What US Census Takers Do

Americans who, for whatever reason, do not complete and return a Census Bureau questionnaire can expect a personal visit from a census taker or enumerator.What do the enumerators -- census takers -- have to do? According to Census Bureau Director Kenneth W. Prewitts April 5, 2000 testimony to the House Subcommittee on the Census, Each enumerator is given a binder of addresses in that area that includes all those addresses for which we have not received a completed questionnaire. Because houses without numbers and street name addresses can be difficult to find, enumerators in rural areas also receive maps that have the housing unit locations spotted on them. The enumerator must go to each address in the assignment area to complete the appropriate questionnaire (either short form or long form) for the housing unit and its occupants. Census Taker Key Takeaways Census Takers, or â€Å"Enumerators,† are employees of the U.S. Census Bureau who visit the homes of individuals who do not complete and return a census questionnaire. The Census Taker will interview any available adult member of the household in order to complete the census questionnaire.The Census Taker will make at least six attempts to visit the home, contact a resident, and complete the questionnaire.Like all Census Bureau employees, Census Takers are strictly prohibited by law from divulging any information gathered and may be fined and imprisoned for doing so. For each address, the enumerator must: Interview a household member at least 15 years of age and completes the assigned questionnaire. If the unit was occupied by a different household on Census Day, the enumerator completes a questionnaire for the occupants who lived there on Census Day by interviewing a knowledgeable person, such as a neighbor.If the current occupants were not enumerated elsewhere, the enumerator will also complete a census questionnaire for them for their Census Day address.If the housing unit was vacant on Census Day, the enumerator completes appropriate housing questions on the questionnaire by interviewing a knowledgeable person, such as a neighbor or apartment house manager.If the housing unit was demolished or otherwise nonexistent under census definitions, the enumerator completes a questionnaire that provides the reason why the unit should be deleted from the census address list, by interviewing a knowledgeable respondent such as a neighbor or apartment house manager. What if nobody's home? Will the census taker just go away? Yes, but he or she will most certainly be back. The enumerator must make up to six attempts to contact the resident and complete a questionnaire.If no one is home at an occupied housing unit, the enumerator obtains as much information as possible about how to contact the occupants from a neighbor, building manager, or another source.The enumerator also leaves a notice at the address that they have visited and provides a telephone number so the occupant can call back.The enumerator then makes up to two additional personal visits (3 in all) and three telephone attempts at contacting the household before obtaining as much information as possible to complete the questionnaire from a knowledgeable source. Enumerators are instructed to make their callbacks on different days of the week and at different times of day.The enumerator must maintain a record of callbacks that lists each type of callback made (telephone or personal visit) and the exact date and time it occurred. Enumerators are expected to obtain complete interviews but must o btain at least the status (occupied or vacant) and the number of people living in the unit.br/>If the enumerator submits a questionnaire that contains this minimal level of data, the crew leader must check the enumerators record of callbacks for the housing unit to determine that procedures were properly followed. The crew leader also holds these cases for possible further follow-up to obtain more complete data. Crew leaders meet daily with each enumerator to pick up and check completed work.Crew leaders are expected to make sure that the enumerators produce quality work at a rate of 1 to 1.5 completed questionnaires per hour depending on the type of area covered. Crew leaders check each completed questionnaire for completeness and accuracy.In order to prevent falsification of the data by enumerators, a percentage of each enumerators work is verified for accuracy by a re-interview staff. This staff verifies a sample of each enumerators work and may also verify additional questionnaires from enumerators whose work differs significantly from that of other enumerators working for the same crew leader. An enumerator who is discovered falsifying data is dismissed immediately and all the work must be redone by another enumerator. And so it goes until a completed census questionnaire has been completed and turned into the local census office for every housing unit address in America.Like all other employees of the Census Bureau, enumerators are subject by law to severe penalties including imprisonment for divulging information outside of the required scope of their job. And remember, answering all census  questionnaires is required by law.   Census Taker Jobs for the 2020 Census With the 2020 Census fast approaching, the U.S. Census Bureau is now recruiting, hiring, and training thousands of people nationwide for temporary jobs.To be eligible for all 2020 Census job, you must:Be at least 18 years old.Have a valid Social Security number.Be a U.S. citizen.Have a valid email address.Complete an application and answer assessment questions. (Some assessment questions are available in Spanish. However, an English proficiency test may also be required.)Be registered as required by law with the Selective Service System or have a qualifying exemption, if you are a male born after Dec. 31, 1959.Pass a Census-performed criminal background check and a review of criminal records, including fingerprinting.Commit to completing training.Be available to work flexible hours, which can include days, evenings, and/or weekends.For most jobs—especially Census Taker—applicants must:Have a valid driver’s license and access to a vehicle, unless public transporta tion is readily available; andHave access to a computer with internet and an email account (to complete training).Persons interested in part or full-time census jobs may apply online at the Census Bureau’s very secure Census Careers Site. The application process takes about 30 minutes. You will need to provide your Social Security number, home address, email address, phone number, and your date and place of birth.

