Cultural Differences in Work and Life Patterns

Cultural Differences in Work and Life Patterns Examine the main differences in patterns of everyday life, work, government support and self sufficiency among peoples of the world. How are these patterns changing, and what contribution is the activity of businesses owned by peoples in North America, Australia, Japan and Western Europe making to these changes? Considering the main differences in the patterns of everyday life, work, government support and self sufficiency among peoples of the world is complicated by the fact that there are 6 billion people in the world, and each of them will have their own life, job and other unique attributes. In addition, with over 200 recognised countries on Earth, it is difficult to analyse patterns on a country basis in such a small piece. As such, it is necessary to define a limited number of groups of similar countries in order to analyse the patterns. This piece will use three main groups based on the definitions of Hines (2008). The first of these is the ‘W1’ group, which consists of the United States, Western Europe, Japan, Korea and Australia, which are viewed as the most developed economies in the world, with large consumptions of resources and goods. The second group, ‘W2’, consists of the nations with relatively strong economies, and a balanced profile of resources an d consumption. These include India, China, Brazil, Russia and many other rapidly growing nations. Finally, ‘W3’ includes the poorest nations on Earth, including much of Africa and Bangladesh. The differences in wealth in these countries helps explain some of the differences in patterns of everyday life, reflected in cultural values. The W3 nations emphasise traditional values, respect for authority, obedience, the importance of religion, strong work ethics and the importance of large families. In contrast, the W2 segment focuses on achievement, the value of science and technology, the importance of the state hard work, and a belief that parents and children have a mutual need for each other. Finally, the W1 group emphasize self-expression, the importance of the individual and individual responsibility, tolerance, a balanced life, leisure and good health (Hines, 2008). Further insight can be obtained from looking at discretionary spending in nations, with the W1 group spending heavily on recreation, alcohol and tobacco, the W2 group focusing on clothing and household goods, and the W3 group making almost no discretionary spending due to their lack of disposable income (Fai rfield et al, 2008). The main changes in the patterns of everyday life focus around technology and infrastructure. Media and communications, previously dominated by the W1 group, are now spreading rapidly amongst the W2 group and even into W3, and there are few places in the world where access in now impossible. As such, the most connected places in the world are now almost exclusively within the W3 group, particularly in Scandinavia, which is considered part of W2. However, within the W3 group, and some of the W2 nations, there has been a collision between the spread of technology and the important role of the state. As a result, some governments such as Myanmar and North Korea and China, to a limited extent, have attempted to control the flow of information, leading to some tension in the lives of their citizens. In addition, access to electricity has been rising regularly, changing the lives of huge numbers of people across the world. Again, the spread has been mainly in W2 nations, with W3 lagging be hind, with only 23% of sub-Saharan Africa having access to electricity. This is leading to a growing gap in the everyday lives of people in the W1 and W2 nations and those in the W3, who are being rapidly left behind (Hines, 2008). The patterns of work across the world are strongly driven by the influence of global production systems. Hayter (2005) notes that of the total number of employed people in the world, only 16 per cent are in the W1 nations, despite these nations controlling around 50 per cent of the world’s total wealth. This is reflected in the fact that most people in the W1 industries work in service industries; W2 is dominated by manufacturing; and working patterns in W3 are concentrated in the agriculture and subsistence industries. In addition, the patterns of participation in the labour force vary across different regions and countries. The patterns of participation tend to be much higher in countries where income levels are lower, and there is limited social security coverage. As such, W3 countries tend to have higher levels of participation in the labour force. However, this can again conflict with sociological tendencies, with the Middle East and North Africa having low levels of part icipation due to low levels of female participation, who are seen as being responsible for the family (Hayter, 2005). The changing patterns of work have generally been characterised as devaluing the dignity of work, turning jobs into simple factors of production and ignoring the family and national significance of work to many people. However, specific trends are focused at the two ends of the spectrum, with the proportion of children in the workforce having fallen by 26 per cent over the last four years. In particular, for the youngest children aged 5-14 years the proportion of children in work has been reduced by 33 per cent. This is leading to patterns in W2 and W3, where levels of child labour are high, moving towards those in W1. At the same time, older men are now generally working less, with older women working more. However, as the proportion of people aged over 60 is increasing every year, labour force participation rates amongst the over 50 workers have increased significantly worldwide. The traditional focus on family means that participation rates of older workers are highest in Asia and Africa, however again these rates are converging as financial pressure forces similar patterns in developed countries due to the fall in social security protection (ILO, 2006). Indeed, the variation in social security systems is the main difference in the patterns of government support across different nations, with the ILO (2005) reporting that social security systems vary significant across countries, and social security budgets do not correlate to GDP levels. In particular, many countries make substantial deductions from workers or employers, some only provide payments to their poorest citizens, and some require workers to depend on their own personal security, or those provided by their employers. Here the patterns are generally not dependent on income levels but on policy, as many W1 nations have the oldest populations, and hence the highest burdens on society. As a result, the main trend in this area is that the working population is essentially paying for an ever increasing proportion of the current retirees’ pensions. This shift is being led by the W1 group, particularly Europe and Japan, and is resulting in increasing working lives, and lowe r levels of government support to retirees (ILO, 2006). Finally, the main trend in self sufficiency is rooted in the fact that the W1 economies grew so developed as a result of their exports of manufactured goods are resources to developing countries. However, as this balance has shifted, so the W1 economies have imported more goods and resources from the W2 and W3 countries, whilst exporting more capital and services the other way. As such, self sufficiency is arguably less viable now than at any other point, with most resource exporting economies requiring significant amounts of capital and machinery, and most developed economies requiring high levels of resources, hence creating mutual dependency (Kapstein, 2000). In conclusion, the patterns of life, work, support and self sufficiency are complicated and affected by numerous factors. However, the key factors changing the trends and patterns in these areas are rooted in two areas. The first of these is the aging populations and increasing life expectancy of people around the world, particularly in the W1 nations. This has led to increased social security burdens in these countries, increasing levels of work and reduced government support. The other is an increasing level of exports of manufactured goods and resources from less developed countries to the W1 nations, who are increasingly service based and resource poor. This has reduced levels of self sufficiency across the world. References Bannock, G. (2005) The Economics and Management of Small Business. Routledge: London. Fairfield, H. He, E. and Quealy, K. (2008) What Your Global Neighbors Are Buying. The New York Times; 4th September 2008. Hayter, S. (2005) The social dimension of global production systems: A review of the issues., Working Paper No. 25, Policy Integration Department; ILO. Hines, A. (2008) Global Trends in Culture, Infrastructure, and Values. Futurist; Vol. 42, Issue 5, p. 18-23. ILO (2006) Changing Patterns In The World Of Work. ILO International Labour Conference, 95th Session. 2006. ILO (2005) Social protection as a productive factor. ILO Governing Body, 294th Session. November 2005. Kapstein, E. B. (2000) Winners and Losers in the Global Economy. International Organization; Vol. 54, Issue 2, p. 359-384. Madeley J. (1999) Big Business Poor Peoples: The Impact of Transnational Corporations on the World’s Poor. Zed, London. Storey, D. J. (2000) Understanding the Small Business Sector. Thomson: London.

