Advantages of Learning Languages - Free Essay Example

Sample details Pages: 1 Words: 298 Downloads: 7 Date added: 2019/10/10 Did you like this example? Advantages of learning languages In this globalized world that is fast paced and hyper connected, learning diverse languages equips one with several advantages. There are personal, social and cultural benefits that are associated with learning diverse languages. Individuals that learn many languages are able to boost their mental power. This is because earning a new language puts the brain into the task of recognizing new language through being able to express oneself through different ideas. This makes the brain into being more sharp on the skills of such as problem solving. Reading and negotiation. Learning new languages enables the individuals to develop the abilities of multitasking. People who are able to learn and understand other languages completely are able to cope with activities that are demanding and stressful since they have developed their brain into multi-tasking in a challenging task of learning a new language. These capabilities are transferred even into other activities hence they are able to juggle from one activity to another with minimal distraction. Don’t waste time! Our writers will create an original "Advantages of Learning Languages" essay for you Create order The last advantages of learning new languages are that one is able to improve his or her memories as well as developing a mind that is more attentive and keener. Since learning new languages entail applying new information to the brain through familiarizing oneself with new vocabularies and thereafter memorizing these new pieces of information, this process leads to strengthening the memory of the brain. Brains that are familiarized with new information and are kept active through exercising the new information learnt such through recalling the new words learnt, makes the brain to improve greatly on its memory capacity. The same applies in making the mind being keener and alert. Individuals that learn new languages become critical thinkers since they have developed their minds and molded them into being more perceptive.

Book Report on Baseball A History of Americas Game by...

Book Report on Baseball: A History of Americas Game by Benjamin G. Rader In Baseball: A History of Americas Game, the Author Benjamin G. Rader discusses the history of baseball and how it developed to present day. Rader explains how baseball started as a simple game consisting of no rules besides the players using a stick to hit a ball and its constant evolution to what the game is today. He also displays several issues which Americas favorite sport has had while†¦show more content†¦Rader illustrates how the club organization such as the Knickerbockers showed respect to the game by starting post game ceremonies. He gives an example of how the winning team would receive the game ball with the score stencil ed on it to display in their trophy case. The growing crowd of spectators and the overall love of the game helped launch the platform for the formation of the National League in 1876. Rader says since the love of baseball was growing within society so were the number of spectators coming to the games. This overall growth caused several issues with the games development and within the players character. One issue that occurred is the owners of the baseball fields began to put up fences around their fields and charge admission prices for the fans. He states that William Cammeyer was the first individual to build a fence around his field. Radar believes this was the actual start of professional baseball playing. With the revenue the baseball society started to become greedy and many charges of gambling and game dumping occurred. He gives an example of when gamblers sh ot their pistols just so the fielder would drop the ball and they would win the bet. The reason the owners and players did this was to make sure the majority of the fans were happy and would continue to come to

Basseri of Iran Past and Present free essay sample

Basseri of Iran: Past and Present Jonathan Hixon ANT101 Instructor Brown-Warren February 24, 2013 When the Achamenian emperors of ancient Persia built their capital at Persepolis, in a valley of the Zagros, they did so with strategy in mind. Persepolis was placed in a common â€Å"bottleneck† in the annual migration routes of several tribes from the warm coastal plains to the cool summer pastures in the north. Twice a year, several whole confederations of tribes had to pass by Persepolis with all of their wealth in sheep, goats, and horses, and he who ruled Persepolis ruled what then was Persia. One of the tribes that still use this route today is the Basseri of Iran. (Coon, 1962) The Basseri of Iran was a nomadic pastoralist society from the beginning of their existence. The Basseri are located in southwest Iran and were housed in tents. Each tent housed a nuclear family and many tents made up a camp for the Basseri. An independent household occupied every tent in a camp. The tents were arranged in groups of smaller groups that usually would put all of their flocks of animals into one unit that was taken care of by one shepherd. A shepherd was usually a younger boy or girl from different tents that took care of the smaller camp’s flocks. Some families would hire a shepherd from other tents if they did not have the means to provide a qualified shepherd of their own. Nomadic pastoralists had no permanent settlements; instead, complete households shift location with the herd. House structures were highly moveable, such as a tent or yurt, a portable, felt-covered, wood lattice-framed dwelling structure used in the steppes of Central Asia among Kazakh and Kirghiz