Texas Revolution Battle of Gonzales

The Battle of Gonzales was the opening action of the Texas Revolution (1835-1836). The Texans and Mexicans clashed near Gonzales on October 2, 1835. Armies and Commanders at the Battle of Gonzales Texans Colonel John Henry Moore150 men Mexicans Lieutenant Francisco Castaà ±eda100 men Background Information With tensions rising between the citizens of Texas and the central Mexican government in 1835, the military commander of San Antonio de Bexar, Colonel Domingo de Ugartechea, began taking action to disarm the region. One of his first efforts was to request that the settlement of Gonzales return a small smoothbore cannon which had been given to the town in 1831, to aid in fending off Indian attacks. Aware of Ugartecheas motives, the settlers refused to turn over the gun. Upon hearing the settlers response, Ugartechea dispatched a force of 100 dragoons, under Lieutenant Francisco de Castaà ±eda, to seize the cannon. The Forces Meet Departing San Antonio, Castaà ±edas column reached the Guadalupe River opposite Gonzales on September 29. Met by 18 Texas militiamen, he announced that he had a message for the alcalde of Gonzales, Andrew Ponton. In the discussion that followed, the Texans informed him that Ponton was away and that they would have to wait on the west bank until he returned. Unable to cross the river due to high waters and the presence of Texan militia on the far bank, Castaà ±eda withdrew 300 yards and made camp. While the Mexicans settled in, the Texans quickly sent word to the surrounding towns asking for reinforcements. A few days later, Coushatta Indian arrived in Castaà ±edas camp and informed him that the Texans had gathered 140 men and were expecting more to arrive. No longer willing to wait and knowing that he could not force a crossing at Gonzales, Castaà ±eda marched him men upriver on October 1 in search of another ford. That evening they made camp seven miles up stream on the land of Ezekiel Williams. While the Mexicans were resting, the Texans were on the move. Led by Colonel John Henry Moore, the Texan militia crossed to the west bank of the river and approached the Mexican camp. Fighting Begins With the Texas forces was the cannon that Castaà ±eda had been sent to collect. Early on the morning of October 2, Moores men attacked the Mexican camp flying a white flag featuring a picture of the cannon and the words Come and Take It. Taken by surprise, Castaà ±eda ordered his men to fall back to a defensive position behind a low rise. During a lull in the fighting, the Mexican commander arranged a parley with Moore. When he asked why the Texans had attacked his men, Moore replied that they were defending their gun and were fighting to uphold the Constitution of 1824. Castaà ±eda told Moore that he sympathized with the Texans beliefs but that he had orders that he was required to follow. Moore then asked him to defect, but was told by Castaà ±eda that while he disliked the policies of President Antonio Là ³pez de Santa Anna, he was bound by honor to do his duty as a soldier. Unable to come to an agreement, the meeting ended and the fighting resumed. Outnumbered and out-gunned, Castaà ±eda ordered his men to fall back to San Antonio a short time later. This decision was also influenced by Castaà ±edas orders from Ugartechea not to provoke a major conflict in attempting to take the gun. Battle of Gonzales Aftermath A relatively bloodless affair, the only casualty of the Battle of Gonzales was one Mexican soldier who was killed in the fighting. Though losses had been minimal, the Battle of Gonzales marked a clear break between the settlers in Texas and the Mexican government. With the war begun, Texan forces moved to attack Mexican garrisons in the region and captured San Antonio in December. The Texans would later suffer a reversal at the Battle of the Alamo, but would ultimately win their independence after the Battle of San Jacinto in April 1836. Resources and Further Reading Texas AM: Battle of GonzalesTexas Military Forces Museum: Battle of GonzalesHandbook of Texas: Battle of Gonzales

My Inspiration for Getting My Ph.D. in Quantitative...

