68 Book Cover Ideas to Take Your Book Cover from Bland to Brilliant

68 Book Cover Ideas to Take Your Book Cover from Bland to Brilliant 68 Book Cover Ideas To Inspire Your Next Book You know the mantra: â€Å"Don’t judge a book by its cover.† But that’s easier to say than do. A book's cover is your not-so-secret weapon when it comes to sales  and the  reader's very first impression of a book. Or, as  famed designer Paul Sahre once put it in an interview with Penguin Random House:â€Å"On a purely functional level, a jacket is there to protect the book, but I also like to think of a book cover as a door. It’s the beginning of the experience of reading.†Basically, book cover design is one of the book’s most important assets and can have an enormous impact on sales  - so you need to get it right.  We cherry-picked 68 brilliant covers to give you some book cover ideas. (If you're looking to inspire a great back  cover, read this post that's all about the book's back.) Happy viewing! 68 book cover ideas that can (and will) inspire your next book! #bookdesign Illustration-oriented Book Covers1. Minimalism is still trendy. Cover designs  by (from left to right): Richard Augustus.When in doubt, just remember Michael Jackson’s Thriller: dark, moody, and dramatic. That’s the atmosphere that a cover for a thriller will aim to create. To that end, they’ll tend to stick to a dark and contrasting color template. Meanwhile, the type is more often than not going to be sans-serif, so that the books seems modern, cutting-edge, and, most of all, exciting.If you'd like even MORE inspiration, why not check out Reedsy Book Cover Art Gallery,  where you'll find wonderful examples of the work being done by freelancer designers today.Feeling inspired? Now go forth and create your own cover! Or leave a comment if you have any questions for us about the cover design process.

Youth Culture and Moral Panic Essay Example | Topics and Well Written Essays - 750 words

Youth Culture and Moral Panic - Essay Example Youth culture may term as a way or manner by which the youth conduct their lives or the manner in which they behave. This youth culture is a subculture that is different from the main culture of older generation within a given society. It may entail the different taste of youth in terms of interests, their belief, their interest in sports, music fashion among many other areas, Society segments and their reaction to moral panic effect on domestic violence. There are various segments or avenues where moral panic may take place and has some influence in the society institutions like marriages leading to child abuse and family violence. One of such avenue is the press. The press has had numerous cases of exaggerated news, distorted news, stereotyping and over reporting of events. There were also instances of some of the articles are distorted and gives false stories. The press do this to their advantage since their interests is to sell their articles. When these false stories and overrat ed events get in the hands of the society, it tends to disaffect the social structure and institutions of the society. ... All these movies and films have been accepted by the society and little of the society know that they are the ones that leads to violence (Goode, Nachman 1994) The other segment of the society that has failed to show concern is the law enforcement segment of the society. The law enforcers, law makers have to be in a position to address any threat to the society structure and institution. If there any threat remedies nd laws have to there to ensure that that threat is dealt with well. In the recent past law makers and law enforcers have been pushing for laws that act harsh on people who abuse children and their partners. They’re very many case of child abuse especially in Africa where children are subjected to forced labor, subjected to early marriages, cases of rape among other cruel actions. There are also case of husband beating their wives and wives beating their husband. In those countries there are few laws that enforce against the oppressors since there is collision with the law enforcers. The oppressor bribes the law enforcers and the gets away with it. This shows that if law enforcers are concerned with the threat on the society structure and institutions, cases of family violence will persist (Hall, Critcher, Jefferson Roberts 1978), Elements of moral panic that influence child abuse and family violence Moral panic has various elements that may be used to explain some of the causes in degradation of the social structure and institution such as marriages that has led to the rise of family violence and child abuse. Some of these include: Concern. There should be concern of the behavior of a certain group of people and the

Smokers vs. non-smokers Essay Example | Topics and Well Written Essays - 2000 words

