North Korea history Research Paper Example | Topics and Well Written Essays - 1250 words

North Korea history - Research Paper Example â€Å"Secretary of State Hillary Clinton warns North Korea may be put back on terrorist state list† (7th June, 2009www.nydailynews.com). After 64 years still the problem persists though in a different guise. South Korea’s rapid economic development has catapulted the country into one of the most industrialized nations in the modern world while North Korea under communist influence of the former Soviet Union and China hasn’t progressed much. This outcome has produced a number of complex and diverse dilemmas for the countries, their leaders and citizens. Above remarks by Mrs. Clinton, the Secretary of State, refer to North Korea’s persistent efforts at developing nuclear weapons and delivery systems disregarding the calls by the international community not to do so. Tensions between the two nations have been on the rise and right now there is the possibility of even a war if one side takes a rash decision to hit back. Her remarks about putting North Korea ba ck on the list of â€Å"terrorist states† have acquired a new dimension against the backdrop of recent development in the peninsula. In the first place these remarks have such far reaching implications for both the region in particular and the world in general. Assuming a negative response, as usual, from North Korea under its reclusive despotic leader Kim Jong-Il, there would be much less of a chance to get him over to agree to measures that would ultimately reduce tensions in the region. North Korea in fact tested more atomic bombs and missiles just a few days ago.

Exchange Transfer Funds- BRZU Research Paper Example | Topics and Well Written Essays - 750 words

Exchange Transfer Funds- BRZU - Research Paper Example There is no assurance that the resources will achieve their aim (Direxion, 2014). The fund, under usual situations, creates long trends or series by investing at least eighty percent of its possessions in the securities that include the index and/or economic instruments that give leveraged and unleveraged vulnerability to the index. Index is premeditated to determine the performance of the big and middle cap subdivisions of the Brazil equity market, considering an estimated 85% of the free float-amended marketplace capitalization in Brazil (Wagner, 2012). The fund is non-varied. The Fund requires daily leveraged venture results comparative to its index and is dissimilar and riskier than likewise benchmarked EFTs that does not apply leverage. Consequently, the Fund is not anticipated to be utilized by, and is not suitable for, business investors who do not propose to keenly monitor and control their portfolios (Frush, 2012). The search of day by day leveraged investment objectives means that the gain of the Fund for a phase longer than a complete trading day may allow no similarity to 300% of the benefit of its index for such bigger period since the cumulative return of the Fund is the creation of the sequences of daily leveraged outcomes for each business day (Direxion, 2014). The path of the standard during the extended period could be at least as significant to the Fund’s gain for the r extended period as the collective return of the standard for the pertinent longer period, particularly in periods of market instability. Further, the outcome for investors that venture in projects for periods less than a complete trading day or for a phase different than an exchange period day will not be the establishment of the result of the Fund’s settled objective and the function of the objective index for the full business day. From the fund analysis, it has become more and more evident over the