Early in my undergraduate education I became interested in both developmental and quantitative psychology. I initially became interested in developmental psychology by learning about the impact that childhood events can have on adult life. My passion for quantitative psychology came after I enrolled in my Psychological Methods class. This inspired me to expand my knowledge of statistics and go outside the psychology department to enroll in Linear Regression, Analysis of Variance and other advanced statistics courses. I gained the ability to run statistical analyses in multiple packages such as R, SAS, and SPSS. These classroom experiences along with applied research and evaluation experience culminated with me wanting to obtain a Ph.D. in†¦show more content†¦My work experience has also being a great asset to my research knowledge. I have worked at UC Davis in the evaluation/research field for 3 years in two capacities: as a student assistant at the Center for Education and Evaluation Services and currently as an Evaluation Analyst for the iAMSTEM Hub. As a student assistant, I prepared data for analysis via data cleaning and statistical diagnostic tests. I collaborated on building statistical models to assess program effectiveness, as well as collaborating on both evaluation reports and publications. Now as an Evaluation Analyst, I am working on the program evaluation for an NIH grant; working with repeated measures and qualitative coding. I work with large longitudinal data sets to answer various research questions for departments across UCD, often utilizing multilevel modeling to account for the nested structure of the data as well as applying propensity score analysis to make better predictions of non-randomized studies. This work in the research field has solidified my drive for pursuing a Ph.D., in order to advance my career and obtain my goal of becoming a researcher in an academic setting. I would like my research to be cross-disciplinary, pulling from both developmental and quantitative psychology. I would like to extend my research to look at the application of research methods to culturally diverse groups. My lab experienceShow MoreRelatedStephen P. Robbins Timothy A. 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Recruitment in an Industry for Healthcare - myassignmenthelp

Question: Write about theReport on Recruitment in an Industryfor Healthcare Industry. Answer: Introduction The recruiting and retention process for health professionals should be everyones priority; every single one of us is probably a patient somewhere in their particular lives. Patients ought to be given access to quality healthcare given by an adequately qualified staff. Additionally, healthcare professionals deserve working in an adequately supported condition, with employee degrees that ensure safety as well as quality healthcare. Most European states indicate challenges in the retention as well as the recruiting of healthcare professionals with growing deficiencies estimated in future (Merrifield, 2015). This report focuses mainly on the problems that recruitment of healthcare officials face in Europe. Despite the countries in Europe being very developed, there are many challenges even arising from the development itself. Those involved in the recruitment should create ways to deal with these. For this paper, we are going to expound more on the challenges in the sector and which sol utions analysts and government officials have brought forward (British Medical Association, 2015). Challenges The coming days for healthcare depend on the staff quality. This point alone brings about a substantial difficulty as well as a chance for the sector leaders. It is very apparent that the influx of workforce in the past might not even satisfy the future needs. Payments are attributed to client/patient satisfaction as well as a significant quality, inadequacies in professionals to care for a growing population, and growing cost of living, healthcare companies require talent which could properly, and adapt at a quick rate (Imison Bohmer, 2013). Health care companies ought to employ staff with not just the normal requirements but more, degrees and certifications. In this present age, health care officials have to identify, enhance and provide staff with better capabilities that are not taught in school as well as not required to prosper in the basic, result based system. This advanced need allows healthcare staff brings about a large lead by efficiently creating and maintaining the ability of their protgs (Jaques, 2013). Feedback on recruitment and retention issues shows immense variation between nations. High-income countries, such as the U.S, Australia, the Nordic countries, Australia and the UK have a history going back to the 19th century of efforts to address the large-scale recruitment due to limitations in recruiting enough nurses and consultant doctors to meet their current and future healthcare needs (Kaffash, 2013). Other countries such as Hungary, Lithuania, the Czech Republic and South Africa have been more vigilant in increasing staff retention, mainly to stop losing many professionals to brain drain (Kaffash, 2013). The challenges will be discussed under the following concepts: Labour Supply and Demand The initial challenge encountered by the healthcare sector is inadequacies in the human workforce. According to a survey carried out in 2015 by The Healthcare Recruiting Trends, it concludes that in the next ten years, the U.S. will potentially face a lower level of not only basic care but also experienced medical practitioners to cater for its growing population. This problem may have caused private and public industry healthcare officials to enhance viable solutions to bring about new and maintain the qualified workforce in the health care sector. It is no secret that with the introduction of the Affordable Care Act, the human resources industry has been faced with a challenge due to the introduction of a universal coverage in health care and an increase in costs which is coupled with an