Smokers vs. non-smokers - Essay Example They observed ETS-associated increases in heart rate and, more weakly, in DBP, consistent with increases in sympathetic stimulation. Ultrafine particles are associated with oxidative stress, as well as with reduced HRV. In conclusion, the study contributed to the evidence that exposure to second-hand smoke increases cardiac risk through cardiac autonomic dysfunction. Protection from passive smoking can benefit health. on changes in cardiac autonomic function, specifically, in a commercial airport as measured by HR and HRV in a panel of adult nonsmokers. The authors suggested that altered cardiac autonomic function, as reflected by decrements in HRV, may be part of the pathophysiologic mechanisms by which exposure to ETS leads to increased risk of cardiovascular mortality. Maziak et al (2005) mentioned that the exposure to ETS causes deleterious effects in the respiratory system of adults and children in Syria. Exposure to ETS was assessed from multiple self-reported indices combined into a composite score (maximum 22), while outcomes included both self-report (symptoms/ diagnosis of asthma, bronchitis, and hay fever), and objective indices (spirometric assessment of FEV1 and FVC). They evaluated the relation between ETS score and studied outcomes as well as the association between ETS exposure and respiratory health. The results indicated that there was a significant dose-response pattern in the relationship of ETS score with symptoms of asthma, hay fever, and bronchitis, but not with diagnoses of these outcomes. This study provided an evidence for the extensive exposure to ETS among adult nonsmokers in Syria, and its dose-response relationship with respiratory symptoms of infectious and noninfectious nature. It also called for an elaborate effort to increase awareness of this public health problem and to enforce regulations aimed at protecting non-smokers. Oncken et al (2002) evaluated

ASEAN Essay Example | Topics and Well Written Essays - 750 words

ASEAN - Essay Example Then it discusses the origin of ASEAN in detail. This section stresses on the kind of economy existing in the South East Asian countries prior to the formation of ASEAN. It also highlights the role of United States and Japan in the formation of ASEAN and the implication of the development of this organization. ASEAN has certain restriction in the achievement of its goals The reason for the limitations to attain its goals are discussed in detail. The second part of the paper mainly concentrates on the achievements of ASEAN. It describes in detail the role played by it in the economic and the political affairs of the South East Asian countries. The successful ASEAN strategy that has developed the economy of India and China, the endeavor of ASEAN in the global market place and the growth rate of ASEAN countries are also highlighted in this section. The various achievements discussed in this section are the benefits of free trade, the growth of outside economic relations, technological innovations, the increasing buying potential of various countries, market unification and monetary assistance. The initiatives taken to strengthen political stability and to combat terrorism in the region is also one of the aspects discussed. The third part of the paper deals with the kind of challenges faced by ASEAN to achieve and sustain its primary goal. Some of the challenges that ASEAN faces because of relations between member nations and concerns faced in resolving these issues are the important aspect of this section. The kind of security threats that appears in South-east Asia is mentioned in detail. The challenges due to economic development of certain south East Asian countries, the monetary crisis, and the issues due to the incorporation of new member countries in ASEAN are some of major topics, which are discussed in detail. The fourth part of the paper stresses on the response to challenges and the future of ASEAN. ASEAN follows a certain strategy to face the challenges in future. Hence, the first part of this section concentrates on the objectives of the formation of ASEAN Economic Community (AEC), Dispute Settlement Mechanism (DSM). The importance of regionalism and steps taken to ensure peace in the South East Asian countries are also covered. There are suggestion put forth to face its future challenges. The various steps taken by ASEAN to eliminate the barriers of trade and the development in the infrastructure of the south East Asian countries is also discussed at length. The different strategies to enhance the dealing of trade, the technological advancements, necessity of transparent, specific rules and treaties, initiatives taken in the field of finance and planning are some of the other aspects dealt with in this section. The second part of this section ascertains the future of ASEAN. The reason for the existence of ASEAN, changes anticipated in future to ensure the security of southeast nations due to increased terrorism and the need to initiate in its financial policies are discussed. The change in role of ASEAN, some of the benefits of extending this establishment, the change in the utility of the concept of regionalism are some of the changes in the structure of ASEAN that is discussed under this section. The change in the

Diageo Marketing Strategy

