Understanding Of Parkinson s Disease - 1527 Words

Understanding Parkinson’s disease Many disease have been discovered thought the years. Many of which target a specific sex, age, or even a specific gene in a body. One particular disease is Parkinson’s disease that targets adults of age 60 and over. In 1817 James Parkinson wrote his famous essay over Shanking Paisy. Making James Parkinson the first to describe paralysis agitans that will later be named Parkinson’s disease. James Parkinson was born in the year 1755 Landon, England and would also later parish in 1824 London, England. He was also the son of a surgeon, John Parkinson, whom James Parkinson soon followed in his footprints. James assisted his father in surgeries inspiring James work in medicine and in 1784 James Parkinson†¦show more content†¦Typical symptoms include tumors, stiffness, slowness, impaired balance and coordination. About 1.5 million Older Americans are affected by Parkinson experience no motor symptoms, memory loss, depression, and a lack of sense of smell. The symptoms at times appear after a stroke, encephalitis (an irritation or inflammation of the brain caused by an infection), and or head injury occurs. Parkinson Disease is currently not a direct death endangerment. There has not been an official case where a patient has directly died from Parkinson, but there have been cases of evidence that in some type of Parkinson diseases were created by a mutated gene that c reates a certain protein. The average percent for a man in his sixties to develop Parkinson disease is a 2% chance while a women in her sixties has a 1.3% chance. In the year 2000 15,000 deaths were reported to have had Parkinson a rate of 5.5 people per 100,000 people in America. In the United States alone the chance of someone developing Parkinson is between 1.5 – 2.0 percent. On average a person spends about $2500 on medication and nationally $5.6 billion approximately is spent annually. Smokers have a 40% lower risk of development in Parkinson. The ingredient inside cigarettes is currently unknown, but there is an ideal guess that it maybe the Monoamine oxidase B or MAO B that, an enzyme created by the MAOB gene, is found in humans that lower the chance of development. The

Serial Killers Have Fascinated The Imaginations Essay

Link 1 Serial Killers have fascinated the imaginations Jeffrey Dahmer Spencer Link 2150760 Serial killers have fascinated the imaginations of people for a long time. One of the most notorious serial killers is Jeffrey Dahmer whose gruesome murders shocked the nation. Jeffrey Lionel Dahmer also known as Milwaukee monster was a notorious American serial killer and sexual offender in the 1980s and early 1990s. Between 1978 and 1991 Dahmer had murdered 17 men. His victims were usually raped, tortured, dismembered, and cannibalism was also involved. Jeffrey was a troubled child psychologically and his social skills had a lot to be desired. All the way through his childhood he was ignored and had queer fantasies of cadavers. In his adulthood this psychosocial status quo didn t change and was in fact aggravated. Jeffrey Lionel Dahmer was born on May 21st, 1960 in West Allis, Wisconson. He was born to Mother, Joyce Dahmer and Father, Lionel Dahmer after a difficult pregnancy; with frequent morning sickness and muscle spasms that had Mrs. Dahmer on prescription drugs. Dahmer, who perceived to have a early normal childhood until a serious event occurred. He was described as an energetic and happy child until the age of 4, when surgery was done to fix a double hernia, which affected Dahmers attitude. He had two parents who dearly and loved their only son at the time. Joyce actually had a scrapbook where sheShow MoreRelatedSerial Killers: H. H. Holmes Essay2491 Words   |  10 Pagesnightmares, both fascinating and terrifying. Serial killers hide behind bland and normal existences. They are often able to escape being caught for years, decades and sometimes an eternity. 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Digital Fortress Chapter 76-80 Free Essays