increase in average life expectancy. There has been a storm in the healthcare industry in that, demand for health care services have increased and will continue to increase as identified by Cocca (2015). Due to the fact that legislation, as well as demographics, has led to an increase in access to healthcare, no effort has been to increase the number of expatriates in the industry to cater for the increased demand for health care services. The number of professionals has remained stagnant since the introduction of the Affordable Care Act, and no one has been seen to care about such. It is an advantage to have increased access to healthcare but, the quality of care matters. It would be of no use to have access to poor quality of care as it coul d translate to even more problems than having no access at all. The demand for health care services and insufficient workforce has created a skills gap which has made the tech sector that is constantly faced by the same seem even more manageable when compared. This issue can be solved by having the ability to pull much more potential staff in order to have a larger and stronger talent pool, establishing employer loyalty, advertising more about the organization, instead of the available job role and also finding potential employees through online hiring computer applications or any staff sourcing sites on the web. One might also hire foreigners as staff to build up talent pool. Demographic Issues With globalization on the rise, there has been an influx of racial and ethnic diversity in the healthcare industry. Other forms of demographic issues include an ageing workforce and generations. According to Cohen, Gabriel, and Terrell (2003), a diverse healthcare workforce is necessary to enhance healthcare access for the marginalized in the society, and to encourage research in areas that have been neglected and to equip managers with the necessary skills to meet the growing demand for healthcare services. Recruiting people from diverse backgrounds has been a challenge in the healthcare industry due to issues like a language barrier. Some healthcare specialists have the necessary skills but recruiting individuals, for instance, who cannot speak English is a challenge even if one has the required skills. According to a report by Tio (2014), the health care industry will experience an increase of patients. It is said that baby boomers will have a longer life than the preceding generations because of more advanced technologies and treatments (Tio, 2014). When the baby boomers retire, the current workforce shortage will even worsen. The change in patients and health care professionals demographics will result in a generational gap between the ageing individuals and young practitioners which will, in turn, affect the quality of care delivered. The main challenge that healthcare industry faces is to recruit and develop a workforce that will fit in the diverse demographics. The present generations are the traditionalists, Generation X, baby boomers and the millennials. Each of these generations has different perspectives of life, beliefs, values and life experiences as well as differences in how they communicate. Other factors of workforce diversity include gender, religion, and social sta tus, among others. Managing this diversity can cost the health care industry if not properly managed. High dissatisfaction by healthcare professionals is likely to be experienced. Costs of recruitment will be high due to poor management of diversity as noted by Tio (2014). Healthcare organizations should, first of all, acknowledge the demographic differences and come up with effective strategies to manage them. Effective management of demographic differences will enable healthcare organizations to realize their goals and achieve their outcome while attracting and maintaining the best talent pool. Hospital managers should come up with programs aimed at acquiring and retaining demographically diverse employees. They should focus on strengthening the leadership skills of their employees to foster understanding and sensitivity (Toi, 2014). Recruitment Strategies Recruitment strategies play a significant role in attracting the best workforce. Healthcare organizations with the best strategies are likely to acquire and retain employees. When it comes to recruitment strategies, employer branding and advertising come in handy. According to Mosseyelde (2014), employer branding refers to the promotion of an organization as the best recruiter to a particular group. The process helps organizations to attract, recruit and retain the required employees, and helps companies to achieve their goals. According to Wimmers (2009), job advertising is one of the most regarded methods of recruitment. There has been an influx of recruitment websites in the recent years. Employers have been trying to reach out to potential employees through all sorts of media, including newspapers, magazines, and televisions, among others. The challenge in the healthcare industry, however, is an understanding of how employees perceive the job adverts. According to Arachchige and Robertson (2011), employer branding plays a crucial role in how potential candidates perceive recruitment advertising. Effective recruitment strategies include the creation of a particular career site for the healthcare professionals. As suggested by Barnes (2016), the websites should be broken down into specialty so that an individual searching for jobs can o straight to his profession and field of expertise. Social media is where most people spend most of their time. Recruitment advertising done through social media has been proved to be effective in attracting a diverse pool of talent. Organisational Image In an economy which has plenty of capital, ideas are generated fast, and individuals are always ready to shift jobs. In this case, the essential asset in an organization is human capital and the expertise that the firm's workforce has. A survey reported by Cable and Turban (2003) revealed that several companies do not have sufficient