pastoralists. Pastoralists moved for a number of reasons other than following water and forage for their herds. Herders also moved to avoid neighboring peoples and government control, thus reducing disease, insects, and competition for resources, while abstaining from taxation and circumscription into military service. (Nowak amp; Laird, 2010) In the past, the Basseri of Iran were nomadic pastoralists, but the Basseri have started to come into a culture of a more advanced technological culture in today’s time. The Basseri have now become more dvanced in their culture with the world we all live in today while respecting the culture they came from in decades past. The social organization of the Basseri is clearly simple, but effective as a organized system of leadership. The Basseri chief is the head of a very strongly centralized political system and has immense authority over all the members of the Basseri tribe. The chief, in his dealing with the headmen, draws on their power and influence but does not delegate any of his own power back to them. Some material goods – mostly gifts of some economic and prestige value, such as riding horses and weapons – flow from the chief to the headmen. A headman is in a politically convenient position: he can communicate much more freely with the chief than can ordinary tribesmen, and thus can bring up cases that are to his own advantage and, to some extent, block or delay the discussion of matters detrimental to his own interests. Nonetheless, the political power that a headman derives from the chief is very limited. Johnson, 1996) The Basseri as noted are divided into camps of tents, which may or may not have a headman present in a particular camp. If a camp does not have a headman present, then that camp will usually have an informal leader who were recognized by the other headmen, but had no formal recognition by the Basseri chief. For this reason (not being formally recognized by the Basseri chief) the informal leaders still usually answered to an â€Å"official† h eadman in another camp which could bring things up before the chief if something needed to be addressed. The head of the household (or tent) would be the person responsible for bringing things up to an informal leader or a headman for discussion with the chief when things needed to be brought to the attention of the chief for social or political discussion. This political organization is not so hard to grasp as one of a huge population like we see in the United States. In summary, one could see that there are tents that housed families, a head of household for that tent, an informal leader or headman and finally the chief (who would be over many different camps and tents within those camps). This political organization would be closely compared to, for instance, a police department chain of command in where you have the chief, then the captains (compared to the headmen), then sergeants (informal leaders), corporals (heads of households), and finally the troops (members of the individual households). This was a way I could compare and understand the political organization of the Basseri people easily. The economic function of the Basseri was that of true importance to the tents/households ability to sustain themselves. The economic function of the Basseri lies in the occupancy of pastures throughout the migratory fashion of the Basseri. Tents are the basic element of the economic unit in the Basseri community. As much as they are social units, tents are also the basic units of production and consumption. In the summer, there might have been as many as thirty or forty tents that made up a camp; however in the winter months, camps were reduced down to approximately two to five tents and were separated from other camps by three or four kilometers. The Basseri keep a variety of domesticated animals, but sheep and goats have the greatest economic importance. Other domesticated animals include donkeys for transport and riding (mainly by women and children), horses for riding only (predominately by men), camels for heavy transport and wool, and dogs for keeping watch in camp. (Johnson, 1996) Their products obtained from their flocks sustain the Basseri community. The Basseris’ most important products for trade included milk, lambskins, and wool, in that order. The Basseri spins, weave wool and goat-hair, and make their own tent poles, pack-saddles, and cordage. The rest of their equipment is bought from townsmen and gypsies, their vegetable food from villagers. Some of the Basseri own village lands from which they receive shares of the crops. (Coon, 1962) Community members trade in their milk, hides and other animal products at bazaars in surrounding towns and use this money to purchase other types of food such as vegetables, clothing and other necessities. As John Dowling argues, it is informative to contrast the Basseri with another pastoral people, the Turkana of Tanganyika. Both the Basseri and the Turkana are nomadic, both have productive organizations that are family based, both pasture their animals on tribally owned lands to which all individuals have usufruct rights, and in both societies animals are culturally ascribed to individuals property. But the orientation of the Turkana pastoralist is vastly different than that of the Basseri. The Turkana pastoralist produces primarily for consumption, the Basseri for sale. (Dowling, 1975) Dowling goes on to say that the Basseri go frequently to the market, buying material for women’s clothing, men’s ready made clothing, goods of tanned leather (shoes, saddles, etc. ), wheat flour (a staple), sugar, tea, dates, fruits, vegetables, glass ware, china, metal articles (cooking utensils, etc. ), narcotics, luxury goods such as women’s jewelry