Chapter 76 Outside the Seville airport terminal, a taxi sat idle, the meter running. The passenger in the wire-rim glasses gazed through the plate-glass windows of the well-lit terminal. He knew he’d arrived in time. We will write a custom essay sample on Digital Fortress Chapter 76-80 or any similar topic only for you Order Now He could see a blond girl. She was helping David Becker to a chair. Becker was apparently in pain. He does not yet know pain, the passenger thought. The girl pulled a small object from her pocket and held it out. Becker held it up and studied it in the light. Then he slipped it on his finger. He pulled a stack of bills from his pocket and paid the girl. They talked a few minutes longer, and then the girl hugged him. She waved, shouldered her duffel, and headed off across the concourse. At last, the man in the taxi thought. At last. Chapter 77 Strathmore stepped out of his office onto the landing with his gun leveled. Susan trailed close behind, wondering if Hale was still in Node 3. The light from Strathmore’s monitor behind them threw eerie shadows of their bodies out across the grated platform. Susan inched closer to the commander. As they moved away from the door, the light faded, and they were plunged into darkness. The only light on the Crypto floor came from the stars above and the faint haze from behind the shattered Node 3 window. Strathmore inched forward, looking for the place where the narrow staircase began. Switching the Berretta to his left hand, he groped for the banister with his right. He figured he was probably just as bad a shot with his left, and he needed his right for support. Falling down this particular set of stairs could cripple someone for life, and Strathmore’s dreams for his retirement did not involve a wheelchair. Susan, blinded by the blackness of the Crypto dome, descended with a hand on Strathmore’s shoulder. Even at the distance of two feet, she could not see the commander’s outline. As she stepped onto each metal tread, she shuffled her toes forward looking for the edge. Susan began having second thoughts about risking a visit to Node 3 to get Hale’s pass-key. The commander insisted Hale wouldn’t have the guts to touch them, but Susan wasn’t so sure. Hale was desperate. He had two options: Escape Crypto or go to jail. A voice kept telling Susan they should wait for David’s call and use his pass-key, but she knew there was no guarantee he would even find it. She wondered what was taking David so long. Susan swallowed her apprehension and kept going. Strathmore descended silently. There was no need to alert Hale they were coming. As they neared the bottom, Strathmore slowed, feeling for the final step. When he found it, the heel of his loafer clicked on hard black tile. Susan felt his shoulder tense. They’d entered the danger zone. Hale could be anywhere. In the distance, now hidden behind TRANSLTR, was their destination-Node 3. Susan prayed Hale was still there, lying on the floor, whimpering in pain like the dog he was. Strathmore let go of the railing and switched the gun back to his right hand. Without a word, he moved out into the darkness. Susan held tight to his shoulder. If she lost him, the only way she’d find him again was to speak. Hale might hear them. As they moved away from the safety of the stairs, Susan recalled late-night games of tag as a kid-she’d left home base, she was in the open. She was vulnerable. TRANSLTR was the only island in the vast black sea. Every few steps Strathmore stopped, gun poised, and listened. The only sound was the faint hum from below. Susan wanted to pull him back, back to safety, back to home base. There seemed to be faces in the dark all around her. Halfway to TRANSLTR, the silence of Crypto was broken. Somewhere in the darkness, seemingly right on top of them, a high-pitched beeping pierced the night. Strathmore spun, and Susan lost him. Fearful, Susan shot her arm out, groping for him. But the commander was gone. The space where his shoulder had been was now just empty air. She staggered forward into the emptiness. The beeping noise continued. It was nearby. Susan wheeled in the darkness. There was a rustle of clothing, and suddenly the beeping stopped. Susan froze. An instant later, as if from one of her worst childhood nightmares, a vision appeared. A face materialized directly in front of her. It was ghostly and green. It was the face of a demon, sharp shadows jutting upward across deformed features. She jumped back. She turned to run, but it grabbed her arm. â€Å"Don’t move!† it commanded. For an instant, she thought she saw Hale in those two burning eyes. But the voice was not Hale’s. And the touch was too soft. It was Strathmore. He was lit from beneath by a glowing object that he’d just pulled from his pocket. Her body sagged with relief. She felt herself start breathing again. The object in Strathmore’s hand had some sort of electronic LED that was giving off a greenish glow. â€Å"Damn,† Strathmore cursed under his breath. â€Å"My new pager.† He stared in disgust at the SkyPager in his palm. He’d forgotten to engage the silent-ring feature. Ironically, he’d gone to a local electronics store to buy the device. He’d paid cash to keep it anonymous; nobody knew better than Strathmore how closely the NSA watched their own-and the digital messages sent and received from this pager were something Strathmore definitely needed to keep private. Susan looked around uneasily. If Hale hadn’t known they were coming, he knew now. Strathmore pressed a few buttons and read the incoming message. He groaned quietly. It was more bad news from Spain-not from David Becker, but from the other party Strathmore had sent to Seville. Three thousand miles away, a mobile surveillance van sped along the darkened Seville streets. It had been commissioned by the NSA under â€Å"Umbra† secrecy from a military base in Rota. The two men inside were tense. It was not the first time they’d received emergency orders from Fort Meade, but the orders didn’t usually come from so high up. The agent at the wheel called over his shoulder. â€Å"Any sign of our man?† The eyes of his partner never left the feed from the wide-angle video monitor on the roof. â€Å"No. Keep driving.† Chapter 78 Underneath the twisting mass of cables, Jabba was sweating. He was still on his back with a penlight clenched in his teeth. He’d gotten used to working late on weekends; the less hectic NSA hours were often the only times he could perform hardware maintenance. As he maneuvered the red-hot soldering iron through the maze of wires above him, he moved with exceptional care; singeing any of the dangling sheathes would be disaster. Just another few inches, he thought. The job was taking far longer than he’d imagined. Just as he brought the tip of the iron against the final thread of raw solder, his cellular phone rang sharply. Jabba startled, his arm twitched, and a large glob of sizzling, liquefied lead fell on his arm. â€Å"Shit!† He dropped the iron and practically swallowed his penlight. â€Å"Shit! Shit! Shit!† He scrubbed furiously at the drop of cooling solder. It rolled off, leaving an impressive welt. The chip he was trying to solder in place fell out and hit him in the head. â€Å"Goddamn it!† Jabba’s phone summoned him again. He ignored it. â€Å"Midge,† he cursed under his breath. Damn you! Crypto’s fine! The phone rang on. Jabba went back to work reseating the new chip. A minute later the chip was in place, but his phone was still ringing. For Christ’s sake, Midge! Give it up! The phone rang another fifteen seconds and finally stopped. Jabba breathed a sigh of relief. Sixty seconds later the intercom overhead crackled. â€Å"Would the chief Sys-Sec please contact the main switchboard for a message.† Jabba rolled his eyes in disbelief. She just doesn’t give up, does she? He ignored the page. Chapter 79 Strathmore replaced his Skypager in his pocket and peered through the darkness toward Node 3. He reached for Susan’s hand. â€Å"Come on.† But their fingers never touched. There was a long guttural cry from out of the darkness. A thundering figure loomed-a Mack truck bearing down with no headlights. An instant later, there was a collision and Strathmore was skidding across the floor. It was Hale. The pager had given them away. Susan heard the Berretta fall. For a moment she was planted in place, unsure where to run, what to do. Her instincts told her to escape, but she didn’t have the elevator code. Her heart told her to help Strathmore, but how? As she spun in desperation, she expected to hear the sounds of a life-and-death struggle on the floor, but there was nothing. Everything was suddenly silent-as if Hale had hit the commander and then disappeared back into the night. Susan waited, straining her eyes into the darkness, hoping Strathmore wasn’t hurt. After what seemed like an eternity, she whispered, â€Å"Commander?† Even as she said it, she realized her mistake. An instant later Hale’s odor welled up behind her. She turned too late. Without warning, she was twisting, gasping for air. She found herself crushed in a familiar headlock, her face against Hale’s chest. â€Å"My balls are killing me.† Hale panted in her ear. Susan’s knees buckled. The stars in the dome began to spin above her. Chapter 80 Hale clamped down on Susan’s neck and yelled into the darkness. â€Å"Commander, I’ve got your sweetheart. I want out!† His demands were met with silence. Hale’s grip tightened. â€Å"I’ll break her neck!† A gun cocked directly behind them. Strathmore’s voice was calm and even. â€Å"Let her go.† Susan winced in pain. â€Å"Commander!† Hale spun Susan’s body toward the sound. â€Å"You shoot and you’ll hit your precious Susan. You ready to take that chance?† Strathmore’s voice moved closer. â€Å"Let her go.† â€Å"No way. You’ll kill me.† â€Å"I’m not going to kill anyone.† â€Å"Oh, yeah? Tell that to Chartrukian!† Strathmore moved closer. â€Å"Chartrukian’s dead.† â€Å"No shit. You killed him. I saw it!† â€Å"Give it up, Greg,† Strathmore said calmly. Hale clutched at Susan and whispered in her ear, â€Å"Strathmore pushed Chartrukian-I swear it!† â€Å"She’s not going to fall for your divide-and-conquer technique,† Strathmore said, moving closer. â€Å"Let her go.† Hale hissed into the darkness, â€Å"Chartrukian was just a kid, for Christ’s sake! Why’d you do it? To protect your little secret?† Strathmore stayed cool. â€Å"And what little secret is that?† â€Å"You know damn-fucking-well what secret that is! Digital Fortress!† â€Å"My, my,† Strathmore muttered condescendingly, his voice like an iceberg. â€Å"So you do know about Digital Fortress. I was starting to think you’d deny that too.† â€Å"Fuck you.† â€Å"A witty defense.† â€Å"You’re a fool,† Hale spat. â€Å"For your information, TRANSLTR is overheating.† â€Å"Really?† Strathmore chuckled. â€Å"Let me guess-I should open the doors and call in the Sys-Secs?† â€Å"Exactly,† Hale fired back. â€Å"You’d be an idiot not to.† This time Strathmore laughed out loud. â€Å"That’s your big play? TRANSLTR’s overheating, so open the doors and let us out?† â€Å"It’s true, dammit! I’ve been down to the sublevels! The aux power isn’t pulling enough freon!† â€Å"Thanks for the tip,† Strathmore said. â€Å"But TRANSLTR’s got automatic shutdown; if it’s overheating, Digital Fortress will quit all by itself.† Hale sneered. â€Å"You’re insane. What the fuck do I care if TRANSLTR blows? The damn machine should be outlawed anyway.† Strathmore sighed. â€Å"Child psychology only works on children, Greg. Let her go.† â€Å"So you can shoot me?† â€Å"I won’t shoot you. I just want the pass-key.† â€Å"What pass-key?† Strathmore sighed again. â€Å"The one Tankado sent you.† â€Å"I have no idea what you’re talking about.† â€Å"Liar!† Susan managed. â€Å"I saw Tankado’s mail in your account!† Hale went rigid. He spun Susan around. â€Å"You went in my account?† â€Å"And you aborted my tracer,† she snapped. Hale felt his blood pressure skyrocket. He thought he’d covered his tracks; he had no idea Susan knew what he’d done. It was no wonder she wasn’t buying a word he said. Hale felt the walls start to close in. He knew he could never talk his way out of that one-not in time. He whispered to her in desperation, â€Å"Susan†¦ Strathmore killed Chartrukian!† â€Å"Let her go,† the commander said evenly. â€Å"She doesn’t believe you.† â€Å"Why should she?† Hale fired back. â€Å"You lying bastard! You’ve got her brainwashed! You only tell her what suits your needs! Does she know what you really plan to do with Digital Fortress?† â€Å"And what’s that?† Strathmore taunted. Hale knew what he was about to say would either be his ticket to freedom or his death warrant. He took a deep breath and went for broke. â€Å"You plan to write a back door in Digital Fortress.† The words met with a bewildered silence from the darkness. Hale knew he had hit a bull’s-eye. Apparently Strathmore’s unflappable cool was being put to the test. â€Å"Who told you that?† he demanded, his voice rough around the edges. â€Å"I read it,† Hale said smugly, trying to capitalize on the change of momentum. â€Å"In one of your brainstorms.† â€Å"Impossible. I never print my brainstorms.† â€Å"I know. I read it directly off your account.† Strathmore seemed doubtful. â€Å"You got into my office?† â€Å"No. I snooped you from Node 3.† Hale forced a self-assured chuckle. He knew he’d need all the negotiating skills he’d learned in the marines to get out of Crypto alive. Strathmore edged closer, the Berretta leveled in the darkness. â€Å"How do you know about my back door?† â€Å"I told you, I snooped your account.† â€Å"Impossible.† Hale forced a cocky sneer. â€Å"One of the problems of hiring the best, Commander-sometimes they’re better than you.† â€Å"Young man,† Strathmore seethed, â€Å"I don’t know where you get your information, but you’re in way over your head. You will let Ms. Fletcher go right now or I’ll call in Security and have you thrown in jail for life.† â€Å"You won’t do it,† Hale stated matter-of-factly. â€Å"Calling Security ruins your plans. I’ll tell them everything.† Hale paused. â€Å"But let me out clean, and I’ll never say a word about Digital Fortress.† â€Å"No deal,† Strathmore fired back. â€Å"I want the pass-key.† â€Å"I don’t have any fucking pass-key!† â€Å"Enough lies!† Strathmore bellowed. â€Å"Where is it?† Hale clamped down on Susan’s neck. â€Å"Let me out, or she dies!† Trevor Strathmore had done enough high-stakes bargaining in his life to know that Hale was in a very dangerous state of mind. The young cryptographer had painted himself into a corner, and a cornered opponent was always the most dangerous kind-desperate and unpredictable. Strathmore knew his next move was a critical one. Susan’s life depended on it-and so did the future of Digital Fortress. Strathmore knew the first thing he had to do was release the tension of the situation. After a long moment, he sighed reluctantly. â€Å"Okay, Greg. You win. What do you want me to do?† Silence. Hale seemed momentarily unsure how to handle the commander’s cooperative tone. He let up a bit on Susan’s neck. â€Å"W-well†¦Ã¢â‚¬  he stammered, his voice wavering suddenly. â€Å"First thing you do is give me your gun. You’re both coming with me.† â€Å"Hostages?† Strathmore laughed coldly. â€Å"Greg, you’ll have to do better than that. There are about a dozen armed guards between here and the parking lot.† â€Å"I’m not a fool,† Hale snapped. â€Å"I’m taking your elevator. Susan comes with me! You stay!† â€Å"I hate to tell you this,† Strathmore replied, â€Å"but there’s no power to the elevator.† â€Å"Bullshit!† Hale snapped. â€Å"The lift runs on power from the main building! I’ve seen the schematics!† â€Å"We tried it already,† Susan choked, trying to help. â€Å"It’s dead.† â€Å"You’re both so full of shit, it’s incredible.† Hale tightened his grip. â€Å"If the elevator’s dead, I’ll abort TRANSLTR and restore power.† â€Å"The elevator takes a password,† Susan managed feistily. â€Å"Big deal.† Hale laughed. â€Å"I’m sure the commander will share. Won’t you, Commander?† â€Å"No chance,† Strathmore hissed. Hale boiled over. â€Å"Now you listen to me, old man-here’s the deal! You let Susan and me out through your elevator, we drive a few hours, and then I let her go.† Strathmore felt the stakes rising. He’d gotten Susan into this, and he needed to get her out. His voice stayed steady as a rock. â€Å"What about my plans for Digital Fortress?† Hale laughed. â€Å"You can write your back door-I won’t say a word.† Then his voice turned ominous. â€Å"But the day I think you’re tracking me, I go to the press with the whole story. I tell them Digital Fortress is tainted, and I sink this whole fucking organization!† Strathmore considered Hale’s offer. It was clean and simple. Susan lived, and Digital Fortress got its back door. As long as Strathmore didn’t chase Hale, the back door stayed a secret. Strathmore knew Hale couldn’t keep his mouth shut for long. But still†¦ the knowledge of Digital Fortress was Hale’s only insurance-maybe he’d be smart. Whatever happened, Strathmore knew Hale could be removed later if necessary. â€Å"Make up your mind, old man!† Hale taunted. â€Å"Are we leaving or not?† Hale’s arms tightened around Susan like a vice. Strathmore knew that if he picked up the phone right now and called Security, Susan would live. He’d bet his life on it. He could see the scenario clearly. The call would take Hale completely by surprise. He would panic, and in the end, faced with a small army, Hale would be unable to act. After a brief standoff, he would give in. But if I call Security, Strathmore thought, my plan is ruined. Hale clamped down again. Susan cried out in pain. â€Å"What’s it gonna be?† Hale yelled. â€Å"Do I kill her?† Strathmore considered his options. If he let Hale take Susan out of Crypto, there were no guarantees. Hale might drive for a while, park in the woods. He’d have a gun†¦. Strathmore’s stomach turned. There was no telling what would happen before Hale set Susan free†¦ if he set her free. I’ve got to call Security, Strathmore decided. What else can I do? He pictured Hale in court, spilling his guts about Digital Fortress. My plan will be ruined. There must be some other way. â€Å"Decide!† Hale yelled, dragging Susan toward the staircase. Strathmore wasn’t listening. If saving Susan meant his plans were ruined, then so be it-nothing was worth losing her. Susan Fletcher was a price Trevor Strathmore refused to pay. Hale had Susan’s arm twisted behind her back and her neck bent to one side. â€Å"This is your last chance, old man! Give me the gun!† Strathmore’s mind continued to race, searching for another option. There are always other options! Finally he spoke-quietly, almost sadly. â€Å"No, Greg, I’m sorry. I just can’t let you go.† Hale choked in apparent shock. â€Å"What!† â€Å"I’m calling Security.† Susan gasped. â€Å"Commander! No!† Hale tightened his grip. â€Å"You call Security, and she dies!† Strathmore pulled the cellular off his belt and flicked it on. â€Å"Greg, you’re bluffing.† â€Å"You’ll never do it!† Hale yelled. â€Å"I’ll talk! I’ll ruin your plan! You’re only hours away from your dream! Controlling all the data in the world! No more TRANSLTR. No more limits-just free information. It’s a chance of a lifetime! You won’t let it slip by!† Strathmore voice was like steel. â€Å"Watch me.† â€Å"But-but what about Susan?† Hale stammered. â€Å"You make that call, and she dies!† Strathmore held firm. â€Å"That’s a chance I’m ready to take.† â€Å"Bullshit! You’ve got a bigger hard-on for her than you do for Digital Fortress! I know you! You won’t risk it!† Susan began to make an angry rebuttal, but Strathmore beat her to it. â€Å"Young man! You don’t know me! I take risks for a living. If you’re looking to play hardball, let’s play!† He started punching keys on his phone. â€Å"You misjudged me, son! Nobody threatens the lives of my employees and walks out!† He raised the phone and barked into the receiver, â€Å"Switchboard! Get me Security!† Hale began to torque Susan’s neck. â€Å"I-I’ll kill her. I swear it!† â€Å"You’ll do no such thing!† Strathmore proclaimed. â€Å"Killing Susan will just make things wor-† He broke off and rammed the phone against his mouth. â€Å"Security! This is Commander Trevor Strathmore. We’ve got a hostage situation in Crypto! Get some men in here! Yes, now, goddamn it! We also have a generator failure. I want power routed from all available external sources. I want all systems on-line in five minutes! Greg Hale killed one of my junior Sys-Secs. He’s holding my senior cryptographer hostage. You’re cleared to use tear gas on all of us if necessary! If Mr. Hale doesn’t cooperate, have snipers shoot him dead. I’ll take full responsibility. Do it now!† Hale stood motionless-apparently limp in disbelief. His grip on Susan eased. Strathmore snapped his phone shut and shoved it back onto his belt. â€Å"Your move, Greg.† How to cite Digital Fortress Chapter 76-80, Essay examples