History of War Coverage Essay -- essays research papers fc

War Coverage Edward R. Murrow, former reporter for CBS once said, â€Å"We must not confuse dissent with disloyalty. We will not be driven by fear into an age of unreason if we†¦remember that we are not descended from fearful men, not from men who feared to write, to speak, to associate and to defend causes which were, for the moment unpopular.† Times are changing when it comes to the media covering wars. There was once a time in our country when journalists were not afraid to report the realities and atrocities, to a reasonable extent, that occurred during wartime. During the Vietnam conflict America saw what actually was happening in the jungle on the other side of the world and it enabled citizens to form their own opinions about the war. Recent wars, such as the Gulf War and Operation Iraqi Freedom do not allow the citizens of the United States to see and experience what is really happening. We see a sanitized version of the war, we are shown only material that boosts moral a nd support for the troops and our government, but we do not see enough of the war to realize that everything does not go as smooth as it seems. War coverage has changed over the years in many aspects. Freedom of the journalists, the relationship between the press and the military and the technology are the significant aspects of change in war coverage. The Second World War was covered in a way that is very different than what we are used to today. The news was aired mainly by radio because television was still in its early days during the war. The journalists and the military were more allies than enemies, with each of them helping the other. When it came to the overall purpose of the war, the US correspondents (and their Allied counterparts) were no less committed to the defeat of Nazi Germany and Imperial Japan than were the commanders who led their troops into battle. As a result, the notion that our armed forces needed somehow to "handle" the press was irrelevant. Press relations--or "media" relations, as the Pentagon would have phrased it--did not yet exist in the way we recognize them from our post-Vietnam experience (Rather). There was a sense of mutual respect between the two organizations in World War II, they both understood what they were out there to accomplish. Although the relationship between t... ...lemmas and government. Works Cited Barhart, Aaron. â€Å"Speeding Up War Coverage.† Television Week. Apr. 2003. Academic Search Premier. EBSCOhost. U. of Hartford Lib. 1 May 2005 . Hernandez, Debra Gersh. â€Å"The simple days of war coverage.† Editor & Publisher. Jul. 1994. Academic Search Premier. EBSCOhost. U. of Hartford Lib. 1 May 2005. . â€Å"Newseum: War Stories Technology.† War Reporting & Technology. 1 May 2005. . Rather, Dan. â€Å"Truth on the Battlefield.† Harvard International Review. Spring 2001. Academic Search Premier. EBSCOhost. U. of Hartford Lib. 1 May 2005. . Rosenberg, Jim. â€Å"Tech from Gulf War to Gulf War.† Editor & Publisher. March 2003. Academic Search Premier. EBSCOhost. U. of Hartford Lib. 1 May 2005. . Shafer, Jack. â€Å"Embeds and Unilaterals.† 1 May 2003. . 1 May 2005.

Essays --

Robert Miyoshi Dr. Conti CPRL 110-04 15 December 2013 The Religious Journey of Malcolm X Malcolm X is widely known as one of the most influential figures in the movement of Civil Rights. Although his views did change over time, he was always very sincere about his beliefs and stood by them one-hundred percent. He was born Malcolm Little, to a Baptist lay speaker and a Grenada-born homemaker, Malcolm’s family had to be relocated several times because of constant death-threats toward his father. At the age of six, Earl, Malcolm’s father was killed in a streetcar accident that the family believed was the work of a white supremacist group called the Black Legion. At thirteen, Malcolm’s mother was institutionalized at a mental hospital, leaving her children to be separated into foster homes. Although an excellent student in junior high school, Malcolm dropped out of school when a white teacher told him that his dream of practicing law was â€Å"no realistic goal for a nigger†. After a youth of petty crime and a young adulthood of larger infractions, Malcolm found himself in jail for larceny and breaking and entering. While serving his eight to ten year sentence at Charlestown State Prison, Malcolm began reading and furthering his education through reading. Also while in prison, Malcolm’s brother, Reginald visited him bearing news of a religion called the â€Å"Nation of Islam†. This belief system fit well with Malcolm’s views of white people: that they are devils and that black men and women are truly the superior race. While still in prison, Malcolm maintained correspondence with Elijah Muhammad, the leader of the Nation of Islam. The ‘X’ in Malcolm’s name began appearing in 1950 and replaced his surname â€Å"Little† because, â€Å"[his] ‘X’ replac... ...s as they saw that Nation as only a role-reversal of the white/black conflict in the United States. The Nation of Islam was labeled as hatemongers, black supremacists, racists, violence-seekers, segregationists, and a threat to improved race relations. Malcolm X went even as far as to denounce the civil rights movement and called Martin Luther King Jr. a â€Å"chump† and other civil rights leaders â€Å"stooges† of the white establishment. While in the height of his popularity among the Nation of Islam and as numbers of blacks in the United States joined the Nation, Malcolm had internal conflicts. These were because he had found out that Elijah Muhammad had had extramarital affairs with other members of the Nation of Islam; a huge sin within the religion. Muhammad had had as many as six women that he had slept with and Malcolm X was deeply affected by his leader’s actions.