and carpets, and, for those who are able, land. The Turkana could live without external trade; they are self-sufficient subsistence producers. The Basseri are market dependent. (Dowling, 1975) Gender roles of the Basseri were clearly defined and adhered to by the members of the Basseri camps and tents. The gender roles of the Basseri are clearly defined by the community. When it comes to the tent, all authority lies with the husband (head of household). The husband was the decision-making person in the household and all were expected to adhere to the decisions made by the husband. Women had less significant power and were generally their roles were to take care of the day-to-day domestic operations of the tent or household. Women were also considered part of a man’s wealth and it was quite common for a wealthy man to marry more than one wife. Daughters had no rights in choosing a marriage partner as this decision was solely made by the husband/father and the father of the boy the daughter was to marry. Most families viewed the girl children as a means of gaining wealth since they understood that the girl would attract a certain amount of bride wealth into the family. The boy child was of more use to the community as a whole. The boys could look after the herds (even though there were cases that I read where girls were allowed to do shepherding duties as well) and protect and help the communities in the struggle between other communities. Marriage among the Basseri was arranged and it was not possible for a girl of the tent to have much of a say in who she would marry. As stated before, the Basseri of Iran have households that are referred to as tents; within a tent, there were nuclear families that had members of households headed by the husband who was considered head of his tent or household. The husband or head of the tent was the one who made all arrangements for marriages of his sons and daughters under their tents. The husbands would discuss with members of other tents who show interests in his sons or daughters and together, they would arrange marriages between the sons and daughters of other tents or households. The parties that were to get married usually had very little options but to accept what had been decided for them and accepted the marriage. The father of the bride would have to pay the bride price in the form of livestock and would also be expected to give a share of his animals to the new couple as a form of inheritance. This inheritance ould form the means of subsistence for the newly married couple/family. A married man may arrange subsequent marriages for himself, whereas all women and unmarried boys are subject to the authority of a marriage guardian, who is the head of their household. The marriage contract is often drawn up and written by a nontribal ritual specialist, or holy man. It stipulates certain bride-payments for the girl and the domestic equipment she is expected to bring, and the divorce or widow’s insurance, which is a prearranged share of the husband’s estate, payable upon divorce or in the event of his death. Johnson, 1996) Basseri are slowly becoming more and more settled in todays society and some are moving away from the traditional nomadic pastoralist ways of culture and moving towards a more modern approach to life. While there are still nomadic pastoralists today among the Basseri, many of the Basseri have begun to settle down and become a more settled culture. Poverty and debt lead a household to consume their capital in livestock; this makes them poorer, which makes it harder to make ends meet. More capital is consumed, and with no alternative sources of wealth available, settlement is inevitable. (Bradburd, 1989) Successful Basseri build up their herds, accumulating hundreds or thousands of animals. Fearful of losing their wealth to disease and the vulnerabilities of nature, herders convert this capital into an alternative form of wealth, such as land in local villages. The land is cultivated by villagers as tenant farmers, including unsuccessful Basseri who lost their herds and ended up as agricultural laborers. Nowak amp; Laird, 2010) Bradburd argues that not only poor Basseri settled; wealthy Basseri were driven to settle both by the risks of pastoralism, which threatened them with a return to poverty, and by the fact that the economic realities of their situation did not provide a return commensurate with their risk. (Bradburd, 1989) With increased modernization, many of the Basseri have learned of other subsistence means that are more profitable and have shifted away from the traditional Basseri culture or pastoralists. Traditionally, the Basseri of south western Iran are nomadic pastoralists and they continue to be that way in today’s time, but the number of traditional nomadic pastoralists among the Basseri people a very few. Most Basseri have begun to move towards a more modern approach in living and have settled down in villages or even more urban areas to obtain jobs that sustain life easier than their ancestors had in previous years. In the past, the Basseri of Iran were nomadic pastoralists, but the Basseri have started to come into a culture of a more advanced technological culture in today’s time. The Basseri have now become more advanced in their culture with the world we all live in today while respecting the culture they came from in decades past. Most texts agree that many of the settled people in the southwestern area of Iran either were Basseri or are descendants of Basseri. Even though there are still traditional nomadic pastoralist Basseri in the region, they have become small in number; but the one’s that exist today, value their lifestyle and don’t want to change the way they have been living for many years.