Quality Management Assessment Summary Essay Example for Free

Quality Management Assessment Summary Essay The health care quality management responsibilities are to evaluate care that is provided to patients and make sure that these patients receive quality health services. The quality management helps give understanding and awareness to the organization policies and goals. Having risk management in the organization helps reduce any potential of negative impacts that could be placed on any of the patients’, staff and also the organization itself. In hospitals this is a challenging and complex process which payers and participants require that health organization should engage in efforts to evaluate the validity ensure their relevance in quality. One of the basic concepts of quality management is continuous quality improvement which is forever ongoing effort to enhance improvements or process of approach. Throughout time you will use a cycle step develop with a plan by identifying what needs to be changed and establishing a plan, then you have the action of do which is putting the plan to work by implementing the new changes, the other concept is check use data to analyze results and try to see if it made a difference, lastly is act upon plan. The term is interchangeable also called continual improvement and continuous improvement. Another concept of quality management is called total quality management takes a look at overall quality, the design and development which is what the continuous quality management does. Total quality management job is to make sure that they customer expectations of service are met with high quality. Total quality management are associated with the production requirements, creation of plans, prevention of cost and training preparation of the process put in place. All the names of how they address quality management just depends on the industry which makes the name vary from one organization to the next but all means the same thing. The performance management is different because this is a continuous process of communication and clarifying one’s job responsibilities, priorities, to make sure there is mutual understanding between the supervisor and employee. A performance management encourages development and feedback also fosters teamwork among the employees, resolves performance problems, recognizes quality performance and provides decisions on promotions and pay for performance. The performance improvement is somewhat similar to performance anagement because both descriptions implementing interventions for improvements, identifying the problem, encourage employees, offers feedback about performance, educate about job expectations, and offers incentives for performance. Where I work at the hospital we use quality management and they help by reviewing policies and procedures for the organization and for each department. Monthly meetings with the quality management to make us aware of the feedback they get about the quality of service or if they are educating us on new change. Over the years the hospital sets new goals to achieve and want to eliminate poor performance, unnecessary readmissions that cause a financial burden on the organization, so the new implementation of principles will help everyone make this happen. The hospital would like to offer the patients larger role in their health, treatment and hospital experience. The long term goal is to be an anchor of health in the community that helps improves the access, quality, lower cost, and efficiency. We utilize case managers to evaluate admissions to prevent costliest episodes of care which is that unnecessary readmission; this is a short term goal which will not take long to revise. This is informing this team that they are decision makers and this requires the team to help organize what the appropriate protocol is for unnecessary readmission. Another long term goal is the communication across the board for the continuum of care should be improved and need to be building a foundation to help one another coordinate care. Short term goal the hospital needs to rely in a shared belief in evidence based medicine. If there is a protocol in place but the provider detours and does something that they know will work this is information that will need to be shared and documented, to help quality management review and could possibly make revisions in the protocol. This is a plus if we can see patients benefit from this evidence based medicine, and if it is not