EDT 190 Chapter Notes - Chapter 1: Jaime Escalante, Stand And Deliver

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harlequinwolf953

29 Mar 2016

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He taught physics and mathematics in his native country before moving to the united states, where he worked as a dishwasher until he learned english well enough to return to teaching. The film stand and deliver takes place in 1981, when escalante begins teaching at garfield high school in east los. Escalante is faced with many difficulties, the biggest being that his students are not invested in their education. He uses many different teaching strategies to change the students" attitudes towards education, and he pushes them to do the best they can. The most prevalent strategy escalante demonstrates in the film is to build rapport with his students. He spends a great deal of time with the students in his class, and escalante comes to know them each very well. The kids also develop their own relationships with mr. escalante. They call him kemo, a play on the term kimosabe, from the lone ranger.

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Harvey and Deanne Gilbert were both born and raised in Kansas City, Missouri. Harvey attended the University of Missouri in Kansas City, majoring in pre-med, and then completed medical school at the University of Missouri in Columbia. Deanne graduated from the University of Missouri with a degree in elementary education and began her teaching career in Raytown, Missouri, a suburb of Kansas City. During Harveyâs junior year in college, Harvey and Deanne were married. While Harvey attended medical school, Deanne taught fifth grade in Centralia, Missouri. Following graduation from medical school, Harvey was commissioned as a lieutenant in the U.S. Navy and completed his internship at the Oakland Naval Hospital. He spent 1 year in Vietnam as a physician on a troop transport ship. On returning from Vietnam, he was stationed in Stockton and San Diego, California. While stationed in Stockton, Deanne taught sixth grade at Colonial Heights Elementary School.

Harvey had spent 4 years as a physician in the Navy. After leaving the Navy, he became a resident in radiation oncology at Mt. Zion Hospital in San Francisco. After Deanne and Harvey had their first child, Jill, Deanne gave up teaching to be a full-time stay-at-home mom to Jill and her younger brother, Jason. Harvey continued his studies, doing research at Stanford, and completed his training in radiation oncology at UCLA in 1973.

Harvey began practice at the Kaiser Hospital in Los Angeles and worked for them for about 9 years. The Gilberts firmly believed in the time value of money and the power of investing. They saved a percentage of their income from the time they were married. They always paid themselves first and invested their money, primarily in stock and mutual funds, which they selected carefully. They always invested the maximum in retirement accounts and fully funded their 401(k) and self-directed IRA.

Then Harvey entered private practice in a community hospital in Los Angeles for another 10 years as director of a regional cancer center. When Jill entered college at USC, Deanne determined that student housing in the area was rundown and not very safe, so she decided to buy a piece of property that Jill could live in while attending the university. She worked with several brokers until she found a piece of property that she really liked. When her friend Diane Futterman, another physicianâs wife, found out what she was doing, she wanted to work with Deanne and they formed a Subchapter S corporation to purchase affordable rental housing for students in the USC area. They bought houses and remodeled them to meet their own high standards; furnished them; installed security systems, including bars on the windows and security doors; and rented to students. In the first year, they bought one house; the next year, they bought three more houses. Deanne and Diane invested primarily in student housing and then gradually expanded into apartments and rental real estate. The work in the corporation was divided very carefully, with both partners doing what they were most interested in and did best. Diane specialized in contracts and the legal aspects of the business, whereas Deanne specialized in the physical maintenance, decorating, and security of the units. They prided themselves in offering safe, affordable, and secure housing for students and tenants in the Southern California area.

By 1992, both of the Gilbertsâ children had settled in the San Francisco area. Deanne and Harvey moved to northern California in 1993 to take advantage of an opportunity for Harvey to practice in the Modesto area. In 1997, Harvey and Deanne decided to go out on their own and build a cancer center in Lodi, California, where Deanne became the office manager and Harvey was the primary physician and medical director. The decision was made early on to stay in the specialty of radiation oncology with their services being used by several health plans, HMOs, and other physician groups. Between 1997 and 2004, the center grew from 4 employees to 12. In 2004, the radiation facility was sold to a national radiation oncology organization with Harvey continuing as the practicing physician and Deanne as the manager. When the center was sold, all the original investors were paid off.