Diageo Marketing Strategy Introduction Diageo began as a world leader in branded foods and drinks, formed in December 1997 through a merger of Guinness PLC and alcohol and Grand Metropolitan plc (The Gale Group Inc, 2006). In 2000 2002, a strategic decision by Diageo was made to exit the companys food interests by divesting its food companies and exclusively focusing on premium alcohol. A detailed history of Diageo plc up to and immediately after its creation is set out in Figure : Our Business Diageo History Family Tree Diageo is currently the worlds largest drinks company by volume, net sales and operating profit (Diageo PLC, 2012) with a large collection of brands which include spirits, beer and wine. There are currently 14 brands which Diageo identifies as global priority brands. These are: Johnnie Walker whisky Smirnoff vodka Crown Royal whisky Ciroc vodka JB whisky Ketel One vodka Windsor Captain Morgan rum Buchanans whiskey Jose Cuervo tequila Bushmills whiskey Tanqueray gin Guiness stout Baileys liqueur (Diageo PLC, 2008) Diageos Current Business Strategies Diageo owns seven of the worlds top 20 spirits brands. Diageos beer brands include the only global stout brand, Guinness, and together these beer brands account for approximately 20% of net sales while Diageos wine brands represent approximately 5% of Diageos net sales. This means that Diageos size provides for scale efficiencies in production, selling and marketing. This enables cost efficiencies and the dissemination of best practices in business operations across markets and brands allowing Diageo to serve its customers and consumers better. From 2005 to the end of financial year 2011 (ending 30 June 2011), Diageo managed its operations by four regions: Europe, North America, International and Asia Pacific. In financial year 2012 (FY 2012) the International region was split into Africa and Latin America sections, producing five geographical regions globally. This general structure brought about good results. Analysis of Diageos annual reports from 2007 to 2012 shows that gross sales rose from  £ 9,704,000 to  £14,594,000, an annual average increase of 7%. Due to the level of continued change in global markets and the requisite innovation necessary, it has Diageo completed an operating review in 2011 which recommended changes in structure and focus, and this resulted in a net movement of personnel from developed market regions to emerging market regions. The changes are expected to be fully implemented by 30 June 2013 (Diageo PLC, 2011) (Diageo PLC, 2012) . This restructuring should allow Diageo to improve its effectiveness and the productivity of its operations and to position resources nearer to the market and to the geographical regions where there is a great potential for growth. Read through and differentiate the different strategies under headings .i.e. Business strategy- Generic strategies (Diageo uses focused and differentiation) and Interactive strategies. Put everything under headings Competitive Strategies (Johnson, Whittington, Scholes, 2011, p. 199) define competitive strategy as being concerned with how a strategic business unit achieves competitive advantage in its domain of activity. Therefore a Strategic Business Unit (SBU) creates competitive advantage when it creates value for its users where the cost effectiveness of supplying it is superior to that of rival SBUs. (Johnson, Whittington, Scholes, 2011) further add that Porter defines three generic strategies which create competitive advantage for a company are; differentiation, cost leadership and focus strategies. This report has seen that Diageo uses both Focused and Differentiation strategies when pushing its products to its target market. This is because Diageo focuses on premium liquor that is targeted to a particular market. Tools: advertising (localisation), vertical integration, premiumisation, seasonal pricing strategy, first-mover advantage, employee training SABMiller. Diageos strategy is to drive top line growth and margin improvement in a sustainable and responsible way, to deliver consistent value creation for shareholders over the long term. It will do this through its geographic breadth, its outstanding brands across beverage alcohol categories and the expertise of its people. (Diageo PLC, 2012). Production and supply Diageos supply organization is responsible for producing, distilling, brewing, bottling, packaging and distributing its brands. It is committed to efficient, sustainable production. Diageo has created a competitive advantage in both its cost base and in the first class customer service it delivers. Investment in production facilities is focused on building capacity for the production of scotch, beer and rum, with both high speed and high volume, cost efficient production lines and with flexible production facilities to create an industry leading supply chain for innovation, especially in luxury products. The business recognizes that it operates in a world where natural resources are limited. Diageo has set itself challenging environmental targets covering water efficiency; increasing use of sustainable packaging and reduction in pollution, carbon emissions and waste-to landfill (Diageo PLC, 2012). Differentiation strategy Products For a company to use this strategy it should prove unique products for which their customers will be prepared to pay a premium price. This is seen in Diageos recent launches which focused on the consumers wish for luxury, the tastes and increasing affluence of the emerging middle class consumer which ultimately increased the accessibility of spirits through flavor extensions and packaging and drink formats (Diageo PLC, 2012). Premiumisation [jubilee scotch] innovation around RTD products, adult progressive drinks. Customer care and Retention When it comes to customer care and sale of its products, Diageo works in collaboration with its customers to drive profitable category growth, by building partnerships with retailers and on-premise customers. The Diageo Way of Selling program equips both Diageo and its customers with the tools to be the best sales force in the industry and to create commercial and strategic value for all parties. The European Customer Collaboration Centre provides a state of the art facility to bring consumer, shopper, retailer