Maud Wood Park Woman Suffragist

Dates: January 25, 1871 - May 8, 1955 Known for: the first president of the League of Women Voters; credited with organizing success for the Nineteenth Amendment through her lobbying skill Maud Wood Park Biography Maud Wood Park was born Maud Wood, daughter of Mary Russell Collins and James Rodney Wood. She was born and grew up in Boston, Massachusetts, where she attended school until she went to  St. Agnes School in Albany, New York. She taught school for five years and then attended Radcliffe College, graduating in 1898 summa cum laude. She became active in the woman suffrage movement, one of only two students in her class of 72 to favor women voting. When she was a teacher in Bedford, Massachusetts, before she started college, she became secretly engaged to Charles Park, who boarded at the same home she did.   They married, also secretly, while she was at Radcliffe. They lived near Denison House, a Boston settlement house, where Maud Wood Park became involved in social reform. He died in 1904. From her time as a student, she was active in the Massachusetts Suffrage  League. Three years after graduation, she was a co-founder of the Boston Equal Suffrage Association for Good Government, which worked both for suffrage and for government reform. She helped organize chapters of the College Equal Suffrage League. In 1909, Maud Wood Park found a sponsor, Pauline Agassiz Shaw, who funded her travel abroad in exchange for agreeing to work for three years for the Boston Equal Suffrage Association for Good Government. Just before she left, she married, again secretly, and this marriage was not publicly acknowledged. This husband, Robert Hunter, was a theatrical manager who traveled frequently, and the two did not live together. On returning, Park resumed her suffrage work, including organizing for a Massachusetts referendum on woman suffrage. She became friends with Carrie Chapman Catt, head of the National American Woman Suffrage Association. In 1916, Park was invited by the National American Woman Suffrage Association to head its lobbying committee in Washington, D.C.   Alice Paul was, by this time, working with the Womans Party and advocating for more militant tactics, creating tension within the suffrage movement. The House of Representatives passed the suffrage amendment in 1918, and the Senate defeated the amendment by two votes. The suffrage movement targeted Senate races in several states, and womens organizing helped defeat senators from Massachusetts and New Jersey, sending pro-suffrage senators to Washington in their places. In 1919, the suffrage amendment won the House vote easily and then passed the Senate, sending the amendment to the states, where it was ratified in 1920. After the Suffrage Amendment Park helped turn the National American Woman Suffrage Association from a suffrage organization into a more general organization promoting education among women voters and lobbying on womens rights. The new name was the League of Women Voters, a nonpartisan organization designed to help train women to exercise their new citizenship rights. Park helped create, with Ethel Smith, Mary Stewart, Cora Baker, Flora Sherman and others the Special Committee, the lobbying arm that won the Sheppard-Towner Act. She lectured on womens rights and politics, and helped lobby for the World Court and against the Equal Rights Amendment, fearing the latter would do away with protective legislation for women, one of the causes Park was interested in. She was also involved in winning the Cable Act of 1922, giving citizenship to married women independent of their husbands citizenship. She worked against child labor. In 1924, ill health led to her resignation from the League of Women Voters, continuing to lecture and to volunteer time working for womens rights. She was succeeded at the League of Women Voters by Belle Sherwin. In 1943, in retirement in Maine, she donated her papers to Radcliffe College as the core of a Womens Archive. This evolved into the Schlesinger Library.   She moved in 1946 back to Massachusetts  and died in 1955.

Materials And Methods For Afm Adhesion Measurements

4. Materials and Methods for AFM Adhesion Measurements 4.1. Materials Paraformaldehyde (4% in 0.1 M Phosphate Buffer Saline), 1 Phosphate Buffered Saline (PBS) and Muscovite Mica (V-1 Quality) were purchased from Electron Microscopy Sciences (Hatfield, PA). Coverslips (No.1.5 thickness) were purchased from MatTek Corporation (Ashland, MA). MDA-MB-231 and Hs578Bst cell lines, growth media (L-15 fand 46-X, respectively), and media supplements (penicillin/streptomycin and fetal bovine serum) were purchased from American Type Culture Collection (ATCC, Manassas, VA). Uncoated n-doped silicon AFM probes (MPP-31100) were purchased from Bruker (Billerica, MA). 4.2. AFM Tip Preparation AFM tips were functionalized using a simple†¦show more content†¦The breast cancer cells were incubated at 37  °C under normal atmospheric pressure, while the normal breast cancer cells were incubated at 37  °C in environments with 5% CO2 levels, respectively. The MDA-MB-231 and Hs578bst cells were grown respectively in L-15 or 46-X base media. These were supplemented with 100 I.U./ml penicillin/100 ÃŽ ¼g/ml streptomycin and 10% FBS. The cells were first rinsed with 1X PBS and then fixed with 4 wt% paraformaldehyde solution for 10 mins at room temperature. They were then rinsed with PBS solution for three more times, before a final rinse with purified water. Finally, the samples were dried in a vacuum desiccator for at least 5 hours. 4.4. AFM tip Characterization An FEI Quanta 200 FEG Environmental-SEM (FEI, Hillsboro, OR) was used to view the AFM tips before and after coating. This was done to determine whether or not the AFM tips were successfully dip-coated. The tips were also viewed in the ESEM after the pull-off tests. This was done to ensure that no coating was lost during the AFM pull-off. 4.5. Force-Displacement Measurements All of the AFM experiments were performed in a Dimension NanoMan AFM (Bruker, Billerica, MA). This was done under ambient conditions at room temperature of 24  °C and a relative humidity of 45%. The photo-detector sensitivity was calibrated on a hard mica surface. The adhesive forces were measured for the following configurations: (1) bare tips and normal