Harvey and Deanne were retained by the purchasing entity to continue their roles as medical director and office manager. The acquisition agreement also provided them with the opportunity to participate in profit sharing, and as such, they have continued to participate in the revenues of the practice.

Over his years in practice, Harvey was continually asked for recommendations regarding long-term care and assisted living; thus the idea of the Gilbert Guide was developed and founded by the entire family. By this time, their daughter Jill, a graduate of USC with more than 10 years of experience in the film industry, and their son Jason, a graduate of UCLA with many years of experience in the area of strategic planning, operations, finance, and product management, were looking for a new venture. Gilbert Guide, Inc. was developed to address the dire need for comprehensive and practical consumer guides for long-term care planning in every major metropolitan area in the United States. Founded by the Gilbert familyâJill, Jason, Deanne, and Harveyâthe Gilbert Guide has grown from its inception in 2003 as a groundbreaking guidebook setting new standards and criteria for assessing the quality of the many types of long-term care available to become the biggest senior care site on the Web, offering an even wider range of resources to help families and caregivers in their time of senior care need. This is truly an entrepreneurial family venture, with their daughter Jill as president and CEO, their son Jason as COO and CFO, and Harvey as medical and policies director. The Gilbert Guide can be found on the Internet at http://www.gilbertguide.com.

1. How much of the Gilbertâs success do you attribute to their persistence?

2. How important do you believe the Gilbertâs investments and understanding of time value of money contributed to their overall success?

3. Provide a brief summary of the case study

pucecrab445

Budget Cutting Time in a Public Middle School

You are the principal for a rural middle school located in the northwest. You are directly responsible for ensuring the education of 800 students and supervising 45 teachers and 15 support staff. You thought you had an operating budget of $2,200,000, but budget cutbacks have reduced your funding by $200,000. It is mid June, and you know you will not be able to get any more money for the upcoming school year. In addition, student enrollments have been increasing steadily over the past few years and are currently at record levels. The teachers, support staff, and school board all know about the budget cutbacks, and state law forbids public schools from carrying over any debt into the next school year.

Dwayne Jones has been at the school for ten years and recently was voted to be president of the teachers' union. You have always gotten along well with Dwayne, but have had several disagreements about the administration's ability to assess a teacher's impact in the classroom. You feel that teaching is no different than any other profession, and a teacher's ability to make classes interesting and convey knowledge can be assessed through observations made by the administration staff and national testing scores. Dwayne believes it is impossible to adequately assess the impact teachers have on students, and as a result feels all salary, promotion, and termination decisions should be made on the basis of seniority, not merit. You have observed all of the teachers in your school several times over the past year, and you feel six of them are incompetent. In addition, these six teachers have more complaints from students and parents combined than the all of the remaining teachers at the school. However, these six teachers have been at the school an average of eight years and were staunch supporters of Dwayne during the election for union president. Dwayne had promised his constituents he would work hard to ensure all personnel decisions involving teachers would be solely based on seniority. The union contract allows you to terminate ineffective teachers, and you would save $180,000 through this personnel decision (each of these teachers makes about $30,000). However, the contract also specifies both you and the union president must agree before this termination decision can become official. When you tell Dwayne your ideas about eliminating the ineffective teachers, he stated he would not go along with the idea and suggested you eliminate the eight most junior teachers at the school instead. All eight of these teachers are young, have less than two years of teaching experience, and have proven to be enthusiastic and effective teachers. Because each of these less experienced teachers make approximately $20,000 per year, you could save the school $160,000 by choosing this option.