and distributor insights together to facilitate integrated planning with customers. These tools enable Diageo to realize its ambition to become an indispensable business partner to its customers (Diageo PLC, 2012). This means that when the customers go to buy their products its a fulfilling experience and they get all their questions or suggestions met and this works well with Diageo as they use this as feedback. Environmental and socially responsible Diageo being the socially and environmental responsible company, it has a history of being a sustainable and responsible company dating from Arthur Guinness who was responsible for philanthropic community programs and through the 1930s when its predecessor companies marketed their brands in a responsible manner. Diageo understands the social, environmental and economic impact of its activities and has adopted a structured approach to manage these impacts, to build engagement across stakeholders, to create value, especially in emerging markets; and to protect Diageos license to operate (Diageo PLC, 2012). Balance of alcohol in the community (Diageo PLC, 2012) states that the company is not all about profits and losses, it ensures that even the employees are proud of the responsible manner in which its brands are marketed and the role that moderate consumption of its brands can play as part of the balanced lifestyle for millions of people. Diageo seeks to be at the forefront of industry efforts to promote responsible drinking and works with key stakeholders to combat alcohol misuse. Eco-friendly technology Diageos production teams have created award winning technologies to meet these targets with the aim of reducing Diageos environmental footprint, delivering business efficiencies and securing supply into the future. Diageo is committed to generating prosperity in the communities in which it operates, especially in the emerging markets by integrating its supply chain into the local community and via direct community initiatives such as Learning for Life and Water of Life (Diageo PLC, 2012). Development of the workforce Diageo believes that industry leading performance will be delivered through a talented and diverse workforce and great leadership. The company has active programs that ensure the development of its management and leaders. Great leadership combined with a culture of good governance and ethics protects Diageos reputation and supports the sustainable efficient growth of the business (Diageo PLC, 2012). Focus Strategy (Johnson, Whittington, Scholes, 2011) state that focus strategy focuses on a particular segment of market and modifies its products and services to fulfill the needs of that exact segment while excluding others. In terms of relationships with distributors and suppliers Diageo has strong routes to market which leverage local expertise. In the United States Diageo is required by law to operate via a three-tier distribution system which separates suppliers, distributors and retailers. Diageo works with distributors who provide a substantial dedicated sales team of over 2,900 people. Outside of the United States Diageo owns and controls the route to market in many markets, and where Diageo has not established its own subsidiary, the route to market is through joint ventures, associates and third party distributors (Diageo PLC, 2012). This kind of command on distributorship and supply is why Diageo is known for its quality products and this ensures customers get what they pay for. The Strategy process Intended Strategy Development Strategic Leadership: the role of vision and command In 2000, the newly appointed CEO of Diageo, Paul Walsh, embarked on a strategic review of all operations and was determined to recreate Diageo as the worlds leading premium drinks business (Davidson, 2004). By selling off the companys food concerns and concentrating on the marketing and innovation of its core premium drinks brands, Paul Walsh refocused and reenergized the company (Encyclopedia of Business, 2012). Walshs leadership gravitates towards the visionary style since it more closely follows one that motivates others, helps create the shared beliefs, and shapes more detailed strategy (Johnson, Whittington, Scholes, 2011, p. 400). Strategic Planning Four key pillars of the formulated strategic plans can be identified as: Promotion of the global strategic brands Vertical integration Cost reduction Acquisitions, mergers and divestments Exploring new territories Promotion of global strategic brands Strategic brands (formerly global priority brands) have always been a key pillar of its strategy. In 2007 there were eight of these Johnnie Walker whisky Smirnoff vodka JB whisky Captain Morgan rum Tanqueray gin Jose Cuervo tequila Guiness stout Baileys liqueur (Diageo PLC, 2007) These are brands which Diageo considers to have the greatest current and future earnings potential (Diageo PLC, 2007, p. 9). By 2012 the number of brands in this category had risen to 14 as set out in Table . Although the company was structured into four distinct geographical regions, the global priority brands took precedence over the regional divisions. ref Since the eight brands constituted the lions share of earnings, it was considered important to manage these products at the highest level. Growth strategy and promotion was engineered at the corporate level. However that did not mean that regional business units were spoon-fed material from corporate level. There was a great deal of localisation