reported than this means everyone is doing their own thing and not sharing the information to get everyone on the same page. Past experiences impact decisions making and can be positive result because the avoidance is making same decisions as before. External and Internal influence in marketing, health quality initiatives have a huge impact on the hospital. Influence is through developing the right supportive culture, attracting and keeping the right employees to promote quality, updating an in house quality process and furnishing the right tools to their jobs. Having high quality comes from physicians, nurses, administrators and ancillary staff to give high quality care and have effective improvements in order to be successful. It is everyone job to be a team player and participate in helping the hospital achieve the goals. The right supportive culture reflects good leadership and involvement with the hospital by reporting performance indicators, improvements proofs by results, and also promoting a safe environment for everyone. If you don’t have the right support staff then the hospital will be incompliant facing many fines for violations. Developing effective in house outcomes and cost shows the quality of the hospital. This part of the hospital is trained to facilitate the problem solving process with physicians and other employees. Effective problem solving leads to evidence based on the protocols put in place to enhance efficiencies for instance reduce turnaround time in the emergency room or turn around time for test results. The negative impact of this not being successful is that it could ruin the hospital reputation; word of mouth is why majority of the patients’ come. It is very important that the staff of the hospital has the right tools to do their jobs this allows all staff to give high quality care on daily basis and will help identify problems when they do surface, being that the right tools will not be one of them. Not having the right supplies could cause some safety problems with patient care and environmental which could lead to many lawsuits. All hospitals want to improve the quality of care and patient safety because they are taking on the challenge to move forth. What distinguishes the hospital from others is that addressing the issue is not the only thing that needs to be done but back up what is implemented with concrete actions and research more deeply to identify the root causes, providing a solution and being accountable for it. The fundamental qualities which are important and implemented are data quality assessment, data quality measurements and operation data quality improvements. The data quality assessment is the information needed when treating patients and physicians have been made aware of poor data quality ffects the hospitals operation. By quantifying the gap in the value the practitioner can review and determine a cost effective and also the speed the quality improvements. For instance, when a package that was intended for someone else goes to the wrong address that increases mailing and shipping cost because of the incorrect address. Data quality measurements are the results from the data quality assessment in which the data quality analysts synthesize that information and also concentrate on the elements. This is reported with a scorecard showing units of measures and thresholds for example, with the packing going to the incorrect address this can be defined by using quality validation rules for the each address and the information can be all gathered of all incorrect addresses in the system to show why the increase cost. Operational data quality improvement is used to identify data quality rules and this is approved through data stewardship procedure. Clinical and administrators get assistance from both quality management and risk management to improve clinical practice and organization systems. Risk management and quality management collaboration will improve patient overall care, improving external compliance, shielding the hospital from all other risk. Risk management can ensure a flow of information between staff, departments to get better results on patient care also keeping in mind protecting hospital from any exposure of statutes. The unity of risk management and quality management the hospital will benefit and enhance patient safety and minimize the harm of the patient. There will be less duplication, improve communication, coordination of activities through the organizational policy.

