Johann Sebastian Bach Biography Essays (2271 words) -

Johann Sebastian Bach Biography Johann Sebastian Bach Biography Throughout the history of music, many great composers, theorists, and instrumentalists have left indelible marks and influences that people today look back on to admire and aspire to. No exception to this idiom is Johann Sebastian Bach, whose impact on music was unforgettable to say the least. People today look back to his writings and works to both learn and admire. He truly can be considered a music history great. Bach, who came from a family of over 53 musicians, was nothing short of a virtuosic instrumentalist as well as a masterful composer. Born in Eisenach, Germany, on March 21, 1685, he was the son of a masterful violinist, Johann Ambrosius Bach, who taught his son the basic skills for string playing. Along with this string playing, Bach began to play the organ which is the instrument he would later on be noted for in history. His instruction on the organ came from the player at Eisenach's most important church. He instructed the young boy rather rigorously until his skills surpassed anyones expectations for someone of such a young age. Bach suffered early trauma when his parents died in 1695. He went to go live with his older brother, Johann Christoph, who also was a professional organist at Ohrdruf. He continued his younger brother's education on that instrument, as well as introducing him to the harpsichord. The rigorous training on these instruments combined with Bachs masterful skill paid off for him at an early age. After several years of studying with his older brother, he received a scholarship to study in Luneberg, Germany, which is located on the northern tip of the country. As a result, he left his brothers tutelage and went to go and study there. The teenage years brought Bach to several parts of Germany where he mainly worked as an organist in churches, since that was the skill he had perfected the best from his young training. However, a master of several instruments while still in his teens, Johann Sebastian first found employment at the age of 18 as a violinist in a court orchestra in Weimar. Although he did not remain there terribly long, he was able to make good money playing for the king. He soon after accepted a position as a church organist in Arnstadt. It was here that Bach would soon realize his high standards and regards that he had for music. In Arnstadt as well as in many other places that Bach worked he was notorious for getting into fights over the quality of music that was being produced. A perfect example of this can be seen in Arnstadt. Previous accounts of history claim that Bach was upset with the performance of the church choir for which he played for. He claimed that the voices could never make the musi c soar to the sky as it should (loosely translated). Here Bach realized the high level of music and perfectionism that he wanted. In 1707, at the age of 22, Bach moved on from Arnstadt to another organist job, this time at the St. Blasius Church in Muhlhausen. Once again he did not remain there too long, only a little over a year, when he moved again to Weimar where he accepted the position of head concertmaster and organist in the Ducal Chapel. It was here that Bach settled himself and began to compose the first collection of his finest early works which, included organ pieces and cantatas. By this time Bach had been married for several years. He actually became married to his cousin Maria Barbara. They, for the most part, had a happy marriage. He was happy. By this stage of his life he had composed for himself a wonderful reputation of being a brilliant musical talent. Along with that his proficiency on the organ was unequaled in Europe by this time. In fact, he toured regularly as a solo virtuoso, and his growing mastery of compositional forms, like the fugue and the canon, were already attracting interest from the musical establishment, which, in his day, was the Lutheran church. The church began to look at Bachs writings and saw the opportunity to possibly use