Bioplastics free essay sample

Nondisposable applications include mobile phone casings, carpet fibres, and car interiors, fuel line and plastic pipe applications, and new electro active bioplastics are being developed that can be used to carry electrical current. In these areas, the goal is not biodegradability, but to create items from sustainable resources. Medical implants made of PLA, which dissolve in the body, save patients a second operation. Compostable mulch films for agriculture, already often produced from starch polymers, do not have to be collected after use and can be left on the fields. Starch-based plastics: Constituting about 50 percent of the bioplastics market, thermoplastic starch, currently represents the most widely used bioplastic. Pure starch possesses the characteristic of being able to absorb humidity, and is thus being used for the production of drug capsules in the pharmaceutical sector. Flexibiliser and plasticiser such as sorbitol and glycerine are added so the starch can also be processed thermo-plastically. By varying the amounts of these additives, the characteristic of the material can be tailored to specific needs. Simple starch plastic can be made at home. Industrially, starch based bioplastics are often blended with biodegradable polyesters. These blends are no longer biodegradables, but display a lower carbon footprint compared to the corresponding petroleum based plastics. Cellulose-based plastics: Cellulose bioplastics are mainly the cellulose esters, (including cellulose acetate and nitrocellulose) and their derivatives, including celluloid. Polylactic acid (PLA) plastics: Polylactic acid (PLA) is a transparent plastic produced from cane sugar or glucose. It not only resembles conventional petrochemical mass plastics (like PE or PP) in its characteristics, but it can also be processed easily, albeit more expensively, on standard equipment that already exists for the production of conventional plastics. PLA and PLA blends generally come in the form of granulates with various properties, and are used in the plastic processing industry for the production of foil, moulds, cups and bottles. Poly-3-hydroxybutyrate (PHB): The biopolymer poly-3-hydroxybutyrate (PHB) is polyester produced by certain bacteria processing glucose, corn starch or wastewater. Its characteristics are similar to those of the petroplastic polypropylene. PHB is distinguished primarily by its physical characteristics. It produces transparent film at a melting point higher than 130 degrees Celsius, and is biodegradable without residue. Polyhydroxyalkanoates (PHA): Polyhydroxyalkanoates are linear polyesters produced in nature by bacterial fermentation of sugar or lipids. They are produced by the bacteria to store carbon and energy. In industrial production, the polyester is extracted and purified from the bacteria by optimizing the conditions for the fermentation of sugar. More than 150 different monomers can be combined within this family to give materials with extremely different properties. PHA is more ductile and less elastic than other plastics, and it is also biodegradable. These plastics are being widely used in the medical industry. Polyamide 11 (PA 11): PA 11 is a biopolymer derived from natural oil. PA 11 belongs to the technical polymers family and is not biodegradable. The emissions of greenhouse gases and consumption of nonrenewable resources are reduced during its production. Its thermal resistance is also superior to that of PA 12. It is used in high-performance applications like automotive fuel lines, pneumatic airbrake tubing, electrical cable antitermite sheathing, flexible oil and gas pipes, control fluid umbilicals, sports shoes, electronic device components, and catheters. IMPACT ON ENVIRONMENT Sustainability: Sustainability is improving the quality of human life while living within the carrying capacity of supporting eco-systems. The production and use of bioplastics is generally regarded as a more sustainable activity when compared with plastic production from petroleum (petroplastic), because it relies less on fossil fuel as a carbon source and also introduces fewer, net-new greenhouse emissions if it biodegrades. They significantly reduce hazardous waste caused by oil-derived plastics, which remain solid for hundreds of years, and open a new era in packing technology and industry. Biodegradable: All (bio- and petroleum-based) plastics are technically biodegradable, meaning they can be degraded by microbes under suitable conditions. However many degrade at such slow rates as to be considered non-biodegradable. Some petrochemical-based plastics are considered biodegradable, and may be used as an additive to improve the performance of many commercial bioplastics. The degree of biodegradation varies with temperature, polymer stability, and available oxygen content. Consequently, most bioplastics will only degrade in the tightly controlled conditions of industrial composting units. In compost piles or simply in the soil/water, most bioplastics will not degrade, starch-based bioplastics will, however. A distinction must be made for the term compostable. While biodegradable simply means that an object will biologically disintegrate, compostable specifically demands that the end product has to be humus. So, while a plastic may biodegrade in a compost site this does not mean that it will compost in a compost site. These plant materials come from agricultural nonfood crops. Therefore, the use of biopolymers would create a sustainable industry. In contrast, the feedstocks for polymers derived from petrochemicals will eventually deplete. In addition, biopolymers have the potential to cut carbon emissions and reduce carbon dioxide (CO2) quantities in the atmosphere: this is because the CO2 released when they degrade can be reabsorbed by crops grown to replace them: this makes them close to carbon neutral. Home composting may not be an option. Some bioplastics cannot be broken down by the bacteria in our backyards. Polyethylene (PE) made from cane sugar is one example of this. Only bioplastics that are fully biodegradable will break down in a home compost pile, and it could still take up to two years for certain items. The rest require the high heat and humidity of an industrial composting facility. Plants grown for bioplastics have negative impacts of their own. Bioplastics are often produced from genetically modified food crops such as corn, potatoes, and soybeans, a practice that carries a high risk of contaminating our food supply. Also, corn and soybean producers typically apply large amounts of chemical pesticides and fertilizers that pollute our air and water. To compound matters, the growth of the bioplastics and biofuels industries (both of which currently rely on food crops as their raw material) increases the demand for crops, puts pressure on food prices, and increases the impact of agriculture worldwide.