Safety and risk management

Abstract Safety and risks have continuously caused a lot of interest in workplace environment. The reason is that workplace hazards have resulted in increased injuries and deaths. As such, risk and safety management is critical in ensuring safe working environment. Moreover, managing risk and safety in the workplace often begin by organisations’ commitment to healthy and safety working environment.Advertising We will write a custom essay sample on Safety and risk management specifically for you for only $16.05 $11/page Learn More In addition, organisation’s managers need the understanding and corporation of all stakeholders in order to implement established safety measures. Management has to demonstrate their commitment to safety measures in order to attain the objectives of the safety procedures. The paper tends to explore various approaches to safety and risk management procedures particularly within organisations. Moreover, the paper wil l draw from the work of various scholars to explore the concepts of risk and safety management. Introduction Managing risk and safety in the workplace often begin by organisations’ commitment to healthy and safety working environment. Moreover, organisations’ managers need the understanding and corporation of all stakeholders in order to implement established safety measures. Management has to demonstrate their commitment to safety measures in order to attain the objectives of the safety procedures (Clarke 360). Such commitments are demonstrated through constant involvement in safety issues, investments in safety measures and ensuring that all stakeholders understand the needs for safety. Safe workplace environment are often attained through risk and safety management process. Safety and management process is a series of systems put in place to ensure risks and hazards occurring in the workplace are prevented. As such, safety and risk management revolves around prevent ion of possible hazards within the workplace. Risk and safety management The management of risk within an organisation involves a series of steps and procedures ranging from identification of the probable hazard to establishing control measures particularly on the impending impact of the possible hazard. Within the continuum of procedures are the assessments, prioritisation, coordination, evaluation and application of resources to reduce the possibility of hazardous occurrences (Brenner 251). Modern organisations establish procedural measures that ensure reduction of the possibility of risk occurrences while optimising on attaining probable prospects. In the organisation setting, risks arise from varied sources. In particular, risks may result from uncertainties in financial management, legal charges, project failures, natural disasters, industrial accidents, natural causes as well as an attack from competitors. Risks from any source pose a serious threat to the growth and developme nt of the organisation (Bjerkan 451). Even though occurrences of risks may be unpredictable, most organisations are establishing procedures and standards that would mitigate the occurrences of hazards.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Moreover, risk management standards have been developed across various organisations and institutions. However, their scope, objectives, goals and methods varies with the context in which it is developed. For instance, risk standards for project management differ with the standards set for engineering and security. In other words, risk management standards are unique to a given area. The risk management procedures are based on the strategies established to manage uncertainties having harmful impacts. Such strategies involve transfer of probable risk, understanding the potential benefits as well as reducing the harmful effect (Bjerkan 451). Moreo ver, understanding the potential benefits of uncertainties is one of the most important strategies in managing risks. The standards and procedures in risk management As indicated, risk management involves a series of steps ranging from identification of the probable hazard to establishing control measures. Identification is the understanding or measuring the possibilities of any potential hazards occurrences. In fact, identification is the process of knowing the type of risk that would occur (Fenn 467). Once the risk has been identified, assessment is done on the probability of occurrence as well as the consequences. Evaluations are undertaken to determine the consequences and possible duration the risk is likely to take in order to occur. Risk assessments are often carried out through the application of various procedures. However, scientific methods are preferred in the evaluation of risks. In ideal management of risks, prioritisation involves arranging hazards according to the ef fects and possibilities of occurrences. Hazards with the most harmful effect as well as risks with the highest possibility of occurring are given first priority. Prioritisation enables management to deal first with risks that have increased possibilities of occurrence as well as those with greater impacts (Brenner 251). However, identifying risks with the highest probability of occuring but having low impacts and hazards with high impacts but low probability of occurring could be challenging. In practice, identification, assessing and prioritisation of such risks are quite difficult. Some aspects of risk management create serious challenge to the organisations. For instance, dealing with intangible, relationship, process-engagement as well as knowledge risks have been demanding to most organisations. Intangible risks often have the highest possibility of occurring.Advertising We will write a custom essay sample on Safety and risk management specifically for you for on ly $16.05 $11/page Learn More However, such risks are overlooked by organisations because of deficiencies in the capacity to detect such risks. Moreover, knowledge risks become visible when scarce comprehension is applied in a particular state of affairs. In the same context, relationship risks occur when unproductive relationships come about (Fenn 467). In addition, process engagement risks take place when an organisation applies unsuccessful operational procedures. The identified risks are directly involved in the reduction of organisations’ productivity particularly on skilled workforce. Moreover, such risks have