Basic Business Concepts

Business: It is the act of manufacturing, producing or buying and selling of goods and services whose aim is to make profit. A product may be defined as the output which could be in terms of services or goods within the normal business transaction.Generally, the fundamental goal of business if to make profit through optimization of its costs and revenue. However, business organizations are the entities that are ideally driven by the profit motive. Non profit making organizations does not aim atmaking profit. 2. Every business activity involves various participants/stakeholders.They include producers/manufactures, distributors, consumers and legal entities (John, 2006). Producers/manufacturers make the goods and services for use in the business process. Consumers are involved in using the products that are manufactured and produced in business processes. Distributors create channels of goods and service transfers from the manufactures to the consumers. Legal entities/government create s the legal layout of conduct between the other three participants. Studying business in the today’s American society is ideally an important aspect that provides information on the aspects that ensure strong business functionality.It provides the most rational knowledge that would help to succeed in any business process. However, business process is affected by various aspects such as international forces of demand and supply, income of the consumers, government regulation, availability of raw material, and economic systems (John, 2006). 3. Economics is the study of fundamentals of incorporating the scarce resources in processes that yield the highest benefit to the community. There are various economic systems which include; Traditional economy is that characterized by techniques and models based on social foundations.It involves resource inheritance and brings a passive sense of togetherness and community. It has low technology and no competition. Command economy is that w hich is controlled and planned by the central government. It is shaped by the will of the government. The means of economic production are owed by the people. It can be found in Vietnam. Market economy is controlled by forces of demand and supply. Government rarely fixes the prices. Private corporations govern the control of distribution and exchange. Example is United Kingdom.Mixed economy compliments both market and command economy. There are both the hands of government and corporations. It is governed by high freedom in its activities. An example is in US (John, 2006). 4. Supply is the total amount of goods and services offered in the market by the produces. Demand id the total quantity of goods and services required for consumption in the market. Price is the single cost paid for a unit of goods or services. Competition refers to the interactive process between suppliers and consumers within the market to yield an equilibrium quantity and price.In America, the competitive natur e of the market ensures the interaction between the quantities of goods and services supplied and demanded to produce an equilibrium price and quantity for the supplies and demands levels (John, 2006). 5. There are four types of competitions. Perfect competition is where we have many suppliers and consumers who interact cohesively with one another to yield an equilibrium quantity and price. Example is the hotel industry. Monopoly competition is where there is one supplier against many consumers. He/she controls the pricing of the goods and services.Example is the development in new communication technology. Duopoly competition is the competition between two suppliers. It may include the development in mobile phone technology between two manufactures. Oligopoly competition is where there are few sellers and many buyers. It may include the market of electronics. 6. The government uses various attributes to measure the state of economic development. They include; Inflation: This is the subsequent increase in the price of commodities. GDP: It is the sum total of all goods and services produced within a country within one year.Unemployment: It is the relationship between the workforce that is willing and also able to work and is in the process of finding a job compared to the number that is absorbed in the employment industry. Consumer Price Index: This is relative changes in the prices of consumer goods within the economy. The rate of unemployment is relative to the level of GDP. Higher unemployment implies lower GDP. This is because, there are low levels of income earned by the household and consequently law levels of aggregate demand within the economy. Economic fluctuations are usually desirable in the economic functionality theory.This is ideally because such fluctuations are detrimental in clearing the various markets within the economy. The federal government in America performs the role of ensuring both strong fiscal and monetary policies which ensure a str ong economy (John, 2006). 7. Service economy is the economy endowed with product output that is governed by services rather than goods. In America, service economy refers to the economic domains implied by the supply and demand of services as product outputs. Reference John Robert (2006) Economic Theory: An Introduction. New York, Prentice Hall

Extracurricular activity Essay

My freshman year of high school was scary. Two rival middles schools coming together to make one freshman class did not seem like the best idea, the classes were harder, and the stress levels were higher. In eighth grade I was so excited to be in high school, but once I got there I could not wait for that year to be over. Then I realized I still had three more long school years ahead of me. Don’t get me wrong, I had plenty of fun times freshman year. I met so many new people and made a lot of new friends. The majority of my friends then are still my friends now. But I was ready to grow up. I think every teenager thinks like this at one point or throughout every year of high school. Most teenagers are ready to move from home and start a new and more independent life in college during most years of high school. I know that I thought this way for quite sometime. I thought that life in college would be a million times more eventful than life in high school. Sophomore and junior year were also similar to freshman year. Friendships became stronger, classes were continuing to get more difficult, and even though I involved myself more in extracurricular activities, I was ready to get out of town and start college more than ever. I had picked out my dream school and already had so many plans for my freshman year of college. But instead of time speeding up like I wished it would, it felt like it was slowing down. Summer going into senior year I began getting bored with the town and I felt like I was always saying â€Å"there is nothing to do here.† I thought I needed more adventure and was becoming tired of just going through the motions. Although I felt like that then, a few weeks into senior year my mindset had completely changed. Even though senior year has been the toughest year yet, my class has created a culture. There is so many things that define us as a class and set us apart from everyone else. From traditions started at football games, to the things that we do as a group, we have created our own culture and identity. I have realized that even though I have wanted the past three years to fly by, all I want is for this year to slow down. My friends and I have all created extremely close bonds and we have become almost like a family. I feel like throughout the past three years I have taken a lot of things for granted and have not really appreciated all the memories I have had that came from good experiences. I have learned not to take any special moments for granted because I could look back on these days and remember all of the good times and how much I enjoyed my senior year. At times I regret wanting to grow up so fast because I know now that these are some of the best times of my life and I wish I would have appreciated them before. Although I do regret that, I’m thankful I get to spend this year with every single one of my closest friends. I still have a long time to make memories, but as the saying goes, â€Å"time flies when you’re having fun.†

Nordstrom Human Resource Paper