Behavioural based safety strategy The WritePass Journal

Behavioural based safety strategy Abstract Behavioural based safety strategy ). The safety management systems currently implemented within organisations generally are centred on policies, procedures, objectives, processes such as risk assessment, hazard identification the use of various safety tools such as JSA’s and the wearing of personal protective equipment, or PPE, and focus on measuring compliance against key targets and objectives. This dissertation examines how Behaviour Based Safety, or BBS, aids in the drive to prevent accidents and boost overall employee development (Lebbon, Sigurdsson and Austin, 2012). Qatar holds the position of second smallest country in the Arabian Peninsula after the island state of Bahrain. Qatar’s population currently stands at 2.04 million of Development Planning and Statistics, 94 per cent of which are foreign nationals (Qsa.gov.qa., 2014). Of this 94 per cent the majority is low-paid migrant workers. This number is expected to rise significantly in the coming years primarily due to the coming 2020 World Cup and the need for an influx of foreign labour for the booming construction requirement associated with it (Qsa.gov.qa., 2014). These migrant workers will primarily work on critical construction projects, drastically increasing the need for an effective safety program to be in place. The country has grown in a record breaking manner in the last ten years, to become the wo rld’s highest per capita GDP National (Fromherz, 2013). This achievement is primarily based on the vast resources of oil and gas discovered in the country. As a consequence of this discovery, construction of mega production plants has been the main focus of development in the country. This level of construction indicates an influx of safety challenges requiring an up to date and efficient method of implementation. These projects have historically required vast numbers of multi-cultural and diverse workforces, coming from different parts of the world (Orr, 2008). This being the case there are many challenges and great difficulties in bringing about a consciousness of safe work practices and in instilling a positive safety culture (Fromherz, 2013). The recognition of the need for workplace safety publicly materialized in the work of Mr Heinrich, an Assistant Superintendent of the Engineering and Inspection Division of Travellers Insurance Company during the 1930’s and 1940’s (Heinrich, 1959). His position required an investigation into the high and rising rate of supervisor accident reports during the period .This report revolutionized the working world by concluding that 88% of industrial accidents were primarily caused by unsafe, possibly preventable acts (Heinrich, 1959). This transformative moment in safety strategy motivated an entire industry to introduce reform (Fogarty and Shaw, 2010). Prior to these period witnessed steadily decreasing standards of working conditions that led to the need to reform the system. Heinrich (1959) subsequently published his first book in 1931; Industrial Accident Prevention: A Scientific Approach, laying out a more systematic approach to the study of accident data. This indicat ion of a willingness to embrace change was tempered by the overwhelming capacity that big business interests had to keep costs low, creating a volatile safety environment. The modern era has maintained that safety is significant concern for companies, often requiring a considerable fraction of their overall revenue stream (Fromherz, 2013). This drive to increase performance and reduce injury has resulted in many companies showing excellent improvement in the area of safety performance, thereby reducing cost and increasing productivity. The rationale for this research rests on assessing the potential for improvement of HSE performance in the Oil and Gas sector, specifically in the Middle East; through a means of behavioural based safety. The intention of the study is to establish the appropriateness of this hypothesis, whether as a process to be used as a standalone mechanism, or additionally, for the augmentation of an existing HSE management system. Behaviour based safety concept, or BBS, has been  considered in industry worldwide for around a decade as a means to achieve a positive safety culture and an improved organizational safety performance (M ohr, 2011). An organisations culture can be as influential in achieving good safety results as a safety management system. The positive or negative safety culture of an organisation is directly linked to human factors and the positive behaviour of its workforce (Mohr, 2011). According to Books (1999), the largest influences on safety culture are; 1) the style and management commitment; 2) the involvement of employees; 3)training and competence; 4)ability to communicate at all levels; 5) compliance with procedures; and 6)organisational learning. The current research has affiliation with an earlier study conducted as part of the Post Graduate Diploma award (Turner, 2013). The subject of the previous research was â€Å"Safety Culture or Climate: An Appraisal of Perceptions and Scale†. This research sought to measure the health and safety, culture and climate of the researcher’s employer organisation. In this case the researcher determined that there was evidence of a positive safety culture within the XXXX Group of companies. However, this research also illustrated that this positive safety culture has not entirely achieved the expected and desired outcome of zero harm to people. All these factors in themselves do not prevent injuries from continuing to occur within the organisation. The previous study and current research focuses on the Middle East region. In particular to the varying needs and challenges faced by operations based in the region; specifically those that require the engagement of personnel from a vast array of differing backgrounds and cultures and how the principles of behavioural based safety may effectively be used to influence this specific workgroup. To facilitate understanding, it is also important to outline the distinctiveness of the location, (Qatar), the demographics of the workgroup, and the difficulties and challenges related to the management of such a work group within a safe work environment. Based on the above reasoning this affords the researcher the ideal incentive to both address the topic as an area of research for the required dissertation element in partial fulfilment of the requirements for the Postgraduate MSc Degree in Health, Safety Risk Management and to make recommendations that will enable XXXX Group to continue its safety culture development journey; that is, towards a more safety aware, proactive and empowered workforce; ultimately leading to an overall improvement in the safety performance results attained 1.2 Aims Objectives This dissertation research focuses on the potential for improvement of HSE performance in the Oil and Gas sector, specifically in the Middle East; through a means of behavioural based safety. It is evident from recent research that traditional methods of safety management, such as safety management systems and risk assessments, do not wholly protect employees from incidents and injuries, as such organisations are looking for an alternative approach to improve performance and eradicate injury from the workplace, therefore the aim of this project is The following aim has been developed in order to meet this goal of this research: Critically evaluate existing research into behavioural based health and safety strategies, programmes and model with a view to identify a best practice model for future implementation. Objectives: The objectives of the research are as follows: 1) To critically analyse available literature and research studies pertaining to behavioural based health and safety. 2) To ascertain employee perceptions. 3) To identify best practices and success rates of behavioural based safety programmes. 4) To evaluate performance improvement. 5) Determine an appropriate behavioural approach for Labour safety in Qatar. 1.3 Research Questions In order to fully develop this dissertation the following questions will be considered by this research: 1) What is behavioural based safety and how does it impact Qatar? 2) Which elements of the behavioural based safety process are suited for Qatar? 3) What is the best method of behavioural based safety implementation for Qatar? 4) How to assess behavioural based safety effectiveness in the workplace? 1.4 Scope of this research This research examines safety perception and behavioural application from 2000 until 2014 in order to ascertain the best possible elements for future implementation. With a national focus on Qatar this research incorporates studies conducted in similar environments and conditions internationally in order to gain insight for these research objectives. 1.5 Structure of the Dissertation This dissertation will consist of an Introduction, Literature Review, Methodology and Analysis, followed by Discussion/Conclusion. 2 Literature review 2.1 Overview â€Å"BBS is about everyone’s behaviour, not just the frontline† (Agnew Ashworth, 2012:1). 3 Methodology / Analysis 4 Discussion/Conclusion 5 References Agnew, J. 2012. Behaviour based Safety.  Performance management magazine, 1 (1), p. 1. Books, H. 2009. Reducing error and influencing behaviour. New York, NY. Fogarty, G. J. and Shaw, A. 2010. Safety climate and the Theory of Planned Behaviour: Towards the prediction of unsafe behaviour.  Accident Analysis \ Prevention, 42 (5), pp. 14551459. Fromherz, A. J. 2013. Qatar: Politics and the Challenges of Development by Matthew Gray (review).  The Middle East Journal, 67 (4), pp. 649651. Greene-Roesel, R., Washington, S., Weir, M., Bhatia, R., Hague, M., Wimple, B. 2013. Benefit cost analysis applied to behavioural and engineering safety countermeasures in San Francisco, California. Heinrich, H. W. 1959.  Industrial accident prevention. New York: McGraw-Hill. Santos-Reyes, J. and Beard, A. N. 2002. Assessing safety management systems.  Journal of Loss Prevention in the Process Industries, 15 (2), pp. 7795. Lebbon, A., Sigurdsson, S. O. and Austin, J. 2012. Behavioural Safety in the Food Services Industry: Challenges and Outcomes.  Journal of Organizational Behaviour Management, 32 (1), pp. 4457. Mehta, RK.   Agnew, MJ. 2013. Exertion-dependent effects of physical and mental workload on physiological outcomes and task performance.  The IIE Transactions on Occupational Ergonomics and Human Factors,  1(1), 3-5. Mohr, D. P. 2011.  Fostering sustainable behaviour. Gabriola, B.C.: New Society Publishers. Orr, T. 2008.  Qatar. New York: Marshall Cavendish Benchmark. Qsa.gov.qa. 2014.  . Welcome to Ministry of Development Planning and Statistics-Statistics sector website :.. [online] Available at: qsa.gov.qa/eng/index.htm [Accessed: 27 Mar 2014].