Educate A Convict, Close A Prison Door - 1845 Words

Educate a Convict, Close a Prison Door /They’re trying to build another prison/ For you and me to live in/ Another prison system/ for you and me/ Minor drug offenders fill your prisons you don t even flinch/ All our taxes paying for your wars against the new non-rich/ They’re trying to build another prison/ for you and me to live in/ Another prison system/ For you and me/ All research and successful drug policy show that treatment should be increased/ And law enforcement decreased while abolishing mandatory minimum sentences/ They are building another prison, For you and I/ In 2001, Serj Tankian and Daron Malakian, members of the band System of a Down, wrote this song and it clearly shows whats wrong with our criminal justice system and the mass incarceration that it has caused. The prisons are unreasonably overcrowded due to mass incarceration in the United States; consequently, it is costing taxpayers billions of dollars a year to sustain this â€Å"lock them up and throw away the key† mentality, not to mention the millions of lives, of offenders and the families that are left in the communities, that have been affected in a negative way (Clear 1). The sad thing is that, since the end of 1974, over 34 million human beings have been processed through America’s criminal court system and close to 24 million children have been traumatized by the loss of a parent or even worse, both parents (Drucker 44). The growth rate of prisons, for close to a century (1880-1975), stayedShow MoreRelatedThe Effectiveness of Prison Education Rehabilitation Essay example1627 Words   |  7 Pages Education is not a fix all by any means, but it is the best start to solving the large literacy rates of US prisons. 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National Culture and Behavior Management- Free-Samples for Students

Question: Discuss about the National Culture and Behavior Management. Answer: Introduction National culture refers to general acceptable behavior of a society based on beliefs and values that are developed over a long duration of time. They include values, beliefs, common knowledge, perception, and norms of behavior of a population within a sovereign nation (Branine, and Pollard, 2010). They define individuals of the same society and distinguish them from other societies. Behavior management refers to applied behavior analysis that involves application of psychological organizational behavior principles to organizations to enable improvement of group or individual performance in the work place. National culture influences behavior management. An individual or group behavior is determined by the country that they belong to. National culture is important for understanding and predicting individuals or group behavior when directing them towards a common goal. Organizational behavior management is important for managing organizational effectiveness and efficiency. Globalizatio n has led to integration of economies and societies around the world that has brought individuals from different countries to work together. Globalization has removed boundaries and given rise to multinational companies that operates in different countries. Societies are not the same in terms of what normal or not normal to what is considered unacceptable or unacceptable. The difference in values, beliefs, practices are evident from one country to another. The differences in individual behaviors as a result of national culture necessitate different approaches to manage different groups. Employees in countries behave differently and therefore opt to be managed different to attain the same predetermined goods. Sensitivity of national differences by a manager can increase chances of success of a business. Therefore it is important to understand the concept of national cultures in organizations for management to shape and direct employees behavior towards achievement of specific goals. The following essay will discuss national culture and behavior management. This will involve a background study, discussion, significance, and recommendation of the topic under study. Background of the Study The significance of studying and understanding national culture was as a result of increasing international businesses. International businesses have a challenge to successfully adapt to diverse cultures and manage it impact on their daily operations. In order for business to adapt, they require to understand cultural values, stereotypes, values, views and cultural diversity. The study of national culture has in the recent decades attracted researchers interests especially in cultural dimensions and attitude. The research has been aimed at improving business performance in different societies. Hodgetts, luthans and Doh (2006) defined national culture as shared beliefs and values that enables members of their society to determine what is right or wrong. Shachaf (2008), described culture as consisting of implicit and explicit patterns and behavior acquired and is transmitted through symbols that form characteristics of achievements of a group or population. Hickson and Pugh (2014) esta blished cultures are common, symbolic, generational, and adaptive, integrated, and learned not inherited. There are different cultures that exist in the world and understanding their impact on human behavior