Strategic decisions of human resource management

Strategic decisions of human resource management Introduction The intention of this report is to analyse and evaluate communication systems which impact upon strategic decisions with reference to modern-day views of human resource management within a medium sized contracting firm. Taking a look at relevant theorists views and whether they would fit in to the medium sized contracting firm model The following areas are to be analysed and considered Types of communication systems: How these impact on strategic decisions Strategic resource management overview Theorists relevant to Human resource management (HRM) How these impact on a medium contracting firm Reference is to be made specifically to theorists models (e.g., Guests 1997 model and Legge 1995) how they compare and weather they fit into the modern HR model Communication methods See Appendix 1. Within the modern working environment the problem for management and employees alike is how to select the most effective method of communicating with other individuals and groups many factors can help to determine this selection: Formal or informal content of message; Speed and delivery and response; Individual or small group or large group as receiver; Cost of communications; Availability of information and communication technology Communication systems There are many communication systems which are relied on within the modern working environment but are we sure that we mean the telephone, meetings, computer or even written these themselves have become mobile with the introduction of the mobile phone and lap top linked to a wifi network constantly giving access to internet and emails. These are the tools for communication. Communication can be broadly classified as verbal communication and non-verbal communication. Verbal communication includes written and oral communication Non-verbal communication includes body language, facial expressions and visuals diagrams Verbal Communication Verbal communication can be further divided into written and oral communication. The oral communication refers to the spoken words. Oral communication can either be face-to-face communication or a conversation over the phone. The other type of verbal communication is written communication. Written communication can be by email or written. The effectiveness of written communication depends on the style of writing, vocabulary used, grammar, clarity and precision of language Nonverbal Communication Non-verbal communication includes overall body language of the person who is speaking, which includes body posture, hand gestures, and overall body movements. The facial expressions also play a major part since facial expressions say a lot. Non verbal communication can also be in the form of pictorial representations, signboards, or even photographs, sketches and paintings Communication is a process that involves exchange of information, thoughts, ideas and emotions. Its important that the delivery of communication is received and under stood by all subordinates; this will then allow communications to play an active role within strategic decisions. Would this be relevant within a medium sized contracting firm? Most would find it difficult to operate without effective communication. Communication can take various forms as described above but all forms involve the transfer of information from one party to the other. In order for the transfer of information to qualify as communication, the recipient must understand the information conveyed to them. If the recipient does not understand the meaning of the information conveyed to them, communication has not taken place. Communication is the life source of all organisations because organisations involve people. People cannot interact with each other without communication. Internal/Organisational Communication Communication that takes place within an organisation, in addition to the usual face to face, telephone, fax or mail; modern organisations will more often than not use technology to communicate internally. Technology may be used for e-mails or a linked internal communication system such as the intranet which is an internet system designed solely for use by those working within the organisation. External communications conversely external communication is communication between the organisation and those outside the organisation. Modern organisations may design technological systems so that they can communicate with customers and undertake e-Commerce. Alternatively they communicate with other businesses through the internet or similar systems and undertake e-Business. Upward and Downward communication Downward communication is communication created by directors and managers and passed down the hierarchy of workers in the organisation. In traditional organisations this is the preferred method of communication i.e. Managers decide what the systems, rules and procedures will be and then they pass these down to employees they manage and supervise. Downward Communication can increase efficiency by synchronising organisational procedures and can ensure that everybody is working towards the same overall aims and objectives. Types of downward communication include job descriptions, appraisals/evaluations, organisational policy, and organisational systems Effective communication is the foundation for effectiveness (McNamara) experts on organisations; management and leadership avow there cant be too much communication. Leaders and managers have realised that there is a need to effectively convey and receive information, To reiterate (McNamara Carter) subordinates need to be given proper communication from managers, as this is believed to lead to an increase in absenteeism amongst workers thus effecting productivity, there should be two-way communication in an organisation. Its enviable that the Manager should have personal contact with his subordinates. He should clearly