in promoting these products. An example of a major long-running campaign which has been progressively adapted to different regions is the Walk with Giants campaign which in FY 2012 featured the respected long distance Olympic champion Haile Gebrselassie in an Africa campaign. Vertical integration Diageo has taken considerable control of the supply chain, being involved in developing, brewing, distilling, bottling, packaging, distributing, and marketing. It has physical plant which covers the previously listed activities as well as specialised functions such as malting, packaging plants, vineyards, maturation warehouses, cooperages, distribution warehouses, and bottle manufacturers (Diageo PLC, 2007). In Kenya the process goes as far as involvement in the growing of input cereals to brewing ref. In the USA, total vertical integration is moderated by law, which states that there should be three levels of supply: manufacturing, distribution and retail. In that market therefore, Diageo works to identify solid partners in distribution, usually only one partner per state. Acquisitions, mergers and divestments Strategic acquisition and sale of unfocussed business units was in Diageos business genes, as it was formed from a succession of such moves. It has continued to be a key part of its growth. Since 2000 the organic growth of th Exploring new territories Although Diageo had possession of many of the worlds strongest liquor brands, and could have been satisfied with continuing to depend on this cash cow business, it has as a company been quite adventurous and curious in enacting a deliberate policy of exploring emerging markets. Part of Diageos growth strategy includes expanding its business in certain countries where consumer spending in general, and spending on Diageos products in particular, has not historically been as great but where there are prospects for growth (Diageo PLC, 2007, p. 17). This arm of the business was only delivering 20% of the revenue in 2007, despite representing considerable complexity in management. Emerging markets can be difficult to manage due to the relatively low purchasing power, poor infrastructure, and traditional local involvement in distribution channels. However this persistence has clearly paid off for the company. From a small but hopeful difference in growth compared to developed country market s in 2007, the emerging markets have increased in strength and importance, until in 2012 they represented 40% of revenue, which is expected to reach 50% by . Diageos strategy is to drive top line growth and margin improvement in a sustainable and responsible way, to deliver consistent value creation for shareholders over the long term. It will do this through its geographic breadth, its outstanding brands across beverage alcohol categories and the expertise of its people. (Diageo PLC, 2012) Emergent Strategy Development Logical incrementalism PESTEL reactions Advertising in US about spirits on TV product change Levels of distribution. 2008 credit crunch emerging market growth smarter at localised promotion? Diageo hiding behind EABL my country my beer. Managing Strategy Development [figure with the five regions and amended brand strategy] Reconfigured structure concentrating more on emerging markets. Overall growth highlighted graph showing growth. Evaluation of Innovation and Entrepreneurship Practices Diageo is always innovative and this is in its strategies all through the company. All the stakeholders know what is expected of them and there is always something new that Diageo is coming up with. Below are some of the new ideas that have been rocking Diageo: Innovation unlocks growth in developed markets. In Ireland, for example, we have introduced new dispense technology to bring perfect cocktails to bars which do not usually serve cocktails. Smirnoff Mojito is available in over 600 Irish outlets which are now selling a total of nearly 40,000 cocktails a week (Diageo, 2012). Diageo entered the Indian made foreign liquor segment (IMFL) with the launch of Rowsons Reserve, a premium IMFL whisky. It is a blend of selected premium Indian whiskies and reserve stocks of the finest aged Scotch whisky matured in American oak casks that are mellowed to give a rich smooth finish. It has a well-rounded and balance flavour profile, with a soft, lingering aftertaste. Its distinctly superior liquid and premium packaging allows it to stand out as a premium offering (Diageo, 2012). Smirnoff, the worlds number one vodka, revealed an exciting new flavour variant, exclusive to travel retail. Smirnoff Gold Collection with the luxury of gold in every drop is unique, cinnamon spiced vodka. Gold cues feature prominently in all executions and the gold etched bottle itself showcases a flurry of real, edible gold leaf flakes, magically suspended in this truly indulgent vodka (Diageo, 2012). Guinness Black Lager has the refreshing taste of lager, but all the character of Guinness which consumers love. We take immense pride in the quality of our product and ensured that we built on the Guinness legacy. The refreshing taste is locked in by the bespoke amber Guinness bottle. The contemporary packaging design combines premium, detailed silver and blue colour with hallmark symbols of Guinness brewing provenance and heritage (Diageo, 2012). This March saw the launch of Orijin, the latest drinks innovation from Guinness Cameroon. Perfect for all social occasions, this authentic ready to drink alcoholic beverage ,an alternative to