Essential Components of Guided Reading

Essential Components of Guided Reading There are three essential elements in Guided Reading, they are before reading, during reading, and after reading. Here we will take a look at teacher and student roles during each element, along with a few activities for each, as well compare the traditional reading group with a dynamic guided reading group. Element 1: Before Reading This when the teacher introduces the text and takes the opportunity to teach students before the reading begins. Teachers Role: To select an appropriate text for the group.Prepare an introduction to the story they are going to read.Briefly introduce the story to the students.To leave a few questions unanswered that can be answered throughout the story. Students Role: To engage in a conversion with the group about the story.Raise questions about the story to be read.Build expectations about the text.To notice information in the text. Activity to Try: Word Sort. Choose a few words from the text that may be difficult for students or words that tell what the story is about. Then have students sort the words into categories. Element 2: During Reading During this time when students are reading, the teacher provides any assistance that is needed, as well as records any observations. Teachers Role: Listen to the students while they read.Observe each readers behavior for strategy use.Interact with students and assist when needed.Observe and make notes about individual learners. Students Role: Read the text to themselves quietly or softly.To request help if needed. Activity to Try: Sticky Notes. During reading students write down anything that they want on the sticky notes. It can be something that interests them, a word that confuses them, or a question or comment they may have, anything at all. Then share them as a group after reading the story. Element 3: After Reading After reading the teacher talks with students about what they have just read and the strategies that they used, and leads students through a discussion about the book. Teachers Role: Talk about and discuss what was just read.Invite students to respond or add details.Return to the text for teaching opportunities such as to find answers to questions.Assess student understanding.Extend the text by providing activities such as writing or drawing. Students Role: Talk about what they just read.Check predictions and react to the story.Revisit the text to answer questions prompted by the teacher.Reread story with partner or group.Engage in additional activities to extend learning about the story. Activity to Try: Draw a Story Map. After reading, have students draw a story map of what the story was about. Traditional Versus Guided Reading Groups Here we will take a look at traditional reading groups versus dynamic guided reading groups. Heres how they compare: Traditional groups focus on the lesson, not the student - while guided reading focuses on the student, not the lesson which will actually help the student learn and comprehend the lesson plan quicker.Traditional is grouped by general determination of ability - while guided is grouped by specific assessment for strengths and appropriate level of the text.Traditional groups the teacher follows a prepared script - while in guided the teacher is actively engaged with the text and the students.Traditional reading groups focus on decoding words - whereas guided reading groups focus on understanding the meaning.In traditional reading groups, the words are taught and skills are practiced in workbooks - whereas in a guided reading group the teacher builds meaning and language and skills are incorporated into the reading, not with workbooks.Traditional reading groups students are tested on their skills - whereas in dynamic guided reading groups students assessment is ongoing and througho ut instruction. Looking for more reading strategies to incorporate into your classroom? Check out our article on 10 reading strategies and activities for elementary students.

The Rights and Responsibilities of Green Card Holders

The Rights and Responsibilities of Green Card Holders A green card or lawful permanent residency is the immigration status of a foreign national who comes to the United States and is authorized to live and work in the United States permanently.  A person must maintain permanent resident status if he chooses to become a citizen, or naturalized, in the future.  A green card holder has legal rights and responsibilities as enumerated by the U.S. Customs and Immigration Services (USCIS) agency. U.S. permanent residency is known informally as a green card because of its green design, first introduced in 1946. Legal Rights of U.S. Permanent Residents U.S legal permanent residents have the right to live permanently in the United States provided the resident does not commit any actions that would make the person removable under immigration law U.S. permanent residents have the right to work in the United States at any legal work of the residents qualification and choosing. Some jobs, like federal positions, may be limited to U.S. citizens for security reasons. U.S. permanent residents have the right to be protected by all laws of the United States, the state of residence and local jurisdictions, and can travel freely throughout the U.S. A permanent resident can own property in the U.S., attend public school, apply for a drivers license, and if eligible, receive Social Security, Supplemental Security Income, and Medicare benefits. Permanent residents can request visas for a spouse and unmarried children to live in the U.S. and can leave and return to the U.S. under certain conditions. Responsibilities of U.S. Permanent Residents U.S. permanent residents are required to obey all laws of the United States, the states, and localities, and must file income tax returns and report income to the U.S. Internal Revenue Service and state taxing authorities. U.S. permanent residents are expected to support the democratic form of government and not change the government through illegal means. U.S. permanent residents must maintain immigration status over time, carry proof of permanent resident status at all times and notify USCIS of change of address within 10 days of relocation.  Males age 18 up to age 26 are required to register with the U.S. Selective Service. Health Insurance Requirement In June 2012, the Affordable Care Act was enacted that mandated all U.S. citizens and permanent residents must be enrolled in health care insurance by 2014. U.S. permanent residents are able to obtain insurance through the state health care exchanges. Legal immigrants whose income falls below federal poverty levels are eligible to receive government subsidies to help pay for the coverage. Most permanent residents are not allowed to enroll in Medicaid,  a social health program for individuals with limited resources until they have lived in the United States for at least five years. Consequences  of Criminal Behavior A U.S. permanent resident could be removed from the country, refused re-entry into the United States, lose permanent resident status, and, in certain circumstances, lose eligibility for U.S. citizenship for engaging in criminal activity or being convicted of a crime. Other serious infractions that could affect permanent residency status include falsifying information to get immigration benefits or public benefits, claiming to be a U.S. citizen when not, voting in a federal election, habitual drug or alcohol use, engaging in multiple marriages at one time, failure to support family in the U.S., failure to file tax returns and willfully failing to register for Selective Service if required.