Nordstrom’s employees and management are the company’s most valuable resource. An article written in the Seattle PI describes exactly why this is true. It states that, â€Å"Nordstrom salespeople make decisions as if managing their own business; they are trusted to do what is right. Everyone else in the company is there to help the sales staff make the sale and please the customer† (Mulady, 2009). The way the employees are treated and valued is a perfect portrayal of the company’s mission of providing the best possible customer service and value to the customer.Even though the salesperson is the front man for the company, the human resource and management team act as the glue that holds the company together. The president of the company, Blake W. Nordstrom, says that people in support positions â€Å"like myself or someone in human resources that isn’t on the floor manning a register,† needs to understand that their job is to use the â€Å"e nergy and the activities they’re doing contribute to a better customer and employee experience† (HR Magazine, 2006).It is, therefore, extremely important that the workers in the human resource department stay connected to the selling process in order to stay connected with the employees, as it is this connection that helps the employees provide the best service to their customers. Company History and Background In 1887, 16-year-old boy named John W. Nordstrom left his home country, Sweden, for the city of New York City. He arrived with only five dollars in his pocket, unable to speak a word of English and started working in gold mines.One morning in 1897, he picked up a newspaper and read the front-page headline â€Å"Gold Found in the Klondike in Alaska. † Although the labor was hard he managed, in two years, to earn $13,000 in a gold mine stake and returned to Seattle. Back in the Northwest, John was eager to invest his money. In Alaska John became best friends with Carl Wallin, who owned a shoe repair shop in downtown Seattle and it was not long before the two decided to go into partnership and open a shoe store together. In 1901, the two opened their first shoe store, Wallin & Nordstrom, in downtown Seattle.This was the start of what would become the retail legend of Nordstrom, Inc. From the beginning, John's business philosophy was based on exceptional service, selection, quality and value. The company built a devoted customer base; and in 1923, the partners added their second store. In 1928, John Nordstrom retired and sold his share of the company to his sons, Everett and Elmer. Carl Wallin retired a year later and also sold his share of the company to the Nordstrom sons. The third son, Lloyd, joined the team in 1933.The company soon grew to become the largest independent shoe chain in the United States. By 1960, Nordstrom had eight stores in Washington and Oregon, and the downtown Seattle store became the largest shoe store in the co untry. By the early 1960s, the company was looking for new ways to spread its wings. Venturing into the clothing market, Nordstrom purchased Best Apparel, a Seattle-based clothing store, in 1963. Three years later, Nordstrom purchased a Portland, Oregon fashion retail store and merged it with their existing Portland shoe store.For the first time, customers were greeted with a selection of both shoes and fine apparel under a new store name: Nordstrom Best. Men's clothing and children's wear were added in 1966, expanding the store to meet the wardrobe needs of the entire family. Business prospered and within two years, two new stores opened in Washington. In 1968, the three brothers decided to retire and hand the company over to the third Nordstrom generation. The company was now led by Bruce, James and John Nordstrom along with Jack McMillan and family friend Bob Bender. The company went public in 1971.Just two years later, Nordstrom sales passed the $100 million mark and the company was recognized as the largest-volume West Coast fashion specialty store. This same year, the name was formally changed to Nordstrom, Inc. By 1975, the company had expanded into Alaska, and the first Nordstrom Rack was opened in Seattle as a clearance center for full-line store merchandise. Three years later, the company moved into the competitive California market; and by 1988, Nordstrom had made the big move to the East Coast with the opening of a stunning new store in Virginia.Organizational and Individual Relations and Retentions Nordstrom is a dynamic place to have a career because of the multitude of characteristics and backgrounds. Of the Company's total employment, 42. 2 percent are people of color and 72. 1 percent are women. On top of that, 31. 9 percent of the management population is comprised of people of color and 73 percent are women. Nordstrom empowers its employees to set their sights high and blaze their own trails. This is a place where the employees’ futur e success and growth are truly a result of their own efforts and achievements.They strongly believe in promoting from within, because this offers employees a unique opportunity to learn the company’s business from the ground up. Hard work, loyalty, competitive spirit and commitment to the customer are important factors employees need in order to grow within the company. Nordstrom Strategies Recognizing any success Nordstrom enjoys basic quality of their relationships with customers, employees, vendors and communities. Striving to be a socially responsible company and know that the trust of the customers is to have is not to be taken lightly.Making responsible business decisions is something Nordstrom has done for a long time. Nordstrom was one of the first retail companies to offer profit sharing to its employees in 1952, and each year donated millions of dollars to nonprofit partners across the country. Nordstrom was also the first among their direct peers in fashion-special ty retail to print on Forest Stewardship Council (FSC)-certified paper with 30 percent recycled content. Recruitment, Selection and Training The company’s goal is to attract the best talent, so it makes good business sense to recruit from a diverse population.They achieve this by utilizing targeted media, job fairs, community organizations and college placement centers. Each of these methods helps the company find the individuals who support Nordstrom’s goals and values. The recruiting process is typically done online, where candidates can apply for job opportunities. Depending on the position, one will either start the online application process or be asked to submit a resume. Than the individual, whom skills and abilities match an open position, will be contacted by a recruiter, department manager or human resources assistant.After an initial conversation, a decision will be made. If there is a potential fit the person will set up an additional interview time where t hey will meet physically. Diversity Training forms an important part of Nordstrom's diversity efforts. The company had an Executive Vice President who looked after Human Resources and Diversity Affairs. In addition, Nordstrom had another Vice President who addressed issues regarding Corporate Diversity Affairs at the company. Equal Employment and Diversity The business of fashion is international, multi-cultural and diverse by nature.At Nordstrom, this makes for an exciting retail environment and value the richness it brings to our Company. One of the best ways Nordstrom has found to provide excellent customer service is by ensuring what reflects the communities it serve: â€Å"having a workplace that attracts and supports diversity, benefits both customers and employees. †(Nordstrom, 2009) Nordstrom believes each of their employees has the opportunity to realize their potential and contribute to the success of their Company. This philosophy is reflected in the company unders tanding that success comes from people.The broad range of experiences, backgrounds and cultures the employees bring to the company creates a unique atmosphere. At Nordstrom, ongoing efforts to encourage a diverse environment are found throughout the Company, from hiring and promotion to their Supplier Diversity Program. Nordstrom believes that one of the best ways to be a socially responsible business is to create a workplace where people can be financially successful and grow a rewarding career. Throughout their history, Nordstrom has created a workplace where people feel valued, outstanding performance is rewarded, and entrepreneurial spirit is encouraged.In the spirit of entrepreneurship, Nordstrom authorize its employees to run their own business within the company’s four walls. Although Nordstrom has been fortunate to have been recognized by Fortune magazine as one of the best places to work, there is always room for improvement. Employees at Nordstrom are most valuable resources and as a company Nordstrom is committed