Attention Deficit Hyperactivity Disorder Influence on the Adolescents Behavior

Nowadays more and more children are diagnosed ADHD. Many researchers accentuate the fact that the consequences of children’s hyperactivity and attention-deficit can influence the peculiarities of their mood and behavior in the period of adolescence.Advertising We will write a custom article sample on Attention Deficit Hyperactivity Disorder Influence on the Adolescents’ Behavior specifically for you for only $16.05 $11/page Learn More That is why the problems connected with ADHD are widely discussed by psychologists today. Catherine L. Bagwell, Brooke S. G. Molina, Todd B. Kashdan, William E. Pelham, and Betsy Hoza conducted the study the main objective of which was to examine the association between childhood ADHD and anxiety and mood disorders in adolescence in 2006. The results of the study were presented in the form of the article named as â€Å"Anxiety and Mood Disorders in Adolescents with Childhood Attention-Deficit/Hyperactivity Di sorder† which was published in Journal of Emotional and Behavioral Disorders. The researchers developed the study in order to support their scientific hypothesis. Thus, they were inclined to examine the dependence of the peculiarities of the adolescents’ behavior characterized with different levels of anxiety on the effects of ADHD symptoms which were diagnosed for these adolescents when they were children. Moreover, the researchers determined two more aspects for the observation. That is why the investigation was developed to prove or disprove such hypotheses as the dependence of higher rates of anxiety of adolescents with ADHD on their diagnosis, the dependence of ODD and CD in adolescence on ADHD in childhood, and the influence of externalizing and internalizing disorders on the level of anxiety in adolescence (Bagwell, Molina, Kashdan, Pelham, Hoza, 2006). The study was realized with the help of the observations and interviews which were conducted according to defi nite questionnaires and analyzed with the help of diagnostic interview schedules. The results of the study were presented in the form of the tables. The researchers examined and compared two groups of adolescents. The first group included 142 adolescents with ADHD, and the second group included 100 adolescents without ADHD (Bagwell, Molina, Kashdan, Pelham, Hoza, 2006). Moreover, the parents of the adolescents also participated in the interview. The questionnaires contained the questions about the peculiarities of adolescents’ typical behavior and their mood. The difficulties with the study were connected with the analysis of the inappropriate answers to the questions of the interviews.Advertising Looking for article on psychology? Let's see if we can help you! Get your first paper with 15% OFF Learn More Having analyzed the results of the study with the help of schedules and logistic regressions, the researchers concluded that those adolescents who have ADHD a re at risk for developing higher rates anxiety and mood disorders such as depression because of externalizing disorder symptoms and social problems which they experienced during their childhood (Bagwell, Molina, Kashdan, Pelham, Hoza, 2006). Moreover, the problems with parents or peer problems which were typical for their childhood can become more severe in adolescence. That is why clinic-referred children can face more problems in social communication and suffer from depressions more often in comparison with the representatives of a community-recruited group (Bagwell, Molina, Kashdan, Pelham, Hoza, 2006). The findings of the research allow speaking about the influence of ADHD diagnosis on the peculiarities of the adolescents’ behavior, their predilection to depressive states and higher levels of anxiety. Moreover, the researchers concentrated on the role of the relations with parents in overcoming negative effects of ADHD and its externalizing symptoms. That is why parents should pay more attention to their children’s problems affected by ADHD in childhood in order to prevent them in adolescence. This issue requires its further investigation as well as the problems of the adolescents’ depressions and social disorders of adolescents which can be connected with the effects ADHD diagnosis. Reference List Bagwell, C. L., Molina, B. S. G., Kashdan, T. B., Pelham, W. E., Hoza, B. (2006). Anxiety and mood disorders in adolescents with childhood Attention-Deficit/Hyperactivity Disorder. Journal of Emotional and Behavioral Disorders, 14 (3), 178-187. This article on Attention Deficit Hyperactivity Disorder Influence on the Adolescents’ Behavior was written and submitted by user Danny Garrett to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Major Medical Center Case Study

Major Medical Center Case Study Red flags raised in the opinion letter External auditors play the role in providing independent opinion on the true and fair view of the financial statements of an organization. Reflectively, â€Å"an auditors opinion can either be unqualified, qualified, adverse, or disclaimer† (Finkler 2010, p. 25). The opinions are arrived at after reviewing the financial statements of the organization. The reviews are carried out on a sample basis.Advertising We will write a custom report sample on Major Medical Center Case Study specifically for you for only $16.05 $11/page Learn More It reviews the standards applied when preparing the financial statements. The auditors have the opinion that financial statements of an organization, the results of the operations, changes in net assets and cash flows presented fairly in all material, respects the true financial position of the company. They further give the view that the statements are in conformity with the GAAP. Despite the favorable comments, the auditors do not give a straight unqualified opinion on the true and fair view of the financial position of the organization though there are no major concerns raised in opinion letter. This could raise concern on the financial condition of the organization (Finkler, 2010). Review of the financial statements Upon review of the statement of the financial position, it was observed that the Center had amount due from the third part reimbursement program amounting to $6,539,000 in 2012. This amount was not present in 2011. Further, long term investment increased from $618,000 to $1,132,000. Further, the amount of accrued salaries and accrued expenses increased from $20,096,000 to $25,572,000. Further, inventory and pledges receivable declined by close to 50%. These are major areas of concern. Review of statement of the operation reveals that there was a decline in the amount of interest expense from $5,253,000 to $4,456,000 despite the increase in the amount of long term debt. Further, increase in unrestricted net assets increased from $897,000 to $2,568,000. In the cash flow statement, operating income increased from $751,000 in 2011 to $2,429,000 to 2012. Review of notes to financial statement In general, notes to financial statements is expected to provide details of amounts reported in the financial reports. The notes also â€Å"give additional information on amounts that are not reported in the financial statements† (Finkler 2010, p. 31). The notes to financial statements does not give detailed explanations on significant changes in the financial statements highlighted above.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More For instance, the notes on third party reimbursement programs does not give details and a breakdown of the amount involved I the program. On property, plant and equipment, the notes do not give d etails of the amount of depreciation for each category of assets. Also, the notes to financial statements do not give details of the amount in excess of $1,900,000. This could create an indication of fraud. The notes did not provide the makeup of other income amounting to $731,000 in 2012 and $1,566,000 in 2011. Finally, the notes to financial statements do not provide an estimation of the amount of contingent liability from the litigation cases. It is necessary to have such information to enable he organization plan adequately for the loss (Finkler, 2010). Analysis of financial status The common size financial statements revealed some areas which require some in depth investigation. Examples of the items that require investigation are receivables for government grants, the amount due to third-party reimbursement programs, net assets released from restrictions, operating income and increases in unrestricted net assets. These areas changed significantly from 2011 to 2012. A review of these balances needs to be done so as to ensure that the changes can be supported (Finkler, 2010). Liquidity ratios or the company were relatively favorable. Both current and quick ratios were greater than one. This implies that the institution is in a position to pay the current obligation using current assets. However, the liquidity position of the company declined from 2011 to 2012. The efficiency ratios for the company are relatively fair. For instance, accounts receivable turnover increase from 7.76 to 8.10. Fixed asset turnover ranged between 4.12 and 4.09. Total asset turnover ranged between 2.10 and 2.05. Considering the nature of the organization, the level of activity of the organization is fairly high. Times interest earned ratio shows the ability of the organization to pay for the cost of borrowing funds using earnings before interest and taxes. Times interest earned ratio for the two years is less than one. This implies that the Center cannot pay for the interest expen se. However, the value increased from 0.14 to 0.55.Advertising We will write a custom report sample on Major Medical Center Case Study specifically for you for only $16.05 $11/page Learn More It gives a bad indication to potential debt providers. Profitability of the Center is relatively low. The total margin of the institution ranged between 1.88% and 5.17%. Return on assets were quite low at 0.51% and 1.31%. Also, return on net assets ranged between 0.92% and 2.5%. It is evident that the profitability of the institution increased between 2011 and 2012. The low profitability can be attributed to the fact that the medical center is not a profit making institution. Therefore, it is evident that ratio analysis gives an in depth view of the financial statement of the center (Eugene Michael, 2009). References Eugene, B., Michael, J. (2009). Financial management theory and practice. USA: South-Western Cengage Learning. Finkler, A. (2010). Financial management for public, health, and not-for-profit organizations. Upper Saddle River, NJ: Pearson Prentice Hall.