Business ethics Essay Example | Topics and Well Written Essays - 1750 words

Business ethics - Essay Example Business ethics Corporate responsibility entails two issues: doing the positive good to the community, and doing no harm or whatsoever to the community.This means that the corporations pay back to the community through participating in community beautification efforts and events, volunteering expertise, donating money to the worthy causes and being a responsible employer. On the other hand, doing no harm entails efforts of the business towards the environment in its production activities, transportation and disposal. Therefore, in order to best examine moral corporations and corporate responsibility for the environment let us start by considering issues of the environment we face (McLachlan, 2008). There is a wide possibility of developing a moral corporation; this requires looking closely at values and changing attitudes. This paper seeks to form a position for the development of a moral corporate culture and map out a specific plan for obtaining a moral corporation. Moral responsibility is the sta te of deserving moral praise, reward, blame, or punishment for an omission or act, with respect to moral obligations. Making decisions on whether or not something is obligatory morally is a concern of principles of ethics. Corporations with moral responsibility for actions are referred to as moral agents. Such corporations are able to reflect on their circumstances, make intentions concerning how they act, and finally do such actions. Developing a moral corporation is a free will issue whether or not corporations will be morally responsible for the actions they get involved in. The scholars’ debate over the attributes of moral responsibility in corporations has been going on for decades. The conformational approach to this argument is to determine the necessary conditions for moral corporations and plan for the development of moral corporations, and whether such conditions can be satisfied by corporations (McLachlan, 2008). The development of moral corporations needs to ensur e that the environment is duly protected. Environmental ethics iscomplicated in practice because of the numerous distinct perspectives that are involved. The development of moral corporations needs to encompass this ethics. In some situations it may be difficult for corporations to understand the environmentalists’ arguments on environmental ethics. Disagreements, hence, rise on plans for developing a moral corporation. It is obvious that corporations possess different viewpoints on ethics of the environment. It is, however, possible for corporations put their different options aside for the good of the environment and agree simply that some actions about the environment need to be done in order to make corporations morally upright. In order to develop a moral corporation, such corporations need to admit that protection of the environment is important, whether they are acting out of a sense of responsibility or out of a sense of self-preservation for the future generation, fo r to the Earth itself or to all the forms of life. Corporations need to adopt an environmental pragmatism. This ensures that moral corporations are developed and maintained; that the corporations can achieve a consensus on the values of the environment that identify and determine the policies of the environment that all other corporations can agree on (McLachlan, 2008). When thinking of moral corporations, a plethora of questions rise: if the consumerism was predated by an ethical community, then how did consumerism supersede the morals of business practitioners? How does it

The Marketing Plan Research Paper Example | Topics and Well Written Essays - 1250 words