to support them through upholding diversity, offering workers with benefits and opportunities for career growth.Supplier diversity seeks out and develops relationships with qualified women-and minority-owned businesses are the keys to the Nordstrom Supplier Diversity Program. In 1989, Nordstrom launched the Supplier Diversity Program to help attract qualified vendors that might not otherwise consider Nordstrom as a potential client. Nordstrom recruits a wide range of women and minority owned vendors in three categories: merchandise, supplies and services, and construction. Since the program began, Nordstrom has spent more than $8 billion with minority and women-owned businesses. Legal Framework of Equal EmploymentAs Nordstrom contracts to manufacture products in various countries, it has an opportunity to address a wide range of factory issues throughout the world, especially workers rights. To address these concerns, Nordstrom creat ed a Social Responsibility team in 1994. This team works closely with company’s product group vendors to see that Nordstrom label products are made in accordance with applicable laws and ethical labor practices. Additionally, as a buyer of merchandise from around the world, Nordstrom expects the companies that they work with to do business by acting responsibly.Through the Partnership Guidelines, focusing on social responsibility in manufacturing, and by forming strong alliances with non-profit organizations the company can better protect the human rights of those in the companies supply chain. Nordstrom’s partnership guidelines cover topics such as forced labor, child labor, health and safety, harassment and abuse. The company social responsibility in manufacturing gives an overview of how the business upholds responsible relationships with vendors.Over the years, Nordstrom has formed strong alliances with third party organizations including Business for Social Respon sibility, the Fair Labor Association and Fair Factories Clearinghouse. These partners, among others, act as checks and balances for Nordstrom in its efforts to protect human rights. Forced Labor: Nordstrom will not conduct business with any Partner that uses involuntary labor of any kind; including prison labor, indentured labor, or forced labor. Overtime must be voluntary. Employees shall not be required to lodge ‘deposits' or identity papers upon commencing employment with the company or as a condition of employment.Child Labor Partners will not employ anyone under the age of 15, and or younger than the age for completing compulsory education, or under the minimum ages established by applicable law in the country of manufacturer, if higher than the age of 15. Furthermore, Partners of any kind must comply with all local laws pertaining to the restrictions on â€Å"young workers† under the age of 18, including restrictions on their exposure to situations in or outside o f the workplace that are hazardous, unsafe, or unhealthy, and Partners will provide adequate protection from such exposure. Nondiscrimination:Nordstrom firmly believes people are entitled to equal opportunity in employment. Although the company recognizes cultural differences exist, Nordstrom will not pursue business relationships with Partners who discriminate in employment practices (including hiring, wages, benefits, assigned duties, advancement opportunities, discipline; termination or retirement on the basis of sex, race, color, religion, gender identity, age, sexual orientation, national origin, marital or maternity status, work or personal affiliations, political opinion or social or ethnic origin, or physical, mental or sensory disability).Harassment and Abuse: Nordstrom expects its Partners to treat every employee with respect and dignity. No employee will be subject to any harassment, which includes any physical, verbal, sexual or psychological harassment or abuse. Partner s will not use monetary fines as a disciplinary practice. Furthermore, workers must be free to voice their concerns to Nordstrom or Nordstrom appointed staff, and must be allowed to participate in the Nordstrom audit process, without fear of retaliation by factory management. Health and Safety:Nordstrom seeks Partners who provide written standards for safe and healthy work environments and the prevention of accident and injury to the health of their workers, including adequate facilities and protections from exposure to hazardous conditions or materials. These provisions must include safe and healthy conditions for dormitories and residential facilities, and they must comply with local health and safety laws and standards. Wages and Benefits Partners shall set wages, overtime pay and legally mandated benefits and allowances in compliance with all applicable laws.Workers shall be paid at least the minimum legal wage, or a wage that meets applicable local industry standards, whichever is greater. Documentation and Inspection: Nordstrom intends to monitor compliance with our Partnership Guidelines and to undertake on-site inspections of Partners' facilities. Partners will maintain, on file, all documentation necessary to demonstrate compliance with these Partnership Guidelines, and will authorize Nordstrom and its designated agents (including third parties) to engage in announced and unannounced monitoring activities to ensure compliance, including confidential employee interviews.Nordstrom will review and may terminate its relationships with any Partner found to be in violation of the Partnership Guidelines, including denying access to approved monitors. Freedom of Association: Partners will respect workers rights to freedom of association and collective bargaining. Lawsuits: Nordstrom to Pay $292,500 to Settle EEOC Harassment Lawsuit On April 17, 2009 the U. S. Equal Employment Opportunity Commission announced that Nordstrom will have to pay $292,500 to 10 form er employees and furnish other remedial measures to settle a harassment lawsuit.EEOC had charged that the department store manager harassed Hispanic and African-American employees based on their national origin, race, and color, and retaliated against those who complained about the harassment. According to the EEOC's lawsuit, a manager harassed the Hispanic and African-American staff at the Palm Beach Gardens and Wellington Florida’s stores. Even though the employees complained about the harassment, the company only did the minimum to help them. The alteration's manager retaliated against those who complained by continuing the racially offensive comments, unfairly berating mployees and citing them for alleged performance problems. Under the terms of a consent decree Nordstrom will have to pay for the damage and distribute its policy addressing unlawful harassment to all employees in the Wellington and Palm Beach stores; provide harassment training, post a notice on the resolu tion of the lawsuit, and submit a semi-annual report to EEOC on all harassment complaints received during the next two years. Working at Nordstrom Nordstrom has believed in promoting from within.The promote-from-within policy offers employees a unique opportunity to learn the business from the ground up and grow a rewarding career with Nordstrom. It's not uncommon for people who started on the sales floor or in the stockrooms to stay with the company for 20 years or more, taking on new assignments as they grow. The majority of executives began their careers with Nordstrom as salespeople or in the stockroom. Generally, Nordstrom looks for great sellers who love fashion and are passionate about helping customers.The idea of corporate social responsibility is not new to the company. Since the beginning Nordstrom has made every effort to run an ethical business where people want to work and shop. The social responsibility efforts help the company connect with customers and employees and help drive results. Striving to offer its customers the best possible customer service, social responsibility is a subject that requires continuous improvement, and is something that Nordstrom can always get better at. Jobs and Job AnalysisWhen one works at Nordstrom, each day is full of new challenges, friends and goals. At Nordstrom employees are encouraged to try new things and share their passion. This is a place to build a rewarding, lifelong career. Nordstrom Retail Internship Opportunities: Nordstrom is looking for individuals with a passion for retail who is motivated achievers and hardworking team players. As a Nordstrom Retail intern, the intern will receive mentoring and training in the exciting world of fashion through experiences that a person