communicate goals and policies of the organization to his subordinates and should get feedback on these goals and policies. Feedback plays a very important role in the communication process. It enables us to evaluate the effectiveness of our message. Giving the subordinates chance to provide feedback is important for maintaining an open communication within the organisation. The manager must create an environment that encourages feedback Performance appraisal Performance appraisals the process of obtaining, analysing and recording information about the relative worth of an employee. The focus of the performance appraisal is measuring and improvingthe actual performance of the employee and also the future potential of the employee. Its aim is to measure what an employee does andencourage employee communications about job-related and professional matters. (Harris, F 2006)Forms of communication include coaching, counselling, training and feedback on job performance. Strategic Human resource management What is strategic human resource management? Strategic human resource management (SHRM) could be defined as a process which is constantly evolving within many organisations, and should be constantly reviewed to suite employees and employers needs. Its definition and relationships with other aspects of business planning and strategy is not conclusive and opinion varies between many different theorists Theorists views Strategic HRM is the key to improved business performance within which there is comprehensive coverage of the various definitions and approaches to HRM, strategy and strategic HRM Armstrong, M and Baron, A. (2002) Is this statement a true reflection on what is believed to be the contemporary views of human resource management? Strategic HRM is regarded as a general approach to the strategic management of human resources in harmony with the intentions of the organisation on the future direction it wants to take. Strategic HRM is concerned with longer-term people issues and macro-concerns about structure, quality, culture, values, commitment and matching resources to future need. Boxall and Purcell argue that strategic HRM is concerned with explaining how HRM influences organisational performance. They also point out that strategy is not the same as strategic plans. Strategic planning is the formal process that takes place, usually in larger organisations, defining how things will be done, Purcell, J. (2003) To simplify these statements Strategic HRM is based on HRM principles incorporating the concept of strategy. So if HRM is a rational approach to the management of people, strategic HRM now implies that that is done in a planned way. Individuals, who are highly skilled, highly motivated and have the opportunity to participate within the organization by being given tasks to undertake. However, this will only feed through into higher levels of organisational performance if these individuals have positive management relationships with their superiors in a supportive environment with strong values. All these factors will support the willingness of individuals to perform above the minimum. It also could be said that the case is made for building the worker into the analysis of HRM, on the one hand, by incorporating worker attitudes and behaviour in the study of the HRM-performance relationship, and on the other, by paying serious attention to the association between HRM and worker-related outcomes. Evidence is presented to suggest that worker attitudes and behaviour mediate the HRM-performance relationship and that certain HR practices are associated with higher work and life satisfaction. (Guest, D 1997) Models on Strategic human resource management Human resource policies and practices have been linked with strategic objectives of many organisations. A number of British academics have made major contributions to the concept of HRM and their work is summarized below. Guest, D (1991) has taken the Harvard model and developed it further by defining four policy goals which he believes can be used as testable propositions: 1. Strategic integration: the ability of the organisation to integrate HRM issues into its strategic plans, ensure that the various aspects of HRM cohere and provide for line managers to incorporate an HRM perspective into their decision-making. 2. High commitment: A behavioural commitment to pursue agreed goals and attitudinal commitment reflected in a strong identification with the enterprise. Guest (1989) believes that the driving force behind HRM is the pursuit of competitive advantage in the market-place through provision of high-quality goods and services, through competitive pricing linked to high productivity and through the capacity swiftly to innovate and manage change in response to changes in the market-place or to breakthroughs in research and development. Legge, K (1989) considers that the common themes of typical definitions of HRM are that: Human resource policies should be integrated with strategic business planning and used to reinforce an appropriate (or change an inappropriate) organizational culture, that human resources are valuable and a source of competitive advantage, that they may be tapped most effectively by mutually consistent policies that promote commitment and which, as a consequence, foster a willingness in employees to act flexibly in the interests of the ‘adaptive organisations pursuit of excellence Summary Overall a medium sized contracting firm needs strategic systems in place especially taking into account the current economic climate, situations may arise where downsizing of the company and redundancies that may be prevalent due to the expected down turn in work load. At times of high unemployment, workers are thought to be concerned about losing their jobs and hence more conscientious and tolerant of strict management they become, its important to maintain communication in this situation. As states its important in