Selfactualization Essay Example For Students

Selfactualization Essay Self-realization advances the upgrade of self. It is a piece of our temperament that causes us to turn out to be better individuals, by growing our innovativeness, and making our encounters significantly more extreme. How viable it is relies upon the organismic esteeming capacity, which is the aftereffect of completing in human instinct. Rogers considered humanistic brain research and concentrated on the idea of character. He had faith in harmoniousness inside an individual because of self-realization. The idea of character was the essence of his examination. He found that positive, solid development happens normally, insofar as nothing deters its way. This development propensity itself is viewed as completion. The completely working individual was a very remarkable point of convergence for Rogers. He firmly inspected the necessities of individuals, for example love, fondness, and kinship, Within this development, he proposed there were various sorts. He discovered there was restrict ive positive respect, contingent self-respect, and states of worth. At that point, then again, there was Abraham Maslow. He was a persuasive scholar who built up a heirarchy of thought processes. He was just inspired by individuals who appeared to be totally fulfilled and balanced throughout everyday life. He discovered individuals who were so finished, with everything on their side, and afterward he needed to assess their inspiration. He discovered requirements shift in force and instantaneousness. He built up a pyramid with the entirety of the requirements people esteem. Bibliography:Perspectives on Personality ; Charles S. Carver 2000

Managing Team Sports Essay Example

Overseeing Team Sports Essay There is a distinction in approach in the readiness of a group and the introduction of a group. The arrangement of a group is canvassed in more detail in the section on Team Preparation Management. Group Presentation Management ought to be a continuation of the Preparation Management of the group. The two Management Teams may not be the equivalent in view of the distinctive Management abilities required. A handover procedure should occur between the Preparation Management and the Presentation Management to guarantee best outcomes. Note that games is a game for people and the introduction of a games group ought to be managed distinctively to the introduction of a group activity. When assembling the Team Presentation Management the independence of the game ought to be remembered. This part will clarify the obligations and duties of the Team Presentation Management. 2. SCHEMATIC LAY-OUT OF TEAM MANAGEMENT AND THE MOVEMENT OF THE ATHLETE HEAD OF DELEGATION EXECUTIVE MANAGER ? ASST. Chiefs MEN WOMAN ? ? Lead trainer ASSISTANT COACHES MEN WOMEN ATHLETES ? Clinical TEAM DOCTOR PHYSIOTHERAPIST 3. HEAD OF DELEGATION 3. 1. 3. 2. 3. 3. 3. 4. The Head of Delegation will be the President of the Athletics Federation or a representative designated by the President. The President or Delegate is the leader of the designation and report just to the Athletics Federation’s Board. The President or Delegate is the main authority agent at the gathering. The President or Delegate will go to every official capacity and will speak to the Athletics Federation at these capacities. 4. Official MANAGER †¢ The Executive Manager report just to the Head of Delegation. †¢ All Managers and Coaches report to the Executive Manager. No obstruction from outside ought to be permitted. 4. 1. Duties as a team with the Athletics Federation’s Administration Department the Executive Manager will: Order right amount and sizes of clothing for competitors from authentic providers well ahead of time. Screens progress of providers of clothing all the time. Request that providers be at group me eting to trade attire if necessary. Guarantee the accessibility of a tailor at the group meeting where the apparel is given to modify attire if necessary. 4. 1. 5. Book and affirm appointments for convenience. 4. 1. 6. We will compose a custom exposition test on Managing Team Sports explicitly for you for just $16.38 $13.9/page Request now We will compose a custom article test on Managing Team Sports explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer We will compose a custom article test on Managing Team Sports explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer Organizes convenience of athletes’ individual mentors to remain in a similar inn. This ought to be done on merit. 4. 1. 7. Affirms where and when the official capacities will happen. 4. 1. 8. Accommodate group transport to and from arena. Transport must suit the necessities of the competitors. 