Salesforce.com - community - ERP, CRM, Business Intelligence, and Essay

Salesforce.com - community - ERP, CRM, Business Intelligence, and Intranet and Portal Development - Essay Example The portal is provides employees with a one stop shop for all their policy, HR, content needs. Allow customers to be capable of login to their account place and observe their orders and consignment information, log cases for matters they are experiences, update their profile, converse in groups about the products. Allow suppliers to be capable to communicate and work together with the XYZ engineers and leaders at XYZ Industries around their orders; monitor the status of the orders (Kao 22). Customers: account login, attain shipment information, view orders, update profile, log compliments and feedbacks and converse in groups. Suppliers: connect with XYZ engineers, leaders, monitor order status, view payment details and monitor order movement. Employees: log in to assess HR, Policy and content needs (Kao 22). System Diagram (High Level): Develop system diagram to demonstrate the key workings of the Architecture. ERP System: assess all of XYZ customers and forecast information is consolidated in the CRM resolution, so business owners can receive current forecasts and create reports automatically (Mall 178). In addition, through consolidation of this data, management can get a more international view of the issues driving real purchase decisions. CRM-Improved contact and rapid liberation of information will decrease the time essential to close even the principal of deals (Satzinger 208). Fast liberation of requested in sequence would consequence in the competitive benefit that may just push those explanation sales over the top (Mall 178). System Context Diagrams represent every external entity that may interrelate with a classification. Such an illustration pictures the organization at the middle, with no issues of its interior organization, bordered by all its interacting environments, systems, and activities (Mall 178). Security Protocols: A security protocol is an abstract or tangible protocol that executes a security-oriented operation and

The Bank of America Essay Example | Topics and Well Written Essays - 1500 words

The Bank of America - Essay Example Presently, the bank is the biggest institution of finance services globally. The Bank of America is the second largest commercial bank globally, continuing to record the best credit ratings despite the credit crunch in the 1970s (Johnston, 1990). The Bank of America has a variety of leadership and talent programs which enable it to nurture and promote talent among both the existing employees and upcoming and promising talents. As a result, the bank has put in place various talent management programs that have led to its success in the industry. This paper will evaluate the strength of the talent management program, assess available opportunities for growth and recommend the best approaches in dealing with the challenges in the talent management program. Talent Management Programs That Led to Success for the Company Bank of America has for a long time been a leader in talent management, especially in the financial services sector. The main philosophy of the bank in connection to manag ement and development of talent is steered by a number of principles which guide the company in creating the way forward that is supported across the executive ranks of the bank. According to Effron, Greenslade and Salob (2005), some of the principles include: Leaders are important people in the process of managing and steering accountability, output and tradition. Rules of performance where excellent performers have high ability. The most precious resource is the person’s talent. The current excellent performers are not fundamentally future top performers. A wide set of experience and exercise is the preeminent lesson; but a mutual approach is essential for growth. Venture in the top talent and spotlight the rest. The current best 100 performers leave a heritage of potential talent by training, guiding and being the exemplars to others on features of success. In putting this philosophy into practice, the efforts of talent management and growth of the bank are modeled on the main set of systems consisting of the core values of the bank which have a common 70-20-10 growth framework. When broken down, the model represents 70% of experience based growth, 20% of training and response and 10% of learning (Goldsmith, 2006). The main objective is to have a transitional growth for the leaders at every phase of the leadership development and a constant evaluation to have an intense in-depth analysis into the knowledge, leadership potentials, susceptibility and aspiration for top executives. This joint philosophy and system give room for an incorporated approach to management of talent and development of leadership that centers on promoting the current performance and shaping the future leaders. With this kind of firm foundations for the growth of leaders already in place, the Bank of America has shifted its attention to upgrading the top team’s line of sight to the bank’s high ranking 50 executives and selecting leaders with the ability to take up positions at the top level of the bank for the next five years of operation. The action program has been named Next Generation Leadership forum which comprises intensive evaluation program as a section of the experience in learning process (Goldsmith, 2006). Using these evaluations, every member is assessed based on experience, inspiration and leadership potentials by use of a multifaceted evaluation tools, observation and interviews. The merging of intensive evaluat

Genetically modified foods Essay Example | Topics and Well Written Essays - 1500 words

Genetically modified foods - Essay Example Although the use of genetically modified foods may have certain shortcomings, the global population should embrace the technique fully to ensure sustainable food production and hence global food security. Essentially, genetically modified foods are foods that have undergone genetic engineering aimed at altering their DNA in order to improve their overall productivity (Freedman 45). Since the process completely changes the DNA, the resulting crop is extremely resistant to drought and diseases in addition to producing high yields when compared to the original crop (Teitel and Wilson 36). While the process started long ago, the commercial selling of GMOs commenced in 1994. Currently, the genetically modified foods are majorly from the plant origin although there are prospects of coming up with such kinds of animals species soon. Perhaps it is important to note that during the genetic modification, a new gene from another species is introduced into the plant species in order to come up w ith a completely new combination of genes in the new crop (Santaniello, Evenson, and Zilberman 51). Despite the fact that genetically modified organisms (GMOs) have numerous advantages, it faces sharp criticisms from various quarters who claim that it has adverse effects on both the environment and human health (Freedman 44). Indeed, the genetically modifies organisms interfere with the natural environment thereby causing imbalance in the ecosystem (Forman 27). Due to their drought and disease resistant nature, the genetically modified foods consume all the nutrients form the soil thus depriving the surrounding natural crops the required amounts on nutrients to flourish. In this regard, it is vital to weigh the effects against the benefits of the genetically modified foods before any concrete decision is made on a new crop (Teitel and Wilson 37). Owing to the rapid trends in climate change, the world has been on a constant lookout for any threats to food security and available optio ns of increasing the crop yield. Luckily, genetic engineering has provided the solution to the constant droughts in various parts of the world that more often accentuate the hunger situation (Teitel and Wilson 46). The technique of genetically modified foods is intended to change the genetic structure of the natural crop to be able to survive the harshest of growing conditions. In this case, there is no need of using such natural methods as mutual and selective breeding. In essence, the commercial exploitation of genetic engineering began in the year 1994 with the main cash crops being soybeans, cottonseed oil, and corn (Santaniello, Evenson, and Zilberman 51). Although experiments are currently ongoing to modify the animal species to be drought and disease resistant, none of the genetically modifies animals is in the market (Carter, Moschini, and Sheldon 28). Perhaps the first advantage of using the genetically modified foods is the fact that they can be used to cleanse the environ ment through phytoremediation. In this case, it is vital to understand that some genetically modif

