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BEMA International

Tuesday, November 22, 2011

Internship Opportunities: RCPGP.

Internship Opportunities

  RCPGP Regional Logistics Program: 2012 Internship Opportunities
The Regional Catastrophic Preparedness Grant Program (RCPGP) is looking for highly motivated individuals to join the Regional Logistics Program as Planning Interns.

Who Are We?

The Regional Catastrophic Preparedness Grant Program (RCPGP) is a Department of Homeland Security initiative established in 2008 to encourage collaborative emergency planning in America’s largest regions. The RCPGP has three primary goals:
  • Fix Shortcomings in Existing Plans
  • Build Regional Planning Communities
  • Link Operational and Capabilities-Based Resource Planning
The regional project site for New York City and Northern New Jersey also includes Long Island, several New York counties, and parts of Connecticut and Pennsylvania. With a population of 22,000,000 people, this region is home to nearly 1 in every 14 Americans.

The Regional Logistics Program is an initiative within the RCPGP designed to link resources, expertise and information among participating jurisdictions in NY, NJ, PA and CT. By creating a shared system and strengthening regional partnerships, the Region optimizes its ability to manage resources and respond to a catastrophe. The Program focuses on four core components: planning, information-sharing, resource management and the establishment of highly trained emergency response logistics teams.

Who Can Apply?
  • Undergraduate/graduate students/recent graduates of emergency management related fields of study
  • Individuals with an interest in Logistics Planning
Requirements / special skills:
  • Excellent writing and editing abilities
  • Candidates should be detail oriented and well organized
  • Strong interpersonal communication skills; communicates articulately over phone or email.
  • Proficiency with standard office computer and web applications (Outlook, Internet Explorer, Word, Excel, PowerPoint)
  • Training/teaching experience or training course development expertise a plus.
Positions Available:
There are presently three internship positions available:
Training Development Intern
  • Assist Logistics Planners leading the Regional Logistics Program training and outreach initiatives.
  • Research the various computer-based learning platforms used within the NY-NJ-CT-PA Region as well as in emergency management or logistics training programs nationwide.
  • Provide recommendations for computer-based learning platforms to be used in conjunction with the training program.
  • Organize and participate in meetings with Regional Logistics Program stakeholders and subject matter experts to determine training needs.
  • Assist in reviewing training courses and provide recommendations.

Logistics Outreach & Event Development  Intern

  • Assist in development of workshops to re-engage Program planning team members, review and test Program plans and guides, and identify links be-tween and among Program projects and initiatives.
  • Assist with planning and development of an event geared towards introduc-ing the Universal Logistics Standard (ULS) developed by the Program.
  • Develop presentations and materials, translating text and theory into graphics, diagrams, process charts and PowerPoint presentations.

Research & Development Intern

  • Conduct a literature review of plans, documents, procedure and protocol from both private and public sector logistics companies and agencies.
  • Develop summaries and provide short presentations on reviewed content.
  • Assess information gathered for best practices and lessons learned.
  • Generate recommendations and engage in discussions on the requirements of an ideal logistics emergency management program.
  • Please note: this position requires potential candidates to be able to work independently; creative thinkers with a strong background in Logistics are encouraged to apply.

Time Commitment & Details:
  • The internship period begins mid-January 2012 and continues through mid-April 2012.
  • Interns are expected to work 10-15 hours per week during normal business hours (Mon-Fri, 9am-5pm).
  • Internships are unpaid.
To apply, please send a resume and cover letter to Detgen Greeff, Logistics Planning Associate (dgreeff@regionalcatplanning.org).

Application Deadline: 5pm, December 13, 2011

Black Male Initiative...Technology Push..Tell us what you want?

This is a call to all African-American males 14-22.  What do you want us to do to ensure that you are successful in taking over the reigns for future generations?

If citizens of other nations have used technology to make a change in their political systems in Africa, and the Middle East.  If citizens of the U.S. have banded together with no clear platform or leadership to force changes in the economic base (Occupy Wall Street), then you have the means to make changes.

Technology Push. Changes in Education, Nonprofits, and addressing the Black Male Initiative.