The Marketing Plan - Research Paper Example The market is therefore stable and still promises to grow. Every product producer and service provider has a unique way of marketing. The uniqueness of the marketing structure therefore promises either a profitable venture or a loss-ridden one. Depo-Provera, medically known as depot medroxyprogesterone acetate (DMPA), is a hormone injection that alters the production of estrogen. It therefore prevents a woman from producing ova. The product has been in the market and continues to expand to newer ones across the world (Frey, 1956). Situational analysis The market for contraceptive products continues to grow if not stable. The married, for instance, have an obligation of regulating the number of children they have depending on their financial stability and social preferences. The married form the greatest market shareholders. Because of their obligations, they shop for the most appropriate contraceptive methods. Additionally, the market is also composed of any other mature sexually act ive person within the country. However, the product targets those who have sexual intercourse regularly and is therefore more advisable on the married or commercial sex workers. Currently, there are a number of products in the market that provide similar functions. The most common of these include Nuvaring, another is Intrauterine Device (IUD) while Ortho Evra (patch) together with birth Pills also form part of these. All these and many others have their strengths and weaknesses that make them hold the market shares they currently dominate. As the market continues to grow, Depo-Provera continues to expand its market share which is a clear show of effective marketing strategies by the marketers of the company. Depo-Provera has a number of strengths which it has used as its competitive advantages over the years. Unlike other contraceptives, Depo-Provera is not used daily. A single injection lasts a month. This is a relief to many women who use the daily injections or the daily pills w hich normally tend to have severe bodily reactions. The monthly menstrual flow is a bother to many women; the hormonal injection alters the body making a woman miss her periods for three consecutive months (Abrams & Eugene, 2003). Additionally, the use of the injection is proven to reduce the chances of a woman suffering from ovarian cancer. Some of the used contraceptives normally have side effects some of which are as acute as the contraction of ovarian cancer. The use of Depo-Provera minimizes this risk thereby providing its user with the peace of mind and longevity of use. However, the product, just as any other in the market, presents a number of side effects, which also sum up as its weaknesses. Being a hormone, the injection reduces the thickness of the uterine lining. This results in reduced rates of the monthly bleeding and after a prolonged use, some women experience no bleeding at all. Such occurrence may affect the mental stability of many women who consider it normal fo r a woman to experience the monthly period especially when not using a contraceptive. Women may also after stopping the use of this contraceptive experience an excessive bleeding. This is normally because of the hormonal imbalance which is rectified through medication. The expansion strategy of the product is governed by a

Economics and Global Business Essay Example for Free

Economics and Global Business Essay A) Elasticity of demand is describes as the degree of percentage change in demand for a good or service due to variation in price. Elasticity measurements can be expressed by three types of demand; inelastic demand, unit elastic demand, or relatively elastic demand. To determine the percentage of change in demand for a product or service the price elasticity equation and coefficient are used. The coefficient Ed is defined as â€Å"the percentage change in quantity demanded of product divided by the percentage change in price of product X† (McConnell, Brue, Flynn, 2012, pg. 76) The three expressions of Ed are Elastic, Inelastic, and Unit Elasticity. Elastic demand occurs â€Å"if a specific percentage change in price results in a larger percentage change in quantity demanded† (McConnell, Brue, Flynn, 2012, pg. 77). For a product with inelastic demand Ed 1. An example of elastic demand is when there is a 2% decrease in the price of chocolate that results in a 6% increase in quantity. Ed= .06/.02 = 3 Inelastic demand occurs â€Å"if a specific percentage change in price produces a smaller percentage change in quantity demanded.†(McConnell, Brue, Flynn, 2012, pg. 77) For products with inelastic demand Ed 0 .Inferior goods are goods that yield a negative income elasticity, Ei 0. As consumer incomes increase, demand and purchases of these foods decrease. Examples of inferior goods are bus tickets, consignment clothing, and retreaded tires to list a few. D) Demand of a product will be elastic when there is a higher number of substitute available. This happens because consumers can easily swap one product for the other based on price. An example can be the purchase of soda. A consumer can go to the store to buy Pepsi but arrive and find a sale on Coke and buy Coke instead. The variety of soda a consumer can chose, makes the demand for Pepsi highly elastic. The same rule applies for inelastic demand of a product. If there is a limited number of substitute goods available the product or service is highly inelastic. An example would  be medical procedures or surgery. The alternative to surgery are very few, making medical procedures or surgery inelastic. E) The proportion of Income devoted to a good or service effects the elasticity of demand for that good or service. For goods that are of a higher proportion of income, a 15% increase in price would make the good highly elastic. But for goods that are of a lower proportion of income, a 15% increase in price would only slightly change the demand, making them lower in elasticity. An example would be a car priced at $13,000. If there is an increase by 15% the car now costs $14,950. This increase in price requires more of the consumer’s income making them highly elastic. Another example of how proportion of income devoted to a good effects elasticity of demand, is a pair shoes that cost $20.00. If there is a 15% price increase on the shoes, they now cost $23.00. The increase in the price of the shoes requires about the same proportion of income that the original price required. The lack of major proportional change to income makes the shoes elastic. F) Time is a factor that effects consumers demand elasticity of a product. â€Å"Short-run† demand for a product is often more inelastic than â€Å"long-run† demand since consumer have less time to find an alternative and normally don’t feel the effects of a price increase until â€Å"long-run.† An example would be an increase in the price of salmon. â€Å"Short-run† demand of Salmon is more inelastic since the effect if the price increase hasn’t been felt drastically by consumers. But, in the â€Å"long-run† demand for salmon will decrease making it more elastic as consumers find alternative to salmon. G) 1) Elastic demand range occurs when total revenue can be increased by decreasing price. The range for elastic demand on the graph is between $80 and $50. Total revenue increases as the price decrease. 2). Inelastic demand range occurs when total revenue can be increased by increasing price. The range for inelastic demand on the graph is between $40 and $0. Total revenue is decreasing as the price decreases. 3). Unit elastic range occurs when a  percentage change in price results in the exact same percentage change in quantity. When the price changes it does not affect total revenue on the graph. The unit elastic range for the given graph is $50-$40. References McConnell, Campbell R., Stanley L. Brue, and Sean Masaki Flynn. Elasticity. Economics: principles, problems, and policies. 19th ed. New York: McGraw-Hill/Irwin, 2012. 76-77. Print.