Differences between Cost-Effectiveness and Performance Management Coursework

Differences between Cost-Effectiveness and Performance Management - Coursework Example However, performance management can be done at the beginning of a project, in the course of the project and at the end of the project, unlike cost effectiveness which is mostly done after the conclusion of a project or at the end of a financial period A nonprofit organization is one that conducts activities or charitable projects without financial gains in mind and enjoys tax exemptions from the state. For a long time, it has been thought that it is difficult to measure the performance of nonprofit organizations. According to Anthony and Herzlinger (1980), they noted that the reason there exists a problem in the measurement of performance in nonprofit organizations is the aspect of motivation unlike in profit-making organizations where they are driven by profits. Thus, the lack of motivation leads to financial unsoundness to the nonprofit organizations. However, there are certain elements that are essential in assessing financial soundness in such organizations. Firstenberg and Nitte rhouse (1994), states that programs with measurable objectives and tasks should be created and seen to it that they are accomplished. They insist on the importance of having a budget that funds the tasks, setting time targets to meet those particular tasks and identifying managerial practices in that particular field the organization is involved in, to help in monitoring tasks and progress. Monitoring progress should be done through budget expenditures, completion of tasks and meeting objectives, meeting targets and comparison of the actual cost to the budgeted costs. This is just but a tip of the iceberg in assessing financial soundness of nonprofit organizations.