Technology push

Schematic presentation of technology push and market pull[1]
 
Technology push is a term used to describe a part of a business strategy of a company. In the innovation literature there is a distinction between technology-push and market-pull or demand-pull.[2] A technology push implies that a new invention is pushed through R&D, production and sales functions onto the market without proper consideration of whether or not it satisfies a user need.[2] In contrast, an innovation based upon market pull has been developed by the R&D function in response to an identified market need.[2]

History

The origins of the idea behind the technology push can be sourced to Joseph Schumpeter.[3][4] In Schumpeter's works there can be found many elements relating to the different hypotheses that have come to be called technology push, monopoly push and demand pull.[5] In the book "The Theory of Economic Development" Schumpeter argued that development was the result of the innovative ability of the entrepreneur and his introduction of new methods of production.[5]

However Schumpeter does not explicitly say where these new methods come from.[5] The entrepreneur, it is assumed, simply finds them in the economic system.[5] For Schumpeter, the essential forces behind social and economical changes are innovative technologies. Technology, whether generated outside the economic system or in the large R&D laboratories of a monopolistic competitor, is for Schumpeter the leading engine of growth.[4][5] Therefore the 'technology push' hypothesis of the origin of innovations finds a natural place in Schumpeter's ideas.[4][5]

According to Schumpeter, the supply of new technologies is more important than the adaption to existing patterns of demand.[6] Furthermore, only product innovations can lead to the creation of new industries.[6]

They are thus more significant than process innovations, which can only lead to the increased efficiency of existing industries.[6]

The origins of the market-pull or demand-pull are sourced in the literature to Jacob Schmookler.[7] Nevertheless Schmookler did not argue that demand forces were the only determinants of inventive and innovative activity.[7] He used the example of the two blades of a pair of scissors to represent invention and demand as two interacting forces. However, and probably because he was trying to correct the opposite imbalance, the main emphasis on his work was on demand factors.[7]

The dichotomy of demand pull and technology push is frequently found in the academic literature.[8]

Sources

  1. ^ Martin, Michael J.C. (1994). Managing Innovation and Entrepreneurship in Technology-based Firms. Wiley-IEEE. p. 44. ISBN 0471572195. http://books.google.com/books?id=fnE7R732COMC&printsec=frontcover#PPA44,M1. 
  2. ^ a b c Martin, Michael J.C. (1994). Managing Innovation and Entrepreneurship in Technology-based Firms. Wiley-IEEE. p. 43. ISBN 0471572195. http://books.google.com/books?id=fnE7R732COMC&printsec=frontcover#PPA43,M1. 
  3. ^ Hübner, Heinz; Stefan Jahnes (1998) (in german). Management-Technologie als strategischer Erfolgsfaktor. Walter de Gruyter. p. 120. ISBN 311016132X. http://books.google.com/books?id=a-VspMFhuw0C&printsec=frontcover&hl=de#PPA120,M1. 
  4. ^ a b c Coombs, Rod; Paolo Saviotti, Vivien Walsh (1987). Economics and Technological Change. Rowman & Littlefield. p. 95. ISBN 0847675467. http://books.google.com/books?id=XwhJKW3vOvUC&printsec=frontcover#PPA95,M1. 
  5. ^ a b c d e f Antonelli, Gilberto; Nicola De Liso (1997). Economics of Structural and Technological Change. Routledge. p. 18. ISBN 0415162386. http://books.google.com/books?id=Tu9-EiSH3tEC&printsec=frontcover#PPA18,M1. 
  6. ^ a b c Coombs, Rod; Paolo Saviotti, Vivien Walsh (1987). Economics and Technological Change. Rowman & Littlefield. p. 94. ISBN 0847675467. http://books.google.com/books?id=XwhJKW3vOvUC&printsec=frontcover#PPA94,M1. 
  7. ^ a b c Coombs, Rod; Paolo Saviotti, Vivien Walsh (1987). Economics and Technological Change. Rowman & Littlefield. p. 96. ISBN 0847675467. http://books.google.com/books?id=XwhJKW3vOvUC&printsec=frontcover#PPA96,M1. 
  8. ^ Tolfree, David; Mark J. Jackson (2007). Commercializing Micro-Nanotechnology Products. CRC Press. p. 33. ISBN 0849383153. http://books.google.com/books?id=L6mp2cdO_a4C&printsec=frontcover#PPA33,M1. 

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