will not find in the classroom.During the internship the intern will have the opportunity to learn from the experienced people who bring the Nordstrom experience to life, gain hands-on experience by serving Nordstrom’s cus tomers, participate in sales and customer service events, gain exposure to a variety of management responsibilities, earn a competitive wage and receive an employee merchandise discount. Upon completion the intern will be offered an Assistant Manager or salesperson position, depending on availability and intern preferences. Nordstrom is proud to be named to Fortune magazine’s list of â€Å"100 Best Companies to Work For. Nordstrom’s believes this recognition comes from their desire to empower their employees to set their sights high and blaze their own trails. Nordstrom is a place where its employees’ future success and growth are truly a result of their own efforts and achievements. Nordstrom Stores and Merchandising: Nordstrom wants to be the ultimate fashion destination for its customers and provide a superior experience. From meticulous tailors to knowledgeable salespeople to innovative merchants who bring the latest trends and fashion to Nordstrom stores, their teams are comprised of talented people who work hard to delight the customer.The rewards for working at Nordstrom are many, employees find recognition for their unique talents and energies, they also work in an environment that gives individual freedom to excel and create their own career path, employees develop gratifying one-on-one relationships with customers and are able to choose from satisfying positions in commissioned sales, merchandising, Nordstrom restaurants, operations, support and Nordstrom Spa. Restaurants and Specialty Coffee:When employees work in one of Nordstrom’s restaurants or specialty coffee bars, they become an important part of a team that delivers professional and enjoyable dining and coffee experiences for Nordstrom customers. The employees will enjoy working with stylish, comfortable setting with outgoing co-workers who share the same passion for great food, coffee and service, also employees are able to bring their own personal passion for fo od and service to Nordstrom concepts featuring casual and classic dining alternatives and regional menus designed to suit Nordstrom customers.By working at the restaurant or coffee bars employees choose from an assortment of career possibilities, including line and prep cooks, cashiers, servers, hosts, bussers, dishwashers, chefs and management. Nordstrom Rack: Nordstrom Rack is where customers go for top-of-the-line fashion and accessories. An employee working on the Rack team has the opportunity to enjoy flexible hours, a friendly atmosphere and competitive pay along with benefits. Nordstrom’s created a fun, fast-paced, self-service environment that gives its employees the opportunity to grow.The employees learn the ins and outs of fashion retailing and customer service. They can choose their title from a range of positions in non-commission sales, customer service and stock. In addition, employees are encourage to choose the best position fit, full time or part time, in or der to find their inspiration. Compensation, Variable Rewards, and Executive Pay It is very important for a company to control what the executives collect in comparison to what a normal employee does. This has been an issue in business and politics because higher management have more rewards and more income than others such as; sales associates.For this matter Nordstrom has a compensation committee. The Committee â€Å"is responsible, subject to approval of the board, for establishing and maintaining a broad compensation program for the president and executives of Nordstrom in order to attract, retain and motivate key contributors to the success of Nordstrom and its affiliated companies, for reviewing and discussing with management Nordstrom’s compensation discussion and analysis, and for preparing an annual report on executive compensation to be included in the Nordstrom proxy statement†.Below are the list of duties and responsibility of the committee: †¢Ã¢â‚¬Å"A nnually review and approve the corporate goals and objectives relevant to the president and executive’s compensation, and evaluate their performance †¢Salary paid to the President and Executives The grant of any cash-based bonuses and equity compensation to the president and Executives †¢The award of any benefits or perquisites to the President and the Executives †¢To review management's annual performance evaluation of the Executives and to monitor the annual performance process for executives not evaluated by the Committee †¢To prepare an annual report on executive compensation to Nordstrom shareholders for inclusion in its proxy statement or annual report on Form 10K in accordance with the rules and regulations of the Securities and Exchange Commission †¢To recommend to the Board where it deems appropriate that an employment separation, or change in control agreement be established with any Executive and the terms of such agreement †¢To review , approve, administer, amend, and/or make recommendations to the Board relating to all Nordstrom cash-based and equity-based incentive compensation plans †¢To review management's recommendations for, and approve as it deems appropriate, long-term incentive award levels or other incentives to non-Executive key contributors to the success of Nordstrom and its affiliates †¢To review and approve any benefit plans, retirement and deferred compensation or other perquisites offered to Executives, including eligibility and the level and types of benefits or perquisites provided †¢To consult with the President regarding significant organizational structure changes and to advise the Board regarding the implications on any Executive compensation or benefit programs concerning such changes †¢To undertake such other responsibilities, tasks or projects as the Board of Directors may delegate or assign to the Committee from time to time †¢To conduct an annual self-evaluatio n of the Committee's performance to determine whether the Committee and its members are functioning effectively in adherence to this Charter †¢To review and approve management's recommendation for contributions attributable to the profit sharing portion of Nordstrom's 401(k) Plan and Profit Sharing, and additional profit sharing payouts, if any †¢To review and discuss with management Nordstrom's CD;A and based on that review and discussion, recommend to the Board that the CD;A be included in Nordstrom's annual proxy statement †¢To receive periodic reports upon request by the Committee on Nordstrom's compensation programs as they affect all employees †¢To periodically review and make recommendations to the Board with respect toNordstrom's stock ownership guidelines applicable to Nordstrom employees and directors and to monitor compliance with the stock ownership guidelines by those individuals †¢The Committee shall establish such rules, regulations and proced ures as it determines appropriate and reasonably necessary for it to undertake its duties and responsibilities as set forth in this Charter †¢The Committee shall maintain appropriate procedures to ensure accurate meeting agendas and minutes are prepared and filed in draft form as soon as practicable, with such Meeting Minutes presented to the Committee for approval at the next regularly scheduled Committee Meeting.Such meeting agendas and minutes shall be filed in the Committee Minute Book upon approval †¢The Committee shall have the sole authority to engage any consultants, legal counsel or advisors to provide services the Committee deems necessary and advisable to carry out the foregoing responsibilities, to approve all of the terms of such engagement including compensation, and to terminate any such engagement† (Nordstrom, 2008) While talking about compensation, here is an example of how much Blake W. Nordstrom makes out of Nordstrom’s sales. Blake W. Nords trom has been CEO of Nordstrom for eight years and has been with the company for 34 years. He is 47 years old and ranks 11 within retailing. Blake W. Nordstrom’s total Compensation is 8. 15 million dollars; thus his five-year compensation 21. 21 million dollars. 6-Year Annual Total Return20% 6-Year Return Relative to Industry112 6-Year Return Relative to Market118Blake W Nordstrom's Compensation Vs. Retailing Medians Salary $0. 70 mil $1. 01 mil Bonus NA $0. 84 mil Other $0. 07 mil $1. 06 mil Stock Gains $0. 71 mil $0. 00 mil Total Compensation$1. 47 mil $4. 