Effective Leadership: Implementing change

Effective Leadership: Implementing change In todays volatile economy landscape, changes are inevitable and necessary. Continuous organisational developments and restructuring are vital for survival and growth. Therefore, it is important to identify growth opportunities in order to ensure the organisations sustainability and at the same time overcoming their weaknesses (Cranfield University School of Management, 2010). However, organisational change generates resistance in employees, making it challenging for successful implementation. Moreover as organisation expand, the challenges of implementing change will be greater due to diverse environment. Leaders can lead/motivate employees towards the achievement of goals in time of change. They process the quality traits which create vision and direction to motivate employees to strive harder towards goals. Also, they can facilitate employees in overcoming challenges and resistance induced by change. Leaders also have power to communicate, influence and negotiate employees away from the harmful cashes of conflicts (Robbins Judge, 2008). The objective of this report is to determine how the modern day organisation in this research can make use of effective leadership to implement and achieve successful change. It will provide more insights on how leaders can identify factors that bring about change. Discussion will be carried out on how to diagnose change factors and identify threats/opportunities. Next, the report sets to determine the impact of communication styles of the leaders on organisational cultural values. Communication plays an important role in the change process as it helps employees to see the need for change. It also highlights the importance of the affected parties role in the whole change process. The report will also examine suitable leadership style which will help with transformational change. Effective leadership translates to effective communication and overcoming resistance. Furthermore, leadership is crucial to identify, lead and manage change. Lastly, this report will set to understand how leaders overcome employees resistance within the organisation. It is of paramount importance for leaders to implement appropriate solutions in order to minimize resistance and maintain sustainability of new change. BACKGROUND OF ORGANISATION The organisation in this research is an Indonesian IT firm specialising in the importing/exporting of self-manufactured laptops. The Singapore regional office was established four years ago and has staff strength of twenty five direct employees. It has a local regional manager in-charge of running Singapores daily routine operations. Since its establishment, the regional office has been experiencing deficits in their income statements. The organisation emphasizes on a tall organisational structure, where top-down hierarchical authority is being practised. Decision-making is made by the head office in Indonesia without any effective communication with the regional office. Quarterly review meetings are held with regional manager to only report on business performance that the regional office is currently experiencing. Owing to a lack of demand for IT peripherals due to the worldwide economic meltdown in 2009, the regional office had recently carried out a retrenchment exercise as a cost-cutting measurement. Prior to the recent downsizing exercise, each of the thirteen departments was led by a supervisor. Each employee is expected to keep to his/her individual job scope and is held accountable for all his/her actions. Strict protocols for individuals are laid out and upward interactions are usually not encouraged. The decision for the recent exercise came straight from the head office without any consultation with the regional manager. The retrenchment announcement was made through email and did not state any future plans for the remaining employees. After the downsizing exercise, the remaining employees have low morale, little sense of pride in their work and are alienated from the management team. Employee absenteeism and turnover rate has been increasing. This change has lead to further deterioration of productivity and quality of the products that are offered by the regional office. RESEARCH METHODOLOGY 3.1 Sampling Schedule In order to define situation concisely and to gather comprehensive information on objectives for the study, the research design methods of interview and personal observation is carried out for this case study. Before primary research is conducted, a group of respondents from regional office is selected for an interview to obtain their opinions. For this selection, non-probability sampling (Quota Sampling) is carried out. The sample audiences (quota) are to be made up of potential leaders of the regional office. They have direct and regular interaction with head office. They are someone of a seniority level, with leadership capabilities and have the power to influence subordinates. The sample audiences are identified to be the regional manager (whom is accountable for the operations of regional office) and the human resource officer (who is responsible for the linking of employees-related policies and organisational strategies). For personal observation, it will be done by researcher of this study in her course of work as a regional sales executive (In charge of generating sales revenue). 3.2 Methods of Gathering Data (*There is limitation of the research design as it all measures information entirely from the regional offices prespective. This might result in possible biasness/prejudices from common method variance. Primary and secondary research time-frame is in Appendix B) 3.2.1 Observation Observation is done by researcher to obtain informal visual assessment of the regional office. Events associated with the objectives are monitored, accessed and recorded. Structured observations are carried out in her course of work for the visual assessment of the organisation as a whole so that the behavior is carefully documented to ensure its validity/reliability. 3.2.2 Interview For this study, direct interview is more efficient and accurate due to small staff strength of only twenty-five. An interview study is held in order of the initial development of interview questions, the conducting of interviews, followed by data analysis. Two identified interviewees whom have interactions with the head office would be interviewed. The interviews (Appendix A) are carried out in the research direction to comprehend actual work practices, procedures, structure and embedded problem/issues faced by the organisation. 3.3 Secondary Data In order to provide in depth assessment, there is also the collection of secondary data. Besides using the online search engines for obtaining information on objectives and findings; books and journal databases (existing articles on literature review and case studies) are the main sources of references. Frameworks obtained are verified using different sources in order to validate the research findings without subjecting them to any form of prejudices. The results from the interviews and personal observation are analyzed with comparisons to secondary data. 4.0 LEADERSHIP AND CHANGE 4.1 External Macro Environment As head office is unfamiliar with Singapores working environment, leaders do not have proper business strategic plan and this would bring about disastrous consequences. Decision making are based on day-to-day responses by the head office. They have no sense of urgency to develop a long term strategic planning as they lack an external consultative opinion on how to operate the business. They also do not have good leadership skills to develop effective strategies as they had only focused on the situations at-present and eventually lost sight of main objectives. Perhaps this could be due to the differences in the cultures, where Singaporeans being highly efficiency is a stark contrast with the more laid-back mindset that most Indonesians possess. The need for change encompasses within all organisations in order to cope with the rapid environmental influences. The business environment is defined as a concept whereby external forces play a major role in the successes/failures of any organisation. By paying attention to the wider environment, leaders can identify threats/opportunities to ensure effective planning and implementation of change (Brooks Weatherston, 2000; Griffin Ebert, 2006). 4.2 PEST Analysis Hayes (2007) and Robbins Judge (2008) agree that PEST analysis will allow leaders to examine the external macro environment in which a business operates and search for evidences of change. Understanding the impact and situation of external forces would help identify factors that could possibly bring about change within the organisation. Political Griffin Ebert (2006) and Hayes (2007) concur that political change will pose threats or create opportunities for any organisation. It has a huge influence upon the regulation of businesses and the possible spending power of consumers. It is important for organisations which are exposed to international risks as the political stability of different countries will affect operations and ultimately, revenues. It consists of elements like regulations set by the government on business practices, acceptable business conducts within an economy, environmental management legislations, labour law, international trade regulations, tariffs and political stability. Economic Economic factors refer to the condition of the trading state in which the business operates in. It includes exchange rates, money supply, changing consumption patterns and power and trade cycles. All these factors will impact the operation and decision making of an organisation. For example, in an economy in which the organisation is in is experiencing economic growth. The organisation would expand leading to change and leaders must establish control during the transition period. Leaders must develop a new vision, direction, new plan and to allocate resources properly to deal with the change (Hayes, 2007). Socio-Cultural Socio-cultural factor consists of having the elements of customs, moral values and demographics of the society where the organisation operates in. It affects business ethics and operations across countries so leaders must be mindful of the different customer preferences within national boundaries. For example, MacDonalds do not sell pork items in its menu in Singapore due to the differences in religious practices in the multi-racial environment; whereas in Thailand this acceptable. Change in employees attitude towards education, work and leisure which will impact on labour force and consumption demand. Leaders should produce a working environment that is conductive enough to motivate them and improve efficiency (Hayes, 2007; Griffin Ebert, 2006). Technological Technology is defines as innovations applied into society and organisations to carry out tasks. Some examples are level of investment in Research and Development (RD), availability of new materials and new production process. Technology is constantly changing and hence staying ahead of competitors has been increasingly difficult. Organisation must have the latest equipment, processes and resources to deal with technology change. Leaders must make sure that organisational structure, vision and resources align with technological aspect. Leaders must ensure that sufficient funds are allocated on RD for better technology to improve competitiveness and gain competitive advantage (Griffin Ebert, 2006; Hayes, 2007). 4.3 Findings: Implication of PEST and SWOT Analysis The interview findings (Appendix C) show that the organisation adopts a top down approach management style by the head office in Indonesia. PEST analysis is recommended so leaders in Indonesia will be able to improve on its decision-making process as it allows them to assess Singapores market potential, situation and business development. It encourages proactive thinking and allows them to plan ahead. With the analysis, leaders will know their present position, environment and how they can develop in the future. As they do not understand the impact and situation of external factors; they will need PEST to understand Singapores regulations, labor market, economy, customers, competition and technology. The analysis at external level helps to identify opportunities and threats of the external environment. With PEST, there will be detailed preparation and formulation of strategic plans, good leadership skills can be deployed to anticipate change and align businesss vision. The regional office will have better decision making process, productivity, competitive advantage and sense of belonging in employees. An example of the PEST analysis of the organisation is as follows: Singapores Regional Office -PEST Analysis * Data adapted from Morrisons website (2009) External Environment Factors Potential Impact: (+) / (-) Relative Importance Political Strict Government Legislation in Singapore High Opportunity Critical Labour Law (Singapore) Medium Opportunity Critical Political Instabilities in Indonesia High Threat Critical Economic Economic Downturn High Threat Critical Decrease in Consumers Demand and Investments High Threat Critical Stable Money supply Medium Opportunity Critical Social Demographic Trends Low Opportunity Unimportant Consumers Change in Preference and Attitudes High Threat Critical Attitudes towards Work and Employment High Threat Critical Technological Technology Revolution and Development High Opportunity Critical R D High Opportunity Critical New Production Processes/Ideas/Innovation High Opportunity Critical 5.0 LEADERSHIP AND COMMUNICATION 5.1 Communication Barriers The lack of communication, especially in terms of feedback from employees whom are familiar with the local demands of customers, coupled with stringent cost cutting measures could said to have contributed to poor sales performance. Many consumers are unaware of products that the regional office is offering due to lack of budget in generating brand awareness. Comparing to the bigger players whom have higher levels of economies of scale, it would definitely lose out in terms of its revenues. The regional office does not hold any weekly meeting within departments and there are no consultative approaches. Head offices quarterly meetings are only held with regional manager to obtain report solely on its current business performances. There are no established channels to voice employees feedback to the head office and it often results in a lack of information for proper accomplishment of tasks. Without proper communication structure, there is no room for improvement and employees will commit the same mistakes repeatedly. This would also mean that the head office would be unfamiliar with Singapores working environment, which would result in ineffective communications amongst the employees. Robbins Judge (2008) stated that communication is the life support for any organisation and it plays a vital role in the change process. Communication links people who believe in a common cause and unites them with a common vision to achieve goal congruence for the organisation. 5.2 Styles of Communication 5.2.1 Downward and Upward Communication Leaders would engage in top-down communication to disseminate information/goals, inform job procedures and highlight problems (Robbins Judge, 2008). Gilley et al. (2009) argued that in times of change, leaders must provide employees with abundant and value-added information with regards to change. Leaders must give justifications for rationale for change and also address employees concerns. Well-developed rationalizations are more likely to be accepted as employees acceptance and participation depend on their perception of personal benefits associated with the change. Hence, proper explanation and feedback is important for leaders to work on in areas of change to increase employees acceptance. Upward communication is used by employees to provide feedback, inform progress and issues towards goals to leaders. It is important for leaders to know about how employees feel and to allow for opportunities for growth and improvement. Upward communication has its limitation whereby leaders are overwhelmed and distracted. Employees morale would be affected as it would be time-consuming and demoralizing if it is difficult to get their leaders attention (Robbins Judge, 2008). Hayes (2007) exclaims that without proper upward/downward communication, it will lead to organisational silence which is a major barrier to change. One illustration within the cited organisation Due to Indonesias culture, leaders like to be respected and will disregard negative feedback from subordinates as a form of attack on their credibility. A culture might be cultivated whereby employees might be afraid to voice out the truth to their leaders. It is a double-edged sword when employees do not highlight issues to leaders and leaders will find it tough to get employees to accept change. In times of change, leaders must acquire a diverse set of effective communication techniques to convince employees to embrace a new breakthrough (Robbins Judge, 2008). In contrast, leadership ambivalence reduces acceptance to change and increases resistance. Communications should be regular, motivating and yet achievable. Unfulfilled vision will weaken leadership credibility leading to employees feeling a sense of injustice. Gilley et al. (2009) explain that employees whom experienced unjust treatment would be resentful towards their superiors, thus destroying commitment. Being honest and fair when things go wrong enables employees to accept an undesirable outcome. Therefore, there is a need for realistic and truthful communication that includes communicating negative aspects of change implementations when necessary. 5.2.2 Communication Strategy In every change process, communication plays a big part for leaders to ensure a smooth transition. There are five basic communication strategies (Hayes, 2007): Spray and Pray Showing all the information and hope others can understand and share the vision. The effectiveness is low as it depends on employees perspective of what is important. One major drawback is that the employees would be overloaded, thus increasing resistance. Tell and Sell Leaders would only communicate the core issues that relate to the change and pushes the idea for acceptance. This strategy is a one-way-communication process without any channels for meaningful feedbacks to express concern. Employees will tend to feel uncommitted as little input is required from them. Underscore and explore Similar to the Tell and Sell, but the sender listens to the receivers feedback to prevent misunderstanding. This is a very effective communication method as leaders would listens to employees concern to clear embedded doubts/queries. Identify and reply This is a reactive approach as leaders will listen and respond to the employees concerns which would guide employees out of complexity. One short-coming is that employees might not be aware of the critical issues currently hence, it might be time-consuming. Withhold and uphold Most of the information are withheld and employees are unaware of the real situation. Leaders who adopt this strategy are power-oriented and think that employees are not capable enough to handle core issues. This strategy will lead to dissatisfaction and mistrust amongst employees. Communication can be an effective tool in shaping organisational cultural value in motivating employees, providing feedback and reinforcement during the change. This would foster an environment with better decision making process to deal with obstacles (Gilley et al., 2009). 