human capital which hinders their growth. The challenge then becomes how to attract the best talent available. The research by Cable and Turban (2003) identified that potential candidates are attracted to jobs in companies that have a positive reputation. The health care industry has been faced with how to keep their employees comfortable while at the same time, delivering quality services and meeting service demand. The high competition for human capital has led several health care organizations to raise payment packages and thus raising expenses. It has been difficult for hospitals to balance good working conditions, excellent salaries and profits. Wor king overtime is a common practice in the healthcare industry which further discourages talented job seekers. According to Smith (2003), it can cost a healthcare organization up to $190,000 to replace a nursing specialist. The mitigation strategies for this challenge should be aimed at maintaining employees by having excellent benefits packages. As proposed by Smith (2003), one of the steps to overcome this challenge is by providing humane working conditions for the current and potential candidates. According to Keogh (2013), creating a healthy working environment starts at the top, and it is not a responsibility that can be delegated. The healthcare organizations should consider their employees as assets that need to be taken care of. The relationship between employees and their managers, matters. One of the key reasons for employees' high turnover is the relationship with their superiors. This calls for hospitals to establish stringent rules to ensure there is an understanding between employees and their supervisors. Healthcare professionals are among the most important people in all industries. The lives of many people lie on their hands. Understanding their needs is, therefore, paramount. In addition, companies ought to create an engagement culture. Even those that are greatly motivated staff could affect a companys succ ess in case they are not involved in stuff by the leader and encouraged to make viable decisions and enable the invention. Sad and dissatisfied staffers not only reduced how productive those around him are; they could also cost a company millions in case they decide to leave the company. Most importantly, with a rise in the consolidation of the hospital and the purchase of physician practices, hospital must: Involve new staff members from the beginning of hiring to enable them to feel important and valued at the hospital, aid those new employees adapt to the company and create support strategies for the newly employed physicians. Conclusion Healthcare industry is a very sensitive sector. The challenges discussed need to be addressed in a more organized manner. Poor management of demographic diversity results in high costs of recruitment, training and retaining an employee in the healthcare industry. As discussed, the cost of replacing a healthcare professional is expensive compared to other industries. Implementation of the strategies discussed will minimize these challenges. References Arachchige, B. J., Robertson, A. (2011). Business student perceptions of a preferred employer: A study identifying determinants of employer branding. The IUP Journal of Brand Management, 8(3), 25-46. Barnes, G., (2016). Nurse Recruitment Strategies for the Modern Healthcare Recruiter. Retrieved from https://inbound.hargerhowe.com/blog/nurse-recruitment-strategies-for-the-modern-healthcare-recruiter British Medical Association. (2015). National survey of GPs: the future of general practice 2015. BMA: London. Cable, D. M., Turban, D. B. (2003). The value of organizational reputation in the recruitment context: A brand?equity perspective. Journal of Applied Social Psychology, 33(11), 2244-2266. Cocca, N. (2015). Healthcare Recruitment: Curing Todays Talent Challenges. Retrieved from https://recruitingdaily.com/healthcare-recruitment-curing-todays-talent-challenges/ Cohen, J. J., Gabriel, B. A., Terrell, C. (2002). The case for diversity in the health care workforce. Health Affairs, 21(5), 90-102. Health Education England. (2014). Growing nursing numbers: literature review on nurses leaving the NHS. Retrieved from https://hee.nhs.uk/work-programmes/nurse-return-to-practice/ Imison, C., Bohmer, R. (2013). NHS and social care workforce: meeting our needs now and in the future. London: The Kings Fund. Retrieved from https://www.kingsfund.org.uk/sites/files/kf/field/field_publication_file/perspectives-nhs-social-care-workforce-jul13.pdf Jaques, H. (2013). Helping GPs return to practice: a look at induction and refresher schemes. BMJ Careers. Retrieved from https://careers.bmj.com/careers/advice/view-article.html?id=20010942 Kaffash, J (2013). GP vacancy rates quadruple in four years. Pulse. Retrieved from https://www.pulsetoday.co.uk/your-practice/practice-topics/employment/gp-vacancy-rates-quadruple-in-twoyears/20002034.article#.VS5l9U1FCHs Keogh, B. (2013). Review into the quality of care and treatment provided by 14 hospital trusts in England: overview report. Lintern, S. (2014). Staff shortage fuels recruitment of nearly 6,000 overseas nurses. Health Service Journal. Mercer M, Buchan J, Chubb C (2010). Flexible nursing: Report for NHS Professionals. Institute of employment studies. Retrieved from https://www.nhsprofessionals.nhs.uk/download/comms/184_Nursing%20Report_Final_07.07.2010.pdf Merrifield, N. (2015). Some trusts have lost more than half of overseas nursing recruits. Nursing Times. Retrieved from https://www. nursingtimes. net/nursingpractice/specialisms/management/exclusive-trusts-hit-by-high-turnover-of-nurses-recruitedfrom-abroad/5081928. article. Smith, G., (2017). 5 Tips to Attract, Keep and Motivate your Employees. Retrieved from https://www.businessknowhow.com/manage/attractworkforce.htm Tio, R., (2014). Managing a Generationally Diverse Workforce. Retrieved from https://www.hhnmag.com/articles/5223-managing-a-generationally-diverse-workforce Wimmers, J. (2009). HR Marketing From Job Advertising to Employer Branding.