difficult times for employees to become more flexible and foster willingness (Legge, K 1995) Other areas where lack of communication creates animosity between clients and contracting firm its proven that advising client of their needs and subsequently bring the projects successfully to implementation will help secure a good working relationship. Added values such as back up service of experienced staff and well qualified staff in all the requested areas of the construction programme this fits in with Guests model of giving high-quality goods and services, through competitive pricing linked to high productivity. (Guest, D 1997) If a business has highly motivated team then success will follow, this has to be lead from the top down and strategic integration from HR is paramount in the delivery of success as described in guests theory K, Legge at first contradicts Guests theory with whats known as a hard model theory by stating that employees are a resource just as any other business resource. Thus, human resource should match business needs and help achieve objectives. Management may monitor their performances for recognition and rewards. Furthermore, organizations will always try to acquire them as cheaply as possible, and exploit them to maximise profits. This model may sound less humanistic but the objective of achieving humanism should not compromise the objectives of organisations (Legge 1995). Theorists then began to look at other types of models and agreed that a softer approach was more fitting in certain current climates Harvard Business School developed soft or developmental humanism model, also tak es into consideration integration critical for the development of business strategies. At the same time, it also emphasises on treating people as valued assets. They should be treated as human capital, which is fundamentally different from other business resources. The soft model encourages developing employees so that they become proactive in organizational development and progress (Legge 1995). Many authors question the underlying practical applications of HRM models. Similar concerns are raised about SHRM. Its managerial focus, strategic perspectives and ‘realities‘ of HR practice have been questioned by several writers (Legge 1995; Guest 1997). SHRM is certainly concerned primarily with contributing to the ‘bottom line success of an organisation, which may sometimes involve a unitarist approach to the management of employees. SHRM may also infer a ‘hard HRM focus, which does not sit comfortably with some authors. However, as Legge (1995) points out, †˜If HRM, in either its ‘hard or ‘soft guises, involves the reassertion of managerial prerogative over the labour process, the strategies of flexibility reflect and constitute a path to this, employees as both resourceful humans and human resources Conclusion The above essay has analysed and evaluated various literature of human resource management, strategy and the links between these elements. While there is considerable discussion in relation to organisations using HRM strategically with a view to enhancing their organisation performance the actual implementation seems variable. The review of the literature also suggests there is a multi layer framework in which human resource management is located. (Guest, D. 2002) The relationship between organisations and workers is increasingly secured through different forms of involvement, ranging from an alienative to a moral involvement and from compliance to commitment as the basis for the ongoing attachment. Relationship and the interaction between the worker and employer have focused attention on outcomes. These outcomes can be perceived in terms of whether they are processes, procedures or practices, but at another they can be seen to be a mechanism for securing the objectives (Manning K 2005) Bibliography Books Bratton, J Gold, J (2003), Human resource management theory Practice 3rd edition, New York. Chaffee, E (1985) ‘Three models of strategy Academy of Management Review, London. Foot, M Hook, C. (2005), Introducing Human resource management 4th edition, London Harris, F McCaffer. (2006), Modern Construction Management sixth Edition, Blackwell Publishing, Oxford Price, A (2003), Human resource management in a business context 3rd edition, London Purcell, J. (2003), Strategy and human resource management, London. Mintzberg, H. (1994), The Rise and Fall of Strategic Planning, Prentice-Hall. Mintzberg, H., Ahlstrand, B. and Lampel, J. (1998), Strategy Safari: A guided tour through the wilds of strategic management, The Free Press. Whittington, R. (2000), What is Strategy And Does It Matter? 2nd edition Thomson Learning. Manning, Dr. K (2005), Strategic Human Resource Management and Performance. Internet McNamara, C 1997 (http://managementmrktng/org) accessed 10th Dec 09 http://papers.ssrn.com/sol3/papers.cfm?abstract_id=347150 accessed 5th Jan 10 http://www.business.vu.edu.au/Mgt/working_papers/2005/wp6_2005_worland_manning. Accessed 5th Jan 2010 Journal articles Guest, D. E. 1997, ‘Human Resource Management and Performance: A Review and Research Agenda, International Journal of Human Resource Management, vol. 8, no. 3, pp. 263-276. Guest, D. 2002, ‘Human Resource Management, Corporate Performance and Employee-Well-Being: Building the Worker into HRM, the Journal of Industrial Relations, vol. 44, no. 3. pp. 335-358. Guest, D. E., Conway, N. Dewe, P. 2004, ‘Using Sequential Tree Analysis to Search for ‘Bundles of HR Practices, Human Resource Management Journal, vol. 14, no. 1, pp. 79-96. Guest, D. E. Michie, J. Conway, N. Sheehan, M. 2003, ‘Human Resource Management and Corporate Performance in the UK, British Journal of Industrial Relations, vol.41, no. 2, pp. 291-314. Reilly, P. (2008) Strategic HR? Ask yourself the questions.HR Director. No 44, February. Richards, J. (2007) Aligning HR with the business: two steps forward, one step back. IRS Employment Review. No 866 March.