4. 1. 9. Gathers aircraft/transport/train passes to scene. 4. 1. 10. Organizes a financial plan to cover unforeseen costs. 4. 1. 11. Gets ready letter to all colleagues, clarifying the accompanying: 4. 1. 11. 1. Spot of rivalry 4. 1. 11. 2. Program 4. 1. 11. 3. Travel courses of action 4. 1. 11. 4. Capacity game plans 4. 1. 11. 5. Clothing 4. . 11. 6. Competitors as of now possessing hues must bring this along 4. 1. 11. 7. Time and spot that group meet up 4. 1. 11. 8. Any extra directions 4. 2. GENERAL 4. 2. 1. 4. 2. 2. 4. 3. Demands full group participation including administrators and mentors at pre-masterminded times. Accommodates a group notice board. 4. 1. 1. 4. 1. 2. 4. 1. 3. 4. 1. 4. ON ARRIVAL AT ACCOMMODATION 4. 3. 1. 4. 3. 2. Arrange at the home for a room where a gathering can be held with all colleagues. Discover where the specialized gathering is held and orchestrate with the central mentor to go to the gathering with the Executive Manager. . 4. Group MEETING 4. 4. 1. 4. 4. 2. 4. 4. 3. 4. 4. 4. Go about as Chairperson and co-ordinate criticism of Team Managers, Team Coaches and Athletes. The directors manage all exceptional organization. All the specialized data picked up at the specialized gathering is examined with the competitors. The board and mentors concur before the gathering who will discuss what. The official chief will demonstrate when someone is chatting for his/her benefit during the gathering. Get ready for the specialized gathering. Talk about specialized report of mentors. (See list under coaches’ planning or specialized gathering). Examine the hour of the following gathering after the specialized gathering with all colleagues. 4. 4. 5. 4. 4. 6. 4. 4. 7. 4. 5. MEETING WITH THE ENTIRE TEAM AFTER THE TECHNICAL MEETING 4. 5. 1. 4. 5. 2. 4. 5. 3. Talk about the timetable of the gathering. Affirm travel courses of action. Examine all purposes of significance as demonstrated during the specialized gathering. 4. 6. DURING MEETING 4. 6. 1. 4. 6. 2. 4. 6. 3. 4. 6. 4. 4. 6. 5. Be alert, along with the Team Manager and Team Coaches, for potential issues e. g. wounds, draws, warms, and so forth. On the off chance that essential make claim for the benefit of the colleagues. As a team with the central mentor, do setting of the hand-off group, in view of aftereffects of the day. Keep record of awards that were won, just as any outcomes that might not be right. In the event that any disciplinary activity is important, sort out a gathering with the applicable administrator, mentor and skippers. 4. 7. AFTER COMPLETION OF THE COMPETITION 4. 7. 1. 4. 7. 2. 4. 7. 3. 4. 7. 4. 4. 7. 5. Get ready specialized report in a joint effort with the whole Team Management. Gather a total arrangement of aftereffect of the gathering. Check if the record for the habitation is paid, and check all rooms before the group leave. Hand the eport and all significant data over to the CEO/General Manager. Gather the reports of the administrators and mentors and set up an official specialized report and offer it to the CEO/General Manager inside a month in the wake of coming back to South Africa. The report must include: 4. 7. 5. 1. A duplicate of the aftereffects of the gathering. 4. 7. 5. 2. A specialized report, which incorporates the reports of the directors and mentors. 4. 7. 5. 3. A report on the contribution of the Athletics Federation office. 4. 7. 5. 4. Proposals where upgrades must occur, assuming any. 5. Group MANAGERS The Team Managers report to the official director. . 1. Obligations Collect numbers and sizes of clothing of competitors e. g. coats, tracksuits, vests, sacks, and so forth straightforwardly after the group is reported. 5. 2. AT THE TEAM MEETING 5. 2. 1. 5. 2. 2. 5. 2. 3. 5. 2. 4. 5. 3. Offer letter to all individuals clarifying all subtleties Give carrier passes to colleagues Issue clothing to all competitors and affirm sizes Organize a group photograph ON ARRIVAL AT ACCOMMODATION 5. 3. 1. Arrange with the assistance of the mentors that competitors show up securely at living arrangement. 5. 4. Group MEETING Get all the competitors together in the conference center and talk about the accompanying: 5. 4. . Room numbers guarantee everyone is content with the room they remain in and change if essential. 5. 4. 2. Check all clothing 5. 4. 3. Examine feast courses of action 5. 4. 4. Talk about preparing courses of action 5. 4. 5. Examine all subtleties with respect to rivalries, capacities and travel courses of action 5. 4. 6. Sort out a group photograph 5. 4. 7. Issue all guidelines, ideally recorded as a hard copy 5. 4. 