5.3 Findings: Implication towards Effective Communication Base on the interview findings (Appendix C), the organisation adopts the Withhold and uphold strategy to deal with the downsizing exercise. As leaders in head office are power-oriented due to Indonesias culture, they make decisions without consultation with regional office. Subordinates are expected to carry out requests of the retrenchment in exacting detail. As there are no justifications for the change and unable to express concern, employees are feeling resentful and thus causing the high turnover. There is also lack of proper downward/upward communication between the two offices. It leads to the improper sharing of information which results in inefficiency. One recent incident that happened that illustrates this effectively. The Head office had instructed the dealers to return an outstanding consignment of laptops and they had made arrangements to ship it back to Indonesia. However, this message was not communicated to the regional sales executive. She was unaware of this agreed communication, continued to send e-mails, reminding the dealers about the outstanding consignment. Such miscommunications inevitably tarnish the organisations reputation as the dealer was very unhappy and spread this among other dealers. She was made responsible for this miscommunication and feedbacks by her were rebuked. As remaining colleagues felt unjust for the sales executive, the miscommunication drove conflict between head office further and aggravated the misunderstandings and hostilities. In t he long run, with only top down communication and no feedback, it will lead to organisational silent with disastrous consequences. As the main problem lies with the internal communication of the organisation, leaders needs to resolve the problem by setting up basic structures to promote effective communications. For the head office to improve relationships with employees, internal communications must consist of the personal touch. Electronic communications cannot be a substitute for personal interactions. Going forward after the retrenchment, leaders should convey messages personally to their employees as this allow opportunities to clarify complex or sensitive issues. Leaders must foster an open environment, using underscore and explore strategy which allows feedback as communication is a two-way street in any change process. Leaders must have an open-mind to be more receptive to new ideas from employees. Regional manager should hold weekly meetings within departments to gather information and feedbacks. It would help employees to understand and follow up with the outstanding issues and for the managers to establish their authority. Constructive feedback from employees would help to identify problems which help the organisation to improve. By keeping employees informed and involved with the implementation of change programs; it would help increase the commitment levels and increase productivity. 6.0 STYLES OF LEADERSHIP 6.1 Leadership Role in Change Process The organisational structure emphasizes on top-down hierarchy authority and major decisions are made by the head office. The top-down leadership approach and strictly-defined job scopes reduces the employees into becoming merely cogs of the machines, where they would merely perform the bare minimum within their stated job scopes, with minimal dedication to what they do. As such, everyone will only specialize in what they are doing, without a clear picture of the main business objectives, which impedes innovation and quality improvements. Weak leadership is also shown by the surprise retrenchment exercise, which caught many employees in the regional office off-guard. Without proper leadership to establish/lead new direction after the retrenchment, it eventually might be a possible factor that would lead to the downfall to the organisation. Kotter (Senior Fleming, 2006) emphasise that in all change process, effective leadership is needed to establish direction (develop vision/strategy), align members (communication to gain cooperation/acceptance), motivate and inspire (leading members to overcome various barriers) and overcoming change. 6.2 Transactional Leadership Robbins Judge (2008) indicated that transactional leadership would ultimately influence employees into the direction of achieving pre-established organisational goals by being task-oriented. Transactional leaders aim to maintain the status quos by making use of contingent and monetary rewards for effort and good performances. They would state their expectations; establish rules and procedures, and emphasize a fair deal with their employees. When work is allocated to employees, the leaders would expect them to take full responsibility. If the tasks are not performed to expectations, employees would be held liable. Hence, it is important for leaders to engage in open forms of communication to bring about mutual trust between employees and themselves. Contributions should be acknowledged and rewarded by the leaders towards their employees according to the industry standards, so as to bring about job satisfaction. However, Hoogh et al. (2005) argued that stringent goals, rules and procedures due to transactional leadership would only promote stable work environment with high degrees of structures. It results in employees having little ambiguity in pursing the goals. The lack of ambiguity would help ensure fairness and set straightforward guidelines. Moreover, with stability, it would not promote inducements or opportunities for change. Employees would not be motivated to perform beyond expectations. They would not be flexible and innovative enough to response quickly and effectively to environmental change; it would be difficult for the transactional leaders to bring about change. 6.3 Transformational Leadership Kotter (Senior Fleming, 2006) Robbins Judge (2008) agree that transformation leaders goes beyond transactional leadership by inspiring members to achieve goals, paying attention to their needs and encouraging new breakthrough in goal attainments. They will make use of charisma (providing vision, direction and gaining trust), inspiration (using communication/symbols to get things done), intellectual stimulation (promoting participation and problem solving) and individualized consideration (treating individual members equally/individually) to handle change. Transformation leaders will encourage followers to be more innovative and creative to increase efficiency. Hence, Followers would push beyond boundaries to pursue ambitious goals/vision of organisation, be more committed and will pursue it with due importance. Transformation leadership is able to induce higher levels of motivation and satisfaction leading to higher performance. There will also be lower turnover, higher productivi ty and lower stress levels. Transformational leadership is critical in helping mangers to identify change, which would in turn aid them with leading and managing change by ensuring effective communications and encouraging acceptance. Transformational leadership will ensure vital planning and design assumptions to allow leaders to recognise change by paying attention to the external environment, financial resources, and company staffing. In addition, it ensures proper management of formal and informal relationships between members to increase change momentum and improve managerial change interventions. Finally, it helps to overcome employees resistances when the organisation is disturbed by initiatives to change (Karp Helgo, 2009). 6.4 Leaders Checklist for Leading Change Every leader can adopt a process perspective on change management on top of the above-mentioned leadership approaches by adopting a checklist to control the change process and ensure smooth transitions (Kotter, 1999). Establishing Sense of Urgency Leaders must alert employees to need for change by creating a sense of urgency. They should begin examining the organisations external environment and communicate these findings to induce aggressive cooperation of employees and motivate them to change. Forming Powerful Coalition Leaders should form a competent strong team with expertise and have sense of urgency to kick start the change process. Leaders must lead the team to assess the problems, identify opportunities and change the mind of oppositions. Creating Vision The coalition team would need to create a shared vision to clarify the possible attainable directions, thus providing a guideline about organisations future to the employees. It must be flexible to encourage involvement and develop strategies to deal with the change. Leaders must allocate ample time to develop the shared vision so that it would be ingrained as a strong set of shared values. Communicating the Vision Leaders should communicate the vision as it would establish the direction, commitment and learning within the organisation towards the structural changes. They must use every method to communicate the new vision and strategies to ensure that employees understand and make short-term personal sacrifices in order to help the organisation achieve its goals. Empowering Others to Act on Vision through Leadership Good leadership skills are needed to lead transformational change and raise demands that are consistent with overall change effort. Leaders must remove obstacles and encourage risk taking to generate more creative actions to support the vision. Leaders must make use of compensation to encourage employees acceptances of new vision. Planning and Creating Short Term Wins Leaders should plan, and create visible performance improvements and reward employees involved in the change improvements. As changes cannot take place overnight, it should be implemented in phrases, allowing time for maturity. The short-term goals in phases would act as a source of motivation in continual efforts for change. Consolidating Improvements and Producing More Changes Leaders should capitalize on early wins but should not declare victory too early should there be any possible amendments to the winning efforts; and use that as further motivation for continued and subsequent changes. Next, leaders should use increased creditability due to short term improvements to overcome the current structures that are not in alignment with the vision. Institutionalizing New Approaches Leaders need to ensure that change is consolidated by showing employees how change has produced optimal performance. Every opportunity should be taken to demonstrate the benefit Cervical Cancer: An Action Plan Cervical Cancer: An Action Plan INTRODUCTION Cervical Cancer also recognized by ‘cancer of the cervix’ occurs from the tissue of the cervix. The cervix is a component of the female reproductive system, which also encompasses the uterus, ovaries, fallopian tubes, vagina and vulva (Australian Government-Cancer Australia, 2014). The cervix is the lower part of the uterus that connects to the vagina. It is sometimes called the neck of the uterus. Cervical Cancer affects the cells of the lower part of the uterus that joins the inner end of the vagina also known as the uterine cervix (Cancer Council Victoria, 2014). In Victoria 179 women were diagnosed in 2010 with cervical cancer (Department of Health 2014). This is considered to be the twelfth most common cancer in Australia (Australian Institute of Health and Welfare Canberra, 2013) and has a much greater impact on indigenous women than non-indigenous complements. An indication of evidence shows that 59% of the women population died from this disease. According to Vic toria Health, 85% of women developed cervical cancer and either never had conducted a Pap smear test or failed to follow the recommended two yearly screening programs therefore leaded to a lack of participation in cervical screening which is one of the main risk factors for cervical cancer and is common against Indigenous women. Due to the inadequate time frame and the availability of health services such as the Bunurong Health service, Dandenong and District Aborigines Co-operative Limited to contribute in the project, the Indigenous population in the City of Greater Dandenong is the focus of this assignment. The objective of this is to reduce the occurrence of cervical cancer rates among Indigenous women in the City of Greater Dandenong over a three year plan. The strategies conversed in the project involvement plan by engaging the broader participation of indigenous people and their culture imparting a holistic approach to addressing this specific issue. Intensifying cultural awa reness and cultural safety is also a significant component. This realization plan will focus mainly on two detailed strategies: to familiarize and educate Aboriginal and Torres Strait Islander women in the City of Greater Dandenong by 50% informing about the new and easy technology use for cervical screening to reduce the pain and discomfort by 2015-2017. Another significant strategy is to ensure that the needs of Aboriginal and Torres Strait Islander women diagnosed with cervical cancer are met physically, culturally, spiritually and medically within the timeframe of three years 2015-2017. This curriculum will provide two-yearly Pap tests to women aged 18-69 for the early detection of cervical cancer. This implementation plan will initially present an action plan and next it will discuss about methods that have been used to encourage sustainability. Then methods of communication, which will be developed to connect stakeholders involved in the assignment, will be conversed along wit h the supply of resources. ACTION PLAN STRATEGY 1:To familiarize and educate Aboriginal and Torres Strait Islander women in the City of Greater Dandenong by 50% informing about the new and easy technology use for cervical screening to reduce the pain and discomfort by 2015-2017. STRATEGY 2: To ensure that the needs of Aboriginal and Torres Strait Islander women diagnosed with cervical cancer are met physically, culturally, spiritually and medically within the timeframe of three years 2015-2017. SUSTAINABLITY Attention to the sustainability in a community based cervical cancer; controlled program over a 3 year period must have extensive experience in planning implementing and evaluating a program which engage the indigenous aboriginal women, to educate women in City of Greater Dandenong. To sustain the program of prevention of cervical cancer, various steps must be put in place to maintain that the sustainability in the implementation scheme (Shediac-Rizkallah Bone, 1998, p.87-108). For instance, an entire program may be continued under its original or an alternative organizational structure, parts of the program be institutionalized as individual components, or there may be a transfer of the whole or parts to the community ownership (Shediac-Rizkallah Bone, 1998, p.87-108). In 2013 an study conducted by the Australian Institute of Health and Welfare identified the main changed that would be needed to occur and which stakeholders would be likely to be impacted. Projects with training (p rofessional and paraprofessional components are more likely to be sustained than those without: those trained can continue to provide benefits, train others and form a constituency in support of the program. As strategy 1 states that it is aimed to familiarize and educate Aboriginal and Torres Strait Islander women in the City of Greater Dandenong by 50% informing about the new and easy technology use for cervical screening to reduce the pain and discomfort. Therefore; by having general community and professional monthly and or yearly meetings and follow ups will help the project be sustained for a longer period of time and this will be evident with the use of data towards the participation of Pap screening tests for the population of Indigenous women. The results of this data in future within the 3 year time frame will help to detect whether more education and support implants are needed to be put in place culturally, physically and mentally or whether the results show an increase towards the population of Pap screening tests for cervical cancer in Indigenous women specifically. Topromote ongoing skills, development in health promotion and training/education, by allocating half a day to train the leadership skills and furthermore; being qualified to maintain their relationship with the Indigenous women for better health. It is important to train the trainers to help health services and programs to be sustained, patient-centered care, self-management support and behaviour change within their organisations therefore will be structured to be continued for the management and progress (Practice change requires staff skills development and systems implementation planning, 2013). For that reason, where the team will identify a reliable person who will be appropriate for the subject of leadership in future and have a greater understanding of the vision and management skills about health project towards the Aboriginal culture. Managing the culturally supportive environment for the Indigenous women will encourage the team to promote and achieve the sustainability and health promotion goals. COMMUNICATION To build a therapeutic relationship among indigenous women is quintessential; Health workers must gain trust and build rapport and considering their cultural background. There are various stakeholders one needs to consider while promoting health. For instance; while developing and delivering Aboriginal specific cervical screening health promotion training to health professionals, health promotion workers, aboriginal health workers and others who are working within the project. However; to establish organizational supports, such as local advisory committees, and in order for the project to develop effective relationships, within the Indigenous women committee (Gruen et al., 2008, p, 1579-89). One of the key strategies to achieve in this project is to train local clinicians to provide education and awareness about Pap screenings and cervical cancer to Aboriginal women in a form of considering their cultural background. Public is the first and prime stakeholders as the implementation of health promotion plan deals within the public domain (Hetzel, Glover, Gruszin. 2012). Apart from public, local councils and local councilors, Australian Health department and party workers were in the middle stakeholders (Gruen et al., 2008, p, 1579-89). Medical expert’s dealing in the treatment and research institute where diseases are the first lane resources, therefore; is vital to be included in any plan in prevention for cervical cancer (Anne F.Rositch, Michelle I. Silver, Patti E. Gravitt, 2014). CONCLUSION In conclusion, cultural barriers prevent Aboriginal women from seeking for their sexual and reproductive health and creative strategies are needed to encourage Aboriginal women to attend for Pap screens. For example: Information needs to be presented to the community in a format and language that is understandable to the target population. Services need to be provided in a safe and confidential environment and services need to be available on a â€Å"walk up basis† to avoid the need for appointments which can lead to a fear of loss of privacy and confidentiality. Due to cultural impediments, past research has proven that the establishment of women’s advisory committee was/is a strong scheme as a strategy to facilitate the promotion of the project within the community by engaging respect within the community and the women who are involved in the project so they could promote to the targeted group. In order to continue the momentum started by the project, community awareness of the need for cervical screening, needs to be maintained and raised contained by the Aboriginal women. This will require ongoing consultation with the community and ongoing health promotion activity which has been mentioned above. Ongoing involvement and collaboration with other community stakeholders such as Bunurong Health Services, Local Government – Victoria, Victorian Aboriginal Health Service, Cancer Council- Victoria, Royal Women’s Hospital Aboriginal Advisory Unit, Victorian Aboriginal Community Controlled Health Organisation and City of Greater Dandenong are also seen as dominant too long term success in increasing awareness and promotion of cervical screening in the City of Greater Dandenong among Aboriginal and Indigenous women.