The Conscience of Dorian Gray in Oscar Wildes The Picture of Dorian Gr

The Conscience of Dorian Gray in Oscar Wilde's The Picture of Dorian Gray Much of the criticism regarding The Picture of Dorian Gray by Oscar Wilde has dealt with Dorian Gray’s relation to his own portrait (Raby 392). While some may argue that the portrait represents a reflection of Dorian Gray’s character, this is only a superficial analysis of the novel and Dorian’s character. While Dorian Gray’s true character never changes, it is his own perception of his character (his conscience) that is reflected in the changing face of his portrait. In essence Dorian’s picture becomes a mirror through which the "true Dorian" judges his own metamorphasis as the superficial "Lord Henry Dorian" attempts to embrace Lord Henry’s teachings. Dorian’s duality of character causes a constant internal struggle within him, ultimately culminating in his own suicide. Initially, Lord Henry’s doctrine of "new Hedonism" contrasts sharply with Dorian’s youthful innocence and passions. These initial feelings are the reader’s first and clearest experience with the soon to be repressed "true Dorian." The terminology, however, does not imply that Dorian has never been influenced before. This unblemished character simply represents Dorian’s self at the start of the novel, a state which he accepts as his own and is able to find peace in. From this first conversation, Dorian’s peace begins shatter when he learns of Lord Henry’s philosophy and its implications for his own life. Dorian is described as a "brainless, beautiful creature" (3), appropriate since all Dorian has at this stage in the novel is his own initial, untainted feelings. Thus this "pre-Henry" stage is the only time in the novel at which Dorian expresses his "true self" outwardly. This "brai... ...he Picture of Dorian Gray: A Norton Critical Edition. Ed. Lawler, Donald L. (1988). 405-412. Raby, Peter. Oscar Wilde. (1980): 164. Rpt. in Twentieth-Century Literary Criticism. Ed. DiMauro, Laurie. Vol. 41. Detroit: Gale, 1991. 392-397. Spivey, Ted R. "Oscar Wilde and the Tragedy of Symbolism." The Journey Beyond Tragedy. (1980): 57-71. Rpt. in Twentieth-Century Literary Criticism. Ed. DiMauro, Laurie. Vol. 41. Detroit: Gale, 1991. 501-502. Summers, Claude J. "In Such Surrender There May Be Gain’: Oscar Wilde and the Beginnings of Gay Fiction." Gay Fictions: Wilde to Stonewall, Studies in a Male Homosexual Literary Tradition. (1990): 29-61. Rpt. in Twentieth-Century Literary Criticism. Ed. DiMauro, Laurie. Vol. 41. Detroit: Gale, 1991. 398-401. Wilde, Oscar. The Picture of Dorian Gray: Oxford World’s Classics. Oxford: Oxford University Press, 1998.