8. Delegate different councils e. g. discipline, voyaging, preparing, and so on 5. 4. 9. Talk about money related courses of action with illustrative of Athletics Federation Board. 5. 4. 10. Sort out going from: 5. 4. 10. 1. Air terminal to place of remain 5. 4. 10. 2. Spot of remain to air terminal 5. 4. 10. 3. Spot of remain to work and back 5. 4. 10. 4. Spot of remain to preparing 5. 4. 10. 5. Spot of remain to rivalry 5. 4. 10. 6. Rivalry to place of remain 5. 4. 11. Gather all the group member’s air tickets for the following flight. Make square appointments. 5. 4. 12. Talk about spot of stay game plans of non-colleagues e. g. individual mentors, family. Handle on merit. 5. 5. DURING MEETING 5. 5. 1. 5. 5. 2. 5. 5. 3. 5. 6. Be alert, along with the group mentors, for potential issues e. g. wounds, draws, warms, and so on. On the off chance that essential exhortation the Executive Manager to make request for the benefit of the colleagues. Keep record of awards that were won, just as any outcomes that might not be right. AFTER COMPLETION OF THE COMPETITION 5. 6. 1. 5. 6. 2. 5. 6. 3. Get ready specialized report in a joint effort with the mentors. Guarantee all colleagues have transport back home. Hand the report and all significant data over to the Executive Manager. 6. Boss COACH Normally the Director of Development or Coach assigned by Director of Coaching and affirmed by the Athletics Federation Board. 6. 1. REPORT TO 6. 1. 1. 6. 1. 2. 6. 2. The Head of Delegation on group choice and non-group matters The Team Managers on all issues with the exception of choice RESPONSIBLE FOR 6. 2. 1. 6. 2. 2. 6. 2. 3. 6. 2. 4. 6. 2. 5. 6. 2. 6. 6. 2. 7. Coordinating the arrangement and instructing of the group/bunch Appraising rivalry scene preceding the specialized gathering and exhortation the executives on issue zones. Planning crafted by the group of mentors All training/specialized/strategic issues Preparing material for the specialized gathering Preparing a specialized report on the opposition as a team with the group administrator, do setting of the hand-off group, in light of aftereffects of the day. . 3. Planning FOR THE TECHNICAL MEETING The main mentor, in interview with group mentors, readies a rundown of specialized notes for the directors. These notes must be talked about with the supervisors before specialized gathering. This must include: 6. 3. 1. 6. 3. 2. 6. 3. 3. 6. 3. 4. 6. 3. 5. 6. 3. 6. 6. 3. 7. 6. 3. 8. Path draws , bouncing/tossing orders Starting statures and modifications Whose executes require checking Program re-planning Team changes Any important clinical accreditation data Technical focuses after evaluation of arena with competitors Need fo

Blog Archive Accelerate Your Career and Experience Foreign Cultures with the Wharton Executive MBA

Blog Archive Accelerate Your Career and Experience Foreign Cultures with the Wharton Executive MBA The full-time MBA program at the Wharton School of the University of Pennsylvania attracts thousands of applications each yearâ€"the Class of 2020, for example, was built from a total of 6,245 applications. But for applicants who have already gained lengthy work and leadership experience, the school’s Executive MBA (EMBA) Program may be a better fit. Wharton’s EMBA Class of 2021 is decidedly diverse, featuring 236 participants from 26 countries with an average of 12 years of work experience and an average age of 36. The 24-month Wharton EMBA program follows largely the same curriculum as its full-time counterpart, but it allows participants to continue to work full time throughout their studies. The program is offered at Wharton’s Philadelphia and San Francisco campuses, and students can switch locations in their second year or take a semester of elective classes on the other campus if space is available. Each incoming class is typically split equally between the Philadelphia campus (120 within the Class of 2021) and the San Francisco campus (116 within the Class of 2021). The program kicks off with a week-long orientation program at the Philadelphia campus, which all EMBA students attend. After the orientation, classes take place at both campuses on Fridays and Saturdays every other week, in addition to a number of three-day weekends. Students typically spend 20 to 25 hours per week between class meetings studying, including remote collaboration sessions with their study teams. The EMBA core curriculum is divided into three parts: Leadership Essentials, which features three courses, including “Responsibility in Global Management”; Analytic Foundations, which also comprises three courses, including “Regression Analysis for Business”; and Business Foundations, an eight-module course featuring