is critical for international business. Zheng,Yang, and McLean, (2010) pointed out that if multinational managers do not understand the country culture that they operate in can lead to extremely negative business performance. Hofstede (2010) defined cultural values as desirable beliefs and concepts that provide standards for evaluating certain actions, behaviors, and goals to ascertain what is bad or good, acceptable or unacceptable. Limsila, and Ogunlana, (2008), also defined cultural values as fundamental beliefs of people in a society regarding notions of evil and good, important and unimportant, right and wrong. Poole (2013) defined Cultural diversity as ways that cultures differ from one society to another. It shows the impact of how people behave and think within a society. Diversity exists between and within cultures. There are three models of cultural dimensions that can be used to study a national culture. They include; (1) GLOBEs model, (2) Hofstedeov model, (3) Trompenaarsov model. Hofstede model hold that national cultures have a lot of influence on work values. Hofstede dimension model was from a study of 53 countries. Hofstede found that managers and employees of different countries varied as a result of the following dimensions of their national culture; individualism vs collectivism, uncertainty avoidance, power distance, masculinity vs femininity, short term vs long term orientation. He stated that individuals behaviors were shaped by the dimension of their national culture (De Mooij and Hofstede, 2010). The second model of Trompenaars was based on two rounds survey that involved over 45000 managers. The research found the there were seven bipolar dimensions. They were as follows; individualism and communitarians, universalism and particularism, neutral cultures and emotional cultures, s pecific cultures and diffuse cultures, job status or person status, internal guidance and external guidance and lastly the sequential access and synchronously notion. This model showed that individual or group behaviors in an organization reflected the national culture dimension. Lastly is the GLOBEs model that was as result of 170 scientists working together with management students. The research was undertaken in 61 countries. The research aimed at studying the relationship between organizational culture, culture of the society, and organizational leadership (Brock et al., 2008). The model dimensions were as follows; focus on the future, sexual differentiation, uncertainty avoidance, assertiveness, power distance, institutional collectivism, within group collectivism, humanistic orientation, and focus on results. The GLOBEs model is viewed as the most comprehensive compared to two models. From the background study, national culture determines an individual or group behavior. Therefore, understanding national culture can enable global managers in behavioral management of employees in the organization. Significance of national culture to Behavior management National culture dominant and shapes organizational cultures and influence how they function. The national culture determines organizational culture of an organization and influences some practices that become part of the organization. The national culture shapes how people act, behave, perceive, hold values, and contribute towards the achievement of the organizational goals. An employee behavior is significant to achieving organizational goals through efficiency and effectiveness. The following are the significance of national culture to behavior management; Communication Communication is the process of sending messages through a language that a receiver can understand. Communication can either be verbal or non verbal. Verbal communication refers to sending of message though spoken language. Non verbal communication refers to body or symbol cues of sending a message that can be understood by the receiver. Communication is a cultural framework that enables decoding of a message from a correspondent to recipient. According to Ke and Wei (2008), the interpretation and the extent of understanding of a message from a correspondent to a receiver is highly influenced by culture. This entails that an individual ability to understand a message is based on the number of cultures one has lived in or familiar with. Communication builds relationship and determines how management interacts with the employees. The national culture determines acceptable or preferred methods of communicating in a business. National culture determines how people dress and how it is per ceived. Some national cultures are more formal than other. Global businesses are therefore required to adhere to national communication cultures in order to create best impression to the local business partners or employees. For instance, business communication etiquette in Japan starts with handing of business cards. The Japanese culture is very formal and requires business cards to start a meeting. In addition, communication in a country or organization is determined by the national culture dimension. For example, in countries where there is high power distance, addressing employees should include their titles before their names of which not adhered can cause disappointment in the work place. Therefore, national culture is significant to understanding communication in the society