Reflection Paper on Revitalizing the Federal Government for the 21st Century

A Reflection Paper on Revitalizing the Federal Government for the 21st Century This is a reflection paper on the recommendations proposed in the Revitalizing the Federal Government for the 21st century report by the National Commission on the Public Service (Volcker Commission). The Volcker commission, comprised of members from the three major political parties, recognizes the importance of disciplined policy direction, operational flexibility, and clear and high performance standards as guiding objectives (The National Commission on the Public Service [NCPS], 2003) for an organizational restructuring within the federal government to meet the challenges of the 21st century. This author agrees with the commission in that no such undertaken has occurred since the Hoover Commission some 50 years ago. It articulates in my view a comprehensive plan to reclaim the dignity once associated with public service, and if effectively utilized could re-establish trust between the American public and its government. The decline in confidence shared by many Americans in the capability of federal personnel to carry out the tasks of public service must be addressed. The National Commission on the Public Service (Volcker Commission) recognized this need and published a 2003 report on the public service sector titled Urgent Business for America: Revitalizing the Federal Government for the 21st Century. The report, a collective collaboration between veteran government employees, drew upon their knowledge and the expertise of outside sources from every political affiliation to address challenges that plague the civil service sector in the 21st century. The members of the commission focused on seven key areas which are: the relationship between the government and the American public, organizational disorder, one size fits all management, vanishing talent, personnel systems, and labor-management conflict (NCPS, 2003). This author considers trust as the main component of any relationship and agrees with the commission that the distrust between the American people and the government is contributing to the decay of public service. The commission realized that that the policy changes need to combat the problems associated with public service in the 21st century will take a collaborative effort between the citizens of American and government. I agree with the commission that there is no â€Å"quick fix† that the government shares the blame for the negative perception, and must make every effort possible to regain that trust by sufficiently improving its performance. The organizational structure within the civil service sector was another focal point in the commissions’ report. The members recommended that â€Å"the federal government should be reorganized into a limited number of mission-related executive departments† (NCPS, 2003, p. 14). The commission points out that most public servants are perplexed as to the application and significance of their agency’s undertaking and more often than not departments share responsibilities that could be combined to form one cohesive unit. For example, I found it very disturbing that as many as 12 different agencies share the responsibility of administering over 35 food safety laws (NCPS, 2003). The disarray with organizational structure also presents the problem of effectively managing the mission of these individual agencies. The commission notes that nine agencies operate 27 teen pregnancy programs come back to. It is my opinion that the solution given by the commission to group related missions under the same organizational structure would enhance employees’ sense of purpose and loyalty, provide opportunities for advancement and reduce waste of limited resources (NCPS, 2003). One size doe not fit all; this entire â€Å"cookie cutter† approach to agency structure and management practices is no longer viable. The needs of the American public are far more complex and vary significantly than those confronted by civil service reformers of the past. Because the tasks performed by public servants range so greatly it is no longer feasible to assume that a single approach to management will be effective in every instance. The commission members make a valid point in that â€Å"excellent performance requires organizational leadership and culture that fit the mission, not just a single theory of administration† (NCPS, 2003, p. 8). The future of attracting and retaining highly qualified workers in the public service profession appears bleak. The prestige and sense of accomplishment once considered attributes or incentives of public sector employment is on a sharp decline amongst American citizens. This can be attributed to many factors such as inadequate work conditions, differential in public versus private sector salaries, personal safety, and the opportunity for advancement. The two I found most interesting were the requirements for disclosure of personal information and the application process. Ethics regulations are enacted by Congress to ensure the integrity of federal employees. It is a given than more that 250,000 federal employees must make yearly disclosure of the full details of their personal finances (NCPS, 2003). While I agree that such laws are necessary; I also think the process can be modified as not to encompass so many employees. As the commission states Congress needs â€Å"to make federal ethics rules cleaner, simpler, and more directly related to the goals they are intended to achieve† (NCPS, 2003, p. 22). The application process within the civil service sector is another deterrent that I agree with the commission on could be streamlined to expedite the procedure. Those applying for public sector employment find this process tedious and much more complicated than that of the private sector and typically get faster responses private employers. Personnel management systems in public service were