such themes as “Marketing Management,” “Fundamentals of Financial and Managerial Accounting,” and “Macroeconomics and the Global Economic Environment.” In their second year, students choose from a plethora of elective courses, which amount to nearly half of the program’s 19 credit units. Although students are not required to follow a major course of study, they can choose from the 19 majors offered by Wharton. In the second year of the program, students take part in the EMBA Global Business Week, a seven-day trip consisting of company visits, lectures, and learning about the culture at one of five available international locations. The most recent class that participated in Global Business Week chose from such locations as Cuba, Spain, China, and South Africa. The EMBA program also offers Global Modular Courses, which are short and intensive workshops hosted in various locations focusing on locally relevant topics. Past courses have included “Conducting Business in Emerging Economies” in Colombia, “Competitive Advantage in the Leisure Industry” in Portugal and Spain, and “Sustainable Growth in ASEAN” in Malaysia, Indonesia, and Singapore. Combining a demanding job with part-time MBA studies can be challenging, but the effort involved can confer notable advantagesâ€"not only in the professional doors an MBA typically opens and the leadership skills gained but also in the relationships established with classmates and faculty members. If you are considering applying to a part-time MBA program, sign up for a free 30-minute consultation with one of our Senior Consultants to get valuable information on starting your journey. Share ThisTweet Business School University of Pennsylvania (Wharton)

A Social Critique Of The Judgment Of Taste - 1661 Words

Pierrie Bourdieu was a sociologist, anthropologist, philosopher, and renowned public intellectual. He mainly focused with the dynamics of powers in society; especially those that were diverse and delicate in the ways of how they were transferred. As well as how social order were maintained throughout the time of their existence. (Bourdieu) Bourdieu is best known for his book Distinction: A Social Critique of the Judgment of Taste. Being deemed the sixth most important sociological work of the twentieth century by the International Sociological Association (ISA). (Bourdieu) argues that judgments of taste are acts of social positioning. Along the journey of debating the correlation between taste and social positioning, he tried to reunite the influences of both external social structures such as: churches, schools, and other physical constructs that society is able to interact in. Along with social structures subjective experience, which is a product of an individual mind. Roland Robertson is a sociologist and theorist of globalization. With a touring of who lectures at the University of Aberdeen in Scotland, United Kingdom. Formerly he was a professor of sociology at the University of Pittsburgh. He was the President of the Association for the Sociology of Religion in 1988. Robertson s main works are Globalization: Social Theory and Global Culture (1992) and the edited volume Global Modernities. 1985 first used the term â€Å"globalization† in one of Roland sociological article.Show MoreRelatedThe Gay Science : A Modern Critique Of Science1621 Words   |  7 PagesThe Gay Science: A Modern Critique of Science Bertrand Russell wrote about Nietzsche in A History of Western Philosophy, â€Å"He invented no new technical theories in ontology or epistemology; his importance is primarily in ethics, and secondarily as an acute historical critic.† (Russell 760) If The Gay Science is read as a true prescription for how science should be done, the majority of Nietzsche’s sections seem unrelated; there is no clear way too see how these sections speak to what is commonly understoodRead MoreThe Sociological Concept Of ‘Taste’ Allows Us To See How1651 Words   |  7 PagesThe sociological concept of ‘taste’ allows us to see how our styles and mannerisms directly define and structure the societal groups we inhabit. In Stewart’s book ‘Culture, Taste and Value’ (2013) he defines taste, from a common sense perspective, as a purely subjective, private matter (Stewart, 2013). However, in this essay, my aim is to inform the reader of the substantial implications ‘taste’ has as a theoretical framework for explaining societal structures and understanding everyday life. TheRead MoreThe Theories from the Movie of Confessions of a Shopaholic1588 Words   |  7 PagesInstances with cultural dimension are everywhere. The very normal everyday affairs that relate to cultural field could intricately stand on behalf of, or are shaped by, wider social and cultural forces (Miller, McHoul, 1). For instance, in the movie of Confessions of a Shopaholic (2009), fashion as a significant element, including the appearances of projection, consumption and aesthetics, as well as the status of upper class, determines self-identity and expresses one’s personality and discoursesRead MoreAll Mankind, Possesses An Equal Basic Moral Status. We1627 Words   |  7 PagesAll mankind, possesses an equal basic moral status. We can see, feel, hear, taste and have tactile sensation, allows us to be inquisitive about the world around us. In Kant’s general introduction to the metaphysics of morals. 