that can enhance effectiveness of the communication in the organization. Style of leadership The style of leadership to be adopted in an organization in a particular country is influenced by the nation culture. The style of leadership refers to managers style of implementing plans, motivating employees and providing direction. These are participatory, autocratic, and laissez-faire. The style of leadership determines the flow of power, responsibilities, and decision making in the organization. A participatory or democratic style of leadership is found in organization where the national culture dimension has low power distance, low masculine, and collectivism. These national culture dimensions encourage leaders to include employees in the management of the organization. The autocratic style of leadership is organizations that their national culture dimensions have high power distance, individualism, and masculine. The leader in an organization decides what has to be done and the employees are expected to follow instructions. Therefore, the culture influences the role and funct ions of employees and management in an organization. For instance, in countries with low power distance, the lower level employees are able to directly communicate to the manager which is opposite of cultures with high power distance. The style of leadership influences the behavior of the employees in the organization. This determines their contribution and engagement in the activities of an organization. This indicates that employees of different counties will have different expected style of leadership from their management. Therefore, adopting a style of leadership that does not align with the national culture can lead to employees protesting or have low morale at their work places. Organizational structure Organizational structure refers to organization framework that defines the way activities are coordinated, allocated, and supervised (Han et al., 2010). Organizational structure ensures all responsibilities in the organization are defined and who reports to who is indicated. The choice of an organizational structure is influenced by the type of culture that the management wants to introduce in the organization. The organizational structure establishes the organizational culture and need to change the culture requires the organizational to change the organizational structure. The organizational structure establishes norms and practices that have to be adhered to by the employees. The organizational culture also establishes communication channels in the organization. In addition, organizational structure defines power in the position in the organization that managers in different levels have. This determines how the organization is managed. The organizational structure of an organization should reflect the national culture in order to facilitate smooth functioning of the organization. For instance, the organizational structure should define the power sharing to avoid conflicts in high power distance societies. Organizations should also consider the relationship of the management and the employees because it influences employees motivation in the work place. Lastly, the organizational structure influences the organizational culture and therefore should ensure it reflects the society norms, beliefs, and values. Turnover and Absenteeism Turnover is the rate of employees quitting their jobs within a specific period of time. Absenteeism is a practice of an employee staying out of work. Turnover and absenteeism have adverse effect to the organizations performance. The inconsistency behaviors experienced in organizations are as a result of acceptance of the organizational culture and the national culture. The organization culture and national culture can allow and tolerate employees to stay away from work or even quit any time they feel like. This is different to other cultures that do not allow employees or managers to stay absent from their work. The national and organizational culture therefore dictates the values, norms, and acceptable practices in an organization. The national culture influences how people in the society values their job and the willingness to work without staying away from work or quitting. Motivation Employee motivation refers to commitment, creativity, and level of energy that an organizations employee brings in their workplace. Motivation determines the level of performance of the organizations (Tung, 2008). Motivated employees meet and exceed their targets while enabling the organization to attain competitive edge through innovations and inventions. Employees who are not motivated underperform in their workplace and they are a liability to the company. It is the responsibility of the management to manage their employees. People dont get motivated the same and it highly depends with the national culture to which a person belongs to. People in different countries value different things differently and therefore cannot be subjected in an equal measure for motivation. Motivation also depends on the organizational culture. For instance, organizations operating in collective cultures should ensure they respect their norms to individuals to feel motivated to work in the organization. People in collective society value to see their norms respected in their workplace and doing so makes them feel as part of