direct impact the firms earning due to reduced quality in products and services. Further, intangible risks reduce the brand popularity and quality. Intangible risks increase the cost of operations both directly and indirectly. Understanding the problems associated with intangible risks enables organisations enhance their efforts towards risk reducti on procedures. Problems also emerge during distribution of funds to various sectors or sections. In most cases, resource allocation involves prioritisation and opportunity costs. Organisations often find it difficult to allocate resources in the risk and safety management when other sections are of high priority. In other words, risk management is not often prioritized in many organisations. However, organisations that invest in risk management have benefits with positive long-term effects on the operations (Fenn 467). In appropriate management of risks, expenditures on other areas such as labour are minimized while negative impacts of any hazard are also reduced. The reason is that reduction of negative effects of risks contributes equally to the general profits organisation gain from investment in other areas considered important. Essentially, the management of risks is equally important business process that organisations have to undertake. Principles of safety and risk managemen t Practically, safety and risk management should create value to the organisation. In other words, the gains from resources invested in the mitigation of safety hazards should be more than the impacts of the vulnerability to danger. In other words, resources spent on the prevention of hazards should be less in relation to the impacts of not taking action. Moreover, safety and risk management should be incorporated in the organisations’ activities. Besides being part of the organisations’ decision-making processes, safety and risk management procedures should adequately deal with improbability and suppositions. In addition, safety and risk management procedures should be efficient and well thought-out. In addition to transparency and inclusiveness, safety and risk management system should be tailored towards desired outcome and based on the informed opinion. Moreover, safety management system should take into consideration human factors, self-motivation and be iterative as well as receptive to constant transformations. Further, procedures in the safety and risk management system should be susceptible to continuous improvement and development.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The processes in risk and safety management As indicated, the processes in risk and safety management consist of various steps and procedures ranging from identification of the possible danger to establishing mitigation. Besides, the risk and safety management processes should follow the standard procedures as set out in the regulatory frameworks or institutions. In risk management, the process often begins from context establishment. Establishing the context is the process of identifying the framework or outline that will guide the management procedures. The framework is also provided in the safety management system. Workplace safety management Most organisations are required to establish safety management systems in their operations. The safety management systems are the efficient and organised approach to executing safety measures. In broad categorisation, safety management systems comprises of organisations’ structures, measures of accountability, strategies and methods ( Brenner 251). Specifically, the safety management systems consists of various elements including precise dedications to safety by the organisations’ administration, appointing employees to be in charge of safety measures, prior identification of risks and mitigations, investigating and auditing safety measures as well as safety performance evaluation. The elements of the safety management system are within the required safety practices and standards. The major aim of integrating safety management structures into the functions of organisation is to decrease the chances of accidents occurrences and to improve employees’ safety particularly in high-risk industries (Bjerkan 452). Currently, safety management systems are rarely evaluated in most organisations yet safety concerns are on the rise. The reason is that most organisations have not developed appropriate empirical safety evaluation procedures that would enable proper functioning of the safety management systems. Mo reover, it has not been empirically determined whether some elements in the safety management system have more influence. However, studies indicate that management commitments and sufficient safety communications have greater effect on the attitudes to safety (Bjerkan 451). Organisations that have strong commitments to safety and invest on safety measures always have positive benefits from the safety standards. In the context of high-risk organisations, safety management systems are the planned, acknowledged and certifiable procedures of administering vulnerability to danger and related risk. In other words, safety management system is the procedural approach to risk management. As indicated, managing risks require organisations’ structures that support implementation of the set procedures, accountabilities on the part of management as well as strategies geared towards attaining the safety goals (Fenn 467). Even though various organisations have different approaches to safety and risk management, the most applied standard procedures include the recognition of safety measures, counteractive action or activity that would ensure sustenance of safety performance, regular evaluation and constant monitoring of safety performance and ensuring incessant enhancement on safety measures (Clarke 360). The procedural approaches to the risk management have to be supported by empirical evidence. In other words, the safety management system must be based on scientific methods and evidences. In fact, safety management systems reflect a collective practices and strategies that organisations utilise to ensure safety of their workers as well as other stakeholders. However, the safety management system is a general approach to safety standards. Nevertheless, organisations are advised to devise their own systems of risk management depending on the circumstances, type of business processes and operations as well as industry. In other