39 mil Nordstrom has different types of compensation for its employees. For example, when someone works at Nordstrom they get 40 percent off on all store merchandise. They also do recognitions such as; employee of the month. Since Nordstrom is a retail store, employees get special incentive programs and they also work for commission which gives employees an â€Å"incentive† to work harder and sell more; resulting i n them earning more money.Employees also get recognition awards that recognize individual employees for their performance or service. Benefits Nordstrom is a respectable company to work for because an employee receives a strong benefits package. In addition, they ranked 72nd in the list of the top companies to work for, and use to be at the 36th place. Even with the bad economy, no cuts were made in pay or benefits for their employees. Nordstrom state, â€Å"as a Nordstrom employee, you should feel confident that your health and well-being are among our highest priorities. To that end, Nordstrom offers comprehensive, flexible benefits to our employees and their families. † Below is a list of the different benefits offered at the company: Health Benefits:Medical/Vision – medical, vision and prescription drug coverage Dental – basic preventive dental services and orthodontia Employee Assistance Program – confidential consultations, information and referrals , 24 hours a day Income Protection: Life Insurance – financial protection in the event of a covered family member’s death Disability Program – income replacement to assist you if you are unable to work due to disability Long-Term Care – financial protection for you or an enrolled family member who can no longer perform covered everyday activities Accidental Death and Dismemberment Insurance – financial protection for you and your eligible family members in the event of accidental death or dismemberment Retirement Benefits: 01(k) Plan – defer a percentage of your pay as pretax deferrals, post-tax Roth deferrals or a combination of both. Nordstrom matches your deferral, dollar for dollar, up to 4% Profit Sharing – share in the Company’s success through Company contributions to your retirement account Flexible Spending Accounts: Set aside pretax dollars to pay for eligible health care, dependent care and commuter expenses Time off : Leave or Absence Program – time away to recover from an illness, care for a family member or serve in the military Paid time off – time off with pay for your personal and family needs Sabbatical program – six week of unpaid time off to use any way you like Life/Work Benefits:Merchant Discount – a 20% or 33% discount of regular employees and eligible dependents Group Legal Services – access to local legal assistance for a wide range of services Group Home/Auto Insurance – group, discounted insurance rates for auto, home, renters, and other personal property Discount and services/Work Stream Rewards – discount on high-quality goods and services Resources and Referrals/Life Care – counseling, education and referral services to help you make life decisions on everything from childcare and academics to financial services and retirement Employee Stock Purchase Plan: Purchase Nordstrom stock at a discount Additional Benefits and Ser vices: Direct Deposit Jury Duty Pay Nordstrom Bank Nordstrom Federal Credit Union U. S. Savings Bonds Supporting the Environment In 2007, Nordstrom recognized the need to centralize existing efforts and created a multi-divisional group of leaders to come up with a comprehensive social responsibility strategy.In order to do so, they talked to the employees and some of the best customers to learn more about what's most important to them when it comes to social responsibility. They focus on the following areas: Supporting Communities, Sustaining the Environment, Protecting Human Rights, and Caring for their people. Nordstrom hopes to develop stronger relationships with their customers and be a better global steward with this strategy. Nordstrom recognizes that the stores facilities make an environmental impact and for many years it has been involved in recycling, energy and water conservation and overall waste reduction. In 2008, Nordstrom formalized a commitment to the environment wit h the creation of social responsibility strategy.It’s the company goal to reduce the impact on the environment by focusing on resource conservation, waste management, packaging and product innovations and organic cotton development, as well as incorporating sustainable options throughout their restaurants. The company is trying to increase recycling and decrease use of harmful chemicals and toxins. Across the stores and operations, Nordstrom is taking a closer look at how to reduce impact on the environment through innovations in sustainable merchandise, eco-friendly bags and boxes, and organic cotton development. As a fashion specialty retailer, Nordstrom sells branded merchandise from vendor partners and contract to manufacture private label products. The company has decided to focus on one issue directly related to what it does, and it now funds an organization that increasing the world’s supply of organic cotton.In addition, Nordstrom restaurants and coffee bars ar e finding ways to have a healthy impact on their customers, employees and the planet. From organic teas and Fair Trade coffee to nutritional labeling. Supporting Communities Although the environment is an important component of social responsibility, Nordstrom recognizes that social responsibility goes beyond just being â€Å"green. † The company’s financial support and involvement is important to the diverse communities it does business with. Therefore, its social responsibility strategy encompasses some of its existing practices in community giving, the United Way and international development.Overall, the company wants to give back to the communities that believed in them. As outlined in its Contributions Guidelines, its community giving takes the form of cash contributions, community partnerships and volunteerism. The selected areas of focus are the arts and culture, education, health, community development and the environment. Each year, Nordstrom donates millions of dollars to non-profits organization across the country. They also implemented the â€Å"Nordstrom Scholarship Program,† which supports education in most of the communities where it does business. In addition, Nordstrom has been a strong supporter of the United Way for almost six decades.It also supports several global organizations and projects including the HER Project, Organic Exchange, and vendor education programs. Current Financial Summary Nordstrom operates outlet stores in addition to department stores. Nordstrom Rack outlets appeal to customers who like the department store and the labels it carries but not necessarily the prices. Outlet shoppers visit to take advantage of bargains on items that did not sell at the department store or did not make it as far as the sales floor when a product line was discontinued. Recent financial results suggest that, in the recession, outlets may be giving shoppers who are not inclined to indulge at their favorite luxury departme nt stores an alternative where they can shop and still feel financially responsible.In March, Nordstrom’s beat analyst comparable store sales predictions, a relatively positive development despite the fact that those sales, generated in stores open for a year, were off by 13. 5 percent. Outlets helped mitigate greater softness elsewhere with comps at Nordstrom rack up 0. 1 percent versus down 16. 9 percent at department stores. In the recession, Nordstrom has been adding rack locations not just to satisfy bargain hunters but also to take advantage of good real estate deals that have been emerging. The rack has been a great vehicle to offer Nordstrom products at an off price as well as other products that consumers buy. Nordstrom, Inc. (NYSE:JWN) reported net earnings of $81 million, or $0. 7 per diluted share, for the first quarter ended May 2, 2009. For the same quarter last year, Nordstrom reported net earnings of $119 million, or $0. 54 per diluted share. Included in the 2 009 first quarter results was a benefit of approximately $12 million, or $0. 06 per diluted share, related to the closure of the company’s 2007 federal tax return audit. Excluding this benefit, 2009 first quarter net earnings were $69 million, or $0. 31 per share. Net sales in the first quarter were $1. 71 billion, a decrease of 9. 2 percent compared with sales of $1. 88 billion during the same period in fiscal 2008. First quarter same-store sales decreased 13. 2 percent compared with the same period in fiscal 2008.