The school has three full time physical education teachers and supports 12 male and female athletic teams. You are good friends with all three physical education instructors, and two of the members of the school board have children on at least one of the athletic teams. Because all three physical education teachers have been at the school a number years, eliminating physical education from the school's curriculum would save $120,000 in teachers' salaries and $70,000 in athletic team support.

The school has 15 non-union support staff who do jobs ranging from administrative support, custodial and maintenance work, library management, and food services support. You have always felt the support people were the glue that held the school together, and many of them attended the school as teenagers and all will go the extra mile to ensure the school runs well. The support personnel tend to be fairly senior, as the most junior has six years of experience and the most senior has over 30 years of experience. Cutting out the school hot lunch program would eliminate four food services positions ($50,000) and the school's funding obligation in support of the program ($80,000). Eliminating two of the five administrative staff positions would save $35,000, one of the two library positions $17,000, and two of the four custodial positions would save $28,000.

The school has special math, science, and English programs for talented and gifted students. Elaine Simpson teaches these programs, and she has been very successful at getting her students to do well in local and state math, science, and English competitions. You will save approximately $25,000 by eliminating a teaching position and $3,000 in support funds if you cut this program from the school curriculum.

The school board would like to see your plan for dealing with the budget crisis, and they want to meet with you in two weeks. What are your recommendations?

apricotimpala445

Corporate Saint #1

AARON FUERSTEIN

For many years, Mr. Feuerststeinâs family has owned a clothing manufacturing business

in Methuen, Massachusetts. In 1995, the factory building burned down. He immediately

commenced to rebuild the factory and, in the interim, fully paid the workerâs salaries and

benefits, increasing the amount of his debt in order to do so.

Unfortunately not all fairy tales have a happy ending. Although the final script has

yet to be written on Mr. Feuersteinâs business, he did have to file bankruptcy. The

costs in rebuilding the factory and not being aggressive in marketing his products caused

him to get into financial trouble. He stated that he did not attribute his financial

problems to his employees. His company is now out of bankruptcy, but it is owned

by the creditors. Mr. Feuerstein is trying to raise capital in order to buy back the

company and he is optimistic about his chances of succeeding.

Compare Mr. Feuersteinâs attitude to the attitude of executives at Enron, Tyco,

Worldcom, Global Crossing and Adelphia Communications. While in real terms the

minimum wage has declined, the pay of corporate executives increased 571% between

1990 and 2000 (five times the rate at which corporate profits increasedâa fact that

should outrage shareholders). Had the minimum wage increased at a similar rate it would

now be over $25 per hour. Aaron Feuerstein is the antithesis of the CEOs who in the

name of the bottom line throw 40,000 workers out on the streetâand then take an

increase in their already obscene salaries. As of the mid 1990âs, American executives

were paid at a rate that is 140 times that of the average worker.

Corporate Saint #2

OJAI VALLEY INN & SPA

âFROM BELLHOPS TO BUILDERSâ

In May, 2003, a major 16-month renovation forced this luxury resort to shut-down two-

thirds of its rooms. This would have resulted in layoffs for half of its 600 employees.

Instead, the management decided to retrain willing workers as carpenters, painters,

electricians, tile setters and drywall installers, saving about 150 jobs. The training

program was performed mainly in-house, and all the trainees were state certified in safety

procedures. The hotel spent about $1-million in the retraining.

Some of the employees have been with the hotel 40 years; the average tenure is eight

years, which is unusually high for the hospitality industry. The resort felt that preserving

that experience and loyalty was important. They feel that there are lots of fine hotels

around, but guests come to them because of the employees. âEmployees are the most

important part of a hotel, because this really is a people businessâ.

Every employee was given a chance to take part. No one who wanted to learn the new

skills was turned away. âThis helps build on that mutual benefit contractâ¦ and

was a solution to keep their best workers on the payroll without being a total financial

drain on the hotelâ said Alec Levenson, labor economist and a professor at USCâs Center

for Effective Organizations. Ojai is a small community with a population of 8,000 and the

hotel is the biggest employer and it would be hard for them to find other employment

locally.