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An Introduction to Ergonomics

Assessment Of Acute Phase Protein - 1216 Words

DEPARTMENT OF BIOCHEMISTRY FACULTY OF MEDICINE UNIVERSITY OF KHARTOUM Assessment of acute phase protein (plasminogen activating inhibitor) levels and in type 2 Sudanese diabetic patients A research proposal for master degree of medical biochemistry By Khalid M.Elhassan Osman Abdelsamad Supervisor Dr. Khalid Hussein Introduction and literature review: Diabetes mellitus is a metabolic disorder of multiple etiologies. It is characterized by chronic hyperglycemia together with disturbances of carbohydrate, fat and protein metabolism resulting from defects of insulin secretion, insulin action or both.(1) Type 2 diabetes (formerly called non-insulin-dependent or adult onset diabetes) is caused by the body’s ineffective use of insulin. It often results from excess body weight and physical inactivity. The expected number of diabetic patients 438 million by 2030, an increase of 54% compared to predicted figures for 2010(2). Macro vascular diseases such as coronary artery disease are one of complications of both type 1 and type 2 diabetes mellitus. The prevalence of diabetes is increasing, now diabetes also affects adolescents and younger adults, thus promoting the earlier development of long term cardiovascular complications. Diabetes itself accounts for 75 – 90% of the excess coronary art ery disease (CAD) risk and enhances the effects of other cardiovascular risk factors. Death from stroke and myocardial infarction (MI) are the leadingShow MoreRelatedLab Report On Biochemical Assessment880 Words   |  4 Pages PUID _0026259309_______________________ LAB: Monday Thursday (circle one) Week 2 Lab Assignment: Biochemical Assessment Paper Copy Due in Lab Week of September 12 Submit Electronic Copy on Safe Assign in Blackboard REFERENCES TO USE: Nelms Textbook - Appendix E and assigned readings Read the Case Study posted on Blackboard. Questions #1 to #9 pertain to the Case Study. 1. 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Alongside of traditional hematologic analyses, considerable progress has been made in the understanding of acute phase response in veterinary medicine over recent years, to the point that measurement of acute phase proteins has proved as a powerful tool to enhance clinical evaluation in domestic animals for diagnostic, monitoring and prognostic purposes (Eckersall and Bell, 2010). The acute phase response (APR)Read MoreThe Effects Of Blood Analysis On Veterinary Practice1488 Words   |  6 Pagespresence of acute or chronic inflammation or infection or of immunoproliferative disorders. Alongside of traditional hematologic analyses, considerable progress has been made in the understanding of acute phase response in veterinary medicine over recent years, to the point that measurement of acute phase proteins has proved as a powerful tool to enhance clinical evaluation in domestic animals for diagnostic, monitoring and prognostic purposes (Eckersall and Bell, 2010). 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Labor and Unions in America Essay Example For Students

Labor and Unions in America Essay The Industrial Revolution was dawning in the United States. At Lowell, Massachusetts, the construction of a big cotton mill began in 1821. It was the first of several that would be built there in the next 10 years. The machinery to spin and weave cotton into cloth would be driven by water power. All that the factory owners needed was a dependable supply of labor to tend the machines. As most jobs in cotton factories required neither great strength nor special skills, the owners thought women could do the work as well as or better than men. In addition, they were more compliant. The New England region was home to many young, single farm girls who might be recruited. But would stern New England farmers allow their daughters to work in factories? The great majority of them would not. They believed that sooner