words, organisations are expected to be ac countable for the administration of their distinctive engineering risks. As such, self-regulations on safety management are imperative. Essentially, self-regulations on safety management are founded on the notion that organisations have to be accountable for the management of its exceptional hazard profile (Bjerkan 449). In other words, self-regulations present the need for organisations to take rational realistic procedures that would ensure safety of their employees. Self-regulations are supported by the need of organisations to have better safety management system. In addition, the need to have increased management initiatives to safety as well as augmented participation on the part of employees form the basis for self-regulations in safety management. Essentially, self-regulatory activities should be founded on the standard safety management systems particularly in a high-risk environment (Bjerkan 449). Safety management systems are combination of safety-related procedures that enable organisations carry out their roles within the continuum of self-regulations. Self-regulations and safety management systems procedures has proved to be effective in safety management across industries. However, the emphasis has been on the workplace health and safety. The benefits of safety management system Whereas safety management systems procedures are different according to each industrial domain, the premise is that the procedures would result in increased safety performance (Bjerkan 449). Moreover, the real benefits of safety management system are varied within the organisation. Essentially, safety management system is critical to the success of organisations. Appropriate execution of safety management system should result in the attainment of the organisations’ goals. In addition, the implementation of safety management system should enhance the organisations’ safety performance through prior identification and putting in place measures that would lead to the reduction of hazards. Effective implementation of safety management system would lead to the reduction of accidents occurrences particularly within high-risk organisations. Reduced occurrences of incidences and accidents also lead to reduced costs (Clarke 360). In essence, appropriate safety management system procedures would lead to the reduction of both direct and indirect costs associated with safety and risk management. Indirect costs include insurance premium as well as hospital bills that organisations may incur because of hazardous incidences. However, with proper management of safety procedures, such indirect costs are reduced considerably. Other benefits include safety recognition by the organisations’ stakeholders including clients and employees. Such recognitions are critical for the positive relationship organisations build with the stakeholders as well as communities in which they operates. In other words, organisations will be perceived as socially and et hically responsible particularly when the concern is on risks associated with environmental hazards (Bjerkan 451). Generally, effective safety management system leads to the prevention of incidences and accidents related to hazards. Studies indicate that organisations with effective safety management procedures have reduced chances of accidents occurring. In addition, such organisations have increased benefits of safety measures. Moreover, organisations with practicable and appropriate safety management system have a proof of diligence in case legal safety investigations are conducted. However, the benefits vary with the organisation and industry. In high-risk industries, the benefits of appropriate safety management system are more pronounced (Fenn 467). Conclusion The risk management process involves a series of steps and procedures ranging from identification of the probable hazard to establishing control measures particularly on the impending impact of the possible danger. Furth er, the process begins by establishing context. Establishing the context is the process of identifying the framework or outline that will guide the management procedures. However, within the continuum of procedures are the assessments, prioritisation, coordination, evaluation and application of resources to reduce the possibility of hazardous occurrences. Modern organisations establish procedural measures that ensure reduction of the possibility of risk occurrences while optimising on attaining probable prospects. In the context of managing security in the workplace, safety management systems are established. Safety management systems comprises of organisations’ structures, measures of accountability, strategies and methods. Specifically, the safety management systems consists of various elements consisting of precise dedication to safety by the organisation administration, appointing employees in charge of safety measures, prior identification of risks and mitigations, inves tigating and auditing safety measures as well as safety performance evaluation. As indicated, managing safety and risks in the workplace involves various processes including identification of the risks, evaluation and prioritisation. Even though scholars tend to differentiate the two concepts, management practitioners use the terms interchangeably in workplace safety management. In addition, there are no specified standard procedures that have to be followed in risk and safety management. Studies indicate that organisations tend to adopt measures that are appropriate to the situation and industry in which they operate. Works Cited Bjerkan, Anne. â€Å"Health, environment, safety culture and climate – analysing the relationships to occupational accidents.† Journal of Risk Research, 13.1 (2010): 445-477. Print. Brenner, Mark â€Å"‘Flexible’ work practices and occupational safety and health: exploring the relationship between cumulative trauma disorders and workplace transformation.† Industrial Relations, 43.4 (2004): 242-266. Print. Clarke, Sharon â€Å"A meta-analytic review of the Big Five personality factors and accident involvement in occupational and non-occupational settings.† Journal of Occupational and Organizational Psychology, 78.6, (2005): 355-376. Print. Fenn, Paul. â€Å"Workplace risk, establishment size and union density.† British Journal of Industrial Relations, 42.16 (2004): 461-480. Print. 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