beer, is made from a blend of traditional African herbs such as kola nuts, ginger and cloves, and sweet tropical fruits, giving it a refined, bitter-sweet and uplifting taste (Diageo, 2012). We need to offer more choices to female consumers. In Kenya, we launched Snapp. Women there told us they didnt like drinking beer, particularly in the on trade because both the packaging and the liquid were viewed as too masculine. Snapp is a premium, crisp apple tasting drink that provides women with a more stylish and sophisticated alternative to beer (Diageo, 2012). As a darker, spiced rum from Captain Morgan, Captain Morgan Black Spiced expands the brands footprint into the bolder, more masculine whiskey occasion. The brand honors the legend of the real Captain Morgan, whose spirit is said to still roam the waters of the Caribbean today. Captain Morgan Black Spiced Rum is best enjoyed on the rocks, but is also delicious as the key ingredient in edgy, new twists on classic cocktails, such as Henry Morgans Old Fashioned (Diageo, 2012). The new frozen Ready to Serve pouch format from Parrot Bay offers consumers an easy and affordable way to enjoy the drinks they love. Parrot Bay frozen tropical drinks are your favourite tropical drinks perfectly mixed every time, available in Pià ±a Colada, Strawberry Daiquiri, and Mango Daiquiri. Just freeze, squeeze and enjoy (Diageo, 2012). Offering a credible, exciting new alternative to beer for British males, Jeremiah Weed Brews is a range of two products Mash and Root Brew. The combination of an authentic American brand, independent positioning, simple design and a unique jam jar serve over ice has helped deliver the masculine credibility of beer with an enjoyable taste. Jeremiah Weed has now been rolled out to 7,000 on trade outlets in Great Britain (Diageo, 2012). Harp Lime is Nigerias first flavoured beer. With a clean and crisp taste, and just a hint of lime, it is uniquely refreshing. Harp Lime has been well received, with distribution growing steadily, and the distinctive Harp Lime advertising impacting positively on the Harp Trademark equity. Harp Lime is available in both sleek 30cl bottles and cans (Diageo, 2012). The Tusker brand has been enjoyed in Kenya since 1922, and now new Tusker Lite keeps the brand innovative and relevant by addressing todays consumers balanced lifestyle choices with a refreshing low calorie beer. Tusker Lite is positioned within the same mainstream segment as the parent brand Tusker Lager (Diageo, 2012). This years Asian Festive season gifting design was inspired by the characteristic big, bold flavors of the Johnnie Walker brand. The packs were launched in stages, from India for Diwali and then across Asia Pacific for Chinese New Year. The eye-catching limited edition gift boxes boast a beautiful design that allows each variant to stand out on shelves, with impressive and refined packaging including an embossed box and gold foiling (Diageo, 2012).

Public Grazing on Bureau of Land Management Land :: Agriculture Farming Environment Essays Papers

Public Grazing on Bureau of Land Management Land The Bureau of land Management is an agency of the department of the Interior. It manages 264 million acres in the western lands and over 700 acres of mineral estate nationwide. The purposes of these lands are mineral development, recreation, timber, and grazing. The on that we are going to talk about is grazing on the BLM lands and how they are improving them. In the 1930's, overgrazing was damaging the Western rangelands to a dust bowl. In Wyoming during 1909 the sheep numbers reached six million. Most of these sheep operations were nomadic, with that meant that some of these operations were keeping their sheep on public land all year round. The range land became deteriorated bye this way of grazing. By the 1920's and 1930's the ranchers and the conservationists wanted something to be done before the land got any worse. Congress knew that they had to do something before they lost their country's biggest asset. The Taylor Grazing Act (TGA) of 1934 was passed. What the TGA did was regulated grazing on public lands through using permits. With regulation of public lands they could control numbers of occupancy and uses on the land. It also could preserve the land from destruction, with that it could improve the land and develop it better. In 1964 Public Land Law Review Commission was established to make recommendations on how to manage the lan d. Congress responded to that by passing the Federal Land Policy and Management Act (FLPMA) in 1976, which keeps the lands in Federal ownership. The Public Rangelands Improvement Act of 1978 was another act that improved rangelands. It realized that public rangelands were producing less than their potential. This act helps maintain and improve the conditions of the rangelands so that they become productive and usable to their highest potential again. The Executive Order 12548 of 1986, signed by President Reagan, stated that there would be annual fees for domesticated livestock grazing on public rangelands. Just in Oregon and Washington the federal government will receive over $1.8 million annually for grazing about 250,000 animals on BLM land. The BLM has improved the rangeland in Oregon by one hundred percent. With the Oregon Trail having immigrants and their cattle coming through, it destroyed the land with no grass left to graze. The BLM scattered cattle throughout the land and the grazing has improved, so has the water development.