or later factory workers would be exploited and would sink into hopeless poverty. Economic laws would force them to work harder and harder for less and less pay. THE LOWELL EXPERIMENTHow, then, were the factory owners able to recruit farm girls as laborers? They did it by building decent houses in which the girls could live. These houses were supervised by older women who made sure that the girls lived by strict moral standards. The girls were encouraged to go to church, to read, to write and to attend lectures. They saved part of their earnings to help their families at home or to use when they got married. The young factory workers did not earn high wages; the average pay was about $3.50 a week. But in those times, a half-dozen eggs cost five cents and a whole chicken cost 15 cents. The hours worked in the factories were long. Generally, the girls worked 11 to 13 hours a day, six days a week. But most people in the 1830s worked from dawn until dusk, and farm girls were used to getting up early and working until bedtime at nine oclock. The factory owners at Lowell believed that machines would bring progress as well as profit. Workers and capitalists would both benefit from the wealth created by mass production. For a while, the factory system at Lowell worked very well. The population of the town grew from 200 in 1820 to 30,000 in 1845. But conditions in Lowells factories had already started to change. Faced with growing competition, factory owners began to decrease wages in order to lower the cost-and the price-of finished products. They increased the number of machines that each girl had to operate. In addition, they began to overcrowd the houses in which the girls lived. Sometimes eight girls had to share one room. In 1836, 1,500 factory girls went on strike to protest wage cuts. (The girls called their action a turn out.) But it was useless. Desperately poor immigrants were beginning to arrive in the United States from Europe. To earn a living, they were willing to accept low wages and poor working conditions. Before long, immigrant women replaced the Yankee (American) farm girls. To many people, it was apparent that justice for wage earners would not come easily. Labor in America faced a long, uphill struggle to win fair treatment. In that struggle, more and more workers would turn to labor unions to help their cause. They would endure violence, cruelty and bitter defeats. But eventually they would achieve a standard of living unknown to workers at any other time in history. GROWTH OF THE FACTORYIn colonial America, most manufacturing was done by hand in the home. Some was done in workshops attached to the home. .u08146a3590eff8efc4f5059c91dc0bc8 , .u08146a3590eff8efc4f5059c91dc0bc8 .postImageUrl , .u08146a3590eff8efc4f5059c91dc0bc8 .centered-text-area { min-height: 80px; position: relative; } .u08146a3590eff8efc4f5059c91dc0bc8 , .u08146a3590eff8efc4f5059c91dc0bc8:hover , .u08146a3590eff8efc4f5059c91dc0bc8:visited , .u08146a3590eff8efc4f5059c91dc0bc8:active { border:0!important; } .u08146a3590eff8efc4f5059c91dc0bc8 .clearfix:after { content: ""; display: table; clear: both; } .u08146a3590eff8efc4f5059c91dc0bc8 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u08146a3590eff8efc4f5059c91dc0bc8:active , .u08146a3590eff8efc4f5059c91dc0bc8:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u08146a3590eff8efc4f5059c91dc0bc8 .centered-text-area { width: 100%; position: relative ; } .u08146a3590eff8efc4f5059c91dc0bc8 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u08146a3590eff8efc4f5059c91dc0bc8 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u08146a3590eff8efc4f5059c91dc0bc8 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u08146a3590eff8efc4f5059c91dc0bc8:hover .ctaButton { background-color: #34495E!important; } .u08146a3590eff8efc4f5059c91dc0bc8 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u08146a3590eff8efc4f5059c91dc0bc8 .u08146a3590eff8efc4f5059c91dc0bc8-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u08146a3590eff8efc4f5059c91dc0bc8:after { content: ""; display: block; clear: both; } READ: Youth Essay As towns grew into cities, the demand for manufactured goods increased. Some workshop owners began hiring helpers to increase production. Relations between the employer and helper were generally harmonious. They worked side by side, had the same interests and held similar political views. The factory system that began around 1800 brought great changes. The employer no longer worked beside his employees. He became an executive and a merchant who rarely saw his workers. He was concerned less with their welfare than with the cost of their labor. Many workers were angry