originally designed to promote equity among the workforce. The truth of the matter is â€Å"equal pay for equal work† is no longer realistic. This concept is antiquated because of the sophisticated high level tasks performed by some government agencies. The recommendation of the commission is to eradicate the General Schedule classification system. This system has become too cumbersome to administer; to guarantee equity in compensation this system will always require constant tinkering to define â€Å"equal work† so that it can ensure â€Å"equal pay† (NCPS, 2003). What the commission has suggested, and what I agree with, is a broadband system under which the current 15 pay grades are consolidate into six to eight broad bands with wider salary ranges (NCPS, 2003). This would give managers the flexibility to compensate based on capability and performance, and design personnel systems that best sustains the mission of the organization. The Commission notes that there are three very distinct factors that determine pay for the overwhelming majority of federal workers: how an individual job fits into the General Schedule classification system, geographical location of the job, and the employee’s time in service (NCPS, 2003). I was disturbed by the fact that the quality of the work performed was frequently disregarded as a standard. It has to frustrating for workers who provide a high quality of service to be judged on the same merits as those of poor performers. The Civil Service Reform Act of 1978 was enacted to reward bonuses, merit pay and performance commendations to high performing civil servants (NCPS, 2003). This is rarely the case because of insufficient funds or an evaluation system that acts more as a rubber stamp than an effective means of evaluation. Managers routinely were allocating funds as a means to compensate equitably across the board, and not as inducements or rewards for top achievers. This is an area of reform which much attention should be given. It is irrational to believe that high performing employees do not â€Å"pick up the slack† for poor performers. It has been my experience that management comes to rely on this (as long as the work is getting done) instead of dealing with poor performers appropriately. This attitude does nothing but destroy the morale of the unit as a whole. The last area of concentration by the Volcker Commission was the conflict between labor and management. The commission believes, as do I, that it is entirely possible to modernize the public sector without jeopardizing the fundamentals of the merit system (NCPS, 2003). I agree that political affiliation should not be a factor for determining employment within the civil service sector, and that individuals employed by this sector should not be subject to arbitrary discipline or dismissal based on political affliction. I also agree that labor- management collaboration can coexist within the federal government. Numerous recommendations made to the president and Congress. What I found surprising about the report is that the commission instead of focusing exclusively on changes to the public service sector; devoted much attention to a restructuring of the executive branch of government. Moreover, it calls for â€Å"The House and Senate to realign their committee oversight to match the mission driven reorganization of the executive branch† (NCPS, 2003, p. 17); which is no small feat given the current political climate. The commission also made several other controversial proposals, for example, the President and Congress should work together to drastically decrease the number of executive branch positions (NCPS, 2003). In calling for an â€Å"immediate and significant† increase in judicial, executive, and legislative salaries, the commission also recognizes the long-standing reluctance of members of Congress to vote for a pay increase for themselves (NCPS, 2003). The report calls upon Congress to break the statutory link between their salaries and those of judges and senior political appointees (NCPS, 2003). While I found the report be very cohesive and comprehensive, a nd a blueprint for a more efficient government and better quality of civil service employees; I also felt several issues were not adequately addressed. Although, the repot does present sufficient advice as to restructuring organizational and management systems within the federal government â€Å"it fails to address the core problems affecting the delivery of public services. Primarily too often federal agencies simply don't have the resources they need to meet mission requirements; an emphasis on pay compression for top ranking government positions overlooks the impact of pay disparities on front-line workers; and much more needs to be done to address the negative impact of contracting out (Palguta, 2003). While the commission's report appropriately focuses on â€Å"leadership in government† as a primary area of concern, it tends to define leadership too narrowly as those individuals at the top of the organization. First-line supervisors and mid-level managers are a vital component of the leadership team. Finally, while agreeing that greater management flexibility is needed, there must also be balanced with reasonable safeguards to ensure the basic merit principles are maintained (Palguta, 2003). References The National Commission on the Public Service. (2003). Urgent business for America: evitalizing the federal government for the 21st century. Retrieved from http://docs. google. com/viewer? a=v&q=cache:KSnwxENfsmQJ:www. brookings. e du/gs/cps/volcker/reportfinal. pdf+urgent+business+for+america:+revitalizing+the +federal+government+for+the+21st+century Palguta, John M. â€Å"Revitalizing the Federal Government for the 21st Century: Presenting differing perspectives on the rep ort of the National Commission on the Public Service (Volcker II). (Opinion Roundtable: Volcker II). † The Public Manager 32. 1 (2003): 7+. Academic OneFile. Web. 6 Feb. 2011.