Love Song of J. Alfred Prufrock Essay: Inability to Love

Love Song of J. Alfred Prufrock - Inability to Love    T. S. Eliot's "The Love Song of J. Alfred Prufrock" is not a poem about love, at least in any traditional sense. Rather It is a collection of the fragmented thoughts of a man without self-esteem. Far from being about love, it is about one man's inability to love (himself or the world around him.) It is the cynical statement of a man who does not believe good things will ever happen to him, or that the world has anything to offer him. The title is bitterly ironic; Prufrock does not love any body, least of all himself, (no matter how much he might aspire to the ideal of romance and passion), nor does he believe that any one could ever love him. His own life is devoid of love, so in his bitterness he brands his work a "love song". Although the poem addresses the reader directly, saying, "Let us go then, you and I,"1 Prufrock is really just talking to himself. His is a tale of shame and insecurity that he would never dare share with another human being. The epigraph graphically illustrates this; being a passage from Dante's "Inferno".... "If I thought my reply would be to someone who would ever return to earth, this flame would remain without further movement; but as no one has ever returned from this gulf, if what I hear is true, I can answer you with no fear of infamy."2 When one considers the poem in the light of this prologue, one must see that Prufrock is basically telling the tale of his isolation and living hell, but without shame because he believes his words will never be heard. He speaks to himself, and poses questions to himself as many do when they are grappling internally with issues and problems of their own. I wish to discuss two main thread... ...nse it is indeed a song about love, but it is not a "love song" in the traditional sense. "The Lovesong of J. Alfred Prufrock" is not radio friendly mainstream love. Bibliography Eliot, T. S., "The Love Song of J. Alfred Prufrock", in Leonard, John, Ed., Seven Centuries of Poetry in English, Third Ed., Melbourne: Oxford, 1994, pp.128-31. End Notes 1 Eliot, T. S., "The Love Song of J. Alfred Prufrock", in Leonard, John, Ed., Seven Centuries of Poetry in English, Third Ed., Melbourne: Oxford, 1994, pp.128-31, l. 1. All subsequent line numbers refer to this text. 2 Leonard, p. 128. 3 ll. 13-14, 35-36. 4 ll. 32-33. 5 ll. 38, 45, 122. 6 ll. 45-46. 7 l. 122. 8 ll. 97, 110. 9 l. 55. 10 ll. 73-74. 11 l. 34. 12 l. 51. 13 l. 60. 14 l. 81. 15 l. 85. 16 l. 84. 17 ll. 87, 99. 18 ll. 129-131.