Aligning Elementary School to Middle School Curriculum Essay

There has been an upsurge in curriculum alignment actions among educational institutions in an attempt to reinforce the efficiency and effectiveness of instructions and assessment programs (Marsh & Willis, 2003). The need to eliminate the differences in both learning and teaching has compelled leaders in educational settings to examine the concepts and skills taught in educational institutions (Marsh & Willis, 2003). Also, the No Child Left Behind (NCLB) program of 2002 justifies the significance of curriculum alignment activities (Clarke, Kayona, Ruebling & Stow, 2006). In curriculum development, there are three essential areas that need great considerations. One, the curriculum document needs to â€Å"give direction, focus, and accountability in the learning environment. (Clarke, Kayona, Ruebling & Stow, 2006). Two, the curriculum document should be revised on a regular basis by at least two educational leaders and three; student outcomes that recognize what the learners acquire prior to graduation should align with the standards set by the state. According to Clarke, Kayona, Ruebling & Stow, (2006) many educational institutions have not yet integrated successfully the essentials standards within their curriculum nor maintained a written document to guide instruction. Again, the important role of leaders in educational setting to develop and implement curriculum is evident with the alignment of taught, written and tested curriculum. Clarke, Kayona, Ruebling & Stow, 2006) also affirms that the lack of curriculum alignment can result to lower achievement where educators teach contents that is not part of the curriculum document and nor is it part of assessment material. This dissertation will analyze the curriculum articulation and alignment between elementary school and middle school social studies, specifically, fourth and seventh grade. Inclusive of this dissertation will be a plan to improve curriculum articulation and alignment between elementary school and middle school social studies as well as improve the academic progression of student and the consistency of the curriculum. Summary of Original Analysis The curriculum for the North Dakota Department of Public Instruction is a standards-based design that lays emphasis on the student’s ability. The curriculum is divided by subject, grade level and standard. It explains the core contents for each subject with proficiency descriptors. The curriculum document is relevant to the mission of the North Dakota Department of Public Instruction as well as the objectives for the subjects. The Social Studies curriculum document for North Dakota Department of Public Instruction has five major themes for both elementary school and middle school as well as benchmark expectations in each category. The main ideas and academic expectations are the same for both schools. The design of subject matter for adjoining educational stages includes concepts, skills, understandings, and the core content useful in assessment. The curriculum documents of North Dakota Department of Public Instruction for the elementary and middle school comprise vertical alignment between the adjoining educational levels. The concepts, skills and understandings become more complicated amid the two educational levels. Therefore, learners should understand the concepts and skills of the elementary school before learning the concepts and skills of middle school. The concentration of the elementary school is narrower than that of middle school. The curriculum documents of both elementary and middle school do not exhibit horizontal alignment. Improvement of curriculum alignment, student progression and curriculum consistency Curriculum alignment is necessary to guarantee harmony between the curriculum’s intentions and the instruction of the curriculum by testing what is taught. In effect, there is little or no space left for differences in curriculum implementation. The educational leaders thereafter, assess educators by the degree in which the learners meet the set standards through standardized examination (Marsh & Willis, 2003). The vertical alignment links subjects that express a relationship and a particular order and then match the curriculum to the particular order. In this, students will gain vital knowledge prior to the next subject. The alignment aids in material reinforcement and offers teachers knowledge in relation to students’ ability. In addition, Melvin (2007 notes that vertical alignment enhances learning for students as well as communication between teachers at various educational levels. Horizontal alignment transversely brings together curriculum objectives between subjects. Horizontal alignment benefits learners in that learning transmits to new situation where students realize the significance of the knowledge gained (Wraga, 1999). The social studies curriculum within the North Dakota Department of Public Instruction between elementary and middle school, puts emphasis on standards and outlines objectives needed by students to learn. So as to improve curriculum alignment, it is necessary for curriculum at adjoining educational levels to lay emphasis on these objectives at every appropriate occurrence but not only within a particular grade. Glatthorns (1999) suggests it is important that the curriculum contain objectives for constant development, which can center on learning as well as testing when probable. Again, the curriculum should include enhancement units for all learners. Educators