Phonological Development in Children Essay

Phonology is study of the sound system of the language and the rules for their combination. There are about 200 sounds used in languages throughout the world. As we all know, sound is the beginning of language learning. In learning to talk, children must acquire knowledge of the phonological forms of words and phrases of their native language and must learn the articulatory and phonatory movements needed to produce these words and phrases in an adult-like manner. Children learn their phonological system of native language even since as young infant. They first year of an infant’s life which is before they can utter their first word are known as prelinguistic stage. Children do not utter their first word until they are about one year old. At one month, they show categorical perception of speech. A perceptual ability is ability to segment one sentence into individual word units. This ability usually leads to production and thus helps in the development of speech production. Even though children do not produce their first word until they approximately 12 month years old, the ability to produce speech sound start to develop at a much younger age. After the mother giving birth, the young infant will produce undifferentiated birth cry. Within 0 to 6 weeks, the infant can produce reflexive sound which are glottal catch and vowels such as ah, eh, and uh. Plus the infant also can produce some variety non-crying sound. They also produce differentiated cry which that true vocal communication begins. In the range 6 to 16 weeks, infant start to produce cooing sound when they are happy. Moreover, they begin to produce single syllables and blowing bubbles. At 4 month, infant still prefer infant-directed compare to adult-director speech. Plus by 4 month, infant have learned which feature they have to pay attention to at the suprasegmental level such as intonation and stress. At 5 months old, infant prefer to hear their own name to similar sounding word. On the other hand, by 6 month old, they expose more to their native language and start to learn not to pay attention to sound that are not meaningful in their native language. The production of vowel sound in the first 2 month lead to the production of consonants. First back consonants ([g], [k]) are being produce around 2 to 3 months and front consonants ([m], [n], [p]) is being able to produce by infant at about 6 months old. In the range 3 to 6 month, babbling begins influence by their native language. In addition, they babbling show pitch and inflection change. They start to produce double syllables-VCV such as aga. Children are also able to puts lips together and say â€Å"m† and nasal tone is heard. Not only that, they also begin to vocalize their pleasure and displeasure. Infants in this range will stop vocalizing when adults enters and have self-initiated vocal play. They are also cooing, chuckling, gurgling and laughing. At 7 months, they able to segment word from speech that shows a strong-weak stress pattern, which is the most common stress pattern in the English language. The process that allows infant to use prosodic cues in speech input to learn about language structure is known as ‘prosodic bootstrapping’ . While children at 8 months old generally do not understand the meaning of the most single word yet, they still able to understand the meaning of certain phrases they hear a lot. By 9 months old, infant can differentiate native from nonnative language. Children uses [m], [n],[t],[d],[b],[p] and [y] in babbling multiple syllables by 6 to 9 months old. They babbling tunefully or singing tones and uses several of sound combination. They also begin to have inflected vocal play and intonation patterns heard. Infant also copy intonation and speech sound from the adult in their own repertoire. Reduplicative babbling begins for example bababa. From 9 to 12 months, children vocalize during play and also begin to vocalize in front of mirror. They are able to jabber loudly with wide variety of sounds and intonations. Infant combine different vowel and consonant into syllable string in vocal play and at this stage phonetic drift begins. Infant also acquire variegated babbling and combines different syllables in vocal play. At this stage, children normally have not yet begun to speak and thus have no production vocabulary but in the range 10 to 11 months old, children’s comprehension vocabulary size is about 11 to 154 words . During this transitional period from babbling to the utterance of the first word, children also produce â€Å"protowords†. Protowords is invented words that are used consistently to express specific meanings. In the range 1 year old to 1  ½ years old, infants usually use jargon to communicate. We can also hear some repetition of words or echolalia. They are uses most vowels and consonants and some initial consonant. Basically, their utterances unintelligible with exception of a few words. Intelligibility refers to the proportion of the speaker’s output that listeners can easily understand. They commonly leave out final consonant and some initial consonant. By the range of this age, they start to produce word in VC structure such as bo/boat and able to imitates some word accurately. By 14 months old, children usually produce their first word. First word is simple structure and contains the same sounds that were use in late babbling. At 16 months children comprehension vocabulary size ranges from about 92 to 321 words. At this age, children’s production vocabulary size at this age is typically around 50 words. Children’s production becomes more consistent around the a ge of 18 months. Within 1  ½ to 2 years old, children’s words increasing in frequency and jargon almost gone by 2 years old. Commonly, they will ask questions by raising intonation at end of phrase. Plus, children show improvement in intelligibility. Approximately 65% intelligible by 2 years. In addition, word produced with CVC structure such as big appear at this range of age. Intelligibility improve when they at 2 to 2  ½ years old from 65% to 70%. Plus, they may skip over final consonant, reduce consonant blend and substitute one consonant for another. The size of the vocabulary production is about 50 to 550 words. Children also seem to build up their vocabulary faster if the speech they hear is related to their focus of attention more often. At 2  ½ to 3 years old, children still do some substitution and alteration of consonants. They continue to improve their intelligibility to approximately 80%. By this age they can mastered consonants; [p], [m], [n], [w], [h]. Children at 3 to 3  ½ years use final consonants most of time. At this age, Final-Consonant Deletion process, consonant assimilation, diminutization, doubling, prevocalic voicing, reduplication unstressed syllable deletion and velar fronting should be gone. Children become very intelligible in connected speech by age 3  ½ years to 4 years old. They had mastered consonants;[b], [d], [j], [g], [f], [y]. Plus, phonological process continues which are cluster reduction, deplatalization, epenthesis, final devoicing, gliding, stopping and vocalization. In 4 to 4  ½ years, should be few error and substitutions of consonant in children utterances. They become more intelligible especially in connected speech. At the range 4  ½ years to 5 years old, children use most consonant sounds consistently and accurately. Even though, more errors present in difficult blends. At 5 to 6 years old, children mastered consonants such as t, ing, r, l. Follow by 6 to 7 years old, they begin to mastered consonant such as voiceless th, sh, ch, j. Hence, young children have remarkable ability to learn meanings for the words they extract from the speech they are exposed to. Acquisition of the language is strongly relate with environment. The phonological development should be know by parents to detect any phonological disorder on their child.