the company and motivated to work. People in collective cultures also do not recognize personal motivation. On the other side, individuals from high power distance national countries value motivation based on personal interests. They associate motivation to how best it solves their problems and rather than job satisfaction. Motivation is therefore based on national culture and failure to understand what motivates an employee in the workplace can lead to adverse organizational performance. Organizational culture Organizational culture refers to shared values, assumptions, and beliefs that govern how employees behave in an organization. Organization culture has influence on how individuals act, dress, and perform their duties (Shimoni, 2011). The organizational culture differentiates one organization from one another. A good organizational culture gives an organization a competitive advantage. For example an organization culture that is innovation oriented enabled an organization to stay in the lead in the industry. The organizational culture is highly influenced by national culture. For instance, high power distance culture, organizations have centralized and bureaucratic organizational structures. On the other side, organizations in low power distance cultures, the organizational structure are flexible, flatter and encourage personnel participations. In another account, societies with high masculinity have women discriminated with few women in high ranks or even being given priority. This i s different in low masculinity cultures as all genders are given equal opportunities in their workplace. Conclusion From the discussion in this report, national culture highly influences people behavior in the country. People living in the same society live under the same norms, values and beliefs that enable them determine what is right or wrong and therefore what to accept or not accept. The national culture can be analyzed and determined using three models of national culture. The models outline the drivers of the behavior in the society. The relationship between the national culture and individual behavior is based on the learned over time, symbols, beliefs and values. The national culture influences how organizations are formed and managed in a country. The national culture dictates how the people in the society communicate, get motivated, and consistency in their jobs. National culture also influences the most appropriate style of leadership and organizational structure to be applied in the organization. Lastly, the organizational culture has to align with the national culture to avoid inter nal and conflict in the organization. Understanding national culture is significant for global managers in the process of managing employees behavior. It is therefore recommended for global managers to familiarize themselves with the national culture before starting working in a difference country. This will enable the organization to perform and meet it predetermined objectives in a foreign country. References Branine, M. and Pollard, D., (2010). Human resource management with Islamic management principles: A dialectic for a reverse diffusion in management. Personnel Review, 39(6), pp.712-727. Brock, David M., Oded Shenkar, Amir Shoham, and Ilene C. Siscovick (2008). "National culture and expatriate deployment." Journal of International Business Studies 39, no. 8: 1293-1309 De Mooij, M. and Hofstede, G. (2010). The Hofstede model. International Journal of Advertising, 29(1), pp.85-110. Hodgetts, R.M., Luthans, F. and Doh, J.P., (2006). International management: Culture, strategy, and behavior. McGraw-Hill Companies. Hickson, D.J. and Pugh, D.S.,( 2014). Management Worldwide: Distinctive Styles Among Globalization. Penguin UK. Han, S., Kang, T., Salter, S. and Yoo, Y.K.,( 2010). A cross-country study on the effects of national culture on earnings management. Journal of International Business Studies, 41(1), pp.123-141. Ke, W. and Wei, K.K., 2008. Organizational culture and leadership in ERP implementation. Decision support systems, 45(2), pp.208-218. Limsila, K. and Ogunlana, S.O., (2008). Performance and leadership outcome correlates of leadership styles and subordinate commitment. Engineering, construction and architectural management, 15(2), pp.164-184. Poole, M., (2013). Industrial relations: origins and patterns of national diversity (Vol. 4). Routledge. Pahl-Wostl, C., Tbara, D., Bouwen, R., Craps, M., Dewulf, A., Mostert, E., Ridder, D. and Taillieu, T., (2008). The importance of social learning and culture for sustainable water management. Ecological economics, 64(3), pp.484-495. Tung, R.L., (2008). The cross-cultural research imperative: The need to balance cross-national and intra-national diversity. Journal of International Business Studies, 39(1), pp.41-46. Shimoni, B. (2011). The representation of cultures in international and cross cultural management: Hybridizations of management cultures in Thailand and Israel. Journal of International Management, 17(1), pp.30-41. Shachaf, P., (2008). Cultural diversity and information and communication technology impacts on global virtual teams: An exploratory study. Information Management, 45(2), pp.131-142. Zheng, W., Yang, B. and McLean, G.N., (2010). Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. 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