The retrained workers are being used only for renovation work, such as plastering,

painting and tearing out old sinks. A contractor with his own crew is handling the new

construction. However, that doesnât mean that the retrained workers feel like a lower

class of laborers. The esprit de corps is so high that they have designed T-shirts

proclaiming âBuilding a Better Shang-ri La.â

The Los Angeles Time, December 22, 2003

Corporate Saint #3

TIMBERLAND

Jonathan Swartz, C.E.O. of Timberland, believes that in order to equip people to make a

difference in the world, we must insist that doing well and doing good are one and the

same. He serves on President Bushâs taskforce on national service and has instituted a

program called the Path of Service at his company. Timberland employees are given 40

hours of paid leave each year to perform community serviceâpaint a house, tutor a

student, comfort the elderly. Since Mr. Swartzâs family controls the majority of his

companyâs stock (he represents its third generation to head the firm), it is easier for him

to be innovative than it may be for C.E.O.s that have to answer to boards of directors.

The Path of Service program came about because of Mr. Swartzâs personal experience.

In 1989 he provided 50 pairs of boots to a group called City Year, an urban Peace

Corps type of organization, located in Boston. The group invited him to a day of

community service and he was hooked. In addition, Mr. Swartz is also committed to the

concept of tithing and estimates that 10% of his income goes to charity.

Today, Timberland estimated that 5,200 employees have invested more than 170,000

hours in community service in 13 countries. In addition, the company works with

business partners and vendors to arrange regional service events.

Fortune Magazine consistently rates Timberland as one of the best companies in the

country to work for.

Corporate Saint #4

GREYSTON BAKERY

Greyston Bakery is a minority-owned bakery in Yonkers, New York, that has become a

leader in community development and a role model for other socially conscious

businesses.

The bakery actively recruits and hires employees who have had difficulties finding in the

employment in the past. Ex-convicts and drug addicts make up a substantial part of the

employee census.

The bakery is expanding but has committed to remain within southwest Yonkers, the

community where it was created and has grown, and where there is a high concentration

of hard-to-employ individuals.

The profits of the bakery support the Greyston Foundation which includes housing, child

care, health care, a computer learning center, and more.

The bakery empowers its employees by compensating them fairly for their efforts. While

for some employees this salary may not constitute the âliving wageâ, the bakery

encourages and supports employees who seek outside vocational training, academic

advancement, and professional non-bakery-related enrichment.

Corporate Saint #5

BEN & JERRYâS ICE CREAM

We all know about the fantastic ice cream products sold by Ben & Jerryâs. However,

there is another part of their success story. The two native New Yorkerâs, who moved up

to Vermont and started the company, had another mission besides the goals of making the

best ice cream and also creating a profitable company.

Their mission, which they continuously worked towards achieving, included operating

the company in a manner that actively recognizes the central role that business plays in

society by initiating innovative methods to improve the quality of life both nationally and

internationally. They realized that the gap between the rich and the poor is wider than at

anytime since the 1920âs. Another part of their mission was to provide economic

opportunities for those who have been denied them.

As the manufacturing of products creates waste, they worked towards minimizing their

negative effect on the environment. Since the growing of food is overly reliant on the use

of toxic chemicals and other methods that are unsustainable, they support sustainable and

safe methods of food production that reduce environmental degradation, maintain the

productivity of the land over time, and support the economic viability of farms and rural

communities.

Question:What do you think of the idea of Corporate Saints? Is being a Corporate Saint realistic? Is the organization that you are/were apart of operating like a Corporate Saint? Please mention any other organizations that you believe are Corporate Saints.

redgiraffe649

EDT 190 Chapter Notes - Chapter 1: Jaime Escalante, Stand And Deliver

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