Spike Lee Analysis Essay -- essays research papers

The thread of African American history is spun from two sources: the struggle to define a place in the wider American life and the effort to maintain an authentic black presence in the larger American culture. This duality has meaning in the realm of filmmaking because the tools of cinema, film and cameras, cost more than the paper and pencil tools of writers. It is the cost of doing business that affects, indeed, threatens the black presence on the screen. The costly collaborative nature of filmmaking has blurred the definition of a "black" movie. Is it black if it is merely angled toward blacks, or must it be made by blacks, or both? Spike Lee has established himself as one of Hollywood's most important and influential filmmakers in the past decade. In the critically acclaimed...

Abraham of Chaldea Essay -- Biographies Religion Essays

Abraham of Chaldea Abraham : From the Bible The following is a narrative description on the life and times of one of the most powerful characters in the Old Testament. Abraham was indeed a man of God in a time where few men believed in the One true God. Through many triumphs and errors, he always returned to God to lead him back to his calling. His dedication resulted in great promises from God that were eventually fulfilled and affect each of our lives today. His story is our story. Abraham was a native of Chaldea, and a ninth generation descendant of Shem, the son of Noah. He was born on the southern tip of the Tigris and Uuphrates rivers in the city of Ur around 2161BC.1 Before his name was changed to Abraham, his name was Abram. When Abram was about seventy years of age he moved with his family to live in Haran. The reason he moved was because "The God of glory appeared to our father Abram when he was in Mesopotamia, before he lived in Haran, and said to him, "Depart from your country and your relatives, and come into the land that I will show you." 2 While in Haran, Abram's father died and God spoke to him again saying, "Go forth from your country, and from your relatives and from your father's house, to the land which I will show you." 3 He obeyed and left Haran with his brother Nahor's family and his Nephew Lot without really knowing where he was going. At this time, God did not reveal to him he was going to Canaan. God only told him "the land which I will show you." 4 When he did arrive in Canaan, he camped in the plains of Moreh, between the mountains of Ebal and Cerizim. It was here he was given the second promise from God that his seed would possess this land. Abram buil... ...d Limited) * The Holy Bible, King James Version (The World Publishing Company) * The New Ungers's Bible Dictionary (Moody Press) 1 Ungers, pg. 12 2 King James, Acts 7:2-3 3 King James, Gen. 12:1 4 King James, Gen. 12:1 5 King James, Gen. 12:6-7 6 Class Lecture, Jon Randles 7 Everyday life in Bible Times, pg. 89 8 Class Lecture, Jon Randles 9 King James, Gen. 20:12 10 King James, Gen. 14:17 11 King James, Gen. 14:19-20 12 Halley, pg. 95 13 Reader's Digest Bible, pg. 35 14 King James, 15:1 15 Reader's Digest Bible, pg. 35 16 Unger's, pg. 13 17 Reader's Digest Bible, pg. 36 18 Unger's, pg. 13 19 Reader's Digest Bible, pg. 37 20 King James, Gen. 19:28 21 Heb. 11:19 22 Reader's Digest Bible, pg. 40 23 Unger's, pg. 14 24 Reader's Digest Bible, pg. 40 25 Reader's Digest Bible, pg. 40-41 26 Ungers's, pg. 14

African American Musuem Essay

The African Museum in Philadelphia is notable as the first museum funded and built by a municipality to help preserve, interpret and exhibit the heritage of African Americans. Opened during the 1976 Bicentennial celebrations, the AAMP is located in historic Philadelphia, a few blocks away from the Liberty Bell. Charles H. Wesley was a noted African American historian, educator, and author. He was the fourth African American to receive a Ph. D. from Harvard University. An ordained minister, Wesley’s distinguished career included 40 years of leadership with the African Methodist Episcopal Church. In 1976, he served as Director of the Afro-American Historical and Cultural Museum in Philadelphia, now known as the African American Museum in Philadelphia. Programs The African American Museum that is located in Philadelphia, Pennsylvania has some interesting education programs. These education programs focus on arts, culture, and heritage education. They place a major emphasis on the interests of the students, educators, artists, historians, scholars, and community organizations. These programs offer diversity with scheduling. The programs explore various African forms of cultural expressions. In these programs there are literary performances, hands on demonstrations, workshops, and storytelling performances as well. The African American Museum in Philadelphia feels its programs can be a vital link between the permanent and visiting collections for the many communities they serve. Exhibitions The exhibitions in the African American Museum in Philadelphia can some to be pleasing to the eye and stimulating to the mind. According to the African American Museum of Philadelphia these exhibitions invoke a deep collection of emotion ranging from pride and passion to excitement and enthusiasm. When visitors enter the museum they will come to Gallery 1, which includes a interactive timeline, images draw from historical record, that spans 100 years of history. In Gallery 2 there are full size video projections in which visitors can in engage in them. Once they are activated, a monologue about life in Philadelphia will begin. Some other aspects of the exhibit include an experience where you can walk the streets of Philadelphia through a large scale map, which is located between galleries 1 and 2 .