Essay about Search and Seizure in the Public Schools

Search Seizure in the Public Schools To fully understand the role and related responsibilities of search and seizure in the public schools, the Constitutional rights of the students and case law must be examined. The Fourth Amendment of the Constitution states: The right of the people to be secure in their persons, papers, and effects, against unreasonable searches and seizures, shall not be violated, and no Warrants shall issue, but upon probable cause, supported by Oath or affirmation, and particularly describing the place to be searched, and the persons or things to be seized. The intent of the Fourth Amendment is to guarantee security against unreasonable governmental searches. Because school officials are actually†¦show more content†¦The Court ruled that it did not violate students federal or state constitutional rights to be free from unreasonable searches. The Court reasoned that the state, as schoolmaster of children, must exercise a degree of supervision and control greater than it could exercise over adults. They also said that public school children have lesser privacy expectations with regard to medical examinations and procedures than the general population, and student athletes have even less legitimate privacy expec tation. The school district had immediate and legitimate concern in preventing student athletes from using drugs. Metal Detector Searches: No case has been brought to the Supreme Court level regarding metal detectors used to search students. In the case, People v. Pruitt , the Illinois appellate court held that searching students entering a school with a metal detector required no individual suspicion. The use of metal detectors should be communicated to all students and parents before implementation. Police Dog Searches The case of Horton v. 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Case Analysis Sunflower Incorporated free essay sample

This case focuses on the planned change program that was implemented on the financial reporting system of Sunflower Incorporated, a large distribution company which resells salty snack foods and liquor. It also focuses on the management of the change program that was implemented to monitor pricing and purchasing decisions. Issues: †¢The major issue that this case highlights is manipulation in products in some regions to increase the sale and the profit of the company. The other issue is ineffectiveness in implementing the change program that Agnes Albanese initiated. †¢Inability to maintain the sustainability of the change program as even after agreeing with the change program, not a single regional executive bother to send the pricing and purchasing report. Analysis: After Sunflower began to use financial reporting system that compared sales, costs, and profit across regions, management found out that there was lack of congruence between the pricing and purchasing decision s across regions. Due to this, profit varied widely from one region to other. The head office encouraged each region to be autonomous because of taste and practices, the management found that highly profitable regions were sometimes using low-quality items to boost profit margins and increase the market share. Here, Leon Steelman has acted as the initiator of the change who hired Agnes Albanese as the change agent for the change program. The nature of change was the planned change to bring about congruence in the pricing and purchasing decisions across regions. Analysis of the Change Process according to the Change Management Model: Sunflower incorporated initiation for change program was a reasonable step but the process of change program was ineffective. According to change management model, Albanese needed to consider certain parameters that deterred the change process. Motivating change: She had inadequate analysis and resources which failed to establish clarity of the outcomes to the executives. She only considered the existing problems and created a vision for change. Creating vision: There was inadequate supply of information, and lack of coordination from the regional executives regarding purchasing and pricing decisions. Therefore she was unable to create a clear vision regarding the importance of the change program. Developing political support: Participatory approach was lacking while designing the change program. Thus there was lack of ownership. For a change to be effective identification of the key players whose support is required for success is an important aspect to be fulfilled but Albanese refused to visit the regions to discuss the purchasing and pricing policies with the executives giving the reason that the trips would be expensive and time consuming. Also there was no personal motivational reason for regional executives to pursue the change program. Managing the transition: Albanese was not able to manage the transition from the current state to the desired future state. It required creating an effective plan for managing the change activities as well as planning special managing structure for operating the organization during the transition. During the transition state the communication medium i. e. sending email used was inappropriate and there was no adequate exchange of information between Albanese and regional executives. Sustaining momentum: The change management program also involves the activities towards sustaining and completion of the change program through reinforcement of the new behaviors needed to implement the changes but there was no activities towards reinforcement of the new behavior among the regions. Similarly, the pushing forces that were prevalent were: 1. Top management pressure 2. Other brands were pushing hard to increase market share by cutting prices and launching new products. Hence this had created competitor’s pressure. 3. Profitability needs. From the force field analysis it is known that there are more restraining forces than pushing forces prevalent in the system making the change program ineffective. Albanese was able to unfreeze the existing situation and create an environment in which executives accepted the need for change. She was also able to move the behavior of the regional executives in the desired direction but failed to freeze the change that was desired as there were prevalent restraining forces than pushing forces. The other thing contributing to the failure of the change program was that change process was initiated during the peak sale season which was an inappropriate time for the implementation for the change program. Recommendations and suggestions: Albanese approach may be typical for many organizations but unfortunately it doesnt return anticipated results for numerous reasons. Organizational development theory tells us that change, in order to be effective, must be led and managed. Albanese only provided a quick solution to what she regarded as a simple problem while making no efforts to establish a change plan that would have included such elements as providing the leadership and vision to promote the change, cultural assessment to align behavioral norms, communication and stakeholder management, performance management, training and development, and the impact of the change on the organizational structure. In order to make the change program a success, Albanese should have taken following measures: †¢Proper analysis of the resources should be done to establish clarity of outcomes so as to get support from the regional executives. †¢As suggested by Mobley, she should have personally visited the regions and discussed purchasing and pricing policies with the executives so that refreezing of the change would have been possible. Effective communication medium should be used to enhance coordination from the regional executives. †¢She should have institutionalized the change by passing through the board meeting. †¢She should have used participatory approach while designing the change program which would have developed ownership among the regional executives so that they support the change. †¢She should have considered personnel motivational factors while implementing the change program.