratic deals with offices that do things by the law. They do not take extensive training in customer service and do not concentrate on being nice. The offices that are being referred to are government offices such as Welfare, DMV, and Section 8.In contrast, patron-client facilities are offices or places that focus upon pleasing their clients because if they don’t, the patron will go to another facility to get their needs met. This brings us to the similarities and differences of the models of organized crime. These types of models are exceedingly important to understanding organized crime as each provides a wide-range of valuable information. Models just like theories can present what environmental locations are more likely to show signs of developmental progress of criminal organizations than other sites.This in return can be extremely useful in many ways as it allows law enforcement the ability to implement methods that will deter, prevent, detect, and apprehend individuals involved with illegal organizations and operations. Furthermore, law enforcement can educate society on crime prevention methods, and establish numerous anti-crime and awareness programs, such as neighborhood watch (Lyman, 2007). After carefully researching the patron-client and bureaucratic organization, one clearly c an see that legal and illegal organizations have one main purpose to profit.Each organization has numerous similarities and differences, but structuring both in such a fashion that there is always someone who is in charge of maintaining the organizations success. Models just like theories provide useful information to law enforcement, society, and professionals. Consider these models as tools that allow law enforcement and society an opportunity to protect assets while detecting, preventing, apprehending, and deterring the individual wrongdoer or a highly developed criminal organization.References Florida International University. (2007). Retrieved from http://chua2. fiu. edu/faculty/byrnesj/organizedweek1-1. htm Lyman, M. D. , & Potter, G. W. (2007). Organized crime (4th ed. ). Upper Saddle River, NJ: Pearson/Prentice Hall. WeeKoh. (2009). Bureaucratic organization. Retrieved from http://weekoh. wordpress. com/2009/02/28/briefly-identify-the-main-features-of-bureaucratic-organizati ons-why-has-bureaucracy-been-accused-of-wiping-out-the-individual-responsibility-of-the-employee/