can then assess the standards and align the taught, written and tested curriculum. By gathering the acknowledged state standards and applying resourcefulness, tutors can develop unit which, will be interesting to the students. Teachers’ flexibility can also be put in play where the curriculum can be adjusted to meet the requirements and capability of the learners. In this strategy, educators align the written curriculum with the tested curriculum and the taught curriculum with the written one. As they implement the curriculum, In addition, teachers can include objectives for ongoing development and enhancement units. This process will allow learners to achieve high grades on tests while the ongoing students will have units of study that are comprehensive and thus will get their interest (Glatthorn, 1999). The North Dakota Department of Public Instruction maintains a standards-based curriculum that contains list of fundamental details and abilities at the lower end of Bloom’s Taxonomy, with no intention for connecting the fundamental details into more important outcomes of learning. Marsh and Willis (2003) contends that the progression that has been mandated by state would then be trussed by practical and fundamental knowledge with minimal consideration of lasting learning competency that is necessary to life as well as other areas of learning. A curriculum that lays out the necessity to address all students and concentrates on cognition development at a higher-level whilst keeping the standards-based curriculum is the most suitable to put into practice for the two adjoining educational stages (Wraga, 1999). A combined curriculum that is integrated, inclusive and student centered with holistic and multicultural aspects will enhance curriculum alignment both horizontally and vertically. In addition, this kind of curriculum will enhance learners’ academic progression and assist in curriculum consistency. Wraga (1999) admits that the standards-based curriculum must contain curriculum alignment of a larger curriculum that ensures lifelong learning. A curriculum that contains intrapersonal improvement encourages the learners to discuss learning and associate in relation to the learners’ life. Teaching and nurturing social skills through the curriculum allows cooperation of learners with other individuals, builds conflict resolution skills, and assists in team building. The curriculum within the North Dakota Department of Public Instruction shall integrate multicultural aspect so as to align the curriculum with the today’s society. Learners will get to value diverse culture and as a result develop communication among cultures. An all grade inclusive curriculum which is also adaptive is valuable to all learners; it will offer equal learning opportunities to students with disabilities as well as allow all students to embrace diversity among individuals. A student-centered curriculum focuses on the learners but not the curriculum materials, content to be covered or written goals. When there is implementation of a standards-based curriculum in association with a combined curriculum and high-stakes testing, students are assured of quality education. Layton & Lock (2007) asserts that student assessments are vital and in an effort to assist in academic progression of student educators should build tests that assess student learning correctly and adjust tests for the at-risk learners. Educators can unearth better ways of evaluating test results so as to identify learning needs of students and revise instruction. In addition this plan integrates authentic assessment. Authentic assessment demands the relevance and integration of skills vital to solve complicated problems and allows enhanced substantiation of the students’ ability to prosper in all situations. Learners have a chance to explain themselves allowing teachers to better understand the learning process and get instant feedback for learners. Furthermore, the application of authentic assessment sets up teacher collaboration and collegiality as well as expands the reflection and inquiry by the teacher. Conclusion Curriculum alignment involves matching a curriculum’s content to the use of tests so as to assess the learning of student (Marsh & Willis, 2003). Curriculum alignment calls for educational institutions to ensure consistence in the objectives, guides, textbooks, and tests that make up the curriculum (Marsh & Willis, 2003). Leaders in educational settings determine academic achievement through standard testing as a means to find out what happens in schools. Institutions of education emphasize effectiveness through increasing academic achievement where they term decline in academic achievement as a problem in the quality of the curriculum. Thus, aligning the intended curriculum with the taught curriculum seems to resolve this problem (Marsh & Willis, 2003). By integrating the previous aspects into the North Dakota Department of Public Instruction curriculum, a more significant learning experience can be achieved by both educators and students. Lastly, curriculum alignment will be seen, student academic progression as well as curriculum consistency will improve (Marsh & Willis, 2003). References Alexson, R. G. & Kemnitz, C. P. (2004): Curriculum articulation and transitioning student success: Where are we going wrong and what lessons have we learned? Educational Research Quarterly, Retrieved from ProQuest Education Journals database. Accessed on September 26, 2007 Biessman, J. B. 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